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Safety Management

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Safety Management Sharing lessons between the oil drilling industry and the Irish construction industry Tony Allwright, BE, MEngSc Tallrite Inc – PowerPoint PPT presentation

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Title: Safety Management


1
Safety 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
2
STORYLINE 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

3
What is Safety ?
  • Danger Hazard Protection
  • Managing Safety Identifying each
    hazard and
    Applying the most
    effective Protection

4
Why bother with Safety ?
  • Because otherwise people die

5
Hazards in Industry
  • Few and simple
  • Weights,
  • Height,
  • Pressure,
  • Tension,
  • Fire
  • Poison (eg air) .
  • Traffic

So why do people die ?
6
Safety Regulation and SafetyManagement
7
Organization 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

8
Safety 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
9
Lost 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
10
Lost 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
11
The 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 ...
12
The 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 .

13
Cost/Effectiveness of 4 safety elements
But, each element can only work when the
preceding one is embedded
14
Legislation
  • 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 ..

15
167 men died 58 survived
Piper Alpha
Piper Alpha, 6 July 1988
16
CULLEN INQUIRY INTO PIPER ALPHA DISASTER held
Occidental management directly responsible for
the failings errors
17
Legislative 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

18
SAFETY 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 !

19
A 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

20
SAFETY
  • 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
  • ?

21
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22
LTAF Drilling Industry Total, Land Water,
World-wide
33 dead (9899)
Source IADC
23
10
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
24
What 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 ...

25
Client/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

26
Pity Contractors 2 and 4 - which clients rules
do they apply ?
27
What 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

28
What 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 ..

29
How 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

30
How 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

31
Optimised Relationships The 5th Safety Element
LO
Each element working only when the prec- eding
one is embedded
  • Relation-
  • ships
  • Attitude
  • Skills

Cost ()
Ease of implementn
  • Procedures
  • Hardware

HI
Effectiveness (Lives Injuries)
HI
LO
32
What 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

33
Who 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

34
What 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

35
COST 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

36
Lost Time Accident FrequencyOf a large,
well-performing, land-based operation
The result of successful Relationship Management
Log Scale
Source PDO
37
Oil 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

38
Influencing 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

39
(No Transcript)
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