bluuebunny/crossref_metadata_2025_split huggingface dataset:
Engaging and Motivating for Health Behavior Change
Authors: Shannon Amelia , Davis-Street Janis , Drew Cathy 
Published: June 2014

Abstract
Problem Statement: Incentives have received wide use as a means of engaging and motivating participants in worksite health programs. However, the impact of incentives on changing behavior and improving overall health is not well-defined and is dependent on the type of incentive, the mode in which it is delivered and cultural significance.
Objectives and Scope of Study: This paper evaluates 2008 to 2013 incentive approaches and implementation efforts, and their potential for developing more effective employer wellness programs.
Method: Employer incentive program has been developed and implemented over multiple program years in conjunction with a comprehensive lifestyle program to decrease cardiovascular disease risk. The program involved the completion of a risk assessment and participation in online or telephonic health coaching programs. Incentives varied by amount, vehicle, timing and required activities.
Results and Observations: Results varied depending on the incentive approach. Participation rates were highest in 2008 (38%), however more participants completed coaching goals in 2009 (69%) and 2012 (84%). Coaching goal completion decreased in 2010 (43%) when coaching was not incented. Participants decreased blood pressure, cholesterol, BMI, blood glucose and smoking rates, and coaching participants had improved biometric measures compared to non-coached participants. When participants were asked what motivated their participation, getting the incentive ranked #2 behind improved health. Preliminary data in 2013 suggest that participants are more engaged when incentives are more immediate.
Conclusions: Incentives are influential for program participation and incenting coaching does appear to be a motivating factor for completion. Immediacy of incentive receipt appears to increase engagement and motivation for completing incented activities. While the impact of incentives per se on behavior change is equivocal, incentives do generate program engagement, likely by attracting people who are thinking about making changes (contemplators) and accelerating their decision to make a change. Incentives possibly attract those not thinking about change (precontemplators) because they are attracted by the reward.
Applications: These findings will enhance development of more effective employer health promotion programs and improve employee health.
Innovations or Technical Contributions: Incentives need to migrate from extrinsic (financial) to intrinsic (I want to do this for my health) motivators. The search for intrinsic motivators in combination with this study have led to the exploration of how social networks, challenges, game mechanics, and mobile technology may support development of non-financial incentives.
One Company's Approach to Societal Responsibility: A Contribution to Operational Excellence and Acceptability
Authors: Fontaine Jean-Marc , Chavée Claudine , Bou Nathalie , Pion-Leflaive Elizabeth , Le Douaran Sylvie , Darneau Olivier , Tard Camille 
Published: June 2014

Abstract
In line with the values and principles framed by its Code of Conduct, Ethics and HSEQ Charters, Total places its societal commitment at the heart of its responsibility as an industrial operator. To achieve this, the company has defined a Societal Policy in order to promote integration of its activities into the context of host communities and countries, notably by contributing to human, economic and social development.
Total's ambition is to act and be recognized as:
– An industrial operator with a strategy centered on respect, listening, dialogue and stakeholder involvement. – An accountable operator exemplary in its management of impacts related to its activities. – A partner in the sustainable social and economic development of its host communities and countries. – A company that is setting a benchmark for the promotion of access to energy.
Based on this policy, several internal procedures were developed in order to ensure a coherent societal approach throughout the company. In Exploration and Production the societal approach was included, together with Security, in the HSE Management System taking the company progressively from HSE to H3SE.
For Total the creation of a new profession – "Societal engineering" – is the most efficient means of ensuring that the approach becomes part of the"genetic material" of Petroleum Engineers. To implement the requirements of the societal policy, the profession has to recruit specialists, train them, and develop their career path while in parallel raising awareness about the societal approach within Total. Methodologies, sharing of lessons learned and experiences and practical tools were developed to increase professionalism in the field. SRM+ (Stakeholder Relationship Management) and MOST (monitoring societal actions) are key tools used by Total. Implementing the societal approach need not be cumbersome; it must be tailored to the level of risks and opportunities faced by each asset and its societal context.
The paper, based on concrete examples from different countries and from each E&P process will illustrate the development of a professional societal approach, an increasingly crucial element of the business and activities of oil and gas companies. It contributes to operational excellence, reputation and long term acceptability.
The Changing Landscape of Corporate Social Responsibility Reporting
Authors: Brooke-Lander Melanie , Kuykendall Dina 
Published: June 2014

Abstract
Despite the economic climate, there has been no downturn in the level of reporting on corporate social responsibility (CSR). Approximately 95% of the largest 250 companies now issue a formal CSR or sustainability report that describes their environmental, social and governance (ESG) performance. For many companies, producing an annual CSR report has become routine, and they have grown more comfortable with disclosing information and being more transparent.
The changes to the Global Reporting Initiative (G4) guidelines published in May 2013 reflect the general trend in CSR reporting towards increasing specificity of report content and detailed performance data. The changes in G4 require more focused reporting on the most relevant metrics as they relate to an organization’s sustainability context, with strong links to governance mechanisms and management approach. CSR surveys are also requiring a more robust analysis of what is material to an organization and its stakeholders; how the company impacts upon the environment and society; and what impacts upon the company.
In this paper, we review the general trends associated with CSR reporting citing examples from GRI and investor surveys such as the Carbon Disclosure Project. We make a comparative analysis of the top sustainability / CSR surveys and rankings, including RobecoSAM/Dow Jones, Bloomberg's ESG and Civic 50 rankings, and the FTSE4Good.
With the increased prominence of CSR rankings, companies are devoting more attention to these surveys. In addition, the depth of questioning is driving more comprehensive reporting and directing company activities. For example, surveys are increasingly focused on supply chain risks, particularly risks associated with access to strategic raw materials. Companies are now not only expected to mind their own business, but also to understand the policies and practices of their suppliers, particularly with regard to how they are mitigating any potential risk to supply.
The mechanisms for data gathering are also moving forward, albeit slowly. Many companies are still collecting data and calculating performance metrics such as greenhouse gas emissions using Excel spreadsheets. Larger companies may have online software tools, but these often still require significant manual "number-crunching" to obtain the required performance indicators.
Practical Guidance on Biodiversity Risk Assessments
Authors: Fennessey Karl , Staudt Wilfred , Suryana Iyan 
Published: June 2014

Abstract
Biodiversity and Ecosystems Services are critical in maintaining ecosystem health and human well-being and protecting plant and animal species and ecosystems where we operate is an essential component of our health, safety, and environmental commitment. This paper will show the parallel evolution of the industry understanding and the corresponding development of the ConocoPhillips’ biodiversity position, commitments, strategy and actions designed to conserve biodiversity as part of our commitment to reduce the effects of our activities on the environment.
The discussion will highlight some key business results, business practices, processes and tools we use to assess impacts, track plans and implement our Biodiversity Position. The paper will cover Development of Biodiversity Action Plans for operated assets and projects located in areas of high conservation value.Use of widely available and effective planning tools such as those developed by lPlECA, Energy and Biodiversity Initiative, and the International Association of Oil and Gas Producers to facilitate biodiversity conservation.Consideration of targeted opportunities for habitat improvement, including projects for rehabilitation.Collaboration with key stakeholders to increase capacity for biodiversity protection, internally and in related institutions and communities.
This presentation will show how the company works individually and through industry consortiums to build awareness and responsiveness to this issue.
Walking the Talk: Proactive Corporate Social Responsibility Management in Oil and Gas Operations
Authors: Martin John P , Faivre Christelle 
Published: June 2014

Abstract
The global expansion of unconventional oil and gas operations has impacted the relationship between project developers and the communities who serve as host. At the core of these operations are densely spaced wells often on multwell pads. Over the project lifecycle, generations of residents may experience traffic, site development, and operations. As a result, there has been a vocal debate on the impacts of unconventional operations and a reevaluation of what is the corporate social license to operate.
In response, operators both large and small now have corporate social responsibility (CSR) plans that highlight their environmental record. Many times, operational demands take precedence over CSR but this may end up being a poor choice. A recent report projects that the cost of a typical shale gas well may increase by 7% to address environmental and social concerns. For some, the cost may be higher as these issues force delays or shutdown due to moratoria or outright bans. To gain the social license to operate, or walk the talk, firms should consider an integrated systems approach. The process begins with collecting baseline data, developing processes to capture and quantify commitments and integrating tracking and compliance requirements. The data can help develop better processes that mitigate social risks and impacts. Rather than a cost, this approach can reduce the bottom line by increasing organizational efficiency and reducing development time.
Using the example of a large coalbed gas project, a practical application of a proactive CSR management system is described. The project developer’s approach focused on the approvals process and stakeholder engagement. The information management system cuts across disciplines to manage CSR data, tasks, risks and priorities. The company is is having success in accessing land, permitting wells, and siting other infrastructure. Overall, the system has helped them meet stakeholder needs while remaining compliant.
Given the multi-decadal relationship between operations and the communities, a proactive CSR program can go a long way towards meeting community expectations during the project lifecycle. Ultimately, firms can achieve their business objectives while meeting their sustainability commitments.
Error Management Climate as a Way to Align Safety Objectives with Operational Excellence
Authors: Krauss Autumn D. , Casey Tristan 
Published: June 2014

Abstract
Though safety and operations impact each other, safety initiatives are often implemented in isolation from operational initiatives. For instance, safety issues are commonly examined separately from operational issues, sometimes even being pitted against each other (productivity vs. safety). With this research study, we examined a relatively new concept in organizational psychology and safety science, namely error management climate. We contend that error management climate creates an opportunity for aligning and improving both safety and operational performance.
In many organizations, errors are perceived negatively, as essentially things to be avoided. As a result, they are often not reported formally or discussed openly. Nevertheless, research has shown that a positive error management climate is associated with exemplary safety performance. Error management climate refers to employees’ perceptions of the extent to which the organization encourages communication about and management of errors and mistakes in the workplace.
This paper describes a research study involving over 700 workers employed at an international oil and gas company. Via an employee survey, we investigated the error management climate of on-shore and off-shore natural gas sites and examined the relationships between error management climate and other safety concepts such as safety communication, safety climate, and safety performance. The paper addresses the following topics: What is error management climate – the overall definition and its dimensions.How is error management climate measured – computing both the level and strength of the climate. What are the study results – differences in error management climate perceptions by job level, site, and climate dimension; the relationships between error management climate and safety predictors and safety performance outcomes.
The paper concludes with a discussion of possible interventions that can be used to build a strong positive error management climate.
Development and Test of an AUV for Environmental Monitoring and Asset Integrity in Offshore O&G Scenarios: CLEAN SEA Project
Authors: Buffagni Melania , Gasparoni Francesco , Bergseth Nora Hveding , Bjornbom Erik , Broccia Patrizia 
Published: June 2014

Abstract
The use of Autonomous Underwater Vehicles (AUV) is an emerging technology in many fields of marine activity (military, scientific, industrial), offering a significant potential in cost savings and extension of the operational capabilities related to the solutions currently adopted in offshore operations.
Commercially available AUVs are mainly used by the oil & gas industry for the execution of seabed surveys and they are not routinely applied for carrying out the environmental monitoring and asset integrity around oil&gas offshore infrastructures.
Eni e&p and its subsidiary Eni Norge, in cooperation with Tecnomare, have launched the CLEAN SEA project (Continuous Long-term Environmental and Asset iNtegrity monitoring at SEA) with the objective to use a commercially available AUV, properly upgraded with key enabling technologies, for the execution of environmental monitoring and asset integrity in offshore fields where eni operates.
This paper will address how to reach this goal. A custom designed mission payload, arranged as modular and interchangeable pods, has been installed at the AUV. These modules, characterised by a set of sensors, are built to perform different offshore monitoring activities according to specific needs: automatic water samples collection; visual inspection (asset, seabed) and hydrocarbon leakage detection; automatic chemical analyses of trace pollutants and acoustic survey of seabed and pipelines / flowlines.
This paper will in addition illustrate the possible future extension of the AUV operational capabilities through the integration and field demonstration of key technologies such as underwater docking, wireless underwater communication for mission data downloading and wireless power recharge for increased autonomy. This may enable a "permanent" operation subsea independently of support from surface. A comprehensive technical overview of the concept will be presented as well as the results of the demonstration tests.
The Commentary Climb: How to Position Intelligence Over Instinct
Authors: Childress Gary W. 
Published: June 2014

Abstract
The "Commentary Drive" has become a benchmark for driving safety within the oil and gas industry. A skilled instructor observes the actual performance of a driver who has been trained in defensive driving practices, commenting on driving skills demonstrated well, or on actions requiring improvement. By calling attention to driver’s actual performance on a routine drive; subliminal lapses in driving performance are identified. Correctly performed actions are praised. The result has been proven to significantly enhance driver performance and reduce accidents.
Many rig activities require workers to perform tasks above the drill floor. Climbing techniques, often learned in childhood, have become second-nature, including those that are unsafe. By instituting a "Commentary Climb" program, bad climbing habits are identified and corrected. Workers are trained how to climb rig structures safely, how to use and care for safety climbing gear properly, and how to perform tasks above the drill floor so as to ensure the safety of others below.
Specifically, a fatal accident involving a casing stabber was dissected by the company. Commentary Climb techniques are suggested to prevent recurrence of such accidents.
Medical Record Review: Helping Make Offshore and Remote Healthcare Better
Authors: Fleetwood William Mark 
Published: June 2014

ABSTRACT
The primary purpose of the medical record is to support safe and effective healthcare. Studies have shown that poor quality and incomplete medical records undermine the safety and quality of healthcare delivery and increase the risk of adverse events and litigation. (Ram M et al 2009. Zegers M et al 2011). These studies were carried out in established healthcare facilities in the UK and Holland where autonomous practice is rare. In comparison, in the offshore and remote environments, the majority of healthcare is delivered by sole practitioners sourced from a diverse group in terms of nationality, culture, education and professional qualifications. This, in combination, with the financial impact of ill health on projects already operating under increasingly tight resource limits, points to the need to explore a variety of interventions to enhance the quality healthcare delivery in support of a healthier workforce. The formal review of medical records is such an intervention as it casts a mirror on the quality of healthcare delivery, the quality of individual practitioners and assists in the identification of training needs. This paper will discuss the need for high quality medical record keeping within the offshore and remote environments, and will describe a study that demonstrates that standardised medical record review can improve the quality of healthcare delivery in such environments.
Maximizing Safety Case Value with Meaningful Workforce Engagement
Authors: Bennett Rachel , Ramsden Martyn , Steer Rob 
Published: June 2014

Abstract
Practical examples are presented that demonstrate how integrating technical risk practices and human factors methods in a sensible, pragmatic way can transform the activities associated with the development and implementation of safety cases into a powerful means to engage the workforce in important aspects of Major Accident Management.
The requirement for safety cases has characterized the UK Legislative approach to the management of major accident hazards. In reality their development and implementation can become a staid, burdensome ‘hoop’ through which organizations must jump in order to satisfy regulatory requirements, the product of which is a safety case document that only means something to its ‘expert’ authors and that has little impact on the people who operate and manage major hazard organizations. Major accidents have shown that lack of major hazard awareness can be a major contributor to incidents.
The process of developing and implementing a safety case provides significant opportunity for major hazard organizations to address some key features of a process safety culture. Methods are presented in this paper that demonstrate how the development and implementation of safety cases can provide an opportunity for businesses to engage a wider ‘audience’ in key aspects of effective Process Safety Management using, for example, bowties to provide a unifying theme throughout the safety case and supporting implementation.
An example is provided where the safety case has been used as a means by which to train and engage personnel in gaining a deeper understanding of their role in the practicalities of Process Safety Management.
Health and Wellness: A Path to Fitness for Duty
Authors: Ryan Noel , Pringle Rebecca , Dehmer Steve 
Published: June 2014

Abstract
Chevron’s Gulf of Mexico Business Unit (GOMBU) is concerned with improving the fitness of its workforce. Lack of personal fitness is a risk to business operations due to cardiovascular related medical evacuations from offshore locations. Additionally, the more healthy and fit people are, the more likely they are to remain on the job and work safely. This paper describes progress towards achieving Fitness for Duty (FFD) by offering health and wellness programs and changing from a function-led collection of programs into an integrated initiative led by business unit leaders.
As part of the integrated effort, we have leveraged and supplemented corporate programs to educate all employees on health risks, lifestyle factors and preventive action planning. Program elements have been aimed at increasing personal health opportunities (biometric screenings, fitness/nutrition planning, personal action plans, health coaching, and pedometer program) and effecting changes to the built environment (healthy meal choices, offshore cook training, fitness equipment for offshore platforms). Leaders have added the support and behavioral reinforcement needed to increase participation and are required to present monthly health topics identified to support "high impact behaviors".
Initial empirical and anecdotal data support that positive progress is being made towards a healthier workforce over a 2 year period. Participation in the pedometer program ranges between 40–70 percent/month. Forty percent of employees have developed personal action plans. An increase in percent of individuals using multiple health resources is evident and a reduction in the number of employees displaying multiple biometric risk factors (3–5 factors). Employee interest in improving health is strong (4.34/5). Additionally, a significant number of employees are sharing personal experiences related to significant weight loss and health improvement with their peers.
The business unit’s focus is facilitating a move towards a healthier workforce and a change in employee’s attitudes towards their personal health. Other business units and corporate programs can leverage the leadership focus model used in this initiative effect a health culture within the business.
The integration of a systematic leadership focus in supporting behavior change will ensure that a wellness culture improves and thrives in a business unit.