bluuebunny/crossref_metadata_2025_split huggingface dataset:
Acting as a Responsible Key Player through the Integration of the Societal Engineering within the Exploration and Production Processes
Authors: Fontaine Jean Marc , Bahoumina André , Lafay Philippe , Douaran Sylvie Le , Leroy Anne Sophie , Roeygens Jérémy , Mestre Isabelle 
Published: July 2010

Abstract
This paper introduces the approach developed and adopted by TOTAL towards its stakeholders throughout the Exploration and Production process, from acquisition of new acreage to site restitution (asset acquisition, exploration, development project, production and site restitution).
To address the challenges of sustainable development, the company has developed its response based on: -controlling and reducing the impact of its activities on people and the environment,-contributing to the economic and social development of stakeholders,-anticipating future needs.
These objectives are reached through promoting and implementing a policy of dialogue with external stakeholders, founded on respectful behaviour and a consultation process efficiently conducted in a participative approach. This framework is managed and incorporated as an integral part of the operational process through the development of Societal Engineering.
Societal engineering refers to the interactions between a company and its external human environment. ‘Societal’ is understood here as additional to ‘Social’, which concernes the internal matters of the Compagny. A Societal approach contributes to the acceptability of the activities in the countries in which the company is present and operates.
The paper describes the sequences of the Societal process, illustrated with concrete examples: -Entering into dialogue with stakeholders and studying the impact of operations.This part addresses the details of the Societal risk management in parallel to the contribution of HSE: due diligence, field visits, socio- economic baseline study (SBS), socio-economic impact assessment (SIA) and the definition of a stakeholder consultation strategy (from information through to partnerships).-Managing and reducing the impacts of operations.Management plans provide appropriate responses to the socio-economic constraints and impacts generated by industrial projects. They include the plans for compensation, grievance mechanism, contracting strategy, contractor monitoring, etc.-Contributing to local socio-economic development.This includes maximization of the positive impacts of the company's presence (Local content, including Community content), as well as contribution to the development of neighbouring communities through local development projects (health, education, agriculture, development of small enterprises, access to energy, etc).
Through different examples, the Societal process is illustrated and documented and the different tools available for increasing professionalization of the methodologies in use are described.
Experience from 10 Years of Emission Forecasting in Norway
Authors: Husdal Geir , Follum Odd-Arne , Osenbroch Lene , Dagstad Tom 
Published: July 2010

Abstract
Statoil has forecasted CO2 emissions from their offshore fields for many years. This paper sums up 8-10 years history of forecasting the emissions from 6 offshore oil and gas fields with 8 producing facilities. The accuracies of the early forecasts for these facilities have been analyzed with focus on the forecasts made in 2001 and 2004.
The emission forecasts are made for each producing facility using a field specific forecasting model. These models are calibrated annually by comparing calculated fuel demand with reported consumption.
The analysis shows that Proper calibration of the forecasting model over several years improves the model significantly and is necessary in order to keep control of the uncertainties in the forecasts.Through annual calibration of the forecasting model over several years, accurate fuel and emission forecasts within an annual uncertainty level of +/- 4 % is achievable for a short term forecast, provided good production, injection and activity input forecasts. A short term forecast in this context is the next two to five years.Historical data show that the input data (production-, injection- and activity profiles) represent an uncertainty element of the same order and in some cases larger than the uncertainty in well calibrated forecasting models.Future modifications to cope with new and adjusted oil and gas production conditions will add to the uncertainty, in particular for the long term forecast.Operational flexibility will add uncertainty to the forecasts (example gas turbine operation).The uncertainties increases for long term forecasts (&lt; 5 years ahead), due to increased uncertainties in the input profiles as well as in the model itself due to future changes in the production facilities.
Industry Guidelines for Advancing GHG Emission Reductions: Focus on Flare Reduction Projects
Authors: Ritter K. , Siveter R. , Shires T. , Lev-On M. 
Published: July 2010

Abstract
The challenge of balancing energy supplies to meet growing global demands, while concurrently considering associated environmental impacts, is leading to an increased focus on greenhouse gas (GHG) emissions and their potential mitigations. Over the past five years, the American Petroleum Institute (API) and the International Petroleum Industry Environmental Conservation Association (IPIECA) have collaborated on a series of guidelines to promote the credible, consistent, and transparent quantification of GHG emission reductions from projects of interest to the oil and natural gas industry.
The Petroleum Industry Guidelines for Greenhouse Gas Emission Reduction Projects (referred to as the Project Guidelines) consists of a series of documents developed to provide oil and natural gas companies with a framework for evaluating, quantifying, documenting, and reporting GHG emission reductions achieved through discreet projects. The Project Guidelines address the selection of appropriate baseline candidates and boundaries for scenario assessment. The documents also address potential emission sources to be incorporated for the selected scenarios, along with compatible monitoring considerations. The guidelines focus on technical considerations and provide flexibility to adapt the approach in accordance with applicable public policy mandates.
This paper highlights a recent addition to the series - the Flare Reduction Guidance Document - that addresses GHG emission reductions associated with reduced flaring activities from oil and natural gas operations. Although flaring occurs along the oil and natural gas value chain, the document focuses on exploration and production operations, where the best opportunities for flare reductions reside. Case studies are used to demonstrate the application of the emission reduction principles for two categories of GHG emission reduction projects: (1) recovery of associated gas for processing and sale, and (2) utilizing a small flared gas stream for on-site power generation. Although the concepts for quantifying GHG emission reductions are illustrated through project examples relevant to the oil and natural gas industry, the information is applicable to a variety of project types and establishes the foundation for assessing GHG emission reductions from a myriad of project activities.
A Guide to Selecting Appropriate Tools to Improve HSE Culture
Authors: Walker Kirsty , Throndsen Thor Inge , Reeves Graham , Hudson Patrick , Croes Suzanne , Dahl-Hansen Erik , Stadler Randy L. , Winters Rick 
Published: July 2010

Abstract
There is a wide range of HSE tools available – some function at the broadest organizational level and some target individual activities. Many managers and supervisors simply use the tools that are familiar, missing potential opportunities for improving HSE performance. In other cases, groups may try every new tool they encounter to give the impression of active engagement in HSE improvement, searching for a "quick fix".
As companies develop more advanced HSE cultures, they should consider updating or changing the HSE tools used to reflect the improvement and maturity of their HSE culture. HSE culture, however, may not be the same across all the parts of a large organization. Therefore care should be taken when considering company-wide initiatives. The specific culture of the business unit or geographic location should be considered in selecting appropriate tools and indicators.
This paper provides information about HSE tools that can be used to improve Health, Safety & Environmental (HSE) performance. This paper identifies circumstances where certain HSE tools are unlikely to be effective and may even be counter-productive within a given HSE culture. Understanding the HSE culture is critical in determining which HSE tools are most appropriate for improvement in a specific organization. Different types of HSE tools have been identified and analyzed relative to the organizational HSE cultures described in the OGP HSE Culture Ladder. (Hudson 1991; Hudson and Parker 2000; Hudson et al. 2002b)
The information presented has resulted from collaborative work to produce E&P industry-wide guidelines by members of the International Oil and Gas Producers Association (OGP) Human Factors Task Force and Professor Patrick Hudson of Leiden University.
FPSO Environmental Risk Management
Authors: Metzger B. H. , Salmond D. , Tilstone A. 
Published: July 2010

Abstract
Oil companies planning to locate FPSOs (or FSOs) in shallow water need to consider the performance of such operations relative to environmentally sensitive coastal habitats. This paper is based on a global study Battelle performed on FPSO safety performance and, in particular, with respect to risk management of nearshore operations. The study provides an environmental best practices benchmark. It examines the international safety performance of FPSOs operating in various geographies and environmental conditions. To this end, it reviews risk analyses published over the past ten years on the subject of major FPSO failure hazards, such as collision, offloading, equipment failure, and tanker spills. The study then examines eight cases of FPSOs operating in nearshore locations around the globe identifying proven risk mitigation and management practices and lessons learned that might benefit future FPSO projects.
The study confirms there is a strong safety record available on more than 1,000 years of FPSO operation around the globe. Extensive research conducted by agencies and researchers in the United Kingdom, Norway, the United States and elsewhere on FPSO design, operation and performance offers a rich body of information on FPSO safety guidance. In addition, detailed review of the eight case studies confirms what the literature suggests: the FPSOs that have been operated to date have had an extraordinary safety record. Very few incidents, such as collisions and spills have occurred. No major incident or loss of cargo has occurred. None of the minor touches and collisions has resulted in the release of cargo. Virtually all recorded and reported releases have been small, and most of them were less than one barrel. As one oil company representative stated, an "all-accidents- are-avoidable" mindset combined with strong design and operating practices and systems are capable of avoiding or reducing theoretical failure risks to very low and acceptable levels.
The results of this study suggest there is an arsenal of measures operators can consider in order to ensure high safety performance of any planned FPSO. Failure and spill risks summarized in this study may be extrapolated for planned systems and proven risk reduction and mitigation measures adopted.
The Evolution of International Standards for Environmental and Social Performance
Authors: Motherwell Jonathan 
Published: July 2010

Abstract
The author reflects on the state of the art in the petroleum industry for incorporating environmental and social standards into project development and execution. A review of the past 15 to 20 years considers his experience on the Chad-Cameroon oil development, the Bolivia to Brazil gas pipeline, the OCENSA (Colombia) oil pipeline and similar major projects which involved international financing.
The adoption of the International Finance Corporation (IFC) Performance Standards in 2006 and the associated development of the Equator Principles in the 2003 to 2006 timeframe are then summarized. The IFC has also prepared Guidance Notes and EHS Guidelines as companion documents to the Performance Standards. The Guidance Notes are updated periodically while the Guidelines were formally issued in 2007. The latter include both general guidelines along with industry sector guidelines; oil and gas developments are covered in both onshore and offshore versions.
A number of the oil and gas companies (particularly the majors) have now adopted environmental and social management systems which build off of these international standards, as well as industry initiatives (e.g. – IPIECA Climate Change and Biodiversity working groups). Normally, their policies reference the IFC Performance Standards but don't formally adopt them, particularly the Guidelines.
In summary, the international bar has been raised with the IFC performance standards becoming the benchmark for satisfying environmental and social requirements. The petroleum industry is responding to this challenge in a somewhat uneven manner, but with a commitment to improving performance.
Recycle of Organic Solid Waste to Mitigate Environmental Impact on Seismic Crews
Authors: Pabon E. 
Published: July 2010

Abstract
The activities performed on seismic operations generate environmental impacts either during base camp installation or line operations; this generated the need to implement alternative measures or control methods to reduce the agents which contribute to such impacts. This study is focused on the base camps, because according to statistics from our projects in Bolivia, that's where the majority of organic solid waste is generated.
Following this, came the idea of recycling the organic solid waste, based on methods to obtain a sustainable benefit.
Implementation and application of Earthworm culture at Base Camp from to obtain organic fertilizer
Closed Waste Management Cycle by cultivation areas at base using fertilizer produced by organic transformation with the resulting production of vegetables and fruit.
Closed Waste Management Cycle by the implementation of forest seedlings employing organic fertilizer from Earthworm culture.
This way we perform the daily routine to mitigate the environmental negative impacts that may be generated by base Camps: through low cost implementation methods and easy operation.
The environmental monitoring from generation of organic solid waste until its recycling represents the closing of the Waste Management Cycle at Base Camp and it is a component of the best environmental practices in which all Project workforce can participate.
ANP Resolution 43: Operational Safety Management System - SGSO
Authors: Canto Leonardo dos 
Published: July 2010

ABSTRACT:
To fulfill its purpose of promoting regulation, contracting and monitoring of economics activities involved in Oil and Gas Industry in Brazil, the National Agency for Petroleum, Natural Gas and Biofuels – ANP has defined requirementes and directives for implementation and operation an Operational Safety Management System - SGSO in exploration and production maritime instalattion in order to protect human lives and environment through adoption of 17 management practices.
The practices are focused on leadership, management and staff, installations and technology and operational practices.
To demonstrate that your management system meets the requirements of SGSO the concesionaire must submit to ANP a set of documents called Operational Safety Documentation – DSO.
Oil and Gas Development and Social Responsibility—Aligning Project and Community Goals for Mutually Beneficial Outcomes
Authors: Martin Danielle 
Published: July 2010

Abstract
Even on the most high-risk projects in the some of the most challenging locations, it is possible and even advantageous to progress the social and environmental aspirations of host communities and contribute towards improving the lives of those communities.
This paper discusses the business case for developers for establishing joint development goals with host communities. It case studies a number of complex projects that are upturning traditional approaches to project development by engaging host communities in the development proposition.
The paper, supported by the case studies, considers: The importance of establishing the broader social aspirations of communities in relation to development at the outset.The criticality of establishing a mutual understanding of the commercial, non-negotiable parameters of the developer.The cumulative impacts and opportunities for both developer and community of multiple, large scale projects.The role of government and donors.The limitations of developers in contributing to broader social development.
The paper examines the social impact assessment and performance techniques used to understand and manage the risks and opportunities of oil and gas development. It illustrates the effectiveness of such an approach and provides practical experience for the benefit of future oil and gas exploration and production.
The case studies presented in this paper demonstrate the advantages of progressing project and social development aspirations mutually with commercial project development. They illustrate how oil and gas development can be a powerful force in the long-term, sustainable progression of developing societies.
The concepts described herein expand the boundaries of leading practice in respect to environmental and social impact assessment, community engagement and social responsibility in the oil and gas industry.
A Risk-Based Approach to Fitness for Work in the Oil & Gas Industry
Authors: Donnelly Robin P , Cox Rob 
Published: July 2010

Abstract
The nature of global oil and gas operations dictates that there are specific jobs and positions that require Fitness to Work (FTW) assessments in order to mitigate injury or illness, reduce risk to the business, risk to the community, and the avoidance of damage to company reputation. FTW is an important element of managing risks at the workplace because any individual who is unable to complete a given task safely places themselves and others at risk. This is recognized by employers, who go to great lengths to ensure that their employees are physically and mentally competent to work on their assigned tasks.
Currently there are a wide variety of practices and procedures applied to the FTW management process itself, as well as variations in approved practices between individual countries. FTW assessment (unless specifically done for defined risk groups) is not permitted in some countries, however in other regions, a full FTW assessment is mandatory.
Much individual guidance exists on the medical criteria and the various components of FTW assessment, and by and large, the contents of FTW assessments do not pose a challenge to the industry, however a greater problem that remains unaddressed is that of defining when these assessments should be performed, the candidate population for assessment, the frequency of assessment, and whether the employer has either the need or legal mandate to perform the assessment.
This paper describes the OGP- IPIECA Health Committee approach to formulating a set of industry guidelines on this issue to provide a common, risk-based approach applicable to the global oil and gas industry. This paper does not provide detailed guidance on medical evaluation of fitness for work. Other comprehensive documents are available for this purpose. 12
Equipping Hazard and Risk Awareness Training Course Providers with Web Based Virtual Reality Risk Perception Measurement Simulation Tests
Authors: McGrath Tim 
Published: July 2010

Abstract
Many Operators and Contractors that identify contributing root causes such as lack of risk awareness during incident investigations remedy this situation by sending their workers to hazard and risk awareness training courses run internally or by external training providers. Until now assessing course attendees improvement has only been measured either by lagging or leading indicators of safety performance. Improvement in hazard and risk awareness training promises to assist in the reduction of incidents and accidents where root causes include ‘poor risk assessment’ which may contribute to a step change from the current plateau in HSE performance.
A web based computer virtual reality simulator has been developed to test the degree of improvement of course attendees. Participants are immersed into a range of realistic work scenarios in a web based computer virtual reality simulation of the working environment where they focus on completing realistic workplace activities. Measurement of hazard and risk awareness takes into account the ability of each individual to detect, assess and react to various cues hazardous situations and their knowledge and willingness to follow rules and procedures.
The web based virtual reality simulation is accessed online so that supervisors can nominate course attendees to undertake online testing prior to attending hazard and risk awareness training and again upon completion. Participants are emailed a link to access the testing prior to the training course date as a pretest. After the course delivery another link is emailed to the participant for them to complete the post test. Feedback is provided to the participant immediately on completion of the testing via an onscreen report. A report is emailed to the supervisor detailing both individual and group results via an email report. This report provides the supervisor with an understanding of where each individual is on their safety journey the workgroup as a whole. This information allows the Supervisor to determine additional controls that may need to be put in place to ensure work is conducted safely. Supervisors can provide their training department with copies of their workgroup results to determine the effectiveness of training courses to meet the differing needs of individuals.
Meta-analysis and reporting of course attendee results to training providers enables the continual development of hazard and risk awareness training courses to meet the needs of course attendees.
Oil Spill Emergency Plan Exercises in E&P Offshore Activities in Brazil
Authors: Soares C. R. , Freire M. F. 
Published: July 2010

Abstract
Oil Spill Emergency Plan Exercises in exploration and production (E&P) offshore are performed as required under the single Oil Spill Emergency Plan (PEI) for the installation to verify the effectiveness of the structure response to a possible oil spill that exceeds the limits of the offshore platform and reaches the sea. These exercises are based on accidental hypotheses arising from accidental risk analysis, among which incidents of oil pollution and apply to the exploration, drilling and production offshore activities. This work will be presented as they are carried out simulated emergency incidents of oil pollution in the offshore activities of E&P, that exceeds the limits of the offshore platform, by geographical area, covering the actions developed from the planning, implementation and review of the exercise by the company and the Brazilian environmental federal authority (IBAMA) and improvements when compared to those made previously by platform.
The results of these simulations, using the strengths and improvement opportunities identified, show how the structure is the company's response to an incident of oil pollution at sea, considering the performance of the organizational structure of response, operational procedures and use and effectiveness of response equipment, so the company can assess whether its strategy to respond to incidents of oil pollution is established and implemented or needs adjustment.