bluuebunny/crossref_metadata_2025_split huggingface dataset:
Human Factors Engineering: An up Front Engineering "Level of Protection" Leading to Improved Human Efficiency, Better System Performance and Life Cycle Cost Reductions Part 1: The Development of a Human Factors Engineering Strategy in Petrochemical Engineering and Projects
Authors: Rensink Harrie J. T. , van Uden Martin E. J. 
Published: December 2007

Abstract
Although the human-machine interface in petrochemical manufacturing projects has always been considered to be an integral part of sound engineering design, many misfits in operability and maintainability have been experienced after implementation.
Based on that experience a vision and policy was developed by Technical and Occupational Health management at Shell Nederland Refinery Pernis and Shell Nederland Chemicals Moerdijk resulting in a human factors engineering strategy integrated in the early development phases of the business process project preparation and execution.
The benefits of this strategy are demonstrated both in business terms (economics) and in working conditions; e.g. improvement of Health, Safety and Environmental (HSE) aspects. Based on historical data it is now clear that for a typical $ 400 million petrochemical project the strategy can result in a reduction of: 25 - 5 % of capital expenditure (CAPEX),1 - 10 % of engineering hours and3 - 6 % of life cycle costs of facilities (OPEX).
This paper consists of two parts. Part 1 describes the main drivers of the development of a human factors strategy within Shell Pernis and Moerdijk organisations.
Part 2 will give a detailed view on the actual management of human factors in petrochemical projects and will evaluate the costs and benefits based on the experience of implementation human factors engineering in smaller and larger petrochemical projects.
Environmental Baseline Monitoring in the South Caspian
Authors: Oliveira S. , Hayes A. , Askerov F. 
Published: December 2007

Abstract
Environmental monitoring is an integral component of oil exploration and production, and has acquired a progressively higher profile with developing public awareness and concern about environmental issues. BP and partners have been engaged since 1995 in exploration and production activities in the Azeri-Chirag-Guneshli and Shah Deniz contract areas, in the Azerbaijan sector of the south Caspian Sea. During this time, the companies have invested substantial funding and resources in monitoring, and in developing within Azerbaijan the infrastructure to carry out this monitoring.
Environmental Monitoring in the Caspian has been conducted in accordance with the Annual monitoring Programmes approved by the PSA established Environmental Sub-Committee and Research and Monitoring Group, which is composed of key local authorities and institutions.
Monitoring results have been made publicly available through ESIAs, and shared with Caspian countries through the data sharing with the Caspian Environment program.
Reduction of Footprint and Restoration of Function: An Approach to Cumulative Effects Management
Authors: Creasey Roger , Fischer Lisa 
Published: December 2007

Abstract
The oil and gas industry tends to create numerous linear disturbances during the evolution of conventional field development. Access roads to wellsites, pipeline right-of-ways (ROWs), power lines, and seismic lines all contribute to other linear features created by forestry, mining, and public roads. Management of the resulting cumulative disturbance is difficult as there is usually a lack of land disturbance thresholds, holistic guidance from regulators, and individual companies can only manage their own operations and project design.
Shell Canada is addressing its responsibility to control the contribution to this type of cumulative effect. This is being accomplished through improvements in the integration of project planning, reduction of the physical and effective ecological footprint of facilities, collaboration with other industries, and restoring the effectiveness of wildlife habitat. Where possible, an internal corporate policy of "no net increase" in linear developments is adopted.
This paper will describe situations where Shell Canada is implementing practices to reduce the regional cumulative effects by managing its incremental disturbances on the land.
Health, Safety and Environment Management Assessment Tool: Application in the Brazilian Oil Industry
Authors: Amaral S. P. , Rodrigues E. C. , Filho A. F. Carvalho 
Published: December 2007

Abstract
Petrobras has a Health, Safety and Environment Policy, which was revised recently in 2003, in order to align with other policies included in its strategic planning. Additionally, Petrobras in 2001 prepared a set of 15 Corporate Guidelines on HSE, which were sub-divided into 79 requirements.
The objective of the implementation of these guidelines is to turn Petrobras into a reference for excellence in Health, Safety and Environment Management, seeking to improve its results in these areas. The HSE Management Evaluation Process (PAG-SMS - Processo de Avaliação de Gestão de SMS), is the tool for the evaluation of the implementation of the Health, Safety and Environment Corporate Guidelines at Petrobras and its Subsidiaries, including its own Business Areas, Transpetro and BR Distribuidora.
PAG-SMS allows grading, as well as identifying Strong Points, Improvement Opportunities, Observations and, above all, Practices of Excellence. One of the principal purposes of PAG-SMS is the dissemination and implementation of the Practices of Excellence identified during the evaluations, throughout the Petrobras System.
Enhanced Environmental Management for Land Based Seismic Acquisition using a Quality, Health, Safety and Environmental Management System
Authors: Gibson David W. 
Published: December 2007

Abstract
Environmental management is often presented as separate from safety management. This paper will show how a robust quality, health, safety, and environment management system (QHSE MS) can adequately address environmental issues for land-based seismic acquisition.
Environmental issues have become a large part of land seismic acquisition activities. Many stakeholders, including government and nongovernment organizations (NGOs) and local communities provide standards or guidelines in the form of environmental impact statements or environmental assessments (EIS/EA). These documents are often written to address the larger field development process (wellsites, roads, pipelines, and other infrastructure).
Conflicting views among stakeholders are common, and the document development and approval process can be lengthy. Project timing can be adversely affected. A land seismic acquisition crew must have clear and unambiguous objectives to avoid conflict with stakeholders.
Once standards and objectives are defined, the challenge comes in implementing the standard and subsequent monitoring to ensure compliance. By using an existing management system model from the safety industry, based on the International Association of Oil and Gas Producers (OGP) (formerly E&P Forum), guidelines, environmental issues, and requirements can be managed as part of an integrated program. This integration simplifies the in-field application of requirements and provides simplified measurements of compliance.
Factors Affecting Waste Management of Produced Water in the Petroleum Industry of Trinidad & Tobago
Authors: Maharaj Priya Shivani , Ramnath Kelvin 
Published: December 2007

Abstract
Trinidad and Tobago is considered a small island, with continental scaled industries, and correspondingly sized environmental issues. Environmental management within the petroleum industry in this country has therefore effectively evolved into a series of strategies for salvaging environmental assets of this twin island republic where the environmental sustainability is continuously challenged by the gargantuan waste streams from these operations. With growing public awareness and governmental intervention, greater attention is being focused on individual activities and waste streams that constitute to environmental degradation, and in particular produced water from the upstream petroleum industry.
The legislative framework of this country represents a centralized policy approach of pollution control for industry, which acts to ‘coerce’ producers of this waste stream to develop and implement pollution control mechanisms, thus implying a seemingly command and control approach to pollution management. This policy system aims at achieving the desired standards for contaminant levels in the upstream petroleum industry, with the relevant enforcement agencies being adequately prepared to monitor and measure the quality of discharge. This is current the economic tool for attaining a controlled pollution levels, with the implementation of penalties for levels beyond that which is permissible.
Even with effluent standards and pollution fines, the pollution levels associated with petroleum industry operations have not significantly decreased. It is therefore mandatory that newer and more efficient technologies be introduced for waste management to ensure that the effluent standards in this command and control approach are met. In this light, the economic tool of technology standards should be implemented, such that petroleum industry waste can meet the targets set by effluent standards. With the aid of governmental subsidies, grants or even soft loans on such a framework, such economic factors can ensure success to reduce contaminant levels, using optimal technology.
Environmental Fate And Effect Of Contaminants In Produced Water
Authors: Johnsen Ståle , Røe Utvik Toril Inga , Garland Emmanuel , de Vals Bruno , Campbell John 
Published: December 2007

AbstractIn 1994, the International Association of Oil and Gas Producers (OGP) issued a report on the fate and effects of constituents produced water in the marine environment, based on information from member companies and the literature (1). The report, which focused on the North Sea, was reviewed and updated in 1998, and is currently subject to a further revision.This new report addresses discharge, fate and potential environmental impact of produced water to the marine environment from a wider, global perspective. The focus of the review is primarily on produced water impact, and takes into account a number of comprehensive studies that have been completed during the past 5 years. In addition, information and data on environmental effects of naturally-occurring, ‘non-oil’, constituents forms an important contribution to the report.It is clear that produced water, in general, poses a limited threat to marine ecosystems. Local effects have been observed in shallow waters. Regulation and legislation practices on produced water vary significantly on a global scale, but in many areas are still based principally on concentration standards of oil in water. In some areas, in addition to performance standards, there is also a requirement for biological testing and discharge modelling studies. Environmental risk and impact assessments have, during the past decade, found broader application in areas such as the North Sea and Gulf of Mexico. The paper will present the results of the review and will serve as a basis for further discussion on produced water environmental management in the industry and in the regulatory and scientific and wider stakeholder communities.
Onshore Drilling Waste Management: Beneficial Reuse of Cuttings
Authors: Susich Mark L. , Schwenne Max W. 
Published: December 2007

Abstract
Marathon Oil Company, in collaboration with the Alaska Department of Environmental Conservation (ADEC), successfully implemented an Exploration and Production (E&P) Drilling Waste Beneficial Reuse Management Plan (Plan) in its Cook Inlet, Alaska operations in 2001. Since that time, all drill well oversize cuttings associated with E&P activities have been beneficially reused within Marathon's existing infrastructure.
The overall objectives of the Plan are to ensure that drill cuttings do not pose a threat to the environment, to treat and beneficially reuse the oversize fraction of sand and gravel associated with E&P drill wells, and to reduce the disposal volume of cuttings and associated costs. The two products of treatment are cutting fines which are slurrified and injected into a disposal well and clean sand and gravel that can be used for the maintenance and/or construction of roads and berm. The following paper presents Marathon's approach to managing these wastes.
A Multimedia Approach to Incident Dissemination
Authors: Eslinger Keith 
Published: December 2007

Abstract
On Wednesday March 12, 2003 Shell Canada Limited's Caroline Complex experienced an emergency incident due to a release of gas containing hydrogen sulphide. Because of the large area affected – more than 400 km2 and 790 residents, Shell needed a tool to disseminate the cause, the actions taken, and the barriers / recoveries in place. Communicating these issues in an easy to understand manner was key to regaining trust with the public and regulatory bodies.
The Multimedia presentation was selected, and initially presented at a workshop attended by residents, other companies, and local regulators. The video was also formatted and distributed to all interested stakeholders, including other Shell operations.
This paper deals with the creation of, and response to, the multimedia presentation. As a pilot project for Shell Caroline, the presentation has been very successful, and the technology will be used in future to disseminate incidents internally and externally, as well as for public consultation of new projects.
Derivation, Application, and Evaluation of the KUBO-TEPA Matrix for Generating Corrective Actions
Authors: Veley Carl , Ritchie Norman 
Published: December 2007

Proposal
Recently, it has become possible to realistically forecast future safety performance using a systematic classification of corrective actions given on accident reports. This new method redefines standards for "good" reports, but it also changes the root cause assessments. Fortunately, this is a good change, reducing accident causes from 227, on a commonly used list, to a mere four. It also greatly simplifies the analysis process, eliminates the need for investigations by specialists in routine cases, and produces more effective corrective actions in nearly all cases.
The new analysis process begins with the assumptions that all accidents are a result of acts of people, and therefore are correctible by changing acts of people. Because an accident, by definition, is an event that nobody tries to make happen, it follows that all accidents occur because someone, somewhere, didn't Know, Understand, Believe, or Observe (KUBO). Correcting these four basic causes can always be reduced to some provision to Teach, Educate, Persuade, or Assign (TEPA). These theories are the origin of the KUBO-TEPA accident analysis guide that is rapidly gaining acceptance in the Gulf of Mexico petroleum industry.
Combining this guide with the new standards for corrective actions produces a three by four matrix of clues to corrective actions that apply to all accidents. A brief training program has proved to be enough to teach frontline supervisors how to use this matrix to devise effective corrective actions with minimal outside assistance. The bottom line is greatly improved accident prevention initiated at the lowest operational levels and easily evaluated by upper management.
Avoiding a Major Accident Event
Authors: Craddock Richard J. 
Published: December 2007

Abstract
Although it is 16 years since the Piper Alpha disaster, and despite the subsequent implementation of the Safety Case risk-based objective-setting regulatory regime, the petroleum industry continues to have Major Accident Events (MAEs).
Despite the progress made in safety management in our industry under the safety case, companies and regulators still continue to cite Lost Time Injury Frequency Rates (LTIFR) as the main Key Performance Indicator of industry safety performance. Medical Treatment Injury rates or Total Injury Frequency Rates (TIFR) are also used. One major disadvantage with LTIFR (and TIFR) is that it is a Lag Indicator reporting the current status of injury rates, rather than a Lead Indicator–indicating the relative potential for an incident to occur in the future.
Another disadvantage is that LTIFR and TIFR are mostly measurements of slips, trips and falls type incidents, and are not indicative of the potential for an MAE. Several facilities that have had MAEs have had very low injury frequency rates. It is proposed that more suitable Lead Indicators that can be useful in preventing an MAE are available and should be tried by companies that are serious about avoiding MAEs.
MAEs result from a combination of factors usually resulting from the breakdown or failure of a number of Control/Barriers that have been put in place to prevent an MAE. Currently the rates of injuries (TIFR and LTIFR) are interpreted as indicative of the potential for rarer serious injury and fatality events (higher in the Injury Pyramid). What are the lower level events indicative of the potential for an MAE? In this paper it is proposed that for MAEs the higher frequency lower level events that can be monitored (and are indicative of the MAE potential) are the failures of the individual control barriers that have been implemented to avoid the MAE. The incident rates for the failures of these controls (and the time to implement corrective actions) are not usually monitored by operators. It is proposed that these can provide a very necessary Lead Indicator of the potential for an MAE.
IVMS – Behind the Scenes, Making It Work
Authors: O'Regan Derry , Ikerodah Nicholas A. 
Published: December 2007

Abstract
This is the story behind the in-vehicle monitoring system (IVMS) deployment in Shell Petroleum Development Company of Nigeria Limited (SPDC).
The IVMS as used in SPDC is a Voyage Data Recorder (VDR) system, which records certain parameters of trip information and driving style. The recorded information is used to give feedback to drivers on driving style and observance of limits. The purpose of the feedback is to encourage drivers to maintain limits set by SPDC and to instil safe attitudes and behaviours in drivers.
Departments that regularly use decoded IVMS printouts have been able to progressively improve drivers' driving behaviours and the maintenance of company set limits and thereby, better manage transport safety. While the IVMS provides certain information to support investigations and the application of sanctions and rewards, its prime role is as a tool for awareness building and education. To achieve this, the "journey" of IVMS consists of 2 steps: get the hardware and software into the vehicles and working, and deploy a framework to use the information.
This presentation highlights the numerous milestones of change management over five years from 1998, to adequately cover the 2 steps. Potential users of IVMS can underestimate both the importance of the second step and the many mini-milestones, which each step comprises. In addition, the many hurdles that were overcome along the road to deployment of IVMS will be presented.
Motor Vehicle Safety: A Comprehensive Approach to a Complex Problem
Authors: Baltz John J. , Hanrahan Fiona 
Published: December 2007

Abstract
Motor vehicle crashes are the largest contributor to fatalities and serious injuries in the oil and gas industry. This paper describes the steps taken by a large multi-national energy Company to create, deploy, and implement an approach to improve motor vehicle safety (MVS).
As Company operations extend across 180 countries, the acceptance and success of the approach required solutions that were both targeted yet flexible enough to be adaptable for a host of different business environments and operational challenges.
The approach was developed by a multi-disciplined Project Team. The team sought input from a wide range of stakeholders within the Company, developed an understanding and response to cultural boundaries and benchmarked best practices worldwide. All of this input was leveraged to develop an approach compatible with the Company's culture and help to ensure its success.
Specific key areas designed to improve MVS and necessary for the success included: Setting clear expectations: MVS-specific expectations have been established in the Company's safety management system.Providing tools and resources: multiple tools were created to assist line operating units in developing their own customized programs. These tools include a comprehensive guidance document, an assessment tool, an audit tool, and a process and tools to assist organizations in creating a concrete action plan to improve MVS. Additionally, web-based resources have been established to link line units with tools and information.Engaging the workforce: a comprehensive deployment process was developed that line units can use to engage their workers in MVS improvement.Sustaining the effort through knowledge management: a Company-wide network of subject matter experts with expertise and/or responsibility for MVS has been established.Increasing leader's participation: specific elements of the Company's approach have been designed to increase the role of leaders to emphasize the priority for MVS.
Improving MVS is complex and requires a comprehensive approach with customizable solutions.
Improving Safety Leadership in Drilling and Completion Operations
Authors: Karish John , Siokos George 
Published: December 2007

Abstract
Since conducting a global review of drilling safety in 2001, BP has been focusing on methods of improving the HSE leadership competencies of its wellsite and other operational leaders. BP has started working with Enterprise Development Network (edn) to achieve that goal. Edn's generic methodology focuses on developing a greater understanding of the organization's safety vision and values, exploring and experiencing leadership, team behaviours and skills necessary to achieve safe work outcomes and having participants develop an action plan that is revisited shortly after workshop attendance. BP has taken that a step further and jointly developed (with edn) an HSE Leadership Development Center that includes BP specific context to assist operational leaders in really understanding what it means to be a leader in HSE in BP. It also provides specific, focused feedback for each participant. Two programs have been conducted as of November 2003. Initial feedback from participants is very positive.