bluuebunny/crossref_metadata_2025_split huggingface dataset:
Commonality in EDF
Authors: Garcier Yves 
Published: April 2008

Abstract
The French fleet uses a single technology (PWR), with 3 capacity levels each of them representing different technical plant series. The period in which the reactors were put into service stretches mainly between 1980 and 1990. Fessenheim, the oldest of the power plants and situated in the eastern part of France, celebrates its 30th anniversary this year.
These aspects contributed to the building of a fleet with common features such as: ■Standardized by the unique basic technology, with some technical differences due to the technical plant series and some specific local aspects.■Young with an average age of just over 20 years and mature by feedback of the comprehensive experiences (together more then 1100 reactor years)
The performances have generally been in net progress over the last 5 years and to highlight this positive trend, there are 3 examples.
Developing Global Oil Spill Preparedness and Response
Authors: Bennet Bernie , Richardson Cassie , Osikilo Yvette 
Published: April 2008

Abstract
Although the number of major spills from tankers has decreased over the last 40 years due to the establishment of stricter preventive measures, the sensitivity to oil pollution of the marine environment has increased, and oil spills are still perceived to be a very serious issue. The oil industry must therefore remain prepared to take timely and effective action in the event of an incident.
A key principle of oil spill preparedness and response is the building and sustaining of partnerships between government and industry. The success of the drive for government and industry cooperation in building preparedness capacity can be seen through such initiatives as the Global Initiative (GI), a programme launched 11 years ago by the International Maritime Organization (IMO) and IPIECA, to encourage and facilitate the development and implementation of preparedness best practices such as oil spill contingency plans.
The achievements of the GI programme are encouraging. Many countries have developed/are developing national response systems. The experiences gained and results attained following GI activities in any part of the world are good examples that may be replicated elsewhere at both national and regional levels.
The profile of global oil spill risk is continually changing as exploration/production activities expand, and ship and pipeline transportation patterns alter; there remain areas in the world where the risk of spills is greater than the preparedness to deal with them. The GI partners continue to work together tirelessly to ensure tangible progress is made in establishing effective arrangements to deal with oil pollution.
This paper will explore how industry and government work together to develop global oil spill preparedness through programmes such as the GI. It will examine the success factors in the programme, the challenges faced both from industry and government perspectives, and also look into sustainability of the GI.
NORM Management in the Oil and Gas Industry
Authors: Cowie Michael , Mously Khalid , Fageeha Osama 
Published: April 2008

Abstract
It has been established that Naturally Occurring Radioactive Materials (NORM) may accumulate at various locations along the oil/gas production process. Components such as wellheads, separation vessels, pumps, and other processing equipment can become NORM contaminated, and NORM can accumulate in the form of sludge, scale, scrapings and other waste media. This can create a potential radiation hazard to workers, general public and the environment if certain controls are not established.
Saudi Aramco has developed NORM management guidelines and is implementing a comprehensive strategy to address all aspects of NORM management which aim towards enhancing: –NORM monitoring–Control of NORM contaminated equipment–Control over NORM waste handling and disposal–Workers protection, awareness, and training
The benefits of shared knowledge, best practice and, experience across the oil & gas industry are seen as key to the establishment of common guidance.
This paper outlines Saudi Aramco's experience in the development of a NORM management strategy and its goals of establishing common guidance throughout the oil and gas industry.
Improving HSE Culture through the Human Element
Authors: Pachiyannakis Karim A. , Al Hajri Moussa , Al Sarka Easa S. 
Published: April 2008

Abstract
People's behavior accounts for over 95% of all recorded incidents; because poor employee moral, lack of belief and distrust in management's commitment has become an over-riding influence and obstacle towards improvement.
But all is not lost! We have shown that by targeting the human element a real improvement can be achieved in the corporate HSE (Health, Safety, and Environment) culture.
The authors’ methodology is to first evaluate the existing HSE culture using an HSE Climate Survey designed specifically for the company; then analyze and identify the gaps and areas of improvement, and in conclusion proposed and is implementing an action plan to attain the desired HSE Culture.
The research questions: What is the existing HSE Culture in The Company?What is the personal behavior of The Company's employees towards Health, Safety, and the Environment?What areas require focus to close the gap and improve The Company's HSE Culture?
To improve the HSE Culture The Company has focused its efforts in the following areas; moral building and developing teamwork, entrenching employee responsibility and supervisor accountability, empowering employees to ‘stop work’, and continually making the benefits of an incident free workplace clearly understood.
The results revealed that management must be accessible and willing to listen to the employees’ needs and wants. Secondly, management decisions must be transparent; they must address all moral issues and demonstrate visible and passionate safety leadership on a day-to-day basis. Thirdly, providing the necessary resources and processes to the employees is crucial for them to move towards a sustainable and healthy work environment.
By using these above "People" tools the company has measured an overall reduction in high potential incidents with an increase in identified substandard practices and conditions. The company and its contractors’ HSE culture have improved due to management's vision and commitment to address the underlying human elements and to move from ‘understanding HSE, to believing in HSE’.
Effective Implementation of Behavior-Based Safety in the Unique Petroleum Industry
Authors: Walker Scott 
Published: April 2008

Abstract
One challenge in the upstream exploration and production industry is that the nature of the work is dynamic, as is the makeup of the workforce. This is especially true when trying to integrate an effective behavioral safety process (BSP).
Although it is counter to change management philosophy, the theory was tested: does mandating the use of behavioral safety tools (i.e., observation, feedback, positive intervention, etc.) prior to a group's understanding of its value, then experiencing multiple positive events in the field, lead to identical results achieved through conventional methods? Behavior-based performance (BBP), the company's process, was re-implemented in mid-2004 for a Rock Springs, Wyoming test group, utilizing mandatory participation. Remaining company camps in the western U.S. were control groups that used conventional implementation methods. Following introductory training and explanation of mandatory activities, tracking/monitoring began.
Analyses of field data and comparative results from 2003–2007 determined "mandatory" effectiveness and indicated all the test group's BBP metrics were significantly better and improved earlier than those of the control groups. The resulting conclusion was that requiring participation resulted in equal or better engagement than control groups utilizing voluntary techniques. All components influencing process engagement were not controlled; however, evaluating whether program maturity, culture, management support, etc., affects implementation was addressed through ongoing BBP sustainability audits.
BSPs are strongly embraced by petroleum producers, to the extent that even their service contracts require BSP utilization and frequently stipulate metrics to be achieved. As a service contractor, the objective becomes how to effectively implement a BSP. Challenges include the often fluid employee base, remote assignments, and erratic hours worked by the typical petroleum workforce. Conversely, stable manufacturing workforces working steady schedules can receive continuous BSP training, reinforcement, and "real-time" coaching, ideally resulting in engagement and voluntary participation.
HSE, A Way Of Living
Authors: van der Wal J. 
Published: April 2008

Abstract
As a result of an extended analysis of a double fatal incident, several deep underlying causes and deficiencies were found in various parts of the HSE-Management System of the Nederlandse Aardolie Maatschappij (NAM). The main deficiencies found were about organizational, communication aspects and lack of balance between operational and process safety. A remarkable observation was that approximately 80% of the potential interventions were missed in the office e.g. on work preparation, planning of the work and management of change (MoC). On site there is often adequate attention for e.g. good housekeeping and PPE however a clear lack of attention for process related safety issues was observed e.g. risks of working in a plant with hydrocarbons and lack of competence about process risks of especially (sub)contractor staff.
This paper describes the summary of the incident, the findings and the change which was established after the incident on three levels of the organization: 1. organizational aspects, 2. supervision on site and 3. provision of fit for purpose information to contractor staff. Additional experience and practical results will be shared around: The clarification of HSE accountabilities of asset leaders and supervisors on site.The connection between office and field staff on HSE issues.A communication program named "HSE, a way of living" where basic HSE information is provided to contractors in an easy language and attractive format.
Using Technology to Eliminate Drowsy Driving
Authors: Heinzmann Jochen , Tate Derek , Scott Robert 
Published: April 2008

Abstract
Operator fatigue is an issue in all 24-hour operations; operator fatigue is a leading cause of vehicle crashes. The oil and gas industry is a 24-hour operation that relies extensively on land transportation. It comes as no surprise then that drowsy driving has been recognized as a cause of many land transportation-related fatalities.
Dealing with drowsy driving is a difficult task. Training is a powerful tool; however, drivers trained to recognize and manage fatigue frequently fail to effectively apply this training at critical times because sound judgment is one of the first things affected by fatigue. As part of an ongoing commitment to crash-free driving, a major oilfield service company turned to a leading fatigue research and technology company to assist in eliminating drowsy driving.
This paper reports on the experiences of a field trial with a new fatigue warning device for drivers and operators. The device utilizes a camera system installed in the dashboard of the vehicle that monitors the eyes of the driver. In contrast to previously proposed devices, this system does not utilize infra-red (IR) reflections, and as a result, is able to operate during daytime and when eyeglasses are worn. Deployed in four heavy trucks and one light truck, the systems have successfully recorded sequences of the eyes of drivers during potential fatigue events.
This paper also reports on staff acceptance of such fatigue management systems. Privacy concerns are an issue when camera-bsaed systems are used to monitor drivers.
Methamphetamine: A Blight on Society
Authors: Mifflin Amy , Hill Eddie , Searle Dave , Scheffler Scott 
Published: April 2008

Abstract
Rising rates of methamphetamine abuse are having profound implications for the petroleum industry in the U.S. Labor shortages, workplace safety, and quality of life in rural communities are among the critical issues facing upstream and downstream operations alike. Due in part to stakeholder engagement with elected officials in the State of Wyoming, the seriousness of the methamphetamine abuse problem was highlighted as a community assistance opportunity. In response to this growing problem, a compelling public awareness initiative was developed. The initiative was designed to mobilize local communities into action and was targeted to key production operations areas in Wyoming.
The experiences gained in researching, developing and piloting the program will be identified, including the effort to examine the nature of the threat; outline the awareness program model; highlight community response; identify quantitative and qualitative impacts; and explore industry-driven options to combat methamphetamine abuse.
The paper also shares knowledge gained through the interactions with community resources, law enforcement, school officials, the media and others to implement open public meetings using the awareness program.
The following results/conclusions are highlighted. Reputational value through media coverage, community, awards, etc.; local stakeholder/community leaders report more collaborative appoaches on the problem; stakeholder engagement model that identifies and secures program partners; and evolution of the project to a nation-wide opportunity for all industries.
E&P Industry's Challenges with Managing Mitigation Guidelines for the Protection of Marine Life During Marine Seismic Operations
Authors: Tsoflias Sarah L. , Gill G. C. "Chip" 
Published: April 2008

Abstract
Over the past decade, potential impacts from anthropogenic sound in the marine environment have received increased attention. The oceans are home to a diverse ecosystem and serve competing uses such as marine habitat, mineral resource operations, shipping, fishing, tourism and recreation. All human activities conducted in the oceans should be carried out in an environmentally responsible manner to ensure sustainability of the oceans. The E&P Industry operates globally in the offshore sector. Seismic survey operations are one source of anthropogenic sound in the marine environment and have received increased scrutiny over the years from regulators, environmental non-governmental organizations and the public. Though three decades of world-wide seismic surveying and various research projects provide no evidence to suggest direct physical injury to a marine mammal species, mitigation measures are commonly implemented to further reduce the level of potential risk of harm to marine mammals.
The E&P Industry is committed to conducting offshore activities in an environmentally responsible manner, including complying with mitigation and monitoring regulations and guidelines. However, Industry believes that mitigation measures should be based on risk assessment and the best available science instead of the commonly applied precautionary principle. To date, several countries including Australia, Brazil, Canada, Ireland, New Zealand, the United Kingdom, and the United States have implemented regulations or guidelines which specify mitigation measures for the protection of marine life when conducting seismic operations in their territorial waters. These mitigation measures vary from country to country while in many geographic regions, there are no guidelines in place. Operating globally, the Industry faces many challenges as it seeks to understand and implement these mitigation measures.
This paper seeks to present a brief summary of current guidelines by region and discuss a recommended approach to mitigation measures.
Development and Deployment of a Contractor Safety Management Program for Chevron Environmental Management Company
Authors: Zamora Tony , Martin Raoul 
Published: April 2008

Abstract
For Chevron Environmental Management Company (CEMC)—the operating company responsible for managing remediation, restoration and infrastructure abandonment projects around the world—contractor safety management (CSM) is critical. With a total workforce that is 90% contracted and which works over 3 million hours annually on many diverse project sites around the world, the safety performance of our third party suppliers is fundamental to our success.
CEMC followed Chevron's Contractor Health, Environment and Safety Management (CHESM) Expectations—a component of Chevron's Operational Excellence Management System 1 (OEMS)—as a model to establish an effective program. This paper will describe Chevron's CHESM Expectations and will tell the story of CEMC's development, deployment and improvement of its own CHESM process—first in North Amercia and now globally.
The TOTAL Group and the Local Economic Development of the Lacq Basin
Authors: Arquizan Claude , Charbonnel Jean-Claude , Noël Renaud 
Published: April 2008

Abstract
This presentation traces the actions that link the TOTAL group and its subsidiaries located in the southwest of France, and local economic development of the Lacq Basin over the last fifty years.
The Lacq gas field – 250 billion m3 of gas reserves and 3000 employees at the height of production – has been operated by TOTAL E&P France (TEPF) since 1957. This operation was initially a challenge both in terms of the technical issues involved and in terms of risk management. At the time, the local stakeholders’ main concern was the acceptability of the activity. This period generated the development of the chemical industry in the Lacq Basin, but the deliberations carried out in advance concerning the industrial future of the Basin during the inevitable decline of the field's production and after it ceases to be operated quickly came to the fore and have taken shape in the actions set out below.
TEPF's own activities linked to gas production have been declining since the 1980s, but its efforts continue to be focused on risk management, improving the production facilities, capitalising on its resources, accommodating pilot projects, etc.
At the same time, the industrial complex around the Lacq Basin, which was initially focused on the operation of the gas field and the operation of the associated products, opened up to other industries while remaining centred on the chemical sector.
Several projects that aim to promote development and industrial diversification have been set up by the TOTAL group over the years: 1975: SOBEGI (SOciété BEarnaise de Gestion Industrielle), develops in Mourenx an industrial facility geared towards fine chemistry and proposes pooled services,1978: TOTAL Développement Régional provides financial support to small and medium-sized companies and plays a major role in local economic development,2000: the INDUSLACQ industrial park, created on the site of the Lacq plant, allows TEPF, in parallel to its gas treatment activities, to provide an organisation of property to the companies on site, thus allowing various services to be pooled.
In addition, the CHEMPARC Public Interest Organisation, which was formed in 2003, brings together the State, local authorities, university, industrial companies and trade unions in a spirit of dialogue. It groups together four industrial platforms with a regulated safety perimeter that include INDUSLACQ and SOBEGI, and its objective is to contribute to local economic development.
The projects described above form a dynamic that is consistent with the increasing takeover of responsibility by the traditional stakeholders; local authorities largely contribute to that by their initiatives and massive support: the presence of about 8,500 jobs in the Basin is the concrete result of structured actions. Thanks to its consistency and originality, such an approach could constitute a reference for other sites.
Sustaining Community Education on Road Safety
Authors: Kazmi Syed Mahmood Ali , Nensey Safdar Hussain 
Published: April 2008

Abstract
Pakistan is a country with second highest death rates related to road accidents. BP Pakistan has its upstream operations scattered over an area of around 7500 sq.km in Badin District which is densely populated with very poor awareness on Road Safety & Traffic sense. Road incident rates in Badin District are among the highest in Pakistan and there is almost a nonexistent traffic enforcement regime to curb road traffic issues. This entails nurturing the local populace and self-empowering them on their Road Safety / Traffic rights and educating masses for a long-term change.
Environmental Performance Reporting: From a Laborious Data Collection To A Fully Integrated System
Authors: Pradier Bernard 
Published: April 2008

Abstract
Reporting on environmental performance at Total E&P consists in recording an extensive series of quantitative and qualitative indicators on every operated site to monitor the effect of E&P activities on the environment. The data are then consolidated and the results exploited at affiliate level as well as at the E&P Head Offices level. Collecting, validating and managing in real time such an extensive number of indicators requires a safe and fully integrated system able to match the size and complexity of Total E&P. If managing environmental data with Excel™ sheets was possible in the first years of reporting, it rapidly appeared that this methodology was unable to face an ever growing demand of accuracy and representativeness. Consequently an integrated reporting system, supported by a web-based tool, was developed.
Coaching Safety Leadership Using the Situational Leadership ® Model
Authors: Brasher Ana 
Published: April 2008

Abstract
Safety Leadership should be about engaging employees in safety and empowering them to take responsibility for their safety and safety of their co-workers. Every employee needs to be a leader in safety every day so that a zero-injury workplace can be achieved. Many opportunities exist to coach employees on how to take this personal responsibility, but those methods are not always clear to managers. This paper will describe how and when to use Situational Leadership to coach employees on safety leadership so they can apply it in daily actions.
Common approaches to safety involve reactive rather than proactive steps, which leaves an organization exposed to potential mishaps as well as to deficiencies in employee training and attitude. Both are detrimental to an organization's growth and fiscal management. The Situational Leadership style allows managers to analyze needs proactively and then to adopt the most appropriate leadership style. To get the most benefit, a leader should be trained in various leadership styles and how to determine others’ development levels. This style is popular with managers because it is simple to understand and works in most environments for most people. Managers can assess employees’ development levels before coaching them on a safety issue and developing a corrective action. Generally, employees with low skills or attitude will need more detail in explanation and corrective action, while employees with high skills or good attitude will need less explanation and will achieve more ownership of corrective actions. With this type of coaching, managers and employees will progress to the highest development levels at which they are the "owners" of corrective actions and become true leaders in safety. This paper will describe the methodology and inherent benefits of using Situational Leadership to redefine an organization's safety culture.