Environmental Performance Indicators Applied to the Norwegian Oil and Gas Industry

1997 ◽  
Author(s):  
Henrik Rye ◽  
Harald Celius ◽  
Geir Husdal ◽  
Ralph Guttormsen
2014 ◽  
Vol 2014 (1) ◽  
pp. 388-399 ◽  
Author(s):  
Valentin Vandenbussche ◽  
Emma Karlstrøm Thylander ◽  
Daniel Millet

ABSTRACT Best Available Techniques (BAT) is a principle originally defined in the EU directive on Integrated Pollution Prevention and Control (IPPC). The overall ambition of the directive is to reduce emissions and impacts on the environment as a whole. The purpose of a BAT assessment is to identify the technique with the best environmental performance among all available techniques for a certain industrial application. Such assessment should also take into account technical and economic constraints. A wide variety of industries fall under the scope of the IPPC requirement for BAT in Europe. The BAT approach is more and more applied in countries outside of EU, and adopted by private organisations as a best practice. In the offshore Oil & Gas industry in Norway, for instance, the BAT approach is now applied to many systems, such as power generation, produced water management, VOC recovery, or, more recently, leak detection and remote sensing. The particularity of the site-specific constraints as well as a lifecycle perspective, typical of the offshore Oil & Gas industry, makes the application of the BAT approach challenging for this sector. Best Available Techniques for offshore applications are therefore site-specific, and require a case by case assessment. In addition, in countries such as Norway, there is no guideline or directive describing how to perform a BAT assessment, which hence needs interpretation and adjustment for each individual application. DNV has developed a methodology for BAT assessments specifically for the offshore industry. This methodology is based on a ranking of the environmental performance as well as technical feasibility, reliability and costs of available industrial concepts. The approach is applicable to various stages of offshore Oil & Gas projects. This paper will describe the BAT methodology for the offshore Oil & Gas industry, and give relevant examples of its application to various systems commonly found on offshore facilities. Challenges and future opportunities will also be presented and discussed.


2007 ◽  
Vol 1 (1) ◽  
pp. 54 ◽  
Author(s):  
Vanessa Magness

This paper examines the correlation of financial and environmental performance in the petroleum refinery sector. Emissions fell while profits<br />rose over a ten-year period. Ongoing efforts to legitimize companies in<br />light of changing societal expectations have created an external environment that encourages the development of new technologies that promote cost efficiencies and good environmental performance simultaneously.  Russo and Fouts (1997) argued that industries subject to rapid technological advance are well suited to respond to these changes in the external environment. The findings of this paper suggest that the petroleum refinery sector of the oil and gas industry may be meeting the challenge of the environmental movement.<br /><br />


2016 ◽  
Vol 133 ◽  
pp. 1190-1203 ◽  
Author(s):  
Alejandro Germán Frank ◽  
Nathalie Dalle Molle ◽  
Wolfgang Gerstlberger ◽  
João Augusto Bonzanini Bernardi ◽  
Danilo Cuzzuol Pedrini

Author(s):  
Elena Prokofievna Karlina ◽  
Elina Victorovna Polyanskaya ◽  
Anna Nikolaevna Tarasova

In conditions of high competition on the global markets Russian oil and gas companies are increasingly focusing on the creation of effective system of governance which would allow to concentrate the efforts of the company staff on increasing profitability and maximizing market value, one of the tools for the achievement of which is the effective organization of business processes. The study of LUKOIL, PJSC activity in management of business segments allowed to formulate a conclusion about the appropriateness of the use of the balanced scorecard for performance management of business processes. Building and implementation of the system of key performance indicators is carried out subject to the features of the strategic directions of the company and business segments, which helped to identify two subsystems of its development for LUKOIL, PJSC: key performance indicators for the evaluation of the company as a whole and key indicators for the evaluation of business processes. On the basis of the process approach the key performance indicators of the business process "Well construction management" have been formed and concretized reflecting the industry specifics of the operating and financial activities of the oil and gas industry.


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