Managing the HSE Interface: Changing How the Industry Owns the Space Where Operator, Driller and Service Providers Co-Exist

Abstract

Abstract "Great minds think alike" is a well known proverb that is often attributed to the results of successful actions. Within the oil and gas industry many individually possess the great minds and successful actions but at the well site, interface opportunities exist in how to maximize the synergies of our individual successful actions. Many of the catastrophic events within the industry have occurred in the physical and virtual space where Operators, Drilling Contractors (Drillers) and Service Providers co-exist. This may be related to where the joint parties have not effectively co-existed. While each has their own physical equipment and Health, Safety and Environment (HSE) Management Plans, these separate systems overlap. In this central space of overlap or interface, the risk of a catastrophic event can increase if the overlap is not effectively addressed or managed. Some collectively manage the interface using a Safety Case, Joint HSE Management Plans, and/or Simultaneous Operations Plans to identify hazards and mitigate risks. These processes and plans generally focus on addressing traditional Process Safety and Personal Safety hazards. Where the interface also jointly addresses the cultural and human factor aspects, by all parties, the risk of process and personal safety events can be greatly minimized. This paper discusses the incorporation of the aspects of Culture and Human Factors into the management of the interface; complimenting the elements of Process Safety and Personal Safety. Five key aspects are explored: Mission, Accountability, Communication, Capacity, and Learning. By overlaying these aspects into a more holistic view of ownership, changes can be made to joint responsibility and management of this interface, enabling the industry to collectively accelerate step change in how process and personal safety risks are mitigated.