Safety
Rigzone | 16 May 2016

Device Offers Self-Rescue Capability for Oil, Gas Workers

For workers laboring on the top of tall structures, the ability to self-rescue could mean the difference between life and death.

While transportation incidents represented the largest cause of US workplace deaths, workers also face serious threats from falling. Fourteen percent, or 660, of the 4,821 US worker fatalities in 2014 resulted from falls to a lower level of a facility, according to the US Bureau of Labor Statistics (BLS).

Saint Paul, Minn.-based 3M is seeking to address this risk with its new line of fall protection products, including a safety harness, personal protection equipment, fall protection devices for tools and the latest self-rescue device.

Being suspended in a harness puts pressure on the legs and can cause suspension trauma. This trauma can render them unconscious, making a rescue difficult, Steve Kosch, global product manager of 3M’s confined space and rescue division, said. The self-rescue device not only allows a trapped worker to free themselves; if they’ve already passed out, an extended pole can be used to unhook the carabiner and rescue them from heights.

“You don’t have to be at extreme heights to hurt yourself,” Kosch said. “Most countries, including the United States, require some kind of fall protection for 6 ft and higher.”

ProAct Safety | 12 May 2016

Column: Fear Is the Enemy of Safety Excellence

It is ironic that organizations encourage risk-taking and develop a tolerance for failure in pursuits such as marketing and new-product development but have a completely different view of safety. Certainly, no one wants to fail at safety. Safety failures can be catastrophic and costly. But when the fear of failure becomes the primary driver of safety efforts, the results are often self-limiting.

The fear-driven safety program tends to drive organizations to take steps directly aimed at avoiding failure. The definition of success becomes “to fail less.” The goals are based on negative steps, such as avoiding risks, and the metrics are failure metrics. Blame and punishment are often attached to failures, and the lack of failure is rewarded without regard to the performance that led to it. Luck is rewarded the same as safe performance, as there is nothing to distinguish between the two. Lagging indicators guide efforts, and key performance indicators are either not developed, ignored, or are viewed as “soft” metrics. The proverbial “wag the dog” is in full effect, and the focus on results make the processes and performance that actually produce the results disappear into the background.

Management’s fear of safety failure can lead to other self-limiting approaches. Safety, which should be a strategic job of management, is often delegated to a safety “specialists,” who are expected to lead the effort to fail less. Executives and senior managers often separate their duties from safety and may also allow lower-level managers and supervisors to do the same. Business and safety are managed as two separate priorities and may compete for resources, time, and worker attention. The two become dichotomies in the minds of workers, who often ask which is most important today. The fear of safety failure keeps the business leader’s attention until the fear of business failure becomes greater. Safety based on fear never becomes a value because its priority changes when one fear outweighs another.

Leaders whose primary goal is to avoid failure often try to convey their fear to the workforce. They hypothesize that, if workers fear failure also, it might align efforts to fail less. Guidelines center around avoidance, and management style focuses on negative consequences to emphasize these goals. In this mindset, proactivity in safety means making rules and procedures that minimize failures. The goal is compliance rather than excellence. The safety professionals become the safety police, and workers begin to develop avoidance behaviors. There are only three possible consequences of safety for workers: 1) getting injured; 2) getting caught in non-compliance; or 3) getting away without consequence. Great safety performance is not rewarded more than mediocre performance if neither result in consequences. Excellence is never better than “good enough.”

Offshore Engineer | 6 May 2016

Learning To Be Lean in the Subsea Sector

Marilyn Tears has already made her mark in the offshore energy sector as senior project manager for the ExxonMobil-operated Julia deepwater development in the US Gulf of Mexico, which is expected to start production this year.

Marilyn Tears

Julia was discovered in 2007, and, with an estimated 6 billion bbl of oil in place in the Walker Ridge area of the US Gulf of Mexico, the field is being developed at an investment cost of more than USD 4 billion. The initial development phase includes six wells tied back subsea to the Chevron-operated Jack/St. Malo semisubmersible floating production unit.

After that challenge, in April 2015, Tears took on a new role as safety, security, health, and environmental manager for ExxonMobil. It is that health, safety, and environmental (HSE) perspective that she will share at this year’s Underwater Technology Conference in Bergen in June. The conference theme will be Lean Subsea—The Way Forward.

“How we manage and lead health, safety, and environmental issues sets the stage for how we manage all other aspects of business in the subsea sector,” Tears said. “We often see HSE as a predictor of cost, schedule, and quality performance. HSE can serve as a bonding point for establishing relationships that lead to higher levels of trust and teamwork in every part of the business. This is why excellence in HSE is important through the entire life cycle of subsea projects.”

Specialist Services Marks 5 Million Man-Hours Without Lost-Time Injuries

Specialist Services Group achieved 5 million man-hours of work in their facilities in Dubai and Abu Dhabi without any lost-time injuries (LTIs). This milestone was reached between February 2015 and March 2016, during which there were no recordable cases of LTI in their yards and offices.

“During the last few years, we have implemented various initiatives to manage and improve the safety of our employees and visitors. As a result, we have received various recognitions from renowned certification bodies and clients. Among others, we have been awarded an Appreciation Certificate by the Head of Public Health and Safety Department of Dubai Municipality in 2014, an Appreciation Award from Yokogawa in 2015, and a recognition from Zakum Development Company just this month for demonstrating excellent HSE (health, safety, and environment) performance during our work on their UZ-750 project,” said Ian Rogers, chief executive officer for Specialist Services.

“In addition to our innovation and optimization activities, we are achieving excellent results in quality and safety, which are reflected in an increase in customer satisfaction. In the last few years, we have been further improving our safety records in line with our goals and some of our employees have also been recognized by our customers for their outstanding performance in health, safety, and environment activities. The 5 million man-hours without LTI achievement is a further confirmation of these successful efforts from everyone in our team,” said Chris Ridley, group sales and marketing director at Specialist Services.

Specialist Services Group is a global supplier of modular buildings and packaging solutions for people and equipment in the oil and gas industry.

Read more about Specialist Service Group here.

Offshore Energy Today | 3 May 2016

Thousands Call for Removal of Airbus 225 Super Puma Helicopter From Service

More than 11,000 people have signed a petition calling for the EC 225 Airbus Super Puma helicopter to be retired, following the fatal crash on 29 April in Norway.

The CHC-owned helicopter was on its way back from the Statoil-operated Gullfaks B platform when its rotor loosened and detached mid-air and the aircraft crashed into a small island in Turoy, near Bergen. All 13 people aboard the aircraft died.

The petition at Change.org, is calling for all the aircraft of the same type to be retired.

Safety and Health Magazine | 21 April 2016

EPA: Proposed Changes to Rule on Risk Management Program Will Boost Process Safety

The Environmental Protection Agency (EPA) is proposing changes to its Risk Management Program (RMP) rule, claiming the new requirements would improve chemical process safety and keep first responders safer.

Announced on 25 February, the changes come after 2 years of outreach to communities, first responders, local governments, and industry stakeholders.

The RMP rule would require:

  • Employers to use safer technologies and alternatives in process hazard assessment
  • Third-party audits and root-cause analysis to identify areas where safety improvements can be made at facilities
  • Coordination between facilities and local emergency response agencies in emergency planning and preparedness
  • Certain facilities to conduct emergency response exercises with local responders

“This proposal is a step in the right direction,” Mathy Stanislaus, EPA assistant administrator for the Office of Land and Emergency Management, wrote in a blog post. “We want to build on the success of leaders in the chemical industry by enhancing their operations to prevent accidents, and we want to make sure that communities are fully prepared for a chemical plant accident, so that first responders, workers, and neighboring community members are protected.”

Troutman Sanders | 7 April 2016

PHMSA Proposes Rules To Expand Gas Pipeline Safety Regulations

On 17 March, the Pipeline and Hazardous Materials Safety Administration (PHMSA) issued a Notice of Proposed Rulemaking expanding regulations for gas transmission and gathering pipelines.

Specifically, PHMSA proposes, among other things, to enhance integrity management requirements, create a new clarification applicable to gas pipelines labeled as moderate consequence areas, require pressure testing for older pipelines that have not previously required testing, and modify regulations regarding onshore gathering lines.

Video: A Structured Approach to Coaching

Shawn M. Galloway of ProAct Safety, shares a proven, structured approach to coaching for performance of any kind.

ProAct Safety | 31 March 2016

Column: Safety Culture and Social Media

American culture has already been heavily impacted by social media. Cultures once formed around the workplace, school, church, or other places where people gathered to build relationships. Today, people can get together and form cultures in cyberspace. It is just a matter of time until these cybercultures are tapped as a resource to build organizational and safety cultures.

Organizations that have been challenged by their own logistics now have a way to connect previously disconnected workers and to form safety cultures via social media. Already, Facebook and LinkedIn have invited companies to form their own groups online. Many companies have utilized the Internet to distribute safety manuals and guidelines to their scattered workforces via shared, restricted-access websites. Adding opportunities for their workers to chat with each other and share ideas, experiences, and best practices is a logical extension of internet and cell phone usage.

Although logistically challenged organizations will be among the first to use social media, other organizations without logistical problems will follow in close order. We often joke about people sitting across a table texting each other rather than speaking. However, the joke is becoming the new reality. We are becoming more and more users of social media and texting and less and less users of interpersonal conversation. Recognizing this reality is the first step toward forming company and safety cultures via social media.

Sharing everyday experiences and ideas in real time is a great lure to participation for workers. The ability to communicate accident-investigation findings immediately or even to have a safety stand down via everyone’s smart phones could prove invaluable. Immediate access to another employee with greater expertise without travel could improve job-safety analyses and other forms of prejob planning.

The fact is workers already communicate with some of their fellow workers via social media. Groups of friends, family members at work, and neighbors who are also work associates often have friended each other and communicate regularly. An organization can easily create a work community online to facilitate the connection of these groups. Several types of social media already facilitate multiple groupings of contacts such as family and friends. Adding business associates is a simple next step, for which the technology already exists.

Fuel Fix | 21 March 2016

NASA Brought in To Advise on Reducing Offshore Drilling Risk

The commonalities between roughnecks and astronauts sounds like the beginning of a bad joke.

But the government’s offshore drilling inspector, the Bureau of of Safety and Environmental Enforcement (BSEE), announced Thursday that the National Aeronautics and Space Administration (NASA) has agreed to advise it on reducing the risk of accidents.

“Both BSEE and NASA work in harsh and uncompromising environments, relying on cutting-edge technology to go deeper and further than previously thought possible,” BSEE Director Brian Salerno explained in a statement.

Offshore Energy Today | 17 March 2016

Oil & Gas UK Backs Move To Boost Helicopter Flights Safety after Sumburgh Crash Report

Oil & Gas UK, a representative body for the UK’s oil and gas industry, has responded to the Air Accidents Investigation Branch (AAIB) report into the Sumburgh offshore helicopter accident from 2013 by supporting the move to enhance the safety of offshore helicopter flights.

In August 2013, an AS332 L2 Super Puma helicopter with 16 passengers and two crew on board crashed in the UK North Sea. Four of the passengers did not survive.

According to the findings published on 15 March by AAIB, upon being cleared to land to Sumbrugh airport, the airspeed of the helicopter started to drop steadily, unobserved by either the pilot or copilot, allowing the helicopter to enter a critically low energy state, from which recovery was not possible, and the helicopter crashed in the water.

Offshore Energy Today | 15 March 2016

PSA Finds Flaws in Transocean Arctic Emergency Preparedness

Transocean’s semi-submersible rig Transocean Arctic does not meet all the requirements when it comes to the management of emergency preparedness and the working environment, the Norwegian Petroleum Safety Authority (PSA) said after it carried out an inspection of the rig from 7 to 10 December 2015.

Transocean Arctic. Image from Det norske.

The objective of the audit of emergency preparedness was to monitor that Transocean has worked systematically to prevent major accidents and that the facility’s emergency preparedness organization, equipment, and systems are properly fulfilling emergency preparedness functions during winter operations.

The safety authority added that the objective within the working environment domain was to assess whether Transocean’s systems and practice for following up working environment risk during activity in a cold climate met the regulatory requirements.

The Transocean Arctic had shortcomings that were related to at-risk groups, follow-up of measures, training, and composition of the emergency preparedness organization and fire stations among others.