bluuebunny/crossref_metadata_2025_split huggingface dataset:
Learning from MAEs and building local capacity to prevent them
Authors: Bills Kym M. 
Published: September 2012

Abstract
If the upstream petroleum industry wishes to retain its social licence to operate it should consider taking some additional steps to help prevent major accident events (MAEs). In Australia, establishing a Centre for Upstream Petroleum Safety (CUPS) based in Perth with an initial focus on human and organisational factors, safety culture and learning would be a concrete and substantive step forward to build capacity and capability. Internationally, an agreement among states and with industry is needed to require and protect reporting of more significant safety events, to systemically investigate MAEs and to promulgate lessons in a timely ‘no blame’ manner as occurs in aviation under Annex 13 to the Chicago Convention. Better learning from past MAEs in oil and gas and from other high risk and high technology industries such as transport, nuclear, underground coal mining and petrochemicals is also crucial. Some examples of such MAEs are provided and key aspects of the billion dollar Varanus Island gas pipeline explosions that occurred in Western Australia in June 2008 are highlighted. Incorporating these into an active learning CUPS curriculum would help build local capacity and capability to prevent future MAEs.
Prelude FLNG Development Environmental Footprint and Conditions of Approval in a Post Montara and Macondo World
Authors: Caymo Arphee , Cohen Brian 
Published: September 2012

Abstract
In May 2011 Shell announced its commitment to the development of a Floating Liquefied Natural Gas (FLNG) concept by taking the Financial Investment Decision on the Prelude FLNG Project. Prelude is located in Australian offshore waters, approximately 475 km north-northeast of Broome and 825 km west of Darwin, and will be Shell's and possibly the world's first FLNG development. FLNG offers a number of environmental advantages over traditional onshore LNG developments. This paper describes some of these and the associated environmental permitting/approval conditions for the project.
Transforming Safety Leadership within the Hydrocarbon Sector - A Global Analysis
Authors: Broadbent David G. 
Published: September 2012

Abstract
Over the past decade there has been increasing interest in safety leadership as a key driver toward sustained improvement of organizational safety cultures. Within many investigations into hydrocarbon incidents, the failure of existing safety cultures has almost universally been identified. Texas City1, Gulf of Mexico2, and Varanus Island3 are just a few examples.
In this Paper we shall review the latest research concerned with optimizing your safety culture toward maximum workforce participation.
A few of the globally recognized thinkers in safety that you shall be introduced to shall be Bruce Avolio, Rhona Flin, Dov Zohar, Edgar Schein, and David G Broadbent.
One of the most critical points of failure within workplace safety systems is leadership (or failure of it) as a key input into the negative outcome. The author has defined this as "pinball leadership" and it is in existence within 90%+ of workplace systems. Recognition of this toxic influence is the first step toward engineering a consistent leadership framework throughout all levels of operational integrity within the business.
We shall explore the world's foremost safety leadership approach, that has been shown to have a sustained positive influence within offshore and onshore petrochemical assets. Having identified that path, we shall further demonstrate an effective system for integrating optimal safety leadership within workplace systems.
The developmental journey of one of Australia's leading petro-chemical support companies shall be demonstrated as a best-practice case study toward effective and sustained optimization of safety leadership technologies. Methods for measuring success shall be presented.
With the exponential expansion of petrochemical assets throughout the global community, and a consequent increase in risk profiles, as we continue to drill deeper than ever before, the critical nature of engineering optimal safety cultures is paramount. We see many organizations promoting themselves as "best practice" with regard to safety, and then when the investigation occurs we find that the "reality" is somewhat different. The gap between "word & deed" MUST be shrunk. This strategic investigation of these issues shall show you how to achieve the sustained development of an optimal safety culture with embedded resilience.
Emerging Pandemic Threats and the Oil and Gas Industry
Authors: Flynn Louise , Kaitano Anne-Elizabeth , Bery Renuka 
Published: September 2012

Abstract

Description
Emergence of zoonotic infectious diseases, such as Ebola, Nipah, and SARS, is directly related to increased interaction between human and animal populations resulting from changing patterns of wildlife populations and human intrusion into habitats. Because the frequency of human interaction with animal hosts is a critical factor; those human populations with the most frequent direct and indirect exposure to animal hosts are the most susceptible.

Application
Timber harvesting, onshore oil and gas, and mining operations increase human incursions into wildlife areas, facilitating mechanisms for potential zoonotic pathogen transmission. Land clearing and road construction change forest ecosystem dynamics by fragmenting habitats, increasing the edge effect, and decreasing biodiversity. These ecosystem modifications alter wildlife dynamics in forested ecosystems to favor species that are hosts for zoonoses and can thrive in environments with people. The presence of extractive industries also often creates a labor influx and additional demands on local resources, such as increased demand for bushmeat and agricultural products. Food storage facilities, housing, and waste handling facilities also can attract certain wildlife species. These dynamics increase the potential for wildlife-human interaction, thus increasing the risk of zoonotic disease transmission.

Results, Observations, and Conclusions
Extractive industries have developed best management practices to address both environmental and health issues. Addressing emerging zoonotic disease crosses the boundaries of both topics. Best management practices/mitigation strategies exist to maintain biodiversity, ensure habitat connectivity, prohibit bushmeat hunting, construct and maintain acceptable camp/facilities, manage solid and liquid waste, and maintain worker and community health. These practices and others can also serve to limit the potential transmission of zoonotic diseases.

Significance of Subject Matter
While we often know what to do to mitigate disease transmission, industries do not always ensure that such practices are followed for myriad reasons: knowledge, political will, cost, etc. This presentation will outline the links between extractive industry activities and the potential for zoonotic disease transmission. It will also highlight some known best management practices that companies can take to encourage biodiversity, protect worker and community health and limit the possibility of global epidemics.
Stress and Social Anxiety Assessment among Offshore Personnel in Oil and Gas Industry
Authors: Mika Frano , Dalida Ronan , Kapanadze Eka , Visnjic-Pichler Nebojsa , De Sanctis Sabatino 
Published: September 2012

Abstract
Stress adds anticipation and excitement to life but it can also results to destructive feelings, anxiety and depression; and if left unchecked can lead to health problems such as high blood pressure, heart disease, obesity, diabetes and in extreme cases, suicide attempts. Prolong exposure to work related stressors may lead not only to number of illnesses but it will also increases absenteeism, increases accident cases, reduced employees morale, increase staff turnover and reduce productivity at work. Offshore working environment is categorically consider as extreme, isolated and remote where psychological challenges are reportedly experienced even among physically healthy individuals. Saipem analyzes the mental stress level of its employees working offshore in Kazakhstan in different vessels conditions to determine their mental health status. It shows an increase prevalence of anxiety disorder and depression among offshore workers living on recently mobilized vessels compared to the old ones. Local female, local male and expat male working on recently mobilized vessels are more prone to depression than their counterpart on old vessels. Social anxiety was separately evaluated in seven different vessels and confirmed increase prevalence among offshore workers (19%) compared to the general population (7–12%). Stress and social anxiety can lead to debilitating disorders, reduce workers productivity and drive to unsafe practices. Acknowledging its impact to the company, Saipem developed programs that promote health and Safety in the workplace with accent to mental health. As such, the company has established a psychologically acceptable living and working condition offshore and lay down its plan on commencing the use Telepsychiatry and Telepsychology system in managing mental health.
OGP/IPIECA Guidance for Developing a Simple and Accessible Operating Management System to Control Risks
Authors: Hirst Robert 
Published: September 2012

Abstract
Safety Management Systems were initially developed two decades ago and some have stood the test of time well, having since been expanded to include health issues and later environmental issues. In 1994 OGP (the International Association of Oil & Gas Producers) presented a model for an Upstream Industry Health, Safety & Environmental Management System which has been adopted widely by member Companies and their Contractors. However, emerging knowledge and recent catastrophic events have highlighted the need not only for change, but for an encompassing management system to address all Operating Risks.
This has application across the petroleum industry, both for large mature multinationals and for smaller newer ventures, not to mention support Companies. A simple but powerful model for an Operating Management System (OMS) will assist established Operators to address differences in embedded systems, to challenge thinking, and it will inspire newer Operators to develop their own systems in such a way as to treat risks holistically rather than in a compartmentalised or "silo" way of thinking.
A framework management system model was published in April 2012 and this is being followed by roll-out of the full system and a virtual toolkit of good practice during late 2012/early 2013 along with collaboration with Stakeholder Organisations. Results and observations are therefore premature but there is a strong drive from OGP and IPIECA (the International Petroleum Industry Environmental Conservation Association) members to push the work forward.
This joint OGP/IPIECA initiative is highly significant in moving risk management and operational performance forward at a time when the petroleum industry faces serious negative public concerns and regulatory challenges. Many of the OGP and IPIECA member Companies and other associations utilize the current model (Report 210) either directly or indirectly. The time is therefore ripe for change and the OGP Task Force has embraced that opportunity.
This SPE paper looks from the Task Force Chairman's perspective at; the drivers for change in management systems thinking, the progression and direction of the OGP/IPIECA Task Force work and its modus operandi, the current status of the work and the future deliverables which can be anticipated along with the benefits which this should bring.
Assessing Major Incident Potential in Non-Operated Joint Venture Activities
Authors: Smith D. , Linzi P. 
Published: September 2012

Abstract
E&P organisations continue to strive towards improving HSE performance within their own operated activities. However, an area where organizations have had relatively little focus, is on how Joint Venture Operators manage major incident risk within JV operations. Within these types of activities, the JV Operator is relied on to deliver the appropriate HSE performance, with the other JV partners adopting a predominately reactive approach to HSE issues that occur during the operation.
Against the background of a continued drive to improve HSE performance within all its activities (both operated and non-operated) and to understand and manage its exposure to major incidents within a JV operation, a methodology has been developed within eni UK to provide an indicator of the major incident potential within the non-operated joint ventures the organisation is engaged in within the UK sector.
The methodology is based on comparing and combining different measures of major incident risks. In particular two aspects are addressed: the estimation of major incident risk inherent in the JV operation by virtue of the operation it is carrying out, and a measure relating to the manner in which the operator is managing the barriers required to prevent a major incident from occurring.
The methodology is to be applied to a number of joint venture operations, ranging from HPHT developments from fixed installations, to mature developments based on floating systems.
Medical Crew Preparedness for Offshore Helicopter Evacuations: Necessary Skills Training for a Ditching Emergency
Authors: Taber Michael J. , Carroll Joel , Douglas Paul 
Published: September 2012

Abstract
The average offshore population age is increasing (Kozey et al., 2009). With this increase in age of workers it can be expected that medical evacuation flights will increase which, regardless of the cause (e.g., cardiac, respiratory, or injury), should be considered in emergency management planning. As such, the practical applications of training emergency responders in a realistic (i.e., high fidelity) environmental simulation cannot be overstated.
Recent accident investigation research (Worth & Elgin, 2009) has highlighted the need to consider the unique aspects of medical helicopter operations. To ensure crew and patient safety in the event of an emergency, operational requirements should be assessed prior to every deployment. Given possible environmental conditions associated with transporting offshore workers from a remote location, it is important to ensure air medical crewmembers are fully prepared to care for patients in the event of a ditching (Hopkins Taylor et al., 1993; Mair et al., 2008). Training and preparation for such an event (particularly at night) should be completed in a controlled setting that is capable of simulating realistic environment conditions (e.g., high winds, rain, and waves). Crewmembers should be trained in pre- and post-crash preparation that includes underwater stretcher extraction and casualty handling techniques to ensure effective emergency management.By practicing these tasks, crews have an opportunity to identify limitations to interior configurations, equipment, and current response protocols.
To explore the development of a full-scale study that considers the tasks needed during the extraction of a stretcher from an inverted flooded helicopter, a two-day testing session was conducted. The purpose of the two-day testing session was to identify key aspects of the egress and liferaft boarding tasks that influence performance outcomes. The following information outlines data collection methods used during the trials. The results section includes qualitative (difficulty ratings and comments) as well as quantitative data (extraction and liferaft boarding times). As this was a small sample size (n = 4), the results section displays preliminary statistical tests that could be used for a full-scale study. Finally, the discussion/recommendations section offers a broad overview of the findings and suggests future training of extraction and liferaft boarding techniques, as these issues will be critical to a successful extraction and survival.
The Challenge of Fatigue Management in a Global Company
Authors: Lillington Teri , McLeod Ron 
Published: September 2012

Abstract
Structured and systemic fatigue management is gaining momentum as an important part of safety management systems. Fatigue is increasingly recognised as a hazard in legislation, and has been reported to be a contributing factor in workplace incidents, from the minor to the catastrophic. The challenge for Shell has been to communicate the Groups’ assessment of the risk in terms of standards and to provide process and guidance to our diverse businesses across the world on management of fatigue. Allied to this is a need to provide a governance structure that includes provision of assurance systems. There are challenges taking the research from the laboratory to operations. There is also a need to for more research to help manage fatigue more effectively in the workplace.
Emergency Response Plan Exploration Drilling Operation - Setting up a Comprehensive Response Team for New Business Area within Small Organization
Authors: Triaswari Niesharsa , Sulaimansyah Dicky , Måland Arne 
Published: September 2012

Abstract
A new business activity with its head quarter in Norway is currently running its first project in Indonesia. The project is to drill three (3) deep-water exploration wells at Karama Block in Makassar Strait, offshore of West Sulawesi Indonesia.
The HSE goal is "Zero harm". To achieve this goal, the main focus is to ‘know how’ to deal with all project risks. The comprehensive risk assessment and rating including Defined Situation of Hazard and Accident (DSHA) have been done as part of identifying and managing risk. The Emergency Response Plan covers the organization, mitigation/ action, reporting systems and communication, both internal and external.
The challenges in this project are: Working in frontier areaSafe deep water exploration drillingApproaching and coordination with Authority and establishing trustOil Spill Response / CombatDefine the gaps between Indonesian legislation and internal company requirementsEstablish rapport and make effectively coordination with relevant Authorities and external stakeholdersIdentify and co-ordinate to enable swift access from external back up resources in emergency situationsDevelop Emergency Response Team competencies up to standardSelection of Emergency Response Procedure and Team must be done base on available personnel
To solve all of these challenges, the main focus is to set up response team "Emergency response team line 2" Jakarta Indonesia. Establishing communications between authorities, stakeholders/ all relevant third parties and headquarter. Set up an Integrated Response plan form line 1 (site), 2 (Jakarta Office) and 3 (Head quarter - Norway).
This paper describes how Statoil Indonesia Karama AS (SIKAS) prepares an emergency response plan to be able to answer the following question: How well prepared are your organization now?What procedures do you already have in place for an emergency situation?What potential emergency situations could occur?
The above summaries is detailed in the following paper provides an overview of Statoil work process flow diagram to guide how ER team work in preparing comprehensive ERP and solve the in order to ensure operation drilling is running safely and smoothly as planned.
Upstream Air Quality Monitoring and Emissions’ Assessment: Definition of a Methodological Tool Based on Field Activities
Authors: Monfredini Claudia , Aiello Gennaro , Tegami Alice , Morichini Marta , Stillavato Alex , Sandri Simonetta , Mondzali Laurent , Bouzid Meriem 
Published: September 2012

Abstract
In 2010, eni e&p developed the Air Quality Monitoring Standard, a specific guide for eni e&p Subsidiaries for the design, installation and management of fixed Air Quality Monitoring Systems (AQMS).
Although fixed AQMS are the most complete and precise monitoring tools, their installation is not always necessary in order to manage air quality issues. Therefore, before installing a monitoring station, a general structured assessment of air quality and emissions’ should be carried out in order to eventually identify different/cheaper monitoring options.
eni e&p gained some important expertise regarding this issue in 2011 via a structured project implemented in 2 Tunisian oil centres, one located in the desert, the other in a coastal area. The project has foreseen the on-site detailed evaluation of emission sources, the monitoring of air quality through a 2 weeks spot campaign and the implementation of a gap analysis based on reference limits mainly provided by the Tunisian normative framework and by the Company Standard.
Thanks to the experience gained during the project implementation in Tunisia, now it is possible to complete the currently available Air Quality Monitoring Company Standard by adding a methodological tool for carrying out a structured Air Quality Monitoring and Emissions Assessment (AQMEA) which should support Subsidiaries identifying suitable air monitoring strategies based on local particular needs. The present paper is aimed to describe the new possible methodology to be proposed.
Mosquito management in Western Australia - An overview of the challenges facing major capital projects and key components of a successful program
Authors: Chandran Andrew 
Published: September 2012

Abstract
Mosquito management is a "cradle-to-the-grave" responsibility facing many new major capital projects (MCPs) operating in or around mosquito breeding habitats. The costs associated with developing and implementing an appropriate program can be substantial, resulting in expenditure in the order of tens of millions of dollars over a project's lifetime.
This paper discusses the challenges that face new MCPs in Western Australia (WA), which have responsibility for managing mosquito borne diseases. These challenges can broadly be categorised as: Legislative e.g. balancing occupational and public health and safety objectives against environmental objectives, which are sometimes misaligned;Competency surrounding development of an appropriate project level mosquito management plan (MMP);Complexity and costs surrounding mosquito monitoring and chemical treatment programs;Timing and relevance of stakeholder engagement; andOwnership of mosquito control measures.
A best industry practice mosquito management program can be achieved by ensuring integrity in the following key areas: Understanding the legislative environment and processes involved in program approval;Design and implementation of a comprehensive chemical treatment program;Clear definition of internal company roles and responsibilities for implementing the program; andAppropriate stakeholder engagement and buy-in.
This paper explains the social, economic and legislative challenges facing MCPs when developing their own mosquito management programs and offers some key insights into components of a successful program.