bluuebunny/crossref_metadata_2025_split huggingface dataset:
The Development and Piloting of an Energy Management Culture Assessment Tool for Use in Organisations
Authors: King Stuart , Lawrie Matthew 
Published: April 2018

Abstract
Energy management is increasingly a focus for organisations, driven by fluctuating prices and the need to meet climate change targets. Technology and management systems alone will not lead to the desired energy performance - a good "energy culture" is required to ensure that technology is used correctly and management systems flourish. This research project adapted a HSE culture assessment tool to create a tool to help organisations understand and improve their energy management culture.
The researchers engaged with 40+ people with knowledge and experience in the field of energy management to create the assessment tool. 14 dimensions of energy management culture were identified in a workshop, and further defined in ten follow-up interviews. Four criteria for the dimensions were considered: relevance across a wide range of organisationsprovides differentiation of how well organisations are performingcovers an "intangible" aspect of energy managementreadily recognisable to people working in such organisations
The new assessment tool was subsequently tested in five pilot workshops to understand the potential effectiveness of the tool and gather suggestions for improvement.
The tool comprised of 14 different aspects of energy management culture identified during the workshops and interviews. These included, for example: What priority do managers give to energy management?How engaged is the workforce in energy management?How is competency and training for energy management delivered?How open to change is the organisation in energy management?
The tool was found to work well in the pilot workshops that tested how effective it was at enabling people understand and identify improvements to their energy management culture. The assessment framework was accessible, easy to understand and covered a comprehensive range of energy management issues.
Some improvement points about the tool surfaced, e.g.: Re-phrasing for small organisationsSome dimensions may not be recognised in some organisationsDefine the scope of Energy Management for workshop participants
The workshop process worked well, including a range of people from the organisation from the same level in the organisational hierarchy.
Issues about energy management culture raised included: There are resources in place e.g. training courses, but these are under-utilisedPrevious attempts to improve energy management have been made, but the organisation's culture is not open to change. There is a willingness to talk, but actions are not followed through
The focus on improving safety culture in the oil and gas industry for the last 20 years has led to great improvement in safety performance. The way that culture has an impact on safety can inform how culture has a similar impact on energy management performance. The drive for transferring good practice in the area of safety culture to energy management is based on sharing knowledge and skills across the whole of the energy sector.
A Risk-Based Approach to the Assessment of Aviation Emergency Response
Authors: Walker K. , Oeen O. 
Published: April 2018

Abstract
Organizations in the oil and gas industry depend on contracted aviation operators to transport personnel to work sites for the collection of geophysical data. Many employees and contractors are therefore exposed to air transportation risks as passengers.
Although aviation incidents are relatively infrequent, they can occur almost anywhere and often result in multiple fatalities. A coordinated response to aviation incidents is needed whether the aircraft is directly contracted or has a company has its personnel on board. It is essential to ensure there is a suitable and sufficient emergency response plan (ERP) in place.
This paper looks at how an oilfield services company uses a risk-based approach to determine audit requirements for ERPs used by aviation contractors to ensure the provisions are suitable and sufficient.
The first step is a screening process, to determine the need to specifically audit an aviation operator's ERP based on a specified set of criteria. If all the screening criteria are not met, an aviation operator ERPs assessment is conducted using an assessment tool. This process provides a rating score, taking account of the nature of the flights and the flight environment, as well as the type of aircraft, the background of the aviation operator and specific criteria for offshore helicopter operations. This assessment is conducted on both aviation operations which are contracted directly by the oilfield services company and those contracted by others, where the oilfield services company's personnel may be exposed to risk if there are inadequate mitigation controls.
For aviation transportation in geographic areas where state agencies do not establish procedures and provide resources for search and rescue it is necessary to ensure call-out procedures within the local aviation community and local emergency responders are suitable and sufficient.
Where high risk ERP findings are identified, the aviation operator is required to address these issues within a specified timescale. Any new or significantly modified procedures, equipment or practices which require to be implemented are to be tested to ensure effectiveness by having conducted a successful ERP exercise. A risk-based approach is taken to determine the requirement for an audit of the adequacy of aviation operator's ERP.
Monitoring Health and Safety of Oilfield Workers through Wearable Technology
Authors: Sinha Ankit , Vyas Harsh 
Published: April 2018

Abstract
Recent advancements in wearable technologies have opened multiple avenues for innovation in numerous fields. The smart watch in particular that monitors individual's health and mental state allows user to keep regular track and maintain his/her fitness is extensively in use these days. The idea this paper proposes is that Oil and Gas industry can also deploy such technology to monitor the health of oilfield workers. Such fitness tool can enhance employee safety by monitoring workers’ stress level and also by alerting workers to occupational hazards. Keeping regular track of workers’ health will enhance workplace efficiency which will lead to reduced downtime and cost savings and would also enhance workplace's safety.
This technology can be very easily implemented in Oil and Gas industries with very minimal costs and in return enhancing the health and safety of the workplace by several times. However, the gadgets must be suitable for rugged environment which present additional set of challenges. Not only the gadgets should be resistant to the harsh environments such as exposure to high temperature, drilling fluid interference and brash operational conditions, but also should be able to accurately measure and transmit the data.
The paper enlists the advantages of using such devices in the oil and gas industries, both upstream and downstream and also addresses various challenges faced by such gadgets while deploying into the oilfields and necessary modifications and enhancement in prevailing technologies to counteract with situation.
This paper presents a novel idea of managing the health and safety of the workers in the workplace very efficiently and at the same time, benefitting the company, both socially and economically. The use of special smart watches would make the working environment of such a dynamic industry a better place than before very simply, easily and cheaply and at the same time ensuring safety and improved economics of the industry.
Major Accident Prevention - Lessons Learned and Reinforcement Initiatives Ongoing in Statoil
Authors: Holst Bjoern 
Published: April 2018

Abstract
Statoil’s contribution to this session of the SPE HSSE Conference is to share how we have reinforced our safety culture in the way we lead and work to reduce the risk of facing high potential incidents or major accidents.
The main objective of this paper and lecture is twofold:Raise the awareness of barrier challenges that historically have caused major accidents in our industry, and still do.Present specified risk areas that Statoil have reinforced attention on based on our learning from high potential incidents and major accidents in the period of 2012-2017.
The paper is seen from an operational user perspective and founded in the author and presenter’s more than 35 years of operational experience from "sharp end" worker and management positions within offshore operations and greenfield projects.
Key risks to be covered: Plant vibrations Plant corrosion Overdue/backlog of safety critical maintenance Diffuse gas leakages Transport of risks between an onshore planning party and offshore executing party Last minute change of plans Compliance with safe work requirements Competence
A film is developed to support the lecture in plenary.
Human Performance and Safety Culture Initiatives Transform Safety Performance
Authors: Hoffmann Rob , Lerner Nicole , Critchley Steven , Cislo Geoffrey 
Published: April 2018

Abstract
At the time of acquiring a remote greenfield gas development in 2013, the project's total recordable injury rate (TRIR) for the site development phase was 2.0. Though this rate was considered competitive for the industry sectors in which the local contractors generally worked, it was considerably higher than that prevailing in the oil and gas industry and did not meet corporate expectations. Several potentially serious near misses provided additional impetus for action.
Six staged programs were initiated to enhance the overall safety culture and instill human performance principles: Tenets of Operation; Stop Work Authority; Incident Free Operation; Managing Safe Work; Contractor Health, Environment and Safety (HES) management; and Fatality Prevention. An overall safety-improvement roadmap guided the sequencing and integration of the programs to complement one another and avoid information overload.
The programs were deployed through orientations, field engagements, mentorship, workshops, safety meetings and leadership engagements. Clear accountability and behavioral expectations were communicated and reinforced. Fieldwork was designed to avoid known construction error traps and incident investigations were required to elucidate not only why an incident occurred by how the situation evolved to the point that the condition existed. Over time safety metrics were re-focused from TRIR to evidence of program implementation and safeguard verification to ensure the heightened focus did not drive reporting underground. After deployment of the programs the array of contractors was reduced to eliminate those where progress could not be demonstrated.
The project experienced progressive improvement in safety performance and a steadily declining TRIR. The number, frequency rate and severity of incidents decreased in each successive year. By the end of 2017 the project had accumulated 7 million work hours without any serious injuries, and without incurring a recordable event in 2017. In addition, site productivity improvements tracked with improved safety performance, after accounting for the initial implementation period. A notable culture shift was also apparent in the local communities: the contractors began applying the programs and best practices they learned while working on the project to other, non-oil and gas projects. This shift demonstrated how a strong safety culture could lead to world-class performance and benefit local communities for years to come.
Strategic Partnerships for Reducing Health Risks in the Workplace
Authors: Rizk Fouad 
Published: April 2018

Abstract

Objectives/Scope
Historically, Industrial Hygienists have focused on recognition and evaluation for the control of exposure health risks. Even with mature strategies in place, Industrial Hygienists often find it challenging to effectively communicate risk with management to continually drive exposure reduction. This paper will provide an overview of a global risk reduction process and tools to enhance risk communication, while partnering with management to reduce and eliminate risk.

Methods, Procedures, Process
A successful risk reduction process is a collaborative team effort involving Industrial Hygienists, workers and line management that use input from a mature exposure assessment process, which identifies activities with potential exposures above threshold limits and supported by associated effectiveness measures such as field assessments, regulatory audits and workplace incidents. Once these activities are identified, discussions regarding control measures take place to review the risk, consider the limitations of personal protective equipment, evaluate administrative controls and challenge the risk owners to consider possible engineering controls. Following the discussions, a control measure that is risk- based, fit-for-purpose and sustainable is agreed upon with the risk owner. This includes at a minimum, the validation of current controls or engineering solutions that reduce or eliminate the hazard.

Results, Observations, Conclusions
Strategic partnerships involve input from workers and line management to prioritize risks; as well as to brainstorm control options and select cost effective mitigations. It has been shown that the risk reduction process further increases partnerships between industrial hygiene and line management in the mitigation of future health concerns, as well as strengthens business line ownership for future health risk solutions. Implementation of our global process has resulted in enhanced risk communication with workers and management, reduction in exposures and the identification of cost-savings through reduced energy costs, personal protective equipment usage, and productivity savings. These benefits will be demonstrated by presenting examples of successful risk reduction projects, ranging in size from simple engineering modifications to large scale innovative solutions, from across the world.

Novel/Additive Information
The information presented in this paper will help industrial hygiene and safety professionals, as well as line managers implement sustainable controls to protect workers. The strong interaction and partnership between the industrial hygiene professional and the business line will help boost the value of industrial hygiene to the organization.
We Want Zero! - Using Lateral Thinking Strategies to Address a Fundamental Question: What is Preventing Us to Achieve Zero?
Authors: Scotti Davide , Matkin Darren , Ruffolo Simona 
Published: April 2018

Abstract
Organizations often experience safety problems which are chronic in nature, reoccurring problems that have been tackled many times through an array of solutions, but remain embedded in everyday working life and become a tolerated norm.
Our brains are biased toward solving problems using conventional logical processes, thinking in very linear selective pathways, where each step is precise, requiring exact and logical reasoning that must be correct before moving on. Although very effective, this ‘vertical thinking’ can lead us to overlook the REAL root cause of a problem, that, if not truly identified, creates the risk of providing misguided solutions, whose results are never potent enough.
Saipem's aim was to break from the limitation of traditional vertical thinking and to generate largescale lateral thinking ideas, solving problems through an indirect and creative approach. This was done by utilizing the power of provocation. Individuals began challenging normal assumptions that arise from a vertical thinking process, while applying these techniques to ‘identify the problem behind the problem’, uncovering the true root cause before moving onto solutions and action planning.
This innovative problem-solving process called "We Want Zero" was launched by the CEO in early 2014, and takes the format of a one- day highly interactive ‘brainstorming’ workshop. Attendees are carefully selected for their strong operational experience and, above all, capability to be creative, innovative and open-minded enough to embrace change.
The workshop leads with the question ‘What are the factors which are preventing us to achieve zero?’, which generates hundreds of potential problems for analysis, which are then divided into three main categories, Organizational, Technical and Cultural, and further clustered into common themes. Applying lateral thinking processes then enables the effective discovery of the true root causes, and only then moving onto the development of targeted action plans, using the Pareto law and emotional tools in order to activate creativity in the process.
The brainstorming events are championed by the senior level managers attending the workshop, as they are also in charge of driving the implementation of action plans.
This paper will describe how Saipem approached dismantling long-term ineffective solutions, how the methodology was applied across its operating divisions, and the high impact that the process has on the organization's ability to further break the safety plateau and achieve zero fatalities.
Integrating Human Factors into Standard Risk Assessment - Proposal Approach
Authors: Yasseen Abdelsalam , Peresypkin Sergey 
Published: April 2018

Abstract
Human factors approach in oil and gas industry is still an emerging science compared to other industries, where most human factors publications focus their application in the design stage. However, human factors methods can be applied at any stage; contributing to bridging the gap between "work imagined" and "work done" concepts. This paper aims to provide an alternative approach in Service Company's complex activity for hazard identification and risk assessment.
A commonly utilized tool, Human Reliability Assessment (HRA), includes human factors in a risk assessment process, however, this method is time consuming and not easily adopted without extensive effort spent on training and operationalization. The approach proposed by the authors represents a simplified method focusing on key factors from Human Error Assessment & Reduction Technique (HEART), relevant to the nature of the Service Company's Operations. This is integrated into our existing qualitative risk assessment to recalculate the overall risk of a certain task. The process and the template for risk assessment is modified to include sections for human factors.
Ongoing field rollout tests show positive indications in regard to improved error capturing for error producing conditions during the task that'll be consolidated by end of Q1-2018 after field test completion. Modified risk assessment approach will reshape the standard risk assessment practices, moving the focus to and targeting the inherent unreliability of the task as a result of error producing conditions caused by unavoidable human interactions within complex systems. This method will include a matrix for measuring operators’ understanding of the potentially existing risk through a dedicated questionnaire. This matrix measures improvements in the overall understanding of risk involved from the front line employees’ prospective. Expected benefits also include further improvements for risk assessment training and competency by the company. The hypothesis is that by introducing key human performance factors to the risk assessment will help build awareness of human factors and their relationship to the probability of an existing risk. Utilizing an already effective system – risk assessment – to introduce human factors methods will help avoid the complexity associated with its implementation and still get the benefit of key elements of a well-established method.
This approach compares a standard risk assessment to one with integrated human factors. This comparison allows for assessing the gap between "work imagined" and "work done" practices, and for feedback from front-line employees as end-users of company procedures. This paper provides insights on how human factors can impact the level of risk and outlines the control measures targeted at such factors that can be missed if a standard risk assessment is applied.
Development, Adoption and Implementation of Fabrication Site Construction Safety Recommended Practices
Authors: Popat N. , Perkins B. , Vassiliev N. , Reyes Valdes O. , Hawkes C. , Carvalho M. 
Published: April 2018

Abstract
This paper discusses the complete cycle of the development, adoption and implementation of the IOGP fabrication site construction safety recommended practices for hazardous activities, as well as supporting enabling activities, and reference library. It also describes a world class example of sharing learnings and best practices across industry to improve safety performance of contractors and subcontractors, making construction safety standardization business as usual.
Adoption statements from senior management within IOGP task force companies are shared in this paper. Implementation of IOGP-577 for the execution of project within a major oil and gas company is illustrated as a case study.
Greenhouse Gas Emissions Along the Norwegian Gas Value Chain
Authors: Leyris Juliette , Jansen Bjørn Ove , Follum Odd-Arne , Musdalslien Unni 
Published: April 2018

Abstract
Norway is the third largest gas exporter in the world and the second largest exporter of piped-gas to Europe. Natural gas, mostly consisting of methane, has a low CO2 emission per unit of energy produced during combustion compared to other fossil fuels. However, methane itself is a powerful greenhouse gas and a high level of methane emissions along the value chain could potentially offset the climate benefits of natural gas in a comparison with more CO2-intensive fossil fuels.
With this background in mind, the present study examines greenhouse gas emissions along the Norwegian pipedgas value chain. The study boundaries extend from production on the Norwegian Continental Shelf to end-user delivery on the British and German gas markets. Primary emissions data are used for production and processing (the upstream and midstream sectors), while results from recent international studies are used for transmission and distribution (the downstream sector). The aggregated results are presented in the perspective of a coal vs. natural gas comparison. The emissions attached to Norwegian gas are also benchmarked in the European context.
The greenhouse gas intensity associated with Norwegian gas delivered to customers in the United Kingdom and Germany appears to be significantly lower than the corresponding average for all gas consumed in Europe. Methane represents just 4% of the total GHG emissions. For the gas value chain from the Norwegian Continental Shelf to end-users in the United Kingdom and Germany, over 90 % of methane emissions occur in the transmission and distribution sectors. Considering the gas value chain from production to gate-delivery to customers in the United Kingdom and Germany, the methane emissions associated with Norwegian gas are below 0.3%, while the average for all gas consumed in Europe is 0.6%. These performances are related to the quality of the Norwegian subsea transport network, a high CO2 tax, focus on minimizing methane leakage due to safety risk and a close cooperation between the gas producers and the Norwegian authorities with regard to methodological developments.
Overall, the estimated levels of methane emissions support the climate benefits of natural gas compared to coal, both for the Norwegian gas and for the average of all gas consumed in Europe.