Some of our past papers
Below are just a few of the papers that we have written on the technology aspects of HSE Management and Monitoring.
Our experience, however goes well beyond simply designing and implementing a clever piece of technology. With decades of practical experience in the HSE business, SCS brings you and your organisation a completely unique combination of skills that will place you at the forefront of effective HSE Management.
"Behaviour, the final frontier. A proven approach to changing organisational behaviours" SPE/IADC Middle East Drilling Technology Conference and Exhibition (MEDT), Muscat, Oman, October 2011
A wise person once said "If you always do what you always did, you'll always get what you always got". Never was it more true than in the field of safety. More of the same approaches to safety will give organisations exactly the same outcomes. That is why many complain that their safety performance appears to be stuck on a plateau. Despite all of their efforts over months and in many cases years, they are not seeing any discernible improvements.
To get down the final slope towards a zero accident culture requires major changes in how companies and people approach safety in the workplace. To most managers, already besieged by deadlines, cost controls, staffing issues in an ageing workforce, national and international legislation, the idea of modifying the corporate culture at the same time is perhaps a step too far.
A complete change is essential however if the ultimate goal is to be achieved. Society is demanding that organisations and the management of these organisations are held accountable for their safety performance. Charges of corporate manslaughter are no longer theoretical penalties, they are a fact of life.
This paper discusses what is required of management to change safety behaviours and presents the results of a behavioural safety initiative which delivered tangible improvements in overall safety performance.
"Components of an integrated HSE Performance Management System". SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. Rio de Janeiro. Brazil April 2010
Lord Kelvin famously stated "When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in your thoughts advanced to the stage of science". So it is with safety performance.
Measuring the Lost Time Injury Frequency Rate or the Total Recordable Injury Rate alone tells us nothing useful about an organisation's safety performance. Severity indices provide little more than an indication of how lucky the victims were. Yet still, these are the metrics most often touted as indicators of an organisation's safety successes or failures.
Reality is much more complex. Lagging indicators such as the above offer no insight into where efforts need to be focused within the organisation to achieve safety improvements. They tell us nothing about which part of the operation needs attention and from where lessons can be learned. They present a homogenised snapshot of historical data with no opportunity to drill deeper into how or why the company performed as it did. Even in the most structured organisations, they are fraught with irregularities and uncertainties.
This paper examines an HSE Performance Management system which was designed to bring together all available information and to present it to managers in such a way that weaknesses in the organisation could be identified quickly and the effects of remedial initiatives clearly demonstrated.
"Revealing the Real Picture Behind Safety Performance Statistics". Bahrain, March 2007
Traditional safety performance continues to be centred round measurements such as Lost Time Injury Frequency Rate (LTIFR) or Total Recordable Injury Rate (TRIR). In themselves, these metrics do not provide an adequate picture of actual safety performance.
Naturally, all organisations want to see a continuous improvement in their safety performance as reflected by a steady decrease in LTIFR and / or TRIR. The downside to such measurements is that they do not take into account normal fluctuations that are inevitable, due to the randomness of accidents and incidents.
All too often, a period of good safety performance is followed by a period of poor performance. It is not uncommon for this to promote an instinctive reaction by management to investigate what has gone wrong and make changes to correct the problem. Unfortunately, in many cases, a clear picture of what is happening is not available, resulting in uninformed decisions being taken.
It is easy to paint a false picture with numbers. This paper describes the issues surrounding misinterpretation of safety performance figures and proposes an alternative metric which can be used not only to measure improving (or otherwise) safety performance but will also accommodate random short term fluctuations in safety figures.
"Considerations in the design of an HSE Web Site within the framework of an effective HSE Management System" Journées Scientifique et Technique (JST-6) Algiers, Algeria, June 2004
"Improving the implementation of HSE Management Systems through the use of Neural Networks to analyse accident data. 7th International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production, Calgary, March 2004
Many companies have access to large databases of accident / incident data collected over many years of operations. Often however, best use of this data is not made and organisations find themselves limited in most instances to the generation of standard reports such as Lost Time Injury Frequency Rates or, at best, offering management the opportunity to generate ad hoc queries. As a consequence, a large reservoir of useful knowledge remains untapped.
Human beings are notoriously bad at recognising patterns within data. When presented with huge quantities of information, we are unable to process it simultaneously and rapidly become overwhelmed. Neural Networks offer a solution to this problem. They provide HSE and line management with the opportunity to look deep into their accident databases and identify patterns within this data store. These patterns can then be used to identify appropriate management HSE objectives to further reduce accident rates.
Using Neural Networks to analyse accident data provides a tool which satisfies four important questions in improving HSE performance; "What are the major contributing factors to existing accidents?", "What new issues are beginning to become a problem?", "How effective have previous measures been in reducing the contribution of specific factors in accident causation?" and finally, "Have we achieved all that we can achieve within the scope of our current accident investigation methods?"
This paper describes how a Neural Network can be set up to analyse accident data and presents the results of several investigations using hundreds of accident reports.
As recent history has demonstrated, an event thousands of miles away can have catastrophic consequences not only for the Company but for the CEO.
How confident are you that some department in your area of responsibility is not becoming an increasing risk to the organisaiton? Learn how to measure and evaluate all of your direct reports' performances.
Do you know how your department is functioning? Are you aware of where your operation might be affecting the overall integrity of the company?
You are at the frontline of your company's HSE performance. Are you clear on how your work and HSE Culture can affect the company as a whole?