bluuebunny/crossref_metadata_2025_split huggingface dataset:
Using Established Programs and Processes to Transform HSE Performance
Authors: Kraus Brian 
Published: June 2014

Abstract
Few leaders can confidently speak to the quality of safety management across all parts of their operations. Even corporations with the most impressive results have areas they are concerned about. The headline numbers (averages actually) don’t capture the outperformance of the safest operations which compensate for areas with a weak safety culture and poor performance. Of course, HSE functional leaders, keenly aware of divergent performance across their operations, have gone to great lengths to identify the poor performers and get them on board with the program. So why, despite all this effort, do many of the world’s leading companies continue to have serious incidents which everyone realises can create devastating impacts on the business and, of course, on those individuals who happen to be present when it all goes wrong?
This paper describes an integrated approach to achieving zero accidents, in which the entirety of an organization’s HSE apparatus is focused on creating a body of front line behaviours consistent with sustained excellence in HSE performance. It sets out how organisational leaders can transform their performance by better harnessing the staggering investment they make in areas such as control of work processes (which often become little more than tick box routines); HSE training (consider the wasted hours in training which yields little behavioural change); and HSE audit (a burden or source of inspiration?) plus time in the field by front line leaders and responses to accidents which fail to create real change. Much, much more can be made of all of these, but only if those involved do something different with them.
The approaches described are applicable to all E&P facilities/construction projects. The application of the approaches described in this paper have been instrumental in delivering 70–80% reductions in incident rates at oil and gas facilities. Despite spending vast amounts of resources on HSE management, the oil and gas sector, including the industry’s most respected operators, continue to experience serious incidents that create devastating impacts on their people, their stockholders and their license to operate. Much more, can and must be made of the resources focused on HSE.
A Benchmark Study of Current Practices and Tools for Sustainability in Petroleum and Other Comparative Industries
Authors: Schroeder Joanne , Honeycutt J. R. 
Published: June 2014

Abstract
In 2008, E2 ManageTech (E2) conducted a benchmark study for Current Practices and Tools for Sustainability. The 2008 survey indicated that the majority of participants had not reached the "tipping point" in their sustainability program defined as implementing some type of corporate Sustainability Managing Information System (SIMS). It was forecasted at that time that a surge would be seen in SIMS (similar to what occurred with Environmental Management Information System (EMIS) in the late 1990’s) as companies realize that they can streamline their collection, manipulation and reporting of sustainability data to save time and money.
In 2013, E2 conducted an updated version of the 2008 survey, analyzing comparative results from several industries in Corporate America, specifically the petroleum/oil & gas industry. While the predicted "surge" did not occur, the 2013 survey did reveal an increase in SIMS usage; and the challenges of implementing a SIMS have taken on a nuance. Prior to initiating this survey, we had fully anticipated more widespread deployment of SIMS. However, it appears that a lack of clarity and standards surrounding metric definition and a desire for indicative metrics may be what is holding back many companies.
Malcom Gladwell’s book Blink: The Power of Thinking without Thinking discusses the ability of scientists to predict with 95% accuracy which marriages will end in divorce over a 15-year period by analyzing during a 1-hour period the sequence of emotional interactions between a husband and wife. The emotions analyzed cover the full range from disgust, contempt, defensiveness, and criticism amongst others. In simplest terms, the greater the occurrence of these negative emotions, the greater probability of divorce. Additionally, the greater the occurrence of contempt specifically, the higher the correlation to divorce. Scientists in Gladwell’s book were able to dissect with uncanny accuracy the leading indicators that would predict_whether a new marriage ended in a divorce or not.
Failure Rate Data: How Equipment Fails, Not Just a Numbers Game
Authors: Pettitt Glenn , Brazier Stephen , Pennicott Philip 
Published: June 2014

Abstract
Failure rate databases provide valuable data for frequency estimates of equipment failures. These estimates can be used as input to QRAs to determine the frequency of various hole sizes and hence various hazardous effects, such as jet fires, flash fires, vapour cloud explosions and toxic vapour clouds.
However, there is currently a lack of accurate information on the actual mechanisms of such equipment failures for both offshore and onshore equipment. This results in a lack of understanding by risk analysts on how equipment may fail, and what may be the likely release sizes and characteristics of a release. This may lead to an over estimation of the level of risk.
Work has been conducted to address the gap that sometimes occurs between risk analysts and engineers where there is little information on the various failure mechanisms for loss of containment incidents. Further work is required to build in failure mechanisms and credible release sizes and orientations into offshore and onshore failure rate databases. If such details were recorded for past failures and for those in the future, this would assist with the credibility of QRA output.
Fatal Injuries in Offshore Oil and Gas Operations: United States, 2003–2010
Authors: Hill Ryan , Retzer Kyla , O’Connor Mary , Lincoln Jennifer , Gunter M. 
Published: June 2014

Abstract
During 2003–2010, the U.S. oil and gas extraction industry (onshore and offshore, combined) had a fatality rate seven times higher than for all U.S. workers (27.1 versus 3.8 deaths per 100,000 workers). The 11 lives lost in the 2010 Deepwater Horizon explosion provide a reminder of the hazards involved in offshore drilling. To identify risk factors to offshore oil and gas extraction workers, the Centers for Disease Control and Prevention’s National Institute for Occupational Safety and Health analyzed data from the Census of Fatal Occupational Injuries, a comprehensive database of fatal work injuries, for the period 2003–2010. This report describes the results of that analysis, which found that 128 fatalities in activities related to offshore oil and gas operations occurred during this period. Transportation events were the leading cause (65 [51%]); the majority of these involved aircraft (49 [75%]). Nearly one fourth (31 [24%]) of the fatalities occurred among workers whose occupations were classified as "transportation and material moving." To reduce fatalities in offshore oil and gas operations, employers should ensure that the most stringent applicable transportation safety guidelines are followed.
Aboriginal Relations Guiding Principles and Guidelines
Authors: Andrews Wayne , Klassen Chelsie , Searle Hart 
Published: June 2014

Abstract
In Canada, 1.4 million people self-identify as Aboriginal, distinctively represented as First Nations, Inuit and Metis. This total comprises 52 cultural groups, 11 major linguistic families and more than 50 distinct indigenous languages.
The company’s oil and gas production operations and major projects are situated in western and Northern Canada in regions that have an Aboriginal population ranging from 6% to 51% of the total population. With a high density of Aboriginal peoples living in and around our areas of interest, the company recognizes the importance of meaningful engagement to ensure Aboriginal rights and title are respected, relationship risk is managed and the company’s social licence to operate is maintained.
Given these business and social responsibility imperatives, the company created its "Aboriginal Relations Guiding Principles and Guidelines" (GP&G) in 2008. Consisting of five principles reinforced by guidelines in four focus areas, the GP&G represent the company’s formal commitment to how it intends to engage Aboriginal peoples, are a public demonstration of the importance it attaches to Aboriginal relations and are the foundation for supporting plans and programs.
Applying Ecosystem Services Analytical Approaches within Corporate Decision-Making Processes
Authors: Waage Sissel 
Published: June 2014

Abstract
Corporate assessment of the impacts and dependencies associated with ecosystem services is coming of age. The processes has happened quietly, due in part to the 2012 update of the International Finance Corporation’s Performance Standards, and resulting expansion of due diligence for the 79 banks that have signed on to following the Equator Principles. The result is that a new bar has now been set in terms of expectations of companies and international best practice. This shift may be particularly relevant to the extractives industry in which so many joint venture partners rely on investors who will now consider ecosystem services issues.
For many in the oil and gas industry, however, the question is: How does one undertake an ecosystem services analytical approach?
This paper will describe why and the overall process for how to integrate ecosystem services analytical approach. The findings are based on 7 years of tracking ecosystem services analytical approaches within BSR’s Ecosystem Services Working Group as well as a series of interviews conducted between 2011 and 2013 with corporate pilot testers of ecosystem services analytical approaches. A series of steps are laid out, which can be added to existing processes.
A Risk Analysis Study to Systematically Address the Critical Role of Human and Organizational Factors in Negative Pressure Test for the Offshore Drilling Industry: Policy Recommendations for HSE Specialists
Authors: Tabibzadeh Maryam , Meshkati Najmedin 
Published: June 2014

Abstract
According to the Presidential National Commission report on the BP Deepwater Horizon (DWH) blowout, there is need to "integrate more sophisticated risk assessment and risk management practices" in the oil industry. Reviewing the literature of the offshore drilling industry indicates that most of the developed risk analysis methodologies do not fully and more importantly systematically address contribution of Human and Organizational Factors (HOFs) in accident causation. This is while results of a comprehensive study from 1988 to 2005, of more than 600 well-documented major failures in offshore structures show that approximately 80% of those failures are due to HOFs.
This paper introduces a conceptual risk analysis framework to address the critical role of human and organizational factors in conducting and interpreting Negative Pressure Test (NPT), which according to many experts, is a critical step in ascertaining well integrity and quality of cementing during offshore drilling. The introduced framework in this study has been developed based on the analyses and lessons learned from the BP Deepwater Horizon accident and the conducted NPT by the DWH crew. However, the application of this framework is neither limited to the NPT nor to the DWH case. In fact, it can be generalized and be potentially useful for risk analysis of future oil and gas drillings as well.
Along with a series of previous studies, analysis of the developed framework in this paper indicates that organizational factors are root causes of accumulated errors and questionable decisions made by personnel or management. Further analysis of this framework identifies personnel management, communication and processing uncertainties, and economic pressure as the most influencing organizational factors, which resulted in the misinterpretation of the negative pressure test. Investigative studies confirm that organizational factors such as personnel management and economic pressure are common contributing causes of other offshore drilling accidents as well.
In summary, significance and contribution of this paper is based on three main factors: introducing a substantial risk assessment framework, analyzing HOFs as a main contributing cause of offshore drilling accidents, and concentrating on the NPT misinterpretation as a primary factor that affected the loss of well control and the subsequent blowout on the DWH.
Journey Management: A Strategic Approach to Reducing Your Workers’ Greatest Risk
Authors: Retzer Kyla , Tate Derek , Hill Ryan 
Published: June 2014

Abstract
Motor vehicle crashes are the leading cause of death for U.S. oil and gas extraction workers; the motor vehicle fatality rate in this industry is 8.5 times higher than for all U.S. workers (Retzer et al., 2013). This may be due to a variety of factors, including long work hours and long distances traveled, often on rural roads which may lack safety features. There are four main strategies for reducing the number of work-related motor vehicle fatalities: 1) reduce the risk of injury by reducing the total amount of travel, 2) substitute the means of travel (e.g., road vs. air), to reduce the level of risk to the worker, 3) reduce the risks for necessary road travel, and 4) reduce crash severity, thereby reducing injury severity.
Journey management is a promising prevention strategy to reduce the total number of miles driven and to reduce the risks associated with road travel. Journey management is accomplished through company policies and procedures that systematically question the need for trips and select the safest routes, driving conditions, drivers, and vehicles for necessary road travel. Many oil and gas companies have implemented a journey management procedure to protect their workers and assets. As a result of the success of journey management, the International Association of Oil & Gas Producers (OGP) recommends that all oil and gas extraction companies implement a journey management procedure as part of an overall land transportation safety program (OGP 2011a). However, the application of journey management is somewhat limited in the U.S. and there appears to be a need for more clarification of journey management and the elements of a journey management procedure.
This paper will define journey management, describe the elements of a journey management procedure, and describe the steps to develop a journey management procedure tailored to your company’s driving environment.1
Continuing Development of a Safety Culture from the Ground Up: Building Competencies of HSE Employees to Become Better Business Partners to the Organization
Authors: Acosta S. , Breitsprecher K. , Moffatt R. , Worley A. 
Published: June 2014

Abstract
Traditional approaches to safety culture improvements generally focus on factors such as behavioral safety programs, human error and leadership skills. Programs tend to focus exclusively on the employees and managers. All too often the important role of HSE staff in the development of a safety culture is neglected. Yet, the organization turns to the HSE function for expertise, advice, and support. Thus, it is essential that the HSE organization is competent in technical matters and behavioral knowledge. Neglecting the role of the HSE staff reduces the effectiveness of safety culture improvements. However, when HSE staff is competent and consistently motivating the organization towards a strong safety culture, operational managers, and then supervisors, and ultimately employees will consistently follow.
An HSE technical program for HSE staff was developed, providing core technical and behavioral skills for them to fulfil their roles efficiently and effectively as business partners in the organization. The aim of the project was to increase technical and core non-technical competencies of HSE, thereby accelerating the development of a strong safety culture.
This paper discusses the HSE Technical Academy Program, the benefits to the business, preliminary findings, and critical aspects for success.
It is proposed that increasing technical and core non-technical competencies of HSE staff offers value to our industry as a means to support the continuing journey towards creating a safe industry.
Appalachia Shale Gas Water Management Best Practices
Authors: Beecroft Sean , Svarczkopf Tim 
Published: June 2014

Abstract
Hydraulic fracturing for acquiring shale gas requires a significant amount of water to be used. Sourcing, transport, storage, reuse, and disposal can each pose environmental and social challenges. The hydraulic fracturing industry has been targeted for consumption of fresh water and for the traffic trucks on the road introduce to local communities. Pits used for storage of water can pose an eyesore and require extensive reclamation.
Chevron Appalachia has implemented a number of water management best practices and shares these here. Best practices include storing water in above ground storage tanks, treating and reusing water rather than disposing of water, increasing use of non-potable water, and installing fresh water pipelines rather than trucking fresh water. Above ground storage tanks built to a design standard allow for reduction of potential impacts to the environment during construction and also improve reclamation. Chemical treatment of water can be accomplished in a cost effective and environmentally sound manner that can then enable its reuse, resulting in less disposal volumes and less draw upon other sources of water.
All of these best practices require a workforce dedicated to water management, focus, and acceptance of change. Water management must be effectively integrated from the start of asset development to execute wells in a manner that reduces the potential environmental impacts of water consumption as well as allowing for the delivery of cost efficient wells. Many of these practices have yielded significant cost savings for operators while diminishing potential impacts on the environment. The best practices shared in this paper can be used by other operators not only in the Marcellus shale but also in many other shale plays around the world.
Driving HSE Excellence Through Kaizen Philosophy: The Singapore Assembly, Maintenance, and Overhaul (AMO) Experience
Authors: Leong Weng Fei , Ng Wei Hian , Tan Bee Lin , Gupta Shivangi 
Published: June 2014

Abstract
Kaizen, or rapid improvement processes, focuses on eliminating waste, improving productivity, and achieving sustained continual improvement in targeted activities and processes. This philosophy promotes small, incremental changes and when routinely applied over long periods results in significant improvements. The Kaizen strategy aims to involve workers from all levels and functions in the organization in working together to address or improve a problem or process. In addition to improved operational efficiencies and reliability of products and services, successful implementation of Kaizen also brings about a step change in HSE ownership which is driven to multiple levels of the organization. The journey in implementing the Kaizen philosophy in an Assembly, Maintenance and Overhaul (AMO) facility of a global oilfield services company in Singapore will be examined in detail. The immediate impact of the Kaizen implementation is a tidy, ordered work environment and an optimized work flow for processing equipment. Both have the effect of reducing exposure and risk, and overall improve human reliability. Sustained focus and involvement of employees also helps to shift the HSE culture barometer towards an Interdependent HSE Culture in the AMO facility. Specific initiatives like the 6S program that are part of the Kaizen implementation will be discussed in detail. The successes with Kaizen will not stop at the Singapore AMO facility. Ongoing efforts to expand the implementation to other AMO locations are underway. While there have been early successes, recognizing the varying level of infrastructure and support will provide some notable challenges when driving this philosophy across a multinational organization in the Asia Pacific region. Looking further afield, expanding the Kaizen philosophy into field operations offers exciting opportunities to further drive HSE excellence throughout the organization and perhaps serve as a model for the industry.
HES Assessments of Non-Operated Joint Ventures
Authors: Operational Excellence Audit Group _ 
Published: June 2014

Abstract
Chevron’s Operational Excellence (OE) management system is in place to sustain world-class performance across global operations in the areas of leadership, OE culture, process safety, workforce safety, and environmental management. Over the past several years, Chevron has been on a journey to create an enterprise-wide OE culture. Integral to the success of this effort is collaborative engagement with Non-Operated Joint Venture (NOJV) partners.
This paper summarizes the approach Chevron employed to design and implement a process for assessing the health, environment, and safety (HES) capabilities of NOJVs and NOJV operators, which is part of a long-term collaborative effort to support good HES performance.
Discrete Fracture Network Generation from Microseismic Data using Moment-Tensor Constrained Hough Transforms
Authors: Yu Xin , Rutledge Jim , Leaney Scott , Maxwell Shawn 
Published: June 2014

Abstract
Reservoir simulation and prediction of production associated with hydraulic fracturing requires the input of the fracture geometry and the fracture properties such as the porosity and retained permeability. Various methods have been suggested and applied for deriving discrete fracture networks (DFN) from microseismic data as a framework for modeling reservoir performance. Although microseismic data is the best diagnostic for revealing the volume of rock fractured, its incompleteness in representing the deformation induced presents a challenge to calibrate and represent complex fracture networks created and connected during hydraulic fracture stimulation. We present an automated method to generate DFN models constrained by the microseismic locations and fracture plane orientations derived from moment tensor analysis. We use a Hough transform technique to find significant planar features from combinations of the microseismic source locations. We have modified the technique by using an equal-probability voting scheme to remove an inherent bias for horizontal planes. The voting mechanism is a general grid search in the space of fracture strike, dip and location (respectively) with grid cell sizes scaled by uncertainty estimates . We constrain fracture orientations with weighting based on the moment-tensor orientations of neighboring events and their associated uncertainties. Using two case studies, we demonstrate that our automated technique can reliably extract the complex fracture network based on good matches with the event cloud trends and the input moment tensor orientations. We also tested the sensitivity of the technique to event location uncertainty. With increasing location uncertainty, the details of the fracture network extracted are diminished with events grouping to larger scale features, but the general shape and orientation of the fracture network obtained is insensitive to the location uncertainty.