bluuebunny/crossref_metadata_2025_split huggingface dataset:
State of the Art of Remediation for Petroleum Industries
Authors: Ayyaswami Arul , Vishwanathan S.. , Cyberteck Bahwan 
Published: January 2011

Abstract
The practice of environmental remediation itself has evolved from the 1980s and continues to evolve today. There is an increased level of awareness of the applicability and limitations of various remediation technologies. In the last decade, there has been significant improvement of remediation technologies from the early containment techniques to today's very aggressive site closure techniques. Many new and innovative technologies have been introduced to develop faster and more cost effective solutions for the petroleum industries.
The sources of contamination from different areas of the petroleum industry will be discussed:
EXPLORATION AND PRODUCTION
REFINING
TRANSPORTATION AND PIPELINES
DEPOTS AND TERMINALS
SERVICE STATIONS / USTS
The contamination from these areas of petroleum industry will be presented including: contaminated soil and groundwater impacts, crude petroleum sludge, brines and drilling soil and artificial drilling additives.
This paper will review the evolution of remediation technologies in the United States from the 1990s to the present time. The technologies that will be presented will include the following:

Soil.
Soil excavation, ex-situ and in-situ soil stabilization and solidification, soil capping, thermal treatment (on site and in-situ), soil washing, soil oxidation, bio-pile and bioremediation.

Groundwater.
Pump and treat, air sparging, soil vapor extraction (SVE), vacuum enhanced recovery, in-situ oxidation, thermal treatment and bioremediation.
Selected case studies utilizing several of these remediation technologies will be presented.
How to Change the Culture on HSE Towards Excellence in a Brown Field
Authors: Peball Ulrich , Simion Ana-Maria 
Published: January 2011

Abstract
An international Oil and Gas Company took over a state owned Romanian oil company in 2005 with about 22.000 employees, operating in more than 300 fields all over the country with significant offshore operations in the black Sea. The Original Company had been in operation for 150 years with 50 years under communist management and had become available for buy out after several restructuring efforts by the state.
It was understood from the due diligence process that the HSE performance of the Company was far from that normally expected by modern international standards and that the technical infrastructure as well as the attitude of the workforce towards HSE needed significant improvement.
In the early years after take over the focus was very much on inventorying the existing infrastructure and an assessment of technical safety conditions. The HSE organization was expanded, re-structured and the people trained in modern HSE practices and techniques. A lot of energy was spent in easy, quick wins, such as housekeeping campaigns, fixing the most obvious and unacceptable hazards and endowing the workforce with PPE that conformed to EU Standards.
3 Years after the take over the Management focus of the organization was changed from just production towards production, cost and HSE performance. This has been achieved by change in the Management and training the Managers in HSE understanding and skills such as HSE leadership aspects.
The introduction of annual HSE objectives combined with a Balanced Score Card which the company tied to personal performance bonuses as well as benchmarking the performance at all operational levels helped significantly in the implementation of strategic objectives defined by the new Parent Companies headquarters mantra of; "what gets measured get done".
The results of these initiatives can be seen in the in lost time injury rates which dropped from 1,1 to 0,19 (per million work hours) and also in the level of proactive involvement of the whole workforce through hazard and near miss reports which increased from 35 in 2006 to 25.000 per year in 2009.
Assessment of Co-Processing Technology as a Total Solution to Treat Oily Sludge Waste in Indonesia
Authors: Bakhtiar Nofti C , Sembiring Indra , Adnan Alkifli , Imantyoko Agung 
Published: January 2011

Abstract
Upstream oil & gas sector commonly generate oily sludge wastes. This waste can be treated with many methods according to the technical-economic assessment. Recently, co-processing technology usually being chooses in Indonesia. Therefore we need to evaluate co-processing in the legality, technique and economic aspects as the treatment option in Indonesia. The use of co-processing technology as Alternative Fuel and Raw Materials AFR) in cement industry can be implemented into 3 categories, i.e. co-processing of waste, alternative raw materials and mineral components. According to the legality assessment, co-processing comply with Ministry of Environment (MOE) requirements in utilization license because there are three cement industry licensed by MOE, minimal waste heating value 3,000-7,000 kKal/kg (above 2,500 kKal/kg or 4,500 BTU per lb) and controllable emission quality. At the technical aspect, co-processing can be execute easily, fast, practically and total solution (no slag and bottom ash) with no long term liability for the generator. Oily sludge wastes only need to be handling/packing and then transport to the Collector/Profiteer, treatment less than one month for a thousand ton of wastes and wastes actually destroyed without any residue. At the economic aspect, co-processing approximately costs about U$ 80-170 per ton. This cost is more competitive than other methods. Beside that aspects, co-processing give ecological benefits as a waste recovery and decrease the cement industry emission rate. Finally, co-processing is decent to be considered as the main option for oily sludge treatment according this study.
Using the Brain to Improve Incident Investigation
Authors: Locker Brian 
Published: January 2011

Abstract
Why do we have problems during the course of our lives and our business operations? And why do we not achieve the investigation results we want and need? These are simple questions but there is no one simple answer. There are, however, some common threads that help to explain why some business and investigation processes flow smoothly and produce excellent results, and why other processes become derailed and produce negative results. The author details the main process improvement elements for both business and investigation processes. This is followed by a description of the functionality of two parts of the non-conscious brain, the Reticular Activation System (RAS) and the Amygdala. The paper describes how the RAS and the Amygdala can and do play important roles in the successes and failures we experience during our everyday lives, during the course of business and during incident investigations.
The concepts and principles in this paper are useful to and may be applied by anyone committed to improving their business processes. Particular focus is place on incident investigation processes.
Examples are given to illustrate why the author believes a well designed ‘expert system’ based investigation system is more effective than many of the other analytical tools available. The author concludes the paper by making practical suggestions as to how one can take maximum advantage of the Reticular Activation System and the Amygdala to develop solid business and investigation systems. These, in turn, produce desired results.
As the late Earl Nightingale reportedly stated, "for most people and organizations, success remains a puzzle." Results do not meet expectations. Both chronic problems and acute incidents too often occur and persist during the course of our lives and our business operations. These serve to prevent, or more commonly degrade, any success individuals and organization may have. To make matters worse, if and when these problems and incidents are analyzed (investigated), resulting improvements are too often not realized, are ineffective or are only temporary. Truly understanding how the Reticular Activation System and Amygdala affect our thinking, decision making and ultimately, our business processes and results is hugely powerful.
Importance of Having a Good Robust Crisis / Emergency Response System During a Major Project in Yemen
Authors: Syed Bilal , Hirst Robert 
Published: January 2011

Abstract
The objective of this paper is to share the development of the crisis/ emergency response system and how it effectively helped save human lives during the project phase by timely evacuations when required
Yemen LNG Company faced the challenge to undertake the largest ever industrial investment project in Yemen – namely constructing an LNG terminal and pipeline to provide gas to the international markets from the remotest and poorest areas of Yemen. Yemen is ranked among the poorest countries in the world according to the World Bank indicators. Constant security threats, coupled with the omnipresent tribal conflicts make it a high risk context in which to operate. In spite of these major hindrances, the Company was able to complete the project in a safe manner in spite of having mobilized significant man-power (the peak being over 13,000 personnel), The multinational team of up to 67 nationalities at site gelled together to produce the end result and are proud of having achieved an undertaking whose safety record is one of the best of any major project being undertaken by a member company of the Internaqtional Association of Oil & Gas Producers (OGP). This was achieved by having developed a crisis / emergency response system which was in place from the early stages of the project. Emergencies both within the project area and also for humanitarian reasons were dealt with in an effective manner.
The systems were developed/ implemented and were exercised in a way such that there was a constant improvement process ongoing which incorporated the learnings at all times. The importance of having such systems in place cannot be overstated, especially in a country like Yemen where the state emergency response infrastructure and facilities are not available to be called upon. Not only did the project people benefit from this initiative, but people outside the project locus also benefited, as a number of emergencies were dealt with on humanitarian grounds. The paper highlights the processes that were followed in order to achieve the results of evacuating personnel safely to secure destinations.
Reduction of Human Error by Inherently Safer Design: A Case Study
Authors: Hossein Nia B.. , Zeinolabedini M.. , Nabhani N.. , Roayaei E.. 
Published: January 2011

Abstract
It has been estimated that up to 90% of all workplace accidents have human error as a main cause. Error must be accepted as a normal component of human behavior. Exhortations to ‘be professional’ or to ‘be more careful’ are generally ineffective, because most errors are committed inadvertently by people who are already trying to do their job professionally and carefully. They did not intend to commit the error. Many factors influence human operator failure probability that some factors are physiological (‘not doing what you meant to do’), some factors are psychological (i.e. making the wrong decision).and some are both. It has been well understood by safer professionals that human factor greatly contribute to success or failure of process safety programs in the chemical process industries as well as represent the area needing the most emphasis to reduce risk. Well-designed human systems can produce inherently safer plant designs and operating procedures. If we understand how humans work and how human error occur, we can design better systems for managing, supervising, designing, training, auditing and monitoring. This has been visualized in a real accident; which has been analyzed as a case study.
Steps to Health, How to Motivate Employees to More Physical Activities
Authors: Schnieders Guido , Barenschee Axel 
Published: January 2011

Abstract
The problem: Overweight and related illnesses
A company with its employees mirrors normally the society, which includes that to a certain extent the problems of a society can be found again in site of a company's community.
One of the problems of the wealthy societies of the world is overweight. Globally more than 1 billion overweight adults, at least 300 million of them obese. This includes a major risk for chronic diseases, including diabetes, cardiovascular disease, hypertension and stroke, and cancer. Some of the key causes for this phenomenon is the increased consumption of energy-dense foods high in saturated fats and sugars, and reduced physical activity.
The interest of the company
The aim of each company is to conduct a successful business. At the end the shareholders what to get their share from their original investment. Most companies have identified clearly that one of their most valuable asset are their employees. Imagine how much investment was taken to get an employee to the top of his performance: Selection process prior to hiring, induction into the company, in-house trainings, etc. At the start up every employee runs on a lower performance rate, because he need to learn how the company is functioning. t is the natural interest of a company to maximize the results out of each worker. Part of this is to try to influence the employee towards a more healthy behavior, with consequently less lost times caused of illnesses.
Beside these economic arguments, it is clearly a focus from the United Nations and its members to develop all societies towards this direction. More interested readers can have a look into the relevant publications of the UN.
The Medical Evacuation of Patients with Infectious Diseases from Developing Countries: Duty of Care
Authors: Quigley Robert L. 
Published: January 2011

Abstract
As commerce, particularly in the petroleum industry, increases in the developing countries of the African continent, so too does the risk of exposure to highly infectious endemic diseases. Such diseases include avian/swine flu, the viral hemorrhagic fevers (VHF), and multiple drug resistant tuberculosis (MDRTB) to name but a few. Although many countries, through their own Departments of Health, have adopted protocols to report and manage such illnesses, there are limited, if any, guidelines/procedures/vehicles to transport infected patients to centers of medical excellence (COME). Consequently, as these conditions are time-sensitive and many patients never receive adequate medical care, the absence of protocol may violate our duty of care.
From our own experience we have learned that medical transport of contagious/infected cases requires complete cooperation and authorization by all government officials responsible for Public Health in the countries concerned as well as in the countries where aircraft would refuel or fly over to reach their final destination.
During the severe acute respiratory syndrome (SARS) epidemic, we developed innovative safety measures to protect our medical teams/flight crews from contamination during medical evacuation/transport. Those measures included the design, in accordance with International Health Authority Guidelines (WHO, CDC), and implementation, of a compact, portable isolation unit (PIU), ideal for regional ground/air travel. More recently, we have incorporated a disposable biological containment unit (BCU) into our comprehensive protocols which is designed for a Gulfstream III, ideal for trans-ocean/continental travel.
Both the PIU and BCU enhance our ability to medically transport patients. We have demonstrated that: (1) efficient movement of the sick/infected patients has a positive impact on their outcome and (2) the creation and credentialing of a global network of preferred providers willing and able to accept such patients facilitates the transfer to the nearest COME rather than repatriations which may not always be practical or realistic.
A Carbon Footprint Management Program for Resource Consumption Cost Reduction
Authors: Rodrigues Clarence , Jeyaseelan Jeyalal , Unnithan Sreeja 
Published: January 2011

Abstract
The Petroleum Institute's (PI) Occupational Carbon Footprint Management Program is a two-phase program that was initiated in 2008. Some of the major accomplishments of the first phase included: Developing a method to generate/calculate PI's carbon footprintIdentifying strategies for reducing PI's carbon footprintIdentifying major areas of energy/resource consumption to reduce costs
In 2009 (phase 2), some of the major accomplishments included: Developing and implementing strategies indentified in Phase 1Measuring the results of these strategiesImproving estimates of PI's carbon footprint through enhanced data collectionIncreasing awareness among the PI on energy conservation and sustainability
This paper discusses the second phase of the program and details the various initiatives that were implemented to manage and reduce the Institute's carbon footprint and energy usage. One initiative in particular, of controlling building temperatures during business and non-business hours through HVAC adjustments, generated savings of 837,833 AED, representing a 23% savings over the previous year. Electricity use accounted for almost 90% of the PI's carbon footprint also making it the largest source of energy consumption. The greatest contributor to electricity consumption was the energy used to run the HVAC system. This paper will also detail the methodology used to develop PI's composite carbon footprint which totaled 13,253.5 metric tons of eCO2 for 2009. This value was reduced to 13,241.4 metric tons of eCO2 by an offset of 12.1 tCO2e due torecycling. Other carbon footprint reduction strategies will also be discussed including a lighting and lunimaries analysis study, awareness and education on sustainability, a water conservation project and the ecnouraged use of public transportation.
Industrial Hygiene Risk Assessment Using A Risk Assessment Matrix And A Dedicated Software
Authors: Courandier Jean-Michel , Pradier Bernard 
Published: January 2011

ABSTRACT
Exploration and production of oil and gas potentially exposes workers to some inherent health hazards associated with the use of chemicals, to physical and biological agents and poor ergonomic design of work places. Health hazards and the associated occupational illnesses can be easily overlooked in a regular HSE Management system since health hazards are not always apparent and may take many years for the effects to manifest in workers. Putting in place an effective risk assessment tool and an employee health management system will help employers to answer the very important question - when, where, how and to what hazard is an employee potentially exposed at work? An industrial hygiene risk assessment methodology was developed within TOTAL E&P branch. The method entails the systematic assessment of the potential risk of tasks resulting from the intrinsic hazard of chemical products and other hazardous agents (noise, radiations, extreme temperatures, biohazards, etc), estimating the duration and frequency of tasks and the occurence of adverse effect carried out by Similar Exposure Groups (SEGs) of workers. The method also estimates the protection means available in the workplace and hence calculates the residual risk to be managed by employers.
The results of the risk assessment exercise are consolidated in a Risk Assessment File document detailing monitoring data and action plans to mitigate high potential residual risks.
To facilitate this risk assessment process and enhance employee health data archiving and retrieval, a database management and risk assessment software was set up. The software includes Chemical/MSDS management, Human Resources information, Risk Assessment, Workplace and Personnel Monitoring.
The use of the software has greatly enhanced the access to employee exposure assessment records and overall management of occupational health of the Company's workforce.
Leadership & Commitment for HSE Excellence – What Really Worked!!
Authors: Mataqi Ismail Y. , Adivi Bala Siva 
Published: January 2011

Abstract
The role and influence of leadership and its commitment have come into sharp focus in the industry worldwide and in particular oil and gas industry recognizes that leadership is a key consideration in the creation of an incident free workplace. The sustained drive and commitment of the management is identified as the most critical aspect of creating and maintaining strong Health Safety Environment (HSE) culture. Kuwait Oil Company (KOC), one of the premier Oil &Gas companies in the Gulf region, gives top most commitment to HSE and considers HSE as one of the key strategic objectives of its business strategy and number one priority in its endeavor towards sustainable development. KOC recognized the importance of leadership towards HSE in not only just delivering the best decisions, but involves commitment to the implementation and practicing. KOC strongly believes that Leadership and Commitment act as fundamentals to HSE performance, and to business success. This paper focuses on the enhanced HSE performance after visible Leadership and Commitment in West Kuwait (WK) Asset. In the past, attempts to improve safety were seen as short term ‘actions; something to do because ‘we have to’, often resulting in them being treated as a distraction from the ‘real’ work priority issues. This paper presents that how the leadership and its commitment created the work environment necessary for people to develop the confidence and competence to practice and adherance to safety. This paper also focuses on the process and methodology of the implementation of various initiatives taken by the Management which enabled West Kuwait to achieve a substantial lowering of HSE risks, reduction of disabling injuries and frequency rates, Motor Vehicle Accidents and frequency rates, and employee HSE behavior, enhanced Integrity Management, enhanced Contractor's HSE performance and many more indirect positive results.
Work Related Stress Survey for South and East Kuwait Directorate
Authors: Hussain Zainab , Al-Kahloot Issam 
Published: January 2011

Abstract
HSE Team South and East Kuwait Directorate have taken the initiative to assess work related stress in S&EK directorate. The survey covered 124 employees who are working in the field offices (Burgan New Complex) from different Groups and 54 employees FD-S&EK employees who are working in Ahmadi new complex, and 56 employees shift workers whom are working in production operations and water handling. detailed questionnaire was used to collect stress related information from employees themselves, such as Bio data and general Information, Physical Health, Sources work pressure, Coping Strategies and finally their suggestions that could help them to reduce work stress.
Health Effects Findings are: 59% feeling exhausted sometimes and unable to sleep.56% are complained that their tendency to eat or drink is decreased sometimes.56% are complained from headache sometimes47% feeling depression sometimes
Causes of work related stress:
A- Demand Factor: 88% were found that their work require taking important decision.88% having too much work to do.84% have to work for long hours
B- Control: 59% complained from unfair distribution of work.41% found that lack of participation in decision making is source of stress.
C-Relationship: 56% complained from lack of consultation and Communication41% complained from lack of involvement & information
D-Change: 56% having Lack of consultation and communication.
E- Role: 59% complained that they dont receive adequate training.
F-Support Factor: 66% complaining of lack of encouragement by superiors53% feeling that their work is not valued.
The significant of the study is it presents recommendations to reduce the work related stress for both the organization and for each employee's group (office workers and shift workers)
Shift-Worker recommendations was categorized into Dietary and EatingPatternsSleep andSocial Activities