• Development of an emergency preparedness report for a LNG storage and export facility

    2003 - Liquefied Natural Gas (LNG)

    The client was the design contractor for a large Liquefied Natural Gas (LNG) facility to be located in Northern Norway. As part of the contract the client was required to provide an 'emergency preparedness report' that defined equipment and procedural requirements, that was to be used by the Operator to develop emergency systems for the facility. Andy developed the emergency preparedness report for the client. This involved reviewing the Operator's specifications and the plant design and risk assessments. Andy advised the client on the minimum requirements, and practical considerations given likely manning levels and environmental conditions (note the facility was to be operated in northern Norway). He attended meetings with the client and Operator to confirm the necessary arrangements.

    The client was planning to change from a 8-hour to 12-hour shift pattern. The main driver for this was that they were having problems arranging cover for holidays, sickness etc. This had resulted in frequent working of double shifts (i.e. 16 hours). Andy made extensive use of fatigue research documented in HSE Contract Research Report 254/1999, and the working time directive and UK regulations. Communication was key element in this project and research about shift handover described in HSE offshore report OTO 96003 was used.
  • Evaluation of site emergency response arrangements

    2006 - Steel manufacture

    The client had experienced an incident that caused significant plant upset and had the potential to be a COMAH (major hazard) accident. Andy was asked to investigate how the incident had been responded to by the plants affected and the wider site, and to evaluate whether the emergency management systems were adequate for the nature of hazards present.

    Talking to key people involved and reviewing logs from the incident, Andy developed a comprehensive timeline of the incident; and assessed the communications and decision making processes that had been employed. From this he identified a number of apparent shortcomings. He then compared the existing emergency management system and procedures with documented good practices from HSE and others and was able to identify the root causes of weaknesses in the system, particularly regarding command and control. He recommended that the existing system could be restructured and simplified, and that this would significantly improve the way it works in practice.

  • Human factors analysis of systems for evacuation, escape and rescue

    2007 - Gas, offshore

    Following a major incident on an offshore platform the client identified a number of human errors that had occurred during evacuation, escape and rescue.

    Andy was asked to carry out a human factors analysis of the systems in place, taking into account the events that occurred during this incident. He visited the platform in order to observe arrangements and talk to key personnel. He then completed a task and error analysis. From this Andy made a number of recommendations for improving procedures, training and equipment arrangements.

  • Improving a large site's emergency plan

    2007 - Steel manufacture

    Following an incident at the client's site, Andy recommended that emergency plans and procedures needed to be simpler and easier to follow. He worked with site personnel to modify the current documents to cover foreseeable emergencies, including COMAH major incidents.  The updated system was based on the POPMAR principles. There was an agreed policy statement with an organisation and set of site and plant emergency plans for implementation.  Also, arrangements for performance measurement, audit and review were considered.

  • Managing changes to onsite emergency response team

    2004 - Pharmaceutical

    The site in question is one of the client' major assets. It has its own emergency team to provide emergency response. In order to improve arrangements and reduce costs the client was looking to make some changes in the way the team was organised. Andy was asked to carry out a qualitative risk assessment of the planned changes and to advise whether the proposal was sensible. Also, to advise on how it should be implemented. Working with a junior colleague, Andy discussed the key issues with all those likely to be affected by the changes. From this the main potential risk factors were identified and evaluated. The conclusion from the project was that the changes could go ahead if certain activities were carried out when managing the change.