The study was carried out with the financial support of the grant of the President of the Russian Federation for state support of young Russian scientists - candidates of science (MK- 6409.2018.6). The extraction of oil, gas and other natural resources is carried out in the extreme natural and climatic conditions of the Far North and the Arctic, which causes additional difficulties in their development and ensuring the safety of the production process. People adapt differently to such conditions in different ways, which makes it necessary to take this into account when building a personnel management and labor protection system. The research aim is the development and approbation of technologies for the development of psychological readiness for shift work in the Arctic conditions for students of the Higher School of Energy, Oil and Gas to improve their adaptability, efficiency, safety and satisfaction with their work. As methods, there were psychological training and active forms of training, as well as questionnaires, interviews and psychological testing of students. The result of this work is the developed and approved program of trainings of students of the Higher School of Energy, Oil and Gas to improve their psychological competencies. Our presentation will show the experience of training both young specialists working on the oil and gas fields, as well as students of the senior courses for a number of psychological competencies. These include: the ability to solve complex and non-standard situations during the shift period (not only professional, but also household), the development of stress resistance, increased communication skills, a change in attitude towards one's activities, increased responsibility for safety at production facilities, etc. All technologies are presented in the form of trainings and practical exercises. The presentation will also present a project for the implementation of an out- of-school scientific and practical school for students "Work on the Shift: Success and Health".

How can a company improve the effectiveness and efficiency of its HSE (Health, Safety, and Environment) training? This paper, based on an analysis of the victims of incidents over the last ten years, discusses strategic allocation of training resources to high-risk groups of workers. The scope of the study encompassed domestic operations of Japan Petroleum Exploration Co., Ltd., including contractors, involving incidents resulting in Medical Treatment Cases or more severe cases that took place between 2008 and 2017. The victims’ ages and years of experience were extracted from sixty-eight incident reports. This study revealed that the median age of the victims was 35.5 years and median length of experience was 6.0 years. Half of the victims were either 35 years old or younger or their experience level was less than 6 years. Furthermore, the correlations between the victims’ ages and years of experience indicated that the younger and the less experienced workforce accounted for 43% of the total incidents. A comparison with government statistics implies that the frequency of incidents is higher in workers who are younger and less experienced. According to Japan's Labor Force Survey, the population of employed persons aged 15 to 34 years accounts for only 29% of the total Japanese working-age population. Moreover, Japan's Ministry of Economy, Trade, and Industry reported a trend that 42% of the victims of mining incidents across the country had less than five years of experience, which reaffirmed the trend that prevails across the industry. Providing more intensive and/or frequent training to the young and the less experienced workforce must be a resource-efficient approach to improve HSE performance. Targeted training will be more effective and beneficial for participants than "one size fits all" HSE awareness sessions. HSE planners in organizations should carry out studies based on their company's incident databases to obtain specific results that will be useful for the further evolution of HSE training programs.

Confined Space work is one of the most challenging aspects of a maintenance project. Accidents can occur if potential hazards such as fire, elevated temperatures, gas, fumes, vapor, lack of oxygen or limitations to movement are not properly managed. This considerable level of danger calls for extra safety measures that consist of a safety watch who monitors the entry and maintains communication with the workers inside. However, the duties of the attendant are restricted to the outside of the vessel. So how does safety extend to the activities inside the confined space? A solution was designed that combines gas detection, video surveillance, two-way communication, access control and a command center to improve safety while improving productivity and reducing costs. If an injury occurs inside the vessel, under existing processes, the Safety Attendant is alerted by another worker or via a lack of communication with the injured worker. The attendant then radios for a rescue team. With this innovation, owners no longer require a safety attendant and the safety operators monitoring the command center can see the issue and communicate directly with the injured worker. First responders or rescue team are alerted directly. Through the combination of real-time gas detection, cameras with day/night vision installed outside and inside vessels, video recording and two-way communication, the innovation delivers and stores data useful in alerting workers of hazardous environments, providing video evidence of safe behaviors, enables operators to see work inside the vessels real time, and stores valuable video and overlaid gas data logs to protect against future liabilities. The system can be utilized in trainings or investigations, enables personnel in the vessel to communicate with personnel offsite through the command center, allows for remote correction of safety practices, controls access to the confined space or facilitates faster response to emergencies. The innovation saves significant costs to owners through the elimination of safety watch and the resulting costs and liabilities of these personnel on site. Further cost savings will be achieved through smoother operation of the permit process, improved communication with workers in confined spaces, and enhancements to productivity. A product of collaboration between technology and safety expertise, the innovation revolutionizes the role of the safety watch, enhances safety and productivity, and reduces costs for the owner. The paper will discuss examples and provide data on the potential savings resulting from the implementation of the technology. This paper will also discuss further enhancements include body cameras, monitoring of employee wellbeing and facility access control. This is the path to the technical turnaround of the future.

Nine years on, the Macondo Gulf of Mexico oil spill still has profound and transformative repercussions for our industry. While these have generally resulted in increased awareness on the importance of a robust oil spill preparedness program, there are some operators who unfortunately still "settle" for the bare minimum, simply to meet regulatory requirements. This paper discusses the importance of viewing oil spill preparedness as a series of process steps and explores the tools and support available in the industry, including the IOGP/IPIECA Joint Industry Project (JIP) Oil Spill Response. An excellent way to start the process of improving preparedness is through assessing the organisation’ s current capability, both in terms of what has been managed well and key areas for improvement. Whether it is a new facility or an old one, this capability review helps in giving an overview of where the organization stands in terms of its readiness to combat an oil spill. Based on the outcomes, it is then the organisation's responsibility to prioritise and agree on the forward plan. This helps them drive the improvement and set focus on a common goal. It is important to get this first step right, as it establishes the tone and defines the success of the preparedness journey. This can be achieved by engaging competent personnel and appropriate stakeholders throughout the journey to allow for meaningful discussion while in a non-emergency situation. The subsequent steps in the preparedness journey are aimed at building competencies and continuously improving the oil spill response capability. This includes developing or updating plans as well as conducting trainings and exercises. The potential consequences of not maintaining a robust preparedness programme may not be readily apparent during peacetime. However, when an incident strikes, even a minor deficiency in preparedness could prove to be detrimental to the organization. The real case experiences highlighted in this paper will illustrate how the cost and effort put into maintaining preparedness can provide exponential pay-back in a spill.

As a part of data quality management in our laboratory, experimental apparatus designs and work places were modified and improved to protect expensive experimental apparatus from natural disasters such as earthquake, lightning damage and voltage surge due to a local heavy rain. Those are commonly caused in our laboratory location: Tokyo, Japan. The disaster resistant designs can keep data quality and avoid repairing costs. E&P experiments are costly carried out using valuable samples such as reservoir fluids and cores. Furthermore, an experiment consists of many stages and its total workload including a preparatory work is huge. Therefore, experimental data should be surely obtained with keeping sufficient high quality and avoiding accidental damage of expensive apparatus due to local disasters. A lesson learned from our long-term successful case are useful for laboratory apparatus design and operation. In an earthquake-resistant design, large or heavy apparatus were placed with many types of fixing components such as rigid frame connected with fixed wall, outrigger and wheel stopper. To date, no experimental apparatus damage and data deterioration during measurements were reported more than 20 years in our laboratory. Accidental voltage surge often causes near our laboratory area when sudden downpours and/or lightning hit. In our laboratory-locating area, it is most frequently prone to occur such disasters in Japan; for example, +1000 lightening and +200 sudden downpours annually. The former is concentrated to August and the latter disaster occurs in summer (July to September). Based on past performance and mid-term forecasts of those disaster, experimental schedule is often adjusted so that a crucial experimental stage will be carried out except such frequent disaster duration. Particularly, an operational counter measure is important for apparatus that have risks to fail when accidental voltage surge occurs. To avoid it, more careful attention should be paid to experimental schedule by taking long-term weather information into account. Consequently, our prevenient measures successfully achieved no crucial damage of experimental apparatus and schedule delaying due to lightning surges except one minor accident during recent decade. Furthermore, a highly-sensitive measurement such as electron probe micro analyzer (EPMA) requires careful damping control for traffic vibration to maintain accuracy. In a damping design, the EPMA is placed in independent location from the construction floor on the building's foundation. This provides sufficient data quality since the installation.

This paper will discuss on the lessons learnt from the implementation of grievance management undertaken by PETRONAS and practical examples in grievance management and remediation. This paper will provide an overview of grievance management in projects, the challenges faced by project teams in dealing with community grievances and the efforts undertaken by the projects to enhance its grievance management to be more efficient and effective. The paper also aims to showcase applicable good practices demonstrated in projects across PETRONAS. The absence of a standard method in collecting data and lack of dedicated Social Performance personnel are identified as initial challenges in developing and implementing Grievance Mechanism in projects. In addition, external factors such as complying to host authority requirements and having a minimal role as joint venture partner have added more challenges for project teams to develop an effective grievance management plan. The implementation of Grievance Mechanism (GM) in projects is strengthened with the establishment of a GM Technical Guideline, inclusion of GM in HSE Mandatory Control Framework, and the introduction of a Human Rights Commitment.

The list of 13 fabrication site hazardous activities has been derived from focusing on the areas where significant incidents or near misses with fatality potential have occurred, while also taking into account existing safety practices common within the industry. Analysis of 10 years of IOGP incident data validated the final selection of the recommended practices by the IOGP Task Force. The IOGP Fabrication Site Construction Safety (FSCS) Recommended Practices document will provide standardized minimum requirements for addressing safety risks associated with the 13 listed hazardous activities, as well as a general section that addresses site-wide requirements. The objective of the FSCS Recommended Practices is to support the use of fabrication site specific construction practices that meet or exceed the requirements of the IOGP Recommended Practices, independently of the customer. This paper uses the on-going development of the IOGP FSCS Recommended Practices as a case study on how to drive for greater industry consistency to achieve a safer work environment and to remove inefficiencies.

Do well control drills really work? Have you ever wondered about the effectiveness of the current practice of conducting well control drills? What more can we do to drive safety assurance? Is there another method that is more proactive or less reactive? Traditionally, ad hoc meetings and safety briefings are conducted with the operator, service providers, and drilling contractors to align goals and objectives and operational risk management strategies. While these collaborations must continue and strengthen, they may not be sufficient for continued safety assurance. This possible insufficiency is further exacerbated by the transitory nature of the personnel, products, and services at the wellsite. Changing market conditions, dwindling capital expenditure and budgets, and the ever-increasing complexity of exploring and recovering hydrocarbons call to question reliance on traditional safety approaches. Industry incidents continue to demonstrate that they may not be sufficiently comprehensive. So, the question is: How can we ensure that transitory local crews can effectively respond to threats that pose an imminent risk to loss of well control? The current method of well control drills has shortcomings. It is highly reactive and essentially only addresses the right-hand side of a BowTie risk assessment. In other words, the assumption is that we must focus drill efforts on personnel responses once the top event (on a BowTie) presents itself. Little or no action focuses on conducting threat-response drills to address the left-hand side of the BowTie risk assessment. This paper presents a new approach for conducting drills at the right time, the right location, and with the right personnel to maximize the likelihood that we can respond to major disruptions when they occur. This new approach proactively manages risk, drives operational and safety assurance, and enhances the effectiveness of local crews who are the front line in preventing or mitigating loss of well control or loss of primary containment.

In the face of evolving regulatory requirements and financial pressures from rising capital costs and operational expenditures, cost control continues to be a strategic priority for most businesses. Consequently, firms seek out opportunities to be more efficient and leaner through headcount reductions, mergers and acquisitions, introduction of new business processes and streamlining operations. Underpinning these threats and opportunities are waves of change after change in the seven dimensions of a business - strategy, systems, structure, skills, staff, shared values and style. Change management is thus an integral component of significance and importance. If change is not managed well, it may cause significant disruption to the business and consequently impact organizational performance. Despite the profuse output of academic literature and practitioner guidance on change management, the reported low success rates of many change programs prove that successfully delivering on what is originally intended in terms of time, cost and performance remains a challenge to organizations. Part of the problem that makes managing change difficult is the fact that there is little consensus on what factors most influence change efforts as organizations are dynamic and complex entities. This study seeks to investigate the influence and impact of individual factors, organizational factors and change processes on organizational performance which is measured in terms of two attitudinal job outcomes commonly studied in change research, i.e. employee job satisfaction and affective commitment. Affective commitment refers to employees' emotional attachment to or identification with their organization. The relationship between individual factors, organizational factors, change processes and organizational performance has been a key theme in change management literature. The association between change management and organizational performance in the context of the energy industry is also an area that has not been extensively explored. Individual factors refer to employee and leadership attributes; while organizational factors refer to organizational systems and reinforcing mechanisms. The change management process is categorised into four phases namely organizational diagnosis/change readiness, change preparation and alignment, change implementation, and communication. The findings from this study have important implications and recommendations for the selected organization and change practitioners in general. Of key importance is the need to integrate both soft and hard approaches in managing change with simultaneous focus on both; and prompt engagement of the workforce prior to the introduction of the change. To leverage on the reportedly high affective commitment of the workforce, it is also recommended that "insourcing" be considered, of establishing a pool of individuals trained to manage change effectively within the organization as a means of employee engagement whilst building the internal capabilities of the organization. Other recommendations include developing a formal change management framework to work to for all future major organizational changes with change readiness reviews being a key element in the framework; and demonstrating and communicating progress throughout the change effort. Additionally, leadership attributes, organizational diagnosis/change readiness and change preparation and alignment reported the highest correlation with organizational performance which implies that the success of a change program weighs heavily upon the change leader and the program's pre-implementation assessment and preparation. Change efforts can exert a heavy toll on both human and economic perspectives of the firm. Organizations can reduce and limit these costs by learning from past experiences and continuously improving future change efforts. Aside from providing insights to the interactive effects of these factors, it is hoped that this study will be a springboard for future research aimed at demonstrating the important role of these factors towards achieving successful change management and consequently enhanced organizational performance in the context of the energy industry.

In early 2016, Shell embarked on a program to improve workplace accessibility for all employees, including but not limited to people with disabilities (PWD). This is part of an overall strategy for promoting diversity and inclusiveness in the workplace. The scope of the initial phase of the Accessibility project focuses on building an integrated end-to-end process in Shell for delivering reasonable adjustments to qualified employees. A key element of the new end process is the setting up of an Accessibility Centre within Shell, manned by a trained team of advisers who will be the single interface point for employees and coordinate the process from end-to-end. Approvals for requests will be largely managed by the Centre, following a trust-based model and only escalated to subject matter experts if needed. A pilot for the new process in 2 major Shell locations was launched in October 2016 and will be complete in 6 months. Preliminary results collected from the pilot suggest that the new process is well received by employees and delivers adjustments quicker.

Community grievance mechanisms (CGMs) are processes for receiving, investigating, responding to and closing out complaints or grievances from affected communities in a timely, fair and consistent manner. To assist oil and gas companies in designing, implementing and managing community grievance mechanisms, IPIECA (the oil and gas industry association for environmental and social issues) conducted an in-depth research project, involving seven two-year pilot projects, to inform a new guidance document. The outcome of this work was Community grievance mechanisms in the oil and gas industry: A manual for implementing operational-level grievance mechanisms and designing corporate frameworks (the Manual ). The Manual draws on experience from across IPIECA's broad membership to identify global good practice in implementing CGMs. It gathers and summarises learnings from across the oil and gas industry to provide a practical step-by-step guide to planning and implementing operational-level CGMs, and/or designing and managing corporate CGM frameworks. This paper discusses the importance of community grievance mechanisms, their connection to expectations set out in the United Nations Guiding Principles on Business and Human Rights, the progress of IPIECA's recent work and the content and key themes of the project.

Objective/Scope An approach to established governance in respirator fit testing for Malaysia Upstream, where previously the practice were inconsistently meeting regulatory expectation. Base on survey conducted, small number of the upstream operators/service providers has a program in place and number of the respirator user that had undergone the periodic fit test were extremely low. The challenges in establishing the governance were unfamiliarity of the industry on the respiratory fit testing objectives and requirements, unavailability of specific guidelines and scarcity of competent fit tester in Malaysia which are also common challenges across the other industries in Malaysia. Method/Procedure/Process PETRONAS Guidelines For Respirator Fit Testing Programme for Upstream Oil and Gas in Malaysia which served as the main governance document, was established through (1) benchmarking of standards and methods, (2) stakeholders and experts input and (3) practicality of implementation in Malaysia. The establishment of the MPM Respiratory Fit Testing Advisory Panel serve as to provide strategic outlook on the respirator fit testing program in Malaysia including growth and continuous development of competent fit tester. Process for application, appointment and assurance was established to maintain the minimum standard for MPM Approved Fit Tester. Communication and promotion campaign was conducted to reach the potential service and training providers as to increase the number of competent fit tester. Result/Observation/Conclusion The governance guideline had obtain recognition by Department of Occupational Safety and Health (DOSH) to be implemented in the Upstream Malaysia. Six month after the enforcement date of the guideline, a total of more than 3000 workers has undergo fit testing. As to date, the number of MPM Approved Fit Tester has grown to 82and increasing, to meet the demand of the periodic fit testing. Novel/Additive A comprehensive approach for solution on HSE governance begin with situational assessment, benchmarking, to solution for system and mechanism for successful and sustainable respirator fit testing program in Upstream Malaysia.

An approach to establish an effective HSE culture on a previously inactive jack-up rig contracted for a one well drilling program proved successful in achieving the campaign HSE targets. The challenges were remote location, crews were unfamiliar with each other much less with the service company's personnel and unfamiliarity with the rig equipment. In addition, the operator's shore based team did not have previous experience in Crew Resource Management (CRM) approach. A CRM approach in tandem with an iterative job planning and execution strategy based on Deming's Plan-Do-Check-Act (PDCA) cycle was utilized. Personnel with extensive hands on experience in this aspect were mobilized to the rig to provide coaching on board covering all personnel. Coach's observations were shared daily with head office and performance metrics were monitored to gauge performance to identify area of focus for coaching. A weekly debrief with the shore based management team on progress was also carried out. The effectiveness of this approach was assessed with previously employed CRM used on working rigs on long term contracts as well as rigs on a one well contract. The coaching commenced after the rig was already in operations and the change in HSE culture could be compared to the culture after CRM approach was implemented. Results showed that the approach used in this campaign resulted in significant improvement in the performance metrics that were monitored. In addition, in a matter of six weeks, significant improvements were observed on non-technical skills as a leading indicator. Participation by all on board the rig with strong support from shore based and head office management of the operator and drilling contractor were key to the success of the program

There have been numerous guidelines and protocols on Fatigue Management at the workplace but little is mentioned on feasible and practical solutions to manage the risks. To establish an effective fatigue management programme at the workplace, an integrated approach that leverages on IT solution is essential. As part of an effort to establish guidelines to practical solutions to fatigue related risk, a task force comprising of Specialists (Occupational Health, HSE, Turn-Around Management, Communication & Stakeholder Management), Plant Operation focal persons, Shift supervisors and IT Project team was formed (when). Additionally, a situational analysis was conducted via survey. Survey feedback included information on availability of site procedure to manage fatigue at work, communication/training tool(s), compliance to hours of service limits, and monitoring and tracking of performance indicator(s). There were also a focused group discussion with various stakeholders which included a detailed review of the shift manning procedure and work process evaluation to address fatigue risks among shift workers during normal plant operation and turn around. Detailed analysis was performed to determine common issues that require further mitigation efforts. Key deliverables were identified, which included the development of standardised work process in managing shift work as well as fatigue and development of communication materials with clear messages to reinforce the understanding and actions in fatigue management for employees and supervisors. It also promoted the use of IT Tool i.e eManning ® and Gate Access system, in monitoring & tracking compliance to hours of service limits. Approvals and endorsements were obtained from leadership team to roll out the programme. This paper illustrates the integrated approach taken by the organisation to reinforce effective management of fatigue at the workplace.

The paper aims to elucidate the importance of stakeholder engagement, public consultation, conflict management and community outreach in securing social license to operate from the communities in delivering a successful project. All these elements are interconnected and vital to manage the changing landscape of stakeholder's expectations. The paper also aims to put forward some lessons learned and good practices from PETRONAS projects in Malaysia or abroad whichever appropriate. These good practices are among the lessons learned from projects and how they are put into practice on the ground. In this new era of globalization, securing social license to operate is as important as obtaining license to operte from the regulators. Time has change and social license to operate has started to gain traction especially in the last 10 years. History has shown that projects in any parts of the world can fail if they are not being managed properly and this can impact their image, reputation and most importantly their coffers and business sustainability.

This paper details the critical health, safety, environment and security (HSES) process in establishing a new independent multi-service line project in Port Moresby, Papua New Guinea (PNG). PNG presents several specific challenges including high rates of crime and violence, highly dependent HSE culture, limited access to comprehensive medical care and several endemic communicable diseases. The challenge was to ensure that the risks were managed adequately in a cost-conscious market by creating innovative solutions. Identification of the critical HSES risk areas was key to the establishment of a safe and functional facility for the project. The identification was undertaken by gathering information through a number of sources including medical and security providers as well as internal assessments. The prioritised risk areas included environmental management, security and health. The new market conditions meant that the team responsible for the project had to find ways to novel ways to address each of the problem areas. Waste management represented a significant challenge because most hazardous waste generated could not be disposed of in-country. This forced us to critically examine our potential waste streams to eliminate waste products. Another area we were able to find a creative solution was the site's water usage. We faced high potable water costs and the high cost of waste process water disposal. The solution was a custom-built water treatment system that enabled recycling 75% of the water used, reducing water costs dramatically. The high-security risks present in PNG were initially assessed by working closely with local security companies; this enabled us to get a dynamic and accurate understanding of the risk. The decision was made to collaborate with a security company that had a wide network across Port Moresby and a sophisticated in-vehicle monitoring system that enables us to track our personnel in transit and call on them for a quick response, if required. PNG is widely considered as a high health risk area. Malaria, Dengue Fever, and Tuberculosis (TB) are just some of the known health risks that are endemic in parts of PNG. After consultation with international medical providers, a country-specific Fitness for Work plan was developed that detailed all vaccinations, medications and other preventative measures. Several in-country personnel were up-skilled so they could further communicate the risk and administer the program.

Consideration of how a single color coding standard for all lifting, hoisting and rigging equipment adopted by clients and service providers could reduce logistics related incidents by 10% and save approximately 6% −50% in material costs.

The objective of this paper is to share the successful implementation of offshore self regulation in Malaysia upstream activities. Post P.U.(A) 106 Exemption Order gazetted by the Malaysian Authority to PETRONAS in 2013, Offshore Self Regulation Management System (OSRMS) was established to demonstrate compliance with this Order through strategic collaboration between PETRONAS and Malaysia Government Authority i.e. Department of Occupational Safety & Health (DOSH). Annual activities are deliberated in a joint Technical Working Committee and implementation is steered by a Joint Management Committee. The Offshore Self Regulation (OSR) allows operators to manage and sustain safe operation of all offshore facilities using their own management processes in lieu of prescriptive regulation. One of the exemption order conditions is related to determination and certification of eligible Inspector (then known as an OSR Inspector) to examine the integrity of certificated machinery. This is achieved through joint competency assessment of potential candidates from Petroleum Arrangement Contractors (PAC) and certification by DOSH. At the same time a competency development program is established as an option for potential candidates to prepare themselves to become certified OSR Inspector. Any of assessed candidates with gaps may enhance their competencies through the program. There are three (3) categories of audits to evaluate the effectiveness of the management system in meeting the OSR objectives. Tier 1 is internal PAC audit, Tier 2 Audit is conducted by PETRONAS and Tier 3 is a joint audit by PETRONAS and DOSH. An effective implementation of offshore self regulation management system would therefore assure the integrity and reliability of the installation or facilities. It will also safeguard the health and safety of those personnel working on offshore installations. The implementation of self-regulation is benefiting all stakeholders including the owner (PETRONAS), occupiers (PAC operators) and government agency (DOSH) in managing occupational safety and health (OSH) and asset integrity in an efficient and cost effective way.

Objective/Scope An approach to develop the minimum training module requirement for training providers to conduct basic onshore safety & emergency. The purpose of the training is to provide induction in basic safety and emergency awareness for personnel working at remote locations of Malaysia onshore upstream activities. Unfamiliarity to the unique nature of Malaysian tropical forest and its hazards to personnel in upstream onshore activities (exploration, drilling or production), require a specific module for basic safety training to fit with the Malaysian onshore upstream environment. The challenges in developing the minimum training module requirement includes the unavailability of requirement/guidelines/standard, training module and centers as well as governance in place to ensure sustainable implementation. Method/Procedure/Process A task force consist of experts was established to develop the guideline on the minimum training module. The essential elements in the minimum module includes basic onshore safety, basic jungle safety, first aid, self-rescue and basic jungle and river survival. Practical trainings of the essential elements was also designed. In collaboration with a training center, pilot study was conducted. The training center has developed the training module including the practical training based on the minimum requirement. Participants was selected to undergo trial session of the new training program. 2 trial sessions was conducted prior to finalization of the minimum training module requirement. Result/Observation/Conclusion PETRONAS Basic Onshore Safety & Emergency Training Module Requirements for Personnel Working at Remote Locations of Malaysia Onshore Upstream was rolled out in December. The medical fitness assessment requirements and identification of risk group that shall be required to undergo the training was also developed. Audit tools and approval system to be use in assessing potential training provider was established. A training provider has been assessed and approved as PETRONAS Basic Onshore Safety and Emergency Training Course. Novel/Additive Developing an induction requirement for safety and emergency as preparation prior to executing onshore upstream oil and gas activities at remote locations in the unique Malaysian tropical environment.

Abstract The advent of PC-based voice-recognition software for medical dictation began over 10 years ago. In those early days, due to the limitations of computer speed and memory, the learning curve was steep and adaptation was limited. The "training period" was measured in weeks and there were professional one-on-one trainers to teach the use of voice recognition for dictation purposes. Despite such great efforts, the error rates were high and a great deal of time was needed to correct errors by voice commands or keyboard entry. The voice-recognition medical records dictation system fell short of expectation, until recently. Nowadays, commercial voice-recognition software has made tremendous strides, taking advantage of the increased processing speed of parallel computing and vast memory size - Moore's Law at work. It is now feasible to setup a low cost medical dictation system, and get it to work in days. The learning curve is much abbreviated and with improved accuracy. Nevertheless, dictating into a voice recognition system requires the user to speak into the microphone clearly and distinctly, at a pre-determined pace. Although such speech cadence appears artificial, it is not difficult to get accustomed to and is not an impediment to its use. The voice-recognition software is also capable of acting as a voice-activated system to control computer functions, such as selecting desktop icons, opening and closing menus, and switching between open windows. Moreover, the system has a self-learning capability: When a user corrects an error with either keyboard strokes or voice commands, the software recognizes the error and will improve its accuracy next time. I will describe this personal journey in setting up a functional medical dictation system from inexpensive, off-the-shelf voice-recognition software and using it for the last two years, together with a hands-on demonstration. I purchased a regular, non-medical, version of the voice recognition software for US $100, while the medical version of the voice recognition software costs well over US $1,000. The key advantage of this software is the use of "Macro Commands", in which key phrases specified by a user can trigger the software to type a series of pre-determined sentences or phrases. For example, I equated the Macro Command "Normal Back Exam" to the typing of the following normal physical examination findings for low back pain: Straight Raising Test Negative Bilaterally Motor Strength 5/5 Deep Tendon Reflexes Symmetrical No Neurological Deficits Similarly, my Macro Command for "Normal Exam" will generate the following text: Heart - Regular Rate and Rhythm Lungs - Clear Abdomen -- + Bowel Sound, Non-tender, Non-distended, No Masses Extremities - No Edema, Dorsalis Pedis & Posterior Tibial Pulses Intact Bilaterally.