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When disaster strikes at an oil and gas facility, it is the people on the ground that feel the immediate impact. But exactly how much of process safety success is predicated on senior managers that might be countries or continents apart? In this exclusive interview with Dr Laura Fruhen, Research Fellow at the Industrial Psychology Research Centre at the University of Aberdeen, we touch on the tangible importance of senior manager leadership in process safety culture story.
In the course of the interview, Dr Fruhen covers:
Questions any manager should ask to find out if they really understand safety issues
“Social competence” and its relation to process safety
How senior managers control their safety commitment
Practical steps to help manager optimise the trickle down effect of process safety
The importance of communication and leadership in buy-in to safety culture
How to bridge the disconnect between senior managers and staff
The importance of an open reporting culture and hearing both the good and bad news
Balancing contact through personal presence and delegation through subordinates
The linguistic aspects of the promotion of safety culture throughout an organisation
Prefer to read the interview? You can download a transcript version of the podcast here.
Once change management has risen to the top of your corporate agenda and the Top Brass have agreed that the process must go forward – only then does the fun begin.
Here at Oil and Gas IQ we have bumped heads with our counterparts at the PEX Network to put together a list of five essential steps to follow when change management is afoot in your organisation....
In the long-run, a company is only as good as the assets it maintains, which makes the process of asset integrity the single most important task that an oil company undertakes. The fundamental functions that fall within the asset integrity spectrum can best be divided into three distinct skill subsets: production, process and people.
In this interactive infographic, we outline the 24 essential criteria that need to form part of a winning and disaster-proof AIM/HSE programme. This is an invaluable resource to sustain your focus on the critical elements that ensure that integrity is always maintained at an onshore or offshore asset.
Across the world the oil and gas industry makes great claims to have embraced ‘Best Available and Safest Technology’ (BAST).
In this e-book, Derek Park follows up some of the responses to his article 'Never Say Never Again’ which looked at the lessons learned from major incidents.
He also looks at some technology which challenges convention in pursuit of better solutions in the most crucial areas of well construction.
In this exclusive interview, Oil & Gas IQ’s Tim Haïdar asks Mel Karam, Director of Asset Management at Southern Water, for the five main ways to make PAS 55 work in any asset-heavy organisation.
PAS 55 is the British Standards Institution's (BSI) Publicly Available Specification for the optimised management of physical assets - it provides clear definitions and a 28-point requirements specification for establishing and verifying a joined-up, whole-life management system for all types of physical assets.
Mel was previously Director of Asset Management at Thames Water, and prior to that, Network Director at Scotia Gas Networks responsible for managing a third of England and Scotland gas distribution network Assets. He brings more than 15 years professional asset management experience to Southern Water. Prior to working for Scotia Gas Networks, Mel performed in a number of senior management roles in National Grid, Transco and British Gas. As well as his experience as an Asset Management practitioner, Mel has contributed to the development of asset management as a discipline in the UK through his professional involvement in the Institute of Asset Management.
In this exclusive interview with Oil & Gas iQ, Martin Sedgwick, Head of Asset Management at ScottishPower, expounds on the benefits of how cross-industry learning can help companies drastically reduce their outlays and turnaround times in their assets.
On joining ScottishPower in 2001, Martin worked as the Station Manager at Longannet Power Station, responsible for the management of the 2400MW coal fired power plant in central Scotland.
In 2007, Martin was appointed to his current role with the aim of developing the groups asset strategy in line with PAS 55 and developing an integrated approach to operations, maintenance and engineering including developing a new risk approach to asset management.
Prior to joining ScottishPower, Martin worked in a range of power plants, including coal, nuclear and CCGT’s in commissioning, operations, maintenance and engineering.
In the course of his interview, Martin touches on:
How the oil and gas industry could benefit from looking at other business sectors and their integrity programmes
Specific areas in which oil operators can learn from power companies
What ScottishPower is currently doing to innovate their asset strategy
How RBI and real-time condition monitoring can halve shutdown times
His opinions on how the Great Crew Change will affect the asset integrity field.