bluuebunny/crossref_metadata_2025_split huggingface dataset:
Coastal Shoreline Crossing Using Horizontal Directional Drilling for Pipeline Installation Achieves Excellent Environmental and Social Outcomes
Authors: Howitt L. , Smith M. Lincoln , Blount C. , Branson P. 
Published: September 2012

Abstract
As part of the Devil Creek Development Project, Apache successfully used horizontal directional drilling (HDD) with a delayed break out as the installation method for the shoreline crossing of a new gas pipeline at Gnoorea Point, 45 km southwest of Dampier, Western Australia to achieve excellent environmental and social outcomes.
Technical, environmental and community engagement challenges included an HDD reach distance of 1.85 km, a delayed break out technique, hard complex and variable geological strata, the HDD exit point in shallow water (6 m) and surrounded by benthic habitats consisting of corals, seagrass and macroalgae within a Marine Conservation Reserve, stringent regulatory requirements and the onshore drilling location directly adjacent to a heavily used camping area and a public boat ramp with adjacent beach.
A Corporate Health Research Ethics Program: The First Decade (2002–2012)
Authors: Lerman S. E. , Lavelle K. 
Published: September 2012

Abstract
Protecting human study subjects from risk or harm is a long-recognized imperative of ethical research. Title 45 CFR Part 46 of the US Code of Federal Regulations, known as The Common Rule, regulates research ethics for most federally-funded human research, but does not apply to research that is privately funded.
Private entities also benefit from instituting formal ethical procedures to guide the conduct of human research that they sponsor or conduct. The primary reason for undertaking such efforts is to protect study subjects from undue risk or harm, while maintaining scientific rigor. An additional benefit may be the enhanced credibility such a program may confer to the validity of industry sponsored/conductedresearch.
This paper describes a program establisihed in 2002. The ExxonMobil Health Research Ethics Program consists of five key elements that include: (1) A Health Research Ethics Committee (HREC) and (2) Formal written Guidelines; (3) A three-tiered review (4) Annual training of both HREC members and potential study investigators (5) Annual Program
Water Use in Canada's Oil Sands Industry: The Facts
Authors: Lunn Stuart 
Published: September 2012

Abstract
Canada's oil sands industry is often perceived as having poor environmental performance. One focus area is the use of water for oil sands production. Bitumen from oil sands is produced by surface mining or by in-situ thermal extraction. Both technologies are water-based. The oil sands deposits are situated in northern Alberta where the river basins have 87% of the provincial average annual water supply but only have 13% of the demand. Oil sands operators have made significant progress in improving freshwater use efficiency and water use represents a small and sustainable percentage of natural supply. For in-situ production, steam is injected into oil sands reservoirs to reduce the oil viscosity to allow its recovery. As an example of continuous improvement, the Imperial Oil Cold Lake in situ oil sands operation has improved freshwater use productivity by 90% since 1985 through produced water recycling and the use of deep saline groundwater. The in situ oil sands industry will remain a sustainable water user into the future (2030) using an estimated 0.04% to 0.09% of available supply from the 3 river basins where they are situated. For oil sands mining, water is used to transport and extract bitumen. Most of the source water comes from the Athabasca River. In 2011, the oil sands mining industry used 0.54% of the average annual flow and 3% of the lowest 2011–2012 winter weekly flow. For growth forecasts to 2030, it is estimated that the oil sands mining industry will require 1.4% of the average annual flow of the Athabasca River. Overall, by 2030, it is projected that the entire oil sands industry will use less than 0.4% of Alberta's average annual water supply to produce 80% of Canada's total oil production.
Safety Begins (and Ends) With Management
Authors: Threadgold Ian M. 
Published: September 2012

Abstract
Safety cannot be left to chance otherwise incidents are more likely to occur. Safety has to be properly managed. "Safety Begins With Management" should be an important philosophy, corporate value or safety policy element for any organization that is serious about the safety and wellbeing of its employees, workforce, contractors and any visitors or stakeholders at its facilities or worksites.
"Safety Begins With Management" however, has multiple meanings, all of which are critical to good safety performance and continuous improvement with an organization.
Firstly, the Management of an entity (the senior people who run the company) must show a real commitment to safety and exhibit visible and believable leadership, and steer development of the organizational culture to this end. The information presented in this paper includes guidance on leadership, actions that leaders must take and things they must not do, as well as ideas to improve management visits to the worksite.
Secondly, there are processes that should be utilized for key aspects of an operation such as management of risk, change or contractors for the purpose of keeping the workforce safe. Finally, management systems must be used to control the various facets of a company's activities and not just for occupational health and safety. So "management" refers to people, processes and systems in its varied meanings.
A comparison of management system models discusses the problems with using regional or national standards versus a global standard. It is also concluded that the management system model that was enacted into law in the US after the Macondo incident may not have been the best choice.
The paper looks at the unique success story of The Offshore Drilling Company and how it's "management" was a critical component to its amazing turnaround.
The author feels strongly that safety not only begins with "management" but, if the various aspects of management are not all in place and working effectively, then safety can end (that is incidents will occur) due to failings of management. Without these key controls, incidents are more likely to occur and people more likely to be injured, even fatally.
NORM Disposal in Australia
Authors: Crouch Dean , Stoney Eleanor 
Published: September 2012

Abstract
This paper examines the challenges associated with NORM disposal for the offshore oil and gas industry in Australia. This paper will address the Australian regulatory context and ‘textbook’ disposal alternatives and identify the approved avenues for disposal. Whilst this paper will reflect on how NORM is managed to minimise personnel and public exposure to NORM, in essence this paper will review regulatory considerations required for NORM disposal. This paper attempts to answer the question of, where to now with NORM disposal in Australia?
The accumulation of Naturally Occurring Radioactive Material or "NORM" can occur during hydrocarbon production. During the extraction of hydrocarbons and associated formation fluids, some radioactive materials may become entrained and precipitate out of suspension in the form of sulfate and carbonate scale, sands and sludge. NORM has also been known to occur where there is a commingling of reservoir fluids and where there is a significant temperature or pressure decrease (i.e. as fluids flow from the production tree towards a production facility). For example, the injection of sea water has been known to assist in the formation of NORM as it can introduce sulphates to the reservoir which start to precipitate due to the reservoir containing soluble barium and trace concentrations of Ra-226 and Ra-228.
NORM in the offshore petroleum industry is typically identified as Radium (usually Radium-226 and Radium-228) and Thorium (usually Thorium-228). These isotopes are purely radioactive and have no nuclear application. NORM activity levels have been observed to range from:
Process Safety Focused Management Walk-Arounds for an Offshore Facility
Authors: Bertrand Meg , Zartl-Klik Angelika 
Published: September 2012

Abstract
Management Walk-Arounds are known to focus on occupational safety related items, rather than the less tangible technical items and management systems, like those which support process safety. Therefore, a management Walk-Around guide sheet has been developed, for offshore installations, which helps the observer look at process safety related practices, even if they are not a process safety or technical expert.
The intent of the process safety walkarounds is twofold. First, to gather information about the functionality of systems which support process safety, i.e Management of Change, Management of Overrides, Maintenance of critical elements, etc. Second, to increase awareness about these processes, both for the personnel who have a role in carrying out aspects of process safety management and for the managers/observers completing the walkarounds. This is accomplished through a combination of dialogue and site inspections.
A series of recommended questions was developed for each of the identified process safety systems. The questions are not aimed at identifying "non-compliance" but simply to understand how the system or process in question is functioning and to help the operator to begin thinking about their role. For example, within the procedures one question is how often they find errors in the procedures and what they do when they find one or how often they do not find a procedure they need, etc. Added to this is a set of specific questions, aimed at getting specific system information, for example, how many alarms rang in over the last hour, is a specific gas detector, located during the site inspection portion, found in the maintenance management system, etc.
Trends, from compiled data of several walkarounds, show system functionality and can be used to focus improvement efforts. First results will be shown using walkaroundsfrom 2011/2012.
Creativity, Interaction and New Media; 3 Elements to Talk About Health and Safety at the Workplace in an Effective Way
Authors: Scotti Davide , Matking Darren B , Vannetti Giuseppe 
Published: September 2012

Abstract
Very often, verbal communication, even if supported by powerful promotional channels and high-impact formats, is not sufficient to capture the interest of a target audience and enable assimilation of the desired message. If we add to this the lack of familiarity with the topic and its apparent complexity, the objective becomes even more difficult to achieve.
This, all too often, is what happens in the case of health and safety at the workplace. It is therefore crucial to find strategies for highly interactive communication, enabling the direct involvement of the target audience and better transfer of the message to spread.
This was the reasoning behind the initiative "28th April – World Day for Safety & Health at Work" – Video Competition, which was promoted all over Saipem world on 28 April 2011.
Third Party Certification in ISO 14001 & OHSAS 18001: Do these Certifications Really Add Value? An Ecuadorian Experience
Authors: Romero Joaquin 
Published: September 2012

Abstract
Over the past years, organizations were tasked with implementing a new HSE Management System. In addition, many of the Exploration & Production companies were requesting Oil Services Companies (OSC) to have their Management systems certified to meet ISO and OHSAS standards and this trend continues today.
The question for the OSC is Do these Certifications really add value? Most organizations have HSE Management Systems with different degrees of complexity implemented, but most are not third party certified to a standard. The current market tendency is forcing the OSC to obtain an external certification, and consider it as a market differentiator.
This paper will demonstrate third party certification is not necessary to improve HS&E performance and to determine that external certifications are not contributing to market share gain or loss by OSC who maintain third party certifications.
This conclusion is based in Key Performance Indicators and HSE MS performance of E&P Companies in Ecuador who maintain third part certification of their Management System. By simply applying the principles of an international standard HS&E MS, without an external certification, OSC are able to produce outstanding HSE performance.
This result changes the focus of the E&P Oil Producers to establish internal controls for effective contractor management and for the OSC to implement a reliable HS&E MS.
Fatigue Risk Management Program – A Fit for Purpose Approach
Authors: Ryan Noel D. , Abassi Huma 
Published: September 2012

Abstract
Excess workplace fatigue is a risk to safe operations and has been recognized as a contributing factor in recent industry incidents including Texas refinery explosion. API Recommended Practice 755 now requires refineries, petrochemical and chemical operations, natural gas liquefaction plants, and other facilities such as those covered by the OSHA Process Safety Management Standard to establish Fatigue Risk Management System (FRMS) policies and procedures. Chevron has implemented programs for refining and chemicals operations to address the risk of fatigue and is in the process of expanding these guidelines to cover other operations as well.
The scope of FRMS guidelines includes workers on rotating shifts, extended hours/days, or callouts and those involved in process safety sensitive actions. Chevron existing pilot programs in select operating units in its U.S. Refineries, Upstream Gas Plants and Chemical Plants. Upon completion of the pilot programs, the FRMS system will be deployed in the remaining Process Safety Managed facilities in the United States and refineries in Canada and South Africa.
The following areas are addressed based on guidelines: (1) Staffing Workload Analysis – performing initial and periodic assessment of the staffing balance; (2) Hours of Service Limits – establishing management exception processes and compliance; (3) Employee/ Supervisor Training – identifying causes, risks and potential consequences of fatigue and recognizing at risk employees; (4) Fatigue in Incident Investigation – determining if fatigue is a root cause or contributing to incidents; (5) Work Environments – determining changes that can affect alertness and fatigue risk and (6)Prevention and Management of Medical Conditions - providing sleep disorder screening and support resources.
Next steps include evaluating how the FRMS guidelines may apply to Chevron's global workforce. Our international locations include off-shore production platforms, camps and shipping vessels where employees may work 12-hr. shifts for 28 days on/28 days off. The next wave of this project will determine which of the identified guideline areas will apply to each of these locations.
Social Responsibility & Management Systems: Elevating Performance for Shale Gas Development
Authors: Padilla Aaron 
Published: September 2012

Abstract
This paper presents findings on the effectiveness of management systems to elevate social performance, illustrated by two case studies of shale gas development in the United States and Europe. This paper provides practical insights to the upstream oil and gas industry on (a) using management systems to drive a higher level of social performance for shale gas development and (b) generally integrating social performance even more effectively into management systems. The case studies illustrate several benefits driven by management systems: increased organizational focus and identification of resourcing needs through deliberate planning, performance innovations to meet stakeholder expectations and concerns, an ability to meet the challenge of community-level engagement with underlying confidence in processes. The company's experience in these case studies also illustrated a difference between the environment, health and safety (EHS) function and the external affairs function in the extent that the management system governed performance. Practioners also noted a seeming trade-off in employing a management systems approach: that better performance in the short- and long-term requires reconciliation with initially slower decision making and operational expansion. Finally, this paper presents several practical tips on social responsibility and shale gas across the key dimensions of a management system, with three concluding considerations around the importance of adequate resourcing, sharpening functional responsibility and accountability for social performance and the role of company-wide requirements.
Proper management requires balanced stress on objectives, especially by top management. It rules out the common pernicious business malpractice: management by "crises" and "drives."
The social dimension is a survival dimension… The enterprise exists on sufferance and exists only as long as the society and the economy believe that it does a necessary, useful, and productive job.
--Peter Drucker (115–116, 37)
Working Safely in the Heat - Field Support Initiatives
Authors: Chesson Barry 
Published: September 2012

Abstract
The bulk of Chevron Australia's field operations are carried out in hot areas of Western Australia (WA). The climate, the work environment and the nature of tasks being carried out mean that heat stress management is a critical element in the Company's health protection efforts. Heat illness produces outcomes that vary from mild levels of fatigue and discomfort through to life threatening conditions such as heat stroke. Additionally, it is well recognised that excessive deep body temperature and dehydration are connected with a decrement in both physical and mental performance, and hot conditions may thereby give rise to accidents and significant productivity loss.
Many of the logistical, earthworks and construction tasks now underway in advance of the Gorgon Project's operational phase are carried out in the open, with an accompanying high risk of UV exposure. As such, skin cancer protection is an important additional consideration.
What sets this work apart from the work of others is: The project was applied in a challenging, construction work environment characterised by constant change and many newcomersThere was a focus on connecting well established scientific understanding with day-to-day practice in the fieldThe project centred on an integrated approach to dealing with the twin issues of heat stress and UV protectionSeveral new training packages, checklists, surveys and field trials were introducedThere was a close connection with external stakeholders, including the Cancer Council Western Australia (CCWA), WorkSafe WA and the Commission for Occupational Safety and Health
The project involved the development and communication of expectations, procedures and processes to support leading practice management of heat stress and UV exposure.
The paper describes a comprehensive approach to both heat management and sun protection. It should have broad applicability to Oil and Gas Industry operations in warmer parts of the world.
HSE Management System: Keep It Simple!
Authors: Campbell Hugh , Polo Jerome , Bouly Guillaume 
Published: September 2012

Abstract
In 2002, the Charlotte-Mecklenburg Workforce Development Board published a paper titled "Cultural and Language Barriers in the Workplace" (Charlotte-Mecklenburg, 2002). Although this board is not be specifically related to the oil and gas industry, the lessons contained are important. A couple of the more salient points: –In their research, interviews with Human Resources professionals indicated that language and cultural barriers play a significant role in how people learn and adopt health and safety instructions. Specifically, workers with "little or no English are at much greater risk of having an accident on the job because of not having a full grasp of safety standards."–Cultural norms also lead to issues of communication. In some cultures, a social hierarchy often exists that can create "bumps" in communication in the workplace.
In an environment of increasing diversity such as oil and gas development, and with specific consideration of the multiple cultural dynamics in play in the United Arab Emirates (UAE), language skills and culture will impact how effectively HSE management systems are developed and implemented. Total Abu Al Bukhoosh (Total ABK) is located in the UAE emirate of Abu Dhabi and has been working for several years to address the issues of language and culture through development of a simplified HSE management system approach.
Control Charts – A Robust Approach for Monitoring Endangered Species Exposure to a Major Construction Project
Authors: Chaloupka Milani , Pendoley Kellie , Moro Dorian 
Published: September 2012

Summary
A scheme for monitoring the status and trend of the flatback turtle population nesting on Barrow Island (Western Australia) has been adopted using a statistical control chart based approach. The scheme involves the annual monitoring of an ensemble of 12 key demographic parameters that were identified using a conceptual model of flatback population dynamics. Many of these parameters are derived from a comprehensive multistate capture-mark-recapture sampling program of ca. 4000 nesting turtles at the Barrow Island rookery.
Safety Management -Asking the Right Questions
Authors: Braastein Gisle 
Published: September 2012

Abstract
In common with all organizations operating in today's rapidly changing working environment, energy companies have significant exposure to their businesses due to high levels of scrutiny from stakeholders and low thresholds of acceptance of failure. In recent years there have been a number of accidents that have changed the way public sees the offshore industry and to a large extent, the way industry sees itself. Companies operating major hazard facilities that previously managed occupational safety performance well are now focussing on preventing larger process safety events.
Despite this, major accidents continue to occur. While the causes and consequences of such events can vary, the systemic failures tend to be similar and could be experienced by any company in this industry. As such, preventing and managing process events in a competent manner have become essential for industry. There are a number of tools and approaches available to assist in the management of process safety yet senior managers can find it difficult to engage the workforce due to the technical nature of the subject.
This presentation will introduce some considerations on how we rely on information technology and software systems to generate data for decisions support. One question raised is; whether these systems have reached a maturity level where vital knowledge from one source is used in combination with another, to bring Synergies into our traditional HSE, process safety, integrity and risk management approaches. How should modern software platforms interact to contribute to more safe, stable and predictable operations in the industry?