bluuebunny/crossref_metadata_2025_split huggingface dataset:
Methodology of Health Impact Assessments in Development Projects: Getting it Right at the Front End
Authors: Divall Mark 
Published: April 2008

Abstract
A Health Impact Assessment (HIA) is defined as a combination of procedures, methods and tools by which a policy, programme or project may be judged as to its potential effects on the health of a population and the distribution of these effects in that population. It has the objective to deliver evidence based recommendations to maximise potential positive health benefits and prevent or mitigate any detrimental health impacts that a project may have on any potentially impacted communities.
While the concept of Health Impact Assessments is relativity well defined for policy, it is still a relatively new field for assessing the impacts of development projects. Unlike the process of environmental and social impact assessments that are well regulated, but that have a very narrow view of the health impacts, there is no legal requirement for a formal more in depth health impact assessment.
However, many companies are adopting the HIA process and as a minimum standard, and it is increasingly required for the external financing of projects. It is thus essential to understand the concept of a HIA.
The procedures and methods of a HIA are generally well defined, but the objectives and deliverables are often not that well understood by the project proponents that commission these assessments. Thus; it is essential that the first stages of the assessment procedures are conducted in a meticulous fashion, as the design of the assessment will reflect the final result. This may require initial training in the concept of HIA and what it does and does not deliver.
The design of the HIA should be guided by determining if the project warrants a HIA and to what extent it should be conducted. This must be conducted through a screening process managed by a standard tool completed by the assessor in conjunction with the project proponent.
The final terms of reference for the assessment must be defined through a scoping phase. This must incorporate the use of a standard tool to ensure that most considerations are addressed, but it also needs to include a variety of stakeholders in a steering group to ensure that different perspectives of the project and its potential health impacts on the community are considered. This is an essential step as it defines the final outcome of the assessment and guides the project proponent into their final expectations of the deliverables.
Waste Management in a Desert Environment, Yemen
Authors: Ravishankar Krish , Thurber Mark William , Brower Rick Allan , McClurg Jon 
Published: April 2008

Abstract
An integrated waste management plan was developed and implemented in a remote desert petroleum-producing region of Yemen. Challenges included: an absence of in-country contractors that recycle, handle hazardous, non-hazardous, and mixed waste; sensitive receptors including nearby communities, groundwater and desert ecosystems; limited options for safe disposal within the petroleum block; logistical challenges of transporting waste long distances in sand sea environments, and historical ad hoc disposal practices by previous operators that created waste liabilities. Occidental of Yemen (Oxy) and Walsh Environmental Scientists and Engineers (Walsh) consulted in-house stakeholders (geophysical exploration, exploration drilling, production managers, operations, and HES) and external stakeholders (Ministry of Oil and Mineral Resources, local tribal leaders and government officials, contractors, and NGOs) and developed an integrated waste management plan that is functional, cost effective, and addresses concerns of local and national stakeholders in the logistically challenging sand sea environment. The Waste Management Plan was developed consistent with Oxy's Worldwide Standard of Care that involves the principle elements consisting of: regulatory compliance; segment/business unit HES performance objectives; correction or cessation of any activities that pose an unacceptable risk to health, safety, or to the environment; and a risk evaluation and mitigation program that achieves consistent results worldwide. The waste management plan presents clear principals for managing waste streams, which include reuse, recycling, incineration, proper storage, and final disposal to prevent exposure to sensitive receptors. The important improvements in waste management are: construction of a centralized waste management facility that collects and processes waste streams from nearby production areas and remote drilling pads; lining of pits, and location outside active channels of wadis away from houses and agricultural fields; re-injection of some liquid wastes, and an active program of remediating pre-existing environmental impacts from previous operations.
Waste Management Standards Enhance Environmental Performance
Authors: Conrad D. L. , Hoffmann R. E. , McHugh S. 
Published: April 2008

Abstract
Chevron Global Upstream is developing standardized processes for health, environment, safety, reliability, and efficiency. Waste management is addressed as a performance standard within one of these processes. Having written standards for management of upstream wastes enhances environmental performance by ensuring consistency amongst global upstream operations, conformance with world-class standards, and the continuous pursuit of waste minimization.
The Chevron Global Upstream (GU) Waste Management Environmental Performance Standard consists of three tiers of documents: a process guide; a table listing preferred waste management methods; and technical standards for waste treatment and disposal facilities and activities.
The process guide lists the steps involved in implementing the standard, prohibits practices and materials which generate problematic waste streams, and institutionalizes Waste Management Planning for new projects from inception.
The first technical component of the standard is the list of preferred waste management methods for 50 common oil and gas industry waste types. A waste management method could involve equipment (e.g. drum crusher), a facility (e.g. landfill), a practice (e.g. return to supplier) or combination thereof (e.g. oil recovery followed by bioremediation). The pollution prevention hierarchy (reduce → replace → re-use → recycle → recover → treat → dispose) was considered in the selection of the preferred management methods for each waste type, recognizing that a range of technically acceptable alternatives is a necessary provision to accommodate the range of regulations and circumstances existing globally.
A set of technical performance standards were developed for the most common treatment and disposal methods and activities: Bioremediation; Construction Incorporation; Downhole Disposal; Incineration; Landfill; Pits; and Waste Transport and Storage.
Implementation of this waste management standard is currently underway within Chevron Global Upstream, ensuring that waste management activities performed throughout the operating life of a GU asset achieve the highest degree of environmental protection.
The Design and Value of a Medical Fitness-for-Duty Program
Authors: Frangos Stephen , Bardarson Trevor , Bunch Richard 
Published: April 2008

Abstract
Medical providers make recommendations every day to employers regarding employee medical fitness. These recommendations are based on the practitioner's clinical training and experience; however, there is often insufficient objective information available about the workers' physical ability to perform those requirements, thereby reducing the effectiveness and efficacy of the medical providers' recommendations. Chevron has developed a process for more accurately assessing medical fitness-for-duty based on the objective and specific physical requirements of individual jobs. The process includes job evaluation, medical exams, functional capacity evaluations (FCE), remedial action plans, and program evaluation that are applied to medical fitness determinations. This process will be described, followed by results-to-date and lessons learned from the implementation of twelve programs from 1997 – 2007 at Chevron. Additionally, several case examples including an analysis of the risks and costs will be presented from the files of ISR Institute, one of Chevron's key vendors in its medical fitness-for-duty programs. Finally, the paper will present Chevron's global health strategy, focusing on the specific programs and processes for the implementation of globalized best practice standards for medical fitness for duty.
Definitions:
– Job evaluation – documentation of a job's physical requirements and working conditions – Remedial action plans – recommended exercises and activities to enable an individual to pass the FCE; also includes consideration of work accommodations and / or alternate work – Program evaluation – collection of date to assess program compliance, evaluate consistency of testing application and quality of provider services, documentation of testing outcomes and analysis of the potential financial impact on the company
Influence From the Top: Senior Managers and Safety Leadership
Authors: Reid H. , Flin R. , Mearns K. , Bryden R. 
Published: April 2008

Abstract
Interest in the safety leadership skills of supervisors and managers does not seem to have been extended to senior managers, who have been described as a ‘neglected species’ in safety research. There are a few studies emerging from other sectors but very little from the energy sector. The Energy Institute has recently sponsored a new research project on senior managers' safety leadership in the oil and gas industry. This paper presents early findings from this project based on a literature review of both scientific studies and major accident inquiries and addresses the following questions: Does safety need to be managed in a different way to other aspects of the business, such as productivity? Is there a particular leadership style for senior managers (e.g. transformational) that influences the level of safety in their organizations? Are there particular characteristics of senior managers who achieve good safety performance in their organizations?
Meeting the Challenge of Technology Advancement: Innovative Strategies for Health, Environment and Safety Risk Management
Authors: Bruney J. M. , Jones D. W. 
Published: April 2008

Abstract
The oil and gas industry is rapidly developing innovative technologies – new types of fuels and distribution systems, technologies to produce in the most remote and harsh environments, integrated gas developments on scales never before achieved. While the world demands innovation to meet its energy needs, society also holds increasingly higher expectations. Energy must be supplied not only reliably and affordably but safely, in a manner that protects health and the environment and with due consideration to the concerns of stakeholders.
To meet the challenge of protecting workers, communities and the environment, Chevron has broadened its vision of health, environment and safety (HES) risk management. This new approach draws on best practices, experience, and science across a range of technical specialty areas within the HES fields, and it integrates this knowledge into a single, structured comprehensive procedure, RiskMan2. Within the context of a corporate-wide risk management process, the RiskMan2 procedure will ensure rational and consistent HES risk management.
A key to RiskMan2 is the recognition that HES risks do not act as independent variables, but they are highly interdependent. A holistic view of risk with clearly defined mechanisms for assessment, prioritization and action is critical. RiskMan2 provides the structure and tools to achieve this integrated picture and to understand risk trade-offs. RiskMan2 also provides a framework for identifying and appropriately applying continually advancing HES science and technology. More than ever, it is critical to have a robust decision framework to guide the use of HES tools so that they can be optimally applied in a business context. Finally, RiskMan2 provides a structured process for consideration of societal values outside of the science and technology arenas. This new and comprehensive approach will critically assist Chevron in managing HES risks across its evolving business.
Promoting Health Awareness Among Employees and Families by Partnering with NGOs—The Schlumberger India Success Story
Authors: Akaya Jim 
Published: April 2008

Abstract
Managing the health of employees in a growing economy is posing a greater challenge. With changes in the economy, lifestyle changes, a greater propensity to spend, and a global multicultural infiltration of habits contribute to many health issues.
Managing the health of employees requires not just treating diseases, but also addressing the root causes— reducing the probability of exposure to illness and diseases.
The emphasis has also shifted to focusing more on the family, not just on employees, to help manage health risks. Part of the challenge was identifying the most effective means of reaching out to a group of employees and families and emphasizing the seriousness of the issues that we face. The solution was to get employees and families together in the workplace and partner with nongovernmental organizations (NGOs) who promote awareness of lifestyle issues and help with management of these issues.
Schlumberger's commitment to improving the world around us was the main driver of the educational initiative. Schlumberger is a citizen of a global community. We strive to positively influence the nuclear family with the potential to influence the world at large.
Analysis of employee preemployment and periodic examination data revealed an alarming rate of smoking-, alcohol-, and weight-related issues. The occurence of HIV/AIDS and diabetes as they affect our immediate environment and global community is increasing rapidly and cannot be downplayed. In addition, all age brackets in India suffer from stress, resulting in a very high suicide rate. All these issues were addressed at the Schlumberger family health awareness day called "Health in Your Hands." The NGOs shared from their wealth of experience, bringing much color to the presentation of the hard facts.
Analysis of recent medical examination records has shown remarkable improvement over previous years. The testimonials received from the employees that participated also show good effects from communicating the message. We are convinced that, little by little, we are making a difference for the global citizenry.
High Performance Safety Culture
Authors: Reavis Clay , Douzenis Pete , Fournier George , Griffiths Tim , Momie Mosley Andre' 
Published: April 2008

Abstract
Certainly every large corporation has recognized the need to build a strong safety culture in today's business climate. The senior management teams of these corporations implemented policies, standards, and processes to facilitate building this culture. Both leading and lagging systems have been developed to measure the improvement. Additionally, line management is expected to set the example and be actively involved in the process.
Patrick Hudson has written about the stages of organizational development, the highest level being the generative organization. E. Scott Geller has written of the need to keep the right people on the bus and ask those who do not fit to please get off the bus. While both of these philosophies are accurate, organizational development must occur at the local level. It must start at the grass roots of an organization and work its way outward to a global level.
Some localized groups have indeed created and maintained a culture of performance excellence, not just in the realm of safety but in every facet of operation. These groups all share several common traits: The reputation of the group is paramount to everyone and accomplishments are celebrated with a strong sense of pride.Communication constantly flows through the group at all levels and includes immediate peer-to-peer coaching and mentoring.Diversity is embraced. There is respect for everyone, rooted in the knowledge that every team member brings individual strength and contribution.Group members recognize that they must be adaptive to maintain peak performance in an ever-changing workplace.
This is a case study of how several groups have achieved excellence.
Major corporations operating in the oil and gas industry today, both exploration and production companies, as well as service companies, have developed and implemented management systems. This frame work provides the documents, tools and processes that make success possible. This is the Schlumberger vision statement for the Quality, Health, Safety and Environment (QHSE) Management System: "QHSE, a line management responsibility, requires visible commitment, leadership and involvement. Our proactive QHSE culture shall be understood, shared and practiced by all employees as an integral part of everyday business. Fundamental to this culture is our belief that all losses of people, property and process result from management failure and are preventable."
The words indicate a company that understands the corporate responsibilities and the executive management team will lead the organization on a course to achieve vision. Policy documents signed by senior management can point the organization in the right direction and shape the culture, but the real culture must be developed at the grass roots level and bubble up through the organization.
Safety Interventions—A Status Challenge for Managers and Supervisors
Authors: Pullwitt Tanja , Mearns Kathryn , Lauche Kristina 
Published: April 2008

Abstract
Communication skills and the ability to stop the job and conduct safety conversations are found in many safety management systems in the offshore oil and gas industry. The skill to perform safety interventions is a crucial part of a supervisor's and manager's role. This research looks at managers' and supervisors' performance levels to conduct these interventions and identifies the key aspects that lead to a successful conversation outcome. The performance levels of 62 managers and supervisors who conducted safety interventions were evaluated. Each conversation was rated using an observational rating scheme including thirteen elements (e.g. express own concern, ask open questions, etc.). An analysis of variance and multiple regressions were conducted to determine critical communication elements that would lead to a positive safety conversation outcome. In a second step discourse analysis methods were applied to ten conversations for an in depth analysis in order to determine particular communication strategies and linguistic realisations that would foster or hinder the positive development of a safety conversation.
Results showed that two particular communication strategies (the use of open questions and the creation of "what if"-scenarios) are important for a positive safety conversation outcome. The results also indicated that strategies used to reduce one's own status foster positive development of the conversation whereas strategies used to increase one's own status hinder a positive conversation process. This research identifies the specific skills managers and supervisors require in order to conduct successful safety conversations. Suggestions for an advanced intervention agenda that allows positive conversation outcomes in order to improve safety performances are made.
HSE Performance Measurement and Proactive Reporting System within In Amenas Operations
Authors: Bouacha Farid 
Published: April 2008

Abstract
The reactive reporting system is widely used to introduce HSE performances and to notify the robustness of management aspects in place. However, lagging indicators are not sufficient to measure employees' perception and to demonstrate organizational efforts or leadership commitment to HSE requirement.
Being proactive throughout leading indicators is the most appropriate way to perform reporting process and to assess HSE performance measurement. Hence, proactive reporting system contributes effectively to explain the attitudes and to establish essential attempts to improve the whole HSE features.
This paper examines both the existing findings and the HSE performance measurement linked to In Amenas Operations with a further benchmarking assessment of leading and lagging indicators.
In addition, a survey has been carried out to gauge both HSE culture on site and familiarity of employees with the elements of proactive reporting system in place. And while the human factors take an immense part when conducting the reporting process, a human reliability analysis was pursued to evaluate such contribution.
The findings show that the management targets are not achieved as a whole; for this reason more effort must be focused within the reporting practices, regarding procedures, defining responsibilities and allocating crucial resources with no blame culture and contractors' involvement.
The current study serves as a baseline reference to evaluate forthcoming progress effort and to weigh against prospect improvement areas.
Sustainable Development: End Game Is Good Governance
Authors: Ristau Carolyn A. , Knight Bill 
Published: April 2008

Abstract
Previous papers have described the process facilitated by Pro-Natura International – Nigeria, an NGO working in the Niger Delta: in 1997 entering the Ijaw swamp community of Akassa, staying to learn from them, befriending them, helping them to understand the problems they described and potential solutions; and, assisting them to build the institutions and grow the capacity they needed to implement their own programmes according to their own perceived priorities. As Lao Tzu predicted, centuries ago, the people then said "We have done this ourselves." Also described is how, 2002-07, elsewhere in this troubled region, other communities have demonstrated that this attractively revolutionary process could be adopted and adapted by communities choosing what a commentator described as "an African solution to an African problem".
This paper examines two essentials revealed by our experience: the need for a socially responsible "exit strategy" for the oil industry from the tangled network of community development programmes muddled through with disastrous results over several decades in Nigeria; and, how the process, as it gradually gains wider acceptance, can be made sustainable.
It is argued, using field examples, that for the process to work, the oil industry's concept of "host communities" must be abandoned in favor of inclusive, whole communities, less prone to conflict. Such "whole communities" likewise include all ethnicities and clans, thus not pitting one against another with dangerous short and long-term consequences. The paper discusses in detail some of the pitfalls created by utilizing clans as the unit for development; this strategy has unfortunately been adopted by some major oil companies in their community development work in Nigeria.
We note that for effective development, three types of funding are required ("seed", "establishment of Community Based Organization" and "development"). While multiple, cross-sectoral stakeholder partnering with communities is highly desirable now, in the long run sustainability can be guaranteed only by government.
In Nigeria, where governance has become an extractive industry of a sort, communities and the private sector, including the oil companies, now have to seize the nettle, together, to leverage good governance, development, peace…and a good operating environment.