bluuebunny/crossref_metadata_2025_split huggingface dataset:
Harmonization of the Kazakhstan Environmental Legislation with EU and North America: Issues and Opportunities
Authors: Zhunussova Maira A. , Iskakov Nurlan A. 
Published: December 2007

Abstract
Does legislation help to achieve better quality of the environment? This paper intends to answer this question. Kazakhstan legislation on the protection of the environment was shaped under the Soviet period of economic development and served a planned economy with a very authoritarian style of government, administration and management. During the so-called "transition period", the intention to move towards a market economy has considerably changed the environmental legislation, although many previous regulations remain in force. This mix of planning and market legislation, regulations and standards proved to be inefficient to protect the environment.
The oil industry has a great influence on a country's economic development and environmental quality in the areas of its activity. The industry's genuine desire to protect the environment while pursuing its business goals is facing obstacles in the form of unjustified restricted permitting rules and limit settings, causing unnecessary expenses, which otherwise could be invested in more efficient environmental actions.
The difference between EU or US legislation and that of Kazakhstan is not in the amount of legal documents. This difference lies in the approach to environmental protection which is quite contrary to that of the EU and the US. The former Soviet countries base their approach on setting rigid standards (considered the most stringent in the world). There is a large gap, however, between the declared standards and the real economic abilities of enterprises, existing technology, and economic/social capacity to meet these standards.
Therefore Kazakhstan's regulatory authorities pay growing attention to the environmental legislation recommendations of international organisations such as UNDP, OECD, USAID, etc.
This paper highlights the experience of Agip KCO in collaboration with the government in the development of codes and standards in the HSE field. The protection of the environment in this extremely sensitive region has been one of the top priorities right from the beginning of the exploration stage in the Caspian Sea. Some results associated with the Kazakhstan environmental legislation are reviewed, and ongoing improvements as well as the suggested ways of harmonization are presented.
Meeting the Challenge – Compliance With Environmental Legislation on Offshore Oil Industry in China
Authors: Lu Shixin , Xia Ning 
Published: December 2007

Abstract
Like most developing countries in the world, China also faces more and more pressures to protect her marine ecosystems. After nearly 20 years dedication, the government developed a policy and legislative framework to promote marine environment protection. This framework consists of a series of national and local environmental laws, regulations and standards. It is indicative of the system approach China is taking toward marine ecosystem and biodiversity protection. Some areas, which involve legal limitations and permitting requirements, have had an impact on the offshore oil industry.
Based on the viewpoint of a join-venture offshore oil operator, who experienced 20 years operation in South China Sea, this paper is intended to summarize our understanding of these framework structure elements. In order to draw a clear picture of the laws & regulations framework listed at the end of this paper, we will mainly focus on the following: 1) the general environmental legislation structure; 2) key environmental protection laws & regulations; 3) how legal requirements effect the varying phases offshore oil operation. The findings of this paper could help others better understand this framework of regulatory requirements, foresee the future changes of regulations, and be better prepared to meet the challenges.
A National Offshore Petroleum Safety Authority for Australia
Authors: Craddock Richard J. 
Published: December 2007

Abstract
In 2002 the Australian Commonwealth and State/Northern Terriotory (NT) Governments agreed to the formation of a National Offshore Petroleum Safety Authority (NOPSA) to administer safety in the offshore upstream petroleum industry. Legislation was passed by the Commonwealth in November 2003 establishing a NOPSA. It is proposed that the NOPSA will commence in January 2005.
The issues associated with the development of a NOPSA and managing the transition from the current multi-regulator system to a single National offshore petroleum regulator for safety are immense. An overview of these issues, and the processes are provided in this paper.
Evaluation of Contractor HSE Performance Based on Lagging Indicators: Is there a Better Way?
Authors: Knode Tom , Cook Pat 
Published: December 2007

Abstract
Tremendous improvement has been made in the safety performance of the upstream exploration and production activities of our industry in the recent past. The oversight of contractor performance by the operators as well as advancement in technology risk management and hazard awareness are all key elements of this success. The results mean we have a safer work environment and a continuation of our license to operate.
However, one of the recent trends in contractor oversight by operators has been the delegation of the HSE performance evaluation from the HSE function to Procurement. Although this migration incorporates HSE into the business (which is always welcome) it may have negative consequences based on knowledge and competency of the issues. In question is the process of assessing the safety performance of contractors without understanding of the risk profile. Another concern is the assumption the method of collection of inputs is comparable since injury rates are derived using a common formula. This can put stress on a system that is not necessarily absolute.
A better method of evaluating HSE performance would be to include a balance of leading and lagging indicators as well as an investigation of the policies and programs that lead to the overall performance of the contractor. With a more comprehensive evaluation, there will be a better understanding of relative performance of the contractors including their weaknesses and strengths. A more comprehensive evaluation will also place less stress on the lagging indicator measurement system.
Recent Experiences: Building Waste Management Facilities in Remote Areas
Authors: Sedlock Evan , Hoffmann Rob , Ainodion Jimoh , Pegors Steve , Gonzalez Fidel 
Published: December 2007

Abstract
Many exploration and production (E&P) operations are located in developing countries or remote locations that often have poor infrastructure. Commercial waste management facilities of adequate quality may be nonexistent or prohibitively distant, and production expansions are filling the capacity of existing facilities at the E&P sites. ChevronTexaco's business philosophy includes continually improving processes to minimize pollution and waste. As part of our ongoing efforts to improve E&P waste management efforts, we are identifying cost-effective and environmentally protective alternatives for waste management including building new on-site facilities and equipment, evaluating available off-site options, and developing local businesses and infrastructure. We then optimize the selection of alternatives for each location using an overall waste review process.
This paper will highlight recent and planned investments in our international waste management facilities including: In Venezuela in 2002, the company commissioned a U.S. $1.8 million state-of-the-art facility that is designed to handle a broad spectrum of wastes from the Boscan oil field.In Sumatra, Indonesia, a subsidiary of ChevronTexaco has reviewed its waste management strategies and developed comprehensive plans for additional waste management facilities and stand-alone equipment totaling U.S. $6.0 million that is awaiting governmental approval. This is in addition to several recently commissioned major facilities for improved management of oily wastes including a slurry injection facility and five soil bioremediation facilities.In Nigeria, plans are underway for a variety of new waste management facilities totaling U.S. $28 million including a landfill, incinerators, slurry injection, and a sewage treatment plant.In Kazakhstan, the company's joint venture Tengizchevroil has initiated design and construction of a U.S. $16 million integrated waste management facility. The facility will include a landfill, a recycling and treatment area, and a reception facility with a weighbridge. In 2004, the landfill and key site infrastructure elements will be commissioned.
Major Hazards Management in Trinidad and Tobago – Putting the Jigsaw Together
Authors: Ciaraldi S. W. , Mohess R. H. , Dalzell G. A. 
Published: December 2007

Abstract
bp Trinidad and Tobago has a mature offshore oil infrastructure and a growing, highly valuable gas resource. The merger of bp and Amoco caused an examination of the operations and facilities through a new set of eyes; particularly those from the North Sea who had lived through the loss of Piper Alpha. This paper outlines how this operator took the lessons from the North Sea and applied them in a pragmatic way to existing assets in a very different country.
Benefits of an ISO-Registered Management System in Atlantic Eastern Canada
Authors: Robson M. , Parsons J. 
Published: December 2007

Abstract
A leading oilfield service provider operates an integrated quality and environmental management system that is International Organization for Standardization (ISO 9001 and ISO 14001) registered in the Atlantic Eastern Canada marketplace. This integrated management system offers significant benefits to any company wishing to incorporate the program. The increased operational efficiency leads to better risk assessment and safer operations. Minimizing the environmental impacts of our business not only helps the environment, but also improves our image in the community where we work. Improved customer satisfaction helps us to retain or increase our general market share, and we realize increased profitability by increasing efficiency and reducing costs.
ISO 9001:2000 is an internationally recognized quality standard that is a "process approach." ISO 14001:1996 is the internationally recognized environmental standard based on risk assessment, leading to better environmental stewardship. These standards form the basis for the quality, health, safety, and environment management system, in which an organization&#39;s key activities are divided into their logical groups or processes.
This paper explores the benefits and hurdles faced by oilfield service companies when implementing, operating, and registering a quality and environmental management system. Also discussed are the key challenges of program development, accurate process mapping, and employee buy-in and participation.
The management system is maturing after 2 years and has become part of "the way we do business." Advantages for both the service provider and the client are explored that lead to reliable customer satisfaction measures, and improved efficiency for both the service provider and the client.
The Body or the Smoking Gun?
Authors: Dalzell G. A. 
Published: December 2007

Abstract
The understanding of hazards is one of the greatest risk reducers available to us. If we know why a plant or operation is dangerous, then we can manage it safely. However, ignorance still persists. Some risk assessments make recommendations but fail to deliver hazard knowledge. If this is to become a primary deliverable, who needs to know what? The needs of the directors are different from technicians or plant operators. The paper proposes four levels of knowledge and associated responsibilities. It also discusses a problem; that the explicit documentation of risks and hazards would be recovered in the event of an accident and used as prosecution evidence, hence the title; "The Body or the Smoking Gun".
Malaria Chemoprophylaxis Compliance Improvement: A New Approach
Authors: Moynihan Kelly J. , Moreau Jean-Marie M. , Shallenberger Leba G. , Lindemann Kenneth C. , Guibert Philippe 
Published: December 2007

Abstract
Awareness training, personal protection against mosquito bites, and vector control measures are all important in helping reduce Anopheles mosquito bites. However, these measures cannot completely eliminate the risk of contracting malaria. The prevention of malaria in non-immune individuals in sub-Saharan Africa relies heavily on the proper use of effective chemoprophylaxis. Compliance with effective chemoprophylactic regimens is problematic, especially in long-term expatriates who believe they have acquired natural immunity. In spite of implementing a comprehensive Malaria Control Program (MCP), with a goal of zero cases of malaria among non-immune individuals, the Chad Export Project experienced an increase in the number of malaria cases in the contractor non-immune workforce as construction activities in Chad and Cameroon accelerated. Several serious cases of Falciparum malaria were recorded, and four fatalities occurred. In response to this, a multidisciplinary team was formed to identify opportunities to enhance the effectiveness of the MCP. One of the team's key recommendations was to develop and implement a Malaria Chemoprophylaxis Compliance Program (MCCP) to address identified informational and behavioral shortcomings regarding malaria chemoprophylaxis use. The heart of the MCCP is awareness and education but compliance with chemoprophylaxis is further encouraged through collection of urine specimens from non-immune individuals for laboratory determination of effective anti-malaria medication usage. Data collected during the first 15 months that the MCCP was implemented in Chad and Cameroon show an overall low (i.e., &lt;1%) rate of non-conforming specimens. After implementing the MCCP in Chad and Cameroon, the rate of malaria cases among non-immune workers decreased fifty percent and the program has been extended to other operating locations in Africa.
Measurement, Incentives and Motivation in Health, Safety and Environment
Authors: McCarron P. L. , Thornton R. W. 
Published: December 2007

Abstract
A unique incentive program that rewards positive activities and reductions in incident severity was developed and implemented on January 1, 2001. It has proven to be highly motivational. Results were calculated for the year 2000, prior to program implementation, and were compared to results for the year 2002, the second year of the program. In that comparison, positive activity scores increased by 400%, while incident severity decreased by 15%. During the same period, company operated oil and gas production increased by 20%. Similar trends have continued into 2003.
Using Employee Risk Identification Reports to Measure Safety Performance and Set Safety Priorities
Authors: Dickes R. , Wood T. 
Published: December 2007

Abstract
Employee risk reports are a valuable part of a safety program. Managers frequently encourage employees to identify, correct, and report risks they discover while performing their jobs. The efforts by managers can have an immediate impact on safety performance by reducing or eliminating hazards in the workplace. However, the additional benefits that can be gained if employee reports are routinely analyzed for trends are often not realized.
If these reports are analyzed, they provide constant and valuable feedback. This feedback can be used to detect negative trends and set priorities for future actions and improvements. In addition, reporting the results of an analysis to employees can increase employee participation in the risk-reporting system.
The case study described in this paper shows the positive benefits achieved through risk-report analysis over a 2-year period. The feedback from this analysis was used to set priorities and was reported directly to employees, resulting in a more than 30% increase in employee risk reporting.
Implementation of Minimum Health Management Standards. Facilitation through Workshops and Inclusion in Business Plans. Focus on Fitness to Work
Authors: de Valk R. H. W. 
Published: December 2007

Abstract
The Shell Group adopted the seven Minimum Health Management Standards (MHMS), a structured approach to implementing occupational health requirements. In SPDC Nigeria the implementation has been promoted by presentations at 2002 business improvement workshops and following integration in all business plans. This has been facilitated in 2003 with workshops for all categories of staff and contractors.
This paper presents the results of the workshops, analysis of the feedback of participants and the effect on the standard Fitness to Work. A combined approach is demonstrated in a firefighter programme, where job specific medical examinations were integrated with Health Risk Assessment (HRA) and review of work-related illnesses.
There were many participants at the workshops. Most of them gave a positive feedback and useful comments. All participants indicated that the course would enhance job performance. We receive many new requests for workshops.
There was an increased number of requests for job specific medicals, HRA's, reports on work-related illnesses and an improved awareness of health policies and procedures. Actions from a self-assessment questionnaire and barriers to report were discussed.
Staff is more aware of the interaction between the standards and of their own responsibility as seen in the example of the firefighter department.
More cases of specific illnesses were detected in staff working in safety and health sensitive jobs. Quantifiable data, leading to prevention of potential health incidents and accidents. Case reports are presented in the paper.
Workshops are a useful tool for promoting the effective implementation of MHMS, create understanding for occupational health management and lead to improved health management as demonstrated for the standard Fitness to Work
Building a Global Driving Program that Delivers Superior Results
Authors: Tate D. 
Published: December 2007

Abstract
As a major oilfield services company with worldwide operations, transportation of our people and equipment is essential for conducting business. Our company employees drive more than 150 million miles per year during work-related activities. Driving, both on and off duty, is recognized as the greatest daily risk facing the employees. The driving environments are diverse, with the operating conditions being some of the most extreme that can be encountered. Our challenge was to craft a program that would address this diversity while transcending cultural variances both corporately and nationally.
Until 1998, Schlumberger Oilfield Services (OFS) comprised several entities that each had responsibility for driving safety. There was some collaboration, in some cases very extensive, but overall, each group had their own program. Internal incident rates were acceptable overall compared to industry at the time; however, they were not at a level that Schlumberger management found acceptable. Management determined that to truly have a global program the programs must be consolidated at a corporate level.
Effective communication with the various areas was required to identify the existing best practices as a cornerstone for development and to identify local versus regional practices. This communication was essential as the program developed and as part of the continuous improvement cycle. In 2000, a position of OFS driving manager was created at the global level to develop and maintain the program.
From 1998 to the end of 2002, the incident rate for a fleet of 12,700 vehicles traveling up to 170,000,000 mi/yr has dropped from 15.6 incidents per 1,000 drivers to 10 incidents per 1,000 drivers—a reduction of 36%.
A continued decrease has been seen year to date in 2003 (31October) to 6.3 incidents per 1,000 drivers. This represents an overall reduction in incident frequency of 60% since 1998.
A New Aviation Management System for Managing Air Transport
Authors: Hafez G. 
Published: December 2007

Abstract
Schlumberger has become more aware of the inevitable risk associated with air transport and the need for a systematic way to manage that risk effectively. In February 2003, the company developed an aviation management system (AMS) based on its quality, health, safety, and environmental management system (QHSE-MS) model. This system can be applied to air transportation on charter aircraft, client-provided third-party aircraft, aircraft controlled by associated third-party contractors, or commercial carriers where risk mitigation is deemed necessary. This paper describes the AMS plan for Schlumberger operations.
The AMS is an integrated, documented process that describes how an air operator can demonstrate its commitment to three fundamental values: complying with all applicable national air authority regulations, implementing accepted best industry standards and practices, and using state-of-the-art safety technologies and systems in their operations.
An assessment tool for monitoring the implementation of AMS has been developed, which ensures that key performance aviation attributes are monitored during all phases of an aviation service contract. In addition, this tool will help align management in establishing realistic, cost-effective, and safe aviation services using contracts that are fair, balanced, and targeted at the type of operation considered.
While all the existing tools and documents are important for good aviation management, they often lack structure. The approach is aimed at providing this structure, while achieving continuous improvement throughout the contract period. The AMS endeavors to become the model for air transportation throughout the oil and gas industry. While this obviously is beneficial to those operators lacking a system, it also helps to set the standard and align the existing systems so that all think and act as one industry.
The AMS consists of nine individual elements that will be discussed in detail in this paper.
Performance Leadership Coaching – The Next Step
Authors: Senior Lewis Michael 
Published: December 2007

Abstract
In an industry which has grown and developed in a frame of reference from "Can't do it - can't stay" through to "no blame / just culture scenarios" we have to ask ourselves what comes next? Most people in our business have at one time or another been exposed to a culture that has been very task focused within stringent time schedules. In a lot of cases "rule by fear" was the norm and generally, people work in the "telling" style of leadership. Safety leadership principles have been passed on through many different vehicles from training sessions, videos, walk-throughs, OJT, management by example etc. It seems that now is the time to go to the next level in terms of seeking even more efficient and cost effective development and training to those who can make the difference.
In our company we have embarked upon a new and exciting journey. We have taken the stance that if Tiger Woods can have a coach, and indeed benefits from that process, then our company culture may indeed reach further levels of excellence from a safety, operational, business, and personal standpoint if the same principle was applied. We have created the role of a Performance Leadership Coach that can and does coach the rig managers and OIM / platform managers in our fleet, who can truly make a difference. The coach comes from within the organization and thus will have credibility and credence, necessary for an initiative such as this.
In a "results" oriented industry, bottom line is if people feel empowered and valued, if they have the skills, motivation and support they think they deserve – then productivity, safety, employee retention will be at a level desired by all. The Performance Leadership Coaching approach can and will enhance that vision.