bluuebunny/crossref_metadata_2025_split huggingface dataset:
Structure and Functioning of the ISO 14001 and OHSAS 18001 Certified HSE Management System of the Offshore Installation South Arne
Authors: Valeur J. R. , Clowers M. 
Published: December 2007

Abstract
South Arne is an oil and gas producing installation in the Danish sector of the North Sea. Its HSE management system was certified to ISO 14001 (environment) in 2002 and OHSAS 18001 (health and safety) certified in 2005. It was the first certified offshore production facility in Denmark. The purpose of adjusting the management system in line with the requirements of the standards was to ensure a structured system which can be used for facilitating continual improvement in HSE performance.
Various studies have discussed whether certification of HSE management systems leads to improved HSE performance. Two keys to success include development of a good safety culture and clear and convincing management commitment. An important part of a good safety culture is a good reporting culture with respect to HSE incidents. Clear management commitment is indicated by prompt response to actions identified to prevent recurrence of incidents as well as ensuring that key contractors are included in the facility HSE management system.
South Arne originally used incident severity rating scores as a measure of HSE performance, based on a relatively complicated rating matrix. It was not easily understood and provided poor consistency of ratings. Therefore, a revised matrix was developed based on feedback from users and it appears to be more easily understood and results in more consistent ratings.
HSE target setting and improvement plans are fundamental in both the ISO 14001 and OHSAS 18001 standards. The difficulties in independently measuring health and safety performance are discussed. In addition, both the inherent changes caused by maturing of the fields and the problems in weighting different types of environmental impacts makes it difficult to objectively define improvement in environmental performance.
The experience is that certification of HSE management systems helps operators to manage their HSE matters in a structured way. The certification process in itself sets focus on HSE in the organisation. Offshore and onshore management, employees and contractors work together towards a common goal. Therefore, both the preparations for certification and the resulting improved HSE management system have a positive effect internally and as a signal of HSE commitment towards external stakeholders.
Stakeholder Involvement in the Ormen Lange Project To Achieve Sustainable Solutions
Authors: Brekke G. , Tangen T. A. 
Published: December 2007

Abstract
The purpose of the paper is to share experiences on the method used in stakeholder dialogue in the Ormen Lange Development Project. Hydro is operator during the field development phase on behalf of a group of 6 licence partners. Systematic stakeholder identification and consultations have resulted in an optimal development solution for the partners in the project and for the society as a whole. Dialogue with and recognition of the views of various stakeholders has enabled the project to reach better and more expedient solutions than would have been possible without this process.
The Importance of Cooperation and Job Satisfaction to Continuous Improvement of the HSE Results on an Offshore Installation: Experiences From the Oseberg Sør Platform
Authors: Andersen P. 
Published: December 2007

Abstract
Oseberg Sør is an oil production and drilling platform, located at the Oseberg field in the North Sea. Since the start-up of the platform in 2000 we have achieved an excellent development in our safety records over the last years of operation. We have been operating for over 5 years without any injuries that have led to absence from work.
There are also very few, and none severe, personal injuries without absence.
Our M value = "Working condition based injuries" Have also shown a similar development.
To achieve these excellent results, we have been working systematically with all aspects of safety at the platform. Due to this the Oseberg Sør Platform was nominated and won the President Safety Award from Hydro ASA for 2004 in competition with all Hydro plants worldwide.
In this paper I will point out some of the factors I believe are the most important reasons for our very high safety figures.
I will start by giving you some facts about the platform. Then I will present our management philosophy and how we are practising it. Further I will explain how we have managed to develop a safe, secure workplace and what we have done to achieve this. There are no magic formulas, but we strongly believe that if people are happy at work, proud of their workplace, feel safe at work and look after their workmates, they will also work more safely.
Here are some figures and capacities of the platform. The platform was completed in 2000, and stands on a steel jacket at a depth of 110 metres. It is a combined drilling and production platform and has one of Hydro's most modern drilling rigs. The platform has a processing plant with single-step separation, with gas and water injection. The partially stabilised crude oil is then exported to Oseberg A. It has a production capacity of 94.000 barrels pr. day.
Lessons Learned on Stakeholder Engagement From Energy Projects in Tengiz, Nigeria, and the United States
Authors: Martin M. 
Published: December 2007

Abstract
This paper is an analysis of the stakeholder engagement efforts of three major capitol projects. Although the methods of stakeholder engagement differ widely between these three projects, they are similar in that each project team made a conscious effort to engage stakeholders as early into the project as possible and to maintain a positive relationship with stakeholders through all phases of the project. Best practices, improvement opportunities, and lessons learned for stakeholder involvement are reviewed, presenting ideas that are applicable to both large and small projects in a variety of cultural and regulatory environments. Steps that have worked and efforts that can be improved upon are both discussed. Tools for gaining stakeholder acceptance of a project that can be used regardless of the size and locale of a project are reviewed.
Safe Practice in Tank Bottom Repair
Authors: Al Ameri B. S. 
Published: December 2007

Abstract
Petroleum storage tank bottom repair is a HSE Critical Activity as it posses imminent danger of fire and explosion due to entrapped crude oil or its products beneath the tank bottom as the tank bottom always susceptible to the leakage caused by corrosion. Oil industries are using various methods for its repair depending on various situations of the corroded tank bottom. At TAKREER the tank bottom is repaired with a special technique using Inert gas as continuous purge gas / blanketing beneath the tank bottom plate and adequate ventilation in the tank which is cost effective and safe practice achieved after chronological improvements.
Bioremediation of Weathered Oil from the 1991 Gulf War
Authors: Murphy T. P. , Shaw R. D. , Guo J. , Parr T. , Leppard G. G. , Blair S. 
Published: December 2007

Abstract
In the 1991 Gulf War over 40 billion litres of oil were released. This oil spill was by far the largest in history. There are over 64 km2 of shoreline that are still contaminated. The anticipated recovery is taking about ten times longer than other studied oil spills. We were contracted to evaluate the potential for in situ bioremediation of the oil in the intertidal sediments. Only with nutrient enrichment were bacteria seen with an electron microscope to be commonly attached to oil. A pilot-scale injection of a solution containing nitrate and nutrients into intertidal sediments bioremediated highly weathered oil. After one month there was a notable production of alkanes resulting from either breakdown of larger more complex petroleum compounds or "liberation" of sequestered oil from a mineral precipitate matrix. Two months following the treatment, effectively all of the C8 to C40 compounds were reduced to very low levels equating to treatment effectiveness for aliphatics of about 90%. There was little washout of the nutrients. Impacts to benthos were limited and they fully recovered within three months.
Khat—A Natural Stimulant
Authors: Sellei L. , Al-Jabri M. , Kurinsky J. D. 
Published: December 2007

Abstract
In Yemen (Fig. 1), Khat chewing is a noteworthy part of the life style and plays a dominant role during celebrations, marriages, and political meetings. This habit presents similar problems for Yemen as alcohol does in other parts of the world.
The alkaloids of Khat (Cathinone & Cathine) are psychotropic agents (having an altering effect on perception or behavior; affecting the mind or mood or other mental processes). However, Khat is not a controlled substance and is openly sold at many markets in Yemen. It is the most popular commodity of the country and could be considered the national narcotic. Certain people use it weekly, but almost every Yemeni adult uses it on a daily basis. Before the amalgamation of Northern and Southern Yemen in 1990, Khat related commerce amounted to one third of the North's economic income. It was not as prevalent in South Yemen as it does not grow in the south's low-lying terrain. After the union, however, this habit also became wide-spread in the south.
Because of the effects on human behavior the oil and gas (O&G) industry and public service are required to deal with this habit as part of doing business in Yemen. An understanding of this habit and its effects must be gained and methods to manage it need to be incorporated into injury prevention and health plans for operations in Yemen.
Moving Beyond Management System Descriptions To Achieve a Step Change in HSE Performance
Authors: Walters K. W. , Wallace J. 
Published: December 2007

Abstract
This paper provides an overview of the approach used in the ExxonMobil Production Company (EMPC) to achieve an increased understanding of HSE management systems leading to consistent and more effective execution at the business unit and field operating levels.
A suite of standard management systems defined by EMPC specifies ‘what’ needs to be done to meet Operations Integrity (i.e., HSE management system) objectives. The following suite of complimentary documents has been developed for each standard management system to increase the effectiveness of each system and to facilitate an understanding and consistent execution at the business unit and field operating levels:
■ System Summary: communicates system requirements at a high level to individuals other than those directly responsible for developing the system's procedures/tasks. ■ Business Unit Details: allows those positions directly responsible for the system implementation (i.e., system owner and administrator) to demonstrate how specific required procedures/tasks are being met and where the documentation resides within the organization. ■ Roles and Responsibilities Matrix: details the specific execution responsibilities of the various positions in the business unit. Sorting of this detailed information by position (e.g., Operations Manager, Site Supervisor, etc.) provides a "Quick Reference Guide" of execution responsibilities for each position and a means for field level personnel to quickly understand their full range of HSE-related responsibilities. ■ Verification/Measurement Table and Feedback Plan: provides a format for capturing verifications and measurements related to system performance, and documents the system feedback activities, thereby completing the continuous improvement cycle.
Comprehensive documentation of HSE management systems is necessary but not sufficient for effective execution and sustained performance. Full acceptance and effective execution of HSE management systems at the field level requires additional tools where procedures and tasks are clearly defined, roles and responsibilities are communicated, personnel are adequately trained, performance is measured, and adjustments/improvements are made.
Adgas LNG Plant Pre-Fire Plans
Authors: Lecheheb N. , Abbas A. , Nedjar M. 
Published: December 2007

Abstract
A pre-fire plan identifies proactively the resources (equipment and personnel) required to effectively handle and mitigate the impact of an emergency situation and thus reduce the business interruption risk. These plans act as working tools with the emergency responders and have a built in flexibility to be modified to suit the situation.
In order to produce the ADGAS Pre-fire plans as well as the related Emergency Response Plans (ERP's) it was necessary to study and analyse all previous quantified Risk Assessments to determine and define all the credible scenarios, then, calculate calculate for each scenario, the fire impact and the resources (manpower and equipments) required to control this fire. The following flow diagram summaries how the pre-fire plans and ERP's were produced.
Each scenario, identified by previous QRA's, was analysed to determine its credibility, (i.e., it has a high likelihood of occurrence and serious consequences. High risk fires and those with potential for escalation were also considered as credible.
A Guide to Social Impact Assessment in the Oil and Gas Industry
Authors: Consiglio M. , Witchalls B. , Armstrong K. , Stampa M. , Madec A. , Abdullah M. , Depraz S. , Fraser E. 
Published: December 2007

Abstract
Social Impact Assessments (SIAs) can be developed at any stage in a project to propose measures to mitigate potential adverse social impacts and enhance positive social impacts. This paper describes guidance developed on how to make the best use of SIAs in oil and gas projects.
An Assessment of the Benefits of "Secure Source" Systems for Nuclear Logging-While-Drilling Operations
Authors: Nelis P. , Dahl J. , van Lammeren C. , Hearn F. 
Published: December 2007

Abstract
This presentation discusses the health, safety and environmental risks associated with the deployment of nuclear logging services while drilling (LWD). During these operations, radioactive sources are inserted into logging tools which are run in hole as part of the drill string bottom-hole assembly.
This paper summarizes the key radiation safety and environmental protection aspects of a ‘secure source’ logging system, designed to deliver the highest possible standard of protection to the logging sources during drilling operations. The risks associated with various critical scenarios are assessed and compared. The discussion includes a summary of the procedures followed when stuck nuclear logging tools are required to be abandoned in hole and the importance of avoiding loss of the sources at an unknown location in the well.
The conclusions are presented within the context of an ongoing debate on the relative merits of ‘secure’ logging sources and alternative ‘retrievable’ systems, involving sources which may be able to be returned to the surface if the bottom-hole assembly gets stuck in hole.
Accelerating Technology Acceptance: Nucleating and Funding E&P Technology
Authors: Bates T. , Coyle G. 
Published: December 2007

Abstract
Significant changes have occurred in the world of E&P technology in the past twenty years. The traditional role of large oil companies with substantial R&D budgets has changed, especially as commodity prices have become more volatile. Technology spending by U.S. oil companies, for example, fell significantly during the 1990s. During this same period, oil service companies increased technology investment. However, the oil price crash of 1998 put a severe dent in their aggregate R&D activity. Many observers note that the lack of current breakthrough technologies on the horizon resulted from reduced new product investment. This paper is based on an SPE Advance Technology Workshop held in March, 2005 with over 90 participants from across many sectors of the industry. It will discuss macro trends in technology funding, issues that impact product development and roll-out, and new business models which promise to alter the way the oil industry funds new technology in the future.
Accelerating Technology Acceptance: Prioritization and Assessment of Technology
Authors: Jacobs S. , Dirks B. 
Published: December 2007

Abstract
This paper represents a summary of the discussion and findings from a breakout session held during the two-day SPE Applied Technology Workshop on Accelerating Technology Acceptance in the industry. Besides understanding current practices, the purpose of the session was to prioritize the steps that should be taken to achieve this goal, and to outline how best to assess the new technology needs of the industry. In addition to outlining the most salient points from the discussion on existing practices among oil companies and technology providers, also addressed are a series of recommendations for accelerating the acceptance of technology. The analysis includes a prioritization of the various suggestions given during this session, with a comparison made of the importance placed on each recommendation by operators versus technology providers. Some differences in opinion did exist. Based upon all information collected, it is clear that the road to accelerated technology acceptance involves commitment from leadership in both oil and technology provider companies, clear identification of the value propositions existing for new technology, and better communication between users and technology developers to insure that the appropriate R&D efforts are made to address the increasingly stringent exploration and production applications around the world. How SPE can assist in this important effort is also addressed.
Accelerating Technology Acceptance: Blurring the Lines
Authors: Ferguson S. E. , Vollebregt E. J. E. 
Published: December 2007

Abstract
This paper describes the content and findings of a breakout session at the SPE Applied Technology Workshop held 15-16 March 2005, in Montgomery, Texas.
The pace of technology adoption in the oil industry is widely acknowledged to be relatively slow. The purpose of the breakout session was to examine the extent to which contracting relationships between service companies and oil companies contributed to this problem, and what measures could be taken to improve these relationships.
Framing the Problem. The session participants identified the most important factors that block the uptake of technology. These provided a backdrop against which to examine the contractual relationships.
Current Practices. The participants then selected a number of relationship types that are widely used in the industry, including: conventional tendering; licensing; collaborative development work; the role of small technology providers; coventuring; and working interest participation.
Views and Experience. Within the time constraints of the session each of the relationships types was debated individually, considering their good and bad features, and the circumstances under which they did and didn't tend to produce good results.
Recommendations. Following the debates the most important observations were captured and recommendations for improvement were made. Each of these recommendations was then voted upon by the session participants to determine both its importance and feasibility to implement. These recommendations were then presented to the wider audience at the Workshop.
Accelerating Technology Acceptance: Is the Industry "Backbone" Strong Enough for Acceptance of New Technology?
Authors: Arnold K. E. , Dunlap D. 
Published: December 2007

Proposal
This paper presents the results of a breakout session on the role of the industry's technical knowledge, or "backbone", in speeding the acceptance of new technology. The session occurred at the SPE Applied Technology Workshop on Accelerating Technology Acceptance held March 15-16, 2005. Addressed was the issue of whether it is necessary for operating companies to have their own core staff of technical experts to provide this knowledge, or whether the existence of such a group could actually hinder the acceptance of new technology which was "not invented here". The role of consultants and embedded service company engineers as a means of providing this technical backbone is discussed.
The paper also discusses the state of the industry's current efforts and concepts needed for hiring, training and motivating sufficient quantity and quality of technical staff in both operating and service companies. The role of the corporate CEO and top executive staff in this effort is highlighted. The current perceived gap that exists between top executive staff's stated strategic objectives and the actions taken through organizational filters which may inhibit accomplishing these objectives is discussed, as are recommendations for closing this gap.
Risk-Based Driving Improvement Plan (Beyond Traditional Approaches)
Authors: Lopez J. C. , Tate D. , Lane K. 
Published: December 2007

Abstract
This paper explains how an oilfield services company developed a site-specific, risk-based improvement plan for the activity of driving, applying both the traditional control measures and innovative local initiatives while taking into account behavioral factors and operational needs. It also shows the excellent results of the plan after more than one year of implementation.
An Approach to QHSE Management in an Emerging Technology
Authors: Houlbrook A. , Lyon A. 
Published: December 2007

Abstract
This paper concerns the development and introduction of a Quality, Health, Safety and Environmental (QHSE) Management System by a global underbalanced drilling service provider in a dynamic environment. Underbalanced and Managed Pressure drilling are not new techniques but do present challenges in terms of QHSE which have to be met if the industry and its clients, the exploration and production companies, are to be satisfied that such projects may be conducted in an environment where risk is eliminated or minimized.
Allied to this, any QHSE Management System (QHSE MS) introduced by a company operating in 110 locations across 6 regions has to be flexible in meeting regional legislative, cultural and operational requirements.
The UB supply sector has been characterized by consolidations with numerous small suppliers being absorbed into a few major providers, this and the inherent nature of UB drilling has lead to safety risks and concerns and, UB effectiveness uncertainties. In turn this has required a variety of QHSE methodologies having to be consolidated into one coherent system.