Developing Internal Human Factors Capability in an Australian Oil and Gas Company

Abstract

Abstract The contribution of human factors in major accident events is well established and accepted. Organisations are increasingly seeking help on how to best understand and manage human factors issues. This paper describes how Woodside has progressively strengthened its internal human factors capability over the past five years to complement its existing skill set and improve health and safety performance. Woodside began by creating a new role in its health and safety function for an organisational psychologist. The purpose of this role was to deliver a range of human factors projects, increase the profile and knowledge of human factors in the business, as well as provide and guide the use of human factors tools and methods. The first project was on the subject of safety culture and the work scope has progressed to cover a wide range of human factors topics important for high hazard industries. Human factors focal points were also established and these people are given more knowledge and skills on certain topics to provide support at a local level. This capability is supported by a steering group, aligned plans, preferred tools and practices, and human factors competencies. Woodside now has multiple full time human factors advisers, a wide network of human factors focal points, and many human factors "spotters". Improvement in a number of areas has been achieved and a demand and enthusiasm created for using human factors methods to improve all aspects of performance, not just health and safety. This paper will interest organisations wanting to strengthen their internal human factors capability.