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The director does a fair job of conveying for a lay audience the technological complexity of a dynamically positioned rig drilling in 1,500 m water depth. This includes the reality that many on board know only about the parts that directly affect their work. Also included is the irony of the special visit by senior onshore BP staff to celebrate the rig's "outstanding seven-year safety record", while the Transocean and BP drilling personnel struggle to understand exactly what's happening in the vital well-integrity test. Their strong desire to complete this almost final step before thankfully leaving the "well from hell" is well illustrated.
In some parts the simplicity goes too far. All BP people are either villains or stupid -- sometimes both. Everyone else just tries to do a good job while being bullied by people in power. Managers make key decisions on the move, with minimal discussion -- that was never my experience when working offshore, except in an emergency. And in this film, once the blowout begins, there is very little leadership decision-making at all. I noted some key factual errors too. It was a Transocean employee, not BP, who propounded the "bladder effect" to explain anomalous pressure readings; it was Transocean onshore who failed to measure or manage the growing backlog of safety-critical maintenance, though BP didn't check it either.
James B Meigs provides a more accurate and helpful explanation of "what really happened" in his excellent review of the film (slate.me/2djRVDs) citing work by Sidney Dekker and Diane Vaughan on "normalisation of deviance" as the insight that reveals the causes of the Macondo blowout.
Sadly, the blowout and its consequences reinforced many things learned by the offshore sector outside the US following the Piper Alpha disaster in 1988 but the film doesn't touch on these lessons. Instead it takes the traditional approach of holding specific individuals accountable, rather than the organisations. For example, the US offshore regulator isn't mentioned, and it certainly put a higher priority on collecting royalty income than on understanding and preventing process safety failures.
The film does a good job of portraying the horrific physical and mental effects of an ignited well blowout. It's entertaining, if ultimately misleading, viewing.
Rating: Examples abound; every chapter has a summary of key points plus a list of supporting references.S IV – Understanding and improving organisational performance – is applicable to other sectors, covering subjects such as organisational change, staffing and workload, competence, supervision, safety-critical communication and performance under pressure.
Rating: Consultant and academic Andrew Sharman and former Health and Safety Executive chair – and current EEF employers’ body chair – Judith Hackitt are clearly aiming to promote top-down understanding of what good safety and health management looks like and how senior executives can help shape it.
We have become so dependent on its services it is easy to forget how young the mobile phone industry is. The first cellular networks were established only in the early 1980s. Vodafone was in at the beginning. It evolved from the military radio division of the British electronics giant Racal and launched its first public network in 1985.Rapid growth followed, first in the UK, then internationally. It is now one of the biggest global operators, with 470 million customers on its mobile networks in 26 countries and another 14 million for fixed lines.
“Thinking I had come here for a quiet job,” says Simon Mallin, “in one of the first scripts I read, the opening line was: “She runs across the Armageddon landscape, her wedding dress on fire.”As head of health and safety at the UK’s National Film and Television School (NFTS), Mallin, Grad IOSH, has found his role is full of such challenges. It involves reducing the risks involved in the creative projects of more than 200 students learning to write, direct or produce feature films, documentaries and all variety of TV shows.
Rating: Following the style and structure conventions of most legal books, it begins with lists of laws. The first 80 pages comprise tables of the key acts, regulations and EU law as well as an alphabetical index of cases.
Rating: Taleb uses this story as the springboard for a series of essays to explore the pitfalls we face when we try to predict the future, whether it’s the next terrorist attack, a rise in the price of oil or the launch of a new mega product on the market.
People Power is very much a book that reflects its time; as its subtitle suggests, this really does feel like 'the era of safety and wellbeing'. In this respect, the author does a fine job of mapping out how the perceived momentousness of this historical milieu might play out in the real-life work environment.
Newcastle City Council has accepted responsibility for failing to properly manage the risk of a decayed willow tree that collapsed in strong winds and struck several children while they were playing at Gosforth Park First School in Newcastle upon Tyne during the lunchbreak.
A European Agency for Safety and Health at Work (EU-OSHA) report exploring the health risks associated with prolonged static sitting at work has outlined a range of measures that employers should include in a prevention strategy to enhance employee protection.
The US Department of Labor has presented an Ohio-based vehicle parts manufacturer on its ‘severe violator enforcement programme’ with a fine of $480,240 (approx. £373,000) after inspectors found it had continually exposed workers to multiple machine hazards