• Occupational stress risk assessment

    2003 - Health/Medical

    This project involved the use of the 'Work Positive' methodology published by NHS Health Scotland to assess the risks to health of the client's staff from Stress. It involved a postal questionnaire and series of focus groups. The subsequent report identified the areas where stress was the greatest concern, and suggested methods to reduce the risk. Although not actively involved in the assessment, Andy made a significant contribution to the analysis of the results and completion of the report.

    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.
  • Quantified risk assessment at the design stage of 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. The project was a full Quantified Risk Assessment of the design to identify any points of weakness and demonstrate that personal and societal risks were acceptable to the Operator and Norwegian regulator. Andy's role in the project was to calculate the predicted frequency of loss of containment, fire and explosion events. For pipework and fittings, a formula derived from the HSE offshore hydrocarbon release data, modified for LNG use, was used to determine leak probabilities. For other items (e.g. ship loading arms, tank foundation heaters) Andy used industry databases and developed event and fault trees for the analysis. The results from the QRA were used to modify the design in a number of key areas to reduce risks.

    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.
  • Review of shift handover systems

    2007 - Oil products distribution terminals

    One of the conclusions from the inquiry into the Buncefield oil storage depot explosions and fire was that organisations must have effective shift handover arrangements.

    Andy was asked to review arrangements at two of the client's sites to determine if they were suitable and sufficient. He was provided with copies of logs, handover procedures and audit findings; and had informal discussions with personnel. Comparing with available guidance he concluded that the existing system were too informal and ad hoc, and so needed improving. However, he recognised that no problems were identified with the way handovers were actually carried out in practice, and so was able to recommend that the action required was to largely formalise existing arrangements rather than generate a new system.

  • Safety management system review

    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.

  • Supporting the analysis of an incident that involved errors by a control room operator

    2011 - Gas

    The client had experienced an incident. Although the consequences had been relatively minor it was recognised that a number of failures had occurred, including errors by the control room operator, that could indicate deep set human factors problems. Because of his knowledge of the site, Andy was asked to assist in the analysis of the incident. He was able to point towards systemic weaknesses that had contributed to the errors. Also, he was able to show that warning signs had been visible for some time prior to the incident, but people had not appreciated their significance. The client is using the findings from the incident, including Andy's report, to develop plans to improve the management of human factors across the business.

  • Thorough review of an offshore safety case

    2014 - Offshore oil

    Andy was tasked with completing a human factors assessment as part of the company’s five yearly Safety Case Thorough Review.   He did this by comparing the content of the Safety Case and underlying systems and procedures with latest standards and guidelines.  Key topics included procedures, training and competence, supervision and management, and control room design.  He made two sets of recommendations.  The first was how the company could improve the way it manages human factors and the second how the Safety Case should be updated to improve coverage of human factors.  In this case it was found that the company had a number of significant gaps and Andy was able to help the company to prioritise actions to improve.

  • Thorough review of an offshore safety case

    2014 - Offshore Oil

    Andy was tasked with completing a human factors assessment as part of the company’s five yearly Safety Case Thorough Review.   He did this by comparing the content of the Safety Case and underlying systems and procedures with latest standards and guidelines.  Key topics included procedures, training and competence, supervision and management, and control room design.  He made two sets of recommendations.  The first was how the company could improve the way it manages human factors and the second how the Safety Case should be updated to improve coverage of human factors.  In this case it was found that there were some discrete gaps, some of which were already being addressed by the company.  Andy was able to confirm that the company's existing plans would have a positive impact, with some suggestions for improving effectiveness.