bluuebunny/crossref_metadata_2025_split huggingface dataset:
Health Impact Assessment in the Business Process
Authors: Uberti Filippo , Gomez Guillermo , Madera Angelo 
Published: April 2008

Abstract
All Eni-E&P division business units, subsidiary, participated companies and contractors have a commitment to protect and promote the health of those impacted either directly or indirectly by field operations in the oil and gas activities. The Health Impact Assessment aims at assessing the potential risks and benefits deriving from operations to the local population.
The principal aim of Health Impact Assessment is to avoid any negative impacts and maximize any positive impacts of the project on the host community. Consequently, health impact assessment must be conducted before any field operations commence.
Health Impact Assessment is an integral component of the Eni E&P-Division Integrated Health Safety Environment Management System and in the process of risk management the Company shall: ■"Systematically identify the hazards, effects and impacts which may affect, or arise from, processes and activities, and from the materials which are used or encountered in them.■Evaluate (assess) risks and effects from identified hazards.■Select, evaluate and implement measures to reduce risks, effects and impacts."
Screening is a procedure to determine whether HIA is to be performed in a project. A number of factors need to be considered by the project team to assess whether formal health impact assessment is required. These factors are: Geographic location, Historical precedents, Known hazards of the project, and Public health services.
The company performs the HIA in steps: ■Conduct health baseline study■Assessing the likely impact■Establishing priorities■Recommendations for health risk management / mitigation■HIA deliverables and reporting (EIA + SIA = Health Impact Statement)
As a part of the Health Management System, Eni will ensure that all health risks associated with field operations are managed and health is optimised.
Testing the Effectiveness of Risk Perception Training
Authors: McGrath T. , Dennon S. 
Published: April 2008

Abstract
After incident investigations many companies that identify contributing root causes such as "lack of risk awareness" remedy this situation by providing their workers with interventions in the form of "risk awareness" and "hazard identification" training courses and workshops.
The effectiveness of such interventions has traditionally been determined by monitoring lagging and, more recently, leading safety performance indicators. However, this can only be accomplished over a long time period and results in a low statistical significance due to the small population and the (thankfully) low incident frequency rates.
Risk perception of an individual can be quickly determined by analysis of responses to realistic workplace scenarios presented via a computer virtual reality simulator. The computer requirements are a standard desktop or laptop personal computer which can easily be taken into the field and provides instantaneous analysis.
Participant's ability to detect, assess and react appropriately to the hazardous situations presented together with their knowledge and willingness to follow rules and procedures provides an immediate technique to determine whether attendees have benefited from the intervention provided.
This technique enables employers to proactively select personnel requiring non-technical skills training, then test its effectiveness and gauge the necessity for and effectiveness of existing hazard controls. It also enables the development of specific interventions which target the needs of each individual worker rather than the traditional "one size fits all" approach. This will assist in the reduction of incidents and accidents where root causes include ‘poor risk assessment’ and contribute to a step change from the current plateau in safety performance.
Protection of Biodiversity in the Caspian Sea—Oil and Gas Development in Kazakhstan
Authors: Mutysheva G. , Walker C. 
Published: April 2008

Abstract
Agip KCO is involved in appraisal and development activities in the Kazakhstan sector of the North Caspian Sea and recognizes its responsibility in protection of unique biodiversity of the region. As a part of its sustainable development strategy and environmental protection / management program, the Company has produced a Biodiversity Strategy and Action Plan for 2007-8. The primary objective of the Company Biodiversity Strategy and related actions is to efficiently and effectively avoid threats to biodiversity. The interaction between biodiversity, local communities and other interested or affected parties is crucial to this process. This strategy assists the Company to develop synergies between internal biodiversity programs and external local and regional environmental programs; and secondly optimise the links between operational biodiversity programs and community relations programs. The Company carries out environmental monitoring, impact assessment studies and supports key external biodiversity conservation projects. The integrated long-term Biodiversity program will allow Agip KCO to evaluate and reduce the potential direct and indirect effects (both marine and terrestrial) of operations in the area; identify mitigation / restoration actions to reduce current impacts and measures to improve biodiversity conservation in the future; and finally integrate the outcome of studies into our daily operations.
Risk-Weighted Safety Culture Profiling
Authors: Cooper M. Dominic 
Published: April 2008

Abstract
Much organizational effort is directed toward the notion of safety culture, with many being uncertain of what a safety culture is, what is comprises and how to develop one that is ‘good'. Making use of theoretical models of safety culture and accident causation a method for ‘Risk Weighted Safety Culture Profiling’ is presented in the form of a case study The profiling method described provides a common framework for assessing safety culture that [1] Is based on Safety Science; [2] Uses existing methodologies; [3] Facilitates benchmarking within and between industries; and [4] Makes the concept of safety culture more tangible for industry.
Uncertainty and Accuracy of Greenhouse Gas (GHG) Emissions Estimation for Oil and Natural Gas Operations
Authors: Ritter Karin , Keating James , Lev-On Miriam 
Published: April 2008

Abstract
The global Oil & Gas industry has been an active contributor to the development of sectoral guidance for accounting and reporting of Greenhouse Gas (GHG) emissions and has participated with multiple stakeholders in the developments of international and national GHG standards and protocols. With the emergence of emissions trading systems and new GHG reporting and disclosure schemes, attention is now being focused on the inherent uncertainty of the data used for emission estimates. For the Oil & Gas Industry, the accuracy of calculating GHG emissions is determined by the uncertainties of the estimates of the key (largest) contributing sources. Those, in turn, depend on the quality and availability of sufficient data, or on the ability to measure emissions, or related activity parameters, and properly account for their variability.
The Oil & Gas industry, through its global and regional associations, is pursuing these issues on many fronts, from global workshops, dialogue forums and other collaborative activities with peer associations and regulatory bodies. The goal of these activities is to gather information – and diverse perspectives - from all stakeholders. Issues that were discussed include cost-effective methods for quantifying uncertainty and data quality expectations (and level of significance sought) by regulators and by industry.
This paper discusses a range of activities undertaken by the industry to investigate key sources of uncertainty and address issues of lowering data uncertainty, including some joint efforts with other trade associations and with the U.S. EPA. It also provides highlights from the International Workshop on ‘Addressing Uncertainty’ (held in Brussels, January 2007), which resulted in a list of key issues that were prioritized for future collaboration.
Implementing the Social Dimension of ESHIA at Chevron
Authors: Lilien Jonathan , Anwar Nadeem 
Published: April 2008

Abstract
Expectations for corporate responsibility are growing. In response to these and other trends, Chevron has developed a standardized process for Environmental Social and Health Impact Assessment (ESHIA). The objective of ESHIA is to identify and mitigate the impacts of new projects on the environment and local communities. The process includes a set of basic requirements to foster industry-leading ESHIA performance, including (1) integrating environmental impact assessment (EIA), social impact assessment (SIA) and health impact assessment (HIA) into a single process; (2) initiating ESHIA early in the project development cycle so that environmental, social and health factors can be appropriately considered in business decision-making and engineering design; (3) proactively engaging community and other stakeholders to better understand potential impacts and identify effective mitigation; and (4) developing management plans to ensure effective implementation of mitigation measures during project construction and operations.
This paper describes issues Chevron has encountered and solutions it has developed in implementing the social dimension of ESHIA and solutions developed to overcome them. Issues have included: (1) increasing awareness of the business value of SIA and stakeholder engagement; (2) limited experience with SIA principles, procedures and application; and (3) the need for effective integration between functional groups. Solutions have included: (1) compilation of real-world case studies to demonstrate the business value of SIA; (2) delivery of fit-for-purpose SIA training; and (3) development of internal and external networks of ESHIA practitioners to support SIA application. Preliminary results have been promising. SIA training participants have demonstrated improved understanding of SIA principles and procedures. Major capital projects have started to apply SIA. Nevertheless, Chevron is still in the early phases of SIA implementation. Next steps in building SIA organizational capability will include follow-up training with individual business units, project-level support, and formation of a SIA practitioner network to identify common issues and share best practices. Successful implementation of SIA will improve project decision-making; help build long-term, harmonious relationships with community and other key stakeholders; and strengthen overall social performance.
HNS Contingency Plans in Compliance with the OPRC-HNS Protocol
Authors: Nicolau Alexander 
Published: April 2008

Abstract
With the entry into force of the OPRC-HNS 2000 Protocol on Preparedness, Response and Cooperation on 14th June 2007, numerous questions on its practical implementation remain unanswered and will have to be addressed by the Shipping and Chemical Communities in the immediate future.
One of the essential obligations for the States that have ratified the protocol (eight in Europe and two in Asia to date) concerns the development of contingency plans for spills of chemical substances. Unlike spills of oil into the marine environment, there is currently no recognized or agreed definition of a Tiered Response Concept which would allow defining the magnitude of HNS spills from ships, thus making it difficult to prepare contingency plans for these substances. In addition, there is up to now no model, methodology or guidelines that have been developed and made available to the parties concerned.
The fact is although spills of HNS are quite a rare event when compared with oil, the risk is non negligible and marine incidents of chemical tankers or container ships do happen (e.g. Ievoli Sun in 2000, Sahmo Brother in 2005)
The purpose of this paper is to identify the new challenges that are expected to be encountered in the contingency planning process for spills of HNS within the context of the International and European Legislations and to propose solutions to address them.
The paper will use practical examples and focus on a selection of scenarios that concerns the chemical and shipping industries. Risk Assessment, Modelling, Response Options, Health and Safety and Environmental aspects will also be presented in a planning perspective with the ultimate aim of enhancing and complementing response procedures for marine spills of HNS within the limits of a port.
Our Sustained Efforts—"Hand and Finger Campaign"
Authors: Hobberstad Rune , Eriksen Jan Erik 
Published: April 2008

Abstract
While we as an industry are proud of our achivements relating to health and safety, we still have a long way to go. As we continue to place emphasis on behavior, awareness and understanding, we do experience setbacks and occasional peaks in certain areas of our safety records.
Safety is the responsibility of every employee, and improvement of safety performance depends on every employee focusing on hazard identification and elimination. Improvement also requires commitment from the leadership to assign accountability and place the correct focus.
This paper will highlight how, in 2006 after a period with a high frequency of hand and finger injuries from 2003–2005 (50%), Halliburton Norway sought to increase awareness, place correct focus, create a sustainable safety culture within the operational organization, and ensure visibility and sponsorship within the leadership group. This was especially successful in a workshop where a behavior based program (BBP) was used to strengthen the focus.
Through a highly focused campaign on hand and finger safety, Halliburton Norway managed to reduce the injury frequency rate to zero. Visible leadership and a sustainable safety culture were successfully ensured within all aspects of the organization at a time when the number of employees increased by 50%. The primary goal was to understand and mitigate the risks, while placing the responsibility of the individual's safety on the individual.
To effectively address and place focus on problem areas within health and safety, the risks involved must first be understood. Activities that have a higher potential for injuries and incidents must be mapped and categorized. Leadership commitment to properly managing risks must be demonstrated, and the message that the individual's safety is the individual's responsibility must be conveyed to employees. An OHSA 18001 risk assessment process was used in this task.
However, it must be understood that visible leadership and commitment does not equate to an effective health and safety culture without continued focus, emphasis, and commitment. The individual employee must be allowed to participate, impact, and change behaviors concerning safety.
This approach yielded a sustained health and safety culture that extended beyond the hand and finger campaign, improving overall safety performance and ensuring that the ownership of safety was assumed by the individual.
The topics covered in the paper and which helped ensure the sustained safety culture are: Risk management.Visible leadership.Accountability.Employee engagement.
HSSE Regulatory Compliance, Challenges and Solution
Authors: Khan Khurram Ahmed , Nensey Safdar , Dawbarn Carl 
Published: April 2008

Abstract

Description
BP has developed and deployed a global, best-in-class HSSE compliance management programme to reduce the risk of HSSE non-compliance. Different challenges arise when such an initiative is adopted in the developing world with limited legal understanding and enforcement.

Applications
Since 2005, BP Pakistan has remained engaged in implementing the HSSE Compliance Framework through a phased approach as directed by BP group.
One of BP's core values is to comply with all laws and regulations in each jurisdiction in which the group operates. For most BP business in the developing world, the first step was to identify applicable regulations and risk prioritizes them. These regulations are broken down in several simple tasks that could enable the end-users to perform their actions and maintain real time compliance through Compliance Task Manager Software. Tasking the regulations bring about several ambiguities and interpretation of the laws that called for engaging the regulators into a dialogue. Immense efforts and resources are required to create a deep understanding of applicable regulations among employees and contractors. Once established, the framework now remains subject to regular monitoring, auditing and management reviews in order to demonstrate continuous improvement in a compliance culture.

Results, Observations and Conclusions
Key to success remained embedded in strong leadership commitment that played a pivotal role in creating a lasting HSSE legal compliance culture. Another useful approach to infuse a new system is to utilize all existing best practices for seamless adoption and transformation.
Such a strong initiative results in enhancing image among the regulators and helps in building trust.
Major Risks Analysis With a Scenario Based Methodology
Authors: Chetrit Alain 
Published: April 2008

Abstract
In our industry, major risks are associated with the processing of explosive, flammable or toxic substances. Identifying, assessing and managing risks associated with these substances are integral part of our continuous efforts to improve safety. The management of risks involves reducing the risks for both inside and outside our sites to a level As Low As Reasonably Practicable (ALARP).
The principles involved in the assessment and management of major risks are: Hazard identificationPreliminary risks evaluationDetailed and quantified risks analysisRisks assessment and ALARP demonstrationDevelopment of a priority-based program of improvements and of a major risks register.
There are two approaches for risks assessment, Aggregate Risk Assessment and Scenarios Based Risk Assessment.
Although these methodologies are often complementary, the first approach allows calculating the aggregate risk to personnel, expressed as Individual and Societal Risk. Thus the advantage of this approach is to address the global risk, the principal disadvantage is that it doesn't allow identifying the main critical scenarios of accident and the final results (Individual and Societal Risks) are hidden in mathematical calculations, with the use of computer model.
In the second approach, the Scenarios Based Risk Assessment, the critical events are selected in the preliminary evaluation step and studied in detail to establish the severity of damages and the likelihood of occurrence. The recommended methodology for the detailed risks analysis is the Bow-Tie approach (causes tree – consequences tree and safety barriers). Each critical scenario is assessed with respect to the Company risk acceptance criteria based on a Risk Ranking Matrix.
This methodology ensures the demonstration of the ALARP level of the risks and the identification of the Safety Critical Measures (SCM). Definition and ranking of the additional risk-reducing measures allows preparing a priority based program of actions and a register of the Major risks.
Technological Risks Management Principles
Authors: Duval Denis , Zundel Jean Pierre 
Published: April 2008

Abstract
Feedback analysis and assets life-cycle value continuously show it is essential that we have a set of technological risks management principles to help us comply with the Total Group values pertaining to risks management, safe and environmentally sound operations.
These principles call for the systematic and comprehensive application of technological risks management (also called process safety management).
The objective is to prevent equipment failure in order to reduce the potential of uncontrolled release of hydrocarbons or other substances that may result in harm to the personnel, the environment and physical assets.
By doing so, we will maintain our license to operate and achieve operational efficiency.
While keeping on reducing occupational injury rate, Total is working to strengthen the management of technological risks.
We do this by developing a system based on a clear set of ten primary elements. They are dispatched in three categories: basic requirements:design standards, safety engineering and process safety,management of change,improvement program and safety critical measures,inspection and maintenance procedures and program,operating procedures,management of professional competencies.assessment methods:internal audits and self controls,technological risks assessment,events analysis and feedback,performance measurements:key performance indicators.
All of these elements are key components of an effective technological risks management system. Each of them must be diligently applied if we want to maintain the safety of operations, the integrity of our assets and the quality of our environment. Only one of them is forgotten and the whole system is weakened.
A Compliance Focused Health, Safety, Security and Environmental Management System is a Key to Safe and Green Operations
Authors: Zaytsev Yuliy Y. , Heath Rebecca 
Published: April 2008

Abstract
BP Exploration Caspian Sea (BP Caspian) is the operator of a number of major projects in the Azerbaijan sector of the Caspian and Trans-Caucasus region. Exploration activities were initiated in 1994, since then the scope and diversity of exploration and production activities have expanded rapidly.
The diversity of BP Caspian's operations, and the fact that they are carried out over three countries (Azerbaijan, Georgia and Turkey) has lead to a certain degree of legislative complexity. BP Caspian operates under a number of agreements between BP-led operating consortia and host country governments. These agreements, which include Production Sharing Agreements (PSAs), Host Government Agreements (HGAs) and Inter-Government Agreements (IGAs), establish many of the standards against which health, safety, security and environmental (HSSE) performance within BP Caspian is measured. The complicated nature of these regulatory requirements is the key driver for BP Caspian's compliance focused HSSE Management System.
This paper describes the development and implementation of BP Caspian's HSSE Management System and provides additional detail on three key focus areas, namely:
Legal and Other Requirements; Documentation; and Audit.
Progress towards safe and green operations as a result of these elements of the Management System is then presented.