bluuebunny/crossref_metadata_2025_split huggingface dataset:
Iraq Operations’ Five 5 Years Waste Management Blue Print to Manage Waste in Remote Environment of Garraf, Iraq Operations
Authors: Arshad Afzariah Binti , Yaacob M. Akmal , Badzri Shairizal B. 
Published: April 2018

Abstract
Managing wastes in remote oil and gas operations for PETRONAS Carigali Iraq Holding B.V. in the field of Garraf, Iraq presents a multitude of challenges including unavailability of an approved waste disposal facilities, incompetent wastes management contractor and land acquisition issues requires PETRONAS to establish a Five Years Waste Management Blue Print.
The objective of the blueprint is to provide strategic guidance for approaches in resolving the waste management issues in Garraf. Primary problem statement from the forecast of the cumulative impact of waste generation since day one of operation until the completion of Garraf Field Development Plan warrants the need of significant change in day to day waste management practices in Garraf.
The method used in establishing this blue prints includes, eliminating and/or minimization of waste generation from source, optimizing each waste stream including reuse & recycle towards zero discharge and disposal through deployment of fit for purpose and green technologies which are environmental friendly. Additionally, PCIHBV also takes into consideration challenges of medium-skilled operator, support by stakeholder and authorities and environmental health impact.
Since it has been launched in 2016, significant value creation identified as follows: Support from host authority to invest on technology deployment.Host authority accepted and acknowledge the blue print and support by approving significant environment budget despite low oil price based on long term value gain.Hazardous Waste Treatment and DisposalPrior to establishment of this blue print, all hazardous waste are stored in our HWS which will poses us to long-term liability due to mismanagement and integrity of the HW container. Various engagement and discussion were conducted between PCIHBV and host government to resolve this issue since 2016. PCIHBV established the contract with Ministry of Science and Technology (MoST) on hazardous waste treatment and disposal and being the first International Oil Company (IOC) in Iraq to establish as such contract.Cost Saving/OptimizationThe implementation of the blue print produced some significant value creation which includes cost saving by reusing some of the waste and optimization of the raw material and resources e.g. Land acquisition for landfill area, disposal cost etc.Capability developmentDevelopment of local nationality on environmental technology and inculcate mindset change on the environmental awareness
Innovative Drilling Platform Preserves Sensitive Habitat
Authors: Thomas Christopher , Lopez Ballen Juan Carlos 
Published: April 2018

Abstract
This paper describes the unique engineering design, construction and environmental and social aspects implemented to develop the Chipirón T-B oil field in Arauca, Colombia. This paper builds upon the design and construction aspects shared previously with the SPE to include the critical environmental and social factors integrated into the Occidental Colombia ("OxyCol" or "Occidental") risk management approach that have enabled learning and new innovative techniques from Chipirón to other projects.
Using Occidental's Health, Environmental and Safety Management System (HESMS) to identify the project and surrounding socio-environmental risks is important so that a robust analysis of project risks leads to the development of mitigation approaches. The innovative capacity of OxyCol's engineers and the Company's respect for the environment and local communities led to a collaborative effort by multiple stakeholders achieving a successful project outcome. The knowledge and the experience gained through this project are transferable to other Occidental operations and assets.
The Long and Winding Road to a Just Culture
Authors: Groeneweg J. , Ter Mors E. , van Leeuwen E. , Komen S. 
Published: April 2018

Abstract
Organizational learning is a key success factor for management to improve safety and prevent recurrent incidents. It starts with having insight into the quantity and nature of incidents and deficiencies in general. For employees to report on such occurrences there must be a so-called ‘just culture’ (also considered in terms of its opposite: ‘blame culture’), where issues can be discussed freely and underlying causes investigated and corrected without fear of punitive actions. Although much has been written about just culture in a qualitative manner, there is limited research into the quantification and modeling of its components. Whereas many petrochemical companies have a just culture as a goal on the horizon, many struggle to find the right path to this objective. A literature review of more than 110 scientific papers revealed that just culture is a complex construct with many interrelated components. In this paper, we discuss a survey issued in the Dutch section of a globally operating construction company. The survey contained questionnaires for nine components and the first two steps in the ‘Learning from Incidents’ (LFI) process. The main aim was to model and quantify their relation with just culture and organizational learning capabilities. The questionnaires were checked for construct validity, and correlations with just culture and other components were calculated. The findings can help petrochemical companies find the most effective and efficient route on their journey towards a just culture. The results showed that there is no single ‘silver bullet’ to fix the blame culture in an organization. The long and winding road to just culture involves making changes on a range of organizational characteristics. The most promising aspects are ‘Psychological safety’, ‘Trust’ and ‘Openness’. These three components are the closest related to just culture and have the strongest connections with the other components. They comprise the first two steps in the LFI process. Obviously, by itself the change in culture will not improve safety but a just culture will improve organizational learning capabilities—and that van lead to implementing more effective actions. As such it can provide a sound basis for a further reduction of the number of incidents in the petrochemical industry to the ultimate goal: zero.&#x2028;
Evaluating Behaviour, Fatigue and Depression and Their Relation to Road Traffic Accidents
Authors: Halyan Dr Amal 
Published: April 2018

Abstract
The aim of this survey is to understand the causes of workplace road accidents among professional drivers in ADNOC Onshore. This survey is a cross-sectional survey that covered a sample (n=271) of professional drivers working in different locations for ADNOC Onshore. Drivers were interviewed individually faceface. Data collection lasted for 22 weeks. The questionnaire is based on a number of validated psychometric instruments such as: the Driver Stress Inventory (DSI), Manchester Driver Behaviour Questionnaire (DBQ), Patient Health Questionnaire (PHQ-9) and Fatigue Assessment Scale (FAS). Findings suggested that having symptoms of fatigue is a related to being involved in road traffic accidents. Also, drivers with fatigue had symptoms of depression, and few drivers with symptoms of depression were prone to have symptoms of fatigue. This study recommends inclusion of periodic psychometric screening tools of fatigue and depression for professional and fleet drivers as part of the fatigue risk management in workplaces.
Monitoring and Evaluation of Social Investment
Authors: Valiyev Tural , Abdullah Azrina , Murphy Helen , Edwards Elizabeth 
Published: April 2018

Abstract
This paper will present the findings of a research project, and content of IPIECA's Practitioner Note on Monitoring and Evaluation of Social Investment (SI); which focus on the challenges faced by companies, considering increasing stakeholder demand for evidence-based reporting of social investment. The Note builds on the evolving experiences of practitioners in the oil and gas industry and the emerging and ever-evolving field of monitoring and evaluation (M&E).
From 2015 – 2016 IPIECA undertook a research project to assess the content of its 2008 SI Guidance. While the research concluded that the principles of the Guidance remain valid and useful, it was also acknowledged that the document did not reflect the latest thinking on key SI issues and approaches. As a result, a series of Practitioner Notes were produced to present practical information on current industry practices on issues related to SI. The Notes were produced by collecting information through more than 50 telephone interviews with practitioners from IPIECA member companies and external stakeholders, as well as a literature review.
IPIECA's research found that companies in the oil and gas sector were facing challenges related to the monitoring and evaluation of SI in three areas: (1) how to accurately measure the socio-economic or developmental impacts of their SI efforts at the asset level, (2) how to better demonstrate the added value of SI to the business at the asset level, (3) how to better demonstrate the collective results of SI efforts across a company's global activities at the corporate level. It was found that companies in the oil and gas sector have reviewed their SI approach in recent years; with increased focus on being able to demonstrate results, there is now a renewed emphasis and increased rigor on M&E, and in some cases, a need to redesign a company's entire SI approach (e.g. how SI is shaped, tracked and communicated).
IPIECA's Practitioner Note helps to address the challenges faced by oil and gas companies by (1) describing the need for better M&E of SI, (2) demonstrating how to design an M&E framework for SI, (3) highlighting the need to strengthen reporting procedures to better communicate the company's SI performance both internally and to external stakeholders, and (4) highlighting approaches to quantify the added value of social investment in monetary terms.
Minimizing Acoustic Environmental Impact of Marine Seismic Exploration
Authors: Tulett John R. , Laws Robert M. , Supawala Mehul , Hopperstad Jon-Fredrik , Gerez David 
Published: April 2018

Abstract
Marine seismic exploration involves the use of airgun source arrays for emitting sound energy into the earth.
In this paper, we discuss the benefits of using a new airgun design in marine seismic exploration, by way of the reduction in risk of potential injury to marine mammals. This minimizes the potential impact of marine seismic exploration to sea life without affecting the quality of the final seismic image produced.
An Applied Behavior Science Project; Rig Floor Safety
Authors: Capote Wilmer , Boz A.. , Lopez J. C. , Noya V.. , Bordage P.. , Febles N.. , Hebein C.. , Houmanfar R.. , Alavosius M.. 
Published: April 2018

Abstract
Research shows that human factors have contributed to several industrial incidents, from high frequency to low severity injuries to catastrophic events involving multiple fatalities. The oil and gas industry has recognized that reducing the impact of human error in the reliability of upstream operations is imperative.
This paper explores the application of the behavior science on land rigs at an oilfield services company and includes examples from operations in four countries in the Middle East and Latin America.
The first phase of the initiative identified critical workflows, tasks and critical behaviors. These were measured for potential variances. A critical workflow, in respect to personal safety, was tubular and tool handling on the rig floor. To establish a baseline performance, the variability from expected safe behaviors of rig crew members was measured. By applying the principles of behavior science an intervention was conducted including feedback and reinforcement of desired behaviors. Direct and indirect observations by HSE supervisors were used to study behaviors and prepare structured feedback reports.
Initial baseline measurements of behavior demonstrated significant levels of variance. Increased adherence to expected and desired behaviors was observed with changes to the work environment. Providing soon and certain feedback to the crews to reinforce desired behaviors led to significant and sustainable improvements in performance. Enhanced procedural adherence resulted in zero rig floor safety incidents while handling tubulars and tools for the operations involved in the initiative, some of them since 2014.
The results of this initiative demonstrate the success of behavior science application to safety critical work tasks on a rig floor.
Behavioral Safety: Setting Strategic Objective to Reduce Workplace Accidents
Authors: Halyan Amal Al 
Published: April 2018

Abstract
Two surveys were conducted simultaneously to determine the perception of safety, leadership and the risk among drilling employees working at rig sites and those office-based. The surveys were one of the tools used to assess the readiness of drilling employees to apply Behavioral-Based Safety Process (BBS). The office-based survey was accessible online and (n=188) employees responded. The survey is based on the Management Practice Survey that explores that perception of employees on rewards, training, management commitment, communication and feedback, selection and participation. The rig site survey included face to face interviews covering (n=253) workers at (n=17) rigs. This survey is based on the Work Safety Scale (WSS) that examines rig crew perception on the nature of their job, the behavior of colleagues and supervisors regarding safety, management safety practice and safety policies and procedures. Findings suggested that majority of drilling employees agree on the importance of reward and recognition in promoting safety culture and maintaining long-term safety behavior.
The Legacy of Piper Alpha 30 Years on: Is the Oil Industry Doing Enough about Process Safety?
Authors: Saadawi Hisham 
Published: April 2018

Abstract
This year (2018) marks the 30th anniversary of Alpha Piper disaster in the North Sea, which is in terms of loss of life, the worst disaster in the history of the offshore oil industry. On the 6th of July 1988, a natural gas condensate leak resulted in explosions and fires that engulfed the Alpha Piper platform and claimed the lives of 167 people. The Alpha Piper tragedy and the subsequent investigations led by Lord Cullen practically reshaped the offshore oil industry.
How did the upstream oil industry change since? How did process safety legislation evolve across the world over these years? Is the upstream oil industry doing enough about process safety? If so, why are there still major accidents happening? Is there enough being done to address "Human Factors"? Is process safety legislation adequate in the various major oil producing regions around the world? Or does the development of process safety legislation remain largely in response to major accidents.
After a brief review of the Alpha Piper disaster and its impact on the development of process safety legislations around the world, this paper attempts to answer the above questions.
The Psychological Safety of Oil and Gas Workers in the Arctic
Authors: Korneeva Yana , Simonova Natalia , Tyulubaeva Tamara , Degteva Galina 
Published: April 2018

Abstract
The reported study was funded by RFBR according to the research project № 18-013-00623. The article is devoted to the study of regulatory processes as a personal marker of the psychological safety of oil and gas employees in the Arctic. The study of personal markers of psychological safety in workers of oil and gas producing companies under the shift work organization in the Arctic will create optimal recommendations for the psychological support of professionals. By psychological safety we mean the mental state of subject control of a complex of external and internal factors of the ergatic system that ensures the actualization of the internal means of the individual for the effectiveness of professional activity at the psychophysiological and psychological level. We have developed a theoretical model of psychological safety, which includes five main components: functional states at the psychophysiological and psychological level; "The image of the object", "the image of the subject" and "the image of subject- subject and subject-object" relations, viewed through the mental structure of regulation. The survey involved 70 specialists from oil and gas producing companies working on a shift basis in the Nenets Autonomous District. Methods of research: studying documentation, monitoring the work process, questioning, psycho-physiological and psychological testing, statistical methods of data analysis. To diagnose regulatory processes, the questionnaire "Style of self-regulation of behavior" (SSPM) was used. Morosanova. It was revealed that in order to ensure the psychological safety of workers in oil and gas producing companies in the Arctic in the field of failures, it is necessary to have a moderately high level of planning and modeling intensity, as well as a lower level of independence as regulatory processes.
Implementation of Industry Best Practice Using a Risk-Based Approach: DROPS - A Case Study
Authors: Walker K. , McBeath B. 
Published: April 2018

Abstract
Global oil and gas upstream safety data shows that over a 20-year period 18% of fatalities have been associated with dropped objects or falls from height. Industry associations have also reported 60 to 70% of high potential events were related to dropped objects. In response, an oilfield services company developed a risk-based DROPS standard based on industry best practice with deployment tools to ensure consistent global implementation.
Using the comprehensive DROPS industry best practice available, the company focused on implementation, using a risk-based approach applied across a diverse range of operational exposures. A risk-based DROPS standard was developed with a set of mandatory fundamental controls and a DROPS risk matrix used in a range of implementation tools to assess risk for operational activities and work sites. Site assessments were used to identify the additional risk-based controls required for each specific work environment.
This paper describes how the company has utilized available industry best practice, with a risk-based approach to focus on achieving consistency in implementation, and ultimately realize HSE performance improvements across o global organization.
A network of assigned personnel in field operational locations were trained to lead the DROPS Standard implementation. To date, over 1000 operational locations worldwide have assessed their operational DROPS risk, assigned DROPS Zones, developed site specific DROPS registers and documented their applicable controls in site specific procedures.
Key implementation performance objectives were developed and monitored to track implementation status, including completion of assigned training, utilization of the risk-based deployment tools provided and phased internal compliance auditing.
The implementation of the DROPS Standard and the associated training, communication and awareness campaigns have led to an increase in proactive DROPS reporting and an overall reduction in DROPS incidents.
The risk-based methodology and associated deployment tools have enabled globally consistent implementation of industry best practice.
New Offshore Medical Evacuation Strategy Using Intervention Vessels
Authors: Steenman G. , Castello J. , Racine S. X. , Farge F. , Ecoffet M. , Brisquet C. , Degraeve S. , Courandier J. M. 
Published: April 2018

Abstract
Mid 2016, the local Angolan aerial transportation company, faced difficulties in order to assume offshore transportation services by helicopters from Luanda (Angola). The main cause was the grounding of their Airbus EC 225 Super Puma helicopters which constituted the most important part of their air fleet (due to an accident in Norway the 29th April 2016 leading to 13 fatalities). One of the consequences was the uncertainty for the local aerial transportation company to provide emergency flights in case of medical evacuation.
In 2015 and 2016, the operator carried out respectively 11 and 9 medical evacuations (MEDEVAC) and 159 and 164 sanitary evacuations (SANEVAC). To maintain an efficient and safe medical evacuation service to offshore workers, TOTAL E&P Angola hereinafter referred as TEPA (which operates the block 17 and the block 32) decided to implement a new MEDEVAC strategy based on Fast Supply Intervention Vessels (FSIVs).
The block 17 comprises 4 FPSOs with one Medic on board of each and one medical specialized doctor for the whole block. The block 32 is under installation project and one medical doctor was deployed in January 2017 for this block. The whole offshore population is around 2500 persons.
For medical evacuations, a new strategy was put in place addressing the following points and to define:
The medical equipments and workforce with a capacity to treat two patients including if they must be resuscitated, The technical specificities of the FSIVs and in particular to take into account the speed, the number of beds, the spaciousness and the comfort for the patient, A specific organization.
Using a prepositioned offshore comprehensive medical team and dedicated medicalized FSIVs, TEPA put in place a MEDEVAC strategy which can replace the transfers previously based on helicopter flights. If the overall transportation time is slightly increased comparing with helicopter, the implementation of relevant compensatory measures provides an acceptable and similar level of quality and efficiency. In addition, medical acts are easier onboard a vessel comparing with a helicopter. This organization was started mid 2016 for the block 17 and duplicated in January 2017 for the block 32.
Development of a Set of Sustainability Instructions for the Upstream Business - A Case Study
Authors: Sacco Chiara , Gallego Marcos 
Published: April 2018

Abstract
The objective of this paper is to analyse and present the key benefits and challenges related to the process of design, development and implementation of a set of sustainability management instructionscovering the full lifecycle upstream business through the presentation of an Eni case study. This paper will analyse the interaction of the emerging sustainability topics with the existing management systems already in place. The paper will also focus on the approach O&G Companies from their Headquarter (HQ) can provide at operational levels.
The case study key steps are: a) a gap analysis against the ISO 26000 standard (used as a reference standard) of the existing documents, b) the design of the overall set of documentation structure, c) the development of the documentation at HQ level, d) the pilot tests of implementation at branch level, e) the revision of the approach and definition of a program for deployment across the business and f) a program to support the definition of action plans for implementation of the system. Each project step included interviews with key functions, co-design workshops with stakeholders and engagement sessions with the business. The paper will also analyse and highlight the potential synergies with the new requirements included in the recently revised ISO 14001:2015 standard.
The main benefits achieved are consistency and management integrity across business units, raised awareness raising and structured changes adopted in the existing organisations. Key identified operative issues arising from the project were identified as training needs integrated with the existing systems such as management reviews and auditing programs.