Health, Safety And Environmental Management for the 21st Century

This report summarizes my experiences in creating an extremely successful HSE (Health, Safety And Environmental Management) program within (a Canadian owned petroleum company) that had very few HSE programs In this paper, I attempt to present as clearly as possible a picture of where the organization, was when I came and what actions I took along the I’d never been to before or to some of the Former Soviet Republics. I did research the nation through the Internet and discovered that wasn’t the barren arctic waste-land I had envisioned but instead a beautiful and varied country with mountains and plains (known as steppe) and just some of the Caspian Sea, the world’s largest freshwater lake.

HQ was located in Almaty, a gorgeous city that was a blend of European and Asian architecture and culture. Like all new employees, I had to meet the people, understand the company, and discover a place to reside. I rented a great apartment in an ideal location named Samal 2. This region is near the hills and my apartment was next door to the restore, a mall with a grocery store which made my first experience very pleasant.

I only had just a two-minute walk to receive my necessities. Previously, there was an HSE & Training Director situated in the Oil Field but his role has been primarily associated with training. My first job was to visit the oilfields and see what was happening there and to speak to the people both in HSE and surgeries. (PK) had two primary operating groups, one called PKKR that was the oil-producing side and another called PKOP, the refinery.

PK also had railroad loading terminals, oil storage facilities, and retail gas stations. I had decided before leaving my field visit I would: Meet as many important people as possible and hopefully convince them to tell me about HSE in their own areas, the good, bad, and ugly. Go to the oil field operation websites and have a look for me, assessing hazards and risk measures being taken to control them.

Make a summary of openings I saw and assess the openings vs. Our 10 point HSE program (based upon gap analysis. Enhance Management HSE Direction – We had to understand how Business managers/supervisors watched their role in HSE. We then needed to build workshops that would identify key HSE functions and responsibilities for supervisors and managers. Performance targets for HSE would be included in management’s Annual Performance Appraisal.

Incorporate Risk Management & Assessment – Hazard identification training ought to be provided for all employees in addition to Introduction to Risk Management for all supervisors and managers. Boost HSE Training – HSE training programs weren’t developed for each site based upon risk. New training plans for employees based upon risk required to be developed as well as training for managers on how best to evaluate their employees in HSE performance.

Contractor HSE Programs were identified as a critical requirement. A proposal was made to employ an experienced HSE Contractor Pro to get the application started. Build Safety in Design – PK had relied upon EPC contractors to guarantee safety in design previously. A”security in design strategy” would call for uniform security design processes for all future EPC contracts. An integral requirement is a mandated Safety in Design Plan.

Update Operations & Maintenance Plans- There were many gaps in operator training in addition to a lack of Standard Operating Procedures (SOPs) in several key job tasks. A contractor to come up with the operator training and SOPs has been suggested. Maintenance and integrity procedures required to be reviewed and upgraded. A proposal for a computerized ethics maintenance system was indicated.

New Information & Documentation System – Many HSE reports being generated inside PK but not under uniform criteria rather than combined for review by senior management. A centralized and uniform HSE reporting system and the database have been suggested. Boost Crisis & Emergency Plans- Normally the Emergency Response plans were quite good and complied with the law. But, PK lacked a corporate emergency management plan.

We suggested that all local site emergency response plans be reviewed and updated along with the employees be trained according to those plans. Plans must also be translated into both languages used in the area, i.e., English and Russian. Employing an experienced emergency response adviser to develop a corporate Crisis Management Plan has been considered a logical way forward. Revamp Incident Investigation & Prevention – Since there were no uniform injury investigation procedures or injury reporting forms, we suggested that new processes and forms for incident investigations have been developed.

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