Social construction of the aetiology of designer error in the UK oil and gas industry: a stakeholder perspective

2010 ◽  
Vol 21 (1) ◽  
pp. 49-73 ◽  
Author(s):  
Varuni Wimalasiri ◽  
Nick Beesley ◽  
Alistair Cheyne ◽  
Kevin Daniels
2017 ◽  
Vol 57 (2) ◽  
pp. 374
Author(s):  
Martin Anderson

On 2 September 2006 a reconnaissance aircraft Royal Air Force Nimrod XV230 suffered a catastrophic mid-air fire on a mission over Afghanistan, leading to the total loss of the aircraft and the death of all 14 service personnel. This paper summarises key issues from an independent inquiry and challenges the oil and gas industry to reflect on these. The author, a Chartered specialist in human and organisational factors, contributed to The Nimrod Review as a Specialist Inspector with the UK Health and Safety Executive.


2017 ◽  
Vol 57 (2) ◽  
pp. 498
Author(s):  
Mike Lynn ◽  
Alan Samuel

In the last 12 months or so, particularly with the drop in oil price, there’s been a lot of speculation about the future of the Australian oil and gas industry. Strenuous efforts are being made to bring down costs, reduce complexity and expedite the completion of major capital projects. Yet with the commodity price looking likely to be subdued for some time, serious questions persist. How can we sustain activity in Australia, secure the investment needed to continue exploration and appraisal drilling, for the next wave of projects? In looking for answers to these challenges, collaboration is a theme that comes up time and time again. But what does it actually mean? What does it look like in practice? Who does it well and how? And which companies are reaping the rewards of great collaboration? To fill this knowledge gap we are launching a survey which will look at many aspects of collaboration in the Australia and compare this with the results of similar surveys conducted in the UK. We will be looking to survey both operators and service companies working in the Australia and find out: What does collaboration mean? What constitutes effective collaboration? How do companies view themselves and each other as collaborators? How does collaboration in Australia compare with companies in the North Sea? We hope a better understanding of collaboration could help companies in Australia continue to improve productivity and efficiency, adopt new ways of working, and truly make the most of Australia’s abundant resources.


2021 ◽  
Author(s):  
Peter Vincent Bridle

Abstract In July 2021, commemorations will be held to mark the 33 years since the 1988 Piper Alpha tragedy in the UK sector of the North Sea where 167 oil field workers lost their lives. Without question, the incident was a watershed event for the international oil and gas industry not simply because of the immediate toll in human lives lost, but also in terms of the devasting aftermath endured by countless friends, families and loved ones whose lives were forever changed. The tragedy also served to illustrate just how poorly the oil and gas industry really understood and managed those operating risks that possessed the potential for catastrophic loss, both in terms of business cost and overall reputational impact. In the wake of the public enquiry that followed and chaired by Lord Cullen of Whitekirk, one of the principal recommendations required that the international oil and gas industry do a much better job in determining both its major hazards (i.e. major operating risks) and also in creating the necessary operating conditions to demonstrate that such things were being well managed. The objective being to provide tangible assurance that the likelihood of the industry ever incurring such a calamitous event again in the future had been reduced to as low as reasonably practicable (ALARP). In taking its responsibilities very seriously, the international oil and gas industry responded by raising the profile of the management of Health, Safety and the Environment (HSE) across the wide spectrum of its global operations. By the mid-nineties, the industry had implemented comprehensive and structured systems of work within the framework of purposely built HSE Management Systems using templates designed and developed for the industry via the International Oil and Gas Producers (IOGP)*.


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