bluuebunny/crossref_metadata_2025_split huggingface dataset:
Documenting Failure or Driving Business Performance? Developing and Delivering Onshore Exploration and Production Audit Programs
Authors: Taylor Paul 
Published: June 2014

Abstract
This paper presents lessons learned from case studies in onshore exploration and production (E&P) audit program development and delivery. The objective is to outline and describe an audit methodology that will allow the E&P Company to improve business performance through an effective audit program.
Many companies use audit programs to measure the effectiveness of both management systems and environmental, health and safety (EHS) staff process fluency. While many audit programs focus on internal and external findings, they often fail to adequately address the root cause of poor EHS performance.
Meeting these challenges requires a new, integrated approach to assessing and managing EHS risk. Advanced audit programs that move past traditional techniques create a culture of risk control, compliance and EHS that is behavior based. Understanding how to drive these values into the organization on the ground level is a key component to shifting the organizational view of EHS audits from failure documentation to business performance improvement.
Implementing an integrated audit program does not eliminate the risk of non conformances however, it does allow managers to: 1) understand and assess the EHS risk to their business, 2) implement a prioritized risk mitigation program and 3) create a culture of performance improvement. This paper will identify mistakes made during typical program design and discuss simple yet profound recommendations to help your audit program drive business improvement.
Target Zero: The Challenge of Achieving Sustainable Safety Excellence
Authors: Thanajaro Thananan 
Published: June 2014

Abstract
The Montara incident in 2009 is a wakeup call for Safety, Security, Health and Environment (SSHE) transformation in PTTEP. It has proved that SSHE is a License to Operate and has triggered for SSHE transformation. In 2011, the organization was reformed in an effort to strengthen the corporate oversight and to grow in an international arena. The ultimate goal has been set to achieve Target Zero - zero incidents, zero injuries and zero spills. Achieving this challenging yet achievable goal starts with taking a big step back to identify how SSHE is perceived by the entire organization, including contractors. The "Step Change in SSHE Roadmap" has been developed as a paradigm shift in SSHE culture and to treat SSHE as a core value that must be integrated into every aspect of the business. The roadmap articulates a set of strategies, or 5 Acts, for moving toward Target Zero.
The 4S approach was adopted to drive the Roadmap, i.e. Study, Story, Segment and Strategic Communication & Sustain. The first approach, Study, is to understand the current state and develop clear and concise strategic SSHE direction. With a clear direction, we can paint the picture (Story) of where the company is and what it is going to be. The right campaigns are then need to be delivered to engage staff at all levels (Segment), e.g. cascaded SSHE KPIs, leading and lagging indicators, from CEO to individuals, SSHE plan for all functional groups, SSHE line partners, Service Level Agreement (SLA), etc. Finally, the strategic direction and campaign need to be communicated across the organization.
The roadmap and 4S approach has proved a significant improvement in the overall company statistics. At the end of 2012, LTIF reduced by 45% from 2011. The result from LTIF external benchmarking among OGP members also showed that PTTEP has moved from the bottom quartile in 2008 to top quartile in 2012. This is a remarkable step towards Target Zero.
Achieving SSHE excellence is all about appropriate interventions and sustained focus. It is a task of everyone to move from "SSHE is a burden" to "SSHE is how we do business around here".
SEMS after the Audits
Authors: Sutton Ian 
Published: June 2014

Abstract
Audits of the Safety and Environmental Management Systems (SEMS) rule were scheduled for completion by November 15th 2014. This paper reviews the early results from those audits. It is concluded: Of 84 operators, all but 12 submitted their audits.Some of the non-compliant companies have been required to shut in operations. In some cases the senior managers must state that they are in compliance with the SEMS rule under threat of criminal penalties.Not sufficient information has been provided in the audit reports to allow BSEE to reach in-depth conclusions about overall SEMS issues.
BowTie and Job Hazard Analysis: A Case Study to Communicate the Barrier Philosophy as it relates to Process Safety in Well Operations
Authors: Boncan John Gil 
Published: June 2014

Abstract
The purpose of the case study is to evaluate the BowTie Risk Analysis as an effective communication tool to inform field personnel of the Baker Hughes’ multi-barrier approach to well safety and ways to manage risk during operations. Recent findings highlighted that employee awareness and effective communication are fundamentals for a comprehensive risk mitigation strategy. An evaluation was performed to ensure the current risk assessment tools successfully communicated the multi-barrier approach to field employees. Traditional process safety assessments such as the Hazard and Operability Study (HAZOP) and Failure Mode Effect Analysis (FMEA) are difficult to understand and challenging to communicate. The difficulties led to research for an effective method to succinctly communicate the risks to field personnel. The BowTie Analysis was determined to be the best method, because it provides a clear visual risk assessment. To further define the usefulness of the BowTie, an assessment at the field level was conducted to ensure effective use of the BowTie at the job site. The BowTie and Job Hazard Analysis (JHA) is a technique to introduce process safety along with the existing JHA for personal safety. The tool clearly illustrates the barriers associated with well control to employees and the effect if a barrier is compromised. Additional field-derived recommendations were incorporated to the tool to improve barrier communication. The tool further enhances process safety awareness and identifies risk during pre-job assessments.
One Company’s Upstream Water Resources Management Guide
Authors: Lunn Stuart R.D. , Decatur Mark R. , Allen Michael L. , Mire Rick A. 
Published: June 2014

Abstract
Water is a necessity for society, economic development, and the well-being of the environment. Freshwater is not distributed equally around the world, and consequently many regions experience seasonal or longer-term water shortages or excesses. With increasing population and growth in economic development, stress on water supplies is contributing to natural water shortages in some regions. While water use in the petroleum industry is not intensive on a regional basis relative to other users, it can be material at the local scale. Thus water resource management is increasingly recognized as a priority area for global operations. While water issues are often highly location and situation-dependent, our company has developed a standardized guide to water resource management for Upstream oil and gas production projects and operations. The Guide provides environmental, regulatory and socioeconomic (ER&S) practitioners with a consistent and effective methodology to identify, assess and manage water resources-related risks (and opportunities). The Guide has four steps, each with embedded and scalable tools for application by ER&S advisors, local operations advisors, and Corporate subject matter experts; these are: Data Acquisition, Data Analysis, Risk Assessment and Risk Management. Rather than develop an entirely new management system, the Guide was designed to complement existing internal environmental and socioeconomic management and risk assessment/mitigation systems and processes. Application of the Guide is anticipated to result in the enhanced recognition and management of water resources-related risks, decreased capital and operating costs, fewer project and operational delays, improved environmental performance, and a sustained social license to operate.
Recent Advances in Oil Spill Response Technologies
Authors: Nedwed Tim , Palandro David 
Published: June 2014

Abstract
The use of unmanned aerial systems (UAS) has significantly increased for a variety of tasks over the past decade. ExxonMobil is currently evaluating two applications of these technologies to enhance industry’s oil spill response capabilities.
One of these application is to adapt UAS for offshore spill detection. It is well known that oil slicks are challenging to detect by an observer on an offshore vessel even when the slick is only a few tens of meters away. Aerial observers in planes or helicopters are often used to direct response vessels to remote slicks because of this. During larger marine recovery operations, there is a limit to the number of manned aerial vehicles that can be deployed. In addition, remote observation techniques often cannot determine which part of a large oil slick contains the thickest oil. There is a rule-of-thumb that 90% of the oil is located in 10% of the slick area. Thus directing response vessels to the thickest parts of the slick is critical. One concept we are evaluating is the use of small UAS for deployment on oil spill response vessels to allow each vessel to detect not only the slick location but also determine the thickest part of the slick.
The second application of UAS we are evaluating is for offshore in situ burning. Herders are a product that has been under development for several years to enable in situ burning without the need for fire-resistant booms. Herders are made of surfactants that cause an oil slick to rapidly contract and thicken when sprayed on the water surface around the slick perimeter. Only a small amount of herder is required to thicken even large oil slicks. UAS are commercially available to spray insecticide / herbicide on crops. We are looking at using this commercial technology as a platform to spray herders and then ignite the herded slick for offshore oil spills.
This paper summarizes development activities for these technologies.
Point Thomson Project’s Alaska North Slope Borough Community Engagement Program
Authors: Schmidt Rachel 
Published: June 2014

Abstract
The Point Thomson Project (PTP) is a remote gas cycling project on the coast of Alaska’s North Slope. The closest community to the project site is Kaktovik (population ~300 people), a Native Inupiat village located 60 miles to the East of the PTP. The PTP works with Kaktovik, as well as the North Slope Borough (NSB) municipal government in Barrow, on community engagement activities and project approvals. Maintaining open communication is critical to fostering a good working relationship with the local community, which in turn is essential to the success of the project. This requires frequent and ongoing consultations and action/feedback from the project to address community concerns. A community engagement program was initiated in 2008 and has continued to grow and strengthen as the PTP progresses. The PTP strives to further develop and maintain the robust community engagement program with Alaska North Slope communities to ensure local concerns and issues are effectively addressed, which builds trust, understanding, and strong working relationships. This community engagement program has also been critical to the success of PTP’s local NSB permitting process.
One Company’s Angola Sickle Cell Program
Authors: Andrade Vanda , Arango Margarita , Abreu Suzana , Flores Irene 
Published: June 2014

Abstract

Chevron Angola Sickle Cell Program
Sickle cell disease is an inherited blood disorder characterized by misshapen red blood cells, susceptibility to infection, hemolytic anemia, sporadic blockage of blood vessels, and chronic organ damage. The sickle cell gene arose as a genetic selection against malaria. Currently all newborn infants in the United States are tested for sickle cell disease at birth as part of a national screening program, which allows prompt diagnosis, followed by early identification, and preventive care and treatment. About 3000 infants are diagnosed with sickle cell disease each year in the United States.
In Africa, the problem of sickle cell disease is much greater, due to higher sickle gene prevalence. Newborn screening for sickle cell disease does not exist in most parts of Africa, and affected infants often die from infection or anemia. It is estimated that over 300,000 affected births occur annually, but 50–90% die before age 5 years. Sickle cell thus contributes substantially to the under-5 mortality in most sub-Saharan African countries. In Angola, for example, an estimated 12,000 babies are born with sickle cell diseases each year but most will die without a correct diagnosis. Angola has just one sixteenth the population of the United States, but at least four times the number of babies born each year with sickle cell disease.
In March 2011, the Republic of Angola entered into a public-private partnership with Chevron and Baylor College of Medicine/Texas Children’s Hospital to develop a comprehensive sickle cell program.
Safety Captain: a Safety Leadership Program
Authors: Capote Wilmer 
Published: June 2014

Abstract
One of the major challenges for a company’s health, safety and environment (HSE) organization is to engage a significant part of its workforce in key HSE programs and campaigns. Participation of the workforce may not always meet expectations, and as a result, companies have been reacting in many different ways and have tried to apply various strategies—from recognition programs to accountability initiatives—to try and improve participation in HSE activities.
An oilfield services company’s HSE organization launched a safety leadership program seeking to increase the participation of its employees in specific HSE programs and activities. This paper presents an overview of this Safety Captain, All Leaders program, which was launched in Mexico during early 2013 with potential to expand its application worldwide. The case study presented included participation by rig contracting companies and their employees.
Facility Siting and Routing with a Focus on Sustainability
Authors: Motherwell Jonathan , Weinbel Cory 
Published: June 2014

Abstract
Site selection and pipeline routing has been historically led by facilities engineers with the environmental and social team(s) following with a screening and ranking process. This frequently leads to conflicts within the project development team as both groups tend to pick their favorites early on and then struggle to defend their preferred choices. The lead author, a civil /geotechnical engineer by training, has been involved with siting / routing analyses from both perspectives over a 35 year career.
Ideally, an integrated team of engineers and environmental and social scientists is formed to screen and rank sites / routes such that the selected short list satisfies both project requirements while being sensitive to environmental and social issues and concerns. Both technical and non-technical aspects need to be considered. Desk top studies followed by field visits and preliminary mapping supports this process. Once the preferred sites / routes are identified, detailed investigations (including an environmental, social, and health assessment -ESHIA) are conducted to select the preferred alternative. This approach leads to petroleum facilities which are designed, constructed and operated in a more sustainable manner.
The authors review this preferred siting and routing process using several case studies, including historical and recent projects in Africa and South America. The most recent project in a remote area of Northern Mozambique has used the integrated approach in a proactive and successful manner.
This siting and routing methodology is recommended to project executives and project managers developing facilities in sensitive and / or remote areas.
Oil Spill Response: Captive Balloons Rise Up High!
Authors: de Vals Bruno 
Published: June 2014

Abstract
When an oil spill occurs, time is critical: the oil slick must be identified as soon as possible, followed permanently and its drift must be anticipated as much as possible in order to take the right decision and put the recovery equipment in the right place. That’s the reason why Total decided to develop a captive balloon specifically dedicated to the follow up of drifting oil slicks. The balloon is held in position at 150 m (500 ft) above sea level, above the ship in intervention. Two digital cameras are suspended to it, one of them being an infrared/thermal one. This device leads to visualisation of the hydrocarbons during the day and night. That’s a real plus for the rescue team which until now faced serious difficulties to determine the position of the response boat with regards to the oil slick from the deck due to the acute angle of observation and reflection issues.
The equipment is made of two parts: the balloon itself (8 m3, filled with Helium), and a stabilised turret, equipped with two cameras, which weighs less than 3 kg (6 pounds). Software installed on the ground station which can be positioned on the upper deck on the boat analyses the images from the cameras (transmitted by radio wave) and steers the cameras. Particular attention has been drawn to ease of use and rapidity of unfurling: within 10 minutes the balloon is filled with Helium, and overall the whole equipment is ready within 1 hour. The paper will present the balloon and provide details on the various steps from the reasons to develop such a piece of equipment, the difficulties met during its development, and the results obtained so far.
Critical Measurements for Increasing Effectiveness of Management System Control
Authors: du Preez Anton 
Published: June 2014

Abstract
There is a growing requirement for organizations to implement standardized management systems to reduce non-compliance or non-conformance such as ISO 9000, ISO 1400 and various industry-specific HSE programs such as API RP 75. These standards provide a general system structure and are normally implemented as a "compliance based" system. Their implementation does provide an initial reduction of incidents of non-compliance but in time could provide reduced levels of continued benefit while related cost remain level or even increase. Providing a simple framework for the measurement of critical system variables (leading indicators) will assist management in the alignment of such systems to the risk exposure profile in their respective organizations, thereby increasing the effectiveness of the management systems and the return on investment.
The current status in industry is that the degree of management system effectiveness is based around the measurement of system failures ie. incidents, issuance of non-compliance notification and legal exposures. (HSE Executive – Dec 2001)Ref 1. This is a reactive rather than a preventative measure and by definition not the optimal method in managing risk exposures
Complex adaptive systems are special cases of complex systems, often defined as a ‘complex macroscopic collection’ of relatively ‘similar and partially connected micro-structures’ – formed in order to adapt to the changing environment, and increase its survivability as a macro-structure – (Guptha andAnish 2012). Ref 2
SME Development among Aboriginal Communities in Canada
Authors: Bourgouin France , Oxman Michael 
Published: June 2014

Abstract
After years of tense confrontations between industry and Aboriginal communities in Canada, there is growing acceptance among all parties of the importance of building mutually beneficial development goals. This coincides with global public recognition of the importance of indigenous perspectives in development decisions and consultation processes aligned with the unique needs of Aboriginal communities.
This paper aims to explore trends and success factors in establishing mutually beneficial business practices for the oil and gas sector and Aboriginal communities in Canada. It will specifically focus on challenges and opportunities for extractive industry companies in supporting SME development among Aboriginal communities. Our findings are based on our own experience with companies and indigenous organizations, interviews with business owners and Aboriginal leaders, field observations of peer company practices, insights from conference proceedings highlighting Aboriginal and non-Aboriginal business initiatives and literature review.
Evolving Strategies in Enhancing Preparedness to Oil Spills in Asia Pacific
Authors: O’ Driscoll Declan 
Published: June 2014

Abstract
In the past four years, since the Montara and Macondo oil spill incidents, our industry has become particularly focused in strengthening our preparedness and response capability to upstream incidents.
This is in contrast to the late 1990’s and early 2000’s, when the focus was very much on maritime related oil spills. In Asia, the Evoikos (1997) and Natuna Sea (2001) oil spills in the Straits of Singapore raised particular concerns amongst regional governments on issues relating to transboundary responses, as well as the recovery costs incurred by governments in the cleanup and compensation for those economically impacted by the spills. The Prestige (Spain 2002) oil spill further highlighted the issues of a transboundary response while the Solar 1 (2006) in the Philippines and the Hebei Spirit (2007) in Korea further demonstrated the region’s exposure to maritime related oil spills.
From an industry perspective, the Evoikos and Natuna Sea spills provided a litmus test on how an industry established Tier 3 centre would be of assistance in a major incident. East Asia Response (EARL) was established in 1993 as a regional Tier 3 centre. Singapore was chosen as the preferred location for the centre due to the heavy tanker traffic passing through the Straits of Singapore from the Middle East to north East Asia and for its major oil refining and storage infrastructure.