Mapping safety culture attributes with integrity management program to achieve assessment goals: A framework for oil...

The safety of oil and gas pipelines is an increasing concern for the public, government regulators, and the industry. A safety management system cannot be efficient without having an effective integrity management program (IMP) and a strong safety culture. IMP is a formal document (policies, planning, scheduling, and technical processes) while safety culture is a measure of views, beliefs, and traditions about safety. For regulatory authorities and O&G companies, assessing the effectiveness of both the IMP and safety culture through regulatory audits is a daunting task with indistinct findings.

An integrated framework based on regulatory audits is developed to assess the maturity of safety culture based on IMP efficacy through risk-based approach by using failure mode and effect analysis (FMEA). The framework focuses on three distinct aspects, the probability of failure occurrence in case of the non-compliance of regulatory and program requirements, severity of non-compliance, and effectiveness of the corrective actions.

Program requirements and performance indicators are translated into assessment questions which are grouped into 18 IMP components. Subsequently, these components are linked with four safety culture attributes. Sensitivity analysis revealed that four IMP components, i.e., organizational roles and responsibilities, policy and commitment, risk assessment, and training and competency, significantly affect the safety culture maturity level.

Individual assessment of IMP and safety culture in O&G sector consumes extensive time and efforts in the auditing process. The framework facilitates the process by pursuing common criteria between IMP and safety culture. The O&G companies and regulator can prioritize the improvement plans and guidelines using the framework's findings. Practicalapplications: The integrated framework developed in this research will improve the existing assessment mechanism in O&G companies. The framework has been effectively implemented on a case of 17 upstream O&G pipeline-operating companies in the province of British Columbia, Canada.