A framework for offshore safety

Article Abstract:

The issue of safety in the offshore oil and gas industry came under very close scrutiny after a fire destroyed the Piper Alpha production platform in the North Sea and killed 167 men in 1988. A fact-finding committee was formed to investigate the UK's most devastating industrial accident in 50 years. The findings of the study are contained in the Cullen report together with recommendations for the industry. Among these recommendations is to make the Offshore Division of the Health and Safety Executive (HSE) responsible for regulation offshore safety instead of the Department of Energy. Of more relevance to human resources professionals are the findings on the required functions of the offshore installation manager (OIM) in emergency situations. The Offshore Petroleum Industry Training Organization Ltd, HSE's Offshore Division and the industry have already started determining competence criteria for OIMs for safety and emergency management.

Safety and security measures, Fires, Natural gas exploration, Safety regulations, Oil and gas exploration, Petroleum exploration, Drilling platforms, Oil well drilling, Submarine, Offshore oil well drilling

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Rigging up multicultural teamworking

Article Abstract:

British Petroleum Company PLC's (BP) approach to developing an international culture is unique. The company allows each of its business units to adopt the processes most suited to its needs and objectives, with the aim of encouraging diversity in the organizational culture rather than dominance of any one national group. BP's new venture, the European Finance Centre, provides a case in point. The Brussels-based unit has a staff from 13 countries with vastly different cultures so that there are plenty of opportunities for misunderstanding. To cope with the numerous potential problems a multicultural workforce presents, the Centre has been working on an innovative training program designed to help each member develop cultural awareness, effective communication skills, tolerance for differences, and a shared vision for the team.

British Petroleum Company PLC, Cultural relations

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Teamworking comes of age at Kimberly-Clark

Article Abstract:

Self-managing teams at Kimberly Clark Corp's location in North Wales evolved gradually from several years of trial and error with different management structures. The company departed from the British management norm in its use of a single-union agreement and its strict environmental standard. A new grading structure and linking different salary levels to performance appraisals were also started.

Kimberly-Clark Corp., KMB

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