bluuebunny/crossref_metadata_2025_split huggingface dataset:
Fitness Parameters Recorded at the Annual Health Review of a UK Offshore Workforce: Are These Parameters Predictive of Sickness Absence?
Authors: Ponsonby Will 
Published: April 2008

Objectives
Conduct a review of the health status and sickness absence of Shell's offshore workers. Test whether parameters recorded at annual health review are predictive of sickness absence.

Setting
17 offshore installations operated by Shell in the U.K. sector of the North Sea.

Subjects
398 workers employed to work for Shell full time offshore, who had an annual medical review carried out offshore in 2003.

Results
A healthy workforce, with mean age of 38.94 years, mean VO2 Max of 42.88 mlO2/kg/min, slightly overweight with a mean BMI of 25.7kg/m2, slightly raised BP with mean systolic of 127.99mmHg, and mean diastolic of 79.79mmHg. Only a small minority smoked 16%, and average alcohol intake was self-reported at 14.97 units per week. Sickness absence rates were low at 0.9% averaging 1.4 days lost per employee per year. Being a non-smoker was significantly associated with lower absence at the 1% level. A General Health Questionnaire (GHQ) score of 4 or more is associated with higher sickness absence at the 5% level. The older aged workers are more likely to be absent for periods greater than two weeks. As smokers are older this may be a confounder for smoking causing more absence.

Conclusions
The offshore workforce is healthier and younger than is generally thought. The average age has not changed significantly over the last 15 years. Sickness absence in this population is very low when compared against other industries in the U.K. A history of smoking, age and raised GHQ score are all associated with raised sickness absence. Interventions to further reduce smoking and screen and support those with a raised GHQ, may further improve the health of this workforce and improve fitness to work.
Assessing Potential Health Risks for Expatriate Assignment
Authors: Iha G. Sue , Frangos S. A. 
Published: April 2008

Abstract
Major oil and gas companies are sending their employees and their family members to work and live all over the world. Corporations spend untold time and energy to determine the details of the work and all the resources needed to make their business operations successful, including getting the right employee resources on the project. A risk assessment is performed to assist in managing environmental and governmental risks associated with the work in the proposed country. Employers ask medical professionals to perform an individual risk assessment as it relates to the employee and their family members, to evaluate their health status, identify acute and chronic health conditions, make recommendations regarding medical fitness for assignment and to assess medical resource needs that may be required for the expatriates.
A portion of employees and their family members are affected by some chronic conditions that, when closely monitored and managed carefully, may not manifest into an acute life-threatening condition. However, what if the condition changes and the medical facilities and health professionals that may be needed immediately require two international flights? Options to consider when defining the potential risks to the employer and to the employee and family member (potential human health impacts and some potential financial risks) if the expatriate is not fit for assignment will be reviewed.
This paper outlines four important steps that should be taken to better understand the potential physical and mental health risks of expatriates and their family members. Examples of forms, checklists and provider criteria are included. Process data is presented based on more than 5K expatriates in multiple countries. Conditions that pose potentially increased health risks for expatriates -are addressed, as well as the legal framework in the United States regarding medical fitness for duty determinations when the medical recommendation is that someone is unfit for an international job assignment based on health status. Recommendations are made for sustaining and improving the physical and mental health of expatriates on assignment.
Fatigue Risk Management in a Major Airline
Authors: Holmes A. , Stewart S. 
Published: April 2008

Abstract
The problem of fatigue
Fatigue can be defined as a progressive decline in alertness and cognitive performance that results in sleep. Fatigue is an everyday occurrence that, in an ideal world, does not pose a significant health and safety risk. However, in 24/7 industries such as the oil and gas industries which require a proportion of the workforce to undertake shiftwork or work outside of ‘standard’ office hours, fatigue can pose a significant risk (e.g. Pipeline and Hazardous Materials Safety Administration, 2005; US National Transportation and Safety Board (NTSB), 2007; International Civil Aviation Organisation (ICAO), 2005). Unfortunately, our appreciation of fatigue risk stems largely from the role fatigue has played in catastrophic incidents. For example, fatigue was identified as a contributor to the highly publicised incidents at Chernobyl and Bhopal. Fatigue is also estimated to contribute to 15% of fatal crashes involving heavy vehicles (VicRoads, 2006) and the NTSB (2007) has linked pilot fatigue to ten commercial accidents since 1993.
Additional causes of fatigue relevant to the oil and gas industries include long work hours, long commute times, international travel, personal responsibilities – for example a new baby, medical difficulties, such as chronic pain, non-ideal sleeping environments, drugs and alcohol.
Hours of work limitations, such as The Working Time Regulations (1998) and European Drivers' Hours Rules (European Regulation (EC) No. 561/2006), are the primary strategies used to control fatigue risk. These rule sets provide clear boundaries for work and rest time and in the past it has been generally assumed that, so long as organizations are compliant with the rules, an adequate level of safety will be maintained. Recently, however, prescribed hours of work limitations have been criticised on the basis that they are largely determined by industrial and political relations, rather than being based in science (Fatigue Expert Group, 2001).

Why we need more than prescribed limitations on hours of work
Hours of work limitations, such as The Working Time Regulations (1998) and European Drivers' Hours Rules (European Regulation (EC) No. 561/2006), are the primary strategies used to control fatigue risk. These rule sets provide clear boundaries for work and rest time and in the past it has been generally assumed that, so long as organizations are compliant with the rules, an adequate level of safety will be maintained. Recently, however, prescribed hours of work limitations have been criticised on the basis that they are largely determined by industrial and political relations, rather than being based in science (Fatigue Expert Group, 2001).
Use of Habitat Equivalency Analysis (HEA) to Determine the Environmentally Superior Project Alternative
Authors: Gala W. R. , Hill R. W. , Hostetter L. A. 
Published: April 2008

Abstract
Project alternatives for environmental projects are often difficult to compare and rank because each alternative may have different magnitude and types of impacts to multiple habitats over varying time scales (e.g., short-term, long-term). Habitat Equivalency Analysis (HEA) is a methodology developed by the National Oceanic and Atmospheric Administration (NOAA) that can quantify and compare the net environmental effects on affected habitats, including the short-term and long-term effects of project alternatives and compensation measures. It can be used to rank the alternatives according to their relative net environmental impact, which helps project teams and decision executives identify the alternatives with the most favorable (or most adverse) environmental effects.
The use of HEA proved critical to identifying the environmentally superior alternative proposed to regulatory agencies for the disposition of the Chevron 4H Shell Mounds. The 4H Shell Mounds are drill cuttings (and associated drilling fluids) piles, covered by several feet of shell hash, off the coast of California that were left following removal of the 4H platforms. As part of a California Environmental Quality Act process, Chevron was requested to propose a project for the final disposition of the 4H Shell Mounds. Chevron evaluated four project alternatives: leave in place with offsite compensation in the form of enhancement of a nearby salt marsh, enhancing with an artificial reef, capping, and removal by dredging. A HEA was performed that compared the net environmental impacts of the four project alternatives on an important marine biological resource (i.e., fish habitat value). The HEA demonstrated that leaving the mounds in place with enhancement of a nearby salt marsh (i.e., offsite compensation) provides the greatest gain in fish habitat value while averting significant and unavoidable impacts to the local marine environment associated with mounds removal. Besides this demonstrated use of HEA to identify the environmentally superior alternative within an environmental impact assessment (EIA) process, HEA should prove equally valuable for scaling the actions necessary to mitigate environmental impacts.
Shifting Focus in Workplace Healthcare Service Delivery Strategy: The Experience of Chevron Nigeria
Authors: Fagade O. A. , Ajayi P. A. , Okegbemiro S. A. , Fadeyi O. T. 
Published: April 2008

Abstract
Chevron Nigeria Limited (CNL) is committed to providing high quality health care services to its workforce and their dependants as part of its Operational Excellence Management System. The peculiarity of the Nigerian environment with scarce quality healthcare providers necessitated the setting-up of elaborate in-house hospital services.
While disease management continues to be a critical function of the Company's Medical Division, focus is increasingly being directed at illness prevention, health promotion and adoption of healthy lifestyles.
Results generated from periodic health screening programs conducted between 2003 and 2006 indicate that lifestyle-related health problems such as Obesity, Hypertension and Diabetes are significant risk factors to the health and well-being of employees. These further reinforce the need for a shift in emphasis from disease management towards encouraging and promoting health and wellness.
The creation of a dedicated Occupational Health (OH) Unit in September 2005 provided fresh impetus for this new drive towards illness prevention, elimination of work-related illnesses/injuries and reinforcement of wellness and health promotion. The model adopted in driving these programs gives incentives to the end-users to encourage healthy behaviors and active participation in health benefiting initiatives. These include among others 10K-A-Day program (an inspiring walking program designed to boost physical activity), Know Your Numbers (a cardiovascular health assessment tool), placement of Health Stations in strategic places (for self-check of BMI and Blood Pressure) and other Health Promotion activities. These programs aim to improve the quality of life of employees, their spouses and dependants and benefit CNL through increased employee health and productivity and reduction in healthcare expenditures.
This paper describes our health and wellness programs and the outcomes and discusses the change in strategy that holds out the benefit of continuously improving the quality, reliability and cost effectiveness of health care and health status of Chevron employees, retirees, their spouses and dependants.
Real Time Journey Management
Authors: Allison David , Tate Derek , Hashim Shahar 
Published: April 2008

Abstract
Driving maintains its position as the single highest common cause of fatalities in the oil and gas industry. As the industry has experienced a dramatic increase in activity, driving-related fatalities have increased similarly — from 21.9% in 2004 to 35.6% in 2005 (International Association of Oil & Gas Producers [OGP] data). It is expected that the proliferation and implementation of the OGP LTS RP will achieve the necessary step change in the industry to have impact on this manageable, and hence, very unacceptable statistic. (Define "LTS" and "RP"?)
For a company already aligned with the fundamentals of the RP elements, and that has experienced success in reducing crashes, other opportunities to continue a downward trend of vehicular crashes must be investigated. With a reduction in crashes, other land-transport related exposures and losses start to stand out. Remote operations and regional instability present a hazard to both personal and asset security; land transport inefficiency increases cost, potential for security events and crashes, and increases carbon emissions.
One method to address both a continued focus on improved driving safety while at the same time having an impact on other related exposures is to take advantage of technology. Making use of leading-edge technologies, a 24-hour real-time journey management system has been developed and deployed successfully in Saudi Arabia by a major oilfield service company.
The purpose of this paper is to provide industry with an overview of a technological approach to comprehensive journey management. The authors will share the motivations, expectations, and challenges of the endeavor, accompanied by learnings and outcomes
Chevron Global Upstream Environmental Management System
Authors: McHugh Steve , Slovacek Mike , Offner Stacey 
Published: April 2008

AbstractChevron Global Upstream consists of fourteen business units producing over 2.5 million barrels of oil equivalent (boe) per day. Standardization of key Health, Envirornment & Safety (HES) processes across all business units commenced in 2002 as part of the implementation of Chevron's Operational Excellence Management System (OEMS) and is now complete for the environmental element.The key feature of Global Upstream's implementation of the OEMS environmental element is the alignment of environmental processes with the key stages in the life cycle of an upstream asset, from acquisition, through development, into operations then decommissioning, and finally divestment. There is one key process per life cycle stage. The HES Property Transfer process applies to both acquisition and divestment. The Environmental, Social and Health Impact Assessment (ESHIA) process addresses asset development, including both seismic and exploration drilling. Oil and gas production operations are covered by the Environmental Stewardship process, which also houses a Third Party Waste Stewardship process and specific Environmental Performance Standards. The Site Assessment, Remediation, Restoration, Decommissioning, and Abandonment (SARRDA) process completes the Global Upstream environmental process portfolio.The four environmental processes add value by mapping to specific exploration and production activities and by being targeted to the management and technical specialists within those functions. The system as a whole facilitates transition from process to process as an asset moves through its life cycle, and is fully aligned with ISO14001.This paper presents Global Upstream's environmental processes and performance standards. The iterative nature of how these processes and performance standards were developed from the interaction between the high level strategic intents and the business unit needs for clarity and simplicity are discussed, together with specific examples of implementation best practice and key learnings.
Establishing an Environmental Performance Standard and Waste Management Toolbox for Offshore Drilling Discharges
Authors: Glickman Andrew , Ivan Catalin , Piper William 
Published: April 2008

Abstract
Chevron Global Upstream has developed a global environmental performance standard and a computer-based waste management toolbox with the overall objective of reducing the potential for impacts from drilling fluids and associated cuttings in the offshore environment. The drilling discharge standard establishes minimum environmental performance requirements for offshore drilling projects. Requirements include no discharge of whole non-aqueous drilling fluid and drilled cuttings containing mineral or diesel oil. In addition, the standard requires the use of cuttings dryers and centrifuges when cuttings containing synthetic drilling fluids are discharged. A unique feature of the standard is the requirement that all offshore drilling projects undergo an environmental screening evaluation prior to discharge of muds and drilled cuttings. The screening evaluation considers a set of drilling, toxicity, biodegradation, and oceanographic data to assess whether a given drilling project has the potential to have an ecological impact. If this evaluation indicates a potential for impacts, steps must be taken to further understand the potential for impacts and, if necessary, mitigate them. Mitigation options might include selecting alternative drilling fluids, instituting additional treatment of the cuttings, reducing the total discharge cuttings volume, or seeking alternatives to discharge. To support implementation of the standard and help drilling engineers make the best drilling waste management decisions, a toolbox has been developed to evaluate and optimize waste management technology alternatives for offshore projects. The toolbox possesses a user-friendly computer-based interface that allows the drilling engineer to evaluate and select the most appropriate waste management technologies for their project based on drilling technical requirements, environmental performance, regulatory requirements, and cost. The overall integration of the drilling waste management toolbox and the environmental performance standard provide drilling operations with an enhanced combination of reduced risk to the offshore environment and cost-effective waste management technology.
Pipeline Hydrotest Water Management
Authors: Boulton William 
Published: April 2008

Abstract
BP projects in Azerbaijan in the past ten years have installed oil and gas export lines, interfield lines, water injection lines and produced water lines, with a total length in excess of 1000 km- all of which required hydrotesting. This paper describes BP's approach to managing and mitigating the environmental impacts of hydrotest water disposal.
The first stage was the selection of a hydrotest chemical package. Candidate chemicals were subjected (individually and in mixture at the appropriate dose levels) to toxicity tests developed specifically for the Caspian, and the least toxic package was selected. The most toxic component of the package was a biocide, which was selected in part for its low persistence and high abiotic degradation rate.
The next stage was to assess the dewatering options and to commission dispersion modelling for each option. For each scenario, an ecotoxicological risk assessment was carried out using the modelling results in combination with the toxicity data.
Risk assessment concluded that discharge to sea was acceptable offshore but not in the coastal zone. Accordingly, large onshore holding ponds were constructed receive hydrotest water which could not be discharged offshore, and to retain it until chemical analysis and toxicity tests showed that it was safe to discharge.
The holding ponds were used to receive hydrotest water in 2005 and 2007. In both cases, analysis showed that the biocide had degraded by &gt; 90% in the pipeline, and that after one week in the holding ponds the residual chemical concentrations and toxicity had decreased to negligible levels.
The original toxicity tests had shown that phytoplankton were most sensitive to the biocide. During the 2007 de-watering process, samples taken from the holding pond showed that within one week, healthy phytoplankton populations had become naturally established, providing direct confirmation that discharge of the hydrotest water would present no risk of environmental harm.
Using Internal Video Projects to Share Lessons Learned
Authors: Reavis Clay , Douzenis Pete , Bourdoumis Nick 
Published: April 2008

Abstract
The overall safety culture in the oil and gas industry has matured significantly in recent years. The best companies in the industry understand the importance of using risk management and engineering processes to make the workplace as safe as practical. Management systems have been implemented to ensure a continued high level of performance. Investigations are conducted and reviewed to ensure that the root causes are identified and all necessary corrective measures have been taken. It is now common practice to communicate lessons learned throughout an organization and in some cases, across company boundaries.
Internal video productions offer an avenue to effectively and economically communicate the lessons learned with dramatic impact. This paper will discuss two such examples. In the first case, a worker suffered a needless injury that sent a troubling shock wave through the local management and coworkers. The investigation pinpointed a number of corrections for improvement that were quickly implemented. However, there was a lingering sense of disappointment, and an emotional outlet was needed. The principal parties agreed to be interviewed as part of a video project. The result was a very powerful message that could be shared with a wide audience.
The second case resulted in only minor injury, but had much higher potential for injury. The beginnings of the situation date back to an engineering decision more than 20 years ago that had gone unchanged. Other modifications were made in more recent years that added to the hazards of the operation. This production explores the misunderstandings that allowed nonoptimal circumstances to exist when corrections could have been made. This production offers a learning opportunity to prevent future injury. This is the true spirit of lessons learned.
SERPENT of the Deep—Research, Monitoring and Partnerships for a Deepwater Well off Atlantic Canada
Authors: d'Entremont Andre , Kaariainen Janne , Baker Krista 
Published: April 2008

Abstract
The Great Barasway F-66 well – operated by Chevron Canada Limited (CCL) on behalf of itself and co-venturers ExxonMobil Canada Ltd., Imperial Oil Resource Ventures Ltd. and Shell Canada Limited – was the first Canadian participation in the international SERPENT Project. It was drilled in the Orphan Basin, a remote deepwater area located 390 km offshore of St. John's, Newfoundland and Labrador, Canada. SERPENT utilizes Remotely Operated Vehicles (ROVs), which support deepwater drilling operations, to collect scientific data which would be prohibitively expensive or impractical for universities or research institutions to collect.
The project was a cooperative effort between CCL, ExxonMobil Canada Ltd., Imperial Oil Resource Ventures Ltd., Shell Canada Limited, and Memorial University of Newfoundland (MUN), the University of Southampton, the Canadian Department of Fisheries and Oceans and the Canada-Newfoundland and Labrador Offshore Petroleum Board. This has been an open and transparent relationship whereby all parties were involved in the study design, and data collected was freely shared. Initial results have included 1,000 world class digital photographs and over 25 hours of video of the organisms that live in water depths of 2,338 m. Initial results have been scientifically exciting; expanding the range of two species of fish, there is also the prospect that a new species of deepwater organism could be discovered once the data are fully analyzed.
The extent of the settlement of cuttings and drilling muds was also mapped and compared to predictions made in the environmental assessment. Experiments were also conducted to evaluate the potential settlement of deepwater corals and other organisms on different types of hard substrate.