Articles by the Angelina Group

The H&p Project

by Kent Swanson

The Angelina Group began work with H&P IDC in September 2007. Our task was to aid H&P's transition into ConocoPhillips SJBU operations and to strengthen their learning and safety cultures.
In 2007 the H&P Aztec operation's TRIR stood at 3.31. As of November 1, 2009 their TRIR had dropped to 1.32, a 60% reduction since the project inception.

As of November 1, 2009 their TRIR had dropped to 1.32, a 60% reduction since the project inception.

H&P ORGANIZATIONAL STRENGTHS

H&P is a learning organization possessing a dynamic safety culture, populated with well-trained employees operating state of the art equipment. Their robust HSE /Safety Management Systems are constantly under review and improvement. They demonstrate a tremendous commitment to their employees and make considerable investments in training - both task specific as well as leadership and teambuilding.

PROJECT PLAN AND PRINCIPLES

Building Stronger Teams

Team principles we explored and championed through crew and one-on-one coaching included leadership, ownership, learning, trust, communication, commitment, accountability, and attention to results by setting SMART (Specific; Measurable; Achievable; Realistic and Time driven) goals.
Building stronger teams has been achieved by applying team principles to enhance participation in, and the outcome of, several cornerstone HSE tools used by H&P and COPC:

Pre-Tour Safety Meeting

Job Safety Analysis (JSA)

Near Miss and Incident Reporting

STOP Program

Building Broader Teams

Because of interdependence with third party contractors, H&P recognizes that their success in attaining higher HSE and performance standards is partially dependent on the success of the contractors they work with. Thus several initiatives were developed to foster stronger teams through collaboration. These include:

Site Security

Collaborative Third Party Performance Outreach

Emergency Response - Helicopter Landing Zone Protocols and Training

H&P Integrated Stop The Job & Emergency Drill Tool Kit

Leadership and Teambuilding Training to unite the broader H&P organization

A principal measure of the success of this project is the sustainability of advances after the project concludes. Our solutions for sustainability are incorporated in the principles we set forth for the project as outlined below.

Initiatives were developed with and guided by participation from H&P leadership, rig management and crews. By empowering people to contribute to and influence the process, we build stronger teams - creating ownership and buy-in along the way.

When developing initiatives, cast the net for compatriots as widely. The more people and organizations (producer, contractor, third party) you bring into the process, the broader, stronger and more supported the initiative becomes.

If an initiative lacked support, was problematic or did not gain traction, it was discarded during development and replaced with a sustainable solution.

Once developed, initiative documentation or "tool kits" were distributed to the rigs and supervisors to facilitate implementation, refinement and follow-up coaching.

CONCLUSION

Much of the success of this project belongs to the support the H&P senior leadership team and rig personnel have extended to it. Throughout this project H&P has demonstrated their commitment to setting higher standards for themselves and their field operations.

At the conclusion of this project the most striking impression is their dedication to building stronger and broader teams. They value learning and setting goals for their organization; believing that they cannot change what they do not measure, they actively monitor their behaviors, actions, and the leading indicators that drive their HSE culture and performance. Most compelling is what motivates their commitment and dedication; the recognition that they have not arrived where they want to be, yet knowing they have the capacity and vision to chart the route for getting there.

Going forward, the organizational strengths illustrated in the accompanying report position H&P to be an effective collaborator for future HSE and performance initiatives within the ConocoPhillips San Juan Business Unit. Capitalizing on the achievements that COPC and H&P have realized in the San Juan Basin, and working in closer collaboration, together a lasting impact on the industry could be achieved.

Other Recent Articles