bluuebunny/crossref_metadata_2025 huggingface dataset:
Workplace Risks Related to Mental Illness and Distractibility: Real Solutions for Hidden Hazards
Authors: Riley John Dillon
Published: September 2012

The World Health Organization has reported that mental illness is a leading cause of Disability Adjusted Life Years (DALYs) worldwide. One in four people will develop some kind of mental illness at some point in their lives. Today depression alone ranks 2nd as the cause of DALYs in the age category 15 – 44 years for both sexes (working populations in most countries). Fewer than 25 % of those afflicted have access to effective treatment worldwide and in more than half the countries of the world there is one psychiatrist available for every 200,000 people. By 2030, depression will be the second highest cause of disease burden in middle income countries and the third highest in low income countries. (Victoria Riemer (October 19, 2011). Mental Health Atlas 2011 in Media Center WHO. Retrieved June 15, 2012, fromwww.who.int/mediacentre/news/releases/2010/mental_disabilities_20100916/en/index.html

At the World Economic Forum convened in September 2011, comparisons were provided across Non-Communicable Diseases to provide a picture of the impact of the global economic health burden. Mental health costs are the largest single source; larger than cardiovascular disease, chronic respiratory disease, cancer, or diabetes. Mental illness alone will account for more than half of the projected total economic burden from NCDs over the next two decades and 35% of the global lost output. The global cost of mental illness in 2010 was approximately 2.5 T. with a projected increase to 6 T. by 2030. Considering that those with mental illness are at high risk for developing cardiovascular disease, respiratory disease, and diabetes, and vice versa, the true costs of mental illness must be even higher. (Bloom, D.T; Caliero, ET; et.al. (Sept, 2011) The Global Economic Burden of Non-Communicable Diseases in A Report by the World Economic Forum and the Harvard School of Public Health, Retrieved, June 15, 2012.)

These mental health realities directly impact the ability of businesses to operate competitively and -- where hazardous operations are daily considerations -- safely. What further complicates responding to the business impact of this health problem is the lack of available research on incidents, near hits attributable to distractability caused by mental/relational problems. The evidence that workers arrive at work with mental illness or distractible frame of mind related to family members or loved ones afflicted with mental health problems is obscure. These issues by definition remain hidden and unidentified and therefore are elusive to normal research that identifies the impact on the workplace of other disease burden.
Management Systems for Social Performance: Current status and trends
Authors: IPIECA Social Responsibility Working Group _
Published: September 2012

Community involvement in oil and gas activities has significantly increased in the past decade as a result of regulatory requirements around consultation and social impact assessment, global policy initiatives such as those led by the IFC and the UN Special Representative for Business and Human Rights, and advocacy from civil society. Gaining community acceptance is on the critical path for many projects across the industry. Concerned citizens can and do stop oil and gas activities that they view as impacting their way of life. Stakeholder resistance can lead to cost overruns and schedule delays that directly affect the bottom line. They can occasionally lead to litigation, withdrawal or refusal of permits, risks to the safety of the workforce and community members, and inability to operate a facility.

Many companies have external policy commitments around the social dimensions of sustainability, such as community relations, interaction with indigenous groups, local contracting, social benefits and human rights. These commitments are often supported by a series of internal requirements, systems and processes that support the delivery of effective social responsibility in practice. In some cases, integration of social responsibility is a simple matter of adding additional elements to existing management systems, and in other cases, separate systems may be put in place. These efforts are often supported by changes to organisational structure, and skilling up of staff.

IPIECA is developing guidance to its member companies on how to integrate social responsibility into their management systems in a number of areas. Relevant elements of these management systems include policies and standards, impact assessment and management, stakeholder engagement and grievance procedures, assurance and auditing, company risk assessment, competence development and reporting.

This paper outlines the current trends and challenges for integration and provides examples of good practice from across the industry.
Creating an Incident and Injury Free Workplace – An Australian View
Authors: Luxton Ric
Published: September 2012

Chevron prides itself on being an organisation that genuinely protects employees and the environment. It does this by adopting systems/procedures and encourages the hearts and minds of people to inherently choose to follow them.

Chevron's vision is: To be the global energy company most admired for its people, partnership and performance.To be recognised and admired as world class in process safety, personal safety and health, environment, reliability and efficiency.

In order to fulfill against the vision, Chevron is determined to achieve an incident and injury free workplace. Research tells us that 95% of all accidents result from human behaviour. Incident and Injury Free (IIF) a copyright product of JMJ Associates, was identified as a way of dealing with the human behaviours (subjective) of operations. The Australasian Business Unit (ABU) also employ's Chevron IIF Advisors in the field to support JMJ in the rollout of the Program.IIF Program in Australia
Lessons Learned from Shore Base Project in Thailand: Stakeholder Engagement and Public Participation
Authors: Malaiarisoon Sansana
Published: September 2012

Globally, Chevron's vision is to be the energy company most admired for its people, partnership and performance. It has continuously strived to be recognized and admired by industry and local communities for its world-class performance on safety, health, the environment, reliability and efficiency. To contribute to the achievement of this vision and promote responsible operations to protect people and the environment, Chevron performs a risk-based Environmental, Social and Health Impact Assessment (ESHIA) on all major capital projects to identify, analyze and develop measures that enhance benefits and avoid or mitigate potentially harmful effects of new projects. A goal of ESHIA is to establish and maintain dialogue with stakeholders throughout the lifetime of the project, solicit their views on potential benefits and impacts, and consider their ideas in the company's assessments and planning through a participatory approach. This is because Chevron is a firm believer that establishing and maintaining good relationships with communities and other key stakeholders are a significant factor in the foundation of the company's success in securing and maintaining both legal and social licenses to operate, and thus enhancing our presence as a ‘neighbor of choice’.

This paper explores the importance of stakeholder engagement to the development of a major capital project in Thailand – Chevron Thailand Shore Base Project – the correlation of the stakeholder engagement process in relation to the Chevron Project Development and Execution Process (CPDEP) and requirements under Thai National Environmental and Health Impact Assessment (EIA/HIA) regulations. Best practices and lessons learned for stakeholder engagement and participation are reviewed. Mechanisms for gaining stakeholders’ understanding and support of the project applicable to both large and small projects are also recommended.
Managing environmental risks and contributing to scientific advancement through external partnerships: Models for industry
Authors: Connick Sarah , Michael Jennifer Liebler
Published: September 2012

Biodiversity and science partnerships come in a variety of different models and can provide environmental, business and reputational benefits for industry. Using original analysis based on experiences from the field, this paper describes how oil and gas exploration and production activities present valuable opportunities to develop biodiversity and science partnerships with scientists in universities and associated with environmental NGOs. Leveraged appropriately, these partnerships can contribute to advancing basic science and promote environmental stewardship in the areas where we operate and beyond. Such partnerships can come in a variety of different models. While others have described specific successful partnerships at SPE, this paper focuses on partnership models and identifies benefits beyond those traditionally understood or valued by our industry. The paper includes examples of Chevron partnerships regarding marine habitat mapping in Australia, marine mammal acoustical monitoring in Angola, meteorological monitoring in the Gulf of Mexico, and deep ocean biodiversity surveys at several locations worldwide. The These partnerships have leveraged technical expertise, enhanced the credibility of data collected by the oil and gas industry, deepened scientific understanding, improved industry, governmental and other stakeholders’ decision making and contributed to industry and stakeholders’ environmental stewardship goals. The models presented in this paper can be leveraged more widely in the oil and gas industry as well as by governmental agencies, conservation scientists and researchers for the mutual benefit of the oil and gas industry and our external partners.
Integration of HES into the Management of a Major Capital Project
Authors: McHugh Steve , Manning Anne , Heagney Karen
Published: September 2012

During the Front End Engineering Design (FEED) stage of a project; scope, cost and schedule are locked down, the plans for construction are prepared and the licences, permits and access agreements obtained. Health, Environment and Safety (HES) deliverables include: assurance that the selected design options meet corporate and regulatory standards; input to ensure that the design is safe and environmentally responsible; the execution of baseline surveys and impact assessments to obtain required permits; the development of HES exhibits; and the review of tender documentation and contractor HES management plans. These activities, although often critical to project success are typically not tracked to completion alongside other project milestones.

This paper describes how during FEED, the Wheatstone Project built a specific HES Schedule from which were extracted a number of key milestones that were assigned a percentage contribution to the Final Investment Decision (FID). Any milestones interfacing with other delivery teams were integrated into the overall project plan with dependencies and links established. Progress for HES was then tracked alongside the progress of the rest of the project and a monthly dashboard produced as the prime communication vehicle for reporting performance.

This innovative approach put HES on the same footing as all the other project delivery teams and enabled HES conversations to take place in exactly the same manner as for engineering, commercial and technical disciplines. The integration of HES into project planning and progress measurement sharpened discipline around the delivery of milestones and the management attention afforded to them. The content of this paper and approach described can be used for future major capital projects throughout the oil and gas industry.
How a Multi-Sectoral Approach to Road Safety has Helped Raise Awareness and Reduce Road Traffic Crashes in Nigeria
Authors: Bello Muheez Olayinka , Opene Ossai A.
Published: September 2012

Increased motorization has increased the risk of road accidents.In Nigeria figures from the Federal Road Safety Commission show that accident rates increased from 4,673 in 2007 to 5,690 in 2009. Victims of avoidable road accidents cut across all strata of society. Given the socio-economic impact of Road Traffic Accidents, a collaborative approach to road safety offers the greatest opportunity for reducing road traffic crashes and raising road safety awareness in Nigeria. Government enforcement of Road Traffic Laws cannot totally eliminate the dangers of Road Crashes considering government's limited resources. A public partnership model offers the only viable and sustainable way of achieving a Safety conscious society. This paper shows how a partnership model for Road Safety is raising the bar in Safety advocacy in Nigeria.

Since 2006, we have focused attention on building partnerships in Nigeria to tackle the issues of road safety in our communities. In Collaboration with the Government and across different spheres of the Business Community, we have succeeded in bringing together the right consensus for promoting road safety.

Private-public partnership has proven successful in many areas of human endeavor. Our paper will share the challenges and successes we have faced as we built and launch the road safety coalition in Nigeria. We strongly believe that a collaborative approach to improving road safety can be successful and will make the desired impact.

During this session we will discuss: ■The benefit of private-public sector collaboration to improve road safety■Key learning regarding partnership■Successes with our targeted road safety action plan■Challenges of partnership and implementing road safety actions in Nigeria

You will gain: ■An understanding on how strategic interventions can berth multi-sectoral partnerships to enhance road safety awareness.■Knowledge of working partnership models for addressing road safety■Understanding of how to begin building collaborative relationships between the public and private sector■A good picture of how Governments and the Private Sector work together for Social Development in Nigeria.

Thank you

Muheez Olayinka Bello and Alex Opene
Managing Asset Integrity in the UK Continental shelf
Authors: Lawson B
Published: September 2012

This paper will explain the process and practices involved in managing Asset Integrity within the context of the UKCS, one of the most regulated environments of the world. The paper will explain the following main areas: 1The workings of Asset integrity within an major oil and gas company operating in the N Sea, including illumination of the processes that we have developed over the last seven years to assess the risks of the threats that we face in order to validate and prioritise the works.2We have undertaken ageing and life extension studies and the paper will discuss the methodology used, the outcomes and the results in relation the UK regulators programme to assess the understanding of Oil and Gas companies in relation to ageing and life extension.

The processes and tools explained in the paper will be transferrable to any operator or duty holder looking to establish or improve an Asset Integrity function around the world. In terms of achievements, the processes that we have in place both demonstrates that we are managing the risks that we encounter as well as senior management involvement and leadership on the issues. With regard to life extension, as a result of the ageing studies that we undertook we have moved on from study and assessment into the implementation phase of the required works that will enable us to operate one of our facilities for 20 years in excess of the original design life.

The author is a member of the Asset Integrity Workgroup in Stepchange in Safety and has presented on elements of Asset Integrity at numerous seminars in the UK in recent years. Most recently I was also invited to participate as a member of the panel session on Ageing and Life Extension at Offshore Europe 2011 in Aberdeen.
Long-term Peat Management in an Onshore E&P Development
Authors: Hoy Anne
Published: September 2012

The Shetland Gas Plant (SGP) is being constructed as part of the Total E&P UK operated Laggan-Tormoregas condensate development, locatedto the west of the Shetland Islands. One of the first challenges was the extensive peat covering the onshore site. Total is committed to site restoration at the end of the plant's operating life and the peat has been excavated and stored on site for site restitution. This was considered the best practicable environmental option. The priority has been to ensure the peat remains saturated so that anaerobic conditions are maintained and the peat degradation is minimised. This extended abstract reviews the peat management process: planning, construction of the peat storage, peat handling, and the regulatory requirements for storage and long term monitoring at the site.
Examining the Suitability of E&P Major Accident Prevention Design Principles in a Changing Global Environment and Comparisons with the Rail, Nuclear and Aviation Industries
Authors: Martland Roland , Mann Paul Daniel
Published: September 2012

Modern Oil and Gas facilities are designed to meet an extensive array of government legislation and international standards and are subjected to a range of technical and operational safety reviews and analysis to identify and reduce failure risk. By taking such an approach, residual risks can be demonstrated to be As Low As Reasonably Practicable, (ALARP) - this process is normally recorded through a Safety Case or safety report, reflecting good oil and gas practice.

Despite the use of recognised Exploration and Production, (E&P) practices provided in ISO, API, IEC, national standards and local in country regulations, major accidents are still occurring in the industry with an unacceptable frequency of intolerable business consequences. In addition, the differing regulatory compliance regimes between countries may not provide an equitable approach to operational and design requirements affecting safety and in particular the suitability of the risk management processes adopted.

It is generally accepted by E&P companies that significant major accident risk reduction is achieved at the design stage, to ensure that facilities are robust against system or component failure of Safety Critical Elements, (SCE). Moreover, regulatory bodies are increasingly expected by the public to adopt a robust intervention approach should operators continue to operate using an increasing set of operational deviations or with assets not in compliance with risk based inspection and testing requirements. In addition to the risk reduction achieved through the design, it is also understood that the human-machine interaction to respond to hazardous situations has a significant role to play in preventing the hazard occurrence and/or mitigating the magnitude of the consequence.

This paper will provide an overview of how the E&P industry provides robust "fail-safe" designs against Major Accident Hazards, (MAH) and possible differences in design practices between different E&P sectors, such as production platforms versus drilling rigs. The paper will also examine other major hazards’ industries and assess how their design requirements are configured to ensure that risk control systems fail in a safe manner and extrapolate these approaches to the E&P business. Case studies will be used to show how "fail-safe" design principles can be applied to the system design of a sub-sea well connected to a Mobile Offshore Drilling Unit, MODU during exploration drilling and also at the component level for the Blow-Out Preventer (BOP). The paper will discuss the findings from the case studies in the context of a providing a fail-safe design approach to reduce residual risks.
Harmonization of Health, Safety and Environment Management Systems
Authors: Bonnivier B. M. , Nugent L. T.
Published: September 2012

Oilfield service companies, like oil and gas producers, use Health, Safety and Environment Management Systems (HSE MS) to implement their HSE policies and continuously improve their HSE performance. With the tragic event in the Gulf of Mexico in April 2010, the implementation of an HSE MS in offshore oil and gas operations moved from a recommended practice to a regulatory requirement. Never has the need for HSE management systems and the alignment between operators and service companies’ HSE MS been more critical.

Additionally, companies grow by acquisition and organically. In the case of acquisitions there are typically different HSE policies, management systems and cultures. True continuous improvement can only take place when the two cultures, and the tools used to drive those cultures, are harmonized. Any system must be both robust yet flexible enough to adjust to changing regulatory and business requirements.

This paper reviews the experience of a major oilfield service provider in harmonizing several HSE management systems, from both prior independently operating divisions and a major acquisition. This harmonization includes consolidation and alignment of standards and best practices across multiple product lines, manufacturing, research and development, as well as operations and maintenance. Timing allowed the organization to also ensure the alignment with new and existing regulatory requirements, industry standards, and client expectations globally.

The new regulations require the ability to demonstrate employee competence in assigned tasks. To ensure alignment with the enterprise competence management program when assessing competence for HSE-related tasks, HSE training professionals worked side by side with HSE subject matter expert professionals during the harmonization process.

Use of process improvement teams consisting of HSE professionals from varied geographic operational units and business segments ensured a comprehensive review of client and government requirements, as well as incorporation of cultural and business needs. Finalization of the HSE MS operational controls included review by business leaders expected to implement the harmonized HSE management system. Providing them the opportunity to have input into the process is crucial to their ownership and support of the final product.
Decommissioning of a FSO Containing Hazardous Waste: A Successful Story
Authors: Chaîneau Claude-Henri , Bourguignon Jean-Claude , Goubard Guillaume , Bang Pierre , Jean Philippe , Lefebvre Benoit , Blankestijn Tom Peter , Ayuk Emmanuel Tambe
Published: September 2012

The Serepca-1 was a Suezmax type oil tanker, built in 1974, and converted into a floating storage and offloading unit (FSO) in 1984. She was moored off the coast of Cameroon and ceased her oil storage activities in 2007. The end-of-life of any tanker has economic, environmental and social implications. Various environmental surveys were made to identify hazardous materials and to produce the ship's Green Passport. The FSO was a significant source of raw material and contained waste that could turn her dismantling into both a human health and environmental hazard. An initial decontamination prior to ship export for dismantling was performed offshore. A specialised contractor removed, conditioned and safely stored hazardous materials such as mercury and PCB containing transformers. These wastes were exported to European waste disposal facilities under Basel Convention regulations. It was revealed as the best technical and regulatory approach and was made possible thanks to the Green Passport. The ability of several international shipyards to dismantle the FSO, and dispose of other hazardous wastes in conditions ensuring human health and environmental protection, was evaluated through technical and HSE audits. The shipyards included those listed by the European Commission Directorate and other yards evaluated by international organisations and having demonstrated a proactive approach in terms of environmental protection, occupational safety, health care and dialogue with the local population. Finally, the FSO was exported to a Chinese shipyard under Basel Convention regulations.

This paper's objective is to present the environmental approach applied to this FSO's end-of-life, and explains the choices behind her offshore decontamination and subsequent dismantling in China. Total E&P chose a transparent pro-active project communication strategy. The company contacted and regularly discussed the project with the Ship Dismantling Platform, a major NGOs active in the area of ship dismantling.
Implenting Process Safety Programme
Authors: Julaihi Saiee B , Sowkkatali Saifuddin Shah , Shukor Rabiatul Adwieah
Published: September 2012

In 2006/2009, PETRONAS Carigali embarked on its Process Safety Programme; driven primarily by concerns over an increasing trend in process-related incident occurring throughout the Company. The programme, aimed at institutionalizing process safety and creating a process safety culture throughout the Company, focused on defining explicit process safety expectations, thereafter putting in place the required processes to intensify the implementation and mandatory compliance.

To ensure comprehensive programme, eight (8) key process safety areas, spanning the entire value chain of technical and operational integrity, were identified; these are: ■Design Integrity;■Mechanical Integrity;■Management of Change;■Process Safety Information;■Process Hazard Analysis;■Pre-Activity Safety Review;■Operating Procedures; and■Proprietary and Licensed Technology Assessment.

For each of the identified 8 process safety areas, explicit expectations were defined; and in ensuring sustained implementation, these expectations were integrated in an existing HSE Management System. Additionally, detail implementation processes were also defined in procedures and guidelines associated with the HSE Management System. Detail aspect of the programme and its implementation will be covered in the full paper.

Some 3-4 years into the programme, tangible improvement can be felt across the organization, particularly in areas of compliance culture to process safety, and the ensuing improved process safety performance. The critical success factors for the effective implementation of the Process Safety Programme can be summarized as follows: ■Unequivocal demonstration of process safety leadership at all levels, including dedicated teams charged with process safety responsibilities;■Explicit process safety expectations integrated as part of the overall technical and operational integrity;■Clearly defined processes; i.e. apart from stipulation on WHO need to do WHAT, WHEN and WHY, guidelines on HOW these are to be done were also formalised;■Regular process safety audits, and effective tracking to closure, including oversight by senior management; and■Effectiveness of implementation and compliance regularly reviewed by facility management, business unit management and senior management; and effective in-house tracking mechanism developed for standardization of reporting.
Engaging with Stakeholders on a Major LNG Project in Australia and Using Their Feedback to Adjust the Company's CSR Strategy
Authors: Chavée Claudine , Townsend Bill , Tarika Emmanuel
Published: September 2012

In a world where perception is reality it is crucial for oil & gas companies to maintain transparent and constructive relationships with their stakeholders. To ensure business continuity companies must build strategies that are centered on respect, listening, dialogue and stakeholder involvement. This has come to be known as establishing a "social license to operate."

With this in mind, and with the help of the Altermondo consultancy, Total developed the SRM+ tool in 2006. This is a methodology by which an entity (a project group, a subsidiary) compares its internal vision of the societal context in which it operates with the perception of its external stakeholders and builds action plans aimed at bridging the gaps between them.

In 2011 the Ichthys LNG Project in Australia, a Joint Venture between INPEX (operator) and Total, applied the SRM+ tool. A total of 35 external stakeholder groups were interviewed, from the Northern Territory, Western Australia and the Australian Capital Territory.

Although most stakeholders stated they were very satisfied with the quality of their relationship with INPEX and the Ichthys Project, several valuable suggestions were made on how to improve the dialogue and strengthen relationships. The SRM+ process provided valuable insights that are difficult to glean from routine interaction with stakeholders. It also gave confidence to the Project managers that they understand the issues, concerns and expectations of key stakeholders and that external risks are being appropriately managed.

Following the SRM+ engagement, several Project managers made adjustments to their strategies. Possibly the most important outcome of SRM+ was that it has created the foundation for the Ichthys Project's long-term approach to stakeholder engagement. Going forward, INPEX plans to build on the SRM+ process by developing and deploying a stakeholder relationship management software package for the Ichthys Project that will enable the organization to identify, manage and respond to issues of importance to its stakeholders. Doing so will ensure that the Ichthys Project is able to maintain its social license to operate.
PNG LNG Project Experience and Success with Implementation of a Site Specific Identification and Management Process for Environmental, Cultural and Social Issues.
Authors: Medrano Ruben , Meyers Scott , Minter Don , Whisker Stephen , Marodi Luke , Lam Angus
Published: September 2012

Papua New Guinea is a country in the South Pacific with a population of 6.7 million. Residents speak over 800 languages and live in a primarily rural agrarian society considered to be one of the world's biodiversity hotspots. Into this framework, Esso Highlands Limited, an affiliate of ExxonMobil Corporation is developing the USD $15.7 billion PNG LNG Project ("Project") and has realized considerable success in the implementation of a site specific process for identification and management of environmental, cultural, and social issues as a supplemental process to the Project's original Environmental Impact Statement. This site specific process was implemented to ensure timely Government approval of the Project's Environment Permit in order to meet the Final Investment Decision (FID) schedule, and to meet internal and external stakeholder expectations.

This process required the completion of a P re-Construction Survey which provides a high quality assessment and review of environmental and social (E&S) issues at a local level and details the specific mitigation measures that are required to be implemented at a particular location. Overall, this process drives environmental and social performance at the field level by identifying very specific issues at individual worksites/locations for appropriate management while shifting some of the environmental assessment aspects from the pre-planning phase to the execution/construction phase.

To date over 100 P re-Construction Surveys have been completed through a significant effort by the Project with great results. Ecological and cultural heritage features were identified and subsequently avoided and managed through site specific measures. Priority weeds and pests were identified for surveillance and control. Regulator acceptance of the surveys was obtained in a timely fashion thereby supporting the Project execution schedule.

Overall, this approach supported the FID execution schedule for the Project with successful issuance of the Project's Environment Permit in early 4Q 2009 and allowed associated costs for the site specific approach to occur following the FID. It also enabled the Project to focus resources on the site specific examination/identification of environmental sensitivities to coincide with the Project's execution schedule.
MOST: a tool for managing and monitoring local development project
Authors: Pion-Leflaive Elizabeth , Girardier Pierre
Published: September 2012

Total's ambition, as an industrial operator, is to act and be recognized as a leading contributor to the sustainable economic, social and humain development of the territories where the Group operates.

Total subsidiaries are consequently engaged in a range of sustainable development programs. We intend to manage these projects rigorously and as professionally as our other operational activities, in order to improve their effectiveness and transparency.
Social Responsibility 69: Integrating Social Responsibility into Management Systems to Mitigate Risks
Authors: Wild Elizabeth
Published: September 2012

Management systems help companies attain, maintain and improve performance. If the system, the topics and requirements within it and the company culture are functioning as an effective whole, they will help the company to assess, manage and mitigate its risks effectively.

In the past social issues were often not an explicit part of management systems and some companies may have managed them less systematically than other non-technical risks such as health, safety and environment. However, it is our view that there are clear business advantages to managing social risks in a similarly rigorous way, since without such management they can create delays, additional costs and reputation damage. Stakeholders such as investors, governments and NGOs are increasingly expecting companies to demonstrate that they approach social performance systematically.

BP has had company values and a code of conduct for some years, but social responsibility was not specifically enshrined in management systems to the same extent as health, safety and environmental performance. The creation of the company’'s Operating Management System (OMS) in 2008 was an opportunity to introduce social performance elements, thus providing a framework to introduce formal requirements and recommendations on how to implement the high-level statements in the values and code of conduct.

Many topics in OMS have implicit links to social performance, such as leadership, culture, people and competence, personal safety, health and industrial hygiene, security, environment, product stewardship and customer focus. However, two topics focus explicitly on social performance: the first is social responsibility and the second is community and stakeholder relationships.

These two social topics contain high-level requirements that are supported by other more detailed requirements and recommendations, such as the environmental and social practices for certain projects. BP's public commitments to external social responsibility initiatives, such as the UN Global Compact and the Voluntary Principles for Security and Human Rights, reinforce the social performance aspects of OMS.

BP has internal subject matter experts on social issues, not only to support the requirements in OMS but also to assist BP's businesses on social issues more generally. These specialists cover issues such as stakeholder consultation, indigenous people, impact assessment, security and human rights, community investment, workforce welfare and local employment, cultural heritage and involuntary resettlement. They provide guidance to projects and operations, and they inform senior management about the assessment and management of social risks that could be material for the company.

This paper explains the company's evolving approach to social responsibility and how OMS helps to bring comparable rigour to the identification and management of social risks that is applied to other non-technical risks.
Social Risk Assessment as Stakeholder Engagement
Authors: Reeman Angela
Published: September 2012

This paper is an extended abstract presented for the SPE APPEA Conference in September 2012 in Perth.

Social risk is an increasingly widely used term which refers to the chance of something happening, within the sphere of influence of an oil and gas project, which will lead to a loss for a society. While this is not always aligned to enterprise risk (social risk may not pose an immediate threat to a project), it practically always has an impact on it: the level of resentment or distrust of the management of the project will lead to the occurrence of seemingly unrelated events, such as strikes. As such social risk is one of the components of a full-spectrum risk management assessment.

Traditionally the difficulty has been that generous policies of community investment have generated heightened expectations, and occasionally dependency or hostility. The other difficulty is to integrate this information on societal loss within the investment's plans. While social impact assessment is an increasingly developed tool, its rating of consequences is mostly based on professional judgement on the intensity, extent and duration of the impact. The figures do not offer the material precision which engineering requires, and adjustments, both in terms of mitigating social risks and maximizing opportunities, are often left to the interpretation of senior management.
Organizational and Environmental Factors Influencing an HSE Culture
Authors: Pachiyannakis Alexandros Karim
Published: September 2012

Over 90% of all recorded incidents are attributed to the Human Element, however little effort is made to address the organizational and environmental factors influencing on the individuals behavior, for example; poor morale, lack of HSE belief, distrust in management's commitment, inadequate resources, conflicting organizational policy and objectives, and endless obstacles in the way to hinder real improvement.

This paper will demonstrate through three independent HSE Climate Surveys (conducted on three Oil and Gas companies), that by identifying and addressing the influencing factors impacting human behaviors, a real improvement can be achieved in an organization or team HSE culture. This can be done through moral building and developing teamwork, entrenching employee responsibility and supervisor accountability, empowering employees to ‘stop work’, and continually making the benefits of an incident free workplace clearly understood.

Through these surveys, it was found that there are certain prerequisites to such improvements; First and foremost, management must be accessible and willing to listen to the employees’ needs and wants. Secondly, management decisions must be transparent; they must address all moral issues and demonstrate visible and passionate safety leadership on a day-to-day basis. Thirdly, providing the necessary resources and processes to the employees is crucial for them to move towards a sustainable and healthy work environment.

By addressing root causes influencing the Human behaviors all three companies have measured an overall reduction in high potential incidents with an increase in identified substandard practices and conditions. The company and its contractors’ HSE culture have improved due to management's vision and commitment to address the underlying human behavior influences and to move their workforce from ‘understanding HSE, to believing in HSE’.

This paper is a follow up study form a previous presented paper (SPE 111848), the main content is repeated but the results include the third study.
Identify Safe Drilling Margin, Detect and Distinguish Kicks from Ballooning and Better Well Control for Deepwater, Through Independent Downhole Measurements
Authors: Veeningen Daan
Published: September 2012

Well control events are predominantly detected through surface measurements. Measuring an increase in the ‘closed loop’ mud circulation system, a standpipe pressure decrease or changes in a variety of drilling parameters provide identification of a kick. Especially in deepwater, where the riser comprises a substantial section of the wellbore, early kick detection is paramount to limiting the severity of a wellbore influx and improving the ability to regain well control.

While downhole data is presently available from downhole tools near the bit, available data rates are sparse as mud pulse telemetry bandwidth is limited and wellbore measurements compete with transmission of other subsurface data. Further, data transfer is only in one-direction, latency is significant and conditions along the string are unknown.

This paper describes the use of a high-bandwidth downhole data transmission system via a wired or networked drillstring system that is uniquely equipped with real-time pressure and temperature measurement capability at many locations all along the drillstring. This system provides high-resolution downhole data available at a very high speed, eliminating latency and restrictions that typically limit the availability of downhole data.

The along-string data acquisition and broadband communication via the networked drillstring provides real-time downhole data independently from surface measurements which aid to identify, analyze, and control a wellbore influx. First, the system aids in identifyingpore pressure, fracture gradient and safe drilling margin. Second, the independent measurement capability provides early kick detection with distinction from ballooning and improves the ability to analyze and control an influx – even with heterogeneous mud column – through the ‘direct measurement method’. Third, during tripping operations that are associated with approximately 25% of all well control events, downhole data is now available to provide early kick detection.
Nord Stream: Ensuring Compliance with International HSE Standards and Managing Contractor HSE Performance
Authors: Haynes Michael , Daetwyler Neil
Published: September 2012

The Nord Stream Project ("the Project") comprises two 48" sub-sea pipelines (the longest in the world so far) and landfalls in Russia and Germany, and is currently Europe's largest infrastructure project. The 1 224 km long offshore pipelines will together carry 55 billion cubic metres (bcm) of natural gas each year through the Baltic Sea, supplying European consumers with Russian gas. Nord Stream recently entered operation with commissioning of the first pipeline and the second pipeline is scheduled to become operational in late 2012.

The Project is debt financed to the tune of EUR 6.4 billion and is subject to international as well as national standards and guidelines, including the Equator Principles and the OECD Common Approaches on the Environment and Officially Supported Export Credits. In practice, this has meant compliance with international environmental and social benchmarks, including the Performance Standards of the International Finance Corporation (IFC), a member of the World Bank Group.

Nord Stream, assisted by its consultant ENVIRON, has developed and is implementing a construction phase Environmental and Social Management System (ESMS), which draws on national ESIAs and construction permits issued in Russia, Finland, Sweden, Denmark, and Germany and a trans-boundary (Espoo) report, which assessed potential trans-boundary impacts on the five transit countries as well as Estonia, Latvia, Lithuania, and Poland.

The core of the Nord Stream ESMS comprises 18 discrete construction management plans (CMPs) which document key mitigation, monitoring, and other Project obligations covering a wide range of topics, including conventional and chemical munitions (dumped in the Baltic Sea), marine pollution prevention, biodiversity, hydrotesting, emergency preparedness, cultural resources, waste management, stakeholder engagement and working conditions for construction personnel.

To maintain close surveillance of contractor performance and ensure compliance with Project commitments, Nord Stream has to date conducted more than 40 HSES audits and inspections in the field and tracked over 250 Opportunities For Improvement. Key lessons learned include: the need to maintain a coherent HSES Commitments Register during the ESIA phase and a robust Project change management process; early and ongoing engagement with contractors; and rigorous follow-up of audit findings.
Marine Bio-Security and Australian Innovation
Authors: Luchetti Mark A
Published: September 2012

Marine Bio-Security is a global concern with significant relevance to the off-shore gas and oil production and exploration sector. An avalanche of legislation and regulation is delivering enforceable laws which compel ship owners/operators to adopt prescriptive procedures, protocols and practices to ensure that ballast water is eliminated, or at least substantially reduced as a major vector for the translocation of non-indigenous marine pests (NIMPS).

The other main vector for the translocation of NIMPS has been identified as the wetted hull of commercial and military shipping and includes offshore support vessels, mobile offshore drilling units, crew transfer vessels, barges, landing craft and pipe laying vessels. Hull bio-fouling and associated niche areas are presently under the scientific microscope…and will follow the same path in terms of legislation and regulation.

Australia, through its Department of Agriculture Fisheries and Forestry (DAFF) released the "Proposed Australian Biofouling Management Requirements – Consultation Regulation Impact Statement 2011", where at page 39 it, " recommends regulation, because it is more likely to substantively contribute to reducing the risk of non-indigenous marine species establishing in Australia's marine environment, than an alternate education program" . And in June 2012, the Federal Government announced the Final Commonwealth Marine Reserves Network, which – once proclaimed under national environmental law – will increase the number of marine reserves from 27 to 60, expanding the national network to cover more than a third of Commonwealth Waters, covering 3.1 million square kilometers that would make up the biggest ocean conservation sanctuary in the world. The 2012 NSW Marine Parks Independent Scientific Audit made numerous recommendations relating to the identification, management and eradication of marine invasive species where it recommended legislative power enabling "Closure" powers across the NSW Marine Park Estate to support management of pest or disease outbreaks.

Ultimately, the industry's positive attitude to embracing new and innovative technology will further highlight and enhance its environmental credentials and stewardship in pioneering new ways of dealing with old problems. Marine bio-security in the sector will continue to increase in importance as legislation and regulation drive compliance within the Offshore Oil & Gas exploration and production industry. Improving and maintaining the health of marine eco-systems, demands an innovative environmentally sustainable solution!

Australian innovation has delivered a dramatic and viable in-water solution for the reduction and/or elimination of non-indigenous marine species presenting as a bio-security risk. The (patented) process of delivering a ‘thermal shock’ through the encapsulation of heated sea water to the relevant wetted surfaces has proven to deliver a 100% mortality rate.