The Human Factors of Process Safety and Worker Empowerment in the Offshore Oil Industry Proceedings of a Workshop (2018) / Chapter Skim
Currently Skimming:
9 Important Messages and Potential Next Steps
9 Important Messages and Potential Next Steps
Pages 73-82
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From page 73... ...
McLendon, general manager, safety and environ mental Gulf of Mexico, Shell Oil Company; • Hung Nguyen, chief operating officer, Meridian Global Consulting LLC; and • Ajay Shah, team lead, Gulf of Mexico Business Unit, Chevron, and lead, Human Performance Working Group, American Petroleum Institute RP 75.
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From page 74... ...
Rather, he elaborated, the GRP is interested in what is already happening, what is not happening, and how the gaps can be filled. Sears observed that many organizations, including the Offshore Energy Safety Advisory Committee, the Oil Spill Commission, and committees of the National Academies, have made recommendations that involve safety in the offshore oil industry.
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From page 75... ...
He asserted that the importance of culture requires examining the interactions of national cultures with the culture of companies and the cultures of individual rigs. In particular, he argued, these cultures can have a major effect on worker empowerment.
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From page 76... ...
He pointed to the airline industry as being very similar to the oil industry: it is a commodity-driven business; a number of different airframe manufacturers, large and small, must integrate with a number of engine manufacturers, large and small, as well as with electronics manufacturers, large and small; and it is a cyclic industry with a federal regulatory authority. "This notion that somehow our industry is harder than that, I just don't get it," he said.
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From page 77... ...
She suggested further that the academic discipline that specifically examines the consequences of human factors for safety in complex sociotechnical systems has much to contribute. This area of research "is going to be as complex as the systems themselves," she said, "and we will need to be ready to break things down to build them back up." Finally, Nguyen pointed out that other offshore incidents involving cruise ships, cargo ships, and other vessels have many parallels with incidents occurring on offshore oil platforms.
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From page 78... ...
Front-line workers say, "We have all these great ideas, but we have a hard time getting them up through middle management." But in a sense, he said, virtually everyone in the offshore oil industry is a middle manager. "Middle management is where the reality of what happens in the field has to interface with the vision of what happens in an office somewhere," he said.
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From page 79... ...
She suggested that increased amounts of data could be gathered from the offshore oil industry and combined with existing behavioral science data to improve training and leadership programs throughout the industry. She added that new approaches and new kinds of data also could produce major advances.
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From page 80... ...
He also encouraged participants to think from the perspective of the "risk matrix" shown in Figure 9-1, with attention to occupational safety generally in the "green" region, to process safety generally addressing hazards in the "yellow" region, and to the barriers to major industry incidents in the "red" region. Grossweiler also suggested that consensus on a single definition of leadership or safety culture is unlikely; rather, those companies working to continuously improve risk management frameworks and safety programs will probably have differing
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From page 81... ...
approaches. He quoted Supreme Court Justice Potter Stewart's statement, "I know it when I see it" as a paradigm for deciding whether any specific company, or organization, or industry has effective leadership and programs for managing risk.
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