bluuebunny/crossref_metadata_2025_split huggingface dataset:
Tripartite Collaboration on Enhancing Knowledge about Norwegian HSE Regulations for the Petroleum Activities
Authors: Myrholt L. , Spilde H. , Gundersen N. G. , Solberg G. , Tendenes K. O. 
Published: March 2016

Abstract
The paper presents a competence-in-regulations training project that was established for the Norwegian petroleum industry. The purpose was to enhance knowledge about the health, safety and environment (HSE) regulations and to promote consciousness of the requirements, thereby facilitating compliance.
The training project is unique in that it is based on a tripartite collaboration among employers (associations), employees (unions) and the Petroleum Safety Authority Norway (PSA). The project was entitled RVK (a Norwegian acronym for Competence in Regulations).
The RVK project was intent upon preparing the players in the petroleum activities for the new HSE regulations coming into force in 2002, and aimed at giving individuals and enterprises a better understanding of the requirements and the importance of compliance.
Involvement by all parties and all players at all levels is considered to be a key factor for building commitment and ownership to the processes involved, and for achieving a sound HSE culture. Such involvement generally comes with competence and confidence.
The RVK courses provide a general and comprehensive introduction to the HSE regulations, how they are to be understood and applied. A basic course forms the backbone of the programme, but courses are also available with various topics, depending on subject area and target groups.
The Barents Sea Exploration Collaboration - BaSEC
Authors: Drangeid Svein Olav 
Published: March 2016

Abstract
On 21 April 2015 the cooperation project The Barents Sea Exploration Collaboration (BaSEC) was announced at the Barents Sea Conference and Expo. The project, which initially consisted of Eni Norge, Engie (GDF Suez), Lundin Norway, OMV and Statoil, has an initial duration of three years. From summer 2015 all operators on the Norwegian Continental Shelf (NCS) were invited to join the collaboration, resulting in an additional 11 companies joining the collaboration.
The collaboration is motivated by the goal of high and cost effective HSE standards for exploration activity in the Norwegian Barents Sea. The companies shall aim to develop solutions that can facilitate:
A joint operator approach to HSE in the Norwegian Barents Sea Appropriate level of safety and emergency preparedness (incl. oil spill response) Data sharing Cost effective solutions Standardisation
The BaSEC program aims to meet the expectations as stated by governing authorities through ensuring continued high level of HSE and operational preparedness for exploration activity in the Norwegian Barents Sea, focusing areas opened for oil and gas activity in the 23rd concession round. The following work groups have been established:
MetOcean and ice Environment and oil spill response Logistics and emergency preparedness Mobile drilling units Health and work environment
TRL (Technology Readiness Level) Assessment of DREAM (Dose-related Risk and Effects Assessment Model) to Qualify its Use for Modelling of Produced Water and Drilling Discharges
Authors: Kjeilen-Eilertsen Grethe , Merzi Thomas , Burgos Monica , Brönner Ute 
Published: March 2016

Abstract
Use of DREAM (Dose-related Risk and Effects Assessment Model) for modelling of discharges to the marine environment is embraced by Norwegian authorities, and it is in routine use on the Norwegian Continental Shelf (NCS), as required by regulators. The DREAM model has been developed by SINTEF with support from industry, and covers both Produced Water and Drilling Discharges. In order to assess the maturity level and thus the acceptable perimeter of use of the DREAM model, an assessment of its Technology Readiness Level (TRL) was launched as part of the Company (TOTAL) recommended practices.
The aim of applying the TRL is to ensure a robust evaluation of the maturity of technologies and software to be used. The Company TRL procedure is adapted from the method described by NASA, and is in accordance with methods used by other petroleum companies. A TRL assessment considers the maturity of a technology based on its concept, available documentation, pilot, validation and implementation level.
Despite extensive use of the DREAM model, a technology pre-qualification (Pro-Qual) process in 2011 at TOTAL suggested the model being at a lower TRL level than anticipated, the main issue being related to validation of the model. Elements from the Pro-Qual led to launching the DREAM Charter Joint Industry Project (completed in the beginning of 2015) which assessed the uncertainties of the model, and validated its range of use. The TRL assessment was conducted after completion of the DREAM Charter project to see if the key aspects raised from the Pro-Qual process had been adequately addressed. Key aspect still is the validation of the DREAM model for Produced Water discharges, with the main concern being the lack of sufficient field data for comparison with modelled data. The drilling module of DREAM is to a large degree compared to actual field data, with four validation studies conducted (Rye et al., 2010, 2012 and 2014, Frost et al., 2014).
Additional validation requirements, addressing modelling of Produced Water discharges in particular, have been defined, and a program will be presented. The outcome of the validation campaign will strengthen the confidence in the modelling tool and confirm the reliability of the simulation results and predictions for further on-site applications.
A Holistic Approach to Corporate Health and Wellness
Authors: Tauzin ND Robin , Pachiyannakis Karim 
Published: March 2016

Abstract
The leading causes of death are cancer, diabetes, and heart disease which are occurring at alarming rates in the region. Our company's aim is to avoid these diseases by improving employee's health and encouraging them to practice prevention. We are achieving this goal by implementing an innovative approach to health through our flagship holistic health and wellness program, the Health Monitoring Management System (HMMS).
The HMMS is designed to assess the fitness of every employee and promote wellness and disease prevention from a holistic point of view. Every employee has access to a private consultation with a holistic doctor to evaluate their health, diet, and lifestyle. Significant emphasis is then placed on educating employees throughout their service on practicing disease prevention and leading healthy lifestyles. Education is achieved through mandatory health workshops, quarterly wellness campaigns, daily SMS, health improvement programs, and frequent health-related activities. Periodic medical evaluations are also performed on employees to follow their progress throughout their employment.
Through our HMMS program, a sample was taken of 350 current employees that have been in employment with the company since before January 1st 2010. The data shows that 13% of these employees have improved in category and made positive changes in their health. This means they have either moved from category 3 to category 2 or category 2 to category 1. The data also shows that 41 of these employees have quit smoking, 34% have reduced their weight, 35% have improved their blood sugar levels, and 57% have decreased their cholesterol levels. Since Implementation of the HMMS 15 years ago, the statistics demonstrate that our workforce is becoming healthier.
The HMMS has extended its influence beyond our companies’ employees to reach families, clients, suppliers, visitors, and the community. Some of the initiatives include "Know Your Body" training, Health Week, Healthy Lifestyle coaching, cooking healthy, understanding food labels, detox programs, and sports. Taking this holistic approach to corporate wellness is a proactive method that aids in maintaining a more productive and healthier workforce.
Implementation of the Global Oil and Gas Industry Association's Biodiversity and Ecosystem Services Management Framework in an Oil and Gas Company
Authors: Lopez-Plana J. O. , Santamaria C. 
Published: March 2016

Abstract
The joint IPIECA (the global oil and gas industry association for environmental and social issues) and IOGP (International Association for Oil and Gas Producers) Biodiversity and Ecosystem Services (BES) Working Group outlined a member's only framework including six areas of practice, providing a systematic approach enabling progression in the development of BES management practices within oil and gas companies. The selection of appropriate BES key performance indicators (KPIs) to assess progress against this framework is critical. It is necessary to have both company-wide and site-specific KPIs, with a clear connection between them. It is essential to remember that what can be measured, can be improved.
Repsol has been the first oil and gas company to use this IPIECA management framework – internal member's only product. Having adapted the template, we developed a methodology for its implementation, starting with an initial assessment of each business unit and project, targeting mid-term objective and developing a work plan following the progression proposed in the framework. With the strategy defined, we developed a set of site-related and company-wide connected KPIs.
In February 2014, the Company ran an internal workshop with representatives from 11 countries and applied the methodology and we were able to define the real mid-term objective and the annual work plan. KPIs, further detailed in this paper, were reported internally.
This case study shows the implementation of best practices and how companies "walk the talk". It can also be useful for its replicability at other companies and, if applied widely, having a benchmark for BES management that currently doesn't exist.
Building a Culture of Prevention as One Team
Authors: Samah Ahmad Abu 
Published: March 2016

Abstract

Objectives/Scope
Building an effective team is never easy. Imagine doing it in five different places that have variety of cultures. Ichthys Project has four modular fabrication yards within Asia region that supports the construction of the LNG plant in Darwin, Australia.
Using a ‘One Team’ for ‘One Goal’ approach, by supporting respectful communications, risk management and problem solving with each other and our counterparts, we achieved relationships which are based on ‘active mutual support’.

Methods, Procedures, Process
The Senior Leadership team constantly reinvigorate the ‘Commitment to Deliver’ with actions that require mitigation measures at all sites. The cooperation of each individual to work successfully in implementing these were requested and expected to be delivered as we aim to achieve our objectives.
In nurturing and cultivating the Incident and Injury Free (IIF) philosophy, we start by ensuring our site induction, which highlights the personal experience of our IIF safety culture, is world-class in content and delivery.

Results, Observations, Conclusions
Our relentless efforts in promoting the IIF culture across the international waters had seen us record over 145 Million Man-hours without any fatality while keeping our Total Recordable Incident Rate (TRIR) at 1.04 which is well below the international average rate of 3.14.
This is achieved through our focus on key challenges that see us managing expectations. Clear communication with our clients, subcontractors and each other, have led to a better understanding in achieving our outcomes. We also continue to break down barriers where they exist, by strengthening relationships across vertical flows of people, process and knowledge.
The Environmental aspects associated with the seasonal weather that we deal with in Darwin and overseas, made it all more important for us to stay on track in keeping our people safe and working right first time.
We believe by building on our strengths and our initiatives such as Right First Time (RFT) coupled with the HSES and IIF programs keep our environment, assets and people safe; and the comprehensive training programs which we offer would create a more vigilant workforce that would instil safety as a value while applying the correct Project knowledge and skills when performing tasks.

Novel/Additive Information
Ichthys Project is ranked among the most significant oil and gas projects in the world and an example of how challenges coming from the different countries’ policies, different nationalities and cultures including coping with the harsh weathers of the five different locations could be overcome by a united will of each person involved in building a culture of prevention as One Team.
Maintaining Business Continuity During the Ebola Crisis
Authors: Stark Craig G. , Willemse Andre 
Published: March 2016

Abstract

Topic
Health in the Working Environment

Introduction
The Ebola outbreak spread across West Africa in early 2014 disrupting business continuity on a global scale far beyond the borders of the epidemic. Within Sierra Leone, Liberia and Guinea, the local healthcare infrastructure rapidly collapsed requiring significant support from external government agencies, NGOs and civilian healthcare organizations. Normal business operations ceased and many local and foreign joint ventures halted operations or went bankrupt. Over the following year, there was a significant demand for real time updates, disease information and educational materials catered to a variety of audiences, ranging from local national employees to expatriates workers and travellers. To ensure business continuity and the maintenance of normal operations, organizations had to quickly adapt their health and safety policies and implement an Emergency Ebola Response Plan.

Discussion
At the time of the outbreak, International SOS had on going medical operations in the affected countries supporting a population of over 3000 client personnel. As the situation began to deteriorate, a team of medical experts were mobilized to respond to requests coming in from over 1200 clients. Working closely with the United Nations (UN), World Health Organization (WHO) and Centers for Disease Control and Prevention (CDC), International SOS redefined its medical operations and put in place an Emergency Ebola Response Plan to provide in-country support and out-of-country medical evacuation services. Over the course of the outbreak, International SOS managed a large number of cases covering a range of scenarios to include Ebola Education and Training, Medical Staffing and Emergency Response and Medical Evacuation from Ebola affected countries.

Conclusion
The Ebola outbreak is the first viral hemorrhagic fever epidemic to spread across international borders and have a protracted global impact. The rapid response by the global health community stabilized a deteriorating situation and mitigated the spread of the disease. The dissemination of accurate information and effective lines of communication were critical in educating the population and changing behaviour. Early implementation of Ebola specific protocols were required to re-establish employee confidence and to maintain normal operations. The impact on transportation and logistics made routine cross border movements and international medical evacuation more complex. Organizations at all levels of the response had to establish robust Business Continuity Plans, implement and adapt travel policies and reinforce health and safety policies, standards, and procedures.
This paper will provide an overview of the recent Ebola outbreak and the measures required to maintain business continuity during the height of the crisis. The lessons learned from this crisis will ensure organizations are better prepared for future medical emergencies.
Environmental Performance in the E&P Industry: Data for 2013 and 2014
Authors: Campbell J. A. , Poore W. M. 
Published: March 2016

Abstract
The International Association of Oil & Gas Producers (IOGP) has collected environmental data from its member companies on an annual basis for the past 16 years. The programme was set up in response to the industry's wish to be more transparent about its operations and to enable IOGP member companies to compare their performance with that of other companies in the sector. The ultimate aim is to provide a representative statement on the environmental performance in the upstream oil and gas industry. This paper will discuss the analysis of submissions by participating member companies for the years 2013 and 2014.
Data were reported by participating companies in the following 6 environmental indicator categories:
gaseous emissions; energy consumption; flaring; aqueous discharges; non-aqueous drilling fluids retained on cuttings discharged to sea; and spills of oil and chemicals.
The data represent oil and gas wellhead production of 2.1 billion tonnes. Forty three companies took part in 2013 and 2014, operating in more than 80 countries worldwide, and the database now represents what is probably the most comprehensive set of reliable information on cross company performance in the industry.
Performance results are presented on a global and regional basis, onshore and offshore, and normalised to hydrocarbon production. Results are shown, for ease of comparison, alongside the previous year's published results.
Functional Status of Workers In Oil and Gas Industry In the Arctic and the Ways of Their Optimization
Authors: Korneeva Ya. A. , Simonova N. N. , Degteva G. N. , Lebedeva E. O. 
Published: March 2016

Abstract
The article is devoted to one of the research areas of the thematic network' members "Working in the Arctic," the University of Arctic. The study was sponsored by the Russian President's grant for state support of young Russian scientists - PhD (MK-7500.2016.6). The aim of the present research is to study the dynamics of functional states of oil and gas workers of different professional groups during shift-in period in the Arctic and the development of measures to optimize them, and developing recommendations to optimize the functional state of workers in the Far North (to increase efficiency, reduce fatigue), as a factor of security and labor protection in complex natural and industrial conditions of the Far North by improving the efficiency of PPE. The study involved 70 oil and gas workers in the Nenets Autonomous Okrug of Russian Federation (the shift-in duration was 30 days) between the ages of 24 to 60 years (mean age 38,7 ± 9,7) from March to April 2015. Research methods are questioning, a complex visual-motor reaction (CVMR), "variation cardiointervalometry" (VCM); descriptive statistics and multivariate analysis of variance MANOVA. Treatment was carried out using the software package SPSS 22.00. Studying the functional states' dynamics of oil and gas employees during the period shift led to the conclusion that, despite the increase in the efficiency by the end of the shift period, there has been a pronounced decline in of working capacity for all employees (which is confirmed by both psychophysiological and psychological methods). The group at highest risk about level of efficiency and its reduction by the shift end include: drivers, operators of oil and gas, engineering and technical workers (due to the high intensity and complexity of the activity). For these staff' categories are necessary to provide special programs for the prevention of fatigue and increase working capacity. One of the ways to optimize of working capacity of oil and gas staff in the Arctic is the selection of the optimal special clothing and personal protective equipment.
Improving the Environmental Impact of Drilling Fluids: Case History of a New, Salt-Free, Non-Aqueous Fluid
Authors: Walker Jonathan , Miller J. J. , Burrows Kim , Hovan Jared , Mander Timothy 
Published: March 2016

Abstract
Disposal of drill cuttings from non-aqueous drilling fluids (NAF) can be a significant expense and logistical issue for the operator of a drilling rig. NAFs typically contain high levels of salts, commonly calcium chloride or sodium chloride, in the internal phase of the emulsion. These salts are highly beneficial for wellbore-stabilization performance, but pose issues for the disposal of drill cuttings because the salts do not biodegrade and can accumulate in high concentrations in soil.
A salt-free NAF has been developed and field validated in the Western Canadian Sedimentary Basin in Alberta, Canada. The system uses a biodegradable organic to provide an internal phase with equivalent water activity to traditional salt-containing systems. This results in a fluid system with the performance and benefits of a conventional NAF, while potentially allowing for greater cuttings disposal options. Depending on local regulations, the system has the potential to reduce environmental and long-term liability concerns by being able to land-farm drilled cuttings without hindering plant growth.
Three wells on a seven-well pad were drilled with the salt-free NAF; the other four were drilled with a conventional invert emulsion fluid (IEF). Cuttings from one of each type of well were collected. A bioremediation study was conducted to analyze the cuttings for electrical conductivity and plant growth. Cuttings were delivered to the lab for testing and analysis. Laboratory testing showed that when mixed with top soil, the salt-free cuttings allowed for viable plant growth; whereas, the conventional cuttings did not allow for plant growth. This paper will discuss in detail the bioremediation study of the salt-free NAF.
A salt-free NAF has been developed in the lab and successfully validated in the field. Cuttings from the salt-free system showed superior plant growth when compared to conventional, salt-containing systems. This system is expected to offer expanded options for cuttings disposal and, ultimately, reduce the cost and liability associated with using NAFs in many areas.