Safety Management Systems as communication in an oil and gas producing company

Wold, Thomas; Laumann, Karin

doi:10.1016/j.ssci.2014.08.004

Cited by 27 publications

(13 citation statements)

References 61 publications

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“…Moreover, different categories of employees may have different attitudes towards safety management and safety culture overall. While management executives recognise the safety system as a fundamental tool for safe conduct, the attitude among the workers differs, as it seems that they think they are able perform their duties properly without safety management system (Wold and Laumann, 2015). Altogether, an effective implementation of safety culture might be a challenging, longitudinal task.…”

Section: Resultsmentioning

confidence: 99%

Safety Management Enhancement: The Case of Mintra Academy

Cairney¹

2015

IJMAR

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Abstract:This paper aims to provide a reflective look on fostering a 'safety culture' environment by providing oil and gas industry professionals with an opportunity to gain a recognised qualification relevant to their daily work. On a practical scale, safety culture can be stimulated by Control of Work programmes, combining various elements of safety and risk management, human factor management, effective communication and safety leadership. The Mintra Academy takes safety-related training to a new level by making training more contextual and compliant with industry standards utilising the Scottish Credit and Qualification Framework.

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Section: Resultsmentioning

confidence: 99%

Safety Management Enhancement: The Case of Mintra Academy

Cairney¹

2015

IJMAR

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“…In this regard, increasing the administrative workload of managers is a concern because it shortens the time managers spend at the sharp-end. Increased bureaucratization of safety in the petroleum industry has been problematized in other safety writings (Kongsvik and Fenstad 2007;Wold and Laumann 2015). More paperwork does not necessarily result in better safety, but may, on the contrary, have negative effects by reducing interaction with employees and operational activity supervision.…”

Section: Discussionmentioning

confidence: 99%

Sustaining safety across organizational boundaries: a qualitative study exploring how interorganizational complexity is managed on a petroleum-producing installation

Milch

Laumann

2018

Cogn Tech Work

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A qualitative study was undertaken to explore how interorganizational complexity is managed on a petroleum-producing installation. Fourteen semi-structured interviews were conducted. Data were analysed by means of thematic analysis. Longterm organizational relations, management's role in the field and worker involvement appear to facilitate high-quality work relations which, along with similar safety practices and philosophies across companies, appear to foster commitment to mutual operational goals and contribute to an open environment in which employees were inclined to report errors and problems. Still, due to the vast number of companies involved and the vast amount of information, coordinating work processes among companies was regarded as a constant challenge. Moreover, variations in experience among sharp-end workers from sub-contractor companies in periods of high activity and marked fluctuations were identified as a challenge. The quality of interorganizational work relations appears to have important implications for safety performance in this context, indicating that high-quality work relations across collaborating companies constitute an important component for achieving and sustaining safety. As research addressing relational factors in safety research to date has been sparse, more research is needed to further explore the safety functions of high-quality work relations. Theoretically, the current study contributes to extend the high-reliability organizations framework by highlighting the role of high-quality work relations as an element for achieving mindfulness.

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“…Therefore, promoting these organizational factors was needed to encourage workers to identify hazards and prevent incidents (Pinto et al, 2011). When first rolling out their FLRA process, Solvay management knew that if they were going to transform safety practices at the mine, there had to be open communication between hourly and salary workers about site conditions and practices (Fiscor, 2015; Heiser and Vendetti, 2015; Neal and Griffin, 2006; Reason, 1998; Rundmo, 2000; Wold and Laumann, 2015; Zohar and Luria, 2005). They discussed preparing themselves to be “exposed” to such information and commit as a group to react in a way that would maintain buy-in, use and behavior.…”

Section: Discussionmentioning

confidence: 99%

A case study exploring field-level risk assessments as a leading safety indicator

et al. 2017

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Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage individuals within the mining companies to work together to identify such indicators, executing risk assessments comes with challenges. Specifically, varying or inaccurate perceptions of risk, in addition to trust and buy-in of a risk management system, contribute to inconsistent levels of participation in risk programs. This paper focuses on one trona mine’s experience in the development and implementation of a field-level risk assessment program to help its organization understand and manage risk to an acceptable level. Through a transformational process of ongoing leadership development, support and communication, Solvay Green River fostered a culture grounded in risk assessment, safety interactions and hazard correction. The application of consistent risk assessment tools was critical to create a participatory workforce that not only talks about safety but actively identifies factors that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s previous process of risk-assessment implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks, as well as a variety of mini case examples that showcase how the organization worked through these barriers to facilitate the identification of leading indicators to ultimately reduce incidents.

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Safety Management Systems as communication in an oil and gas producing company

Cited by 27 publications

References 61 publications

Safety Management Enhancement: The Case of Mintra Academy

Safety Management Enhancement: The Case of Mintra Academy

Sustaining safety across organizational boundaries: a qualitative study exploring how interorganizational complexity is managed on a petroleum-producing installation

A case study exploring field-level risk assessments as a leading safety indicator

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