外语原文安全文化.docx
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外语原文安全文化.docx
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外语原文安全文化
Abstract
Thispaperreportsontheimplementationofanadvancedsafetycultureinamajoroilandgasmulti-national.TheoriginalproposalcamefromthecompanyafterithadbecomeclearthatexpectationshadbeenraisedafterthesuccessfulimplementationofHealth,SafetyandEnvironment(HSE)ManagementSystemssubsequenttothePiperAlphadisaster.Theproposalmadebythecompany,todevelopaworkforceintrinsicallymotivatedforHSE,wasoperationalisedasthedevelopmentofanadvancedsafetycultureafterareviewoftheliteratureonmotivation.ThemodelusedwastheHSECultureLadderthathadbecometheindustrystandardacceptedbytheOGP(InternationalAssociationofOilandGasProducers).ThismodelwasintendedtoshowthattherewereconsiderableopportunitiesforimprovementevenafterHSE-MShadbeenimplementedandthatthemoreadvancedcultureswereonespeoplefeltweredesirableandachievableforthemselves.Oncetopmanagementhadprovidedtheinitialsupportforthedevelopmentofamoreadvancedsafetyculture,anumberofsupportingtoolsweredeveloped,undertheHeartsandMindsbrand,andastrategyforimplementationwasdevelopedthatreliedmoreonbottom-up‘pull’ratherthantopdown‘push’–thestandardimplementationmodelfornewinitiatives.Thetoolsweredesignedtoprovideacleardirection,aroadmaptoanadvancedculturedefinedintermsprovidedbypeoplewithintheindustry,tosupportlastingchangesinattitudesandbeliefs,topromoteanincreasedfeelingofcontrolwhensolvingHSE-specificproblems–allcomponentsofamoreadvancedculture.Thetacticsemployed,usingapullratherthanapushapproach,hadtoallowforlocalvariationwithinthegenerallimitssetbythestrategythateventuallybecameamixedtop-downandbottom-upapproach.Nextthereisadiscussionofthecurrentstatusandthelessonstobelearntfromtheimplementationsofar:
movingawayfromcommandandcontrolishardforlargeorganizations;suchprogramshavetobedrivenbydifferentperformanceindicators;managershavetolearntodispersetheircontrol;itisessentialtocommunicatebothsuccessesandfailures.Finallythereisadiscussionabouttherespectiverolesofacademiaandtheindustryinsuchendeavours,therequirementtoconcentrateonmorethanasingleculturalcharacteristicsuchasreporting,andthedifficultiesofevaluatingsuchprogramsinaworldwideenvironmentthatiscontinuouslychanging.
1.Introduction
Theproblemofsafetyculture–Whatisitandhowdoyoubecomeone?
–isprobablythemainissueinmodernthinkingaboutsafety(TurnerandPidgeon,1997).SincetheIAEAreport(IAEA,1991)ontheChernobyldisaster,whichintroducedtheconceptofasafetyculturetoawiderworld,failuresarisingfromthecultureofanorganisationhavebecomeseenasthereasonwhymajoraccidentshappen,suchasthelossofthespaceshuttleColumbia(NASA,2003)andmanyrecentrailwaydisasterssuchasClaphamJunction(Hidden,1989),LadbrokeGrove(Cullen,2001)andtheWaterfalldisaster(McInerney,2005).Mostattentionhasbeenpaidtotheissueofsafetyclimate(Zohar,1980),aconcepteasiertomeasure(e.g.Flinetal.,2000),buttheunderlyingexpectationisthatthebestandsafestorganisationshaveacultureofsafety,andthatsafetyclimateisanindirectmeasureofhowcloseanorganisationapproximatestothat.
Thispaperreportsononeprogramintendedtoimplementasafetycultureinamajormulti-nationaloilandgascompany.Thisisadifferentproblemfromimplementingasafetycultureinasingle,physicallydistinct,organisationforanumberofreasons.Whileimplementingasafetycultureinasmall,boundedorganisationcanbedonebythecreationofaclearandsimplevisionandsingle-mindedcommitmenttothatvisionfromthetop,largeorganisationsaremuchhardertosteer,evenwithfullcommitment.Inasmallorganisationtherewillbeamorerestrictedrangeofoperations,leadingtoarestrictedorganisationalstructure;mostpeoplecanknow,orknowof,eachother.Evenalargeinternationalcompanywithalimitedfocus,suchasapetrochemicalcompanylikeDuPontorDowChemical,oranaircraftmanufacturerlikeBoeingorAirbus,doesnothavealltheseissuestocontendwith.AmodernverticallyintegratedOilandGas
Major,likeShell,BPorExxon,coversawiderangeofactivitiesincludingexploration,oilandgasproduction,shipping,refining,chemicalproduction,transportandsales.Eachofthesedistinctoperationshastheirownhazardsand,often,asetofhistoriesthatmayresultfromlongpracticeorbetheresultsoftheacquisitionsthatmadethemaslargeastheyare.
Inmulti-nationalorganisationstherewillbeawiderangeofoperations,peoplewillbephysicallydispersedoverarangeoftime-zones,willoperateindifferentnationalsettingsandwillalsospeakavarietyoflanguages.Inlargeorganisationstherewillbealargenumberofsub-organisations,eachwiththeirownhistory,havingapotentiallydistinctcultureandrunbymanagerswiththeirownvisionofwheretogo,andhow.Thesheersizeoftheproblemandtheverynatureofsuchorganisationsmeanthatacloserangehands-onapproachisnotfeasible.
Anotherfactorthathastobeconsideredistheinteractionofnationalwithorganisationalculture.TheacademicliteraturehasconcentratedprimarilyuponalimitednumberoftypesoforganisationandstudieshavebeentypicallycarriedoutinWesternenvironments(Guldenmund,2000).Wehavelittletoguideuswhenwestepoutsidethecomfortzone,theWesternculturalenvironmentthathasbeenstudiedinsomedetail.Thispapersetsouttheproblemasinitiallyposedbythecompany,asthiswasnotoriginallyanexplicitrequesttochangetheculture,althoughitwassoonreframedassuch.Thenfollowsanoutlineofthestrategyforimplementationthathasbeendevelopedandthatisbeingcarriedout,followedbyadescriptionofthetacticsbeingemployedtodevelopthecultureinspecificlocations.Iwillthenattempttoassessthedifficultiesencounteredandevaluatethecurrentstatusofwhatisstillanearlystageintheprogram–a10-yearlifespanisnotanunreasonableestimateofhowlongitmaytaketoacquireahighlydevelopedculture.
2.1.Understandingthecausesofaccidents
Theprogramtobedescribedhereformsthecontinuationofanearlierresearchprogram,forthesamecompany,onunderstandingaccidentcausationthatwentbackasfaras1985.Initiallyintendedtoreplaceanaccidenttaxonomy(WagenaarandHudson,1986),thisprogramdevelopedintoamodelofhowaccidentshappen(Wagenaar,1986;WagenaarandGroeneweg,1987;Reasonetal.,1988;Wagenaaretal.,1994;Reason,1990,1997)thathasbecomewidelyknownastheSwisscheesemodel.WithinthecompanythisprogramandtheassociatedmodelofaccidentcausationbecameknownasTripodandservedtosupporttwotools;TripodBetabecameanaccidentinvestigationandanalysistool,whileTripodDeltawasatoolfortheproactiveidentificationofhowaccidentsmighthappen(Hudsonetal.,1994).
2.2.Safetymanagementsystems
Theoilandgasbusinesshasalwayshadalongtraditionoftechnicalintegrityand,subsequenttothePiperAlphadisasterin1988,therewastherequirement,usuallymandatory(Cullen,1990),toimprovethemanagementofsafetybytheuseofsafetymanagementsystems(SMS).Asitbecameclear,withintheindustry,thatthemanagementofsafetycouldbeextendedtooccupationalhealthandenvironmentalmanagement,thisthenledtotheimplementationofintegratedhealth,safetyandenvironmentmanagementsystems(HSE-MS).Atthispointitbecameclearthat,whileclassicindicatorsofsafetyperformance,suchasthefatalaccidentrate(FAR),losttimeinjuryfrequency(LTIF)andtotalrecordablecasefrequency(TRCF),hadallreducedsignificantlyfrompreviousyears,noneofthesehadreducedtozero.Infacttheytypicallyreachedaplateau.
2.3.Aftersystems:
Whatcomesnext?
Afterthedevelopmentoftheaccidenttools,whileprimaryattentionwithinthecompanywaspaidtogettingSMSinplaceworldwide,anumberofspecifichumanfactorstopicswereinvestigated,includingworkonproceduresandrule-breaking(Hudsonetal.,1997,2000c,2002a),cost–benefitanalysisofHSE(HudsonandStephens,2000)andastudyintowhysomeHSEtoolsappeartoworkwhileothersdonot(Hudsonetal.,2000).Thislatterprojecthighlighted,forthefirsttime,problemsassociatedwithboththesafetycultureandthenationalculture.Inparticularithadbecomeclearthatcertaintoolswereonlyeffectiveinspecificsafetyculturesthatweremoreorlessadvanced.Atthesametimetheissueofnationalculturearose,asanissuethatneededtobeconfrontedbecausesomanytoolsandconceptsappearedtobeculturebound;toolsandapproachesdevelopedinonenationalculturealltoooftenfailedtodeliverthepromisedbenefitsinothercountries.
Agroupbroughttogetherwithinthecompanyin1998,toconsidertheproblemofwhattodoonceHSE-managementsystemswereinplace,madeaproposalthatwasaimedatwhatwasfelttobethemissingcomponent,thepeople,ratherthanthetechnologyorthesystems.Theevidencewasclearbythistimethatwhiletheimplementationofmanagementsystemshadmadeasignificantcontribution,thetargetofzeroaccidentswasnotbeingreachedandwasunlikelytobereached,evenbythemorerigorousorrigidapplicationofthemanagementsystemsapproach.Theorganisationalaccidentwork,thathadbecomeacommonunderstandingwithinthecompany,hadsucceededintakingattentionawayfromfront-lineindividuals.Thisconcentrationupontheorganisationalaspectsratherthanonindividuals,whetherhighorlowinth
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