bluuebunny/crossref_metadata_2025_split huggingface dataset:
Use of Risk-Based Business Approach for Characterization of Environmental Remediation Liabilities in Upstream Oil and Gas Production Facilities
Authors: Connor John A. , Ravishankar Krish , Mejia Juan Carlos 
Published: April 2008

Abstract
This paper describes a risk based business approach for use of the ASTM Risk-Based Corrective Action (RBCA) process to establish baseline environmental conditions, classify environmental risks, and predict the potential remediation costs associated with historical oilfield operations. As part of an environmental due diligence performed for upstream oil and gas production facilities in Colombia, this risk-based due diligence process allowed prioritization and characterization of sites based on key risk and cost drivers. The methodology facilitated identification of remedial action strategies and development of an appropriate remedial action schedule, based upon inspection and review of a representative sample of the oilfield facilities. The case study in this paper is for an oilfield consisting of 1710 well sites, 7 active production stations, 76 abandoned substations, 2 crude oil dehydration plants, and a gas processing plant distributed over an area of 190 square kilometers. Within the limited time available for the due diligence, the approach facilitated completion of the property transaction and allocation of reserves as escrows in project negotiations to the satisfaction of all parties involved.
For this case study due diligence effort, site inspections were conducted at a representative percentage of each type of oilfield facility to identify site conditions posing concern in terms of &quot;primary risk factors" (human health or safety) or &quot;secondary risk factors" (i.e., impacts on ecological resources, water resources, land use, or regulatory compliance issues). Observed conditions were then characterized according to the RBCA classification system to define the relative magnitude of the risk posed and the relative urgency of need for a response action. For each type of oilfield installation, these data comprised a &quot;risk distribution," defining the key risk drivers and the frequency of occurrence of higher risk (Class 1) vs. lower risk (Class 2, 3, or 4) conditions. These risk distributions were then used to predict the probability of encountering similar conditions within the balance of sites not inspected during the due diligence process, as well as to establish an overall schedule and budget for remedial actions (i.e., addressing high-priority conditions in the near-term and lower-priority conditions at a later time).
HSE Philosophies Innovative Approach to Project Design
Authors: Al Nakib Mohammed A. , Jackson Christopher 
Published: April 2008

Abstract
Abu Dhabi Company for Onshore Oil Operations (ADCO) is part of the Abu Dhabi National Oil Company (ADNOC) group of companies in the United Arab Emirates.
ADCO's basis for developing oil and gas facilities used to be site/field specific. This resulted in inconsistencies in plants' operating and maintenance requirements, as part of ADCO's continual improvement process it was decided to develop a document that reflects the basis for future developments.
ADCO therefore developed HSE Philosophy guidelines for engineering design and construction contractors on the over-arching principles to be included in preparing a project specific HSE Philosophy covering operation, maintenance and abandonment plans of any facility.
Each project must have a specific HSE Philosophy developed by project teams at conceptual stages outlining the basic corporate philosophies to be adopted. The design contractors further expand and detail the Project HSE Philosophy, incorporating their strategy based upon the generic and corporate philosophies.
The principal objectives of an HSE Philosophy are to:
Define the basis for a project to ensure a safe, risk based approach to design is achieved, thus minimizing the possibility of injury to personnel and public from the consequences of an accidental event.
Provide guidance in selection of equipment and design.
Define the design approach to be followed in accordance with Best Available Techniques (BAT) with pollution prevention controls.
Control environmental impacts of projects.
Optimize usage of natural resources on a sustainable basis.
Ensure design achieves demonstrable levels of As Low As Reasonably Practicable ‘ALARP’.
Ensure compliance with relevant HSE regulations, standards and codes of practice.
By following the HSE Philosophy all new ADCO facilities are being developed and operated to a consistent standard. The HSE Philosophy approach has now been adopted by all ADNOC group companies.
Using Past Experience to Optimize Environmental Monitoring in the North Sea
Authors: Bach S. S. , Robson M. 
Published: April 2008

Abstract
The North Sea Operators Committee in Denmark (NSOC-D) has compiled and analyzed the available seabed monitoring data around offshore production platforms in the Danish sector of the North Sea. Since 1989 monitoring of the seabed has generally been conducted in a format similar to the guidelines of the Oslo-Paris convention. The analysis indicated that natural temporal processes had a bigger overall influence on the fauna composition than did discharges related to offshore activities. Impacts on the seabed fauna composition resulting from offshore activities are in general confined to an area a few hundred meters away from the platforms.. In general the impact on fauna composition was related to drilling activities and pronounced if such activities had taken place less than 6 months before the monitoring was conducted The analysis has shown that impacts on the fauna composition typically had been eradicated within 1-5 years after cessation of discharges depending on the volume and the location of the discharges. Of all the physical and chemical parameters measured in the sediment the hydrocarbon concentration (THC) typically proved to show the highest correlation with significant changes in the fauna composition while most other parameters showed very little correlation. Additionally, monitoring the abundance of individual species in the samples seems sufficient to determine changes in fauna composition and conduct the relevant statistical analysis. Monitoring the biomass of the most important indicator species Amphiura sp, is however recommended. Appointing additional reference stations outside of the transect lines and more than 10 km away from the platform does not provide significant additional information and maybe even distort the comparison due to natural spatial differences in fauna composition. Routine monitoring around platforms where the impact is already well understood could therefore be reduced to a limited set of parameters and still provide the necessary background for describing changes in the seabed fauna.
Working in a Contractual Environment, "Pathways to a Common Goal"
Authors: Toutain Patrick 
Published: April 2008

Abstract
In 2002 Total embarked in a plan to reduce its Total Recordable Injury Rate by 60% in four years, i.e. below 4 injuries per million worked hour. In 2005 the TRIR of 2.59 was an achievement for Total and for its contractors, as they accounted for 78% of the worked hours. To progress further, the ‘Pathways to a Common Goal’ project was launched mid-2006. The vision for the project is that by working together, company and contractors, all injuries and illnesses can be avoided; the strategy is to address in partnership the key pathways to that common goal.
This paper presents the conclusions of reviews conducted in the initial phase of the project. The survey of practices identified gaps with HSE guidelines in areas of prequalification, Service Quality Meetings, and the implementation of a partnership at corporate level. It was also observed that incident rates are higher when the contracting strategy is a mixture of OGP's Mode 1 and 2 strategies. Review of expectations of the HSE Management System recommended a stronger alignment of audits protocols. The industry (OGP, Contractors' Trade Associations…) having developed over years HSE Guidelines and Recommended Practices, an expanded use of tools proposed by the industry for accreditation of contractors and for self-verification of the proper functioning of their HSE management systems by contractors was recommended. Gaps identified between practices and the standard contracting process were in contractual strategy, HSE bid evaluation, correction and mitigation of contractors' deficiencies, HSE plans, and supervision of the execution of the work.
By mid-2007 an action plan was established for implementation in cooperation with contractors. The significance of this paper is to share views on key selected actions that are developed in the areas of prequalification, bridging documents, practices in site supervision, joint audits, and standard HSE work packages, and so on.
Improving Road Safety in Corporate Fleet Settings—Engaging Technology, People, Government Organizations (Police) and Non Government Organizations (NGOs)
Authors: Al Kurdi Osama F. A. , Al Marzooqi Abdulla , Yousef Abbas Ahmed , El Farmawi Mohamad A. 
Published: April 2008

Abstract
Road safety continues to be one of the great challenges facing upstream/downstream oil & gas companies. In a global scene, the picture is no different, 3000 lives are lost daily due to road and traffic crashes, among young people aged 15-29 years-road traffic injuries are the second leading cause of death worldwide (WHO world report on road traffic injuries prevention). On 2004, ADCO and contractors have lost three employees due to road crashes; this triggered company wide efforts focused on improving road safety management system for both ADCO and contractors. In depth study of immediate and system causes of these crashes and other related data were conducted. Several deficiencies were identified effecting the implementation, communication and follow up of company road safety programs. A combined task force of ADCO and key contractors was appointed to conduct a comprehensive analysis of those deficiencies and to propose potential solutions. This paper explains the several key implemented recommendations in areas of technology, communication, journey management and alliance with governmental agencies. As a result of those implemented improvements, ADCO and contractors had no fatalities for the past three years; additionally ADCO had a sizable decrease in road traffic violations by employees.
Strategic Framework: A Key to a Successful Comprehensive and Sustainable Response to HIV/AIDS Epidemic
Authors: Fakunle B. , Imam A. , Hamelmann C. 
Published: April 2008

Abstract
HIV/AIDS continues to pose serious challenges to sustainable development, especially in developing nations and communities. The Bayelsa State of Nigeria is one state with an emerging HIV/AIDS epidemic. The Bayelsa State Action Committee on AIDS (BSACA) was the state body responsible for coordinating the response, however at the time of the study it had nor developed a strategic plan to address the epidemic. Against this background, the Shell Petroleum Development Company (SPDC) contracted Family Health International (FHI) to assist the State Government to develop a five year State Strategic Framework (SSF) for a comprehensive and sustainable response to the HIV/AIDS epidemic. Processes leading to the development included a desk review, formative assessment and training of stakeholders on technical strategies for an expanded comprehensive response (ECR). The SSF enabled the State to coordinate the use of resources and for every community to develop a strategic framework for a sustainable response to the HIV/AIDS epidemic.
The "Science" Behind a Spillage Reduction Success
Authors: Sanchez-Thorin Ana , Garcia-Perdomo German , Perez-Velasco Edgar 
Published: April 2008

Abstract
Since 1994 BP Colombia has worked in onshore exploration and production at the fields of Casanare. Thirteen years of work on spillage prevention have made us built a continuously-growing knowledge about the know-how of spill reduction. Our success has been notable: from more than 150 contained spills (&gt;1liter &gt;1 barrel) during the first years down to 14 in 2007.
1999 was our break-point after 5 years of unsuccessful efforts to reduce contained spills. Three keystones were set in place: EMS, risk analysis and safety practices.
After meticulous monitoring of spillage volumes and analyzing most vulnerable activities, we decided to focus on fluid transfers. Knowledge of the step by step process, studying surroundings and environmental factors that could mean potential impacts, triggered the implementation of safety practices. Disclosure of such practices involved spillage risk analysis which gradually became part of an every-day activity kick-off start conversation. The seeds were sown; at the end of 2001 spills dropped to 120.
As EMS developed, practices became procedures and elements such as lessons learned, checklists and particularly incident investigations were basic tools for a noticeable improvement. The latter being the strongest for understanding root causes of spillages: mostly due to human factor, tools and equipment. Subsequently, people involved in fluid transfer activities were trained and tools and equipment certified.
The most dramatic changes occurred between 2002 and 2003, dropping to 71 and 47 spillages respectively. In 2006, 22 contained spillages, a mind-blowing number, became a reality. Knowledge growth throughout the years has made possible such remarkable success making BP Colombia a world leader in spillage reduction.
Tailoring Implementation for Standardized Processes
Authors: Franssen Taco , Hogge Bruce 
Published: April 2008

Abstract
There is a great challenge for companies with global operations who choose to operate with a common platform of work processes. Initially, the challenge comes in the shape of developing processes that are robust enough to fulfill the multiplicity of needs. Upon arriving at the standard, the challenge of implementation looms large ahead. Implementation, which is easily downplayed, is the quintessential adoption decision, where care must be taken to match adoption to the Strategic Business Unit's (SBU) capacity to adapt. Without it, development is merely an intellectual exercise. This paper presents the implementation process utilized by Chevron Global Upstream Operating Companies for a standardized global HES process.
At Chevron Global Upstream (GU) there has been a great deal of energy dedicated to the development of a broad array of Operational Excellence (OE) HES processes. This initiative has engaged subject matter experts the world over, each bringing their theoretical and practical knowledge from years of experience to bear on the development of the processes. Today, the focus has shifted from development to implementation, where the desire for consistency has been extended to ensure the process is implemented well, consistently location by location.
With processes in hand, the challenge moves from determining the wiring diagrams of the organizational workflows to making it happen. Welcome to the realm of implementation – where saying implementation and actually implementing are quite a different thing.
ADNOC's Air Quality Monitoring and Management System
Authors: Abuahmad Hazem 
Published: April 2008

Abstract
The ADNOC Group of Companies and its affiliates are the major oil & gas (upstream and downstream) companies in the Emirate of Abu Dhabi. They are also the sole suppliers of fuel for other industries, for utilities (electric power generation and drinking water manufacturing by desalination), and for transportation.
As ADNOC is seeking efficient and accurate information on the effects of ADNOC Group of Companies’ operations, in view of the potential future development of the economy and industry in the Emirate of Abu Dhabi, there is also a need to measure air quality on a regular basis. Therefore, ADNOC has decided to establish a comprehensive Air Quality Monitoring and Management System (AQMS) covering all of its Group of Companies oil & gas operations.
The objective of the AQMS is to give all major ADNOC and its group of companies a state of the art management system to describe ambient air quality around, and contributions from their onshore and offshore oil & gas facilities in the Emirate of Abu Dhabi. This can be visualized by Figure 1 below which illustrates the modules of an integrated air quality monitoring and management system.
Employee Competency Development and Engagement: The Surprising Impact on Sustainability, HSE Performance and Financial Results
Authors: Demski David , Arabie Kenneth 
Published: April 2008

Abstract
Employee morale and engagement have long been thought of as key factors in operational excellence. Where morale is low, the belief was that HSE, as well as other indicators, would be worse than where it was high. Proving this concept has been difficult but where it is proven true, then programs to engage employees could be more easily justified. Halliburton has assessed employee engagement worldwide and found a strong correlation between employee engagement and improved HSE, operational and financial results along with reduced employee attrition.
A holistic approach to assess employee engagement was used, examining all factors that make employees feel valued – career development, training, company direction, supervisor support, reward and recognition – with emphasis on how well the Company is developing them, how strongly they believe they have a future with the Company, and how actively their supervisors support them.
Because these issues so strongly affect employee engagement, a unique methodology was established for promoting improved performance and employee development. The more than 200,000 services delivered annually are performed using a set of standard processes. Operational and HSE performance metrics linked to these processes provide the basis for identifying critical competencies associated with each process and applicable to specific job roles. In turn training and development programs are based on the competencies required.
Results, Conclusions: Employee Engagement levels are predictors of business and HSE performance and improved employee retention.Developing the right competencies provides the key linkage between employee development opportunities and operational results.Utilizing a continuous improvement cycle in which operational and HSE results indicate opportunities for improvement in employee competencies provides a systemic approach for operational, business and HSE improvements.
The Strategic Value of Defining the Local Business Enabling Environment
Authors: Sherman Robert 
Published: April 2008

Abstract
There is no doubt that companies can have significant and beneficial economic impact in the long-term development of the countries where they operate, through responsible, transparent, profitable, and well-managed business activities. However, all too frequently, the impact (and the metrics used to measure it) is viewed in isolation from the bigger and more realistic picture. Inevitably, the emphasis is focused on measuring the number of local staff hired by international companies and the training they receive, which provides a rather narrow view of their contribution to sustainability. The reality is that a more holistic approach to measure economic development outputs and impact is urgently required by both the private and public sectors, including non-governmental organizations (NGOs).
This paper will discuss the lack of information (within corporations) about the local business enabling environment (BEE) and the development of a process that can help close the gap on this information. Without an understanding of the business enabling environment (in conjunction with internal sustainability activities and impact), it is much more difficult to be certain which issues should be prioritized by corporations in their sustainability strategies.
Sustainable Development and Change Management
Authors: Sherman Robert 
Published: April 2008

Abstract
The evolution of sustainability from an initially perceived environmental/philanthropic initiative to a fully integrated business concept is taking place with increasing frequency and speed within corporations. The definition of sustainability is highly subjective, which can create barriers to understanding within an organization. In addition, the execution of sustainability strategies is dependent on the needs and expectations of the organization's external stakeholders. These stakeholders vary depending on a variety of factors including location (i.e., developed or developing nations), established or emerging markets, customer acceptability, availability of local workforce, suitability of local economies, and the structure of local governments.
This paper discusses the progression of the sustainability concept within the company and the management of the change in attitude on the issue throughout the organization. The understanding of sustainability as a core value and strategic consideration and the struggle to consolidate differing views regarding the implications of sustainability are also discussed.
Raising Awareness Among and Training Contractors
Authors: Calvo V. , Violini C. 
Published: April 2008

Abstract
In accordance with the commitment assumed by Repsol YPF to carry out its activities considering safety, people's health and protection of the environment as essential values, and within the framework of Management Excellence Through Continuous Improvement, the Argentina Oeste Business Unit of Exploration and Production has implemented the "Raising Awareness Among and Training Contractors" project.
This project is focused on three concepts: Responsibility of the Chain of Command, Operative Discipline, and Security Alert; and, in the attempt to comply with the "doing-things-right" standard, it is based on the following three pillars and their respective topics: Plan of Attack: Work observations, Work permits, Raising awareness about Safety and Leadership, Contingency Plan.Induction Plan: Industrial generalities, Preservation of the environment, Elements of personal protection, Vehicular traffic, Emergency calls.Basic Training: Environmental policy, Safety and Quality, Applicable regulations, Environmental aspects, Labor risks, Specific procedures, Competences certification.
The general scope of this project involves people from the 300 contractor and subcontractor companies that operate in the fields of hydrocarbon extraction and exploitation, operations supervisors and contract inspectors from YPF SA.
It is important to highlight that verifying the effectiveness of the implementation results by using different techniques has been considered as part of the objective of this project.
The project management (planning, control and follow-up) is being done according to the guidelines and good practices defined by the Project Management Office (PMO) of the MASC-UNAO Management.
The results obtained in relation to the evolution of the work observations carried out together with the accidents frequency rates and the amount of trained people will be shown on this paper. The conclusions will stem from the analysis of the results.