bluuebunny/crossref_metadata_2025_split huggingface dataset:
Energy Management
Authors: Helland Knut S. , Tavast Johan , Scott Tyler 
Published: March 2016

Abstract
In 2008, the Norwegian oil and gas industry set a goal to reduce annual CO2 emissions on the Norwegian Continental Shelf (NCS) by 1 million tonnes by 2020. For Statoil's operations this has meant a reduction of 800 000 tonnes. To reach this goal, Statoil introduced a systematic approach to energy management on all Statoil-operated installations on the Norwegian Continental Shelf (NCS). This approach is based upon ISO 50 001 – Energy Management, and anchored in Statoil's own governing documentation.
Relying on a network of energy coordinators, with dedicated roles and responsibilities for energy management initiatives and planning, Statoil has been able to identify and implement measures to meet the original 800 000 tonnes reduction target by the end of 2015, 5 years ahead of schedule. The combination of a well-coordinated and capable network with specific roles, responsibilities, and deliveries, the high price of CO2 emissions in Norway and significant attention to energy management activities by management have all contributed to the positive reduction results achieved by Statoil on the NCS.
Based upon the initial success of this systematized energy management work, Statoil has not only establish a similar energy network for Norwegian, land-based operations, but also set an even more ambitious reduction goal for 2020.
Three Years Experience in Engaging Local Content at Project Planning Phase
Authors: Hammann Etienne 
Published: March 2016

Abstract
Local Content as generally performed today is often suboptimal. In order to cross successfully the current hardship generated by a low barrel price, stricter efficiency criteria should apply to Local Content actions.
This article develops key parameters into reaching higher efficiency, in particular giving more importance to technical training over infrastructures development, planning technical training at pre-project phase, reaching out to wider social circles when employing, extending the notion of Local Content to a broader In Country Value approach, focusing suppliers development on industrial segments with the largest potential and consistent with the global industry development level of the country and acknowledging the complex and transverse task of Local Content practitioners.
Finally and most importantly, it highlights how the various stakeholders need to be prepared to reconsider previous patterns and anchor their collaboration into renewed trust.
The Importance of Early Identification of Safety and Sustainability Related Risks in Arctic Oil and Gas Operations
Authors: Utvik Toril I. , Jahre-Nilsen Catherine 
Published: March 2016

Abstract
The Arctic region is expected to hold large volumes of oil and gas, and development of these resources is often assumed to be technologically and economically challenging. These challenges however, vary widely across the region, and many challenges can be managed safely and efficiently if addressed early.
Statoil views the Arctic region in relation to three categories; Workable, Stretch and Extreme, reflecting commercial and technological challenges. Within these categories, safety and sustainability are considered as part of evaluation for access targets and opportunities. This is followed up through planning of exploration and development operations, where safety and sustainability related risks are addressed early to ensure appropriate mitigating actions.
Statoil has been operating in the Arctic region and in harsh environments for many years, and where Statoil's current core positions are in the Workable Arctic. Early focus on safety and sustainability related risks and risk factors across the company portfolio leads to improved quality and robustness in risk management. This focus leads to identification of key enablers, including fact-based science and technology development needs, as well as shorter term operational measures.
This paper will show how Statoil maintains an overview of risks in the Arctic, and some of the key enablers identified to manage safety and sustainability related risks and support activity within Statoil's business areas. The building of risk assessment tools for environmental management and decision support, together with methods for efficient environmental monitoring has contributed to increased understanding of the Arctic ecosystem. Qualification of technology to advance Arctic oil-spill response capability is a high priority. Ice management, including methods for ice detection in low visibility and improved management of sea ice and icebergs, and development of a numerical model for icing and snow are examples of technology-related risk mitigation. In the operational safety perspective, risk mitigation is mainly related to Arctic working environment measures and logistics planning (EER).
The conclusion of this paper underlines the importance of early risk identification to ensure development of competence and understanding of the safety and sustainability challenges, and shows how this approach has led to safe and efficient operations in the Arctic.
Critical Issues Analysis: Lifecycle Approach for Optimized Execution of Capital Projects
Authors: Green Elizabeth L , Woolson Robin 
Published: March 2016

Abstract
In an ERM study of 102 projects greater than $500 million in CAPEX, across 8 multinationals, 53% of the projects evaluated had experienced significant project delays. ERM determined that in many cases the delays were due to poorly managed or unanticipated HSSE issues. In addition, a third of delayed projects had multiple causes indicating interlinked risks. Critical Issue Analysis conducted in the early phase of a capital project can provide information to facilitate identification of project optimization opportunities, support decision-making for key project alternatives (e.g. site selection, technologies) and support development of project execution planning and scheduling, thereby enabling optimization of project execution throughout the project lifecycle.
This Critical Issues Analysis process allows for health, safety, social and environmental (HSSE) aspects to be integrated across a project's lifecycle from preliminary siting, due diligence, transaction execution, and alternative selection to facility decommissioning, risk assessment and divestment to support optimal execution of a capital project. HSSE requirements and risk are identified and evaluated early -and at each stage gate to: quantify the qualitative issues potential impact to the Net Present Value (NPV) of the project;identify regulatory and social/ risks within project alternatives/options; anddefine tradeoffs on cost, schedule and regulatory/social factors.
The strategic output from the Critical Issue Analysis supports decision making to identify and manage: critical inter-dependencies, early data/study needs, priority regulatory and stakeholder engagement, and project optimization opportunities. Delivering multimillion dollar capital projects on time and on budget continues to be a challenge in the oil and gas industry. There are multiple examples of millions of dollars in project cost over runs, in addition to the significant cost resulting from project delays. Although these projects are often run under seemingly well-developed project management systems, projects frequently still do not meet time and budget targets. Early identification of HSSE risks and opportunities that could impact Project design, schedule and cost can arise from factors such as: stakeholder objections and influences;complex and onerous approval pathways;approval thresholds, triggers or conditions;mitigation measures; andfailure to gain timely approval (internal and external).
The Critical Issues Analysis provides for efficient and sustainable practices to be imbedded throughout the capital project lifecycle in an integrated fashion – providing Value Creation by maintaining (or improving) schedules and return on investment. By intertwining consideration of HSSE strategy, stakeholders, schedule, and execution, a stronger project management program will be developed to ensure a more successful project and improved NPV.
"Safer Together" - Driving A Safety Culture Change In A Challenging Environment
Authors: Nienhaus Annette , Afrenie Dana , Sandu Gratiela 
Published: March 2016

Abstract
The successful transformation towards an advanced, sustainable safety culture within an organization requires a delicate balance of people, their behaviours and practices on one side and the physical and organisational infrastructure on the other side.
The authors look at the implementation of a programme to enhance the safety culture and to improve safety performance implemented by OMV Petrom in 2014. The first step comprised the building of internal competencies for supporting cultural change. In a second step, joint teams of ERM and OMV Petrom Assessors performed a series of safety culture assessments at the headquarters and selected assets to understand the maturity of the safety culture within these organizational units. Based on this understanding of the current situation, the safety culture transformation was then initiated through engaging and coaching leaders at the selected assets.
All elements of the programme showed rapidly noticeable changes in the safety culture. A shift change was noted from a "classical" niche-driven view of HSE towards a holistic perspective which looked at personal motivators as well as technical and systems' aspects and the role of leaders for a sustainable safety culture. In the pilot assessments, the newly emerged change agents were key multipliers for disseminating the new perspective on safety into the assets. And finally, in the leadership training sessions at the selected assets, senior managers and leaders gained new insights not only on their personal role and accountability, but also on individual opportunities for reducing accidents and at-risk behaviours.
The programme demonstrated that effective change within organisations can be achieved even in challenging environments. Two essential requirements for this are acknowledging and building on the delicate balance between personal mindset and values on one side, and equipment, systems and processes on the other side, and overcoming the classical HSE "niche thinking" which is still encountered in many organisations.
How Free, Prior and Informed Consent in Mexico Will Make or Break the Burgeoning Hydrocarbon Sector
Authors: Lashway Joshua , Athie Fiona , Nunan Karin , Sanchez Isolina , Copeman Vicky 
Published: March 2016

Abstract
Mexico has recently overhauled the hydrocarbon sector and opened it up to international oil companies (IOCs) after 76 years. The country is unique in that it has one of the highest Indigenous populations in the world at approximately 15% of the population, or 18.3 million people. Regardless of the current industry debate over what constitutes good international practice in terms of Free, Prior and Informed Consent (FPIC), IOCs will be obliged to implement expansive Indigenous peoples' engagement processes as they enter the Mexican market to not only comply with existing international and national regulations, but to mitigate risk through securing a strong Social License to Operate.
The requirement of FPIC is not new; however, its application and IOCs' engagement procedures will have to: Navigate 25-year old national legislation that has been sporadically and poorly implemented, often leading to protracted and at times violent conflicts;Boost a national government that wants to be viewed by the world as addressing their legacy of human rights abuses, and by its domestic contingency as upholding its political responsibilities (SENER 2015);Restore vulnerable stakeholders' confidence in both the industry and engagement process due to an alleged legacy of negligence regarding stakeholder rights and consultations; andAlign with financial institutions' lending requirements for investors, which are becoming increasing used as a benchmark regardless of a project's borrowing status.
The country and those companies exploiting its hydrocarbons need to be aligned on how FPIC should be applied in Mexico, not only to protect the Indigenous population but the future returns to the companies and the country. Developing such an engagement process has the potential to bring about widespread Indigenous support and minimize the likelihood of expensive work-stoppages or delays.
This paper will review the regulatory authority of the Secretary of Energy (SENER), which is the body governing the hydrocarbon industry, and the evolution of the Indigenous engagement process. It will also summarize the recent FPIC debates within the C-Suite of major industry players and present the accepted norm for how companies generally apply FPIC principles. This paper will culminate in the proposal of new industry best practice for Indigenous peoples' engagement in Mexico incorporating FPIC.
Developing Social Business Initiatives for Access to Energy, A Key Success Factor for Sustainability: The Awango Project
Authors: Fontaine Jean-Marc , Dargnies Christophe , Delalande Ariane 
Published: March 2016

Abstract
1.3 billion people worldwide do not have access to electricity. The vast majority of these people live in rural areas. Because energy is vital and drives progress, it must be available to everyone (Sustainable Development Goal 7). It is one of the Oil and Gas companies' objectives to address this issue and be part of the solution.
The Total Access to Energy program was launched in 2010 to test and develop new models and make them economically viable so that they can last and impact as many people as possible.
Within this program, the Awango project is a large scale social business, implemented in 2011 to address the challenge of bringing energy to those who need it more through the sale of solar lanterns.
Beyond making Total's expertise and infrastructure available, the Awango project goes with an innovative choice of products, new methods of distribution and specific associated services.
The solar lanterns can also charge cell phones and are using only state-of-the-art and environmentally friendly technologies.
The services included are: –A two year warranty, monitored by an after-sales department set up by specially trained staff.–A Last Mile network aiming at reaching consumers right at the end of the distribution chain. This involves training independent resellers as well as partnering with other industrial groups, local associations and NGOs to get the products into village centres.–Tailored financing solutions ranging from microloans to partnerships with NGOs.
Fully integrated into the company's core business, the project also engages in tangible, collaborative interactions with local communities.
The main innovation lies with the social business model. The offer is based on a sound financial approach: optimized margins at all levels; a sales strategy with realistic profitability targets that enables the project to grow and address its social mission; benefits reinvested in the project.
The project is now under deployment in over 30 countries worldwide, and by May 2015, one million lamps were already sold, reaching 5 million people.
For the families now using our products, access to safer, more powerful and reliable equipment has made great things possible: –Saving recurrent expenses related to traditional energies.–Studying after nightfall.–Developing new activities and growing businesses.–Not travelling long distances to charge ones phone anymore, …
By the end of 2014, 85% of users declared that their solar lamp had significantly improved their daily lives. The ambition is now to reach and impact the lives of 25 million people in Africa by 2020.
Adjustment of Occupational Exposure Limits to Non-Standard Work Schedules
Authors: Mellemsæther Evy , Eide Ingvar 
Published: March 2016

Abstract
Non-standard work schedules differ from eight hours per day, five days a week, which is the basis for the occupational exposure limits (OELs). This implies the possibility of increased exposure to agents in the workplace and increased risk of adverse health effects. As a consequence, adjustment factors may be used to provide the same degree of worker protection as the original OELs. There are basically two different approaches for calculating adjustment factors for extended work shifts, either simple linear equations or toxicokinetic models. The toxicokinetic models take into account uptake and elimination of chemical compounds in relation to the daily work period, the number of consecutive working days, and the off-duty periods between tours of duty. For a typical offshore work schedule this implies 12 h per day for 14 consecutive days with off-duty periods of four weeks. Linear models, on the other hand, only take into account either the daily or the weekly exposure which provide different adjustment factors. Furthermore, the linear models do not take into consideration neither work periods exceeding one week nor the off-duty periods. As a consequence, toxicokinetic models are recommended for calculating adjustment factors. In Statoil the requirement has been to use an adjustment factor of 0.6 which is in agreement with the Activities Regulation (§ 36). An adjustment factor of 0.6 is consistent with the worst case adjustment factor obtained from the toxicokinetic model described by Hickey and Reist (1977). The application of the worst case adjustment factor was suggested by Eide (1990) for offshore work schedules and is later referred to as the maximum half-life (MAHL) model. This factor is recommended as an adjustment factor since it will always provide at least the same degree of worker protection as the original OELs, also for most non-standard onshore work schedules. The approach implies that knowledge about the biological half-life of the chemical agents is not required. However, when the biological half-life is known, a more accurate and less conservative adjustment factor can be calculated.
From Concept to Application - Data Drilling, a Tool to Supplement Incidents Prevention Strategy from a Perspective of Well Services Company
Authors: Leong Weng Fei , Chen Shen 
Published: March 2016

Abstract
The original concept of "data drilling" is derived from computer science and widely used to extract information from a data set and transform it into an understandable structure for further use. It later evolved to the business world and is known as an analysis of granular data to provide in-depth understanding of a bussiness issue. In the area of HSE, the bussiness issues may refer to prevention of a certain injury or undesired event which may entail thorough examination of today's paradigm of injury or incident prevention and supplementing and re-constructing it with meaningful feedback. Critical to achieving it is by leveraging the wealth of data that an organization amasses and drilling down to explore opportunities presented by granular data – a process known as data drilling. (In this paper, examples of prevention of hand injuries and dropped objects in an oilfield services company are discussed.) Sharing and replication of the approach and application methodically is paramount for the organization to attain breakthrough results and preventing injuries in the workplace. Hand injuries and dropped objects incident data from the past four years was studied to understand the underlying causes of these incidents which form the basis for prevention strategy formulation. The value of data drilling is more apparent in the case study on dropped objects incidents primarily because of the better-defined methodology for understanding potential outcome versus actual outcome. The contrasting dispersion of incidents by actual and potential outcome is distinct and provides a great case for driving change. The data drilling exercise shows that the risk of dropped objects is not fully appreciated and the use of data drilling has helped to highlight potential outcomes of dropped object incidents that were not previously examined in detail because of the low-impact actual outcome. The use of data drilling as a tool to understand and uncover deeper issues is proven. There is a limit to the usefulness of this tool in understanding issues which lack a standard and consistent method of predicting potential outcomes versus actual outcomes. Lessons from the pilot project also provide a frontline insight from incident data which may not have been looked at in great detail previously to fine tune the strategies used to eliminate hand injuries and dropped object incidents.
Barrier Management and the Interaction between Technical, Operational and Organisational Barrier Elements
Authors: Lauridsen O. , Lootz E. , Husebo T. , Ersdal G. 
Published: March 2016

Abstract
Barrier management is a main priority area for the Petroleum Safety Authority Norway (PSA). This has been chosen as a main priority as a result of accident investigations clearly indicating that failure or weakening of barriers is a general cause of incidents. The lesson learned is that safety barriers need to be implemented in an integrated and consistent manner in order to minimize risk, and that technical, organisational and operational elements of the barriers need to be considered.
We see a need for better understanding of the interaction between operational, organisational and technical elements that are necessary for the individual barrier to function and to manifest this in the risk assessments. There is also a need for better understanding of how to define performance requirements for the operational and organisational elements and how to include these in specific barrier strategies.
PSA have established a project to improve the supervision of the petroleum industry's implementation of barrier management based on the principles in the note "Principles for barrier management in the petroleum industry" (PSA, 2013).