The Psychology of Process Safety: How to Bridge the Mental Gap

The Psychology of Process Safety: How to Bridge the Mental Gap

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.

Five ways to make PAS 55 work for your organisation

Five ways to make PAS 55 work for your organisation

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.

How To Double Asset Life And Halve Shutdown Time

How To Double Asset Life And Halve Shutdown Time

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.