bluuebunny/crossref_metadata_2025_split huggingface dataset:
Preventing Workplace Transmission of Tuberculosis in a High Tuberculosis Endemic Country
Authors: Kapiri C.. , Kumar Nirven 
Published: April 2018

Abstract

Objective Scope
Papua New Guinea is a developing country with a high incidence rate of tuberculosis (TB) and drug resistance TB. For 2015, the World Health Organization (WHO) reported an incidence rate of 432 / 100,000 population with an estimated 3.4% of cases being multi drug resistance TB. In order to protect our workers, ExxonMobil PNG Limited (EMPNG), as the operator of the PNG LNG Project, implemented a TB Control Plan at our work sites to detect and prevent the spread of TB among our workforce. An outbreak of TB at the work place would result in significant disruption in operations resulting in a drop of productivity.

Methods, Procedures, Process
The TB control plan is implemented at all work sites where workers work and live together i.e. where there are camps or dormitories. The program covers all workers including short-term visitors who spend more than 30 days per year at a camp. The components of the TB Control plan are i) awareness of TB where every worker at the camp is given an educational talk on the signs and symptoms of TB, preventive measures and when to seek medical attention and ii) screening of all workers at the workplace by a TB questionnaire and Quantiferon Gold blood tests annually. Those identified with latent TB will undergo further tests to determine if they have active TB or not.
During the construction phase of the PNG LNG Project in 2010, TB screening was done by a questionnaire and subsequently in 2012, Quantiferon Gold testing was introduced to enhance the TB screening process. This was in response to the increase number of TB cases detected at the Project areas.

Results, Observations, Conclusions
Since 2012 when screening using the Quantiferon method was implemented, 14,704 workers had undergone TB screening at our worksites. Out of this, a total of 3802 workers were found to have latent TB and were subjected to testing for active TB. With close monitoring of workers with latent TB, we detected 28 workers who converted from latent to active TB over a period of time while working at our sites. Assuming that one person with active TB can infect up to 10 people, the screening and monitoring program helped prevent at least 280 active TB cases which would have resulted in significant operational disruption of the PNG LNG Project.

Novel/additive information
The ExxonMobil PNG Ltd TB Control Plan has succeeded in detecting and preventing the spread of TB at the workplace. As more companies operate in TB endemic countries, implementing a robust control plan will help ensure a safe, healthy and productive workforce
The Great Risk Delusion
Authors: Roberts Gareth Huw 
Published: April 2018

Abstract
The objective of this paper is to challenge the industry risk management paradigm and concept of ‘good practice’, and to encourage readers to adopt a revised outlook on how risks are assessed and managed which can result in optimized CAPEX and OPEX HSE spend, and supports robust demonstration that risks are As Low As Reasonably Practicable (ALARP).
Based on decades of major hazard industry management experience, the author discusses how the implementation of modern industry tools and methods applied in HSE risk management in many parts of the world has the inherent potential to make us believe that risks are being managed effectively, whether or not that is supported by evidence; common ‘delusion factors’ include judgement of risk based on how others have managed hazards, and focusing on what study must be carried out rather than the application of the study as a tools to add value to the risk management process.
Readers should be challenged to recognize these ‘delusion factors’ and proposes a way forward for the industry which reflects a shift in mind-set as the starting point to overcoming the great risk delusion and moving towards a robust organizational assurance that risks are ALARP in its original, intended usage.
The paper's proposals reflect a shift in thinking which can improve performance across a range of major hazard industries, particularly in those locations reliant on a ‘tick-the-box’ compliance culture or on a workforce that has not developed within a risk-based regulatory environment.
Addressing Misunderstandings and Supporting Sonsistency in the Methane Discourse
Authors: Sathiamoorthy M. , Herbertson J. A. , Bajo L. Perez 
Published: April 2018

Abstract
Policymakers and stakeholders target methane as a significant contributor of global warming and so expectations to better understand and reduce methane emissions are increasing among the oil and gas industry and other sectors. This paper will present the findings of research conducted by a taskforce of members of an international petroleum industry environment conservation association and content of the resultant ‘Methane glossary’, which provides additional information on key methane-related terms to enable the use of a consistent and clear terminology within the methane discourse.
From 2013 to 2017 this association undertook a range of activities on methane including, holding a workshop and publishing a report on short-lived climate forcers, and publishing a fact sheet on ’Exploring methane emissions’. It also held a workshop to discuss gaps in knowledge on methane and consider studies, data and measurements from a variety of oil and gas operations globally. As a result, the ‘Methane glossary’ will present information to enhance industry understanding of methane management and emission sources.
The Glossary is a result of extensive collobaration between the industry association technical specialists, over many months, looking to utilise existing, clear defintions wherever suitable, adding clarity and consistency to other terms and complementing that with additional context to support the reader where that is helpful. The Glossary provides technical information for each of the terms selected, which range from concise wordings in some cases and more detailed text with pertinent, additional contextual information included, to provide a clear and consistent understanding of the terms described. The additional information has been extracted from a selection of academic papers, industry experience and publicly available good practice documentation.
The format of the Glossary was designed to take the reader through a logical flow of information, and is therefore divided into seven key sections: (1) Introduction, which provides contextual information on methane as well as instructions and clarifications to lead users throughout the document; (2) Methane sources, which outlines what the methane sources are, where to find them and why they occur; (3) Emissions estimation methodologies, detailing some of the main methodologies used to estimate methane emissions and related terms; (4) Methane detection and measurement which presents a list of work practices and technologies that can be used to measure methane emissions quantitatively and qualitatively; (5) General terms; (6) List of acronyms; (7) Proposals for further readings.
Sichuan Finishing Strong: Safety and Social Performance Excellence in Decommissioning and Restoration
Authors: Mota J. F. , Rattananon P. , Zhou X. , Zhao H. K. , Guo F. , Serpa R. , Yuan B. , Lin L. 
Published: April 2018

Abstract
Antoine de Saint-Exupery, once wrote: "If you want to build a ship, then don't drum up the men to gather wood, give orders and divide the work. Rather, teach them to yearn for the far and endless sea". This paper describes the "Finishing Strong" philosophy implemented in a Decommissioning and Restoration (D&R) campaign to help the organization "yearn for the far and endless sea".
The Finishing Strong philosophy successfully motivated staff, and delivered social, safety, and operational performance improvements in a D&R campaign in the Sichuan basin in China. The Finishing Strong philosophy core elements will be described to provide a basic roadmap. Leaders can use this roadmap to demonstrate care for staff, and thus improve safety, social and operational performance.
The D&R campaign involved the abandonment of technically complex wells, removal of production facilities, and restoration of land sites in a highly-populated area - typically involving 25 families in the average pad area of 2.5 acres. The challenges included managing diverse stakeholders with conflicting needs and motivating staff during the challenging phase of project closure.
Wellsite Risk Management Improvement Including Human Factors
Authors: Knode Tom , Schonacher Doug , Ritchie Norman 
Published: April 2018

Abstract
In recent years many companies within the oil and gas industry have begun looking outward, to other high risk and highly reliably industries for benchmarking opportunities to improve safety performance. One of the realizations that has come from research on failures and this benchmarking is the need to improve our understanding of Human Factors and all the aspects that entails. The SPE is working on the publication of a technical report "Getting to Zero and Beyond: The Path Forward" that highlights the need for more work on Human Factors and there is a standing Technical Section on that area as well. With this in mind, a mid-size international oil and gas company operating in the Canadian oil sands (Company) recognized the need to further develop their operational and safety leadership in preparation for an upcoming well campaign.
Early in 2017, a multi-day Wellsite Risk Management Improvement Workshop was conducted in advance of a summer Drilling and Completions campaign involving wells in the Alberta oil sands. The objective of the workshop was to provide wellsite leadership personnel with tools and techniques for improving the assessment and management of risk at the wellsite, including those arising from Human Factors and Human Error. The ultimate goal was to decrease the likelihood of at-risk behaviors in the performance of both routine and non-routine tasks. The workshop was conducted in Calgary and was attended by both Company and Contractor personnel. Some aspects of the workshop were challenging to the personnel attending, in particular those involving appropriate handling of Human Error and Human Failure.
As the well campaign started up, site visits to the field were undertaken to assess uptake and continued implementation of the tools and techniques trained during the workshop, and to determine what additional coaching and guidance was needed. The first stage of the evaluation process entailed observing work being conducted on site over several days to get a sense of typical work practices. Examples of the full continuum of safe and at-risk behaviors were observed, both non-enabled and enabled. Further actions were developed and implemented to habituate the trained concepts.
This paper will describe the training conducted, the monitoring and mentoring processes used and the overall findings and outcomes of the Wellsite Risk Management Improvement project.
Utilization of Gas Process Plant Effluents as an Emerging Source of Fresh Water for Crude Washing and Drilling Mud Preparation
Authors: Al Johi Hesham Mohamed , Shamashergy Mohamed Ali , Awadh Mohamed , Alsuwaidi Mohamed , Reddy Vijaya Bhaskar , Thyagarajan Santhanam , Albreiki Najat , Abdullah Dalia Salim , Mohammed Tariq Hasan 
Published: April 2018

Abstract
Water is crucial for oil and gas production and typically used for crude washing, drilling mud preparation and accommodation facilities. Water resources in UAE are scarce due to low average rainfall and high evaporation rates. Ground Water is over exploited and consequently the productivity of the aquifer was adversely affected[1]. The water shortage issues have a potential to threaten the sustainable development and hinder national plans for human, industrial and agricultural development[4].
ADNOC Onshore investigated number of technologies and opportunities to recycle wastewater. Upon conducting compatibility and modelling studies, it was established that ADNOC gas processing plant treated wastewater can be safely utilized for crude washing purposes and drilling mud preparation. The paper presents the methods adopted by ADNOC Onshore to evaluate the scaling effects, laboratory tests conducted to assess the suitability for crude washing, mud preparation and potential benefits by utilizinggas plant effluents.
Firefighter Fitness Programme
Authors: Stewart Gary 
Published: April 2018

Abstract
Fire and Emergency Teams need to be prepared to deal with a wide variety of emergency incidents. The ability to be prepared for these incidents is of paramount importance to ensure Emergency Teams can take appropriate actions to save life, minimize damage to assets, and reduce environmental impact. ADNOC Gas Processing Bu Hasa site Fire Section realised that to provide this emergency preparedness, we needed to ensure that our Firefighters were occupationally fit enough to deal with any emergency and not become a casualty themselves whilst carrying out their duties.
In line with the ADNOC strategic pillar of "People" and one of the cultural attributes "Always put Safety first", and inspired by world class firefighting and emergency culture, ADNOC Gas Processing Bu Hasa Plant Division have implemented a Firefighter Fitness Programme.
We have taken the initiative of developing and implementing a fitness measuring programme, firstly to ensure we can meet our obligations of providing a World Class Emergency Response, but also to encourage our Firefighters to measure and maintain their fitness. In short, we believe this programme will create fit healthy firefighters, encourage a healthy lifestyle, reduce sick leave and improve team morale. These will go a long way to ensuring that we have a safer plant, safer people and a safer environment.
ExxonMobil Culture of Health
Authors: Lundin Jill 
Published: April 2018

Abstract
This paper reviews the evolution of ExxonMobil's employee wellbeing program, the Culture of Health, and learnings that have been gathered from 14 years of the program's expansion. The Culture of Health program began in the United States as an initial health and wellness offering, and has evolved in to a full wellbeing program that includes participation incentives, biometrics, a health assessment and awareness campaigns. A global Culture of Health pilot program was launched in 2013, which proved to be successful and led to the global Culture of Health program roll out that is occurring at locations around the world today.
The main factors that have contributed to the success of Culture of Health include the integrated framework that surrounds key program components, the organizational support provided by various internal ExxonMobil teams, and the robust set of centralized tools and resources that enable Culture of Health advocates to efficiently promote the program and raise awareness among employees.
Through the evolution of Culture of Health and the launch of the global pilot program, fundamental learnings have been obtained that provide insight to how a comprehensive wellbeing program can be adapted for a variety of global audiences. This paper discusses the factors that are critical for program success, including existing organizational and operational mechanisms, central guidance and leadership engagement, in addition to aspects that may not be necessary for program success, like monetary incentives.
That Wasn't Supposed to Happen! Emergency Response Planning With Unforeseen High Consequence Low Probability Events.
Authors: Hudson P. A. 
Published: April 2018

Abstract
This paper looks at an incident that took place in 2009 where a ferry crossing across the Irish Sea suffered an incident, which tested the Emergency Response Plan and found that in this situation it was not sufficiently worked through to provide the anticipated required response. The paper outlines the incident, breaks down the elements into the organizational accident model elements. The paper goes on to identify how the emergency response plan was meant to operate, then what actually prevented its effective operation. The paper then describes how the issues around the emergency response plan implementation were resolved and what can be learned from the way in which the emergency response was re-organised.
Identification, Investigation, Reporting and Management of Occupational Illnesses in ADNOC Onshore
Authors: Al Hammadi Saud , Rasulova Zuleykha , Marshoodi Amina , Al Kaabi Noura , Khalid Abdul Nazar 
Published: April 2018

Abstract
ADNOC Onshore is committed to ‘Pursuing No Harm to People or the Community’ by preventing accidents and illnesses across its operations and projects.
ADNOC Onshore has established an integrated approach for the management of occupational health hazards and early identification of occupational illnesses.
Although vast amount of the published information on health hazards in oil and gas industry is available, the collaboration and cooperation between different parties in big corporations in the management of health hazards, especially in managing occupational illnesses is not much tackled.
This paper addresses the synergy established between number of the stakeholders to prevent, identify, investigate, report and manage occupational illnesses within ADNOC Onshore
Transforming Your Culture of Safety: Time To Lead
Authors: Patwa Taher Z. , Moussa Moustafa 
Published: April 2018

Abstract
A phrase search in google for "safety culture" results in 240 million hits in less than half a second…it's got to be an important phrase…
There are plenty of definitions for safety culture: Like in most organizations within the industry, safety culture is measured as a whole…not by the commitment of one person, one team or one rig. A true safety culture is not necessarily a place where accidents and incidents never happen. But it is a place where people routinely do their very best to do the right things for the right reasons.
A culture can also be described as the beliefs and behaviors handed down from one generation to the next, with each new employee and contractor representing the next generation of the company. This can be an opportunity, or a continuing challenge as exemplified by the findings from a major industrial incident which found, "…hazard training was largely passed down by experience from others. Sometimes this guidance was poor, perhaps due to an element of complacency…"
In a newspaper article, Dr. Najmedin Meshkati, professor of civil, environmental and system engineering at the University of Southern California, said, "A (strong) safety culture creates the necessary framework within an organization – whose development and maintenance is the responsibility of top management – and the attitude of staff at all different levels in responding to and benefiting from the framework."
When building such a culture, a company needs to create the environment which enables safety to be a core value and, more importantly, reside within the hearts of the individuals who work there. It should be something everyone practices both at work and in their personal lives.
By analyzing our existing culture we are able to see that we have allowed conditions and events to drive our actions. This results in a very reactive leadership style which is subject to short term improvements, and lacking in long term sustainability. We have not been focused in the areas that will create lasting improvement.
To obtain long term sustainable cultural changes, a proactive "bottom up" leadership style must be obtained in which every supervisor / manager has a sound understanding of the capabilities of the employees under their supervision. This will result in the formation of a team effort culture that is clearly focused on problem solving and long term solutions.
But how does a company build this type culture? What follows are the practical steps one company took in order to begin their cultural transformation and, more importantly, how this initiative helped substantially reduce their overall Total Recordable Incident Rate (TRIR).
Learning from Incidents - Oily Water Drainage System
Authors: Molelputhenpura Kuriakose Mathew , Adel Khalid , Al Awadhi Ibrahim 
Published: April 2018

Abstract
Among the various drainages in oil and gas plant, oily water drainage system is critical with high risk considering its hydro carbon content and accumulation of explosive vapours due to improper functioning of any components in the system. This paper presents some of the shortcomings in the design/arrangement/maintenance of the different elements, learnings from an explosion incident and the improvements to avoid accidents.
The drainage systems in ADNOC Gas Processing plants are Clean Water Sewer, Sanitary Sewer, Oily Water Sewer (Accidentally Oil Contaminated / Continuously Oil Contaminated) and Chemical Drains. One of the unforeseen hazards has caused an explosion in an existing oily water sump inside the process area. The sump was of concrete construction and the cover slab was blown up resulting in considerable damages to the surrounding pipes/support. There was no injuries to personal. The root cause analysis of the incident was done and a study carried out for a safety review of oily water drainage system at all plants.
A study was carried out to identify possible hazards/design deficiencies of the oily water drainage facilities and recommend rectification measures. The study identified that the lines are placed in slope & mainly "run dry" after use, liquid seal not available in some manholes causing HC vapour upstream movement, the manholes/sumps are closed, vent pipes size is small and some are blocked. These lead to accumulation/formation of hydrocarbon mixture inside closed sump, ignition by overheating of the pump installed over the pit and subsequent explosion. Recommendations for existing system include regular flushing of the lines with water to ensure transport of oily effluent & maintain liquid seal, regular removal of the floating hydrocarbon liquid from pits using vacuum truck, open up the manholes and use grating covers, provide self-skimming bucket where feasible, etc. Additionally, for new facilities it is recommended to lay the pipes horizontally to ensure liquid seal, provide turn-up elbows to reduce hydrocarbons accumulation in manholes, provide oil skimming/baffle wall in oil/water sumps, use classified equipment, carryout proper maintenance, etc.
The sump was reconstructed with the new design, which is now functioning well and the recommendations are being implemented in existing facilities and in all new projects.
The proposed improvements for the existing system as well as adopting the recommendations in future new drainage system can ensure the prevention of possible explosions and thereby reducing the related hazards to plant facilities/operations. Sharing of the related information among others having similar facilities increases the awareness about such unseen sources of incidents in a drainage system and related pro-active mitigating measures.