bluuebunny/crossref_metadata_2025_split huggingface dataset:
Accident and Incident Investigation
Authors: Hanooman Akash 
Published: April 2008

Abstract
BP Trinidad and Tobago (BPTT) is the largest Gas Producer in Trinidad and Tobago with an approximate gas output of 450 000 Barrels of oil per day equivalent. At BPTT, Safety takes top priority. One important aspect of safety is the process of learning from past incidents. The scope of this paper is limited to the process of incident notification, investigation and distribution of lessons learned within BPTT.
For years, BPTT did not have a rigorous process in place for incident notification. The previous process was complex and not easily understood, roles and responsibilities were unclear and there was no accountability and guidance for distribution of lessons learned. In addition, various procedures were in existence therefore creating conflicting processes. The result being ineffective communication of lessons derived from incident investigations. Hence, this paper would explain how these problems were solved.
To correct these problems, a comprehensive and user-friendly procedure was developed which included the relevant aspects of all existing procedures at the business unit. Therefore, one standard procedure was created. This procedure included clear roles and responsibilities, definitions for all incident categories to be reported in the incident notification form and in "Traction", (our web based system database for recording incidents and tracking corrective actions that result from investigations). Many flowcharts were used to enhance understanding of the notification, investigation and lessons learned process.
There is also greater accountability for incident investigations and distribution of lessons learned since all incidents in operations are tracked using our incident log and reviewed on a weekly basis with those which are overdue, being flagged for immediate action. In addition, BPTT's "Traction (Online action tracking system)" is a valuable computerized software tool used effectively for reporting of incidents, input of action items from investigations and monitoring of these actions for closure. Communication of lessons learned are thus monitored to the point were they are communicated to the affected teams as well as the general workforce.
This paper would effectively describe how we deal with accident and incident notification and investigations to ensure that lessons learned are communicated effectively, thus preventing reoccurrence of similar incidents.
Risk and Safety Training Using Virtual Reality (VRSafety)
Authors: Høiset Stian , Glittum Eli 
Published: April 2008

Abstract
Flammable gas emissions create a high potential for accidents, and gas emissions on the Norwegian continental shelf are mainly caused by human errors. The information generated from the gas hazard analysis tools (FLACS, KFX, Fluent) is not easily understood by operators, managers and designers. A software application based on Virtual Reality technology has been developed. By combining realistic 3D CAD models of the actual offshore installation with advanced CFD (computational fluid dynamic) codes for gas hazard analysis, StatoilHydro wants to increase awareness of safety barrier philosophy, risk levels and communicate emergency preparedness measures.
VRSafety is used to improve the understanding of gas leak hazards in operator and manager training. Gas hazard situations are communicated by: visualising the effect of a hazardous gas leak in a real 3D module with different wind conditions anddemonstrate effectiveness of process safety systems, such as gas detection, ignition source control and need for automatic actions, effect of deluge etc.
The training scenarios are designed around six steps of development in a gas leak situation – leak source, gas dispersion, ignition, explosion, fire and deluge. The VR application is fully interactive, it is possible to simulate and visualise new incidents online (can however involve time-consuming recalculations).
VRSafety is developed for Hydro and Statoil (now StatoilHydro) by Christian Michelsen Research. The project started in November 2003 and has been financed through R&D programs and The Research Council of Norway.
Initial use of software application based on Virtual Reality technology has demonstrated that personnel obtain a better understanding of the hazard potential associate with a gas leak situation, and increased awareness of barrier philosophy, risk levels and emergency preparedness measures. VRSafety training sessions have lead to increased interdisciplinary communication and discussion on safety issues.
How Well Do Companies Embed Learning From Industrial Incidents
Authors: de Wit Monique , Peuscher Willem 
Published: April 2008

Abstract
Many companies put a lot of effort into incident investigations to improve their overall HSE performance and to circumvent reoccurrence of the incidents. However embedding the findings from incident investigations is a complex activity in a global company. Often incident alerts are sent around, but are these alerts effective to provide structural learning and does the right information reach the right people at the right time in the right format?
In this paper failures and successes in the Learning From Incident (LFI) process over various years are presented, as identified in several mini Learning from Incident reviews. Structural changes recently made in the learning from incidents organization and processes are described to ensure effective learning and feedback. This includes appointment of LFI coordinators and regular review of trends and external incidents by LFI review teams.
Furthermore three types of "alerts" to support the LFI process are discussed, Action Alerts to ensure actions are taken, Leadership Alerts to address underlying causes, and Awareness Alerts accompanied by learning packs (interactive exercises) to suit the shop floor target audience.
Ongoing efforts focus on reaching the target audience (especially contractors out in the field), better incorporate relevant learning (like history alerts) in existing processes and development of better communications materials and learning exercises.
The above should lead to an improved LFI Process through increased mindfulness, increased awareness of direct causes and associated learning, increased awareness of underlying causes and actions to address these, and more embedded learning in the HSE MS and other systems and processes.
As long as repeated incidents occur in a company, the HSE management system and the learning from incidents process is apparently flawed. Therefore the significance of this paper is to help companies to review and improve their structure of the "learning from incidents" process.
Stakeholder Engagement Programs: Balancing International Best Practices and In-Country Leadership
Authors: Khalsa A. , Slocum D. 
Published: April 2008

Abstract
Successful development of international exploration and production (E&P) projects is increasingly dependent on managing social and stakeholder concerns. Critical to this success is a balance between the need for international best practices and local leadership of stakeholder engagement (SE) programs. As international practitioners, we see the following critical trends emerging: There has been significant progress in developing SE best practices/methods in recent years;Few host country social experts have been exposed to these developing practices/methods; andDespite this, experts from within host countries are typically in the best position to execute these programs because they: ◦Understand the social customs, language, and culture◦Are known and more trusted by regulators and residents
The authors argue that to better manage this balance, international oil and gas companies and their consultants need to commit to two-way capacity building that simultaneously: Conveys best practices from international oil companies, financial institutions and ESHIA practitioners to capable local consultants; andCommunicates to international parties and practitioners the value of stakeholder engagement being led by qualified local experts.
Through a series of case studies, this paper demonstrates how the challenge of effectively managing international SE programs can impact development projects and how the recommended approach can help meet this challenge. The paper provides conclusions and recommendations for how to improve capacity building activities and optimize opportunities for local involvement in stakeholder consultation.
The Other Infectious Diseases of Concern
Authors: Moreau Jean-Marie , Balge Marci Z. 
Published: April 2008

Abstract
Problem Statement
For several years now, oil companies have developed control programs for Malaria and Tuberculosis. Most of the major companies have also developed plans to prepare for an eventual Avian Flu pandemic. However, several other infectious agents and diseases have potential for serious impact and/or operations disruption.
Objectives - Scope
This paper will describe ConocoPhillips experience dealing with highly contagious disease offshore and onshore and the response plans that allowed minimizing their impact. It will also share the lessons learned and highlight the role of management, medical, employee and community involvement required to control those diseases.
Results
The unusual cases encountered recently in Asia Pacific prompted a review of the epidemiological data available in the countries involved with regards to diseases prevalence/incidence, immunization coverage, diagnostic capabilities and treatment facilities
Application
Best practices for the prevention of those diseases were identified and will be highlighted in the paper.
Assigned reference: "SPE-111545-PP"
ROSA Project: SIMOPS and HSE Management
Authors: Jones Howell Glyn 
Published: April 2008

Abstract
Discovered in 1998 by TOTAL Exploration and Production Angola (TEPA), the ROSA field is located offshore Angola at a distance of 16 kilometres from the spread moored Girassol Floating Production Storage & Offloading (FPSO). In this area the water depth is about 1,350 metres.
The ROSA Project, sanctioned in 2004, proposed a subsea tie-back of the wells to the Girassol FPSO, where 5600 tonnes of additional processing equipment was added to the existing FPSO. This work proposed challenges never faced before in deepwater West Africa - the long length of flowlines in cold environment and extensive tie-in works in a simultaneous operations (SIMOPS) environment on a live FPSO.
In order to achieve these significant modifications over 300 additional persons were required for the installation, hook-up and commissioning activities working for a continuous period of almost 24 months offshore.
This paper focuses on the safety challenge faced by the ROSA Project Group (RPG) and its integrated team of contractors during this extensive period when only 5 shutdowns were planned – the remaining activities being under SIMOPS safeguards.
The strategy for the topsides works will be described focusing on the implementation of the SMS and the Safe System of Work on the FPSO during the integration in SIMOPS conditions, a benchmark for future projects of this magnitude.
The conclusions address the main HSE performance, lessons learnt and keys to success for the integration, hook-up, commissioning and start-up activities of the Project. The significance of this paper is to share the knowledge from a safety perspective of a major project worked in SIMOPS conditions, knowing that the modifications of the Girassol FPSO are the largest ever made thus far on an existing FPSO under live conditions.
Effective HSE Shutdown Management in the World's Largest Gas Plant
Authors: Duplessis John , Kutlay Semih , Zaid Saleh 
Published: April 2008

Abstract
In 2007, the challenge of ensuring effective HSE shutdown management in the world's largest gas plant is increasing. Although many systems were in place to aid and manage contractors during the shutdowns, we have taken several steps to improve performance. In the Habshan and Bab HSE Department, most of those implementations are based on aligning the contractor's HSE Plan and HSEMS with GASCO.
Contractors needed a better system to address the increased need for safety, to ensure a high level of HSE performance. Although there are several management systems in place to monitor contractor HSE performance onsite, the division has made changes for continuous improvement.
One of the problems is the HSE culture within contractor companies didn't compliment the standards within GASCO. This is caused by several issues like loss of experienced personnel and lack of HSE implementation by the contractor.
The Division has implemented several improvements to address. One of the main changes was to make a long-term contract for shutdowns to curb the loss of experienced personnel from our workplace. In addition to this, the HSE department has made improvement to the methods and standards for HSE training as well as contractor HSE supervision.
Whenever Disaster Strikes… Major Risk Anticipation by HSE and Medical Joint Engineering: The Kharg Island Case Report
Authors: Lentz T. , Benard G. 
Published: April 2008

Abstract
Mass H2S / SO2 gas poisoning may occur in an oil field where several thousand workers are on site constructing a new processing plant, whilst production is continuing simultaneously. In such an event, patients would need immediate and continuous treatment, adequate transportation and triage while a global HSE response would be triggered.
On Kharg Island (Iran) medical and HSE teams on site worked together to design an original emergency response including:
Integrated and coordinated response (HSE/Medical)
Low-scale / large-scale response scenarios
A ready-to-run triage area
Pre-designed vehicle conversion for patients needing oxygen
Pre-positioned mobile and flexible oxygen cascades
Specific training for First Aiders, including members of the workforce and non-medical personnel
One of the main benefits of such a coordinated plan is the availability of continuous treatment for those affected from the very first seconds until they are stabilised.
An exchange of knowledge between HSE and medical teams, working together in a joint engineering, is essential to mastermind an effective response to a mass site accident in the Oil & Gas industry.
Getting Risk/Impact Assessment Right—The Most Critical Tool to Incident Reduction
Authors: Grant F. L. 
Published: April 2008

Abstract
The single most effective tool in an HS&E Management System to achieve "target zero" is a good risk management culture with a foundation in effective risk & impact assessments. If these have been assessed; implemented and communicated effectively, we can start to see a significant decline in incident trends.
However, the quality of risk & impact assessments across organisations and the industry is variable. This paper aims to describe a strategy to use risk & impact assessments to their full potential and beyond and to engage the workforce in a risk management culture.
This strategy has been developed by a team of HS&E Managers and is currently being tested in the field. In addition to typical methodologies used for risk/impact assessment it includes: –a training system for effectively communicating the purpose and interpretation of risk/impact assessments to employees–a way to make risk/impact assessments more accessible to employees and, consequently, increase the likelihood that they will be used
A creative and multi-faceted approach is required for the training that will engage employees and allow maximum opportunity for retention. The employee takes responsibility for his/her own learning and can study at their own pace via a uniquely designed distance learning course. For organisations with multiple, remote sites, this approach also has the added benefit of being cost saving.
It is critical that the results of the risk/impact assessment are well communicated to the employees involved with the task so that they are more likely to fully participate in the identified control measures. A simple view template has been created that is posted at the site of the hazard and clearly indicates to employees how they could get hurt and what they can do to mitigate those risks.
The strategy is generic and may be applied across office, workshop and field environments.
Hazard and Risk Register for Management of Major Upstream Hazards
Authors: Pitblado Robin , Whipple Tracy 
Published: April 2008

Abstract
The process industry has been successful in controlling and reducing occupational health hazards, with close to a factor of 10 improvement achieved by several large companies over the past 20 years. The means for control of major hazards however has proven more difficult with a relatively steady number of major accidents, which has not shown a significant decline (e.g. Marsh100 Largest Losses) and in general is equally true for the upstream and downstream oil industry, even though these industries have quite different regulatory frameworks.
In the USA, onshore major hazard industry is subject to the Process Safety Management Regulations (OSHA 1910.119) if parts of the facility exceed nominated inventory thresholds. Similar regulations apply from the EPA under the Clean Air Act Amendments, with additional requirements to carry out some worst case release scenarios. The PSM regulation was passed in 1992 and its focus is to ensure implementation of a safety management system that identifies process safety threats, ensures adequate mechanical integrity, manages changes, and investigates accidents. A fuller list of best practice requirements is available in CCPS (2007). Following a major accident at Texas City, the Baker Panel (2007) recommended that the whole industry review its implementation of PSM and to enhance several aspects. The Panel stressed the importance of compliance with PSM in full and suggesting a number of management commitment and process metrics recommendations. OSHA is currently undertaking full PSM audits of all US refineries under its control by 2009.
The EU Directive for onshore process safety is covered in the Safety Case Regulations (e.g. COMAH in the UK). These have been through several revisions since their original issue in the 1980's to take account of actual accidents and lessons learned from other industries (e.g. upstream O&G). The barrier approach to risk management has received extensive treatment in Europe since the early 1990's, with strong reference to Prof Reason's swiss cheese model for accident causation. Shell used the bow-tie method to manage process safety at its Pernis Refinery in the Netherlands (Zuijderduijn, 2000) and at many other facilities globally. The EU sponsored the ARAMIS project that examined the Bow-Tie method in the early 2000's as a means to enhance process safety (Salvi and Debray, 2006). In Norway, a major project is looking at a similar method, titled Barrier and Operational Risk Assessment as a means to enhance process safety (Aven et al, 2006).
Monitoring Bioremediation in Oil Contaminated Soils Using Toxicity Analysis
Authors: Al-Mutairi Nayef Z , Al-mutairi Majed S 
Published: April 2008

AbstractDuring in situ oil bioremediation, only a portion of the oil is actually consumed by the bacteria. The oil and a highly distilled and altered oil residue remain in the environment. The residue is generally considered more acutely toxic than fresh oil due to the loss of water soluble and volatile mono- and diaromatic hydrocarbons, such as the benzenes and naphthalenes.To track oil degradation at the oil lakes in Kuwait, a tiered toxicity approach was used. Three soils from different locations with a history of hydrocarbon contamination were treated in bench-scale microcosms using conditions (nutrient amendment, moisture content and temperature) which had promoted mineralization of total hydrocarbon in a preliminary study. Bioremediation was monitored using the solid-phase Microtox test and earthworm survival assays. Total petroleum hydrocarbon (TPH) concentrations in soil A did not change after 150 days. Although 85 % of the total petroleum hydrocarbons (TPHs) in soil B were reduced after 120 days following treatment, results of the earthworm and Microtox tests suggested an initial increase in toxicity indicating that toxic intermediary metabolites may have formed during biodegradation. In addition, the significant decrease of TPH and corresponding high toxicity levels were also noted in soil A after 150 days of the bioremediation process. However, during the last 50 days of treatment, a considerable decrease in toxicity levels occurred in soil B and C. Whereas, TPH and PAH concentration did not change between 150 days and 200 days.When Microtox is used as a monitoring tool, quantitative changes may be used to evaluate the efficacy of spill response and mitigation techniques. The Microtox system could also be used to assess the efficacy of bioremediation, chemical cleaning, mechanical removal, and "no treatment" treatments. The results not only establish Microtox values and method detection limits for a wide range of different oils, but also provide additional information to environmental engineers who must decide whether additional cleanup, such as bioremediation, is required.Clearly, toxicity values, and not just concentration, is a key factor in assessing residual bioremediation endpoints. Field chemistry data showed a significant change in oil contamination after the biological treatment. Comparison of the chemistry monitoring data and the toxicity data showed a poor correlation between oil loss and sediment toxicity.
Health Plan Ingineering for E&P Operations
Authors: Steenman G. , Gardair J. P. 
Published: April 2008

Abstract
Total International Medical Department for Medical Support of E&P operations integrates medical engineering into Project main industrial engineering.
The Health Plan is a permanent reference document written, amended and applied during the different phases of the "exploration", "design", "pre-project", "project", "operations" and "abandonment of installations".
Designing a medical support for a Project requires a fine tuning particularly in designing the Health Care Organization Scheme. Medical knowledge of physiopathology is a key element of evacuation strategy.
The Health Plan matrix is applied to any Project at any stage of its development. This one relies – whenever emergency medicine is concerned – on an analysis principle: the Onset-to-Treatment Interval (OTI).
Considering logistics, several decision-making tools have been designed in accordance with state-of-the-art medical knowledge and HSE requirements. These include: Medical staff determinationEvacuation / Repatriation strategy