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Evolution of safety clothing and equipment in the energy sector
The frontline professionals in the energy sector are exposed to numerous life-threating activities and hazards. Danger lurks around every corner, right from working in well foundations, to erecting lease tanks to chemical treatments or hydraulic fracturing wells. Even in the presumably safe environments like refineries, certain activities pose threats like process sampling, handling or recharging catalyst or inspection. Also, the off-shore drilling offers risk due to hydrogen sulfide gas, use of heavy metals and the presence of benzene in the crude. Even during shutdowns and repairs, the risk is high. The workers are also exposed to fires and flames and hence require comprehensive safety measures and equipment to work without risk.
Evolution of Personal Protective Equipment
Personal Protective Equipment (PPE), is referred to the equipment that is worn by workers to minimize the exposure to workplace related hazards and injuries. It includes but is not limited to respirators, hard hats, gloves, safety harnesses, safety glasses, earplugs, bodysuits, and steel-toed shoes. During the industrial revolution, the PPE was put in place to minimize the workplace injuries. However, with time it has become more efficient at protecting the overall well-being of the workforce. So, let us track the evolution of some key safety equipment and clothing in the energy sector over the period:
Safety Harness:
· Back in the 1900s, industrial workers used hemp or natural fiber body belt to protect from injuries. However, these belts did not have shock-absorption properties.
· In 1959, shock absorption property was incorporated into the safety belts. This helped the workers to reduce or eliminate injury caused due to fall.
· In the 1990s, there were more improvements such as snap hook connectors, D-rings, and full-body harness. It transformed the fall prevention system for better
Hard Hats:
· As per the article published in Occupational Health & Safety (OHS) magazine, the gold miners created the bowler hat to protect themselves from the debris that falls while working in the mines. It had rounded brims and hard exterior, while the interior was stuffed with cotton.
· The Golden Gate Bridge project is considered as the first major project that made it compulsory for all the workers to wear a hard hat. The hat was crafted using canvas and it had an internal suspension system.
· After some time, an aluminum hat was introduced but was soon discontinued due to its side-effects: corroding and electricity conduction.
· In 1950’s thermoplastic was used to construct hat; these hats were easily molded and hence uniformity in the hats was introduced. Hard hat has not been improved much, however additional accessories like earplugs or Bluetooth technology has been introduced to enhance the comfort level.
Respirators:
· Roman Empire created the first respirator which was made out of the animal bladder and was used by the miners to prevent inhalation of iron oxide dust.
· In the middle of the 1800s, the charcoal gas filter mask was introduced. After two decades it was further improved and was known as “fireman’s respirator.” But, the respirators were not widely accepted until 1900.
· In the 1970s, the safety equipment manufacturers created Powered Air Purifying Respirators (PAPR) which comprised of a blower and filter inside a helmet. It was widely used in the areas where the face and eye contamination were the concern.
· However, most respirator even today use simple technology that helps in respiration. PAPR is still in the growing stage.
Ear Plugs
· Do you know the earliest reference to the earplugs were found in Greek Drama, The Odyssey? During those times, it was used to block the songs of the siren. The sailors used beeswax as earplugs.
· In the early 1900s, earplugs were used in the densely populated neighborhood and was made of cotton and wax. These benefits were then marketed to the industry.
· In the 1960s, foams were used to make earplugs and after a decade, polyurethane was used.
· Some years later, the thermal plastic elastomer was used as it was easier to shape the earplugs and it offered better comfort and fit.
· In the recent years, numerous technological advancements have been made with noise cancellation technology, mic, recorders and extra grip earplugs. The idea is to encourage workers to use it to eliminate any chance of hearing impairment.
Safety Glasses
· Safety glasses were first introduced by a tribe in Alaska which used it to prevent snow blindness. Later, this idea was adopted, and the safety glasses were used to protect the eyes from various contaminants such as dust, splashes, heat, glare, and wind.
· In the energy sector, the workers are expected to wear it full-time. Now, it has been aesthetically designed to make it more fashionable. Even the prescription-based safety glasses have been introduced. Just by wearing glasses, a lot of vision-related injuries can be avoided.
Since the mid-20th century, safety clothing and equipment have evolved significantly. The standardization and safety policies have also helped in encouraging workers to use the PPE which in turn has helped in reducing the rate of injuries and illness at the workplace.
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It is, obviously, unsurprising that the recently released Q2 financials for the oil & gas supermajors contained distressed numbers as the first full quarter of Covid-19 impact washed over the entire industry. It is, however, surprising how the various behemoths of the energy world are choosing to respond to the new normal, and how past strategies have exposed either inherent strengths or weakness in their operational strategy.
Let’s begin with BP. With roots that stretch back to 1908 with the discovery of commercial oil in Persia, now Iran – BP arguably coined the phrase supermajor in the late 1990s, when acquisition of Amoco, Arco and Burmah Castrol married BP’s own substantial holdings in Europe and the Middle East to create a transatlantic oil and gas giant. It was a trend mirrored across the industry, with the Seven Sisters of the 1970s becoming ExxonMobil (Esso and Mobil), Chevron (Gulf Oil, Socal and Texaco) and modern day Royal Dutch Shell. Joining them were ConocoPhillips (Conoco and Phillips) and Total (Petrofina and Elf Aquitaine). As the world’s appetite for oil and gas increased at an accelerating pace, the supermajors became among the world’s largest and highest valued companies across the next two decades.
That is now poised for a major change. With fossil fuels waning in demand and renewables becoming more investable, BP is now declaring that it will no longer be a supermajor. CEO Bernard Looney made the announcement ahead of the release of the company’s Q2 financials, seeking to reinvent the firm as ‘integrated energy company’ rather than an ‘integrated oil company’. To make this change, Looney is looking to shrink BP’s oil and gas output by 40% through 2030 and invest heavily to become the world’s largest renewable energy businesses, putting climate change firmly on the agenda and getting ahead of the curve in meeting European directives for a low-carbon future. This was, perhaps, already on the cards. But the Covid-19 effect has hastened it. With a second quarter loss of US$6.7 billion, BP is choosing this time to rebrand itself for long-term transformation rather than maximise current shareholder value; indeed, it will slash dividends in half in order to invest cash for the future.
On the European side of the Atlantic, that trend is accelerating. Shell and Total are also aiming to be carbon neutral by 2050, alongside other European majors such as Eni and Equinor. That isn’t to say that oil or gas will no longer play a huge role in their operations – indeed Total and Eni in particular have made many recent and potentially lucrative finds in Egypt, South Africa and Suriname – just that oil and gas will become a smaller percentage of a diversified business. Both Shell and Total have also displayed how past strategic decisions have paid dividends in uncertain times. Both supermajors declared profits for the quarter, escaping the trend of underlying losses with net profits of US$638 million and US$126 million respectively when a deep red colour to the numbers was expected. The saving grace in a dramatic quarter was their trading activities, where the trading divisions of Shell and Total (as well as BP) took advantage of chaos in the market to deliver strong results. But even with this silver lining, Shell and Total are scaling back on dividends, as they join BP in a drive to diversify in the age of climate change, which has strong political backing in Europe where they are based.
On the other side of the pond, the mood surrounding climate change is decidedly different. ExxonMobil and Chevron aren’t exactly ignoring a low-carbon future but they aren’t exactly embracing it wholeheartedly either. Instead, both supermajors look to be focusing on maximising shareholder value by focusing on producing oil as profitably as possible. It explains why Chevron moved to acquire Noble Energy recently after failing to buy Anadarko last year, and why ExxonMobil is still gung-ho over American shale and its new found black gold assets in Guyana. The Permian remains on their focus; with economic pressure on, there are rich pickings in the shale patch that could turn American shale from a patchwork of ragtag independent drillers to big boy-dominated. In the short-term, that promises quick returns after the panic – especially with ExxonMobil and Chevron declaring net losses of US$1.08 billion and US$8.3 billion for Q2, respectively – but the underlying assumption to that is that the energy industry will recover and continue as it is for the foreseeable future, rather than the major upheaval predicted by their European counterparts.
For shareholders, and the companies themselves, the expectation is what the future will hold once the worse is over. That Q2 2020 financials dismal performance was never in doubt. What is more revealing is where the supermajors will go from here. Will BP’s attempt to end the supermajor era pay off? Or will American optimism return us back to business as usual? It’s two different visions of the future that will either way spell a sea change for the industry.
Market Outlook:
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It was just over five years ago that ExxonMobil discovered first oil in Guyana, transforming the sleepy South American country into the world’s upstream hotspot in just half a decade. The strike rate there has been amazing – 18 discoveries out of 20 well campaigns, and more seem to coming as new discovery efforts get underway. This made Guyana the envy of its neighbours. And why not? The Guyanese economy is projected to grow at 86% y-o-y in 2020, despite the Covid-19 pandemic, as first commercial oil from the Liza field hit the market.
Just over the Guyana border, Suriname, a former Dutch colony had all the more reason to be envious. Unlike Guyana, Suriname has an established upstream industry. Managed by the state oil firm Staastsolie, the volumes are paltry: the onshore Calcutta and Tamabredjo field collectively produce at a current rate of 17,000 b/d. Guyana’s Liza field alone is 15 times larger than Suriname’s total crude output. But the Guyanese miracle always did herald some hope that some of that golden dust could blow Suriname’s way, not least because the giant offshore discoveries in the Staebroek block were just across the maritime border.
In January 2020, this bet proved right. US independent Apache announced it had made a ‘significant oil discovery’ at the Maka-Central 1 well, the first suggestion that the Cretaceous oil formation in Guyana extended southeast to Suriname. Two more discoveries were announced by Apache in quick succession, Sapakara West and, just this week, Kwaskwasi. All three are located in the 1.4 million acre offshore Block 58, which was originally held entirely by Apache before French supermajor Total bought into a 50% stake just before the Maka Central discovery was announced. Three discoveries in six month is quite a payoff, especially with the Kwaskwasi-1 well delivering the highest net pay and confirming a ‘world-class hydrocarbon resource’. More importantly, initial findings suggest that Kwaskwasi holds oil with API gravities in the 34-43 degree range, the sort of light oil that is perfect for petrochemicals and higher-grade fuels.
With Total scheduled to take over operatorship of the block after a fourth drilling campaign, the partners are eager to extend their streak. The Sam Croft drillship is scheduled to head to Keskesi, the fourth scheduled prospect in Block 58, after operations at Kwaskwasi-1 have concluded, and an additional exploration campaign is already in the plans for 2021.
Total and Apache aren’t the only ones playing in Surinamese waters, though they are the first to hit the payday. Most of the country’s offshore blocks have been apportioned, snapped up by ExxonMobil, Kosmos, Petronas, Tullow and Equinor, and all are hoping to be the next to announce a find. ExxonMobil, with Equinor and Hess Energy, have a good position in Block 59, just next to the Caieteur block in Guyana, while Kosmos is hunting in Block 42, right next to the Canje block in Guyana. However, it is Malaysia’s Petronas that is the next likely candidate. Present in Suriname since 2016, when it drilled the exploratory Roselle-1 well in Block 52, Petronas also has interests in Block 48 and Block 53, and recently completed a farm-out sale with ExxonMobil for 50% of Block 52. Its drilling campaign for the Sloanea-1 well is scheduled to begin in Q4 2020, and will be keenly watched by all in Suriname.
Unlike Guyana that had no state oil company, Suriname has existing national oil infrastructure. Staatsolie currently controls onshore and shallow water areas in the country. However, all wells drill in offshore Block A, B, C and D have turned out dry so far. That leaves Staatsolie in a situation: its own areas are not prolific as discoveries by Total, Apache, Petronas et al. For now, Staatsolie is looking to gain rights to 10-20% of any oil discovery within Suriname, but the framework for this is weak and it must navigate carefully to not antagonise the oil majors that are powering the discoveries in its waters. It will do well to avoid the confrontational attitude that is jeopardising LNG development in Papua New Guinea with ExxonMobil and Total, but Staatsolie does have a claim to Suriname’s oil riches for itself.
For now, it is exhilarating to observe the progress in this previously quiet corner of South America. It is the closest thing to frontier oil exploration in the 21st century, with each new discovery generating more and more excitement. Who would have thought there was so much oil left undiscovered? Guyana has shot into the spotlight, Suriname is starting its own ascent and… who knows… could French Guiana be next?
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Source: U.S. Energy Information Administration, Annual Coal Report
In 2019, U.S. coal production totaled 706 million short tons (MMst), a 7% decrease from the 756 MMst mined in 2018. Last year’s production was the lowest amount of coal produced in the United States since 1978, when a coal miners’ strike halted most of the country’s coal production from December 1977 to March 1978. Weekly coal production estimates from the U.S. Energy Information Administration (EIA) show the United States is on pace for an even larger decline in 2020, falling to production levels comparable with those in the 1960s.
Source: U.S. Energy Information Administration, Annual Coal Report
Wyoming produces more coal than any other state, representing 39% of U.S. coal production in 2019, at 277 MMst, which is 9% lower than its coal production in 2018. Coal production in West Virginia, the state with the second-highest coal output, fell by a relatively smaller 2% in 2019. West Virginia is a primary producer of metallurgical coal, which saw sustained demand for exports in 2019. Coal production recently stopped in two states, Kansas in 2017 and Arkansas in 2018. Arizona stopped producing coal in the fall of 2019 when the coal-fired Navajo Generating Station and adjacent Kayenta coal mine that supplied it both closed.
EIA estimates weekly coal production using coal railcar loadings. In 2020, weekly coal railcar loadings have been trending much lower than 2019 levels, and most recent year-to-date coal railcar loadings were down 27% compared with 2019.
Source: U.S. Energy Information Administration, Weekly Coal Production
The decline of U.S. coal production so far in 2020 reflects less demand for coal internationally and less generation from U.S. coal-fired power plants. U.S. coal exports through May 2020 are 29% lower than during the first five months of 2019. U.S. coal-fired generation fell to a 42-year low in 2019, decreasing nearly 16% from the previous year, and has fallen another 34% through May 2020.
Estimated U.S. coal production through mid-July 2020 is 27% lower than the average annual 2019 output, and EIA expects these reductions in production to persist during the remainder of the year. In the latest Short-Term Energy Outlook (STEO), EIA forecasts a 29% decline in U.S. coal production in 2020.
EIA forecasts that U.S. coal production will increase by 7% in 2021, when rising natural gas prices may cause some coal-fired electric power plants to become more economical to dispatch. Much of EIA’s projected recovery in coal production is in the western United States.
Principal contributor: Rosalyn Berry