SD & HSE - E & P Operational Excellence

Climate change

STRATEGIC GOAL:

Reduce CO2 intensity of operations by 20% by the end of 2016 (in CO2/tons of oil equivalent) compared to 2010 level

PERFORMANCE:

  • In 2016 there was a slight increase in the GHG emissions of E&P (compared to last year), mainly due to the increased production in Russia and Pakistan
  • Overall strategic goal on emission reduction was met, delivering 21% reduction in 2016 compared to 2010
  • Our unit GHG emissions is slightly below IOGP average
  • Baitex associated gas utilization (for energy production) improved and reached 95%

Water and spills

STRATEGIC GOAL:

Reduce total water withdrawals by 5% year-on-year; by 2020 reduce the number of spills by 30% compared to 2014 level

PERFORMANCE:

  • Water withdrawal reduced significantly driven by the Hajdúszoboszló Cooling System Project completed in 2015
  • In 2016 number and volume of spills slightly increased mainly due to pipeline corrosion
  • In order to mitigate minor spills pipeline integrity project started in Baitex in 2016
  • In the next years asset integrity, especially pipeline integrity will be in focus

Reserves and R&D


Two major R&D projects were launched in 2015. Surfactant-polymer EOR Pilot Project started in 2015, and Micro-emulsion Project commenced in 2016.

 

Safety

STRATEGIC GOAL:

Implement programs aiming for zero incidents

PERFORMANCE:

  • In 2016 we had 2 contractor fatalities in our E&P operations. One incident is linked to HAZMAT transportation and one to pipeline maintenance
  • Several awareness raising activities were launched in order to reduce the number of accidents and incidents. Life Saving Rules Program, Fall Protection Program, and the GPS/SOS Equipment Pilot Project started in 2016

Human capital

STRATEGIC GOAL:

Increase employee engagement level & further develop and utilize the Technical Career Ladder program

PERFORMANCE:

  • Headcount was decreased in line with portfolio optimization (Relinquishment of Akri-Bijeel and Matjushkinskaya Vertical divestment)
  • In 2016, the Technical Career Ladder program was further extended to three new job families and mentoring also expanded

Communities


There was a significant decrease in 2016 compared to 2015 due to change in portfolio elements. (Mainly due to reduced activity in Kurdistan).