bluuebunny/crossref_metadata_2025_split huggingface dataset:
Integrating Premier Standards of Socioeconomic Management into Upstream Activities through Management Systems
Authors: Kominas Charlie , Shaw Miles , Moynihan Kelly , Brinkmann Philip , Tyler David 
Published: September 2012

Abstract
Oil and gas industry projects have the potential to impact individuals, communities and the environment where they occur. Early identification, planning and engagement are essential to implement appropriate risk management-related avoidance and/or mitigation measures as well as identify and optimize opportunities to achieve positive socioeconomic outcomes. ExxonMobil recognizes that effective management of social and environmental issues is fundamental to the management of risk related to its major upstream projects and to achieving long-term Company success.
Socioeconomic Management is the term ExxonMobil uses to describe its approach to managing local community impacts. Socioeconomic Management is a risk-based approach comprised of several core elements that include but are not limited to: adhering to internal corporate policies, expectations and standards; complying with applicable host country regulatory requirements, international conventions and universally recognized industry practices; engaging with external groups; and building local economic capacity.
ExxonMobil's Upstream Socioeconomic Management process covers: Impact assessment and mitigation;Human rights;Community relations;Indigenous peoples;Cultural heritage and diversity;Land use and resettlement;Economic development; and,Transparency and corruption.
Socioeconomic issues can be difficult to identify, predict, assess and consequently manage, and business challenges include, and are often dominated by, socioeconomic attributes. Industry data indicate that international oil and gas projects are often adversely impacted, from a cost and schedule perspective, by stakeholder-related issues. ExxonMobil's own experiences have reinforced that sufficient time and resources must be dedicated to manage socioeconomic issues. Early and frequent engagement with the appropriate external stakeholders is an important factor in addressing these challenges.
What makes ExxonMobil successful is its commitment to carefully and systematically identify, plan for, and manage risk. This is accomplished by applying a rigorous management approach — the Operations Integrity Management System, or OIMS. OIMS integrates safety, security, health, environmental and social risk management into every aspect of ExxonMobil's business. ExxonMobil's approach to managing local community impacts is integrated into OIMS.
Harnessing the Passion - Building Environmental Expertise
Authors: Dyer Emma 
Published: September 2012

Abstract
In the past three years, Santos has undergone substantial growth across multiple jurisdictions. In this time the number of environmental specialists has more than doubled.
Santos’ vision is to be a leading energy company for Australia and Asia. To do this we have to have the best people doing the right jobs. To support this, there are a number of approaches and tools that we have developed, including: Development planning systemsMailing lists and group emailsThe on-line Environment CommunityThe Environment Network meetingEnvironmental leaders meetingThe Environmental Excellence ForumDatabases
A number of hurdles have been experienced along the path to developing Santos’ environmental professionals into a cohesive knowledgeable cohort. Challenges include: Changing regulatory and community expectationsShortage of appropriately skilled and experienced peopleChanging technologyBusy-nessChanging business needs
The fundamental key to succeeding in developing a cohesive environmental community has been using consistent and regular communications.
Santos’ journey to build an environmental profession made up of skilled and empowered people that know and support their colleagues is well underway. The challenge is to ensure that we can keep up as technology continues to evolve, community and regulators’ expectations change and the company strives to be a leading energy company for Australia and Asia.
Is there Harm in ‘Zero’?
Authors: Wentzel Nada 
Published: September 2012

Abstract
I used to fly aeroplanes. I quickly learned that a flight plan is critical to reach your intended destination. An aeroplane flying west of Australia headed for Brazil, will end up in North America if you alter its flight path by only two degrees! Small but significant shifts in direction will have a major impact on the final destination reached.
For more than a decade now, the Oil and Gas industry has been on a quest to achieve the goal of ‘Zero’, hypnotised by the assumption that this vision drives people to take action consistent with injury prevention, including minor injuries, fatalities and Major Accident Events (MAE’s). Does the vision inspire decisions and behavior needed to prevent serious harm or has it seduced us into a high-energy low-impact dance, somewhat like a Zumba aerobics class?
What is the purpose of a vision that arguably can never be achieved? And what is the impact of a vision of ‘Zero’ if people don't believe it?
The Global Alliance for Clean Cookstoves: A Public-private Initiative to Save Lives, Improve Livelihoods, Empower Women, and Combat Climate Change
Authors: Sully Rita 
Published: September 2012

Abstract
The paper draws strongly on Igniting Change: A Strategy for Universal Adoption of Clean Cookstoves and Fuelsi, written by Leslie Cordes, Senior Director, United Nations Foundation, on behalf of the Global Alliance for Clean Cookstoves. To develop the strategy the Alliance brought together more than 350 stakeholders in the global cookstoves sector in an unprecedented consultative process.
This paper will provide a brief overview of the risks associated with traditional cooking practices, outline the barriers to widespread adoption of clean cooking solutions, introduce the enterprise based approach and the Global Alliance for Clean Cookstoves, and explain what Royal Dutch Shell plc1 is doing in this space.
While use of modern cookstoves is taken for granted in most of the developed world, nearly three billion people around the globe still cook their food each day the way it has been done for thousands of years – over an open flame or on a traditional cookstove using solid fuels like wood, coal, crop residues, and animal dung. In sub-Saharan Africa and Asia, the lack of access to clean cookstoves and fuels for cooking is especially acute, with a third of the urban population and the vast majority of the rural poor using solid fuels to cook their daily meals over open fires or inefficient cookstovesii made from clay, metal, or bricks. In many countries, the rate of solid fueliii usage, especially in rural areas, is 80% to 90%iv, and the number of people who use these fuels for cooking is expected to rise as population growth outpaces economic development. The International Energy Agency estimates that by 2030, 100 million more people will use traditional biomass fuels than do so today.v Even where there is access to electricity or LPG, primarily in urban areas, the use of solid fuels for cooking persists due to cost and cultural factors.
Coal Seam Gas Water - River Discharge: Context Matters
Authors: Murray Janelle 
Published: September 2012

Abstract
Coal Seam gas (CSG) is a rapidly growing industry in Queensland, Australia. Water is produced as a by-product of the CSG production process, with the management of this associated water (called CSG water) widely accepted as one of the industry's main challenges.
The Australia Pacific Liquefied Natural Gas (LNG) project is a coal seam gas (CSG) to liquefied natural gas (LNG) joint venture between Origin, ConocoPhillips and Sinopec Group. The Australia Pacific LNG project proposes to supply CSG from the Walloons gas fields in south central Queensland to a LNG plant located on Curtis Island, off the coast of Gladstone, on the central Queensland coast. Origin is the upstream operator of the Australia Pacific LNG project (the Project).
In the Walloons coal seams, CSG water keeps natural gas adsorbed as a thin film on the surface of the coal. The pressure of the surrounding body of CSG water allows the gas to be retained within the seam by adsorption to the surface of coal particles. Hence to extract gas the water pressure needs to be reduced by transferring the water to the surface.
Water from CSG wells extracted to enable gas production is variable in quantity, difficult to predict and influences gas production rates. Variability in water production can be due to the location of the well, communication with other wells, decline in pressure during well life and permeability of the coal seam. The quality of the CSG water can vary from well to well and more noticeably across the project area, but it consistently contains elevated quantities of salts. Appropriate management of CSG water is required to mitigate environmental risks associated with untreated CSG water. Uses for such large and difficult-to-predict quantities of both treated and untreated water in theWalloons gas fields region are limited. As such, it is acknowledged that the treatment, use and disposal of CSG water present a challenge for the Project and the CSG industry in general.
This paper will use the Talinga development area, established in 2008 and located southwest of Chinchilla in Queensland as a case study in water management adopted by Australia Pacific LNG. In particular, this paper focuses on the discharge of treated CSG water to surface watercourses (creeks/rivers) - one of a suite of water management options used by the Project. This paper explores the regulatory framework governing this aspect of water management and Origin's approach to ensuring the environmental values of receiving waters are preserved.
At time of writing, the gas production from the Talinga field has been operated under an Environmental Authority (EA) with provision for an initial 18-month continuous discharge to the Condamine River of 20 ML/d as the preliminary water management option underpinning a broader management strategy. The broader strategy includes transitioning to a managed discharge flow regime that mimics the natural flows of the River.
Screening for Future Coronary Heart Disease in Oilfield Personnel by Using Risk Factor Categories
Authors: Vitkovsky Artem , Yakovlev Alexey 
Published: September 2012

Abstract
Risk factors such as blood pressure, serum cholesterol, and cigarette smoking were used in screening for developing coronary heart disease (CHD) events among 1,300 employees at an oilfield services company in Russia.
The research focuses on practical use of the Framingham Heart Study results and development of a program that enables determining overall cardiac risk for individual employees. It also considers various categories of company personnel, clearly identifying risk factors critical for the development of CHD events and recommending individual changes in lifestyle or medical treatment for employees with advanced atherosclerosis as well as tracking status changes over time.
In accordance with Russian legislation, employees undergo an annual physical examination that looks at various factors, including predictors for future CHD events. Ten-year CHD risk is estimated using Framingham equations. Results of medical examinations of both office and field personnel were processed by a local data application system, creating a cardiac risk profile for each employee. More than 4,700 physical examinations were entered into the system and were analyzed for the past 8 years. Special attention was paid to employees working at rig sites, offshore, and other remote locations. The results of 858 medical examinations over a one-year period have been analyzed. The analysis demonstrated that 40 field employees fall in the high cardiac risk zone. The company's cardiac risk reduction program is meant to cover 8,000 of the company's employees in Russia.
This approach both identified employee groups with the highest risk of development of CHD events and implemented an appropriate campaign within the company to reduce risk. This program intends to reduce CHD incidents company-wide as well as improve the success of cardiovascular campaigns.
Using Lagging Data to Develop Leading Indicators to Improve the Management of Frontline Operational Risk
Authors: Barry George , Lehmann Scott 
Published: September 2012

Abstract
Efforts to address the ongoing challenge of understanding and managing operational risk in hazardous industry often result in better rulebooks, new ‘leading’ and ‘lagging’ indicators and more robust procedures yet no noticeable decrease in the number of HiPO’s, incidents and fatalities. Compounding the challenge is the fact that our indicators, whether leading or lagging, are typically data points that provide little information to have better conversations with our people in order to improve decision making.
Many of the existing control systems, like permit to work, are managed using paper. These systems offer little insight into the execution of work as jobs are viewed individually rather than collectively or holistically, rendering it difficult to understand combined data and lagging indicators. As a result, management has little visibility, oversight or control on the cumulative risk of frontline work.
By better understanding frontline cumulative risk, we can develop valuable leading indicators that can determine risk trends and encourage better decision making. Technology can play an integral role in guiding and structuring decision making by ensuring safety procedures are embedded into operational processes. The work execution process is captured, providing a window into how well frontline operational risks are managed. Capturing the data that is generated by the actual or the planned process provides us with further context and information than single data points.
Using a customer data set of frontline work execution data and a copy of their incident and accident information, we can show what issuers and approvers of frontline work would have seen in terms of the actual cumulative risk score for frontline planned work. We will be able to demonstrate that they would have had the visibility to know where to act and when thus potentially avoiding or minimizing the scope of an incident. By aggregating lagging data across an organization, we can provide enhanced leading indicators and improved organizational knowledge, thus moving from a culture of ‘find & fix’ to ‘predict & prevent’. Operational insight can be viewed from frontline to the boardroom, enabling all levels of employees to make more informed decisions in real-time and for future planning.
The implementation of telemedicine as an integrated part of the health service on the Statoil operated installations on the Norwegian continental shelf (NCS)
Authors: Todnem Kjetil , Evensen Arne M. , Oveland Nils Petter 
Published: September 2012

Abstract
The use of telemedicine in various settings has increased during the last decade, reflecting the technological development with the possibility to transfer large amount of data per second through fiber optic cables. Hence it has become possible to obtain HD quality images and sound, which must be recognized as a prerequisite for a well-functioning telemedicine setup. In the oil and gas industry, as well as in other public or private settings, activities in remote areas has triggered the need for implementing the best solutions available for optimizing the emergency preparedness and patient treatment, and minimizing patient risk. Telemedicine is an important tool in achieving this. Statoil has implemented telemedicine on all Statoil operated offshore installations on the Norwegian continental shelf (NCS), following an initial pilot project from 2007–2008. The setup involves a "Medical unit" with a computer and a large HD video screen, a smaller video conferencing unit for the hospital office, and 2 cameras; one ceiling mounted and one mounted on the "Medical unit". Some of the medical doctors on duty 24/7 also have access to a similar "Medical unit" on shore and "medical units" are also placed in 3 of the university hospitals in Norway which are located closest to the oil fields along the Norwegian coastline. The telemedicine equipment is compatible with the defibrillator/monitoring unit being used on the oil installations, and also other medical equipment is included in the setup, for instance an otoscope. Other equipment may be added when deemed necessary and beneficial for the medical services. Internal "Help and Support" is in place and troubleshooting is carried out in the same manner as for the rest of our Company IT-support. The telemedicine equipment is furthermore readily used for meetings and educational purposes, and to spread important medical information to many locations/installations simultaneously; which has been important during epidemic situations(Swine flu, noro virus etc).
Recently, we have also demonstrated that it is possible, using the existing telemedicine equipment, to successfully remotely guide a nurse offshore in focused ultrasound examinations, with the medical doctor/expert located onshore. The usefulness of ultrasound on the Norwegian continental shelf remains to be proven, but there is an evident potential for its use in remote settings with large distances to secondary or tertiary health care facilities.
Montara: Scientific Monitoring of Shallow Reefs and Submerged Shoals
Authors: Heyward A. , Jones R. , Burns K. , Meeuwig J. , Cappo M. , Meekan M. , Oliver J. , Wright R. 
Published: September 2012

Abstract
We present results of monitoring studies on emergent coral reefs and submerged shoals, two potentially sensitive seabed habitats found within range of the modeled hydrocarbon plume from the 2009 Montara uncontrolled release in the Timor Sea.
Divers conducted reef surveys 6 and 16 months after the release was stopped. Hydrocarbons were detected in surface carbonate sediments at very low levels and declined between the two surveys in both frequency of occurrence and concentration. While hydrocarbon degradation precluded source matching, some samples were consistent with a Montara type oil, but there was also evidence for multiple sources of hydrocarbons in the region. Coral and fish communities were in good condition and potential indicators of disturbance in some elements, for example moderate levels of coral bleaching observed in 2010, were related to unusually warm sea surface temperatures rather than distance from the well head platform or plume.
The submerged shoals component targeted a series of nine discrete shoals ~30–150 km from Montara well head platform. The shoals have abrupt bathymetric profiles rising from 100–200 m depths to within 15–36 m of the sea surface. Sufficient light reaches these plateau environments to support benthic habitats for primary producers, including algae, corals and seagrass. Sampling used remotely deployed cameras and grabs.Benthic and fish communities were diverse and shared many species with shallow coral reefs. Hydrocarbon contamination was measured around the base of the shoals. While there was no conclusive evidence of a impact from the spill, spatial patterns in a subset of the fish data showed a reduction in abundance and diversity at shoals closest to the well head. Similarly a marked reduction in seagrass was noted on one shoal closest to the well head platform in the period between surveys, 6–16 months after the release was stopped. These observations may reflect an influence from the hydrocarbon release but could equally be the result of natural spatial patterns and disturbance events in the region.
Overall, the lack of sufficient prior data characterizing the region, especially for the shoals, constrained insights into any effect or otherwise of the spill and reinforces the need for regional scale baseline data. These surveys make a significant contribution and an excellent starting point for baseline characterization of the broader suite of emergent reefs and submerged shoal habitats in the Browse Basin.
The Business Case for Process Safety
Authors: Berger Scott 
Published: September 2012

Abstract
Over its 27 year history, the Center for Chemical Process Safety (CCPS) has observed repeatedly that the first step towards implementing a strong process safety management program is obtaining top management commitment to process safety. CCPS has learned that communicating the business case for process safety is an important part of the process of obtaining this commitment. Work conducted by CCPS has demonstrated four key ways that process safety can have positive business benefits. Two of these benefits are qualitative; they can't be measured precisely, but they clearly impact business and financial performance. Two additional benefits are quantitative; they provide financial impact which can be readily identified. All four ways combine to make a compelling case for obtaining top management support for a strong process safety management system. This paper will discuss the four business benefits of process safety, and will include the results of recent investigations.
All Hands on Deck – Ensuring Leaders lead a Safety Culture of Unease
Authors: Kalpee Tyrone 
Published: September 2012

Abstract
Increasing operational and wells activity with two new drilling rigs; significant work on integrity management across offshore and onshore facilities; recruitment of over 200 new members of staff and a 40% change in upper and mid-level leadership over the past two years required BP Trinidad and Tobago (BPTT) to take very proactive steps to protect and embed its significantly improved safety performance.The company has also sought to re-energize its safety culture for the long term to help strengthen safety performance, partly in response to lagging indicators.
Initially improvement in BPTT's personal safety performance was recognized bythe BP Group in 2008 and this was expanded to focus on Process Safetyimprovement. Since that time the company's personal and process safetyperformance continues to be in the top quartile of the BP Upstream in 2012 after being in the fourth quartile up to 2005.
However, over the period of high activity and significant changes at all levels of leadership from late 2010, many safety leading indicators began to show trends of decline. Though not translated into serious injuries, accidents or significant loss of primary containment (LOPC) events, empirical data showed that without decisive action to arrest this decline, serious incidents could occur.