Title: Safety Management
1Safety Management
Sharing lessons between the oil drilling industry
and the Irish construction industry Tony
Allwright, BE, MEngScTallrite Incwww.tallrite.co
m
T C D ENGINEERING YEAR 3
Presented Live
2STORYLINE FOR TCD
- Intro What/Why Safety Hazards human
- Regulation Mgt vs Safety Mgt
- Good performers how achieved ?
- 12 ESM principles underlie 4 BBs
- Outstanding success, tho easily reversed
- Pre-1988 Conventional legislative approach
- Piper Alpha demonstrated widespread failures
- give examples
- Legislative revolution - Safety Case
- UKNS ? other NS ? other offshore ? onshore ?
global ? with or without legislation - Only one rule - demonstrate comprehensive hazard
management - ID hazards, ALARP defences (HW Procedures),
contingency plans - People aware/competent/motivated at all levels
- Places responsibility with only people who know
the ins and outs of the business - the bosses and
workforce
3What is Safety ?
- Danger Hazard Protection
- Managing Safety Identifying each
hazard and
Applying the most
effective Protection
4Why bother with Safety ?
- Because otherwise people die
5Hazards in Industry
- Few and simple
- Weights,
- Height,
- Pressure,
- Tension,
- Fire
- Poison (eg air) .
- Traffic
So why do people die ?
6Safety Regulation and SafetyManagement
7Organization of the Drilling Industry
- Wells are drilled to search for and produce oil
and gas - vertical, slanted, horizontal, multilateral
- on land, offshore and in swamps
- usually inhospitable places, often remote
- Worldwide 2,200 drilling rigs
- Oilcos use contractor rigs plus sundry service
contractors and equipment suppliers - 11 major international drilling contractors
- 3 major international service contractors
- Countless other smaller contractors for
everything - Diamond Deutag Ensco Global Maersk Parker Pride
RB Rowan Santafe Sedcoforex
8Safety Management issues common to the Drilling
Industry Construction Industry
- Drilling is a heavy industry as is Construction
- Apart from subsurface, the main hazards are
shared - - weights, height, pressure, tension, fire .
traffic
Drilling sites do not even look so different from
construction sites
9Lost Time Accident FrequencyDrilling Industry
Total, Land Water, World-wide
In Safety, ...
1963 - Q1/2000
Drilling has made outstanding, measurable
progress ...
As at Sep 2001
01
Source IADC
10Lost Time Accident Frequencies in
1999/2000Drilling compared with selected other
heavy industries
and is now a world leader
? (LTAsgt3 days absence)
Updated 9/01 US Drlg
Sources IADC, UK-HSE, OSHA-BLS, Manitoba Govt,
Singapore Govt, Irish HSA
11The Twelve Key Principles of Enhanced Safety
Management
- 1 Visible Management Commitment
- 2 Line Responsibility
- 3 Policy
- 4 High, known standards
- 5 Performance Measures
- 6 Realistic Targets
- 7 Communication Motivation
- 8 Training
- 9 Advisers
- 10 Audit Inspection
- 11 Investigation
- 12 Contingency Planning
the result of applying ...
12The Four Building Blocks of Safety Improvement
which underlie
- BB1 Hardware
- gteg power tools, barriers, hat/boots
- BB2 Procedures
- gt eg for equipment, inspections, permit-to-work
- BB3 Skills
- gt training for HW procs on-the-job self-study
- BB4 Attitude (of each individual)
- gt willingness motivation to apply -
consistently - gt to seek out and rectify hazards
- Each element builds on the previous one
- Contrast cost effectiveness .
13Cost/Effectiveness of 4 safety elements
But, each element can only work when the
preceding one is embedded
14Legislation
- Pre-1988, all developed countries with an
established oil industry (eg USA, UK, Australia,
Netherlands) had their own (somewhat similar)
legislation. - Rules were prescriptive and very clear about what
had to be done/not done - But after 1988, a legislative revolution took
place, as a result of - Piper Alpha ..
15167 men died 58 survived
Piper Alpha
Piper Alpha, 6 July 1988
16CULLEN INQUIRY INTO PIPER ALPHA DISASTER held
Occidental management directly responsible for
the failings errors
17Legislative Revolution
- Cullen inquiry showed systems to be far too
complex for a legislator to ever be able to
legislate effectively - - Led to SAFETY CASE concept
- A revolutionary change that over time spread
beyond the UK North Sea to - - rest of the North Sea
- rest of offshore
- rest of the world, onshore and offshore
- driven by
- Govts and
- the industry itself
18SAFETY CASE
- ? No longer - obey the rules of the
legislators - ? Now, every installation (eg rig, platform, gas
plant) must - Demonstrate your comprehensive hazard
management, ie - Identify your hazards
- Your ALARP defenses (both Hardware Procedures)
- Your contingency plans
- Your people communication systems and processes
- Workforce aware/involved/competent/motivated at
ALL levels - Your audit inspection programme
- Places responsibility with the only people who
know the ins and outs of the business - the
bosses and workforce - No escape for management
- I followed the legislators rules, therefore Im
not to blame - Indeed you are the Safety Case rules were your
own !
19A SAFETY CASE FOR EVERY INSTALLATION
- ? Has fostered a radical change in safety culture
across the global oil industry, including the
regulatory bodies. - ? The norm (for the best) now includes
- Companies consulting their workforce at all
stages - Interlocking Safety Cases when two installations
work together (eg rig and platform) - Pre-project workshops involving client all
sub/contractors - Intelocking weekly/monthly safety meetings
covering ALL - No-blame incident-reporting investigation to ID
weakspots - Unsafe act identification by all staff all the
time - Openness measurements honest reporting
- PROTECT HUMAN LIFE NOT STAY OUT OF JAIL
- STOP system
20SAFETY
- Not an intellectual exercise
- About sending people home healthy and happy to
their families - Killing and hurting people is not part of our
business - - we are not an army at war
- ?
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22LTAF Drilling Industry Total, Land Water,
World-wide
33 dead (9899)
Source IADC
2310
LTAFs of twobig, goodEP companies
Trend Flattening
4-fold improvement
Log Scale
1
LTAs per MLN man-hrs Company Contractors
combined
0.1
10
20-fold improvement
Trend Reversing
1
Log Scale
0.1
98
Source WOP, PDO
24What is blocking further progresswhen Hardware,
Procedures, Skills and Attitudes are all in place
?
- Human behaviour requires steering
- Attitude of people provides this but
not enough direction, being based on - the individual and/or
- his own company
- not the total operation
- not the cultures of different companies
- Thus, despite good attitude by all ...
25Client/Contractor Relationship can be an
impediment
- Client too dominant everyone complacent
- Delivers instructions - then relaxes
- Contractor receives instructions
- - no need to think
- Suffocates contractors own ideas identity
- But clients solutions may not be optimum
- Not tuned to contractors identity/culture
- Different clients make different demands
- Contractors people bound to be confused
26Pity Contractors 2 and 4 - which clients rules
do they apply ?
27What Client should NOT seek
- Anything you ask us, Mr Client, we will do it
- This will only ensure basic, simple rules are
obeyed (blindly), - But this is not enough !
- Everyone in every company/management must apply
his/her best thought processes, effort and
commitment, continuously
28What Client and Contractor each needs in equal
measure
- To have his own Safety identity- Safety
Policy- Safety Management System- Safety
Plans- "This is the way we do things around
here - To come up with his own ideas- Helping
himself- Helping the client - Helping the
client help his other contractors - To take full ownership and responsibility- Pushin
g his own safety message- Accepting his own
accidents (without quibble) - To require the same of his own subcontractors
- To be prepared to change his behaviour ..
29How each Contractor or Sub-contractor should
change his behaviour
- Do the right things not because Client wants it
but because Contractor believes in it - Make clear to his people that this is what this
company demands - Does not simply wait for the clients say-so
- Doesnt confuse his people by setting different
standards for different customers - Tells Client what he thinks Client is doing wrong
30How Client should change his own behaviour
- listen to and respect his contractors views
- recognize their answers may be superior
- encourage contractors to take key decisions (eg
to lead task forces or investigations) - Always combine client contractors stats
- Treat all his contractors and sub-contractors
- on a wholly equal footing with himself
- no party more important than any other (incl
self) - which leads to
31Optimised Relationships The 5th Safety Element
LO
Each element working only when the prec- eding
one is embedded
Cost ()
Ease of implementn
HI
Effectiveness (Lives Injuries)
HI
LO
32What is the Client/Contractor Relationship ?
- Process of continuous communication
- ? ? ? ?
- Within between all companies in the operation
- Open-minded listening to the others views
- Ignoring pecking order, seniority, status etc
- Using only the force of rational argument
- Arriving at safety solutions that are
- optimum agreeable for all parties
33Who is responsible for managing the
client/contractor relationships ?
- Senior Managements of all the companies involved
in the operation should initiate and provide
impetus for the multidirectional communication
required - within their companies
- between their companies
- But any member of staff can and should discuss
with peers counterparts and press for change
from within. - Dont wait for the boss or the client
34What might be a first step ?
- Organize a Joint Conference
- Senior middle managers of client all
contractors subcontractors - Jointly devise an agenda to develop, together, an
action plan and identify problems, blockers etc
35COST of Managing the Relationship ?
- Mainly personal effort, belief, commitment -
- by everyone
- but especially the bosses
- Very little in
- But intense communication also yields improved
technical performance - Can expect a handsome return in both
- money and
- human lives
36Lost Time Accident FrequencyOf a large,
well-performing, land-based operation
The result of successful Relationship Management
Log Scale
Source PDO
37Oil price, rig count etc change nothing !
- Preserving integrity is vital to business
survival in hard times (as in good) - Financial (business controls)
- Technical (maintaining equipment)
- HSE (protecting people environment)
- Integrity should form part of every companys
core Business Objectives
38Influencing Peoples Attitudes
- Requires continuous, consistent, focused
communication - amongst all companies in the operation
- at all levels
- in all directions
- Requires capturing the hearts and minds of
- client,
- contractors and
- sub-contractors
- ALIKE
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