bluuebunny/crossref_metadata_2025_split huggingface dataset:
Break Down the limiting Walls - Rise Initiative
Authors: Almentheri Ibtihaj Jaber , Alsulaimani Mariam Mubarak , Almarzooqi Ahlam Mohamed , Alteneiji Sherooq Saleh , Alhammadi Fatima Saleh , Kutty Shafir Mohamed , Alawadhi Marwan Abdulwahab 
Published: October 2022

Abstract
Communication is considered to be one of the major challenges that affects the individuals' and organization's development. The challenge has amplified with the sudden outbreak of the Covid-19 pandemic worldwide and the stringent directions put in place. Ultimately, "Rise" initiative strategy was formed to focus on People improvement through establishing sub-teams that enhance employee satisfaction, instill knowledge sharing, promote people development, enhance current processes and advance our division to Excellence.
"Rise" is based on ‘Zero-cost ideas’ budgeting method and tangible contribution to Core Pillars of our company (People, Profitability and Sustainability). It consists of five cross-departmental teams named: Connect, Career Development, Process Optimization, Communities and Excellence. Each team has clear roles and responsibilities which led by young and self-driven engineers.
"Rise" teams generated more than 30 activities that support our company diversified Operation as well as its employees. Diversification in this context includes skills, experiences and techniques to perform tasks. All "Rise" activities have shaped the way we communicate and strengthen connection within division employees, company units, and other stakeholders. It enhanced the concept of collaborative work and knowledge sharing that led to people development in technical and non-technical aspects, boast confidence among themselves and with their peers and superiors. Also, it provided them with opportunities on both personal and professional profile persistently.
It is clear by all the activities taking place as part of Rise that people are being treated as the first priority. By creating a respectful, inclusive and engaging work environment the employees will seek to enhance and perform effectively
Enhancing Youth Employees Experience and Engagement Using a Designed Culture
Authors: Al Hajri Saif Salem 
Published: October 2022

Abstract
The proposed paper has the main objective of exploring the impact of a designed organizational culture on the engagement of employees within their firms or institutions. The experience will focus on three aspects: engagement, experience, and designed culture which are all aimed at connecting with the employees better in order to motivate and keep them engaged as they perform their duties and responsibilities.
The proposed paper plans to follow a qualitative research study, following an action research where the researcher will apply the conceptual framework and examine its impact and effectiveness on the overall employee engagement. Qualitative research was chosen to explore the experiences of the study participants or the leaders, managers, and employees of oil and gas firms on how a designed culture could positively or negatively impact the experience and engagement of the employees as stakeholders. An action research approach under qualitative research was chosen as Burns (2015) defined it a one that focuses on collaboration, discourse, and action among participants within a system.
The results of the qualitative action research led to the development of a conceptual framework focused on three specific areas: designed culture, experience, and engagement. These three areas are considered as the key organisational aspects that must be given attention to in order to create a positive impact on the experiences and engagement of the oil and gas firms or institutions’ employees or stakeholders. Under a designed organisational culture, the management gives significance to three factors and actors including: organisational functions (25%), senior leadership (25%), and line managers (50%). With the designed organisational culture, the organisational functions give value to open communication and feedback between the management, leaders, and employees. This type of organisational culture works to interact and engage with the employees by constantly communicating with and listening to their needs. As for senior leadership, they are tasked to make crucial policy decisions, set their firms’ strategies and goals, and shape the overall culture of their institution. The line managers have the biggest role in this framework, where they are tasked to perform "Thrive Sessions" or a designated time to connect with their team members. Based on the designed culture, employee experience and engagement may then be influenced accordingly.
Advance Work Packaging and Workface Planning ADAA
Authors: Al Balushi Yahya Abdullah , Bait Ishaq Ibrahim Mohamed , Al Naamani Ahmed Abdullah , Seth Bharat Narayan 
Published: October 2022

Abstract:
Within Petroleum Development Oman (PDO), traditional projects execution is the norm in portfolio projects, where the focus is on defining the scope of engineering, then moving on to procurement, followed by construction, pre-commissioning, and finally start-up. This leads to productivity challenges during execution due to limited Workfront availability to labour on site, ideal time due to material unavailability, late changes, and many challenges when moving away from construction to commissioning.
ADAA (PDOs Advance Work Packaging and Workface planning application) project initiative was focused on implementing AWP and WFP processes and utilising technology platforms in medium, small size and portfolio projects, which helps the contractors to improve their productivity in the selected projects and obtain alignment as early as "select phase" for a construction driven process. It has several objectives to achieve, such as process improvement starting from basis of design up to final acceptance, implementing Advance Work Packaging and Workface planning application (AWP and WFP) methodologies in medium size and Portfolio projects, digitalise the AWP and WFP process within PDO and improve hands on-tool time (HOTT) by ten percentage.
PDO has improved construction efficiency and progress control by providing AWP methodology with electronic workflow control, that improves construction project scalability and support quick project start-up within projects. It is built within PDO's Engineering Datawarehouse (EDW) platform which gives smooth access to documents.
In addition, PDO has avoided cost by optimising in-house resources, leveraging existing contracts (right partnerships) and systems and in-house sourcing for AWP/WFP subject matter experts. Also, it has proved that it supports in improving lifecycle management which is consistent with PDO's digital twin vision by centralising and maintaining plant information, adding construction data to the full plant lifecycle management.
Hybrid Membrane and Solvent Acid Gas Enrichment for Enhanced CO2 Capture
Authors: M Vaidya Milind , A Duval Sebastein , Hamad Feras , A Bahamdan Ahmad , D Al-Otaibi Faisal , O’Connell John , Ghulam Shabbir , Onasanya Olatunde O , Baker Richard , Merkel Tim , Lokhandwala Kaaeid , Salim Witopo , Kniep Jay 
Published: October 2022

Abstract
A novel approach for simultaneous acid gas enrichment (AGE) and CO2 capture is presented. This new process combines membrane and amine technologies to achieve unprecedented levels of H2S enrichment (&gt;85%) and efficient CO2 capture.
Traditionally, acid gas enrichment (AGE) is performed with an H2S-selective amine to elevate the H2S content of an acid gas stream, with the primary objective being to allow for reliable operation of the sulfur recovery unit (SRU). SRUs convert H2S into elemental sulfur and perform better with a high acid gas H2S concentration. The higher the H2S concentration, the higher the temperature in the reaction furnace, leading to complete destruction of hydrocarbons, including aromatics, in the acid gas feed stream that would otherwise have a detrimental effect on the downstream catalyst beds. The amine-based AGE is designed to increase the H2S concentration, preferably above 55%, and up to 70%. At this concentration, the sulfur recovery unit can operate in straight-through mode, and all hydrocarbons and feed stream contaminants are destroyed in the reaction furnace leading to trouble-free catalytic bed operation. The off-gas (i.e., overhead) of the AGE absorber, is a potential source for high purity CO2 (i.e., 98.5%+ CO2-dry basis), but with a CO2 recovery lower than 70%.
Our novel approach was designed to further improve both the H2S enrichment process and CO2 capture efficiencies. The new design combines a CO2-over-H2S selective membrane and H2S-selective amine. By its physical and chemical properties, the membrane rejects hydrocarbons, including aromatics, and mercaptans along with H2S in the acid gas stream to the sulfur recovery unit. The membrane permeate contains most of the acid gas CO2 and a small amount of H2S. This membrane permeate stream is sent to an H2S-selective amine to capture H2S, which leads to a high-purity CO2 overhead stream. The CO2 capture rate can exceed 95% with a lower cost than any other commercially available solution. The H2S concentration in the acid gas feed to the SRU can simultaneously exceed 85%, which ensures reliable SRU operation as well as minimizing the size of the required SRU equipment (i.e., reduced capex).
An example of the novel technology potential to capture more than 95% of CO2 from the feed of an existing SRU equipped with amine tail gas treatment (TGT) is presented.
Augmented Reality Delivers Differential Value in Safety Assurance on Rigs Onshore Abu Dhabi During Covid-19 Pandemic Courtesy of the Wearable Camera
Authors: Mwansa Peter Levison , Alshaigy Ahmad Othman , Almaeeni Dawoud Saleh Madani , Qasem Khalifa Ghulam Hussain , Rego Luiz , Nair Premachandran , Baniyas Hussain Ahmed Saeed 
Published: October 2022

Abstract
The COVID-19 pandemic posed a real challenge to business continuity of our safety assurance programs, incident investigations and training of young engineers which are traditionally conducted through physical rig site visits.
The measures taken to control the spread of the COVID-19 virus meant that physical visits to the rig sites were restricted and during certain times completely stopped. The consequence of such measure meant that the safety assurance program was heavily impacted as the weekly leadership site visits were suspended. This posed a risk of a potential increase in safety incidents. Moreover, only safety critical personnel were allowed at the rig sites meaning that all trainee drilling supervisors and engineers were not allowed to visit the rig sites as part of the COVID-19 control measures. This in turn directly impacted the training program of our young engineers and trainee drilling supervisors for the entire COVID-19 pandemic period – Not Good!
The potential risk of an increase in safety incidents due to lack of safety assurance was too great a cost to accept. Therefore, the drilling team started to think differently. A multi-disciplinary brainstorming workshop involving technology providers in the digital space was conducted to discuss possible ways of conducting rig site visit virtually. During this workshop, augmented reality via use of the wearable camera was flagged as a technology ready solution for our challenge. Several subsequent sessions were conducted with ADNOC Onshore IT team to build a business case for the wearable camera. The wearable camera is an intrinsically safe Zone 1 certified fully rugged head-mounted device made for harsh environments. The high-resolution micro display fits just below the user's line of sight and views like a 7" tablet.
A business case was put forward and approved to conduct a proof of concept (PoC) to specifically test the ability to conduct remote rig visits, investigations and training programs. The PoC was successfully completed and allowed the team to conduct remote rig visits, audits, investigations and training programs with the "touch and feel" of being at the rig site – a paradigm shift in the way we run our business.
Agile Methodology for the Integral and Eco-Sustainable Management of Oil Projects
Authors: Zamora Santacruz Mario Fernando , Ruiz González Mario Alejandro 
Published: October 2022

Abstract
The integral management and eco-sustainable projects, could be framed within the classification of agile methodologies but not under its definition, because the latter allow adapting the working structure to the project conditions, seeking to improve flexibility and immediacy in the response to modify the project and its development into specific circumstances of the environment, something that is unfeasible and impractical in most projects of infrastructure, exploitation, operation of goods and services, environmental emergencies attention and/or any other that does not have as an objective the product/service positioning, promotion or sale but the fulfillment of obligations of a contractual, legal and/or environmental nature.
The integral management and eco-sustainable projects developed eight (8) years ago and in a constant process of continuous improvement, it has been adapted to different scenarios and conditions, managing to balance the financial, environmental, technical and social components of the project, under a decision-making model based on the low risk objectives classification (L.R.O) and high risk objectives classification (H.R.O), allowing operative autonomy to be distributed by phases and roles, speeding up the implementation of corrective and reactive actions based on key performance indicators (KPIs).
The methodology also has a two-dimensional resource distribution scheme (Plan X: Cost, Plan Y: Time), tracing the critical path of the project and allowing the consumption of resources to be followed based on its evolution, the corrective actions and reaction implemented and the dynamics of performance indicators.
Yibal Khuff Most Complex Project in PDO
Authors: AlHammadi Munir Khamis 
Published: October 2022

Abstract
Yibal Khuff Project has been developed as green field Project by means of an optimized integrated depletion strategy. It has gone through all the stages of opportunity realisation Process (ORP) of the Company whereby its DG1 (Decision Gate 1 i.e. Identify and Select) phase kicked in year 2008, followed by FID (Finance Investment Decision) through DG4 in June 2015.
The opportunity is to safely develop the Yibal Khuff and Sudair reservoirs to realize synergy between the depletion of the Upper Khuff oil rim and its associated gas (AG) and Khuff-5 and Sudair non-associated gas (NAG) reservoirs, known as the Yibal Khuff Project (YKP)
The Project, throughout its ORP journey (viz. DG2, DG3 & DG4) has been subjected to various internal costs & schedule benchmarks such as ESAR3/VAR3 (Estimate and Schedules Assurance Review/Value Assurance Review), ESAR4/VAR4 in order to ensure qualitative ROI (Return on Investments) on Shareholders FID.
The Journey Towards Net Zero Emissions for the Second Largest Asset in Petroleum Development Oman
Authors: Al Kindi Osama Mohammed , Hugonet Vincent , Al Balushi Sara , Al Ghailani Taher , Al Hinai Suleiman , Al Sawafi Marwan , Al Ismaili Riham , Al Farsi Mandhr , Al Abri Mohammed , Dabbagh Raied , Al Bahri Hilal 
Published: October 2022

Abstract
The world has been suffering from Green House Gases (GHG) emissions for years in the past and for years to come. Governments have started to show their real commitment through Carbon Tax, Energy Transition plans and more renewables and cleaner energy sources to replace the carbon intensive operations [1-2].
Petroleum Development Oman (PDO) has pledge to have a Net Zero emissions by 2050 with an aspirational target to reduce 50% of the current emissions by 2030. Asset M has gone through a regress assessment and opportunity identification workshops to pinpoint the strategic directions moving forward to meet that aspiration.
Asset M is the 2nd Largest asset in PDO in terms of Oil and Water production. Over 0.9 mln bbls of Water are recycled on daily basis with around 54 MWs of power consumed. In line with PDO aspiration towards NZE, Asset M has pledge to reduce its emissions from Scope 1 & 2 by 50% in 2030 and net zero by 2050. As of today, Asset M is the most energy efficient asset in PDO with a GHG intensity of 0.12 t/t. The objective of this paper is to shed light on some of the best practices followed to achieve reduction in Energy consumption and GHGE in general.
In 2019, Asset M emissions were estimated around 0.55 mln_tCO2e, these are mainly linked to power consumptions (70%) and flaring (15%). Due to the large Growth planned in HCM, Asset M is expected to grow additional 0.25 mln_tCO2e by 2030. To align with PDO NZE by 2050, the team took the lead to build a sustainable GHG reduction road map.
The work has been structured under the Strategic A3 approach with clear metrics and timelines. A simple approach was developed to focus on the top 4 main themes: Flaring, Power consumption, Portfolio assessment and EE Awareness.
Well Reservoir & Facility Management (WRFM) in addition to Fail-Less initiative were key in reducing the energy consumption from Artificially Lifted wells by the means of Conversion to a more Energy efficient Artificial-Lift types such as PCP/Rotaflex systems, PMM motors and more.
cEOR (Enhanced Oil Recovery) is another front that has proven successful improvement not only in increasing the oil production but also in reducing the GHGE. Field-A Polymer set a record emission intensity in PDO with average of 0.03 tCO2e/tHC. Asset M is leading the Polymer thematic study to accelerate cEOR across Multiple fields in South leading to further GHGE reduction.
A black belt (6-Sigma as part of Lean projects) was initiated in 2021 to investigate the possibility of reducing the energy consumption of the DWD pumps which are contributing 30% to Asset M energy consumption. The project managed to slash the consumption of these pumps by 25% (4 MW). This approach has paved the way for additional scope across PDO with additional 10-15 MW reduction with zero Cost.
Serious Injuries and Fatalities – A Study of Data and Prevention Strategies
Authors: Bibby David 
Published: October 2022

Abstract
Serious Injuries and fatalities (SIFs) occurring in the workplace have become a significant focus in the field of safety. Over the past 20 years there has been a steady decline in the prevalence of all injuries, however the rates of SIFs has plateaued in recent years, contrary to Heinrich's Triangle. In one of the largest studies of its kind, we set out to identify trends and common factors of SIF incidents in order to identify strategies to reduce the risk of SIF incidents occurring.
We have studied OSHA log records and OSHA recorded fatalities of over 50,000 companies over multiple years, broken down by numerous different indices including industry, age, day of the week, body part affected, type of incident and severity of incident, to give a picture of SIF prevalence and trends. This data has also been cross referenced against qualitative information of these companies to identify trends, commonalities and disparities in order to identify causes and opportunities for improvement.
The data reported on has shown different risk groups for SIF incidents occurring, that 60% of companies are at low risk of SIF incidents occurring, and identifying the highest risk injuries for SIF events occurring (drilling and construction work). In addition, seemingly random factors such as day of the week and month of the year are actually found to statistically vary, presenting opportunities for targeted outreach based on this data in order to reduce risk. Furthermore, the study reveals that companies who work with chemicals, performing welding work and work at heights should be the top targets for DIF prevention intervention, whilst the impact of heavily regulated industries (e.g. PSM facilities) and ensuring organization have good safety procedures are linked to lower risks of SIF events occurring.
This information is of valuable use for all organizations who are interested in truly understanding the root causes of incidents and learning techniques to achieve a Vision Zero of a reduction of incidents, particularly serious injuries and fatalities, to the lowest possible level. A no-blame culture to the accurate reporting of incidents is also vital to a deeper understanding of causation and prevention.
An Optimization of Corporate Data Management by Cycle Time Reduction of Logging Data Submission in the Database
Authors: Tveritnev Alexey , Jahangir Syed 
Published: October 2022

Abstract
Subsurface data integrity is a complex and critical task in any E&P company. It is starts from accurate planning then acquisition, processing, storing and further implementation for generating corporate value. This cycle time of data incorporation process should be quick to have maximum information before taken investment decision. Any delay of data incorporation considered as value loss. The objective is improving of existing process of data submission for reduction a total time of submission cycle.
The process optimization of data submission done by following basic principles of Six Sigma methodology. This method has five main sequential steps: defining, measure, analyze, improve and control. The problem definition selected based on data submission KPI failure, such fact accepted by all stakeholders and included in project charter. The next step includes detailed measure and establishing an existing workflow. It helps to identify possible failures cases based on end-users group sessions and followed by identifying root causes. After that, solutions generated during brainstorm sessions and control mechanism established to assure the execution of process improvement implementation.
By applying a systematic approach and gathering all stakeholders from different Company business units allows optimizing a multifunctional process of data delivery to improve corporate KPI and preserve value of the data. There are several solutions generated for implementation, developing an automated corporate tracking system for log data submission focus on timely awareness of stakeholders for required actions, reviewing an organizational role and responsibilities for each subunit to streamline communication channel. Another improvement related to frequent service quality meeting to monitor data delivery status and align between all involved parties like end user, contract team, data management and vendors. The last but not least solution focus on amending of existing service level agreement to capture missing technical features of logging data acquisition and interpretation at different steps of data submission (Figure 1). The economic effect is a combination of two parts, an additional production of newly drilled wells due to timely update of a reservoir model and avoiding a liquidated damage as result of late data access for the end users.
An improvement of a workflow or business processes based on consistent Six Sigma method allows success implementation of technical SOP within the Company with broad organization chart. The benefit of initiation a process optimization project by technical end user is always aiming the existing failure in the process by solving which gain the entire company value.