bluuebunny/crossref_metadata_2025_split huggingface dataset:
UN Guiding Principles on Business and Human Rights: Simultaneous Implementation and Learning
Authors: Safavi Nili , Wild Elizabeth 
Published: June 2014

Abstract
BP and its peers have been addressing business and human rights matters since well before the arrival of the UN Guiding Principles on Business and Human Rights (UNGPs) in 2011. However, the UNGPs were the first clear articulation of the corporate responsibility to respect human rights. This has greatly influenced the industry’s approach to understanding and managing human rights risks. In BP, the UNGPs provided an opportunity to review how the company currently addresses potential human rights impacts, whether on communities, workers or others.
While the UNGPs may appear relatively straightforward, the cross-cutting nature of human rights makes implementation complex when applied in multinational energy companies. While there are parallels with disciplines such as environment and health and safety, human rights are far more cross-cutting. No one function can manage the whole topic: multiple functions, including Human Resources, Supply Chain Management and Ethics & Compliance, need to collaborate. The UNGPs ask companies to look beyond potential impacts of wholly owned and directly managed operations, to investments, joint ventures and business relationships, including suppliers and contractors. The multiplicity and complexity of business relationships, partnerships and subcontracting make this challenging.
This paper charts BP’s actions to align with the UNGPs over time, from the independent review of the company’s policies and practices in 2011, to the formation of an implementation plan in 2012, and more recently the development of a mechanism to review progress of the implementation plan. Lessons learned from the practical application of the UNGPs within BP have supported the evolution of the company’s implementation plan. The company’s approach to human rights governance seeks to promote clear ownership of practical actions by relevant functions, segments and businesses whilst also providing senior management overview of progress.
The corporate responsibility to respect human rights is achieved through continuous effort. Like health and safety, human rights issues require on-going management. By sharing the successes and challenges encountered along the way, BP hopes to contribute to the industry’s knowledge on this complex topic. The company is contributing to and benefiting from IPIECA’s human rights programme, a collaborative industry approach to developing good practice tools and guidance, which enables peer sharing and learning.
Are Enterprise Risk Management Frameworks Effective for Prioritizing Sustainability Risks in the Oil and Gas Sector?
Authors: Cort Todd , Gudernatch Sarah 
Published: June 2014

Abstract
As oil and gas companies seek to integrate management of environmental and social risks into business decision-making processes, many have looked to their Enterprise Risk Management Framework (ERM) as a tool to allow comparability of sustainability risks against traditional business risks. In theory, this approach would allow companies to identify risks ranging from climate change to community activism with appropriate perspective and to match these risks to an appropriate corresponding response. If successful, such an approach could lead to clear paths forward for integrating sustainability and social risks into Healthy, Safety and Environment (HSE) management systems as well as informing a communications strategy with shareholders, communities, regulators and other stakeholders.
Our research of disclosed risk factors from 40 oil and gas companies indicates that in practice, oil and gas companies have found it difficult to find common ground for assessing and quantifying sustainability risks against traditional financial risks. The most common result is the development of a separate, parallel, ‘materiality’ process for sustainability risks (and opportunities). While these materiality processes share some common characteristics with ERM frameworks, they do not allow companies to determine whether or not sustainability risks are as significant as traditional financial risks. Moreover, materiality processes frequently inform only communications and engagement strategies for companies rather than management processes (such as operational management systems).
As part of the research, we identify the three most common hurdles to the utilization of ERM frameworks for sustainability risk identification and prioritization: 1)Sustainability risks are inherently more difficult to quantify using traditional ERM criteria making comparability difficult or impossible on traditional ERM scales.2)Sustainability risks are frequently subjective - i.e. based on stakeholder perceptions - rather than the result of objective criteria such as regulatory requirements, cost or revenue potential. This means that successful integration of sustainability risks into ERM Frameworks requires access to stakeholder feedback in the ERM process.3)Time-scale of impacts. Sustainability impacts are also inherently longer-term than traditional financial impacts. Therefore ERM criteria must account for the relevance and weight of timeline to effectively compare both magnitude and probability of sustainability risks.
Risk Management in the Process Industry-New Directions with Bayesian Approach
Authors: Unnikrishnan G. , Al-Zalzalah F. , Shrihari Shrihari , Siddiqui N. 
Published: June 2014

Abstract
Safety is critical for process facilities. Considerable efforts are put in to design & operate suitable safety systems in these plants to prevent potential hazards from becoming accidents. The effort mainly involves understanding the potential hazards, analyzing their consequences and implementing mitigation measures required to protect the facilities.
First step towards mitigation of risks involves risk analysis, assessment and its management. Risk analysis requires identification and quantification of probabilities of occurrence of the hazards and its consequences. Process Hazard Analysis (PHA) techniques vary from simple checklists to Hazard and Operability Studies (HAZOP) and Quantitative Risk Assessment (QRA) requiring increasing levels of information. Of the above QRA represents the most comprehensive and widely used tool available today.
However, with increasingly complex facilities, it is questionable whether QRA can give the full picture about the risks. Researchers have pointed out that QRA has several limitations due to lack of accuracy in critical assumptions and failure rates and most importantly its inability to update risk during facility lifetime. Further QRA cannot fully represent the large number of causal factors including human and organizational factors and its interactions.
This paper will highlight the limitations of QRA and present the emerging Bayesian approach to risk management. Bayesian methods apply conditional probability statements to causal relationships that are represented as networks. Bayesian analysis has been used to model several systems in ecology, finance, artificial intelligence etc. It offers a number of advantages over conventional methods.
The paper will include study of typical process equipment failure using both conventional QRA and Bayesian methodology to illustrate the advantages of Bayesian approach. In summary, it will be demonstrated that such an approach can give new insights in to risk profile of the facility.
Evaluating Reputational Risk and Implications of a Major Accident Hazard in E&P Activities: A Qualitative Methodology
Authors: La Rosa L. , Petrone A. , De Ghetto G. , Rainaldi I. , Scataglini L. , Maccagni A. , Arena M. , Vantini S. 
Published: June 2014

Abstract
The Oil and Gas business is a technically challenging and risky industry where accidents can happen and have dramatic consequences. A major Accident Hazard and its aftermath can represent a catastrophe for an Oil company that will have to face production losses and asset damages, injuries to people or event worst loss of lives, environmental liabilities, fines and claims, and ultimately all the above most of the time is translated in a significant reputational damage.
Reputation can be defined as the whole of expectations and perception of stakeholders towards an organization; reputational risk is the threat to compromise such complex system of expectations and perception with consequent financial and non financial implications. Reputational risk can be regarded as hidden danger that can threaten the survival of the biggest and best-run Companies therefore its effective management is crucial for companies’ long-term success.
This paper proposes a qualitative methodology to evaluate reputational risk and implications of major Accident hazard in exploration and production operations.
The methodology identifies primarily reputational drivers, stakeholders and risk factors that can create a deviation between expectations and perceptions. The extent of a deviation between perceptions and expectations, caused by an event and relevant consequences depends on context variables that can amplify or lower the impact of the event on the system of expectations and perceptions of the stakeholders (e.g. geographical location of the event). The above mentioned elements are used to build a Risk Reputational Model that foresees the Definition of a Country profile matrix (summarizing the most relevant reputational drivers for the specific country under evaluation), a Matrix of Risks vs. Reputational Drivers (summarizing risk factors influencing reputational drivers relevant for stakeholders) and ultimately a Technical Analysis to identify probability of occurrence of the events affecting the critical drivers. The final step is the qualitative evaluation of reputational risk through the comparison of stakeholders’ expectations and results of the technical analysis. In the paper the methodology is thoroughly explained through a real case application on a company Oil and Gas Asset.
Enhancing Safety in Offshore Well Control by Applying Intelligent Drillpipe
Authors: Karimi Ali , Miska Stefan , Yu Mengjiao , Ozbayoglu Evren 
Published: June 2014

Abstract
One of the major concerns in drilling operations is gas kick detection and blow out control. If not detected early or properly controlled, gas kicks could be disastrous. Loss of human lives, polluting the environment (especially in deep offshore drilling) and financial losses are possible consequences of a blowout. Despite significant enhancements in offshore drilling technology, still conventional well control indicators are applied for gas kick detection in most of the offshore wells. These indicators are rudimentary and are not sufficiently reliable for drilling costly offshore wells.
Now, having access to continuous pressure data along the wellbore at very high rate and independent of drilling fluid type is offered by mounting pressure sensors on intelligent (wired) drillpipe. One of the most important applications of this new technology. However, in order to apply this technology for early gas detection, variations in annular pressure profile during entering gas influx to the wellbore should be precisely predicted.
To accomplish this goal, different involved regions are modeled and a numerical scheme and a transient gas kick simulator are developed to solve the equations. Simulator is validated with available two-phase experimental data (air-water) from a vertical flow loop (3 in X 1.66 in, 52.5 ft long) at The University of Tulsa. Based on the analysis of simulated annular pressure profile, methodologies are developed for early kick detection and determining its location for different drilling scenarios.
Obtained results indicate that during entrance of gas influx in Constant Bottomhole Pressure Technique of Managed Pressure Drilling (MPD), pressure at all sensors increases simultaneously. This criterion can be used for early detection of gas influx; furthermore, determination of influx location is conducted by monitoring variations in pressure derivative curve at each sensor. For this MPD technique, when gas influx reaches a certain sensor, pressure derivative starts to decline. This study shows that mounting pressure sensors on intelligent drillpipe can enhance safety significantly by shortening the gas detection time and monitoring its movement in the wellbore.
Visualizing Health Impact Assessment
Authors: Krieger G R , Laing M , Balge M Z , Balge Z 
Published: June 2014

Abstract

Description
Project impact assessments are driven by a combination of host-country legal mandates and internal company mandates. The suite of impact assessments now includes environmental, social, health and human rights. The impact assessments are occasionally ‘integrated’ into one large report that are typically thousands of pages, particularly when technical appendices are included. The documents have become so large and complex that it is problematic whether stakeholders, internal or external, can actually read and process these reports. Finding a better way to inform and communicate is essential. In a developing country setting, these documents are even more problematic given the low levels of literacy and the diversity of indigenous languages that are encountered. As part of the health impact assessment (HIA) process) we have developed a series of short stand-alone visualizations (i.e., the vHIA) that concisely present the relevant information in 4–7 minutes in relevant local languages. The visualization can be embedded into the Executive Summary section.

Results, Observations and Conclusions
Major oil & gas clients have commissioned a series of short visualizations as part of its overall HIA process. The visualizations are primarily focused on health but can easily include environmental, social and human rights in an integrated fashion. A sound track in relevant languages is also developed. The visualizations use cinematic language to tell a targeted story to a specific audience. Techincal story telling elements include sophisticated satellite/remote sensing imagery, GIS developed maps, still photography and onsite /location video and computer generated animation. The visualization can be tailored for specific audiences both internal and external. Internal versions are ideal for management presentations and can be posted on the project website or intranet. Examples of vHIA and vESHIA will be presented.
Water Worth Waiting for: Smart Water Management Reduces Environmental Impact
Authors: Monroe S. , McCracken D. , Kalbouss R. 
Published: June 2014

Abstract
Public scrutiny of all oilfield activities and regulations regarding water usage is becoming progressively more restrictive, so the need for water reuse has never been more important. Water is essential to oilfield operations. Sourcing, storage, logistics, production, and disposal of water represent huge costs to our industry, but can have major impacts on the environment. Smart water management saves money and yields environmental benefits.
Smart water management integrates the well and water life cycles to holistically design a system that reduces, controls, and reuses water. This approach reduces unproductive water in the formation, proactively controls water-induced issues (such as scaling and bacteria), and maximizes reuse of produced water. The results are better productivity, less freshwater usage, better logistics (reducing heavy truck traffic), and improvements to the environmental footprint.
Subsurface water shutoff treatments, like water inflow detection, mechanical shutoff tools, permanent cement retainers, and gel and chemical remediation for water conformance, effectively decrease unproductive water in producing wells to extend the life of oil and gas fields. Minimizing water production at the source reduces energy required for lifting as well as trucking, which translates into less associated emissions and road damage.
Flow assurance can be improved by solid chemicals that counteract water-related bacteria and corrosion, as well as inhibit scale, paraffin, asphaltenes, and salt. These solid chemicals minimize safety hazards because they are mixed onsite, making it safer for transportation and spill mitigation.
Surface water treatments using environmentally preferred solutions such as chlorine dioxide, electrocoagulation, and filtration enable operators to reuse produced and flowback water in hydraulic fracturing fluids. Virtually any oilfield water can be treated. Unwanted water is converted into reusable water onsite, further reducing disposal, trucking, and emissions.
Technology and best practices exists for smart water management, and it’s good for the environment, too. This paper will detail the best of these technologies and give examples of best practices that have saved operators money, improved production, and reduced their environmental impact.
Elgin G4 Gas Release: What Happened and the Lessons to Prevent Recurrence
Authors: Henderson Dean , Hainsworth David 
Published: June 2014

Abstract
The Elgin installation is located in the North Sea, approximately 200km east of Aberdeen, Scotland. The facilities consist of a Process, Utilities and Accommodation platform with a bridge linked WellHead Platform (WHP).
On 25th March 2012, Well G4 on the WHP suffered an uncontrolled release of hydrocarbons to atmosphere. This release resulted in the full evacuation from the Elgin installation and from the adjacent drilling rig.
Immediately following the release, significant resources were put in place to ensure that the required emergency response was effectively managed and implemented. These resources managed both the initial response and evacuation, and the ongoing on-site situation until well control specialists killed G4 with heavy mud on 15th May 2012.
Significant preparatory work was required to pump heavy mud into G4. This included detailed hazard assessment of the gas release, and the potential consequences should it have ignited. It also included carrying out risk assessments for each stage of the recovery to ensure the safety of personnel.
Following the well kill operation, routine personnel returned to the installations to secure G4 with cement, and to prepare for the re-start of production.
Production re-started from Elgin on 9th March 2013, following a comprehensive re-assessment of the risks from the wells. This re-assessment involved demonstrating that the risks from the wells to personnel are reduced to a level which is As Low As Reasonably Practicable, and was formally assessed by the UK regulatory authorities via the "Safety Case".
This paper focuses on what happened, the lessons learned and the measures put in place to prevent recurrence. More specifically, this paper will describe: the incident, in terms of the uncontrolled hydrocarbon release which occurred, the associated leak path and the emergency responsethe work associated with killing G4 with heavy mudthe incident investigation carried out and the associated causesthe action taken to ensure that lessons have been learned to prevent recurrencethe re-evaluation of well integrity, and development of well integrity "criteria"returning the offshore facilities to a fit for purpose condition to allow production to be restartedthe role of the Safety Case and how it was used to demonstrate to the UK regulatory authorities, and to the workforce that production could be safely restarted.
Leveraging Sustainability in the Oil and Gas Supply Chain
Authors: Dell Jan , Hart Virginia 
Published: June 2014

Abstract
Successful project execution and business operations depend on the performance of a strong supply chain. Weak links in a supply chain may be caused by a range of drivers beyond the safety, financial, quality and schedule indicators that have historically been considered in supplier selection and management. Sustainability aspects including environmental, social and governance issues can weaken supplier performance by causing lost production, supply interruptions, schedule delays, material inefficiencies, price increases, safety impairment, regulatory violations, employee issues and community resentment.
This paper describes elements of ConocoPhillips’ Supply Chain Sustainability program as expanded in 2013 to support the improvement of our project execution and operations management through strengthening our supply chain on sustainability drivers that impact our business. A summary of the benefits of collaboration on sustainability issues to both oil and gas companies and suppliers is presented.
Implementation of Life Cycle Assessment at Chevron: Lessons Learned and Good Practices
Authors: Lilien J. P. , Jin H. , Gloria T. P. 
Published: June 2014

Abstract
This paper describes Chevron’s recent research, development, and implementation work on Life Cycle Assessment (LCA). It starts by discussing the potential value of LCA as a risk management tool for the oil and gas (O&G) industry, including identifying potential "hotspots" early in the technology or project development process; assessing potential trade-offs between environmental indicators; and addressing increasing stakeholder concerns regarding the energy intensity, greenhouse gas emissions, and water consumption of O&G operations. The paper then describes a series of proof of concept studies Chevron has conducted applying LCA to real-world O&G case studies to assess the business value of the methodology and determine how to best integrate it within existing environmental assessment, engineering design, and business decision-making processes. Specific case studies discussed include evaluation of an innovative production technology and management of "end-of-life" issues (remediation planning) at an existing industrial facility. Finally, the paper identifies lessons learned / good practices for implementing LCA within the O&G industry and presents a proposal for the formation of an O&G industry work group to define LCA indicators that are most relevant to our industry; assess the quantity/quality of existing life cycle inventory (LCI) data sets; and develop a plan to fill identified gaps.
The Social Side of Unconventional Oil and Gas in Latin America
Authors: Snodgrass Mary Beth 
Published: June 2014

Abstract
Operators seeking to explore and extract unconventional oil and gas in Latin America need to carefully identify and assess social risk and impacts, using tools such as social and human rights due diligence, social impact assessment and community consultations. The U.S. experience shows that not having a sufficient understanding of social risks and impacts has led to unanticipated changes in socio-economic hierarchies and dynamics, loss of regulatory and social licenses to operate, and investor demands for better performance. This article explores the U.S. experience and Latin America's socio-economic and political context, highlighting issue areas and challenges in the countries identified as having unconventional oil and gas reserves. By highlighting Latin America’s unique administrative framework, property rights, water, infrastructure, Indigenous groups, conflicts, and insecurity and workforce, international operators and investors will have a better understanding of potential social risks and impacts. This article concludes with several recommendations on how international operators and investors can better prepare for entry, engage stakeholders and develop projects sustainably. Applying these recommendations will help operators succeed in a new era of energy in Latin America that not only brings economic value to corporate and public sector actors but also creates shared value and lasting legacies.