bluuebunny/crossref_metadata_2025_split huggingface dataset:
Delivering in Sensitive Environments: Incorporating Biodiversity and Ecosystem Conservation into Operations
Authors: Pedroni P. M. , Deffis J. M. , di Catenaja C. Alberti 
Published: July 2010

Abstract
Maintaining a license to operate and access new resources requires that the Oil & Gas (O&G) industry demonstrates its operations are compatible with the conservation and sustainable use of nature. This is particularly critical when activities overlap with sensitive environments where biodiversity and productive ecosystems sustain human populations. This overlap has significantly increased, worldwide, in the last decade.
At the same time, pressure has grown from civil society, governments and investors as biodiversity loss has accelerated and ecosystem services have deteriorated. Climate change has raised the stakes. To meet expectations, the O&G industry needs to assess, mitigate and report on biodiversity impacts throughout the project life cycle. It is also asked to positively contribute to nature conservation using market-based mechanisms conceived as innovative business opportunities.
Demonstrating that our business can be biodiversity-responsible is challenging. It requires an understanding of biodiversity in operating environments, how onshore and offshore activities depend on and can affect them, and how ecosystem services are used and also affected by local communities. The outcomes must then be incorporated into Environmental Management Systems as part of everyday operational practices.
The Ecuadorian Amazon and the Alaskan North Slope are both highly sensitive operating environments. Working in partnership with Fauna and Flora International, local Universities and with our Subsidiaries, we assessed biodiversity and ecosystem service issues in relation to our onshore and offshore operations, including the presence and concerns of local communities.
In Ecuador we looked at changes in pattern and quality of the forest over time in and around the operation using GIS analysis of satellite imagery, and compared the effects of oil and non-oil activities on biodiversity using a range of water, floral and faunal indicators. We also examined how recovery of land take areas can be accelerated. On the North Slope, we carried out a biodiversity and ecosystem services risk/opportunity assessment to identify and deal with significant issues, such as polar bears, whales and migratory birds, through targeted action planning.
We will use these case studies, among others which Eni is currently involved in, to share best practices and to show how to integrate biodiversity and ecosystem services into Eni E&P global operations.
Implementation of the OGP Lifting and Hoisting Recommended Practice
Authors: Lawrie Graeme 
Published: July 2010

Abstract
In July 2006, the International Association of Oil & Gas Producers (OGP) lifting and hoisting task force published a recommended practice (RP) in an attempt to significantly reduce the number of accidents and incidents associated with mechanical lifting. The recommended practice was developed for senior management and was designed to provide a systematic approach to the safe management of lifting and hoisting operations. The document was supported with an on-line repository of best practice examples and proprietary "tools."
In November 2008, the lifting and hoisting task force issued a questionnaire to OGP member companies to determine the level of implementation of the RP, how companies make use of the RP, any gaps or weaknesses in the content or structure of the RP, and any suggestions for improvement. This paper summarizes the feedback from the questionnaire and explains how operators have utilized the recommended practice and defined opportunities for improvement.
The paper also defines the work of the OGP lifting and hoisting task force and describes the plan to further promote the recommended practice and expand the implementation beyond operators to service companies, contractors, and consultants.
SSH&E Management (of Processes) coupled with SSH&E Leadership (of People) Yields the Desired Results
Authors: Schilhab Robert D. , Gilbert Donald L. , Mekelburg Thomas A. 
Published: July 2010

Abstract
This paper will describe the approach utilized by ExxonMobil Development Company to align key Safety, Security, Health, and Environment (SSH&E) actions of project leaders with performance expectations using a unique combination of commonly available tools. A discussion will be presented which describes the difference in influence and efficacy between activities associated with the management of operational risks, through the implementation, resourcing, and stewardship of structured management systems, compared to the visible leadership behaviors that promote and sustain a healthy SSH&E "culture". Only through developing and sustaining a healthy culture can the desired performance be maintained, particularly amidst the flux of a global organization challenged with implementing multi-billion dollar upstream development projects, in locations of varying cultures and infrastructure maturity.
The application of the described tools can be undertaken in any context, but the approaches utilized by ExxonMobil Development Company (EMDC) have been particularly useful in addressing the challenges associated with the execution of large projects. The approaches discussed in this paper include the use of safety culture surveys, collaborative development of SSH&E Strategies and Tactics, Safety Leadership Workshops, and development of Personal SSH&E Leadership Plans by senior leaders. These approaches continue to evolve and produce results, and some members of the contractor community have begun to apply them throughout individual projects and sites.
The paper will describe recent performance results that support validation of the approaches in use. Statistical results (e.g., performance metrics) will be presented, as well as qualitative accounts of behaviors supportive of the underpinning "lead by example" philosophy.
Resource Efficiency Programs in an Oilfield Service Company Using Real-Time Monitoring
Authors: Forbes David 
Published: July 2010

Abstract
An oilfield services company has developed and implemented a resource-efficiency trial program using real-time monitoring and reporting of its electricity, gas, and water consumption in some of its United Kingdom (UK) facilities. An external review was commissioned to research and assess ways to provide detailed utility usage data and develop a system to effectively deliver and share these data with multiple users such as facilities managers, environmental managers, and purchasing managers.
A smart-metering system was implemented, combining some existing utility meters with newly installed meters at selected sites to provide real-time measurements every 30 minutes. Remote access to the data was enabled through a secure web server, and an intuitive graphical interface provided effective display functionality.
The initial target was to review usage over a 24-hour cycle. The trial also indicated the effectiveness of weekly, monthly, and seasonal monitoring. After initial trials were completed, the company was able to identify resource consumption savings, achieving overall substantial cost savings in the process. In some locations, the new system immediately highlighted opportunities for energy-saving actions that easily justified the cost of installing new meters. The simple technology can be easily applied to any office, field support base, data center, or maintenance facility, anywhere in the world. The system is now being expanded beyond the trial sites to include all of the company's North Sea locations, and applications at other onshore and offshore facilities are being considered.
The new system provides accurate data to support the reporting requirements of expected UK Government carbon emissions reduction and energy efficiency legislation. Similar schemes are likely to emerge in other countries.
System enhancements and additional performance indicators are being considered to enable a better understanding of energy- use patterns and to make comparisons between different sites more meaningful.
Implementing a Healthy Heart Program for Oilfield Personnel
Authors: Zambrano John J. 
Published: July 2010

Abstract
Health problems faced by employees in the oilfield sector broaden to common and prevalent pathologies that have a higher incidence than in the general population, such as overweight, dyslipidemia (elevation of the lipids in the blood), blood hypertension, and high psychological stress levels, among others.
Some of these health problems have clear modifiable factors, for which is possible to effectively intervene in a low-cost manner, obtaining a short-term positive outcome.
Medical problems resulting from inadequate eating habits and lack of opportunities to develop a regular physical activity program, particularly in field operations, make overweight and obesity and hyperlipidemias constitute a main biological risk factor for people working in this industry.
Health statistics from a multinational oilfield services company operating in Peru, Colombia, and Ecuador show that one out of two employees presents a high cardiovascular risk as a result of these factors.
This paper discusses the initiatives taken to reduce this specific cardiovascular risk at the oilfield services company. The Healthy Heart program focused on two of the factors noted: healthy eating habits and regular physical activity.
Some of the strategies implemented to achieve both nutritional and physical goals are analyzed. This paper discusses potential benefits for employees and the company: for personnel, implementing healthy, useful and motivating strategies, and for the company, investing in low-cost approaches to control potential expenditure associated with problems derived from these diseases and their biological, psychosocial, and economic consequences.
The paper discusses the initial results and benefits of the Healthy Heart program.
Survivability Risk Assessment During Hydrocarbon-Related Accident Events for Subsea Well Intervention Operations from Smaller Non-Drilling Ship Shaped Vessels
Authors: Royes Fleur D. 
Published: July 2010

Abstract
The recent emphasis in performing electric line and coiled tubing operations on subsea trees from ship-shaped vessels smaller than conventional drilling units has introduced a new set of challenges in keeping people safe during major accident events. The most significant of these is preventing the impairment of escape, evacuation and rescue facilities during uncontrolled hydrocarbon accident events, such as, releases originating from the well or, in the case of coiled tubing operations, from the return of pumped and well fluids to surface.
Open water wireline systems by their nature do not involve such risks, however coiled tubing operations involve a conduit between the well and the vessel and, depending on the nature of the preventative measures incorporated in the design of the intervention system, exceeding the allowable impairment frequencies is possible. Adopting the design principles of an open water wireline intervention package to coiled tubing operations where the wellbore is restricted subsea during operations provides distinct advantages as the probability of an accident event is significantly reduced.
Reducing the probability of hydrocarbon related events is critical in the design of the well intervention package and the consequent safety of the system and its operations. This is because well intervention vessels, unlike typical offshore vessels such as semi-submersibles and drillships, do not provide the same inherent protection as traditional offshore vessels against these types of accident events.
This paper presents how to manage the safety of personnel during hydrocarbon related accident events during well intervention operations on an intervention vessel as a function of the design of the invention system in consideration of the consequences for the identified accident events. The paper also assesses the safety associated with each type of intervention system and the vessel of operation relative to each another in terms of impairment frequencies.
IIF (Incident and Injury Free) Implementation in The Workplace
Authors: Sugimoto Toru 
Published: July 2010

Abstract
In the oil and gas industry, in the last decade the incident frequency rate has been gradually reduced and formed a plateau, which is extremely difficult to further reduce to zero. Behaviour base safety approach is believed to be one of the solutions to make the incident frequency rate to start descending again. Numerous studies and surveys have been conducted for behavior base safety and "incident and injury free" programmes are more and more focusing on behavior base safety.
Incident and injury free programme has been introduced and implemented in Pearl GTL project in Qatar. The programme is working very well and, at the same time, it is also been observed that its effectiveness depends on how to implement the programme.
Basic principle of Incident and Injury Free program is ‘the relationship is the foundation of the accomplishment’, in which the more the relationship between employees are strengthened, and the better results can be achieved. This concept is conveyed to the individual employee via IIF orientation program, which also provides training for the frontline supervisors as IIF supervisor skill training, since frontline supervisors are strategically the key players of the program.
Pearl GTL Project has established a specific organization for IIF implementation and monitoring. Although, everybody is involved in the IIF practice, the IIF leaders in the organization consist of management and supervisors selected from Client, Contractor and subcontractor teams.
The effectiveness of the program is monitored through the "field atmosphere", and people's reactions to the IIF culture developed. Statistics are also used to measure the effectiveness. At the Site, the safety culture has been drastically improved by the IIF introduction and this is demonstrated not only by the manner in which supervisors and workers willingly adhere to safe work practices, but also by their suggestions for better safe work practices. Safety has become a common discussion topic among workers. Because of this, the trend of incident frequency rate is slowly, but gradually and steadily improving, whereas the trend before IIF introduction was substantially volatile.
Impact of the IIF programme depends on how the programme is implemented. Management leadership is the most crucial factor for the successful implementation. Safety culture development and its sustainability, which are the project objective, are attainable only with the robust management leadership. Management involvement, including site walks and talks with workforce, safety talks during training, provides to the personnel the confidence of management commitment and safe direction.
An Oilfield Services Malaria Prevention Program in Sub-Saharan Africa: A Strategy for Sustained Effectiveness
Authors: Okorocha Uche , Barbey Alex 
Published: July 2010

Abstract
In 2003, in response to a series of malaria fatalities among employees during the previous 18 months, an oilfield services company launched a Malaria Prevention Program aimed at protecting employees and their families mostly in sub-Saharan Africa, where the malaria risk is highest (Barbey et al., 2006). The program has proved effective in reducing malaria incidence and fatalities within the company—from four in the preceding two-year period to two over the past six years.
While the program has been effective and continual improvements to the various elements of the program have been made during the six years of implementation, it has also suffered setbacks from the merely undesirable to the catastrophic.
This paper explores how it became necessary to recalibrate the program, with a continued focus on behavior change and introduction of additional stringent procedures. Both individual and management accountability are emphasized as a strategy for sustained effectiveness.
Increasing the Pace of Technology Innovation and Application to Enable Climate Change Solutions
Authors: Kheshgi Haroon , Lee Arthur , Levang Oddvar , Linhares Monica , Juez Jaime Martin , Poot Brigitte , Siveter Robert 
Published: July 2010

Abstract
The timely deployment of existing technologies, and new technology innovation, is essential to meet the world's growing energy demand. The pace of technology change will be driven by multiple priorities including development and the eradication of energy poverty, the evolving geography of energy resources and demand, and the need to manage climate change risk. Even with the enormous rewards of technological progress, the pace of major technological change has historically been limited. However change between energy resources (e.g. from wood to coal) and major infrastructures (e.g. from rail to roads) have exhibited transitions of roughly 50 years for each step (inception to global deployment). For technology change to be rapid enough to manage climate risk effectively, may require a pace that is far more rapid than past experience. The creation of policy options to accelerate the pace will be critical. This paper presents findings from a workshop organized by IPIECA to examine issues that drive or inhibit the pace of technology innovation and application for addressing the climate change challenge.
The Scrap Heap Challenge – Waste Management for Decommissioning One of the Largest Fixed Steel Jacket Platforms in the North Sea
Authors: White C. , Goodman C. 
Published: July 2010

Abstract
This paper describes the waste management challenges, strategies put in place and lessons learned with managing waste from one of the largest steel jacket and platform decommissioning projects in the North Sea against a commitment to reuse and recycle 97% of the removed structure.
The North West Hutton (NWH) platform was installed in 1983 and comprised an 18,000 tonne steel jacket support structure and 20,000 tonnes of topsides modules. In waste management terms this converted the platform to metals, glass reinforced plastic, hydrocarbon sludge, oils, production chemicals, drilling chemicals, asbestos, PCBs and radioactive materials etc.
Part of the waste management challenge was to identify and quantify materials present and then to have a clear strategy in place for the removal of hazardous waste offshore with decisions made as to how ‘clean’ should clean be and what waste materials should be left in situ and handled during onshore dismantlement. A further challenge was then to quantify waste per separated section for removal and consignment onshore as required under UK regulations and for onshore management planning.
The project was one of the first of its kind in the UK sector and as such the information provided in this paper will be of interest and use to any other Operator planning any decommissioning activities.
In terms of conclusions the Operator is well on its way to achieving the 97% reuse and recycling of NWH. As well as this there was much learned, which included: The benefits of good early upfront planning;Good document management right through an installation's life time;A clear waste management plan and strategy, developed together with the Decommissioning Contractor and Onshore Dismantlement and Disposal Contractor;Early and ongoing consultation with regulators;Some methodologies used to estimate worst-case hazardous waste quantities can grossly over estimate actual quantities present.
As one of the first of its kind in the UK the NWH project provides information and lessons learned on the quantification and management of hazardous waste offshore, removal and consignment of topsides sections with residual hazardous waste as well as legislative interpretation and compliance.
Physical Security in an Oilfield Services Company Management System in Latin America
Authors: Lopez Juan-Carlos , Fox Chris , Alaguna N. , Marulanda J. J. 
Published: July 2010

Abstract
Security has become an increasingly important concern across the oil and gas industry. Operations in several countries in Latin America are affected by common criminality associated with organized and unorganized groups. On top of this, terrorism poses a high potential risk for oilfields situated in areas, such as Colombia, that are within the influence of guerrilla organizations.
This paper shares practical experience of how an oilfield services company fully integrated security into its management system in Colombia, which the company considers to be a high risk country from a security perspective.
The paper describes how management commitment and leadership concepts were applied to day-to-day operational decisions in extremely challenging personal security environments, while at the same time supporting interaction with customers, authorities, and just as importantly with employees and contractors.
The paper also shares practical tools that are being used to assess the risk level of a particular location, region, or country, based on statistics associated with three criteria: armed conflicts, common criminality and travel risk. Assessment of the criteria makes the management team's decisions on security issues more quantifiable and less based on intuition.
In addition, the paper demonstrates how security can be effectively managed as another business factor, aligned with the Health, Safety and Environment (HSE) strategy and fully integrated into the corporate management system.
Fitness for Work Programs: Keys for Success, Rooms for Improvement
Authors: Guibert Philippe , Lo Olivier 
Published: July 2010

Abstract
For the last decades, Fitness For Work (FFW) programs have gradually become a standard practice in the oil & gas industry. The main objective of these programs is to ensure that employees (with known – unknown) health conditions are appropriately assigned to a safe work environment. These programs are also considered as a benefit to employees and fulfill company's social agenda protecting their precious human asset.
A performance review of such FFW programs suggest key effective outcomes to consider:
Suggestion of positive impact on the (lower) numbers of medical evacuations and fatalities. Effective management of FFW programs contributes to avoid high risk individuals with likely health complication to be deployed to areas where medical infrastructure is inadequate to manage their conditions. FFW programs also provide management with tangible data on the overall fitness – health status of the workforce. Programs such as smoking cessation, vaccination coverage, weight control, can be managed on the long run using information coming from FFW programs. Long term Return on Investment (ROI) may be considered when assessing the direct and indirect costs of medical care versus avoided evacuation – repatriation linked to diseases and related injuries
What are the main features of successful FFW programs?
■ A strong leadership commitment, which empowers the program stakeholders (Medical Direction, Human resources, HSE managers). ■ A duty for all employees to attend these programs. ■ A simple and robust check-ups process allowing every employee to benefit from the same medical standard across multiple geographical locations, on a regular basis, within an optimized network of medical providers. ■ A transparent communication with strict respect of medical confidentiality.
Key improvements could strengthen the efficiency of these programs:
■ Industry specific health standard would improve the value added of medical providers participating in FFW programs. ■ A worldwide network of providers could be accredited ‘O&G’ to ensure quality and consistency of medicals
As a conclusion, the factors identified to explain the success of theses FFW programs would benefit many organizations implementing or improving such programs in the Oil & Gas industry.