bluuebunny/crossref_metadata_2025_split huggingface dataset:
Advanced Oil Spill Modelling in the Offshore Oil & Gas Industry: Improving the Emergency Response Management along the Project Life-Cycle
Authors: Iazeolla Giuliana , Mariani Maurizio , Cassina Luca , Marconi Michele , Deffis Juan Manuel , Buffagni Melania 
Published: March 2016

Abstract
In recent years, advances in computer technology allowed the development of sophisticated software applications able to simulate the effects of oil spills on the marine environment. The need for such modelling arises from the perception of oil spills as long lasting and highly damaging events because of their wide range of potential impacts on the environment, human health and economic activities. Modelling tools can predict the consequences of these events and allow a targeted Response Planning to be made.
This paper presents an innovative application of oil spill modelling tools aimed at supporting the Emergency Response System along the different stages of the project life-cycle. Three case studies are presented, from exploration, to response planning during production, to contingency response during an emergency. The oil spill modelling approach for each case study is detailed, as well as the specific support provided to the decision making process.
Two different methods for oil spill modelling and environmental consequences assessment in eni exploration & production activities are shown. Preventive modelling, based on a statistical approach, identifies the range of possible outcomes of an event. Through this simulation, the consequence assessment of a spill provides useful information for a targeted Emergency Response Planning. Emergency modelling, on the other hand, is based on a deterministic approach and simulates the evolution of a single event, whose characteristics are known. In this case, oil spill models can predict the fate of an oil spill in an emergency, providing an insight on its future evolution and driving the decision on the most appropriate response actions.
The results highlight the contribution of oil spill modelling in making the Emergency Response System an active player during all the project life-cycle, enabling its complete integration within the project management structure. Oil & Gas operators may benefit of this advanced approach that contributes to the improvement of their Emergency Response Management system. Through a prompt and proper response, the effect of oil spills can be excluded or mitigated, saving human lives as well as protecting the environment, the facilities and Company's reputation.
Responsible Water Resources Management in a Semi-Arid Region of Kenya using Techniques from Public Water Utilities
Authors: Boak Richard 
Published: March 2016

Abstract
Tullow Kenya BV, with joint-venture partners, holds the exploration licences for several onshore blocks in Turkana, northern Kenya, and an exploration/appraisal drilling programme is well advanced. Turkana is one of the driest parts of Kenya, so finding, developing and managing water supplies presents many challenges. The challenges have been solved by applying methods and procedures from the water utility industry; the way in which this has been achieved is explained.
Water is required by Tullow for drilling, field camps, civil engineering and community water supply. Larger quantities of water will be required in the future for reservoir injection. Water supplies to meet current demand are provided by a dispersed network of boreholes, exploiting groundwater in local shallow aquifers. Water is distributed from sources to demand centres by a combination of pipelines and tanker trucking. The demand centres include permanent installations but also many short-term sites. Matching supply from widely-scattered sources, with different yields and water qualities, to ever-shifting patterns of demand is the same puzzle faced by public water utilities.
Key indicators used in the water sector include: deployable output, outage, water available for use, headroom and potential yield, and these have been successfully applied in Turkana. The application of water resources management and reporting procedures from the water utility industry to an oil operation in a region that is semi-arid, remote and insecure, with fierce competition for scarce water resources, has proven to be a powerful technique. Given that most of the source boreholes yield relatively fresh water, there is a big responsibility on Tullow to use water wisely and to be able to demonstrate that it is doing so. The techniques also allow plans to be made for when and where new water sources (from groundwater and surface water) need to be brought on stream to stay ahead of the demand curve.
Yields from individual water sources vary considerably with the seasons and from year to year. Defining the long-term sustainable yield of any particular source is not straightforward and must be done using a standard technique if the results are to have any value for comparison, reporting or auditing. Tullow has addressed this and other water resource management issues by the novel approach of treating its operations in Turkana as if it were a water utility.
Management-led Investigations: How They Made A Difference
Authors: Mahmood Madiha , Lawrie Graeme 
Published: March 2016

Abstract
Analyses of repetitive incidents across OMV revealed that many learning opportunities were being missed as investigations either did not reach the root cause or the recommendations made as a result of investigations did not address the root cause. This realization led to the top management committing to personally investigating all high potential (HiPo) incidents, wherever in OMV locations they may occur. Management was convinced that quality investigation of these ‘warning signals’ will eventually help reduce the number of high consequence accidents and is therefore well worth investing time and effort. Since the introduction of the program in 2013, OMV's senior management has diligently investigated all such incidents where the failure of a single barrier could have led to a fatality. This has not only brought about a marked improvement in the quality and consistency of investigations and consequently fewer incidents but has also served as a practical demonstration of HSE being the highest priority for the Company and its management.
This paper presents OMV's experience of establishing the management-led investigation program. The workings of the program as well as the challenges and lessons learned by OMV during implementation are expected to provide useful guidance to organizations intending to refine their investigation processes.
Preventing Claims and Grievances in Pipeline Projects: Using a Holistic Approach and Data Management Systems to Enhance Stakeholder Management
Authors: de Vos Sjacco , Smits Coco C. 
Published: March 2016

Abstract
Access to land is one of the crucial factors in the development process of a pipeline. Developing a sustainable relationship with stakeholders on a local and national scale is essential. This project element is seen as a major risk, since the reaction of stakeholders cannot be calculated or predicted. The consequences of stakeholders’ protest can be devastating for the project's budget and schedule. Therefore the focus on prevention of grievances and stakeholder claims is evident. Preventing large numbers of grievances and stakeholders’ claims from coming in, a collaborative stakeholder engagement approach needs to be implemented at the early stages of a pipeline project. A tailored approach to the local context will increase its success. As part of this approach expectations need to be managed and communication lines must be clear. Lack of consistent communication results in room for speculation, this will increase the risk of stakeholder claims. And even though not all technical information is final yet, stakeholder engagement needs to start.
Drawing on experience from one of the largest pipeline developments on the European continent, this paper will provide recommendations on how a collaborative stakeholder engagement approach can be implemented, having a holistic view from preparation to construction to operation. Deciding on a clear message based on the available information per project phase is key. This asks for a seamless transition between project phases, but also for effective and transparent communication between different departments within a project's organisation. Furthermore this paper will elaborate on the two roles that effective data management can play: First, data management facilitates the communication between the Technical, Commercial and Land Easement & Acquisition (LEA) components of the project. Effective data sharing between these project components will enhance a successful response to stakeholders’ concerns regarding the pipeline route, safety or compensation. Second, using big data (i.e. data available on the internet) to monitor and respond quickly to stakeholders who are voicing their concerns could prevent major stakeholder issues from materialising for your project development. Royal HaskoningDHV is developing and at the brink of implementing of a new application that will allow project proponents to use big data to signal stakeholders’ concerns and respond to it.
Looking at how internal alignment within the project organisation can positively influence external stakeholder management and taking an integrated approach is novel. Combined with the experience of effective data management systems and the development of an innovative application that uses big data to enhance stakeholder management practices will deliver new insights to the audience.
EU Offshore Safety Directive: How to Identify Sensitive Coastal Features in Case of a Major Accident
Authors: Nucci M. E. , Pedroni P. M. , Buffagni M. , Petrone A. , Scataglini L. , Pucillo F. P. 
Published: March 2016

Abstract
In June 2013, the European Commission (EC) published the EU Directive 2013/30/EU on Safety of Offshore Oil and Gas Operations (hereafter referred to as the EU Offshore Safety Directive).
The objective of the EU Offshore Safety Directive is to reduce as far as possible the occurrence of major accidents related to offshore oil and gas operations and to limit the consequences of any such accident, including any damage to protected species and natural habitats. The Directive defines protected species and natural habitats by referring to Directive 92/43/EEC on the Conservation of Natural Habitats and of Wild Fauna and Flora (hereafter referred to as the Habitats Directive).
In order to ensure that all sensitive environmental receptors that may be affected in the event of an accident are identified, eni Upstream, with the support of Amec Foster Wheeler, have mapped sensitive areas in the Mediterranean Sea based on a set of natural and socio-economic criteria. This has been conducted considering both the Habitats Directive and industry good practices.
The mapping exercise is an iterative process; maps are based on data that are publicly available and are updated as new datasets become available. In selecting relevant sensitive areas, eni have considered both the EU Habitats Directive Annexes I and II and criteria aligned with the IPIECA/IMO/IOGP guidance document, Sensitivity Mapping for Oil Spill Response (2012).
All data collected are geo-referenced and can be uploaded onto a Geographic Information System (GIS) platform; the data includes, but are not limited to: Protected Areas (including Natura 2000 sites);Habitats listed in Annex I of the EU Habitats Directive;Species listed in Annex II of the EU Habitats Directive;Species of commercial interest;Aquaculture infrastructure;Touristic areas;
This desktop-based baseline can be used for several purposes. In addition to helping eni to comply with the new legislation (e.g. outlining potential environmental consequences of Major Accidents), the maps enable Environmental Specialists to inform decision-making processes along the project lifecycle regarding areas of high environmental value or special vulnerability where extra baseline studies may be needed. The maps can also be used to support Oil Spill Emergency Response teams, so that they can promptly identify sensitive receptors and make informed decisions during emergencies.
This paper illustrates the main features of this GIS platform and provides examples of its application.
Monitoring the Health of the Asset Integrity Management System Through the Use of Generic KPIs
Authors: Gawish Mahmoud , Smith Don 
Published: March 2016

Abstract
The paper presents the motivations, objectives and methodology adopted for establishing an asset integrity performance measurement mechanism utilising generic, readily available leading and lagging key performance indicators (KPIs). The mechanism was developed and implemented within the context of a newly acquired, 20 year old offshore asset.
The cornerstone of the system utilises the ‘bowtie’ methodology, within which generic and readily available KPIs are used to measure the health of the barriers. 39 KPIs were identified and deemed of relevance to the management of major incident risk, with up to 20 KPIs mapped to each individual bowtie barrier. This was followed by assigning ‘weighting scores' to reflect their significance, following which the results were fed into a dashboard-type display using a traffic light system. The dashboard caters for senior management, technical authorities and the offshore workforce by displaying three distinct levels of information. The requirement for tracking KPI trends as well as trends in barrier performance were also accounted for in the monitoring mechanism.
There were a number of challenges encountered during the development process, particularly regarding the objective measurement of barrier health and effectiveness of key management system elements and ‘personnel related’ barriers (e.g. competence). A number of KPIs were identified for monitoring management system and ‘personnel related’ barriers and incorporated into the overall process monitoring mechanism; in addition to the KPIs set for measuring specific hardware barriers. This ensured that the framework was comprehensively inclusive of all aspects of barrier health management which in turn provides a degree of assurance that process safety is being effectively managed.
There are a number of areas where a continuous improvement process will be applied in order to enhance the effectiveness of the system. For instance, the underlying assumptions, aggregation rule sets and mathematical formulae applied will be refined in order to provide a more precise estimate of the barriers' status. Calibration of the ‘weighting scores' and possible modifications to the KPIs is also key to optimising the mechanism developed and ensuring the effectiveness of the process.
Achieving Efficiencies Through Global Multi-Site Certifications
Authors: Brooke-Lander Melanie , Kuykendall Dina 
Published: March 2016

Abstract
In 2012, Baker Hughes embarked on a three-year project to consolidate our external HSE management system certifications under one global, enterprise-wide certificate. While there are some risks associated with this approach, they are minimal for companies with mature HSE management systems and robust internal audit processes. The benefits of increased efficiencies and cost savings are worth the significant effort that a project of this magnitude entails.
For many large companies like ours, the decision on whether or not to be certified to a management system standard such as ISO 14001 (environmental management system standard), and OHSAS 18001 (occupational health and safety management system standard) is made locally and is based upon level of risk to personnel and the environment, and client requirements. As a result, four years ago, we had 64 locations globally with ISO 14001 certification, of which 13 locations also had OHSAS 18001 certification, under a range of single-site and small multi-site certificates. Most locations were being audited annually, with some locations having external audits twice a year. In addition, local managers contracted their registration services from a number of different certification bodies.
The first step in transitioning to a multi-site was selecting a single company to provide certification services. For this, the HSE function collaborated with the Quality function to tender the work to provide all ISO 14001, OHSAS 18001 and ISO 9001 certification services. With more than 400 locations having ISO 9001 certification, the annual savings for both HSE and quality totaled about $1 million per year.
While cost savings are obviously important to the business, we have also realized significant efficiencies in managing the certifications, both at the enterprise and local levels. These included up to an 80% reduction in the number of HSE audits per year and greater visibility to the external audit program and the status of individual locations. It has also facilitated more effective sharing of findings, lessons learned and best practices between locations and across the company. The streamlined and consolidated program has also enabled us to better align our global enterprise HSE management system to the requirements of ISO 14001 and OHSAS 18001, minimizing the need for locations to develop site-specific procedures.
This paper describes our process of transition to enterprise-wide multi-site certificates, illustrates the value proposition and discusses the challenges of managing the new program. For example, we will discuss how to minimize the potential risk associated with a location that may have inconsistent performance, which can jeopardize the certificate for the whole company. We aim to equip companies that are interested in obtaining the benefits of a large multi-site with knowledge of the strategies and best practices learned from our experience.
Issue Management and Sustainability: Lessons from a Major Oilfield Development in Madagascar
Authors: Wagner Jay , Jones Murray , Nash Karen 
Published: March 2016

Abstract
This paper explores the rationale, process and outcomes of an early-stage, issue identification and management process that was applied to a large-scale onshore oil development in Madagascar and to highlight the benefits of the issues management (IM) process for large-scale resource developments more generally. Oil and gas and mining developments increasingly take place in remote and environmentally and socially sensitive areas. They can have significant environmental, social and economic impacts and, if poorly planned and executed, generate social conflict. Stakeholder-related risks in the extractive sector have risen sharply over the last 20 years, putting a premium on early issue identification and management, as part of non-technical risk management. IM, the continuous process of issue identification, analysis, resolution and reporting is increasingly being used by leading extractive companies as a complement to impact assessment and related processes. The objective is to ensure that issues that have the potential to generate significant reputational, financial, legal, and operational impacts are identified in a timely manner and addressed before they escalate and become crises.
While IM has been used for some time, its application in the oil and gas industry is relatively new. With the growing role of project finance, the increasing prevalence of JVs and the need for partnerships to develop complex projects, IM can bring significant value to sustainable project planning, execution and corporate risk management. One of the key conclusions is that IM can help companies improve their approach to impact assessment, reinforce stakeholder engagement, align projects with international project finance requirements and strengthen corporate and project risk management processes.
What Are The BES Fundamental Principles for Project Planning and Development Throughout The Asset Lifecycle of Oil and Gas Operations?
Authors: Connick Sarah , Pedroni Paola Maria , Johnston Mark , Romer Ruth 
Published: March 2016

Abstract
IPIECA, the global oil and gas industry association for environmental and social issues, is developing practical guidance that sets out the fundamental aspects of risk, opportunity and impact management for Biodiversity and Ecosystem Services (BES) in the oil and gas sector. IPIECA is enabling and informing the sector on how to operate responsibly in any environment, by collecting and summarizing essential BES management fundamentals for business processes and operational practices.
Understanding BES issue management principles is fundamental for informing decision-making throughout the asset lifecycle in any type of operation or environment. The guidance will provide the principles and aim to build capacity among members enabling effective application into business processes and operational practices. The information is drawn from sector good practices and collective knowledge, and founded upon six practices: Build BES into their governance and business processesEngage stakeholders and understand their expectations around BESUnderstand BES baselineAssess BES dependencies and potential impactsMitigate and manage BES impacts and identify BES opportunitiesSelect, measure and report BES indicators
To promote continual improvement in understanding how oil and gas activities interact with BES and how potential impacts on BES can be managed in a timely and effectively manner, IPIECA is providing an overview of general principles, practices and tools from the sector for each management practice. These include providing the rationale on the management approach, elements of good practices, related company case studies and links to other relevant IPIECA publications and guidance documents. By bringing aspects of risk assessment and impact management for BES together, the oil and gas industry can make informed decisions along key stages of the asset lifecycle.
The development and application of this practical guidance aligns with IPIECA and IOGP's commitment to share knowledge, promote good practices and develop actions that will enable the oil and gas sector to continually improve its environmental and social performance. By targeting both a corporate and business level audience, as well as external stakeholders, the document will provide leadership on BES issue management to members and communicate enhanced industry performance externally.
In addition to the backing from 36 oil and gas companies through consensus building, IPIECA is developing a document that will act as the definitive guidance for the industry which will encourage consistent and responsible management and reporting of BES issues.