Milazzo Refinery (RaM) has developed a new safety system to minimize the risks related to "hot works" (mainly explosion risks) during normal unit operations. The good practice was for the first time utilized during Fluid Catalytic Cracking pre-turnaround and turnaround phase from Milazzo Refinery. At that time, RaM implemented, for the first time, the integration between the existing network system of fixed hydrocarbon detectors with the welding machines through the Distributor Control System (DCS). This integration allowed to immediately switch off the power supply to the welding machines in case of detection of explosive atmosphere. Moreover, in order to cover as many welding points as possible, several mobile detectors were installed and integrated in the gas detectors system. The whole process is represented in the scheme in Figure 1.
This document describes the journey taken over the years by the Milazzo Refinery, together with the Contractors, to achieve and maintain levels of excellence for the health and safety of all workers. The last step in this process was the "Safety Pact" between all parties involved in health and safety aspects. The Pact is updated and renewed every year with increasingly challenging objectives.
The Pact is based on the following innovative methods: STOP - ANALYZE - THINK - DO procedure. It is based on the self-evaluation risk which is a procedure that every employee has to follow before starting any activity Safety "Pills". Short meetings take place on the contractors working area aimed at analyzing good or and bad practice observed during the works execution Housekeeping Coordinator. New role dedicated to manage all the issues related with the housekeeping of the working areas Rewarding system to evaluate behaviours adopted in the working area: bonus/malus points to workers depending on their particular attention for safety.
STOP - ANALYZE - THINK - DO procedure. It is based on the self-evaluation risk which is a procedure that every employee has to follow before starting any activity
Safety "Pills". Short meetings take place on the contractors working area aimed at analyzing good or and bad practice observed during the works execution
Housekeeping Coordinator. New role dedicated to manage all the issues related with the housekeeping of the working areas
Rewarding system to evaluate behaviours adopted in the working area: bonus/malus points to workers depending on their particular attention for safety.
The Safety Pact was thought and implemented as a first field test during a Major Turnaround (TA) and as a possible innovative tool to define rules and goals between RAM and Contractors, with the purpose of improving safety during turnaround activities and achieving the most important target of ZERO INJURIES. Following turnaround completion RaM and Contractors make a balance of the results analyzing performance index and making plan to improve weak area in the future.
The implementation of a formal signed Safety Pact between RaM dramatically increased engagement of different companies (client + contractors) towards safety and allowed RaM to achieve ZERO INJURIES during the Turnaround activities. Moreover it has been observed an improvement of the housekeeping, a reduction of non-compliances for dangerous behaviour and a widespread application of RaM procedure for scaffoldings.
The success of this kind of approach suggested RaM to adopt the safety pact to every refinery turnaround (both major and minor ones) but also extend it to each single refinery maintenance activity.
Chevron announced the retirement of Rhonda I. Zygocki from the position of executive vice president of policy and planning, effective 1 February 2015, after 34 years with the company. During her career, Zygocki was central in the design and implementation of Chevron's operational excellence management system that elevated its approach to health, safety, environmental stewardship, and reliability. She holds a bachelor's degree in civil engineering from Memorial University of Newfoundland.
The Wood Group appointed Nina Schofield to lead its health, safety, security, and environment (HSSE) group. She is responsible for developing and implementing HSSE strategies across the company's global operations. Schofield has more than 20 years of experience working for international energy services businesses on global HSSE. She was recently the group HSSE director of AMEC and is a chartered member of the Institution of Occupational Safety and Health. Schofield has worked in the United Kingdom, Azerbaijan, Canada, and the United States.
Safety professionals periodically rely on the use of employee perception surveys to monitor and gauge safety performance in the workplace. When appropriately developed and assessed, these tools can provide invaluable information. Because of the proliferation in use of perception surveys over the years in the safety profession, this article will address the accepted practices of perception survey development, analysis and interpretation.
Use of Surveys in the Workplace by Safety Professionals
Surveys can play a vital role in safety program management. Perception surveys have been used to assess employee perceptions of the safety culture, safety climate, perceptions of the leading indicator effectiveness, incident risk perceptions and measurement of safety management system components. Surveys can also be a useful component of safety management systems. “Continuous improvement process as part of a safety management system relies on data collection” (Herrera, 2018). Surveys can play an integral part in this data collection. They can be used to determine employee needs and services that should be included as part of a wellness program (Rosen & Spaulding, 2009). Employee surveys are also a useful tool as part of a VPP program for obtaining opinion data pertaining to an organization’s safety culture (OSHA, 2008).
A literature review using the Science Direct search engine identified an increase in published research studies utilizing perception surveys from three published articles in 2000 to more than 30 in 2018. Most notably, perception surveys assessing safety culture and safety climate have accounted for a large number of the published research articles during this period.
Fruchtnicht, Erich (Texas A&M University) | Eaker, Nancy (Texas A&M University) | Fellers, John (Texas A&M University) | Urbanczyk, Brad (Texas A&M University) | Robertson, Christina (Texas A&M University) | Dhakal, Merina (Spelman College) | Colman, Stephanie (Texas A&M University) | Freas-Lutz, Diana (Radford University) | Patterson, Hiram (Texas A&M University) | Bazan, Cristina (Texas A&M University) | Giles, Crystal (Texas A&M University)
THE TEXAS A&M HEALTH SCIENCE CENTER (TAMHSC) and Texas A&M University (TAMU) Environmental Health and Safety (EHS) departments are responsible for ensuring the safety of not only all faculty, staff, students and visitors to geographically dispersed campuses across the state of Texas, but also the public surrounding those campuses. Because the university is a state entity, the preferred disposition route for all university assets is public auction administered by the Surplus department. Each research or academic department within the university determines which of its assets are no longer needed and schedules a pickup through its embedded property management team member. The removal of all unwanted assets is performed either by university personnel or by a private moving company. Although EHS had a policy in place for the decontamination of equipment prior to its release to Surplus, the process of equipment being sent to Surplus itself did not directly include EHS.
Production and drilling activities in offshore installation are one of the most necessary activities of human society. To drill a subsea well and raise the crude oil to a platform, by itself, presents a series of risks. Associated with this activity, when the crude oil reaches the topside of the platform, there are a number of operations that prepare the oil and gas to be exported to land by pipelines or oil tanker vessels, which involves equipment and process that take high temperatures, high pressure and high flow rates. Understanding the dynamics of the factors that can affect the interaction of operators with all these offshore complex systems is critical, because the loss of control of these systems can cause serious accidents, resulting in injuries to workers, environmental damage, loss of production and geopolitical crises. Accidents in the oil and gas offshore installations, such as drilling rigs and FPSOs, can have tragic consequences and all efforts should be targeted to prevent its recurrence. Therefore, from the perspective of current technological developments, it is essential to consider the influence of Human Factors in the risk management of offshore industrial plants.
In order to improve HSE performance many companies have implemented voluntary (i.e. non-regulation driven) programs designed to engage supervisors and employees and reduce injuries and incidents. Over the years these programs have had significant effect in improving performance and making the workplace safer. While done with the best intentions, most programs introduce an element of administrative burden on the organization and sites. The cumulative impact on a supervisor's daily activities can be substantial and result in excessive time spent in front of a computer, rather than with their teams. This means less opportunity to provide leadership on safety and consequently, undermine efforts to improve.
In 2017, based on a combination of employee surveys and safety stand downs Dyno Nobel North America (‘DNA’ or the company), a global explosives manufacturer and service provider, identified the need to evaluate the burden on the organization of safety programs to rationalize and improve them as appropriate. One of the main concerns of this effort was how to remove or modify these programs to be less of a burden, yet not increase the risk. It can be related to the game Jenga®, where players remove blocks from a stack without destabilizing the structure.
DNA engaged a consultant, The Jonah Group, to build a risk model based on the principles of process safety management interwoven with the understanding of human factors and performance. Once the model was built, it was piloted at three of the company's field sites to ensure efficacy and adjust as necessary. Afterwards, the model was used at nine field locations. The evaluation included a review of equipment, process and procedure, and centered around interviews with supervisors and front-line employees. Surveys were conducted with supervisors to complete the view of where they spend their time.
Results and recommendations were summarized in a report. One of the key findings was that while there were opportunities to improve certain elements of the voluntary safety programs, there were more significant opportunities with regards to management of change, process safety and risk awareness, site safety leadership, communication, and process efficiency. The recommendations will help the company improve organizational effectiveness and free up supervisors to better oversee, and lead, site safety.
Drilling hazards can lead to significant cost overruns during the drilling phase and might cause unsafe situations or potentially harm the environment. Often the local geology, when poorly understood, is the trigger of a drilling incident. By sharing past drilling experience and in particular observations on Geo-Drilling Hazards, via a suitable platform, well planning and risk assessment can be carried out more effectively. After analysing historic drilling reports, observations on drilling incidents have been compiled using a structured approach. Classification schemes allow systematic capture of key information in a format suitable for a database. In this process the observations (
The Geo-Drilling Events (GDE) database currently covers some 1000 boreholes from the Netherlands. Around 1400 geo-drilling events have been analysed systematically allowing to identify drilling hazard hotspots in a statistically meaningful sense. Examples of geo-drilling events include
Planned well trajectories can now be screened efficiently for geo-drilling hazards. The GDE Tool based on advanced classification criteria allows to share relevant well information across all operators active in the Netherlands. This includes newcomers, like geothermal operators who carry out a lot of drilling nowadays. The GDE Tool allows everyone to learn from the experience on drilling hazards gathered over the years by oil companies.
Mankind has always tried to achieve the impossible. It is one of the most latent and potent desires among achievers to do something that appears extraordinary. Exploring deep within the Earth to produce a fluid that powers economies and empowers nations falls under the category of "extraordinary worth." The challenges involved in achieving this feat are immense, and the contentment generated in meeting these challenges is like the elixir of life. As always, unconventional work such as that of a petroleum engineer has its share of risks, but success, like a loyal pet, follows sooner or later.