bluuebunny/crossref_metadata_2025_split huggingface dataset:
Expanding Contracting Safety: How and why to extend your safety management to onsite contractors
Authors: Stanfield Imogen , Murfitt Fiona 
Published: September 2012

Abstract
Our organisation has implemented a successful six step approach to managing contractors that focuses on selecting, engaging, communication, reviewing, training and managing contractors.
Application
What processes need to be put in place to effectively look after this vital section of your workforce? We have found that the best method is to engage and clearly communicate the required objectives and standards of performance. The performance of contractors should be scrutinised not only from a financial and productivity standpoint, but also from a safety perspective. Throughout the project, set the bar high and hold everyone to the same set of standards, from the CEO down to operational and contract workers.
Our method has been proven effective many times for our own engagements with contractors and for our clients. However any approach to contractor safety management is not a stand-alone formula for success. It is important for all approaches to be integrated into the systems, structures and procedures that exist within the operations of every business.
Results, Observations, Conclusions
The Energy Delivery Company of Illinois' Commonwealth Edison (ComEd) worked withour experts and in just two years experienced a 70% reduction in contractor injury frequency rate. The Australian construction giant, Grocon this year was awarded ‘OHS Management System of the Year' by WorkSafe Victoria, in recognition of its unique approach in including subcontractors as part of its overall safety management system. Partnering with us, Grocon achieved a reduction of 75% in its total injury frequency rate from 2008 to 2011, whilst one of its subcontracting companies achieved a 73% reduction in just 12 months.
Significance of Subject Matter
Of the 3,433 million work hours completed in the international oil and gas industry in 2010, 79% were attributable to contractors whilst just 21% were attributed to permanent employees. It is therefore clear, that the management of contractor safety is a large task that cannot be underestimated. Harmonisation laws will see a more specific definition of employee that includes any contractor working onsite and therefore plant and operations owners need to be aware of their safety.
Winning Beginnings: Embedding Process Safety Management in Capital Projects
Authors: Wilson Andrew 
Published: September 2012

Abstract
Description
Embedding Process Safety Management (PSM) in a capital project system is critical in helping to achieve a safe start up and is the foundation for assuring safe operations throughout the life of the process.
Application
Today's PSM system, practiced by most companies, is Deming-based and specifically a plan"do-check-act system that strives for continuous improvements. The capital project process is very different, with specific starting and ending points that are driven by cost and time. The result is that all required tasks for each PSM element are also time-driven, with the objective of having a full PSM program in place at the time of start-up. Additionally, capital projects must achieve designs that meet the balance of competing demands. This paper explores some of these issues that are critical to achieving on-time start-up, design operating rates, and safe operation with optimum investment and life cycle cost.
The session delivers:
A description of how our organisation implements PSM in capital projects, and how we manage operating risks in these projects, achieving a balance between process equipment design, instrumented control systems, and safety instrumented systems. A discussion of how to manage the critical integration of Employee Safety, Process Safety, Capital Effectiveness, and Asset Productivity.
Results, Observations, Conclusions
DuPont has a long history of designing and engineering our own plants, often with low or zero harm. The results have been not only a safer construction phase but also assets that at the time of commissioning and beyond have an inbuilt PSM system delivered with the understanding and involvement of the operational personnel.
Significance of Subject Matter
The Oil and Gas industry in Australia continues to develop and engage in capital works that are expected to meet the balance of competing demands. This session discusses issues that are critical to a winning capital project: on-time start-up, design operating rates, and safe operation with optimum investment and life cycle cost.
Why Don't People Just Follow the Rules? The Psychology of Safety Management
Authors: Stanfield Imogen , Gutierrez Rod 
Published: September 2012

Abstract
Description
Behaviour based safety programs focus on changing individual actions through the influence of schedules of reinforcement; the psychological mechanism of change therefore is at a fairly basic stimulus-response level. While this type of intervention has been successful, it has a point of limitation, at which further behaviour based intervention fails to extend improvement.
This presentation explores and illustrates with specific applied examples, a selection of other psychological constructs that can be readily applied to safety management.
Application
Delegates will gain an understanding of:
How we can influence people by accessing attitudes and beliefs about safety at the thinking and feeling level not just at the level of actions; The role of individual risk perception and personal and situational awareness in promoting our understanding of why people make poor choices and more importantly safety errors; How the fundamental understanding that organisations are human structures highlights the importance of social influence, both within groups of employees and in the development of cultures as sets of shared beliefs at the macro level, provides fertile ground for safety application and intervention; The application of models of individual and group change, providing perhaps the greatest insight that psychology has to offer to the safety community.
Results, Observations, Conclusions
The presentation concludes with the discussion of a new intervention model developed by DuPont, which builds upon behavioural based programs and extends on our current thinking by carefully selecting and applying aspects of the psychological body. The program has been implemented in several client sites as well as our own operations and some initial observations of its success will be shared.
Significance of Subject Matter
The Oil and Gas industry has a strong safety performance record, compared to other industries. However, organisations have been reliant on Behavioural based safety interventions for some time now and are looking for the next approach to further their improvement. Business leaders and Front Line Managers interested in exploring a new approach to human behaviour and the standard paradigm of safety management in the workplace will find this session inspirational.
Frigg Cessation Project. Environmental Footprint and EIA Comparison
Authors: Nesse Steinar , Moltu Ulf Einar 
Published: September 2012

Abstract
The Frigg Field Cessation Project1, operated by TOTAL E&P NORGE AS, is the single largest offshore field decommissioning project during the recent years. This project comprised the execution of the removal of three steel substructures, five topside facilities and several sea-lines from the Frigg Field has formed a complex scope of work involving disposal / recycling of 73,000 tonnes of materials, lasting over five years and involving some 4,500 maritime vessel days.
An Environmental Impact Assessment (EIA) was performed for the Frigg field installations as part of the decommissioning planning in accordance with the programme approved by Norwegian authorities. This was based upon current knowledge and assumptions. During execution of the project relevant environmental aspects have been quantified and/or recorded. Based on the recorded data and information a comparison is made between the Impact Assessment and the actual experienced environmental performance. Further, an evaluation of the overall impacts or "footprint" of the disposal work is made. Experiences gained from this can be valuable input to future decommissioning planning processes as well as clarify the actual environmental impacts related to a major offshore field being shut in and associated installations disposed of (decommissioned). In the 2010 SPE HSE conference in Rio a paper was presented on Key Performance Indicators for Energy consumption and CO2 emissions (SPE 126825) developed based on the Frigg Cessation Project. However, more experiences and on a wider spectrum can be shared. The current paper addresses the following issues: –Energy (consumption and balance)–Atmospheric emissions–Discharges to sea, water or ground–Waste management /material utilisation–Physical environmental impacts–Aesthetic impacts–Littering
Why is Achieving Zero Accidents so Difficult?
Authors: Hudson Patrick 
Published: September 2012

Abstract
Most models of how accidents are caused can be traced back to models such as Heinrich's Domino Theory and the Iceberg. What these models imply is that preventing one or more precursors of an incident is sufficient to prevent such incidents. The notion that there is a root cause of an incident is embedded in the idea that incident causation is linear and deterministic, that there are clear sequences of causes going back to a root cause. This thinking has been very successful and its application may be regarded as reducing the number of (potential) accidents by 80%. Most of these accidents are personal and the development and use of the Swiss Cheese model, aimed also at process incidents, has led to a reduction of possibly 80% of the remaining incidents, covering some 96% in total. Such models are still deterministic, but non-linear in their attribution of causation. The remaining 4% of possible incidents, especially complex and major process accidents, unfortunately appears to be much more intractable. The proposal is that these incidents have a causal structure that is both non-linear and non-deterministic, being inherently probabilistic. This has consequences for the management and prevention of such incidents, including the fact that simpler approaches leave them very hard to manage, despite considerable commitment. This paper explains the different models of how accidents are caused, why people may find the newer models difficult to understand, and the consequences for management that may enable us to actually achieve target zero.
The Use of Geographical Information Systems (GIS) in Oil Spill Preparedness and Response
Authors: Aukett Lucy 
Published: September 2012

Abstract
GIS provides a dynamic, user-friendly interface to explore a number of different attributes and physical information gathered from a spill; foremost, it provides the mechanism to speed up decision making and more accurately quantify offshore spill size and trajectory.
Utilising GIS can greatly improve the efficiency of oil spill contingency planning. Hazards and risks can be pre-determined and strategies developed to mitigate the impacts of potential oil spills. Geographic layers and parameters can be overlaid and interrogated to illustrate a range of information, for example sensitive areas, pre-defined Net Environmental and Economic Benefit Analysis (NEEBA) studies, habitat mapping, booming plans, logistic routes, response times, and waste sites. GIS can be used in an oil spill emergency to overlay trajectory modelling outputs with the data the system contains. This can be used for decision making, for example prioritising sensitivities for protection, deciding upon response strategies, determining loading/staging areas, identifying features, ports or harbours etc. Other applications during an oil spill incident include combining modelling, satellite imagery and aerial observations to quantify more accurately the volume spilled and size of the slick. GIS also provides a platform to present information clearly and concisely to stakeholders involved in the incident. In addition, GIS databases can store a variety of information from previous oil spill incidents and present it through one interactive interface that allows data to be accessed both quickly and efficiently. Such interactive databases enable the lessons to be learnt to be clearly communicated and facilitate improved hazard awareness within the industry.
The paper will expand of all these topics and use recent case studies to demonstrate the benefits of GIS in both preparedness activities and actual responses.
Five Reasons We Are Not Getting to Zero
Authors: Ritchie Norman W. 
Published: September 2012

Abstract
The Oil and Gas E&P industry has embarked upon the journey to a zero incident workplace. SPE has taken a leading role by organizing forums such as "Getting to Zero - An Incident-Free Workplace: How Do We Get There?" To date, the industry has not yet reached its desired destination. This paper will describe five common opportunities for improvement in organizations that seek to reach the zero incident goal.
A systematic examination of a large number of incident and accident investigation reports from a variety of E&P companies and contractors has been conducted, including both near miss and loss events. The analysis identified consistent areas where responses to an unplanned event are not effective in terms of likely reduction in future probability of the event reoccurring. This was found to be the case in a significant proportion of the event reports examined. The issues are common across all segments of the E&P industry examined. By understanding and addressing the identified barriers to success, the E&P industry will be better able to progress the journey to zero.
Applying Control Charts to Safety Data Detects Trends Earlier
Authors: Denkl Michael , Prevette Steve , Martinez Dante 
Published: September 2012

Abstract
Performance monitoring and improvement are key elements of any safety management system. Companies record and review many different health, safety, and environmental (HSE) indicators on a monthly basis with the aim to continuously improve HSE performance. As a result, company management may initiate safety stand-downs and various campaigns based on month-to-month variations seen in key performance indicators (KPIs).
Challenges involved with this include whether the changes seen in data represent an actual trend or whether they are just variations around a stable process. Other questions raised include whether the actions taken by management regarding an actual trend prove to be effective over time at countering a negative trend, and did an opportunity exist to identify the onset of a real trend earlier in time to enable a faster counteraction?
To answer these challenges and questions, the authors investigated how control charts applied to one company's safety data detected statistically significant trends in a deterministic way. The paper describes how the authors incorporated control chart logic into a reporting engine to enable automated detection of trends and presents the authors’ observations based on the results this method provided. The observations include how applying a control chart method reduced unnecessary or erratic safety initiatives due to otherwise incorrectly interpreted safety data.
The paper also describes how the method provided a better indication of whether a safety campaign was having a statistically significant impact on safety performance over time and how, if it was not adding value, the campaign was stopped. Additionally, the paper examines how this method has a partially predictive capability as it enables identification of the earliest data point in a time series that could be the start of a new statistically significant trend and how this enables a company to take action before a negative trend can establish itself.
Improving the Opportunity for Learning from Industry Safety Data
Authors: Walker Kirsty , Poore Wendy , Fraser Stewart 
Published: September 2012

Abstract
The International Association of Oil & Gas Producers (OGP) is a unique global forum in which members identify and share best practices to achieve improvements in every aspect of health, safety, the environment, security, social responsibility, engineering and operations.
OGP encompasses 75 of the world's leading publicly-traded, private and state-owned oil & gas companies, industry associations and major upstream service companies. OGP members produce more than half the world's oil and about one third of its gas.
The OGP member companies report their annual safety data, on a voluntary basis, the OGP use this information to produce an annual safety performance indicators report. The 2009 report showed that a plateau has been reached the industry fatal accident rates over the past five years. Therefore, the OGP Safety Data Sub-Committee sponsored a two-day Fatal Incident and High-Potential Event workshop to focus on learning from the causes of industry incidents. Individual companies use different investigation methodologies and this can be a barrier to industry-wide learning as the investigation outcomes are not directly comparable. One objective identified at the workshop was for OGP to develop a set of incident causal factors using common terminology and language to improve the opportunity for learning from incidents. The OGP causal factors were requested from reporting companies for fatal incidents and high-potential events, including process safety events for their 2010 data submission. There was a very positive response to this request, and causal factors were assigned to 51 of the 58 fatal incidents and 97 of the 98 high potential events.
The results show that the most common causal factors for fatal incidents are related to inadequate hazard identification, inadequate supervision, positioning of personnel "in the line of fire", inappropriate decision making, inadequate training and competence as well as procedural violation, whether intentional or unintentional.
The Evolution of an Electronic Assessment for Evaluating Trip Risk, Compliance, Approval Level, and Tracking
Authors: Meade Dave Paul , Ball Andy , Brandsness Mark 
Published: September 2012

Abstract
Driving continues to be the leading year-on-year cause of fatalities in the oil and gas industry despite the implementation of risk control actions such as driver training, skill assessments and basic journey management controls. An oilfield services company has introduced processes and tools to address the many challenges involved in journey management to improve its driving performance. The company drives approximately 1.5 million miles every day with over 50,000 drivers of varying experience who operate more than 24,000 vehicles of different and challenging sizes and applications that require different driving skills. It is a complex task to validate that the drivers are certified to drive these vehicles in the range of environments related to the locations where they work and the specific journeys to be made. To address this complexity, in 2009 the company introduced a web-based electronic journey management system called "eJourney" to help manage and standardize journey management across its worldwide operations.
This paper describes how eJourney has evolved since its introduction and how it has become the centre of a consistent process that is compliant with the company's driving policy and driving standard. Furthermore, the paper looks at how the system supports accountability in the journey management process. It also describes how, over a one-year period, this simple web-based application has supported over 1.3 million trips and how the system has promoted a consistent and standardized process for creating a trip, monitoring the ongoing journey, and finally closing the journey. The paper also demonstrates how the online journey management outputs have become a visible counseling guide and a proactive tool in helping to reduce driving risks; and that this has been reflected in improvement in vehicle accident rates.
Achieving International Standards in the Arctic: The Need for Modern Interdisciplinary Technical and Management Approaches
Authors: Aronson John G. , Raykin Viktor 
Published: September 2012

Abstract
The rapid expansion of oil and gas exploration and production into the Arctic Region will require advanced interdisciplinary technical and management approaches to achieve international standards. This paper explores the current status of Arctic exploration activities with a focus on northern Russia, and expands on lessons learned from other Arctic and sub-Arctic projects such as Sakhalin, Shtokman, and Beaufort Sea US and Canada. Coordination of multinational oil and gas organizations for environmental, health, safety, and security performance to international standards requires considerable careful multi faceted planning. Fundamental to success are both cultural and regulatory alignment processes, and a recognition of the need for interdisciplinary technological and management considerations to cover the challenges in physical, chemical, biological, and social components. This paper identifies specific emerging Arctic considerations which highlight the need for interdisciplinary approaches such as sea ice dynamics, navigation, undersea completion technologies, logistics, meteorology, satellite communications in Polar regions, permafrost, marine ecology and biodiversity (fisheries, birds, mammals, plankton), native people’s, and application of international laws, treaties,, and standards. Meeting the challenges of the Arctic will require substantial increases in investment, coordination, cooperation, and interdisciplinary scientific knowledge.
From Zombie to Zorro - A Neuroscience-Based Approach to Safety Leadership
Authors: Wentzel Nada 
Published: September 2012

Abstract
It is said that a rocket uses 80% of its fuel just to take off. Then, once it breaks free of the earth's gravitational field, it cruises along with minimal fuel consumption. There are two principles at work here, which can be applied to unleashing an organisation's safety leadership capability.
The first is inertia. Inertia says something that is not moving will tend to remain stationary until sufficient energy is applied to move it. The second is momentum. Momentum says something that is already moving will tend to keep moving unless sufficient force is applied to stop or change its motion.
In safety, when safety plateaus or safety performance or culture regresses, energy is needed to create a shift. Eighty percent of the energy or resources need to be invested to initiate ‘take off’ in a new direction and once you’ve taken off, momentum will keep it moving forward. Consider, that the new direction is a new perspective on what influences people to think feel and do safety.