Resilience is the capacity to bounce back from adversity, and is characterised by flexible thinking and adaptive behaviour. All humans have some degree of resilience, and individual capacity for resilience can be learned and strengthened. Research shows that resilient employees perform better, are more productive, and are healthier and happier. Resilience training for employees is gaining momentum in the workplace. Shell's approach is focused on being practical and we have spent time on developing the design and delivery of resilience modules to Shell employees around the globe. This presentation will cover the methodology of the Shell resilience programme, and the evaluation of the programme to date, and what makes this programme innovative.
A Resilience Programme: Enhancing Human Performance
If you type "People are our best asset?? into Google, you get 383 million results in 0.2 seconds.
We have all heard this term "People are our best asset??. The statement recognizes the essential importance of people to the success of a business. Whilst there may be argument about the use of the word "asset?? to describe people, there is little argument that engaged, effective, high performing people will significantly contribute to business success. Discussions on how businesses can move toward having a workforce of highly performing people abound in books, papers, boardrooms, HR meetings, business forums and on most of those 383 million sites on the internet. This paper discusses just one of the factors that can assist individuals and teams to become high performing - resilience.
This paper covers a programme that Shell has developed over the last few years, designed to enhance resilience, and focusing on assisting Shell people to be the best they can be. Why Shell moved into this approach, how the programme was designed, the progress of the programme thus far, and plans for the future are discussed. Whilst the programme is global, some data from Australia is used in this paper to illustrate the thinking behind the shift from the more traditional stress management approach, to the newer resilience development approach, as this paradigm shift was occurring simultaneously locally as well as globally.
Management of mental health in the workplace has been on the agenda in Australian workplaces for many years. This was strongly influenced by the upward trend in workers compensation claims for mental disorders, and the disproportionate cost and time lost for these types of claims. "Stress Management?? programmes were put in place in many workplaces, and managers and employees were put through courses designed to help them recognise the early warning signs of a stressed employee or workmate, and therefore to intervene. WorkCover authorities published guidelines to manage stress in the workplace, and external providers offered many products to assist companies to manage this issue.
Kominas, Charlie (ExxonMobil Development Company) | Shaw, Miles J. (ExxonMobil Development Company) | Moynihan, Kelly J. (Exxon Mobil Corporation) | Brinkmann, Philip (ExxonMobil Development Co.) | Tyler, David C. (Exxon Co. USA)
Oil and gas industry projects have the potential to impact individuals, communities and the environment where they occur. Early identification, planning and engagement are essential to implement appropriate risk management-related avoidance and/or mitigation measures as well as identify and optimize opportunities to achieve positive socioeconomic outcomes. ExxonMobil recognizes that effective management of social and environmental issues is fundamental to the management of risk related to its major upstream projects and to achieving long-term Company success.
Socioeconomic Management is the term ExxonMobil uses to describe its approach to managing local community impacts. Socioeconomic Management is a risk-based approach comprised of several core elements that include but are not limited to: adhering to internal corporate policies, expectations and standards; complying with applicable host country regulatory requirements, international conventions and universally recognized industry practices; engaging with external groups; and building local economic capacity.
ExxonMobil's Upstream Socioeconomic Management process covers:
• Impact assessment and mitigation;
• Human rights;
• Community relations;
• Indigenous peoples;
• Cultural heritage and diversity;
• Land use and resettlement;
• Economic development; and,
• Transparency and corruption.
Socioeconomic issues can be difficult to identify, predict, assess and consequently manage, and business challenges include, and are often dominated by, socioeconomic attributes. Industry data indicate that international oil and gas projects are often adversely impacted, from a cost and schedule perspective, by stakeholder-related issues. ExxonMobil's own experiences have reinforced that sufficient time and resources must be dedicated to manage socioeconomic issues. Early and frequent engagement with the appropriate external stakeholders is an important factor in addressing these challenges.
What makes ExxonMobil successful is its commitment to carefully and systematically identify, plan for, and manage risk. This is accomplished by applying a rigorous management approach — the Operations Integrity Management System, or OIMS. OIMS integrates safety, security, health, environmental and social risk management into every aspect of ExxonMobil's business. ExxonMobil's approach to managing local community impacts is integrated into OIMS.
On the 5th of October 2011 the 47,000 tonne container ship MV Rena ran aground on Astrolabe reef approximately 17km west of the Port of Tauranga in the Bay of Plenty, New Zealand. The vessel spilt 360 tonnes of Heavy Fuel Oil from a potential 1,700 tonnes and was New Zealand's first major maritime environmental incident. Oil Spill Response Limited (OSRL) was mobilised by Maritime New Zealand to provide technical support during the initial spill response and dispersant operations. Subsequently this role expanded to include shoreline operations, aerial support, incident command support and shoreline protection.
This case study aims to illustrate the role that Tier 3 organisations had in supplementing the in-country resources and helping the national agencies manage their first major oil spill and in particular will discuss OSRL's integration into Maritime New Zealand's Incident Command Structure.
The case study will address the unique circumstances and operational complications of this specific spill together with the subsequent learning outcomes these challenges produced. These include the integration and the inclusion of the local Maori population, at all command levels of the response, and previously untested wildlife response methods. Further challenges include the use of a variety of innovative beach cleaning techniques and available response options when working with a large local volunteer work force.
This paper will explain the process and practices involved in managing Asset Integrity within the context of the UKCS, one of the most regulated environments of the world. The paper will explain the following main areas:
1 The workings of Asset integrity within an major oil and gas company operating in the N Sea, including illumination of the processes that we have developed over the last seven years to assess the risks of the threats that we face in order to validate and prioritise the works.
2 We have undertaken ageing and life extension studies and the paper will discuss the methodology used, the outcomes and the results in relation the UK regulators programme to assess the understanding of Oil and Gas companies in relation to ageing and life extension.
The processes and tools explained in the paper will be transferrable to any operator or duty holder looking to establish or improve an Asset Integrity function around the world. In terms of achievements, the processes that we have in place both demonstrates that we are managing the risks that we encounter as well as senior management involvement and leadership on the issues. With regard to life extension, as a result of the ageing studies that we undertook we have moved on from study and assessment into the implementation phase of the required works that will enable us to operate one of our facilities for 20 years in excess of the original design life.
The author is a member of the Asset Integrity Workgroup in Stepchange in Safety and has presented on elements of Asset Integrity at numerous seminars in the UK in recent years. Most recently I was also invited to participate as a member of the panel session on Ageing and Life Extension at Offshore Europe 2011 in Aberdeen.
The Goliat field operated by Eni Norge AS (Eni Norge), with Statoil Petroleum AS (Statoil) as only partner, will be the first offshore oil field in the Barents Sea and the world's northernmost offshore oil field. The production will commence during the last quarter of 2013. The field is located in the south western part of the Barents Sea, relatively close to the coastline in an area perceived to be environmentally sensitive. The area has high political focus, especially on oil spill preparedness, and strict environmental requirements.
The implementation of the Goliat oil spill preparedness will introduce new technologies and methods, which are the results of R&D projects and initiatives developed in cooperation with Statoil and the Norwegian Clean Seas Association for Operating Companies (NOFO). This will give an increased oil spill response capability, especially for the coastal zone, both for the Goliat field and for other oil and gas activities on the Norwegian Continental Shelf (NCS). It is also expected that this implementation will have a positive impact on oil spill preparedness in general and for access to new acreage on the NCS.
This paper will address how the oil spill preparedness for Goliat will bring the coastal oil spill preparedness on the NCS up to a new level. Goliat will be the first field in Norway to implement permanent use of fishing vessels, a special acute phase task force, and an integrated field oil spill detection and surveillance system. The oil spill preparedness focuses on locally adapted solutions for quick and effective response.
This paper will in addition, illustrate how the oil spill response planning and development has been conducted over several years and how the oil spill preparedness is being implemented for both the production drilling and production phase at Goliat.
The paper is closely linked to the SPE paper 156795-PP "Coastal Oil Spill Preparedness Improvement Programme (COSPIP) and Memorandum of Understanding - Comprehensive Joint&Industrial project focusing on coastal oil spill challenges?? (1). It is also related to the SPE paper 98593 "High resolution oil spill response planning for operations in a sensitive Arctic environment. Sharing information between operators, national authorities, local oil spill response groups, and the general public?? from 2006 (2) and SPE paper 126598 "IA for the Goliat Offshore Oil Field Development. World's northernmost offshore oil development??? from 2010 (3).
Measuring environmental performance is a critical step in reducing the environmental footprint of a company's operations. By tracking and analyzing key environmental metrics, we can begin to understand how our particular activities impact the environment, enhancing our ability to set appropriate improvement goals and develop specific action plans to achieve those goals. This paper describes the design, implementation and evolution of the company's tracking system for environmental performance indicators.
A pilot project was first conducted to evaluate the burden of additional reporting and the feasibility of tracking this data in various regions around the world. An extensive evaluation process then commenced to select the best "fit for purpose?? web-based software system.
A global team developed a phased implementation plan and provided input for various communication and user tools. These included a training manual, a Quick Start Guide and list of frequently asked questions, supplemented by multiple webinar training sessions, and a dedicated support person to provide assistance to users. Webpages were developed for the tracking system "user tools?? and a second "toolkit?? dedicated to resources, awareness materials and success stories to promote conservation and improvement projects.
Once the tracking system was implemented, emphasis was placed on developing specific reports to compile and analyze data for facilities, regions and business units. Data is normalized to account for changes in activity using a variety of factors. A dashboard is now under development to promote an instant view of key environmental metrics and support the company's environmental goals to reduce energy, water and greenhouse gas emissions. Efficiencies have also been realized by importing data from other systems, and using data for internal and external sustainability reporting. These and other lessons learned are presented, along with best practices.
An oilfield service company has been operating a site in Knowsley, Liverpool, UK for more than 20 years. The site was first developed during WWII as a Royal Ordnance Factory, and since that time has been used almost continually for the manufacture of specialty chemicals (including organic chemicals, organotin compounds, and lead-based compounds) by various companies.
Historical use and disposal practices have resulted in significant subsurface impacts including the presence of free-phase hydrocarbons (LNAPL) and mobile organotins within a complex geological and hydrogeological setting. Despite a number of efforts over the years to characterize and address site contaminants, issues remained and required clarification to resolve the regulatory roadblock that was preventing successful closure of the on-site remediation.
This case study presents the results of the recent successful efforts to develop a robust and defensible conceptual site model, highlighting the key lessons learned in terms of data assessment, integration and visualization. Two important areas of focus include:
The use of risk-based approaches, robust conceptual models and a detailed understanding of contaminant distribution are critical to the development of long term sustainable solutions to remediate contaminated sites.
The purpose of this paper is to highlight the often neglected areas of health and safety during a spill response pertaining to worker stress and fatigue and to determine strategies that can be employed by both individuals and organisations to address these issues. During a spill these issues can often be considered as an afterthought once the impacts of worker stress and fatigue have already become apparent and are affecting operational capability. This oversight is reflected in the scarcity of literature available regarding emergency responder welfare during an extended response. However, in the wake of the Macondo incident in the Gulf of Mexico, a greater focus on responder health and safety has developed and is continuing with several studies into the topic, including work by the United States National Institute for Occupational Safety and Health (NIOSH).
This paper includes a review of current literature surrounding the topic and explores current practices from other areas of the emergency response community. Taking inspiration from these case studies it also suggests some best practices and policy ideas to be adopted for oil spill response operations. Furthermore, the paper recognises and aims to address the difficulties that may arise in implementing these practices and policies due to the nature of response work and the environments in which response organisations operate in.
Ultimately the paper aims to stimulate discussion within the oil spill response community regarding how best to ensure worker stress and fatigue issues do not adversely affect operational capabilities during sustained responses. This is important not only to maximise human resources enabling them to reach their full capabilities but to fulfil the duty of care which organisation should hold to protect the welfare of its response personnel.
This paper describes a novel instrumental technique using astronomical cameras modified to monitor the whole-of-sky light emissions visible to marine turtles nesting near industrial developments in Western Australia. The results provide quantitative and qualitative data on specific light sources including sky glow which cannot be otherwise be measured in a field setting. The quantitative and qualitative results provide environmental practitioners and managers with the first reliable tool with which to monitor light emissions. This instrumental method has application well beyond marine turtles and can be used to measure and monitor light in any setting and for any receptor (wildlife or human) exposed to light, either astral or artificial.
In it's drive to shape the organizational safety culture, Saipem's Senior Management recognized the need for an inclusion of health into its already established Leadership in Safety program (LiS). The now ‘Leadership in Health & Safety' (LiHS) program was seen as a natural evolution in terms of extending a culture of care to its employees . This critical new focus signifies a major and significant shift in the way that Saipem takes care of its employees in the long-term, underlining the real need for the linking Health to Safety, and not only in terms of accidents.
An analysis of Saipem's statistics revealed that 74% of all repatriations in Saipem were not accident-related, but resulting from long term "lifestyle?? related issues, and often very preventable health-related conditions.
In its effort to motivate a healthier workforce, Saipem developed an engaging tool designed to foster a proactive approach toward health, creating a ‘want' within the individual to peruse healthier choices and actions.
One of the key elements in nurturing this healthier attitude within the organization, is a high-impact film drama created exclusively for LiHS. It focuses on three main health topics: Malaria, Transmittable Diseases and Lifestyle, offering a motivating and emotional message to carry forward Saipem's Vision for Health.
This paper describes the innovative strategy Saipem's Health Department has taken toward a diminishment of communicable and non-communicable disease incidence rates, and further explains the technicalities of the campaign. This paper should be of interest to all those who manage health related issues within their organizations.
Oil and gas industry is moving nowadays hundreds of thousands of persons from one part of the world to another, bringing the multitude of cultures and nationalities to live, work and interact together in relatively small and limited areas. Each of them brings his or her own cultural luggage not necessarily in line with the one that is found in the host country.
Hygiene attitudes, eating habits, attitude towards overweight, smoking and health protection and promotion in general, are part of each "cultural luggage??.
The super dynamic rhythm of life, super exposure to information, continuous influence of mass-media leads to people's overload with additional stress. Moreover, the expatriate population, away from the country of origin, face more challenging situations like: different local language, different location, sometimes they do not fit in with the people around, they are away from families and friends and sometimes they have to face completely different weather conditions. Also local populations, coming in contact with people from different counties, start to assimilate a different "cultural luggage??.