bluuebunny/crossref_metadata_2025_split huggingface dataset:
Managing Asset Integrity in the UK Continental shelf
Authors: Lawson B 
Published: September 2012

Abstract
This paper will explain the process and practices involved in managing Asset Integrity within the context of the UKCS, one of the most regulated environments of the world. The paper will explain the following main areas: 1The workings of Asset integrity within an major oil and gas company operating in the N Sea, including illumination of the processes that we have developed over the last seven years to assess the risks of the threats that we face in order to validate and prioritise the works.2We have undertaken ageing and life extension studies and the paper will discuss the methodology used, the outcomes and the results in relation the UK regulators programme to assess the understanding of Oil and Gas companies in relation to ageing and life extension.
The processes and tools explained in the paper will be transferrable to any operator or duty holder looking to establish or improve an Asset Integrity function around the world. In terms of achievements, the processes that we have in place both demonstrates that we are managing the risks that we encounter as well as senior management involvement and leadership on the issues. With regard to life extension, as a result of the ageing studies that we undertook we have moved on from study and assessment into the implementation phase of the required works that will enable us to operate one of our facilities for 20 years in excess of the original design life.
The author is a member of the Asset Integrity Workgroup in Stepchange in Safety and has presented on elements of Asset Integrity at numerous seminars in the UK in recent years. Most recently I was also invited to participate as a member of the panel session on Ageing and Life Extension at Offshore Europe 2011 in Aberdeen.
Long-term Peat Management in an Onshore E&P Development
Authors: Hoy Anne 
Published: September 2012

Abstract
The Shetland Gas Plant (SGP) is being constructed as part of the Total E&P UK operated Laggan-Tormoregas condensate development, locatedto the west of the Shetland Islands. One of the first challenges was the extensive peat covering the onshore site. Total is committed to site restoration at the end of the plant's operating life and the peat has been excavated and stored on site for site restitution. This was considered the best practicable environmental option. The priority has been to ensure the peat remains saturated so that anaerobic conditions are maintained and the peat degradation is minimised. This extended abstract reviews the peat management process: planning, construction of the peat storage, peat handling, and the regulatory requirements for storage and long term monitoring at the site.
Examining the Suitability of E&P Major Accident Prevention Design Principles in a Changing Global Environment and Comparisons with the Rail, Nuclear and Aviation Industries
Authors: Martland Roland , Mann Paul Daniel 
Published: September 2012

Abstract
Modern Oil and Gas facilities are designed to meet an extensive array of government legislation and international standards and are subjected to a range of technical and operational safety reviews and analysis to identify and reduce failure risk. By taking such an approach, residual risks can be demonstrated to be As Low As Reasonably Practicable, (ALARP) - this process is normally recorded through a Safety Case or safety report, reflecting good oil and gas practice.
Despite the use of recognised Exploration and Production, (E&P) practices provided in ISO, API, IEC, national standards and local in country regulations, major accidents are still occurring in the industry with an unacceptable frequency of intolerable business consequences. In addition, the differing regulatory compliance regimes between countries may not provide an equitable approach to operational and design requirements affecting safety and in particular the suitability of the risk management processes adopted.
It is generally accepted by E&P companies that significant major accident risk reduction is achieved at the design stage, to ensure that facilities are robust against system or component failure of Safety Critical Elements, (SCE). Moreover, regulatory bodies are increasingly expected by the public to adopt a robust intervention approach should operators continue to operate using an increasing set of operational deviations or with assets not in compliance with risk based inspection and testing requirements. In addition to the risk reduction achieved through the design, it is also understood that the human-machine interaction to respond to hazardous situations has a significant role to play in preventing the hazard occurrence and/or mitigating the magnitude of the consequence.
This paper will provide an overview of how the E&P industry provides robust "fail-safe" designs against Major Accident Hazards, (MAH) and possible differences in design practices between different E&P sectors, such as production platforms versus drilling rigs. The paper will also examine other major hazards’ industries and assess how their design requirements are configured to ensure that risk control systems fail in a safe manner and extrapolate these approaches to the E&P business. Case studies will be used to show how "fail-safe" design principles can be applied to the system design of a sub-sea well connected to a Mobile Offshore Drilling Unit, MODU during exploration drilling and also at the component level for the Blow-Out Preventer (BOP). The paper will discuss the findings from the case studies in the context of a providing a fail-safe design approach to reduce residual risks.
Harmonization of Health, Safety and Environment Management Systems
Authors: Bonnivier B. M. , Nugent L. T. 
Published: September 2012

Abstract
Oilfield service companies, like oil and gas producers, use Health, Safety and Environment Management Systems (HSE MS) to implement their HSE policies and continuously improve their HSE performance. With the tragic event in the Gulf of Mexico in April 2010, the implementation of an HSE MS in offshore oil and gas operations moved from a recommended practice to a regulatory requirement. Never has the need for HSE management systems and the alignment between operators and service companies’ HSE MS been more critical.
Additionally, companies grow by acquisition and organically. In the case of acquisitions there are typically different HSE policies, management systems and cultures. True continuous improvement can only take place when the two cultures, and the tools used to drive those cultures, are harmonized. Any system must be both robust yet flexible enough to adjust to changing regulatory and business requirements.
This paper reviews the experience of a major oilfield service provider in harmonizing several HSE management systems, from both prior independently operating divisions and a major acquisition. This harmonization includes consolidation and alignment of standards and best practices across multiple product lines, manufacturing, research and development, as well as operations and maintenance. Timing allowed the organization to also ensure the alignment with new and existing regulatory requirements, industry standards, and client expectations globally.
The new regulations require the ability to demonstrate employee competence in assigned tasks. To ensure alignment with the enterprise competence management program when assessing competence for HSE-related tasks, HSE training professionals worked side by side with HSE subject matter expert professionals during the harmonization process.
Use of process improvement teams consisting of HSE professionals from varied geographic operational units and business segments ensured a comprehensive review of client and government requirements, as well as incorporation of cultural and business needs. Finalization of the HSE MS operational controls included review by business leaders expected to implement the harmonized HSE management system. Providing them the opportunity to have input into the process is crucial to their ownership and support of the final product.
Decommissioning of a FSO Containing Hazardous Waste: A Successful Story
Authors: Chaîneau Claude-Henri , Bourguignon Jean-Claude , Goubard Guillaume , Bang Pierre , Jean Philippe , Lefebvre Benoit , Blankestijn Tom Peter , Ayuk Emmanuel Tambe 
Published: September 2012

Abstract
The Serepca-1 was a Suezmax type oil tanker, built in 1974, and converted into a floating storage and offloading unit (FSO) in 1984. She was moored off the coast of Cameroon and ceased her oil storage activities in 2007. The end-of-life of any tanker has economic, environmental and social implications. Various environmental surveys were made to identify hazardous materials and to produce the ship's Green Passport. The FSO was a significant source of raw material and contained waste that could turn her dismantling into both a human health and environmental hazard. An initial decontamination prior to ship export for dismantling was performed offshore. A specialised contractor removed, conditioned and safely stored hazardous materials such as mercury and PCB containing transformers. These wastes were exported to European waste disposal facilities under Basel Convention regulations. It was revealed as the best technical and regulatory approach and was made possible thanks to the Green Passport. The ability of several international shipyards to dismantle the FSO, and dispose of other hazardous wastes in conditions ensuring human health and environmental protection, was evaluated through technical and HSE audits. The shipyards included those listed by the European Commission Directorate and other yards evaluated by international organisations and having demonstrated a proactive approach in terms of environmental protection, occupational safety, health care and dialogue with the local population. Finally, the FSO was exported to a Chinese shipyard under Basel Convention regulations.
This paper's objective is to present the environmental approach applied to this FSO's end-of-life, and explains the choices behind her offshore decontamination and subsequent dismantling in China. Total E&P chose a transparent pro-active project communication strategy. The company contacted and regularly discussed the project with the Ship Dismantling Platform, a major NGOs active in the area of ship dismantling.
Implenting Process Safety Programme
Authors: Julaihi Saiee B , Sowkkatali Saifuddin Shah , Shukor Rabiatul Adwieah 
Published: September 2012

Abstract
In 2006/2009, PETRONAS Carigali embarked on its Process Safety Programme; driven primarily by concerns over an increasing trend in process-related incident occurring throughout the Company. The programme, aimed at institutionalizing process safety and creating a process safety culture throughout the Company, focused on defining explicit process safety expectations, thereafter putting in place the required processes to intensify the implementation and mandatory compliance.
To ensure comprehensive programme, eight (8) key process safety areas, spanning the entire value chain of technical and operational integrity, were identified; these are: ■Design Integrity;■Mechanical Integrity;■Management of Change;■Process Safety Information;■Process Hazard Analysis;■Pre-Activity Safety Review;■Operating Procedures; and■Proprietary and Licensed Technology Assessment.
For each of the identified 8 process safety areas, explicit expectations were defined; and in ensuring sustained implementation, these expectations were integrated in an existing HSE Management System. Additionally, detail implementation processes were also defined in procedures and guidelines associated with the HSE Management System. Detail aspect of the programme and its implementation will be covered in the full paper.
Some 3-4 years into the programme, tangible improvement can be felt across the organization, particularly in areas of compliance culture to process safety, and the ensuing improved process safety performance. The critical success factors for the effective implementation of the Process Safety Programme can be summarized as follows: ■Unequivocal demonstration of process safety leadership at all levels, including dedicated teams charged with process safety responsibilities;■Explicit process safety expectations integrated as part of the overall technical and operational integrity;■Clearly defined processes; i.e. apart from stipulation on WHO need to do WHAT, WHEN and WHY, guidelines on HOW these are to be done were also formalised;■Regular process safety audits, and effective tracking to closure, including oversight by senior management; and■Effectiveness of implementation and compliance regularly reviewed by facility management, business unit management and senior management; and effective in-house tracking mechanism developed for standardization of reporting.
Engaging with Stakeholders on a Major LNG Project in Australia and Using Their Feedback to Adjust the Company's CSR Strategy
Authors: Chavée Claudine , Townsend Bill , Tarika Emmanuel 
Published: September 2012

Abstract
In a world where perception is reality it is crucial for oil & gas companies to maintain transparent and constructive relationships with their stakeholders. To ensure business continuity companies must build strategies that are centered on respect, listening, dialogue and stakeholder involvement. This has come to be known as establishing a "social license to operate."
With this in mind, and with the help of the Altermondo consultancy, Total developed the SRM+ tool in 2006. This is a methodology by which an entity (a project group, a subsidiary) compares its internal vision of the societal context in which it operates with the perception of its external stakeholders and builds action plans aimed at bridging the gaps between them.
In 2011 the Ichthys LNG Project in Australia, a Joint Venture between INPEX (operator) and Total, applied the SRM+ tool. A total of 35 external stakeholder groups were interviewed, from the Northern Territory, Western Australia and the Australian Capital Territory.
Although most stakeholders stated they were very satisfied with the quality of their relationship with INPEX and the Ichthys Project, several valuable suggestions were made on how to improve the dialogue and strengthen relationships. The SRM+ process provided valuable insights that are difficult to glean from routine interaction with stakeholders. It also gave confidence to the Project managers that they understand the issues, concerns and expectations of key stakeholders and that external risks are being appropriately managed.
Following the SRM+ engagement, several Project managers made adjustments to their strategies. Possibly the most important outcome of SRM+ was that it has created the foundation for the Ichthys Project's long-term approach to stakeholder engagement. Going forward, INPEX plans to build on the SRM+ process by developing and deploying a stakeholder relationship management software package for the Ichthys Project that will enable the organization to identify, manage and respond to issues of importance to its stakeholders. Doing so will ensure that the Ichthys Project is able to maintain its social license to operate.
PNG LNG Project Experience and Success with Implementation of a Site Specific Identification and Management Process for Environmental, Cultural and Social Issues.
Authors: Medrano Ruben , Meyers Scott , Minter Don , Whisker Stephen , Marodi Luke , Lam Angus 
Published: September 2012

Abstract
Papua New Guinea is a country in the South Pacific with a population of 6.7 million. Residents speak over 800 languages and live in a primarily rural agrarian society considered to be one of the world's biodiversity hotspots. Into this framework, Esso Highlands Limited, an affiliate of ExxonMobil Corporation is developing the USD $15.7 billion PNG LNG Project ("Project") and has realized considerable success in the implementation of a site specific process for identification and management of environmental, cultural, and social issues as a supplemental process to the Project's original Environmental Impact Statement. This site specific process was implemented to ensure timely Government approval of the Project's Environment Permit in order to meet the Final Investment Decision (FID) schedule, and to meet internal and external stakeholder expectations.
This process required the completion of a P re-Construction Survey which provides a high quality assessment and review of environmental and social (E&S) issues at a local level and details the specific mitigation measures that are required to be implemented at a particular location. Overall, this process drives environmental and social performance at the field level by identifying very specific issues at individual worksites/locations for appropriate management while shifting some of the environmental assessment aspects from the pre-planning phase to the execution/construction phase.
To date over 100 P re-Construction Surveys have been completed through a significant effort by the Project with great results. Ecological and cultural heritage features were identified and subsequently avoided and managed through site specific measures. Priority weeds and pests were identified for surveillance and control. Regulator acceptance of the surveys was obtained in a timely fashion thereby supporting the Project execution schedule.
Overall, this approach supported the FID execution schedule for the Project with successful issuance of the Project's Environment Permit in early 4Q 2009 and allowed associated costs for the site specific approach to occur following the FID. It also enabled the Project to focus resources on the site specific examination/identification of environmental sensitivities to coincide with the Project's execution schedule.
MOST: a tool for managing and monitoring local development project
Authors: Pion-Leflaive Elizabeth , Girardier Pierre 
Published: September 2012

Abstract
Total's ambition, as an industrial operator, is to act and be recognized as a leading contributor to the sustainable economic, social and humain development of the territories where the Group operates.
Total subsidiaries are consequently engaged in a range of sustainable development programs. We intend to manage these projects rigorously and as professionally as our other operational activities, in order to improve their effectiveness and transparency.
Social Responsibility 69: Integrating Social Responsibility into Management Systems to Mitigate Risks
Authors: Wild Elizabeth 
Published: September 2012

Abstract
Management systems help companies attain, maintain and improve performance. If the system, the topics and requirements within it and the company culture are functioning as an effective whole, they will help the company to assess, manage and mitigate its risks effectively.
In the past social issues were often not an explicit part of management systems and some companies may have managed them less systematically than other non-technical risks such as health, safety and environment. However, it is our view that there are clear business advantages to managing social risks in a similarly rigorous way, since without such management they can create delays, additional costs and reputation damage. Stakeholders such as investors, governments and NGOs are increasingly expecting companies to demonstrate that they approach social performance systematically.
BP has had company values and a code of conduct for some years, but social responsibility was not specifically enshrined in management systems to the same extent as health, safety and environmental performance. The creation of the company’'s Operating Management System (OMS) in 2008 was an opportunity to introduce social performance elements, thus providing a framework to introduce formal requirements and recommendations on how to implement the high-level statements in the values and code of conduct.
Many topics in OMS have implicit links to social performance, such as leadership, culture, people and competence, personal safety, health and industrial hygiene, security, environment, product stewardship and customer focus. However, two topics focus explicitly on social performance: the first is social responsibility and the second is community and stakeholder relationships.
These two social topics contain high-level requirements that are supported by other more detailed requirements and recommendations, such as the environmental and social practices for certain projects. BP's public commitments to external social responsibility initiatives, such as the UN Global Compact and the Voluntary Principles for Security and Human Rights, reinforce the social performance aspects of OMS.
BP has internal subject matter experts on social issues, not only to support the requirements in OMS but also to assist BP's businesses on social issues more generally. These specialists cover issues such as stakeholder consultation, indigenous people, impact assessment, security and human rights, community investment, workforce welfare and local employment, cultural heritage and involuntary resettlement. They provide guidance to projects and operations, and they inform senior management about the assessment and management of social risks that could be material for the company.
This paper explains the company's evolving approach to social responsibility and how OMS helps to bring comparable rigour to the identification and management of social risks that is applied to other non-technical risks.
Social Risk Assessment as Stakeholder Engagement
Authors: Reeman Angela 
Published: September 2012

Abstract
This paper is an extended abstract presented for the SPE APPEA Conference in September 2012 in Perth.
Social risk is an increasingly widely used term which refers to the chance of something happening, within the sphere of influence of an oil and gas project, which will lead to a loss for a society. While this is not always aligned to enterprise risk (social risk may not pose an immediate threat to a project), it practically always has an impact on it: the level of resentment or distrust of the management of the project will lead to the occurrence of seemingly unrelated events, such as strikes. As such social risk is one of the components of a full-spectrum risk management assessment.
Traditionally the difficulty has been that generous policies of community investment have generated heightened expectations, and occasionally dependency or hostility. The other difficulty is to integrate this information on societal loss within the investment's plans. While social impact assessment is an increasingly developed tool, its rating of consequences is mostly based on professional judgement on the intensity, extent and duration of the impact. The figures do not offer the material precision which engineering requires, and adjustments, both in terms of mitigating social risks and maximizing opportunities, are often left to the interpretation of senior management.