Layer | Fill | Outline |
---|
Map layers
Theme | Visible | Selectable | Appearance | Zoom Range (now: 0) |
---|
Fill | Stroke |
---|---|
Collaborating Authors
Results
Abstract The paper first discusses the problem of non-compliance in high hazard industries, as these constitute the most frequent type of dangerous activities in terms of accident outcomes. Evidence is drawn from aviation and the petrochemical sectors. The causes of non-compliance are found to form a 'lethal cocktail' of i) the expectation that rules will have to be bent, ii) the feeling of powerfulness, iii) the existence of opportunity and iv) poor planning of work. Non-compliant behaviour can be seen as a natural response of motivated and competent individuals, often selected for their ability to show initiative, in the face of poor planning and the existence of alternative ways to get the job done. Six distinct types of non-compliance are identified, two unintentional - failures of Understanding and Awareness -, Situational, Exceptional and one for Company Benefit and one type for Personal Benefit. The issue of reckless non-compliance is discussed, together with the difference that must be considered between one-off and routine non-compliances. A previous model for the management of non-compliance, the Just Culture, is analysed and found to have a number of shortcomings, including a sensitivity to the manner of implementation, the implicit messages it sends about the importance of punishment as a way of managing non-compliance, and a lack of explicit recognition of managerial accountabilities. A new model, Meeting Expectations, is introduced in which all the distinct types of non-compliance are recognised, as well as non-intentional human error and expected and exemplary behaviours. For each of these types of behaviours there is a set of consequences defined for both the individual and their line managers. Introduction Failures to follow established rules and procedures form a major cause of accidents in all high hazard industries (1,2). Attempts to confront the issue of non-compliance to rules and procedures are to be found in a wide variety of industries, including aviation, health care, railways, and fire-fighting as well as the oil and gas business, both up- and down-stream. Compliance with procedures was identified by Boeing as the primary measure for preventing accidents in commercial aviation (3), where well over 50% of all major aviation accidents between 1982 and 1991 could have been prevented if the pilots had followed procedures. The UK Civil Aviation Authority has replicated these finding more recently (4). In that study two of the most frequently identified circumstantial or causal factors were respectively found to be incorrect/inadequate procedures and deliberate non-adherence to procedures. At first sight the problem appears easy to solve: all that is necessary to achieve a high level of safety, whether personal safety or related to process safety management, is to ensure the highest level of compliance to the rules and procedures among the work-force. This should apply to both company and, especially, contractor personnel, if only because the latter are more likely to be directly involved with hazardous operations. The best way to ensure compliance is also seen as the setting of clear expectations and the existence and enforcement of severe penalties for violations where necessary. This paper discusses a number of problems that arise with this simplistic notion and proposes a new model designed to overcome objections while being aimed at driving non-compliance down.
- Europe (0.68)
- North America > United States > Texas (0.16)
- Overview > Innovation (1.00)
- Research Report (0.88)
- Transportation > Air (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Materials > Chemicals > Commodity Chemicals > Petrochemicals (0.54)
Abstract Operator fatigue is an issue in all 24-hour operations; operator fatigue is a leading cause of vehicle crashes. The oil and gas industry is a 24-hour operation that relies extensively on land transportation. It comes as no surprise then that drowsy driving has been recognized as a cause of many land transportation-related fatalities. Dealing with drowsy driving is a difficult task. Training is a powerful tool; however, drivers trained to recognize and manage fatigue frequently fail to effectively apply this training at critical times because sound judgment is one of the first things affected by fatigue. As part of an ongoing commitment to crash-free driving, a major oilfield service company turned to a leading fatigue research and technology company to assist in eliminating drowsy driving. This paper reports on the experiences of a field trial with a new fatigue warning device for drivers and operators. The device utilizes a camera system installed in the dashboard of the vehicle that monitors the eyes of the driver. In contrast to previously proposed devices, this system does not utilize infra-red (IR) reflections, and as a result, is able to operate during daytime and when eyeglasses are worn. Deployed in four heavy trucks and one light truck, the systems have successfully recorded sequences of the eyes of drivers during potential fatigue events. This paper also reports on staff acceptance of such fatigue management systems. Privacy concerns are an issue when camera-bsaed systems are used to monitor drivers. Introduction Fatigue and the resulting drowsiness is a key risk factor in land transportation operations, and for industries like the oil and gas industry in particular, where operations in many cases continue around the clock. While truck safety has increased through numerous safety systems and improvements of their mechanical design, key risk factors related to the driver have proved to be hard to address so far. Research in recent years suggests that fatigue and distraction are major factors in accident causation in transportation, and for heavy vehicles in particular, fatigue is a big contributor. A study [1] conducted by the National Transportation Safety Board concluded that 30% to 40% of all heavy truck crashes may be attributed to driver drowsiness. Another study [2], which involved extensive instrumentation of 100 passenger vehicles for one year, concluded that 78% of the 82 accidents recorded by the vehicles were attributed to driver inattention to the road ahead. In their work, inattention is defined as secondary task engagement, driving related inattention to the roadway, drowsiness, or non-specific eye glances, which encompasses all possible causes for inattention to the road ahead. In addition to the high proportion of fatigue-related heavy vehicle crashes, accidents as a result of fatigue are much more severe than accidents on average. The plot in Figure 1 shows the impact of fatigue on accident severity. The left column represents all vehicle accidents grouped according to the severity of the injury of the most severely injured person in the accident (Maximum Accident Injury Scale). About 90% of all accidents result in medium or lesser injuries, while less than 1% of all accidents are fatal. The right column represents only fatigue-related accidents, and only 65% of these result in medium or lesser injuries, while 7% result in fatalities. The reason for this increase in injury severity is that fatigue-related crashes often involve no or considerably delayed braking, and therefore, a higher average impact velocity. While this statistic is based on all road transport accidents, a similar trend can be assumed for heavy truck accidents.
- North America > United States > Texas > Sabinas - Rio Grande Basin > Alice Field (0.89)
- North America > Canada > Alberta > Western Canada Sedimentary Basin > Alberta Basin > Grande Prairie Field (0.89)
- Information Technology > Security & Privacy (0.89)
- Information Technology > Data Science > Data Mining (0.89)
- Information Technology > Communications > Web (0.89)
Work-Related Disorders and Personal Injuries in the Norwegian Petroleum Industry: Achieving a Broader Picture by Combining Data Sources
Haugan, Tommy (SINTEF Health Research) | Størseth, Fred (SINTEF Technology and Society) | Lootz, Elisabeth (The Petroleums Saftey Authority) | Weggeberg, Hanne (SINTEF Health Research) | Zachariassen, Sigvart (Petroleum Safety Authority)
Abstract It is well known that some employee groups have a higher frequency of personal injuries and work-related disorders than others. The defining characteristics of these groups vary, but some of the important factors are: gender, age, work tasks, position, occupation, work environment, job security, the company's HSE policy and practice, and frame conditions (e.g. legislation, industrial relations, market demand, and contractual factors). The Petroleum Safety Authority Norway (PSA) has launched a project to gather more information on the factors that cause some groups to be more vulnerable than others, and how these factors are interrelated. The aim of the current paper was to account for how these separate data sources are combined and applied in the effort to increase PSA's efficiency in supervision and knowledge of susceptible groups. To demonstrate this we used data on the occurrence of personal injuries, musculoskeletal disorders, and hearing loss in the petroleum offshore industry. Introduction Several research findings suggest that there are variations among different employee groups in the oil and gas industry regarding predispositions for occupational injuries and ill-health (Parkes 1999, Gardner 2003, PSA 2006, Morken et al. 2005, Morken et al. 2007). Research attempts to identify the defining characteristics of such vulnerable groups have suggested a broad range of contributory factors. These factors range from individual characteristics of the personnel (e.g. gender, age, and personality traits); to more system level or organizational factors (e.g. work tasks, work environment, job security, HSEpolicy); and finally to the frame conditions of the industry (e.g. legislation, industrial relations, market demand, and contractual factors) (Mearns and Flin 1995, Gardner 2003, Mearns et al. 2003, PSA 2007, Tharaldsen et al. 2007).
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > Health (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > HSSE standards, regulations and codes (0.55)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > HSSE management systems (0.34)
Abstract Multiple barriers thinking technique can reduce the risk of incidents occurring on a drilling rig. The objective of the technique is to improve the crew's ability to observe potential risks at the lowest possible level in the process of an incident developing. The ability to observe is developed through a "What if" mindset and a deeper understanding of barriers. A review of several high potential incidents over the last years show that our highly developed procedures and advanced use of task risk assessment only gets us so far. There is a danger that comfort taken from these systems creates a perception that processes make the job safe. This feeling of comfort can lead to lack of attention. The multiple barriers thinking technique stimulates to a continuous awareness and learning culture among the crew in the daily work processes. It is a technique to avoid the feeling of comfort, lack of attention and complacency. Further, the technique drives a culture that makes safety everyone's responsibility. This paper provides a detailed introduction to the multiple barriers thinking technique and further, how the technique is introduced and implemented with a drilling rig crew. A case study is provided to demonstrate the use of the technique, why this technique stimulates to a proactive learning culture and why the technique is accepted by the drilling rig crew. Background The multiple barriers thinking technique has been applied on 25 offshore drilling locations. The majority of the drilling rigs had very good safety records based on traditional key performance indicators like lost time incidents and total recordable incidents. Several of these drilling rigs had shortly before been audited by company management and authorities with overall good results. However, after applying the multiple barriers thinking technique a high number of potential risk observations were revealed. A typical number of observations on each drilling rig were between 500 and 1000. This situation tells us that we need to take a look at our safety work in a new perspective. We need to find a road to a more professional proactive approach. In order to improve the safety results offshore the understanding and competence of potential existing risks apparent on the rigs need to be brought to attention. Further, the knowledge about barriers and why these are so vital to maintain the safety integrity must be improved. This paper introduces a method to take the next step to a safer drilling rig. It gives each member of the crew on a drilling rig a tool which can be applied while doing his/her normal worktask at the work place. At the same time this tool increases profession competence and stimulates to continuous learning for the individual worker. Description of the technique The multiple barriers thinking technique is founded on the ability to know the equipment and what potential risks that might be present in the interface between the equipment and the human being. The technique is not based on checklists or any other formal instructions, but it stimulates the individual's ability to learn and get a deeper understanding of multiple barriers. It appeals to everyone's curiosity and interest towards continuous improvement. It is more like a mental process that will help you build on existing processes and develop good practices.
- North America > United States (0.29)
- North America > Canada (0.29)
Abstract Accident and incident investigations have become established procedures in the industry. These procedures have been applied with varying degree of success in many cases. The starting point of any investigation is the setting up of a committee, which is responsible for finding out how and why incidents happen. The committee uses a variety of techniques to understand the incident and attempts to reconstruct the event. The techniques include interviews with personnel, review of documentation/records, reports etc. Traditional investigations usually arrive at causes that are related to equipment, personnel or both. However, recently published investigations go beyond the usual conclusions. Concepts like safety culture, organizational structure and employee empowerment figure prominently in these reports which normally do not find place in traditional investigations. Safety is an emergent property of a system and cannot be considered in isolation from the society and business environment in which it operates. Complexity of process systems and requirements from the society pose new challenges to process plant safety. Better understanding is required to meet these challenges. Naturally, investigations of any incident have to deal with these aspects. Recent case histories are evidence to this. This paper will examine the basics of current investigative techniques. Further it will present the emerging research in systems theory and its application to socio-technical structures. It will outline how systems approach considers components and dynamics of their interrelationships as parts of a whole and potential for application to incident investigations. In conclusion the paper will demonstrate that systems approach will be able to offer new insights on incident investigations and improve process safety management. To support the same reviews of investigations will be presented with systems approach methodology.
- Europe (0.93)
- North America > United States (0.93)
- Government (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Law (0.94)
- Health, Safety, Environment & Sustainability > Safety > Operational safety (0.93)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > Contingency planning and emergency response (0.68)
- Management > Professionalism, Training, and Education > Communities of practice (0.66)
- (2 more...)
Abstract Pan American Energy LLC. is an exploration and production Company which established in November 1997 in Argentina. During 2006, PAE produced more than 79 MMBOE. To this effort, the Company devoted more than 21 million man-hours and drove over 87 million km. Since its inception in 1997 and the implementation of its Health, Safety and Environmental policy, PAE has continuously improved its performance in safety and environment protection. One of the Company's success factors was based on the involvement and commitment of both, its own employees as well as the Contractors, in the prevention of accidents and environmental protection. A critical factor in the implementation of the HSE system was the role of PAE's line of management in achieving compliance with the policy rules. To that aim, PAE created the Health, Safety and Environment Forum integrated by the Company's Operation Managers and Vice-presidents, having the mission to ensure compliance with HSE objectives, promote the tendency to zero accidents and/or occupational illnesses and prevent environmental damage, as well as continuously promote commitment and ensure an active communication across the entire Organization. The HSE Forum agenda is updated every year on the basis of such issues which require more focused consideration. Thus, during the last years, the Forum worked towards the reduction of risks related to vehicle accidents, ground disturbance, confined space entry, load movement and work at environmental sensitive areas. By the end of 1997, the DAFWC rate was of 1.48 accidents per 200,000 worked hours and by December 2006 this rate was of 0.038. This lagging indicator reflects the improvement achieved over the years. It is important to keep in mind that proactive measures must also form part of KPIs in order to reinforce and maintain a prevention culture in the Company. Introduction Our permanent effort is focused on the Health, Safety and Environmental protection of our employees, suppliers, users of our products and communities in which we operate. Our Mission is to ensure that each process and activity of the Company is performed safely, contributing to maximize the Company's benefits through the application of Risk Management criteria to its Human Resources, Assets and Environment.
Abstract Nowadays "as everywhere in the world", so much attention is drawn to performing safety and HSE management rules in Iran. Considering the long life of oil and it's relevant industries in Iran (since 1908, first oil well in Middle East, Masjid Soleyman), many units with more than 50 years old are still in operation. This situation posed special problems in performing safety and HSE regulations that some of them are communal among these units. This paper reveals the result of industrial projects, collecting numerous technical checklists in such units and author's experiences in recent years in Iran, which is aimed to announce some of these major problems and also present solutions for them. Introduction In recent years and parallel to all the other developing countries, industry grows more or less in Iran. Besides big effort is done for implementation of basic safety and HSE rules in theses industries. This effort aims the goals of sustainable development and also achieving common international standards. But this effort has not shown to be much successful. There are many barriers and challenges in countries like Iran. Some of the problems in this way originate from the existence of some units with more than 50 years of operation and still working. These units pose special problems against implementation of safety and HSE rules. During site visits from these units in Iran and collecting numerous technical checklists, some communal problems have been identified. There are some challenges and problems that seem to be repeated in all of them, so if be identified and solved for one can be used as a generic solution for others.
Abstract The authors believe in a basic loss control principle: root causes of health, safety and environmental accidents are the same root causes of service quality nonconformities. The authors also believe that a mature management system, based on strong leadership and a bottom-up approach, is the way to achieve consistent and long-term performance improvement. This paper explains a practical example of how an oilfield services company used a management system to deliver services while achieving the long-term quality, health, safety and environmental performance expected by Corporate management and Customers. Introduction Since 2003, an oilfield services company in Qatar has faced a sustained increase in operational activity due to the development of the largest non-associated gas reservoir in the world. This situation poses a permanent challenge to deliver its services within expected performance, while dramatically increasing resources, such as the number of employees and contractors working on the project. In fact, in 2003 and 2004, service quality (SQ) and health, safety and environmental (HSE) performance of this company suffered, resulting in complaints from customers as well as serious HSE incidents. The increase in operational activity (50% year-on-year sustained over four years) and a management system that lacked maturity were identified as the main causes of the quality and HSE loss. The Qatar management team understood that the root causes of the accidents were the same root causes of the service quality issues, and designed a process to implement the management system with an integrated perspective. This paper explains the process, including the main difficulties and successful experiences. Several innovative initiatives were designed and implemented with special involvement of employees and contractors, with the aim of having a self-sustainable system in place, based on a bottom-up approach. As a result of the process, this company has been systematically improving its proactive and reactive quality, health, safety and environmental performance. Factual indicators demonstrate the continual improvement. Additionally the management system has been validated internally by corporate audits and externally by certification against international standards (ISO 9001, ISO 14001, and OHSAS 18001). 2003 - 2004 Performance: Below Corporate and Customers' Expectations The State of Qatar is a small emirate located in the heart of the Persian (Arabian) Gulf, seated on the largest single non-associated gas reservoir in the world (recoverable reserves are estimated in 380 trillion cubic feet). The field was discovered in 1971 and was initially exploited by the national oil company to cover internal demand. This vision changed dramatically in the 90s when the government decided to implement an aggressive development plan to concentrate on export markets and entered into partnerships with overseas companies (1).
- Research Report (0.54)
- Overview > Innovation (0.50)
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > HSSE reporting (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > Contingency planning and emergency response (1.00)
- Health, Safety, Environment & Sustainability > Environment (1.00)
Abstract This paper illustrates the experience of an Oil and Gas company on its journey to meet globally accepted best health and safety practices and targets. These results were achieved in operations in a remote, underdeveloped and challenging environment. The discussion centres on strategic efforts, in terms of management systems and leadership styles that are required to ensure the health and safety of employees, contractors and sub-contractors. Socio-culturally, the region is basically agricultural, with tribal and feudal influences, and ritualistic religious beliefs. The majority of the population in this region is "unskilled", below the poverty line, with major illiteracy and chronic health problems. Malaria, infectious Hepatitis, kidney failure, gastroenteritis, and general water borne diseases are on the rise, and of concern to the Government and international health organizations. The region in general has little experience of modern industrial work practices; they have survived for centuries on a subsistence agricultural lifestyle. This presents a significant challenge, when it comes to the implementation of world standard HSE systems and procedures. Owing to their socio-cultural and economic conditions, the local people, both as individuals and collectively, live their day to day lives in a high risk environment. The consequences of these risks are far beyond the acceptability range found in developed countries. To achieve a quantum leap in Health & Safety performance a leadership strategy for engaging, educating, enabling and empowering the workforce was introduced (ew). The main beneficiaries of this approach were the local "unskilled" contractors, who constitute the majority of the workforce in the field. This paper describes in detail just how OMV Pakistan, as operator of two remote gas processing plants and a large number of producing gas wells, has achieved world class HSE results using the ew leadership approach.
- Health & Medicine > Therapeutic Area (1.00)
- Energy > Oil & Gas > Upstream (1.00)
Abstract Risk management is essential to any activity. It is a continuous, iterative and proactive process performed to identify and prevent potential undesirable events before they occur and to reduce the probability of their recurrence, so risk-handling activities can be proactively planned and invoked. It is a key element and an integral part of every quality engineering processes and projects. The cost of adopting a reactive attitude towards risk is very expensive. Most of the expenses are not visible or are not necessarily directly borne by the owner of the business, does not show in the financial statements because they are hidden and/or diluted in day-to-day work or considered by people, in a prevailing culture, as part of the routine work and general pay. A major part of the cost is the result of long term consequences of events borne by the society. Therefore, risk management should adopt a proactive attitude. This paper presents a recent overview about (1) risk management process, (2) organizational sources of risk, (3) cost benefit of having a successful risk management system, (4) risk audits process, and (5) the recent improvements of risk culture. We intend to show that risk management can work as style for managing business, the same way as total quality, continuous improvement and environment protection. It leads to optimum performance. The paper shows also that the level of risk culture can be a measure for civism and progress of any community. Introduction Although risk is as old as humans are, it is a controversial concept and may be, for some, is a difficult concept to define. The term risk is used in everyday language to mean chance or likelihood that something wrong such as disaster happens. It can be defined as the chance that something undesirable occurs: something with adverse consequences (loss, damage) to human life, health, environment, assets, technology, equipment, time, social, data, image, trust or money. When used in the process of risk assessment it has specific definitions, the most commonly accepted being "The combination of the likelihood, or frequency, of occurrence of undesired event as a result of a defined hazard and the magnitude of the consequences if this undesired event occurs." Likelihood is the probability that an identified undesired event will occur. Consequence is an assessment of the worst credible potential result(s) of a risk. The measurement units differ depending on the specific risk. For example, the consequence of a cost risk may correspond to specific amount of money or percentages of the program/project budget or the consequence of schedule risks may correspond to the length of time delays in terms of the project's master schedule. Units can however be subjective when it comes to trust or image.
- North America > United States (0.28)
- Europe (0.28)
- Africa > Middle East > Egypt (0.17)