bluuebunny/crossref_metadata_2025_split huggingface dataset:
A Collaborative Approach to Infectious Disease Preparedness: The IDRAM Initiative
Authors: Viliani Francesca , Edelstein Michael , Omaar Abbas , Dar Osman , Buckley Emmeline , Tariq Hisham , Sadique Zia 
Published: March 2016

Abstract
As the Ebola outbreak in West Africa has demonstrated, outbreaks of infectious diseases pose a significant threat to the extractive industry. Extractive companies often operate in emerging infectious disease (EID) ‘hotspots’. The nature of extractive projects in these hotspots causes greater interaction between animals and humans which in turn, is thought to create a greater risk of infectious outbreaks. The Infectious Disease Risk Assessment and Management (IDRAM) initiative supports the extractive industry to better understand, assess and mitigate this risk through fostering partnerships between the industry, public health systems and other relevant stakeholders.
During 2014 and 2015, IDRAM field tested planning and audit tools among four leading mining companies in the Katanga province, Democratic Republic of Congo; produced a qualitative study to better understand the industry's perception of EID-related risks; and conducted three desktop outbreak simulation exercises involving industry and other stakeholders. An ongoing economic evaluation study will quantify the economic impact of the Ebola outbreak at the company level. This study will focus on a single large mining company that has continued to operate throughout the epidemic. A literature review exploring past and current collaborative efforts between extractive industries and national health systems related to health emergencies is also being carried out. This will provide strong evidence-based best practice for effective partnership.
These activities have highlighted that although the industry recognizes a need for collaborative approaches to managing EID risks, its response remains focused "inside the fence" with an emphasis on limiting contact between humans, wildlife and domestic animals and maintaining hygiene standards. As a result, companies are still vulnerable to disease outbreaks, due to a lack of coordination and engagement with stakeholders "outside the fence". In public health crises such as the recent Ebola outbreak, no single organization has the capacity to deal with global outbreaks on its own.
Through future activities, IDRAM will facilitate oil and gas sector's contribution to national preparedness and response capabilities for EIDs and pandemics, thereby contributing to health system strengthening and improving the sustainability and coordination of disease control efforts in countries where the sector is active.
Fact vs. Fiction - A Barrier Based Approach to Identify Leading Indicators
Authors: Ahluwalia Amar , Pierce Marisa 
Published: March 2016

Abstract
Currently, many incidents or near misses are investigated using Root Cause Analysis (RCA) or other techniques. We applied the barrier-based bowtie diagram in a novel manner for a customer in the nuclear industry so that they could determine the weak links in their work practice procedures for reactor isolation during maintenance. This paper discusses the application of the same semi-quantitative methodology to evaluate blowout/well release incidents that are recorded in SINTEF/PSA databases. Additionally, the results of third-party investigations will also be considered in the study. The paper seeks to accomplish following goals:
Determine trends with barrier degradation with well blowouts Comparison of reported results in the database vs. results from third-party investigations Highlight the differences in outcomes between the databases vs. the investigation results Demonstrate the visual effectiveness of a bowtie to summarize the results of reviewing multiple incidents in order to identify common factors contributing to incidents and near misses and assess the priorities for strengthening or adding barriers.
The first step is to collect incidents from SINTEF/PSA database and third-party incident investigation reports. The next step would be the development of two generic bowtie diagrams for loss of primary containment of hydrocarbons with one diagram based on database results and the other diagram based on report results. Then, these diagrams are annotated for a set of incidents or near misses recorded in the database. This is accomplished by a review of the sequence of events for each incident to determine where/when the barrier failure(s) occurred. The failed barriers are then tallied and categorized to determine the patterns associated with these failures. The two diagrams would then be compared to illustrate gaps between database recordings and third-party findings.
The findings from application of this methodology to the nuclear power facility accomplished the following:
identified the common factors contributing to incidents or near misses reported over a period of time revealed which barriers were effective in detecting or preventing the top event identified priorities for strengthening or adding barriers
It is anticipated that the use of this same approach in reviewing well blowouts will identify gaps between database recordings and third-party findings. It will proactively give insight into trends that might have previously been unnoticed.
The methodology could highlight failure of interfaces of different parties involved in drilling and improve communications. This will also lead to better collaboration and increase efforts in risk analysis. It can also help industry identify human factors associated with culture, organization, or layout between different facilities or regions based on the trends.
Ebola Outbreak Preparedness and Response - A Nigerian Oil and Gas Company Experience
Authors: Aliyu B. , Ben-Edet A. , Abbah E. , Jones S. , Diara M. , Buford D. , Ngunjiri S. 
Published: March 2016

Abstract

Objectives / scope
A framework of Company's strategic and calculated preparedness and response to outbreaks with diminished adverse outcomes is presented. It is based on Nigeria Ebola Virus Disease (EVD) outbreak and its potential impact on country oil and gas operations. It describes the model of engaging stakeholders in all stages of an outbreak, culminating in lessons learned.

Methods, procedures, process
The EVD outbreak had potential for cataclysmic impact on workers, families and communities in Nigeria. The Company leveraged on a hybrid of outbreak management framework based on a pre-existing infectious disease outbreak management, pandemic planning and stakeholder engagement.
A series of partnerships was established to provide an effective response towards protecting workers and their families; including working partnerships with Ebola Emergency Operations Center (EEOC), International SOS, the US Centers for Disease Control and Prevention, and Baylor College of Medicine. In-house capacity building was enhanced and included training Company healthcare staff in safeguarding their health and safety, while establishing ‘fever assessment’ centers.

Results, observations, conclusions
The strategic preparedness and response is described with the successful partnerships and enhanced alignment of key objectives, between in-country management, internal and external stakeholders. Communication and coordination with Company headquarters and external experts resulted in extensive training of health care providers and development of risk-based educational material for workers and dependents. In total about 1400 employees and healthcare providers were trained. The Company also achieved 100% worksite screening procedures which were implemented throughout the duration of outbreak resulting in no loss time recorded due to the outbreak.
Provision of support to Nigerian government including efforts on contact tracing, led to the national recognition of Company for her community investments. Positive and proactive influence by partnering with the oil and gas industry and government to respond to the outbreak, ensuring robust business continuity planning and testing, showed the company's dedication to honoring commitment to our partners and stakeholders whilst protecting the workers and families.

Paper benefits
The experiences and lessons learned are important to share widely. They will assist others in the industry as preparations are made to attain readiness to deal with future public health challenges (not just EVD). An effective response requires the establishment of several partnerships across a wide range of stakeholders
The Bolivian Chaco Region: A Challenging Societal Context
Authors: Trigo Cynthia 
Published: March 2016

Abstract
This paper, empirically based on field experience at the Incahuasi Project, which is currently in development in the Chaco Region of Bolivia, presents the challenges of implementing a technical systematic approach in order to manage in an efficient manner social and Human Rights risks and impacts in a vulnerable, shifting, unpredictable and often tense societal environment.
It also points out the need to create awareness on technical and operational teams regarding social and Human Rights risks and to integrate the societal factor into executive and operations decision making to prevent and mitigate those risks. Inadequately integrating a societal aspect within the company's risk management system potentially puts the company at risk due to conflicts that could lead to operational blockages, additional costs, risks to the company's reputation and finally a deterioration of relationships with the stakeholders. In essence, the challenge and difficulty is to have a technical approach for managing non-technical risks so that to transform company's culture.
Subsea Dispersant Injection - Summary of Operationally Relevant Findings From a Multi-Year Industry Initiative
Authors: Brandvik P. J. , Johansen Ø. , Davies E. J. , Leirvik F. , Krause D. F. , Daling P. S. , Dunnebier D. , Masutani S. , Nagamine I I. , Storey C. , Brady C. , Bellore R. , Nedwed T. , Cooper C. , Ahnell A. , Pelz O. , Anderson K. 
Published: March 2016

Abstract
This paper presents novel results regarding the effectiveness of subsea dispersant injection relevant for operational guidance, decision making and to improve existing models describing the environmental fate and behavior of subsea releases of oil and gas. More specifically, the paper presents data from a comprehensive set of laboratory experiments to evaluate the formation, fate, and transition of dispersed oil droplets in the water column during a subsea oil and gas blowout in combination with subsea dispersant injection (SSDI).
Many sub-sea well blowout oil and gas release scenarios form relatively large oil droplets (multiple millimeters), which then rapidly rise through the water column to form thick slicks on the ocean surface, potentially very near the source. On the other hand, smaller oil droplets (&lt; 500 microns) rise more slowly and can stay suspended in the water column for days to weeks. Dispersant injection is therefore warranted to reduce the potential for floating oil and associated volatile hydrocarbons that may threaten worker health and safety, and reach ecologically and economically sensitive surface water and shoreline environments. The oil that disperses into the water column may pose temporary elevated exposures to organisms in the immediate area, but research and experience has shown that those exposures are rapidly mitigated by the effects of dilution and microbial degradation of the dispersed oil.
The results of our laboratory studies, which examined the influence of different variables on the initial oil droplet size in an oil release scenario (including oil release velocity, dispersant dosage, dispersant injection method, oil temperature, high pressure, gas-to-oil ratio, oil- and dispersant characteristics), revealed that dispersant injection is highly effective at reducing droplet size. Our data also fit a new modified Weber Number scaling algorithm that can be used to calculate initial oil droplet size at field scales. Model simulations using the new modified Weber number scaling indicate that SSDI can reduce droplet size by an order of magnitude which serves to delay and significantly reduce surfacing of oil from large oil spills.
In summary, this paper describes the results of a substantial research program that studied the effectiveness of SSDI. This research shows that SSDI applied directly to oil flowing from a well blowout is a highly efficient oil spill response tool to substantially reduce the surfacing of oil by reducing oil droplet size thereby enhancing worker safety and providing a net environmental benefit.
A Cross Sector Approach to Managing Biodiversity Impacts
Authors: Johnston Mark , Romer Ruth 
Published: March 2016

Abstract
With the ever increasing concerns regarding the global loss in biodiversity, there is a growing need and expectation for developments to improve the way that biodiversity impacts are managed. By working in collaboration across oil & gas, mining and financial sectors, the CSBI has developed clear practical tools and guidance. The CSBI pools expertise and experience from three sectors to promote scientific, innovative and practical applications of the mitigation hierarchy to manage project-related impacts on biodiversity. This paper describes an integrated approach for improving the way in which projects avoid, reduce, restore and offset biodiversity impacts, and how this can be applied in relation to project timeline and underpinned by the collection of baseline biodiversity data.
Developing a Sustainable HSE Culture - Learnings from the Corrib HSE Journey
Authors: Trench Jarlath , Colleran Peter 
Published: March 2016

Abstract
The Corrib Project is one of Shell's longer running construction projects. In the last 10 years Shell E&P Ireland Ltd (SEPIL) has worked with many contractors and has been exposed to varying levels of HSE performance. Working on HSE Culture during the project phase is always challenging, but when the project extends for over a decade the learnings can be countless. This paper shares our experiences of what worked well / not so well, and what we believe are the key enablers to creating a Goal Zero culture.
SEPIL implemented many processes, programs, initiatives, etc. to drive the Corrib HSE Culture. Highlights include –Leadership engagement evolved over the project duration from game changing ‘Directors HSE Engagement Sessions’ led by the Project Director to Asset Leadership Workshops where leaders developed internally driven "I" statements on how they will change their personal behaviour, or show up as a Safety leader.–Intervention Training is key, as the co-worker is normally the person best placed to prevent an incident. Training aimed to empower workers to intervene confidently with all parties on site. Training was initially conducted using external consultants but evolved over time to on-site personnel delivering the training themselves.–A ‘Safety Starts with Me’ campaign (18 months) to reinforce that ownership for HSE is at the front line and to seek more support from the workforce. The campaign included "Mystery Visitors" to artificially break minor safety rules in order to provoke intervention from the workforce and assess the willingness of the workforce to intervene.–Road Safety Programs led by a Road Safety Task Force. Programs adopted include free defensive driving training, road safety DVD's (for local roads), stand downs and in-vehicle monitoring systems.–Activity Safety Review Panels for all non-routine construction operations. This Shell process, where the contractor presents their HSE Plan in detail, was used across the board from seismic to tunnelling and added significantly to the safety performance within the Company.
Developing a behavioural safety culture or HSE Culture takes years. There are no short-cuts. Key challenges we recognize are: –A "sheep dip approach" doesn't work.–The task force approach works. On a project with over 20 million km driven we saw road traffic incidents fall from being a regular occurrence to zero incidents.–Early intervention / involvement of contractor companies to get their buy-in is key. Company / Contractor leadership engagement is critical.–Interventions are very personal; some individuals like them and can do them, some don't and can't.–Location specific tailored HSE training programs delivered by the in-house HSE team and workforce are as good as any consultants.–Useful Safety Observation programs rely on an agreed purpose for the programs, support from Senior Leaders and trust.
A Decision Support Model for Platform Decommissioning: Successful Applications in California and Implications for Worldwide Use
Authors: McCann Bridget , Henrion Max , Bernstein Brock 
Published: March 2016

Abstract
As companies around the world plan for the future decommissioning of oil and gas platforms, a case study from California provides a model in terms of both process and the use of decision support tools. The question of how to decommission California's 27 offshore oil platforms, like many issues related to offshore oil and gas in California, began as a major public controversy. We created a decision analysis software tool (PLATFORM) to clarify and evaluate decision strategies as part of a larger policy analysis conducted for the California Ocean Science Trust. The in-depth analysis focused on two main options—complete platform removal and partial removal to 85 feet below the water line, with the remaining structures to be converted in place as an artificial reef to preserve their biological value. PLATFORM was key in structuring and performing analyses of the impacts of each option (e.g., on costs, fishery production, air emissions) and greatly improved the team's productivity. Sensitivity analysis showed that different preferences, especially about the importance of strict compliance with lease agreements, is much more important in selecting the preferred option than is uncertainty about specific outcomes, such as decommissioning costs. The project's results affected the decision to pass legislation enabling an expanded California "rigs-to-reefs" program, which includes a mechanism for sharing cost savings between operators and the State. The decision model presented here for the 2016 SPE International Conference and Exhibition on Health, Safety, Security, Environment and Social Responsibility can be adapted readily to other marine environments and could support regulatory decision making for decommissioning worldwide.
Learning from Community-Company Conflicts: Practical Approaches
Authors: Orsini Yadaira 
Published: March 2016

Abstract
Are conflicts between extractive companies and communities on the rise? Or are they simply more visible now? The answer seems to be both. For the past year, International Alert has been working with companies in the mining sector in order to better understand the practical dilemmas faced by operational staff with respect to company/community conflict. The objective now is to bring this discussion to the oil and gas sector in order to share learnings as well as best practices in the field, with the aim of building a community of practice within the extractive sector.
The research process included the following activities: Survey of mining companies leading to the identification of 5 conflict drivers (water, land, consultations, distribution of benefits and community economic issues)Identification of practical challenges companies face when managing conflicts as well as ways in which some of them have responded to suchWorkshop in Chile with companies and NGOs to present and discuss findings and feed this into current thinking
The results of the research yield a set of dilemmas, all of which were grouped in six different categories mainly related to: stakeholder perceptions, issues of representation and information, legacy issues, others more process-oriented and a number of dilemmas related to specific contexts of operations.
When responding to community-company conflicts, the research also identifies some emerging trends that are slowly becoming standard practice. Some of those include: Grievance mechanisms consistent with the UN Guiding Principles' effectiveness criteria;Participatory approaches to performance monitoring complemented with capacity building on technical issues;Independent third parties to serve as experts, monitors/auditors, facilitators or mediators;Multi stakeholder dialogue processes.
It is widely recognised that many resources already exist to provide high-level guidance on management systems and approaches to understand and manage community-company conflict; where companies feel a gap exists is in responding to the type of practical challenges faced by operational staff in the course of their work. This research process seeks to contribute to fill that gap.
The Taninthayi Nature Reserve Project as a Model of Compensation of Impacts to Biodiversity
Authors: Pollard Edward , Victurine Ray , Tizard Robert , Hlaing Soe Win 
Published: March 2016

Abstract
The Taninthayi Nature Reserve Project (TNRP) has been operating in southern Myanmar since 2005. TNRP involves payments from three companies to support the creation and on-going management of a protected area as compensation for potential impacts to biodiversity from the construction and operation of three gas pipelines. This public-private partnership is unique in Myanmar and could form the basis of a model which can be applied to other developments in the country. We reviewed relevent literature and interviewed staff and stakeholders involved with the development and implementation of the TNRP in order to understand the model, identify some key lessons. As a framework for comparison the model was reviewed against current leading practice, primarily the International Finance Corporation (IFC) Performance Standard 6 (PS6), and the Business and Biodiversity Offets Program (BBOP) Standard on Biodiversity Offsets.
This review revealed that the project has broadly met its stated goals and objectives: The companies have met their financial commitments.Stakeholder criticism of pipeline biodiversity impacts has been limited.A protected area has been established and managed since 2005, with socio-economic development programmes delivered to surrounding communities.The capacity of government staff involved in the TNRP has been improved.
The TNRP was not originally developed to be in alignment with modern standards and the TNRP is not an offset. The TNRP thus does not meet current mitigation or offsetting best-practice in many areas. Our review does, however, highlight key lessons learned for developments to limit their impact on biodiversity and manage the associated risks effectively: Impact assessments should thoroughly analyse direct and indirect impacts to biodiversity.The mitigation hierarchy should be followed during the construction and operation of infrastructure.Should offsets be required, it is necessary to quantify biodiversity losses from development impacts and gains from conservation activities in order to identify how much compensation is enough.Monitoring of actions on the ground is the only way to determine their success in mitigating residual impacts to biodiversity.