bluuebunny/crossref_metadata_2025_split huggingface dataset:
Development of a Robust and Cost Efficient Solution for Oil Spill Response for Barents Sea Exploration
Authors: Pedersen Rune , Dahlslett Hans Petter , Wenke Anne , McIvor Sønnøve , Drangeid Svein Olav 
Published: March 2016

Abstract
Petroleum activity within the Norwegian sector of the Barents Sea has in later years moved northward with current exploration drilling taking place around 74o north. Preparation and execution of exploration drilling at these latitudes require development of robust and cost efficient solutions for oil spill response. OMV (Norge) AS, operator in the Wisting license (PL 537) in the Barents Sea, has had several drilling campaigns in this license the last years with optimistic discoveries of hydrocarbons. In 2016 one new appraisal well will be drilled. This will be the 5th well in the license. As a frontrunner among several oil companies, drilling at these latitudes and phasing the challenging conditions, OMV have emphasized oil spill contingency planning with focus on collecting factual knowledge and making use of updated analysis tools and methodologies.
The paper describes the process which was executed to establish a robust and cost efficient oil spill response solution for exploration drilling in the Wisting license. The description covers the planning process which was conducted in connection with the drilling of the PL 537 - 7324/8-2 Bjaaland well in 2015. In this process DNV GL on behalf of OMV carried out several analysis including facilitating of work shops and a survey to Bear Island.
Oil Spill Contingency Study for Greenland – Risk Reduction and Oil Spill Response
Authors: Spansvoll Camilla A. , Wenke Anne , Brude Odd Willy , Solberg Knut E. , Holst-Andersen Jens Peter 
Published: March 2016

Abstract
There has been an increasing level of activity in and around Greenland, especially during the last decade including ship traffic, tourism and e.g. mining industry. This is expected to continue in the coming years and activities such as cruise tourism, oil exploration and production and the general amount of traffic constitutes a potential risk for the marine environment. The Defence Command Denmark (DCD) requested DNV GL to carry out a study focusing on oil spill contingency as well as an assessment of risk reducing measures linked to ship traffic in Greenland waters.
The scope of work for this study was to quantify and assess the response capacity of current oil spill response equipment and potential future solutions. This was done qualitatively by a response gap analysis (RGA) and an oil spill contingency analysis (OSCA) for ten selected scenarios. Measures to reduce the frequency for potential accidental oil spill from ship traffic were also addressed through a qualitative analysis for risk reducing measures (RRM). This study is to result in a set of recommendations for potential future solutions for oil spill contingency. When the study is made public by the DCD, these recommendations based on the applicability and effectiveness of the evaluated response strategies will be included.
Parts of this study build on findings and numbers from the study "Marine Environmental Risk Assessment – Greenland" (DNV GL 2014).
Results of Environmental Risk Assessment Carried Out On Nearshore Gabon Installations Taking Into Account Environmental Sensitivity
Authors: Libre Jean-Marie , Condemine Stephane 
Published: March 2016

Abstract
Environmental Risk Assessments (ERA) have been extensively carried out in 2014 by the Company (TOTAL) as part of the Technological Risk Assessment process. In that context it has been applied to nearshore Gabon pipelines and loading terminal located in the vicinity of Mandji Island and Cap Lopez. The approach used is consistent with the methodology already applied to far off-shore installations but in this case was applied for the first time to installations located at a few kilometers from the coast and using a validated set of hindcast current and wind data developed purposely for west coast Africa. The methodology applied takes into account the trajectory of potential oil spills and the probabilities that oil reaches any environmental resources. The tools used are 3D oil drift model (OSCAR) and exposure effect relations coming from the MIRA method developed in Norway. Four oil spill scenarios have been selected as representing most of oil spill cases requiring detailed environmental risk assessment on the basis of the technological risk assessment done on these installations. For each spill scenario, oil drift simulations were conducted in stochastic mode on the basis of 10 years historical wind and current data with 3km resolution. Quantities of oil and associated probabilities of presence were calculated for each cell of the model and comparison could be made with Argos drifter experiments in the case of one scenario. Shoreline habitats, turtles nesting beaches, seabirds, fisheries and mangroves have been selected as the key environmental resources to consider in this study. The results have been used to position the scenarios on the company risk matrix, assess environmental risk and address further needs on risk reduction measures. Results are discussed with some emphasis on the dominating role of current pattern in the area showing that environmental resources at risk are sometimes not the closest to the spill location. Validation aspects of the methodology related to current and Argos drifter experiment data are also discussed.
Behavioural Rating of Drillers' Cognitive Skills
Authors: Roberts R. C. , Flin R. 
Published: March 2016

Abstract

Objectives/Scope
Large scale drilling disasters, such as Macondo and Montara, as well as recent industry guidelines (e.g. IOGP, 2014) have highlighted the importance of non-technical skills, including Situation Awareness (SA) and Decision Making (DM). Behavioural marker systems have been used in other high risk domains to assess and train non-technical skills. Offshore drillers’ ability to maintain high level SA of the well state and surrounding environment is essential for effective DM. The objective of this study was to develop an evidence–based behavioural rating tool for drillers’ SA and DM.

Methods, Procedure, Process
The Cognitive Task Analysis (CTA) techniques of interviews, observations and video analysis as well as an accident analysis, extracted expert knowledge about a driller's SA and DM, to produce preliminary skills taxonomy. The cognitive elements and exemplar behaviours were refined by a review panel and an online survey was then conducted with 15 drilling personnel to further refine and validate the behaviours.

Results, Observations, Conclusions
A refined taxonomy was produced including the key SA and DM skills, as well as observable examples of good and poor behavioural (markers). Three SA skills were identified: (1) gathers information, (2) understands the well and situation and (3) anticipates how the situation may develop in the future. Three DM skills were identified: (1) identifies and discusses options, (2) selects an option, as well as implements it and (3) reviews the decision taken. A further category of Maintains Own Abilities was identified as being important (e.g. removes distractions). The online evaluation suggested that the identified skills were relevant for maintaining safety and performance. Consequently, the skills taxonomy has the potential to be highly beneficial for assisting training and assessment, particularly when used in conjunction with a rating system.

Novel/Additive Information
Whilst the increase in simulation facilities and non-technical skills is welcomed, to maximise training effectiveness, tools need to be evidence based. This empirical, domain specific taxonomy/tool has direct applications for formative assessment and assisting training in simulated environments so as to improve safety and performance in drilling. Further development of similar non-technical skills sets will facilitate industry standard training and assessment tools to enhance efficiency and safety.
How Can Operators Encourage Contractors to Participate in Reporting Schemes? The Example of the "Improvement-Cards" Scheme and Rewards Catalogue on an Operated Site in Russia
Authors: Lavigne C. , Konovalova O. , Meunier A. 
Published: March 2016

Abstract
The Kharyaga field, operated by Total E&P Russie, is located 60 km north of the Arctic circle in northern Russia. This field is currently producing approximately 35,000bbl/d and production contains H2S and high wax contents. In 2013, works on site to maintain the production plateau and build a Gas Treatment Unit to stop operational flaring were launched. As a result, more than a thousand construction contractors from mostly Russian companies were mobilized on site, in addition to the permanent workforce of 150 people.
This paper will describe the "Improvement-Card", a scheme aimed at promoting a positive attitude towards reporting of substandard situations/good practices and at rewarding active participation for their resolution, when necessary.
Early capture and elimination of risk situations is widely recognized as fundamental in the prevention of actual accidents. However, because of a local cultural resistance to use "Anomaly Cards", too often associated with the concept of guilty party, new documents called "Improvement Cards" or "I-Cards" were launched in 2014. These new I-Cards contain three main fields that need to be filled: "What I saw", "What I did" and "What I recommend".
The system is also associated with a scoring scale, and each card, depending on its originality, learning value and reproducibility is given a number of points. Of course, active involvement in the resolution of the situation generates more points than just its reporting. Points are accumulated on individual accounts and entitle card authors to redeem gifts from a catalogue, ranking from a pen to a week end for two people in Paris.
This paper will provide information about the communication campaigns associated with the change of reporting schemes, the results in terms of numbers and nature of the events reported, and the main difficulties met to involve both Company personnel and Contractors.
A special mention will also be made of the promotion campaign organized, during World Safety Day 2015, where "I-Card tokens" (worth 100 points each) were distributed during management visits, to recognize good practices.
For the future, general recommendations with regards to management of event reporting, analysis of information, feed back to card originators and reward campaigns will also be formulated.
Major Mobilisation Scenario Planning
Authors: Moore Chris 
Published: March 2016

Abstract

Executive Summary
As the oil industry have developed a wide range of additional response tools to intervene in a subsea well incident, OSRL has taken the responsibility of mobilising, subsea intervention, dispersant injection, capping and containment equipment in addition to its traditional surface resources such as containment and recovery equipment and aerial dispersant systems.
OSRL has developed detailed logistics execution documents to aid in this process, however recognised early that the mobilisation of these additional pieces of equipment would require a new way of coordinating and managing OSRLs personnel and activities, and that the number of personnel involved in managing the initial mobilisation phase would be significantly greater than previously experienced, and that the mobilisation activities would be managed over a wide range of geographical locations.
Recognising these challenges, during 2014 OSRL approached this by detailing the tasks and responsibilities, assessing the level of personnel requirement in detail, deriving an IMS based organisation structure, detailing roles and responsibilities in a Major Mobilisation Plan.
To verify the Major Mobilisation Plan, OSRL conducted an internal Major Mobilisation Exercise in May 2015 with a realistic scenario of an offshore subsea incident in West Africa. The exercise was conducted over a 2 day period, across all of OSRLs bases and involving personnel from all parts of the organisation.
Some of the key challenges in a Major Mobilisation are the prioritisation and deconfliction of the international logistics (air transport) and the legal and financial issues of liabilities and indemnification and ensuring that OSRL is able to manage cash flow in the early stages and receive payment from customers quickly in order to keep paying contractors and suppliers.
This paper will detail the process OSRL went through, the challenges faced and the lessons learned in the exercise as well as the follow up steps and outcomes of future exercises to continually improve the Major Mobilisation Plan and to demonstrate to both itself and its members that it has the capability and competence to deliver it.
Operational Benefits of an Integrated QHSE and Sustainable Development Management System: A Case Study from the UK
Authors: Forbes Dave , Walker Kirsty 
Published: March 2016

Abstract
In the UK, there is significant focus on external certification organizations to verify management system standards of companies operating in the country.
For example, in the oil and gas industry, there are external certification requirements for the subject matter areas of quality; health, safety, and the environment (HSE); and sustainable development. The challenge lies not in meeting the requirements of external certification standards but rather in approaching the process as a whole instead of by separate subject matter areas.
To address this challenge, an oilfield services company with operations in the UK developed an integrated management system for all subject matter areas. The company integrated the subject matter areas into a single approach and derived benefits from this streamlined initiative.
The company, which has had long-standing, robust management systems for quality, HSE, and sustainable development, integrated these subjects into one management system instead of considering each subject within its own individual system. The initiative involved designing the process and procedures, implementing the system into operational planning, and developing certain key features such as customized dashboards for line managers to track outcomes.
After a year of implementation, the integrated management system has provided significant benefits in strategic risk-based planning as well as continuous improvement. Metrics are monitored using a dashboard approach to provide management with an immediate overview of performance, which not only raises awareness but also increases focus on key indicators in decision making and planning. The integration process has also resulted in a significant streamlining of the management system structure and documentation.
This integrated approach has led to ongoing performance improvements throughout the procurement and operational lifecycle management.
Exploring Indirect "Scope 3" Greenhouse Gas Emissions for Oil and Gas
Authors: Siveter Robert , Irvin Dan , Grice Lisa Nelowet 
Published: March 2016

Abstract

Objectives/Scope
Stakeholder and government expectations on transparency and disclosure are steadily growing. Specifically for greenhouse gas emissions, there are greater pressures to move beyond reporting direct corporate emissions and indirect emissions from energy use, to disclosing other indirect emissions ("Scope 3") deemed to be material. These emissions are from sources such as capital goods, business travel, franchises and use of sold products. In 2011 WRI/WBCSD released the GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting standard to help companies identify, estimate and report these emissions.

Methods, Procedures, Process
In 2014, IPIECA, in collaboration with API, began work with consultant Environ (now Ramboll Environ) to support companies on the topic through two activities. Firstly, by identifying sources of scope 3 emissions in the oil and gas industry, as well as evaluating their materiality, and secondly, by detailing the different estimation approaches for those wishing to report them.

Results, Observations, Conclusions,
In establishing the boundaries of a scope 3 inventory, companies must first determine which activities are material. Materiality determinations should be based on both qualitative criteria (such as influence, risk, stakeholders, outsourcing and sector guidance) and quantitative consideration in order to meet the needs of inventory users, including both reporting companies and external stakeholders. We examine the 15 categories of scope 3 emissions as defined by the 2011 WRI/WBCSD GHG Protocol Corporate Value Chain guidance, and provide detailed guidance on those categories deemed to be material, as well as summary guidance for those categories less likely to be material.
Of the 15 scope 3 categories, two are likely to be most material. Use of sold products (Category 11) is the dominant category for companies in the fuels value chain. For petrochemical companies a number of categories appear likely to be material, particularly purchased goods and services (Category 1).
IPIECA have since been considering approaches to corporate value chain accounting (Scope 3), intending to identify credible, consistent, and reliable scope 3 GHG accounting and reporting practices from oil and gas companies. This paper outlines some of the materiality, boundary, and methodological considerations relevant to emissions sources for the petroleum industry. It includes accounting and reporting principles, and criteria and guidance for identifying materiality.

Novel, Additive information
In addressing boundary issues, we describe different tactics for reporting depending on where in the value chain a business operates. In addition it explores how to address the materiality of category 11 Use of Sold Products and the issue unique to the fuels industry of how to consider the duplication of category 11 emissons in other categories.
Managing Environmental Challenges During the First Exploration Well for Shale Gas in Denmark
Authors: Chaîneau Claude-Henri , Eygun Christiane , Keown Rachel 
Published: March 2016

Abstract
The production of oil & gas from unconventional resources (oil & natural gas from source rock) in the United States, and more generally North America, especially for the last decade, has put a spotlight on an industry that has been reshaping the energy supply market in North America and creating a new business model. Shale gas development is characterised by the drilling and hydraulic fracturing ('fracking') of a large number of wells. Associated actual and potential impacts / risks on the natural and human environment have been assessed by scientists and regulators, and widely publicized by the media, based on case studies from the United States. This resulted in a heated debate among stakeholders, especially on water contamination, air emissions, radioactivity, noise and physical footprint.
Since 2010, interest in unconventional resources has grown in Europe with several companies revealing their interest in shale gas. Among them, TOTAL held an 80% stake (with the Danish state-owned oil and gas company Nordsøfonden owning the remaining 20 percent) in the license 1/10 (Nordjylland) license in Denmark. Denmark is known as a leading country in Europe where associations (especially green organisations) play an important role in the debate on the energy mix and on the protection of the environment. The onshore license covered an area of about 3000 km². Following geosciences studies, the first exploration well was drilled in 2015. The activities involved exploration drilling, with the potential for fracking in the future, which has caught the attention of stakeholders.
This paper presents the environmental studies concerning the exploration drilling activities on license 1/10: environmental baseline study, environmental impact assessment and monitoring. The studies methodology, outputs and permitting process are presented, as well as the concerns raised, in particular during public consultations. Monitoring results before, during and after drilling operations are presented and discussed with regards to stakeholders environmental concerns. The paper points out the lessons to be learned from this exploration phase for non conventional resources in a sensitive societal context. These findings can also be applied as shale gas exploration moves forward and later for a potential shale gas development phase.
Increasing Operational Managers' Awareness and Ability to Address Major Accident Risk by Means of Operational Training
Authors: Utvik Ole Harald , von Hirsch Maclean Helen , Haugland Arild J. 
Published: March 2016

Abstract
Major accidents are rare for any individual oil and gas company, but not for the industry. The individuals’ and organizations’ memory and awareness may therefore tend to diminish over time.
To increase awareness towards, and hence reduce the risk of major accidents, a series of training sessions have been conducted for the 28 on-shore management teams of the Statoil NCS operations in the period 2012-2015.
The competence and skills of individuals at management level who introduce risk and therefore also manage risk on each oil installation have been addressed. The program has been tailor made to the management teams with special emphasis on onshore managers including relevant managers from contractors. The training cases have been designed to be realistic and are based on their own work environment. The objective has been to enable the operational management team to understand and recognize the prerequisite and "nature" of a major accident "chain of events" and increase their ability to simultaneously address major incident potential, as well as daily risk. The top management has in the same period received training relevant to their roles and responsibilities.
The program increased the managers’ awareness, competence and skills towards major accident risk. The individual knowledge on major accident risk was strongest related to technical and sharp end issues compared to human, organizational and blunt end issues. The importance of and focus on the onshore preparation work, the blunt end, represented important learning for a majority of leaders. The acknowledgment of interdisciplinary understanding and importance of quality in the risk assessment and decision making yielded all groups to alter routines post training sessions. The inclusion of relevant contractors gave a positive effect in the understanding of how risk is transported between organizational units.
It is important to put major accident risk on the agenda at all levels in the organization. This paper reviews how Statoil NCS, through training of management teams, have addressed the individual and organizational knowledge and awareness towards major accident risk in normal operation.
The paper is written to share experience and get feedback that can enforce this effort.