IMPLEMENTING A CULTURE of SAFETYImplementing a Culture of Safety Deepwater production of oil and gas takes place in one of the world's most hazardous and dangerous environments a place where operating in a pervasive Culture of Safety is not an option but an absolute requirement. Why? A deepwater disaster could be as horrific as a release of a multi-megaton nuclear weapon! A single deepwater player, making a poor decision, could cause an accident the size of a multi-megaton disaster! The number of vitally-interested stakeholders has mushroomed, and they are mad! The number of participants in the development of a billion dollar asset has skyrocketed! Energy executives now have everything at stake when responsible for a god-like, megaton disaster! To stay safe and productive, energy companies must step up their game with new and improved ways of operating: High Reliability Organizations Strong-Bond Governance Asset Integrity Management Integrated Operations Authorization, e.g., Two-Key Requirements Surrounded by a true Culture of Safety. The heart of the matter is to design a valid Culture of Safety and then implement it on target, on time and on budget! |
Contents
play | 17 |
Protecting Lives and Business Value with a Culture | 19 |
Everything is at Stake In this | 31 |
Personal responsibility of Energy Executives | 39 |
The Elements of Organizational Culture | 71 |
The Requirement for a Culture of Safety | 89 |
A General Model for Implementing | 103 |
Success Factors for Implementation of | 109 |
To Chapters Seven thru Eleven | 167 |
Altering Facilities Equipment | 239 |
Altering Performance Management for | 261 |
Project Management of the Implementation | 304 |
The Continuing Culture of Safety | 335 |
of the Culture of Safety | 347 |
Detailed Steps In The Three Phases | 379 |
Ensure employee translation of the vision of the Culture | 397 |
Other editions - View all
Implementing a Culture of Safety: A Roadmap for Performance Based Compliance Dutch Holland,Dba Scott Shemwell No preview available - 2014 |
Common terms and phrases
actors agreement Alter and test alterations needed altered FET altered processes altered roles altered work processes and/or Apollo 13 Arrow Example Asset Integrity Management boss breakdown structure BSEE budget change leader change management change projects chapter CHRO communication company’s compensation completed compliance contractor critical Culture of Safety day-to-day deepwater detailed develop Dutch Holland employees engineers ensure environment equipment executive existing FET feedback FET alterations Figure High Reliability Organizations Identify impending change implementation project implementing a Culture leadership Macondo master schedule meeting Mind-Clearing Example-Imagine NASA needed alterations offshore one-on-one operating guidelines organization members organization's organizational change performance management system Phase play procedures process alterations project charter project manager responsibility risk roles and goals safe operation safety culture Safety implementation safety tenets Sarbanes-Oxley Act steps target terajoules theater company transition two-key understand upstream vendors workers