bluuebunny/crossref_metadata_2025_split huggingface dataset:
IMO-IPIECA's Global Initiative Managing and Implementing a Regional Oil Spill Preparedness and Response Programme for Central & West Africa (GI WACAF)
Authors: Martens Dirk , de Susanne Philippe 
Published: April 2008

Abstract
The GI WACAF programme is jointly led and funded by the IMO and a number of IPIECA members. Its purpose is to improve oil spill preparedness and response capability across 21 coastal States of West and Central Africa. Launched in 2006, this programme takes earlier IMO/IPIECA work forward in a newly focused, structured and sustained manner to progress tangible change.
The programme faces many challenges with rapidly increasing oil activities in the region and a generally low level of current preparedness; set against improvements necessary to suit individual country circumstances and the need to be consistent and coordinated across the entire region.
Reference is made in this Paper to the OPRC Convention 1990, IMO's strategy for oil spill preparedness and response. Drawing these together, the six Key Elements of Preparedness, which underpin the GI-WACAF programme, are summarised.
The GI-WACAF programme has a Project Coordinator, working under the guidance of the IMO and IPIECA's funding members. An action plan was developed after consultation with government and oil industry representatives from the countries in the region, taking the six Elements of Preparedness and translating them into a workable plan for action and improvement.
This Paper describes the programme management system and the key features critical to make tangible progress. These include Clarity of Purpose; Commitment from Key Stakeholders; a gap analysis on the Elements of Preparedness and measurable objectives; a Network of "Implementers" and "Influencers" at different levels of government and industry, follow-up and monitoring of results and achievement; and a Biennial Review to ensure process improvement and action planning. Through this refocused and business-like approach, tangible success is being achieved, as will be illustrated in the Paper.
Every country and region has unique circumstances but the underlying principles of oil spill preparedness and response are common. This Paper has relevance for any organisation involved in change/improvement processes, both in setting programme objectives and in the essential programme management and implementation.
Keeping the License to Operate Through Sustainable Community Environmental Education and Relationship Building Within the Oil and Gas Industry
Authors: Ragoonanan-Jalim Karen , Kalpee Tyrone 
Published: April 2008

Abstract
The twin-island states of Trinidad and Tobago are the two most southerly of the Caribbean chain of islands and is situated approximately 12 miles north of the Venezuelan Coast. The country's economy is very heavily reliant on the energy industry. Trinidad and Tobago is the fifth-largest exporter of LNG in the world and the single largest supplier of LNG to the U.S., supplying 70% of all LNG imported into the U.S. The energy sector experienced strong growth in 2006, estimated at 20.6%, and accounted for 41.5% of GDP at that year's end. It is estimated to be at 44.5% of GDP at the end of 2007 according to the US Department of States. Within recent times, these islands have experienced a rapid pace of development with mini-cities rising almost overnight, particularly in Trinidad and development taking place at a phenomenal rate, especially in what are deemed to be rural communities. It is no surprise therefore, that the second largest contributor to the GDP for Trinidad and Tobago at the end of 2006 was the Construction and Quarrying Industry at 14.5% of GDP.
The decision to pursue any development in Trinidad and Tobago is based on several factors, depending on where the decision is being made. For example, if the development is one done by the government of Trinidad and Tobago, it will depend on the long term plans for the country but can be affected by external factors such as inflation and market demands, causing these plans to change on short notice. If the decision to develop lies within a private enterprise, it will also depend on the organization's long term strategy but almost always be based on the Net Present Value (NPV) to be gained from such a decision.
In both cases however, the history shows that these projects are decided long before any public consultation is engaged. In many of these cases, too, it is found that some aspects of the project plans may change even after the project itself is decided, e.g. design, location, size, throughput, etc and this makes it difficult to engage the various stakeholders if all the information is not readily available.
The Shell Frequent Business Traveler Program: A Risk-Based Approach
Authors: Wendt Judy K. , Donnelly Robin Patrick , Berg Hans , Hinitt Steve 
Published: April 2008

Abstract
Business travel is an essential and growing element of the oil and gas industry as a whole. It is associated with many hazards of a various nature and management of these hazards is often characterized by a lack of standardization. Hence, this paper describes our effort to address this issue in a global and standardized way. This process required the development of a precise definition for a frequent business traveller, development of training material, a risk based screening method and a web application tool. Furthermore, logistical and data privacy issues needed to be addressed. Ultimately, we believe we have managed to successfully meet the objectives of the program according to the 4-S scheme (Standardize, Simplify, Share, and Speed-up) for achieving business success. Technical upgrades and exploration of the database information should further enhance the value of this program in the future.

Introduction
Despite advances in communication technologies and increased pressure to control travel budgets, international business travel continues to grow significantly. The International Air Transport Association (IATA) recently released passenger and freight traffic forecasts projecting that in 2011 the air transport industry will handle 2.75 billion passengers (620 million more passengers than in 2006) which corresponds to an annual average growth rate of 5.1%. The strongest international passenger demand growth is forecast for the Middle East, Asia and Africa.1 Oil and gas exploration spans the globe and often mandates travel to remote areas, making the growth in business travel an issue of particular importance to this industry.
Frequent business travel can be associated with multiple health, safety and security hazards. The health hazards may be of a biological, psychological, physical, chemical and/or ergonomic nature.2–4 Following several serious health incidents in our business traveller population in recent years, it was decided to comprehensively address the health and safety hazards faced by business travellers. The benefits of developing a standard approach for business travel is even more compelling in view of the variety of potential hazards, in comparison to other job tasks associated with one or only a few hazards. Hence, the goal was to develop a standardized tool, which also met all criteria of the so-called 4-S scheme (Standardize, Simplify, Share, and Speed-up) for achieving business success.
In this paper, we will describe the design and implementation of the Frequent Business Traveller (FBT) application, rolled out globally within Shell companies in 2006 and 2007. We will include discussion of the process rollout, data privacy and security measures, and travel focal point training, as well as the resulting challenges encountered.
Security and Human Rights Training: One Company's Central African Experience
Authors: Chaouch Adel , Curlee Charles , McCabe Bernard , Turner Ima 
Published: April 2008

Abstract
Oil companies with global operations typically embrace a range of codes endorsing the inherent value of human rights. These include the UN Universal Declaration of Human Rights, UN Global Compact and the Voluntary Principles on Security and Human Rights. Global oil companies also frequently work in frontier areas that may have past histories of alleged human rights abuses. Successful management at the local operations level can be critical to meeting the potential human rights challenges posed in many increasingly important petroleum producing areas of the world. This paper relates the steps taken to educate key company and contract employees regarding the fundamental value of human rights, as well as their responsibilities to ensure compliance with company codes, accepted principles and laws that pertain to human rights and security provisions for operations in Central Africa.
The paper will outline the broad scope of the detailed training program developed in association with implementing participation in the Voluntary Principles on Security and Human Rights: ▪Commitment to company codes and Corporate Social Responsibility (CSR);▪Commitment to the Voluntary Principles on Security and Human Rights (Voluntary Principles);▪Overview of the Voluntary Principles, including participants, components, best practices and value of open dialog;▪Framework for Voluntary Principles implementation, emphasizing risk assessment; and▪Group work on a case study/scenario.
Results from the training sessions conducted in 2006 and 2007 will be summarized. The benefits of interactions with government representatives and government security officials will also be highlighted. In addition, specific examples based on actual occurrences will illustrate how training on human rights principles and maintaining local awareness can help achieve improved human rights in frontier areas.
Prevention and Management of Food and Waterborne Diseases
Authors: Lund Shammus Eva Elizabeth , Balge Marci Z. , Krieger Gary R. 
Published: April 2008

Abstract
The presentation aims to introduce the audience to the upcoming OGP/IPIECA guideline on Prevention and Management of Food and Waterborne Diseases. Food and Waterborne diseases are a major contributor to the global disease burden and as such, have a large potential health and economic impact on oil and gas projects and operations, from frontier E&P locations to retail operations and C-stores. In view of the health risks to project personnel and the public, a need for an industry specific document providing updated guidance on the prevention and mitigation was identified.
Ethics, economics and social responsibility drive the need for the awareness of public health issues and communicable diseases that impact the oil and gas industry, particularly in frontier locations where the health infrastructure is likely to be extremely weak and in developing countries where the food preparation and supply chain may be informal. Food and water safety is of paramount importance to the effective functioning of the integrated oil industry businesses. The guidance document presents information that should reduce risk and exposure, save time and money, and provide a consistent, updated insight into these major health issues that can significantly impact upstream and downstream oil and gas projects and operations.
This guide is aimed at corporate and project level HSE managers, operations managers, company physicians, clinic medical staff, occupational health and hygiene supervisors, and company, contractor and franchisee retail site managers and staff. The guidelinedocument describes the main diseases related to food and water, their modes of transmission, clinical presentation, strategies for illness prevention, and short and long-term treatment of those affected. Where good practice guidelines and programs are already established by industry, these programs will be referenced.
The guideline will be an evidence based reference that scientifically and systematically describes: ➣Preventive measures➣The process for developing potential mitigation strategies
The Guideline will aim to include generic programme templates, checklists, audit protocols, lay person guidance documents, web based resources, and evidence-based technical and scientific articles..
Creating a Sustainable Step Change in Safety From an Innovative Self Evaluation Programme
Authors: Allan D. , Lang Kenneth A. 
Published: April 2008

Abstract
As part of the process of meeting and sustaining accident free operations it has been widely suggested that culture change is a key. As the maturity of the organization increases, it builds on the existing safe plant and equipment as well as the safe systems that hitherto have been the mainstay of safety improvements creating a change in our safety behaviour and ultimately performance.
The dilemma is how to make this culture change occur and sustain it. This paper addresses this challenge of moving from a theoretical system to a practiced set of behaviours exhibited by the leaders.
Whilst there are many different models that the individual and the organization can assess their performance against there are few models of how to create the desire to change. All such assessments will only drive change when they lead to recognition of the need for change within the group. Self evaluation must be seen as valid for self improvement to occur. Such change cannot be a short term programme but must be undertaken as a continuing long term process.
The methodology employed used an innovative combination of live theatre and reflection. Through this the leadership team was introduced to their own behaviours and the opportunities for improvement of the behavioural change model. Participants were invited to self evaluate their behaviour and actions before being given independent assessment based on a specific model that was believed to show cultural Safety maturity.
This assessment led to reflection on the participant's part and engendered the recognition of need for change. This change was then sustained using simple psychological process tools. More traditional approaches of engagement had been previously rejected as they were not believed to be effective enough in communicating and involving the appropriate staff.
A number of important lessons can be learnt from this process regarding the success of the engagement process and the participant's own preconceptions of their performance versus the independent assessment. These will be of value and are shared for those wanting to stimulate change in their organisation.
The journey towards world class safety performance - bpTT
Authors: Kalpee Tyrone 
Published: April 2008

Abstract
BP Trinidad and Tobago (bpTT) operations include 2 drilling rigs, platforms in construction, seismic programmes, 11 offshore platforms, an onshore gas processing facility and a loading terminal and marine base. In 2003 the Day Away from Work Case Frequency (DAFWCF) was 0.12 and the Recordable Incident Frequency (RIF) was 0.78. This relatively poor safety performance was reflected in the BP E&P Safety Matrix where bpTT was the lowest ranked Business Unit of 24 E&P Businesses. This led to a deep introspection and re-emphasis on a proactive safety culture. The following three years, bpTT changed focus and embarked on a rigorous plan to deliver proactive safety performance.
The following three years, bpTT changed focus and embarked on a rigorous plan to deliver proactive safety performance. This plan focused on:
▪Building safety leadership for risk reduction - Formal monthly safety leadership discussions with CEO and operational leaders; leadership site visits; leadership delivery of Quarterly Safety Reviews with workforce
▪Investing in Safety Leading Indicators trends - Eight areas of proactive safety interventions identified and tracked weekly for each team; team performance targets set; weekly leadership reviews
▪BP Group Standards - Implementation of the Control of Work, Integrity Management and Driving Safety standards
▪Building and Improving HSSE Competency - Building HSSE professional competency; gap analysis performed and training plans developed and actioned; supervisors accountable for delivery of development plans
▪Proactive Safety Communication - Employees stand-down for Quarterly Safety Reviews to discuss trends observed in leading indicators
▪Understanding and Taking action on the organization's Safety Culture
▪Improving the reporting, investigation and lessons learned processes for all incidents
▪Improving the bottom's up feed of risks from operations
The results showed bpTT moving to the top quartile of HSSE performance in the top three of the BP E&P Safety Matrix with a RIF ranging from 0.32 to 0.4 and a DAFWCF of 0.00. This radical approach to improving safety performance is changing the way we operate and continuously showing BPTT continuous commitment to making the workplace a safer place to work.
Our Safety Culture: Our Behaviour is the Key
Authors: Hayes A. , Novatsis E. , Lardner R. 
Published: April 2008

Abstract
The occupational safety literature increasingly focuses on the organizational nature of health and safety performance and the concept of safety culture is widely discussed under this banner. It is now commonly accepted that a strong safety culture is fundamental to an organisation's ability to achieve excellent safety performance. Moreover, research concurs that strong safety leadership, effective supervision and workforce involvement play a critical part in fostering safety culture (e.g. HSE, 1999; HSE 2001; Flin, Mearns, O'Connor & Bryden, 2000; Zohar, 2002).
Various approaches have been employed to improve safety culture. A typical approach is to conduct a safety culture diagnosis at the site or organisation level and develop and implement improvement plans based on the results. In such approaches, the improvement plan usually targets a need for change in behaviours and practices at different levels of the organisation. Another common method for enhancing safety culture is interventions that target one occupational level—for example, implementing an observation and feedback program at the workforce level, or a development program at the leadership level.
Although these approaches are appropriate in some circumstances, they do not describe the behaviours required at different occupational levels to foster a strong safety culture, nor specify how these behaviours relate to each other and are mutually supportive across different levels of the organisation. Furthermore, such methods do not readily lend themselves to integration into the organisation's safety management and human resource systems. This need is particularly important in light of recent safety research demonstrating that organizational characteristics influence safety climate (Novatsis, 2004; Wallace, Popp & Mondore, 2006), a concept commonly recognised as providing an indicator of the underlying safety culture of a site or organization. In addition, effective human resource systems have been shown to relate positively to safety climate and safety outcomes (Zacharatos, Barling, & Iverson, 2005), suggesting that safety culture improvement initiatives should be linked to broader organisational systems designed to enhance the performance of people. Such an approach provides reinforcement to foster sustainable change.
OGP Exploration and Production Waste Management Guidelines
Authors: Garland E. , Kerr J. M. , Mundy K. J. , Mason M. J. , Young S. , Pegors S. R. , Sedlock E. , Barrett J. , Campbell J. , Eygun C. 
Published: April 2008

Abstract
As part of its mission to promote best practice sharing amongst its members and in the wider upstream industry, the International Association of Oil & Gas Producers (OGP) has set up a task force which developed a waste management guidance publication with a particular focus on areas where supporting infrastructure or regulatory frameworks are poorly developed or lacking.
The paper presents the publication which is based on the experience of OGP members. It emphasizes and provides guidance on some of the most fundamental principles and practices of effective waste management, as well as information on waste streams and technologies typically applicable in exploration and production (E&P) operations. Recommendations include:
Taking a life cycle approach to waste management in oil and gas projects, and incorporating a systematic waste management planning framework. Applying a hierarchy of pollution-prevention elements to most effectively minimize waste production. Principles of the waste management hierarchy are provided, and practical examples of reduction at source, re-use, recycling/recovery, and residue treatment are discussed. Also included is a basic list of materials to avoid procuring or using in order to limit management of wastes with potentially higher risk factors. Applying a risk-based approach to waste management. When entering a new area, evaluating existing waste management capacity early, and using a risk-based approach. Collecting, segregating, storing, and transferring waste in a way that reduces risk of escape to the environment. When evaluating new waste management facilities, taking into account critical site environmental characteristics, regulatory environment, logistical challenges, and community outreach. Considering waste metrics and performance reporting as valuable tools to manage environmental performance and to help others understand our industry.
In addition, the report contains appendices that provide examples and detailed information on some of these issues.
Seroprevalences of feline leukemia virus and feline immunodeficiency virus in cats with abscesses or bite wounds and rate of veterinarian compliance with current guidelines for retrovirus testing
Authors: Goldkamp Carrie E. , Levy Julie K. , Edinboro Charlotte H. , Lachtara Jessica L. 
Published: April 2008

Abstract
Objective—To determine the seroprevalences of and seroconversion rates for FeLV and FIV infection in cats treated for bite wounds and cutaneous abscesses and to evaluate compliance with recommendations to determine the retrovirus infection status of cats at acquisition and 60 days after a high-risk event.
Design—Prospective study.
Animals—967 cats from 134 veterinary practices in 30 states.
Procedures—Cats with bite wounds or abscesses were evaluated by use of a point-of-care immunoassay for blood-borne FeLV antigen and FIV antibody. Veterinarians were asked to retest cats approximately 60 days later to determine whether seronegative cats had seroconverted after injury.
Results—The combined FeLV-FIV status of only 96 (9.9%) cats was known prior to wound treatment. At the time of treatment, 187 (19.3%) cats were seropositive for 1 or both viruses. Age (adult), sex (male), history of cutaneous wounds, and outdoor access were significantly associated with seropositivity. At 73 of 134 (54.5%) veterinary practices, retesting of cats for retrovirus infection status was recommended to owners of 478 cats. Only 64 (13.4%) cats were retested; of these, 3 of 58 (5.2%) cats that were initially seronegative for FIV antibody seroconverted.
Conclusions and Clinical Relevance—A high proportion of cats with abscesses or bite wounds were seropositive for FeLV antigen or FIV antibody. Compliance with recommendations to test cats for retrovirus infection status at acquisition or after treatment for injury was low. The FeLV-FIV infection status of cats with potential fight wounds should be determined at time of treatment and again 60 days later.