• 2011 - Gas

    A fire had occurred and an employee had been burnt.  The company had carried out their own investigation but asked Andy to give them his opinion.  Using causal trees and applying his knowledge of human factors he was able to ask some searching questions that highlighted organisational and management weaknesses.  As a result the client developed a new engineering standard for the equipment being used at the time of the accident; and reviewed training and audit programs.

  • 2007 - Food and drink

    The client was planning to significantly increase the quantity of highly flammable material being stored on site. This would make it a Top Tier establishment under the COMAH regulations.

    Andy's role was to specify requirements for developing the company's safety management system required to demonstrate major hazard risks were as low as reasonably practicable. This involved discussions with the Competent Authority and analysis of the company's activities. Andy developed a specification that identified what systems and procedures the client needed to develop in order to satisfy the requirements of COMAH. This specification was written in a way that could be included in the COMAH safety report as a description of how the company manages its major hazard risks.

  • 2012 - Liquefied Petroleum Gas (LPG)

    The client had recognised that they had a number of safety instrumented systems and hence IEC 61511 would apply.  However, they had no experience of applying the standard and were unsure about the best way to develop an in-house procedure.  They asked Andy to develop a procedure for them taking into account the standard, industry good practice and the company's systems and organisation.  The result was an eight page document following the structure of HSE's POPMAR model (i.e. Policy, Organising, Procedures, Measuring, Audit and Review).  This was very well received because it addressed all the requirements in a very clear and simple way that was straightforward to implement.

  • 2004 - Oil

    The site had recently become a COMAH establishment. This created the requirement for a formal permit-to-work system. Being a very small and simple operation, the client did not have the resources to develop, operate or maintain a complex system. Andy was asked to develop a system that was compliant with relevant regulations and guidance, but practical for the operations taking place and staffing levels present on the site. Andy developed a two-part permit-to-work system. The first part was used during the planning stage of a job to analyse the potential risks and specify the necessary controls. The second was used to control the work on the days it was being carried out. The client felt this was a very practical solution.

  • 2006 - Financial

    The client had an existing management system that was overly bureaucratic and complex, given the modest risks associated with their business. Andy advised how the system could be slimmed down by focusing on significant risks and setting the objective of selling health and safety to managers and staff. He facilitated the development of a policy statement, safety organisation and risk control measures.

  • 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.

  • 2005 - Oil products, Bitumen

    The client had recognised that the operating procedures for the site had become out of date and that rewriting them in their current style was unlikely to represent current best practice. Andy was asked to assist in implementing an improved approach to procedures. Working with the site, Andy developed the principle of an operators' manual. This would provide the basis for operator training and contain all the necessary procedures, job aids and other documents to be used by operators. The idea being that only information relevant to the operators was included so that it would always be easy to find what was needed.

  • 2012 - Gas

    Andy was asked to carry out a human factors audit to determine how well the client was meeting the requirements of COMAH (Seveso II) regulations and industry best practice.  He developed a question set that covered the HSE's 'Top 10' human factors topics, interviewed a range of personnel and collected documentary evidence.  His audit showed that the company was managing most human factors issues very effectively, but sometimes the arrangements were not clearly defined.  He developed a list of actions that provided a plan for tightening up arrangements to ensure they remained sustainable over the longer-term.

  • 2014 - Offshore gas

    The client had completed a number of bow tie analyses in support of their safety case.  Andy was asked to review these to identify any significant human factors issues.  He reviewed the barriers in order to determine which would be considered safety critical tasks or safety critical activities; and made recommendations about how the adequacy of these barriers could be ensured.

  • 2004 - Gas power station

    The client was in the process of commissioning a 750 MW combined heat and power (CHP) power station that was to supply electricity to the national grid and steam to nearby industrial facilities. Andy reviewed the newly developed safety management system to advise on whether it was fit for the needs of the operating plant and compliant with the Health and Safety Executive's guidance (HSG 65) and the Occupational Health and Safety Specification (OHSAS 18001). Andy's review confirmed the system was largely compliant, but that it was in danger of being unnecessarily bureaucratic. He made a number of recommendations to simplify the system by ensuring the true nature of hazards and risks were reflected by the system and its associated procedures.