1、Guidance Document for the Development of a Safety and Environmental Management System for Onshore Oil and Natural Gas Production Operations and Associated ActivitiesAPI BULLETIN 75LFIRST EDITION, NOVEMBER 2007REAFFIRMED, JANUARY 2013Guidance Document for the Development of a Safety and Environmental
2、 Management System for Onshore Oil and Natural Gas Production Operations and Associated ActivitiesUpstream SegmentAPI BULLETIN 75LFIRST EDITION, NOVEMBER 2007REAFFIRMED, JANUARY 2013Special NotesAPI publications necessarily address problems of a general nature. With respect to particular circumstanc
3、es, local, state, and federal laws and regulations should be reviewed.Neither API nor any of APIs employees, subcontractors, consultants, committees, or other assignees make any warranty or representation, either express or implied, with respect to the accuracy, completeness, or usefulness of the in
4、formation contained herein, or assume any liability or responsibility for any use, or the results of such use, of any information or process disclosed in this publication. Neither API nor any of APIs employees, subcontractors, consultants, or other assignees represent that use of this publication wo
5、uld not infringe upon privately owned rights.Users of this Bulletin should not rely exclusively on the information contained in this document. Sound business, scientific, engineering, and safety judgment should be used in employing the information contained herein.API is not undertaking to meet the
6、duties of employers, manufacturers, or suppliers to warn and properly train and equip their employees, and others exposed, concerning health and safety risks and precautions, nor undertaking their obligations to comply with authorities having jurisdiction.Information concerning safety and health ris
7、ks and proper precautions with respect to particular materials and conditions should be obtained from the employer, the manufactuere or supplier of that material, or the material safety data sheet.API publications may be used by anyone desiring to do so. Every effort has been made by the Institute t
8、o assure the accuracy and reliability of the data contained in them; however, the Institute makes no representation, warranty, or guarantee in connection with this publication and hereby expressly disclaims any liability or responsibility for loss or damage resulting from its use or for the violatio
9、n of any authorities having jurisdiction with which this publication may conflict.API publications are published to facilitate the broad availability of proven, sound engineering and operating practices. These publications are not intended to obviate the need for applying sound engineering judgment
10、regarding when and where these publications should be utilized. The formulation and publication of API publications is not intended in any way to inhibit anyone from using any other practices.Any manufacturer marking equipment or materials in conformance with the marking requirements of an API stand
11、ard is solely responsible for complying with all the applicable requirements of that standard. API does not represent, warrant, or guarantee that such products do in fact conform to the applicable API standard.All rights reserved. No part of this work may be reproduced, stored in a retrieval system,
12、 or transmitted by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written permission from the publisher. Contact the Publisher, API Publishing Services, 1220 L Street, N.W., Washington, D.C. 20005.Copyright 2007 American Petroleum InstituteForewordThis public
13、ation is under the jurisdiction of the American Petroleum Institute Upstream Departments Executive Committee on Drilling and Production Operations. It was developed with assistance from the International Association of Drilling Contractors (IADC), the Independent Petroleum Association of America (IP
14、AA), and the Association of Energy Service Companies (AESC). The Good Neighbor Guidelines (Annex B) were derived from material provided by the New Mexico Oil and Gas Association. API expresses its appreciation to these associations for their contributions to the development of this publication. API
15、publications may be used by anyone desiring to do so. Every effort has been made by the Institute to assure the accuracy and reliability of the data contained in them; however, the Institute makes no representation, warranty, or guarantee in connection with this publication and hereby expressly disc
16、laims any liability or responsibility for loss or damage resulting from its use or for the violation of any federal, state, or municipal regulation with which this publication may conflict.Suggested revisions are invited and should be submitted to the Director of the Upstream Department, American Pe
17、troleum Institute, 1220 L Street, N.W., Washington, D.C. 20005.iiiContentsPage1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Objective and Scope . . . . . . . . . . . . . . . .
18、. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Purpose. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Benefits. . . . .
19、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
20、 . . . . . . . . . 26 SEMS Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21、. . . . . . . . . . . . . . . . . . . . . . . . . . . 4Annex A SEMS System Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Annex B Good Neighbor Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . .
22、. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 v1Guidance Document for the Development of a Safety and Environmental Management System for Onshore Oil and Natural Gas Production Operations and Associated Activities1 BackgroundThis publication was written to provide general inform
23、ation and guidance for the development of a safety and environmental management system (SEMS) for onshore oil and natural gas operations, including drilling, production, and well servicing activities. Although there is an extensive amount of information that has been developed on the topic of safety
24、 and environmental management systems, this document focuses on this industry sector to help foster continuous improvement of our industrys safety and environmental performance. It is recognized that many onshore oil and natural gas companies have an effective SEMS in place; however, the intent of t
25、his document is to provide an additional tool that can assist these and especially other operators in taking the next step to improve their system, program, or plan. For some, it may be the first step toward implementing a complete system at a pace that complements their business plan. For those who
26、 already have a mature SEMS in place, this document can be used for continuous improvement of the system. 2 Objective and ScopeAn effective SEMS will have a fundamental objective of promoting continuous progress towards making safety and environmental protection an integral part of the companys cult
27、ure. A SEMS should address facilities, engineering design, major equipment, and work processes relevant to the appropriate owners, contractors, or suppliers. This publication provides guidance for any company in the business of onshore oil and natural gas production, including drilling, construction
28、, well servicing, and maintenance activities. In addition to having an effective SEMS, responsible development includes being a good neighbor and being committed to environmental protection and compliance with all applicable federal, state, and local regulations. Annex B provides guidance for a comp
29、any to consider as a “good neighbor.” 3 PurposeThis publication is designed to aid companies in initiating the development of a SEMS. The intent is to identify a series of tools to assist in the development and implementation, or improvement, of the system. The design of each companys system will be
30、 unique and its implementation schedule tailored to leverage the existing system at a pace realistic to the company and its business plan. For those beginning the process of implementing a SEMS, it is recommended that the process be implemented over time on a risk basis, evolving into a complete sys
31、tem that addresses appropriate SEMS elements specific to a companys operations. Both design and schedule should initially address higher risk facilities, equipment, and processes; following that, the system should continue to expand to address risk in phases, addressing the more important elements a
32、t first and expanding to the full system over time. Simply stated, the SEMS can be implemented in several phases on various levels (i.e. geographically, functional areas, system elements). This phase-in schedule should be documented in the planning of the system. 4 BenefitsAn effective SEMS will pro
33、vide numerous benefits to companies that implement a system. Many of these benefits are intangible, but among the more widely recognized benefits is the ability to apply a systematic approach to continually check and correct the elements of their safety and environmental system. Although systematic,
34、 the design allows for great flexibility to enable it to fit the size of the company and focus on the higher risk issues, making their efforts both easier and more effective. The strong foundation from the SEMS provides a tool to capture knowledge as companies continue to improve the elements of the
35、 system. This will enable the industry to systematically pass on experience within the workforce. Some of the early tasks in the process (gap analysis and risk assessments) will enable the company to work out the best way to handle each key activity, and make sure that everyone uses the same approac
36、h, every time. This consistent approach can reduce mistakes and avoid the associated cost. Although the SEMS does 2API BULLETIN 75Lnot guarantee compliance, the system will compliment the companys current program and reduce the likelihood of non-compliances by providing tools to help manage it. To s
37、ummarize, benefits include (paraphrasing from the EPAs website): improved safety and environmental performance; enhanced compliance; pollution prevention and resource conservation; reduce/mitigate risks; attract and retain access to customers and markets with SEMS requirements; increased efficiency;
38、 reduced cost; enhance employee morale and possibly enhance recruitment of new employees; enhance image with public, regulators, lenders, investors; achieve/improve employee awareness of safety and environmental issues and responsibilities; and qualify for recognitions/incentive programs.5 Implement
39、ationThere are many models for an effective Safety and Environmental Management System and several blueprints for the successful implementation of that system. So while the details of a specific SEMS may vary greatly, and may ultimately include a wide variety of system elements, the keys steps for i
40、mplementation generally include three or four crucial components. These key components may be represented in the final SEMS by one or several system elements; but when completely implemented, these components form a cycle for continuously improving all safety and environmental systems and continue t
41、o assist in minimizing risk.5.1 Initially, the most important of these key components (and indeed absolutely essential to the success of SEMS) is the support and commitment of senior management. In the short term, developing a new management system involves the investment of extra work and resources
42、, an investment for which only senior management can commit. This investment, or cost, includes: an investment of internal resources, including staff/employee time; costs of training of personnel; costs associated with hiring consulting assistance, as needed; and costs for technical resources to ana
43、lyze environmental impacts and improvement options, as needed.In addition to their commitment (of these required resources) it is also critical to communicate that commitment. Employees will be involved in the development and implementation of this system and some may find it difficult to see whats
44、in it for them even to the point of resisting the change. But if top-level managements commitment and expectations are effectively communicated to the employees from the start, they will understand the importance of developing this system and the resulting benefits. Additionally, implementing a mana
45、gement system involves the GUIDANCE FOR DEVELOPMENT OF SAFETY AND ENVIRONMENTAL MANAGEMENT SYSTEM FOR ONSHORE OIL AND NATURAL GAS PRODUCTION 3long-term commitment (a continuing investment of time and resources) to conduct business in alignment with this system, a system that in turn will provide opp
46、ortunities for continual improvement. 5.2 Once a strong management commitment (to develop and implement a SEMS) has been fashioned and communicated, the next important component is design. Design is crucial, remembering that the most effective system for a company is one that is customized and tailo
47、red to mesh with the companys risk and business plan. The design will use a high level risk analysis to identify needed elements of the system, specific risk assessment methods, a schedule for full implementation, and other aspects. As this design is put into action it will roll right into the conti
48、nuous cycle that will evaluate risk on an ongoing basis and adjust the system as needed to address those risks. 5.3 Once leadership has made the commitment (and communicated such), the design of most management systems will generally follow a “plan-do-check-act” model:5.3.1 PlanIdentify the key risk
49、 (which include legal requirements) and establish your overall policy. Develop priorities, objectives and action items with a realistic schedule.5.3.2 DoThis stage begins the step-by-step action plan for conducting activities (e.g. hazard analysis, document preparation) and developing and implementing standards and procedures identified in the plan. This includes training and operational control and the documentation of the activities, procedures, and standards.5.3.3 CheckUsing the targets and objectives set above assess whether they are being achieved. Othe
