bluuebunny/crossref_metadata_2025 huggingface dataset:
Risk-Based Approach to Fatality Prevention
Authors: Donato Michael
Published: June 2014

Over the last 10 years total recordable incident rates (TRIR) within the global oil and gas industry continue to decline whereas fatality rates sustain by an average of five fatalities per year. The objective of a risk-based approach to fatality prevention is to differentiate high-risk work activities from low-risk work activities, assisting organizations in prioritizing resources such as supervision, procedures, and the allocation of trained personnel. The scope of a risk-based approach to fatality prevention includes organizational leadership, first-line supervisors, and personnel performing high-risk activities. Within the oil and gas industry total recordable incident rates continues to decline although a consistent number of fatalities occur each year.

The first step to institutionalize a risk-based approach to fatality prevention is to perform a risk- assessment of work activities to determine which activities possess the greatest likelihood of a fatality. The risk assessment is accomplished by reviewing past incidents and selecting the appropriate risk ranking method, such as a process hazard analysis or risk prioritization matrix. Using the results from the risk ranking separate the activities with the greatest likelihood of a fatality into groups and validate against past incident data. Once validation is complete use the high-risk activities to identify integration opportunities within existing processes and procedures. For example, using a risk-based approach to identify hot work in a confined space entry as a high-risk activity the fatality prevention emphasis prompted by integration into existing management processes ensures the appropriate procedures, training and oversight to complete the work safely.

The fatality prevention opportunities identified within existing processes and procedures assist the enterprise in business planning ultimately creating a management system shift to provide a higher emphasis where risk is greatest, such as activities where an individual may lose one’s life. In the past the oil and gas industry demonstrates the ability to decrease total recordable incidents although record ability does not necessarily correlate to severity. A risk based-approach to focus on activities where a fatality may occur ensures the appropriate level of management for activities while the existing safety management principles continue to decrease total recordable incidents.
Engaging and Motivating for Health Behavior Change
Authors: Shannon Amelia , Davis-Street Janis , Drew Cathy
Published: June 2014

Problem Statement: Incentives have received wide use as a means of engaging and motivating participants in worksite health programs. However, the impact of incentives on changing behavior and improving overall health is not well-defined and is dependent on the type of incentive, the mode in which it is delivered and cultural significance.

Objectives and Scope of Study: This paper evaluates 2008 to 2013 incentive approaches and implementation efforts, and their potential for developing more effective employer wellness programs.

Method: Employer incentive program has been developed and implemented over multiple program years in conjunction with a comprehensive lifestyle program to decrease cardiovascular disease risk. The program involved the completion of a risk assessment and participation in online or telephonic health coaching programs. Incentives varied by amount, vehicle, timing and required activities.

Results and Observations: Results varied depending on the incentive approach. Participation rates were highest in 2008 (38%), however more participants completed coaching goals in 2009 (69%) and 2012 (84%). Coaching goal completion decreased in 2010 (43%) when coaching was not incented. Participants decreased blood pressure, cholesterol, BMI, blood glucose and smoking rates, and coaching participants had improved biometric measures compared to non-coached participants. When participants were asked what motivated their participation, getting the incentive ranked #2 behind improved health. Preliminary data in 2013 suggest that participants are more engaged when incentives are more immediate.

Conclusions: Incentives are influential for program participation and incenting coaching does appear to be a motivating factor for completion. Immediacy of incentive receipt appears to increase engagement and motivation for completing incented activities. While the impact of incentives per se on behavior change is equivocal, incentives do generate program engagement, likely by attracting people who are thinking about making changes (contemplators) and accelerating their decision to make a change. Incentives possibly attract those not thinking about change (precontemplators) because they are attracted by the reward.

Applications: These findings will enhance development of more effective employer health promotion programs and improve employee health.

Innovations or Technical Contributions: Incentives need to migrate from extrinsic (financial) to intrinsic (I want to do this for my health) motivators. The search for intrinsic motivators in combination with this study have led to the exploration of how social networks, challenges, game mechanics, and mobile technology may support development of non-financial incentives.
One Company's Approach to Societal Responsibility: A Contribution to Operational Excellence and Acceptability
Authors: Fontaine Jean-Marc , Chavée Claudine , Bou Nathalie , Pion-Leflaive Elizabeth , Le Douaran Sylvie , Darneau Olivier , Tard Camille
Published: June 2014

In line with the values and principles framed by its Code of Conduct, Ethics and HSEQ Charters, Total places its societal commitment at the heart of its responsibility as an industrial operator. To achieve this, the company has defined a Societal Policy in order to promote integration of its activities into the context of host communities and countries, notably by contributing to human, economic and social development.

Total's ambition is to act and be recognized as:

– An industrial operator with a strategy centered on respect, listening, dialogue and stakeholder involvement. – An accountable operator exemplary in its management of impacts related to its activities. – A partner in the sustainable social and economic development of its host communities and countries. – A company that is setting a benchmark for the promotion of access to energy.

Based on this policy, several internal procedures were developed in order to ensure a coherent societal approach throughout the company. In Exploration and Production the societal approach was included, together with Security, in the HSE Management System taking the company progressively from HSE to H3SE.

For Total the creation of a new profession – "Societal engineering" – is the most efficient means of ensuring that the approach becomes part of the"genetic material" of Petroleum Engineers. To implement the requirements of the societal policy, the profession has to recruit specialists, train them, and develop their career path while in parallel raising awareness about the societal approach within Total. Methodologies, sharing of lessons learned and experiences and practical tools were developed to increase professionalism in the field. SRM+ (Stakeholder Relationship Management) and MOST (monitoring societal actions) are key tools used by Total. Implementing the societal approach need not be cumbersome; it must be tailored to the level of risks and opportunities faced by each asset and its societal context.

The paper, based on concrete examples from different countries and from each E&P process will illustrate the development of a professional societal approach, an increasingly crucial element of the business and activities of oil and gas companies. It contributes to operational excellence, reputation and long term acceptability.
The Changing Landscape of Corporate Social Responsibility Reporting
Authors: Brooke-Lander Melanie , Kuykendall Dina
Published: June 2014

Despite the economic climate, there has been no downturn in the level of reporting on corporate social responsibility (CSR). Approximately 95% of the largest 250 companies now issue a formal CSR or sustainability report that describes their environmental, social and governance (ESG) performance. For many companies, producing an annual CSR report has become routine, and they have grown more comfortable with disclosing information and being more transparent.

The changes to the Global Reporting Initiative (G4) guidelines published in May 2013 reflect the general trend in CSR reporting towards increasing specificity of report content and detailed performance data. The changes in G4 require more focused reporting on the most relevant metrics as they relate to an organization’s sustainability context, with strong links to governance mechanisms and management approach. CSR surveys are also requiring a more robust analysis of what is material to an organization and its stakeholders; how the company impacts upon the environment and society; and what impacts upon the company.

In this paper, we review the general trends associated with CSR reporting citing examples from GRI and investor surveys such as the Carbon Disclosure Project. We make a comparative analysis of the top sustainability / CSR surveys and rankings, including RobecoSAM/Dow Jones, Bloomberg's ESG and Civic 50 rankings, and the FTSE4Good.

With the increased prominence of CSR rankings, companies are devoting more attention to these surveys. In addition, the depth of questioning is driving more comprehensive reporting and directing company activities. For example, surveys are increasingly focused on supply chain risks, particularly risks associated with access to strategic raw materials. Companies are now not only expected to mind their own business, but also to understand the policies and practices of their suppliers, particularly with regard to how they are mitigating any potential risk to supply.

The mechanisms for data gathering are also moving forward, albeit slowly. Many companies are still collecting data and calculating performance metrics such as greenhouse gas emissions using Excel spreadsheets. Larger companies may have online software tools, but these often still require significant manual "number-crunching" to obtain the required performance indicators.
Practical Guidance on Biodiversity Risk Assessments
Authors: Fennessey Karl , Staudt Wilfred , Suryana Iyan
Published: June 2014

Biodiversity and Ecosystems Services are critical in maintaining ecosystem health and human well-being and protecting plant and animal species and ecosystems where we operate is an essential component of our health, safety, and environmental commitment. This paper will show the parallel evolution of the industry understanding and the corresponding development of the ConocoPhillips’ biodiversity position, commitments, strategy and actions designed to conserve biodiversity as part of our commitment to reduce the effects of our activities on the environment.

The discussion will highlight some key business results, business practices, processes and tools we use to assess impacts, track plans and implement our Biodiversity Position. The paper will cover Development of Biodiversity Action Plans for operated assets and projects located in areas of high conservation value.Use of widely available and effective planning tools such as those developed by lPlECA, Energy and Biodiversity Initiative, and the International Association of Oil and Gas Producers to facilitate biodiversity conservation.Consideration of targeted opportunities for habitat improvement, including projects for rehabilitation.Collaboration with key stakeholders to increase capacity for biodiversity protection, internally and in related institutions and communities.

This presentation will show how the company works individually and through industry consortiums to build awareness and responsiveness to this issue.
Walking the Talk: Proactive Corporate Social Responsibility Management in Oil and Gas Operations
Authors: Martin John P , Faivre Christelle
Published: June 2014

The global expansion of unconventional oil and gas operations has impacted the relationship between project developers and the communities who serve as host. At the core of these operations are densely spaced wells often on multwell pads. Over the project lifecycle, generations of residents may experience traffic, site development, and operations. As a result, there has been a vocal debate on the impacts of unconventional operations and a reevaluation of what is the corporate social license to operate.

In response, operators both large and small now have corporate social responsibility (CSR) plans that highlight their environmental record. Many times, operational demands take precedence over CSR but this may end up being a poor choice. A recent report projects that the cost of a typical shale gas well may increase by 7% to address environmental and social concerns. For some, the cost may be higher as these issues force delays or shutdown due to moratoria or outright bans. To gain the social license to operate, or walk the talk, firms should consider an integrated systems approach. The process begins with collecting baseline data, developing processes to capture and quantify commitments and integrating tracking and compliance requirements. The data can help develop better processes that mitigate social risks and impacts. Rather than a cost, this approach can reduce the bottom line by increasing organizational efficiency and reducing development time.

Using the example of a large coalbed gas project, a practical application of a proactive CSR management system is described. The project developer’s approach focused on the approvals process and stakeholder engagement. The information management system cuts across disciplines to manage CSR data, tasks, risks and priorities. The company is is having success in accessing land, permitting wells, and siting other infrastructure. Overall, the system has helped them meet stakeholder needs while remaining compliant.

Given the multi-decadal relationship between operations and the communities, a proactive CSR program can go a long way towards meeting community expectations during the project lifecycle. Ultimately, firms can achieve their business objectives while meeting their sustainability commitments.
Error Management Climate as a Way to Align Safety Objectives with Operational Excellence
Authors: Krauss Autumn D. , Casey Tristan
Published: June 2014

Though safety and operations impact each other, safety initiatives are often implemented in isolation from operational initiatives. For instance, safety issues are commonly examined separately from operational issues, sometimes even being pitted against each other (productivity vs. safety). With this research study, we examined a relatively new concept in organizational psychology and safety science, namely error management climate. We contend that error management climate creates an opportunity for aligning and improving both safety and operational performance.

In many organizations, errors are perceived negatively, as essentially things to be avoided. As a result, they are often not reported formally or discussed openly. Nevertheless, research has shown that a positive error management climate is associated with exemplary safety performance. Error management climate refers to employees’ perceptions of the extent to which the organization encourages communication about and management of errors and mistakes in the workplace.

This paper describes a research study involving over 700 workers employed at an international oil and gas company. Via an employee survey, we investigated the error management climate of on-shore and off-shore natural gas sites and examined the relationships between error management climate and other safety concepts such as safety communication, safety climate, and safety performance. The paper addresses the following topics: What is error management climate – the overall definition and its dimensions.How is error management climate measured – computing both the level and strength of the climate. What are the study results – differences in error management climate perceptions by job level, site, and climate dimension; the relationships between error management climate and safety predictors and safety performance outcomes.

The paper concludes with a discussion of possible interventions that can be used to build a strong positive error management climate.
Development and Test of an AUV for Environmental Monitoring and Asset Integrity in Offshore O&G Scenarios: CLEAN SEA Project
Authors: Buffagni Melania , Gasparoni Francesco , Bergseth Nora Hveding , Bjornbom Erik , Broccia Patrizia
Published: June 2014

The use of Autonomous Underwater Vehicles (AUV) is an emerging technology in many fields of marine activity (military, scientific, industrial), offering a significant potential in cost savings and extension of the operational capabilities related to the solutions currently adopted in offshore operations.

Commercially available AUVs are mainly used by the oil & gas industry for the execution of seabed surveys and they are not routinely applied for carrying out the environmental monitoring and asset integrity around oil&gas offshore infrastructures.

Eni e&p and its subsidiary Eni Norge, in cooperation with Tecnomare, have launched the CLEAN SEA project (Continuous Long-term Environmental and Asset iNtegrity monitoring at SEA) with the objective to use a commercially available AUV, properly upgraded with key enabling technologies, for the execution of environmental monitoring and asset integrity in offshore fields where eni operates.

This paper will address how to reach this goal. A custom designed mission payload, arranged as modular and interchangeable pods, has been installed at the AUV. These modules, characterised by a set of sensors, are built to perform different offshore monitoring activities according to specific needs: automatic water samples collection; visual inspection (asset, seabed) and hydrocarbon leakage detection; automatic chemical analyses of trace pollutants and acoustic survey of seabed and pipelines / flowlines.

This paper will in addition illustrate the possible future extension of the AUV operational capabilities through the integration and field demonstration of key technologies such as underwater docking, wireless underwater communication for mission data downloading and wireless power recharge for increased autonomy. This may enable a "permanent" operation subsea independently of support from surface. A comprehensive technical overview of the concept will be presented as well as the results of the demonstration tests.
The Commentary Climb: How to Position Intelligence Over Instinct
Authors: Childress Gary W.
Published: June 2014

The "Commentary Drive" has become a benchmark for driving safety within the oil and gas industry. A skilled instructor observes the actual performance of a driver who has been trained in defensive driving practices, commenting on driving skills demonstrated well, or on actions requiring improvement. By calling attention to driver’s actual performance on a routine drive; subliminal lapses in driving performance are identified. Correctly performed actions are praised. The result has been proven to significantly enhance driver performance and reduce accidents.

Many rig activities require workers to perform tasks above the drill floor. Climbing techniques, often learned in childhood, have become second-nature, including those that are unsafe. By instituting a "Commentary Climb" program, bad climbing habits are identified and corrected. Workers are trained how to climb rig structures safely, how to use and care for safety climbing gear properly, and how to perform tasks above the drill floor so as to ensure the safety of others below.

Specifically, a fatal accident involving a casing stabber was dissected by the company. Commentary Climb techniques are suggested to prevent recurrence of such accidents.
Medical Record Review: Helping Make Offshore and Remote Healthcare Better
Authors: Fleetwood William Mark
Published: June 2014

The primary purpose of the medical record is to support safe and effective healthcare. Studies have shown that poor quality and incomplete medical records undermine the safety and quality of healthcare delivery and increase the risk of adverse events and litigation. (Ram M et al 2009. Zegers M et al 2011). These studies were carried out in established healthcare facilities in the UK and Holland where autonomous practice is rare. In comparison, in the offshore and remote environments, the majority of healthcare is delivered by sole practitioners sourced from a diverse group in terms of nationality, culture, education and professional qualifications. This, in combination, with the financial impact of ill health on projects already operating under increasingly tight resource limits, points to the need to explore a variety of interventions to enhance the quality healthcare delivery in support of a healthier workforce. The formal review of medical records is such an intervention as it casts a mirror on the quality of healthcare delivery, the quality of individual practitioners and assists in the identification of training needs. This paper will discuss the need for high quality medical record keeping within the offshore and remote environments, and will describe a study that demonstrates that standardised medical record review can improve the quality of healthcare delivery in such environments.
Maximizing Safety Case Value with Meaningful Workforce Engagement
Authors: Bennett Rachel , Ramsden Martyn , Steer Rob
Published: June 2014

Practical examples are presented that demonstrate how integrating technical risk practices and human factors methods in a sensible, pragmatic way can transform the activities associated with the development and implementation of safety cases into a powerful means to engage the workforce in important aspects of Major Accident Management.

The requirement for safety cases has characterized the UK Legislative approach to the management of major accident hazards. In reality their development and implementation can become a staid, burdensome ‘hoop’ through which organizations must jump in order to satisfy regulatory requirements, the product of which is a safety case document that only means something to its ‘expert’ authors and that has little impact on the people who operate and manage major hazard organizations. Major accidents have shown that lack of major hazard awareness can be a major contributor to incidents.

The process of developing and implementing a safety case provides significant opportunity for major hazard organizations to address some key features of a process safety culture. Methods are presented in this paper that demonstrate how the development and implementation of safety cases can provide an opportunity for businesses to engage a wider ‘audience’ in key aspects of effective Process Safety Management using, for example, bowties to provide a unifying theme throughout the safety case and supporting implementation.

An example is provided where the safety case has been used as a means by which to train and engage personnel in gaining a deeper understanding of their role in the practicalities of Process Safety Management.
Health and Wellness: A Path to Fitness for Duty
Authors: Ryan Noel , Pringle Rebecca , Dehmer Steve
Published: June 2014

Chevron’s Gulf of Mexico Business Unit (GOMBU) is concerned with improving the fitness of its workforce. Lack of personal fitness is a risk to business operations due to cardiovascular related medical evacuations from offshore locations. Additionally, the more healthy and fit people are, the more likely they are to remain on the job and work safely. This paper describes progress towards achieving Fitness for Duty (FFD) by offering health and wellness programs and changing from a function-led collection of programs into an integrated initiative led by business unit leaders.

As part of the integrated effort, we have leveraged and supplemented corporate programs to educate all employees on health risks, lifestyle factors and preventive action planning. Program elements have been aimed at increasing personal health opportunities (biometric screenings, fitness/nutrition planning, personal action plans, health coaching, and pedometer program) and effecting changes to the built environment (healthy meal choices, offshore cook training, fitness equipment for offshore platforms). Leaders have added the support and behavioral reinforcement needed to increase participation and are required to present monthly health topics identified to support "high impact behaviors".

Initial empirical and anecdotal data support that positive progress is being made towards a healthier workforce over a 2 year period. Participation in the pedometer program ranges between 40–70 percent/month. Forty percent of employees have developed personal action plans. An increase in percent of individuals using multiple health resources is evident and a reduction in the number of employees displaying multiple biometric risk factors (3–5 factors). Employee interest in improving health is strong (4.34/5). Additionally, a significant number of employees are sharing personal experiences related to significant weight loss and health improvement with their peers.

The business unit’s focus is facilitating a move towards a healthier workforce and a change in employee’s attitudes towards their personal health. Other business units and corporate programs can leverage the leadership focus model used in this initiative effect a health culture within the business.

The integration of a systematic leadership focus in supporting behavior change will ensure that a wellness culture improves and thrives in a business unit.
Security Challenges in Geophysical Operations
Authors: Rosenbusch Walt , Gill "Chip" G.
Published: June 2014

The oil and gas exploration and production (E&P) industry is facing increasing threats to the security of its personnel and equipment, with many areas of the world becoming more prone to challenges such as piracy, kidnap and theft. For several reasons, the geophysical industry is uniquely exposed to these threats. It often delivers the first phase of E&P operations in remote frontier exploration regions, which are attracting increasing interest as developed areas become depleted and demand for hydrocarbons continues to rise. People involved in geophysical operations are usually continuously moving, so are hard to protect. Expensive seismic equipment is deployed over large geographical areas, and remains in place for several days so is easy to damage or steal.

The authors consider that the level of awareness and management of security in geophysical operations can be compared to that of HSE around 20 years ago. Agreed standards and guidelines such as OGP Report 432 Managing HSE in a geophysical contract (OGP 2009) do not formally address the issue. Responsibility for managing security-related risks, and meeting the costs involved, is often poorly addressed in contractual agreements between E&P companies and suppliers of geophysical services. Security risk assessment and contingency management can be non-existent or unreliable, and information is not always shared transparently between the involved parties. In addition, security risk assessment is, by its nature, based on historical data, and does not address the potential for rapid changes in political, cultural, environmental, or other factors.

This paper reviews the unique security challenges of geophysical operations both offshore and onshore. It presents examples of security threats and how they were managed by the geophysical service provider, its client operating company, and other involved parties such as security contractors and armed forces. Security threats have not only come from known high-risk areas of the world, but also from assumed secure regions where individuals and organizations opposed to hydrocarbon exploration in their neighborhood cause willful damage to vulnerable seismic equipment. The paper proposes developments to align contractual terms towards better management and sharing of security risk.
Teaching an Old Dog New Tricks
Authors: Shield Helga
Published: June 2014

The Norman Wells Operation in the Northwest Territories, Canada, is applying for a renewal of its water licence. The facility has been in operation since the 1920s on the banks of the Mackenzie River. No changes to the water inputs and outputs, facility process, or its land use footprint are being contemplated. No significant changes to the water licence are being requested. What is new is that the regulator now requires that Traditional Knowledge studies be undertaken – even for operating facilities. Of what possible use could such a study be at a site operating for almost 100 years? Turns out, quite a bit.

Traditional Knowledge has been used in Canada for Environmental Impact Assessments for a number of years to plan new projects. This would be a first at an operating site with a static footprint. How could we make the study a useful exercise for both the local communities and the operation itself? It was decided that rather than focusing on the operational footprint itself as is the more usual approach, this study would focus on the Mackenzie River. Specifically, what did the operation need to know about the River for emergency response planning?

Traditional Knowledge workshops were held in the local town of Norman Wells and down-river in Fort Good Hope. Local organizations were asked to select elders and others knowledgeable of the Mackenzie River to participate. A detailed map of a 220 km stretch of the River around the operation was updated which highlights access points, areas of winter open water, which islands were ice-covered in winter, hunting cabins, wildlife use, sand bar movement and so on. As Traditional Knowledge is intellectual property which is often required to be held in confidence, consent was obtained from workshop participants for more open use. The map was brought to public consultation meetings to show what data had been gathered, and to provide an opportunity for all community members to add more information. At the suggestion of Fort Good Hope community members, an additional workshop was conducted by boat along the River between Fort Good Hope and Norman Wells with community elders and facility first responders. Important sites were visited, photographed and summary description sheets were prepared. Finally, members from surrounding communities were invited to observe and then provide their suggestions and observations during the de-brief of an on-river emergency response exercise workshop.

Traditional Knowledge has enhanced Norman Wells Operation’s ability to respond to incidents on the Mackenzie River by providing valuable added detail to maps and one-on-one knowledge sharing with first responders. Additionally, it has provided a meaningful forum for local communities and the operation to discuss issues and share information that is of importance to both.
Upstream Oil and Gas Industry Process Safety Event Data: A First Step
Authors: Walker Kirsty , Toutain Patrick , Poore Wendy
Published: June 2014

The International Association of Oil & Gas Producers (OGP) is a global forum encompassing 74 oil and gas companies, industry associations and major upstream service companies. Members identify and share best practices to achieve improvements on topics such as health, safety, the environment, security, social responsibility and operations.

In response to a number of major incidents, the downstream oil industry, led by the American Petroleum Institute (API), developed guidance on key performance indicators (KPIs) for companies to manage process plant risks. The recommendation was a four-tier framework of KPIs with Tiers 1 and 2 being predominantly lagging indicators related to loss of primary containment (LOPC).

The OGP Safety Committee recognized the need to provide further guidance on KPIs with specific emphasis on their application to upstream oil and gas activities and published a report on recommended KPIs for process safety. This paper describes how the report was built on the framework and definitions included in the API recommended on process safety indicators, for the upstream activities of drilling and production because of their inherent potential for LOPC consequences.

A formal request was issued to OGP member companies for 2010, 2011 and 2012 process safety event data based on the results of a pilot study. The process of data submission by member companies has matured with successive years of reporting, with more and more companies reporting and improvement in the consistency and quality of data submitted.

This paper provides Tier 1 and Tier 2 process safety event data submitted by participating member companies. The data presented serve as a baseline for the future with the expectation that the quality of the data set will continue to improve. The paper also describes the data validation conducted and lessons learned in the collection process.
Ecological Value of Leave-in-Place and Reefing Options in Temperate Environments: Case Studies from Decommissioning Projects in California, USA
Authors: Krause P. R.
Published: June 2014

The temperate waters of California support a number of offshore oil and gas structures including platforms, pipelines, piers, and other associated infrastructure. Temperate environments support some of the Earth’s most diverse and productive marine ecosystems found such as complex rocky reefs, vast sand flats, and dense kelp forests. As the offshore oil and gas infrastructure ages, decisions will need to be made for the decommissioning outcome for each structure. A number of options exist for operators and regulators for decommissioning offshore infrastructure ranging from full removal to various leave-in-place methods. One of the key decision points that need to be considered when making decommissioning decisions is the ultimate ecological value of the particular option chosen. This review describes the specific decommissioning options available for platforms in California, and studies specifically related to determining ecological value of those options. Several scientific studies to determine ecological value at platform and decommissioning sites have been conducted recently. These have included observations of marine communities using submersibles, remotely operated vehicles, divers, and other experimental methods. Data presented in this review support the conclusion that leave-in-place options, especially various reefing methods, can support highly valuable marine communities and further support the utility of using leave-in-place options such as reefing to determine the ultimate fate of the offshore infrastructure in California.
Assessing Substance Use in the Oil and Gas Industry
Authors: Celly John J. , Franca Allan
Published: June 2014

Many societies and cultures still widely accept substance use, such as cigarette and alcohol consumption, despite the evergrowing evidence of its negative impact on health and its contribution to incidents (for example, the risks of drinking alcohol and driving).

The users of new psychotropic drugs that have been developed over the last century have become a huge concern to social and economic planners, governments, and societies. What is the impact of the use of these illegal drugs and alcohol on incident rates in the oil and gas industry? Is alcohol or drug consumption linked to these incidents? Is the industry population reflecting the alcohol and drug consumption of the general population? Or is the oil and gas industry more exposed to this particular consumption risk?

Safety-critical industries, such as the oil and gas industry, have developed robust substance testing programs for employees. Insight into such programs comes from indirect analysis through liver enzyme and function tests and direct analysis based on specific substance testing of more than 3,000 industry personnel in Brazil over a three-year period. The paper also looks at best practices such as appropriate substance abuse testing policies, respecting local regulations, and providing employee assistance programs within a proactive approach.
A Framework for Developing Mutual Aid Arrangements
Authors: Toutain Patrick
Published: June 2014

Resources other than those immediately available to an operator (either owned, under contract or through third parties such as oil spill organisations) may be required to respond to a large scale offshore incident. Such supplementary resources may be owned or under contract to other operators in or near the affected basin. While the exploration & production industry has demonstrated that it can cooperate rapidly and effectively in response to such incidents, it is OGP’s belief that a framework to guide the consideration of mutual aid and response assistance can further improve the industry’s ability to respond.

OGP looked at the typical elements of a response to a large-scale offshore incident and concluded that it is at the local, regional or basin level that operators are more likely to face common logistical, technical, legal, regulatory environment as well as being able to quickly access resources. Therefore, the framework was developed to aid operators and industry associations in initiating and conducting mutual aid discussions at this level.

This paper describes the framework in broad terms, going through the role of mutual aid in the response to offshore incidents, it lists the ‘Guiding principles of mutual aid’ and lays out a process for scoping—through the identification of needs and opportunities for mutual aid—and developing arrangements from the opportunities identified. It concludes by describing issues that may need to be addressed when considering mutual aid arrangements and outlining some practical measures that may help to enhance the functioning and maintenance of mutual aid arrangements.
Enhancement of Corporate Operational Excellence Management System Audit Protocols to Drive Audit Consistency
Authors: Holtman Jay G. , Kalb Adam T.
Published: June 2014

This paper discusses how Chevron enhanced its corporate Operational Excellence (OE) Management System auditing protocols to enable more effective auditing and drive audit consistency. Auditing protocols had been in place, but the protocols lacked sufficient direction and proper balance of interviews, field observations and document review. With the corporate audit program involving more operating and technology company shared auditors, the need to provide auditors specific direction was critical. Chevron’s corporate OE audit protocols were enhanced to facilitate effective evaluation of OE process design and effectiveness and drive consistency from audit to audit. An enhanced protocol design format was developed to provide auditors more specific direction regarding process requirement verification and enable effective audit documentation.

Internal and external auditing subject matter experts were engaged to develop and validate a protocol framework and format for identifying auditor expectations in all audit phases. Workshops including process subject matter experts and experienced auditors were held to develop the appropriate protocol content. Protocols were vetted by communities of practice and approved by corporate HES management prior to use.

Revised protocols addressing twenty corporate, upstream and downstream OE processes are now in use. The key components of the protocols are the Indicators of Conformance (actions, information or documentation to confirm process requirement conformance) and Verification Activities (specific actions by the auditor to verify Indicators of Conformance). Other enhancements included pre-audit expectations, process performance objectives, key audit contacts, and audit percent of effort guidance.

The revised protocols have been well received and are considered a significant advancement in OE audit performance. As auditors adapt to protocol workflow, corporate OE audits are becoming more efficient, effective and consistent in assessment of process conformance. The OE audit protocol format can provide the basis for auditing HES regulatory compliance and management performance requirements throughout all company audit tiers. The enhanced OE audit protocol is a single platform for providing audit criteria and guidance and enabling audit documentation. Further enhancement is possible to support pre-audit data gathering and regulatory testing, and the protocol is adaptable to audit-related data management systems.
Developing Effective Remedies: Five Stages of Remedying Human Rights Infringements
Authors: Natour Faris , Poynton Chloe , Raimondi Matthew
Published: June 2014

The United Nations Guiding Principles on Business and Human Rights lay out the corporate responsibility to remedy human rights infringements associated with business activities. In cases where companies cause or contribute to human rights infringements, the absence of best practice and guidance for developing remedy programs remains a barrier to meeting the expectations outlined in the Guiding Principles.

This report aims to provide businesses and human rights professionals with a tactical overview of the stages involved in developing and delivering effective remedy programs. BSR research found that proactive engagement with rights-holders through a predictable and transparent proceeding is likely to be considered by stakeholders as more credible, and it is more likely to result in appropriate remedies for victims of infringements. While a "typical" remedy process does not exist, most remedy program undergo five key stages: »Notification of a Possible Infringement: How are companies typically alerted that a possible infringement has occurred? What is best practice in developing an alert mechanism?»Investigation of the Claim: How should a company investigate a human rights claim? What are the benefits and drawbacks of a joint investigation with the affected community and an independent investigation?»Development of the Remedy: What considerations are required when developing a remedy? How should the affected community be consulted during the development process? What types of remedies are appropriate?»Implementation of the Remedy: Who should have responsibility for remedy implementation? How should implementation be monitored?»Follow-up and Non-repetition: What responsibility do companies have to follow up? ? How can a company ensure non-repetition of the infringement?

Responding to cases of human rights infringements presents one of the greatest challenges to any company and presents particular issues for large scale oil and gas projects operating in areas lacking adequate governance mechanisms. A thorough understanding of the stages involved in developing remedies and the potential challenges and opportunities associated with providing remedies may help companies take actionable steps towards meeting the obligations outlined in the Guiding Principles.
Improving Management of Environmental and Social Impacts and Risks: Processes, Capability Development, and Tools to Help Practitioners
Authors: Wuestenfeld Karen S. , Rogers Elizabeth M. , Wild Elizabeth , Hill Robert , Watlow Annette
Published: June 2014

Identifying and understanding potential environmental and social impacts and risks are essential in seeking to minimise such impacts. Continual improvement of practices and systems designed to identify such impacts and risks is necessary to help reduce ever-changing risk exposure. This paper describes the approaches taken by the company to identify potential planned environmental and social impacts, as well as unplanned impacts (risks), at the very early stages of new access and project decisions into operations. The processes for identifying and clarifying the nature of these potential planned and unplanned impacts as projects mature through into operations were mapped. This mapping identified potential opportunities for improvements in the risk and impact identification processes. In particular, the understanding of planned impacts separate to unplanned impacts was identified as critical to the identification of subsequent management actions. The mapping also highlighted the importance of understanding the differing risk processes and the linkages between them such as ENVIID and ISO 14001 certified environmental management. These are described in this paper and examples are provided to highlight specific findings. The types of tools and training that the company has developed and deployed are also outlined to share key learnings so far on BP’s continuing journey to seek to improve environmental and social impact and risk management.
Oil and Gas Extraction and the High Production Volume (HPV) Challenge Program
Authors: White Russell D.
Published: June 2014

The USEPA’s HPV Challenge Program was designed to provide health and environmental hazards data on chemical substances produced or imported into the US in quantities of at least one million pounds per year. The Petroleum HPV Testing Group was formed to provide data on HPV substances from all aspects of the petroleum industry. Eight substances produced by oil and gas extraction are included in the approximately 400 petroleum substance sponsored in the HPV Challenge Program. As a result of the Program, data on physical-chemical properties, environmental fate and effects, and human health effects relevant to crude oil, natural gas, gas condensates, and other petroleum substances are now available to companies, governments and the public. The new information is consistent with previous hazard characterizations and provides additional support for the risk management practices that the industry has historically observed. The data on petroleum HPV substances are now publically available via www.petroleumhpv.org.
A New Methodology to Predict Condensate Production in Tight/Shale Retrograde Gas Reservoirs
Authors: Yu Shaoyong
Published: June 2014

Due to suppressed natural gas price in the past several years in North America, liquid-rich retrograde gas reservoir development has been the main focus for many gas reservoir operators in Canada. Due to the subsurface complexity of PVT behavior for condensate, liquid (condensate) production forecast has been a challenge for operators. In addition, many liquid-rich retrograde reservoirs have also encountered extremely low permeability, which makes the liquid production forecast an even more challenging task for operators.

Today, the most common methodologies to analyze production performance for retrograde gas reservoirs are limited to either numerical (simulation) or empirical (such as Arps’ decline). However, for numerical analysis, original PVT properties, special core analysis (SCAL) and pressure history are required as input data, which are usually very costly to obtain and they are, therefore, routinely ignored by operators.

This paper presents a simple way to predict condensate production from the gas production by means of readily available early years’ production data. This simple methodology includes a new specialized plot to find related parameters for condensate production forecast without any costly PVT and pressure history data. Moreover, a set of diagnostic plots has been developed to identify the degree of the blockage to the gas production from the near wellbore oil-bank.

This new methodology has been tested on more than one hundred horizontal wells that have been producing retrograde gas from several Western Canadian formations, such as the Notikewin, Glauconite, Montney, Falher as well as the Eagle Ford formation in the United States. All such tests were carried out by using only the early part of the production data to history-match the later part of the production history. The results have shown good agreement with the forecast based on the new methodology.

Both synthetic and real well examples will be presented in this paper to illustrate the use of this new methodology.