A Disaster Waiting to Happen: The Cost of Ignoring Process Safety

A speech by Dave Jamieson

This speech was delivered at the Safety Expo 2024, hosted by XIC Social at the P&J Live, Aberdeen. Dave touched on the potential cost of ignoring Process Safety and the impact we all have when it comes to protecting others, especially in hazardous environments.

Imagine being one of the greatest tennis players in history—Roger Federer. Throughout his career, Federer dominated the sport, winning numerous Grand Slams and thrilling audiences with his skill. But here’s something surprising: Federer won only 55% of the points he played. Out of every 20 points, he lost 9. Yet he’s considered one of the greatest athletes ever. 

So how did he become so successful? The answer lies not in the total number of points he won, but in when he won them. In tennis, not all points are created equal. Some points have the power to shift the momentum of a match—break points, set points, match points. Federer’s brilliance wasn’t just in winning the most points, but in winning the ones that mattered most.  

 In life and in business, the important moments are not always so obvious. We don’t always get a clear signal that this is the time to give our all. Right now, in the UK offshore oil and gas industry, we find ourselves in one of those critical moments—one where the decisions we make today will determine our safety and success in the years to come. 

Weak signals in the offshore oil and gas industry 

The industry is facing significant challenges: fluctuating oil prices, economic uncertainties, and the increasing budget pressures. Projects are being delayed, decisions are being postponed, and budgets are being cut. As a supply chain, we’re being squeezed tighter than ever. And while we may not have the power to significantly impact overall investment, we do have the power to raise the bar with the tools we have. 

So, how will we respond? Will we cut corners and compromise on safety to save costs, or will we recognise that this is precisely the time to invest in the well-being of our operations and our people?              

The warning signs are already here: 

• 1 in 4 offshore inspections have uncovered significant deficiencies, with operations falling below safety standards expected by the regulations. 

• Enforcement actions are being issued every two weeks, signaling an increase in safety breaches 

• Unplanned hydrocarbon releases—one of the most dangerous occurrences in our field—are happening every five days. That’s more than 70 incidents a year, each with the potential to escalate into a major disaster. 

• Nearly 200 dangerous occurrences have been recorded in the past year alone. 

• The safety-critical equipment maintenance backlog has risen 300% since 2017. 

These aren’t just numbers. They’re weak signals – early indicators – of a system under strain, stretched to its limits as investment wanes. And if history is any guide, we know what happens when safety becomes an afterthought. In previous decades, significant reductions in crude oil prices led to cost-cutting measures. The years that followed saw a significant increase in large-scale incidents and major losses. Why? Because safety is often the first casualty of reduced investment. Maintenance gets delayed, inspections are skipped, manpower is reduced, and the workforce morale plummets. Expertise is lost, and the systems we rely on become antiquated and prone to failure. Decisions are made in haste, focusing on short-term gains without fully considering the long-term risks. 

The situation is further exacerbated by the skills gap we’re facing. By 2025, we’re looking at a shortfall of over 40,000 skilled workers in the industry and that number could balloon to 100,000 by 2030. With an increasingly younger, less experienced workforce, the risk of major accident grows while our ability to manage those risks diminishes. It’s a perfect storm—a confluence of aging infrastructure, a skills shortage, and reduced investment in safety. 

We are at a pivotal moment. The choices we make now will determine whether we uphold the standards that protect our people and our environment or whether we let them slip in the name of cost-cutting. 

What can we do? 

Some might argue that in tough economic times, cutting costs is a necessary evil—even when it comes to safety. But history has proven this to be a dangerous fallacy. Trevor Kletz, a pioneer in the field of process safety, famously said, “If you think safety is expensive, try an accident.” The cost of not investing in safety is far higher than the cost of doing things right the first time. Lives lost, environmental devastation, and companies brought to their knees by preventable disasters make have proven this time and again. 

We may not control the broader economic forces at play, but we can control how we respond. We can ensure that safety remains our top priority, even in the face of financial pressure. We must actively watch for weak signals—those subtle indications that something might be going wrong. 

Here is how we can raise the bar with the resources we have: 

• Ensure safe isolation: Before any work begins, confirm that systems are properly isolated and that all safety measures are in place. 

• Walk the line: Physically verify that every step in a procedure has been completed correctly. Don’t assume—ensure. 

• Follow procedures: Adhere strictly to established procedures, and if they’re lacking, take the initiative to improve them. 

• Monitor barriers: Regularly check that all safety barriers are functioning as intended. If a barrier is weak, address it immediately. 

• Recognise change: Be alert to changes in the work environment, process, or equipment that could introduce new risks. 

• Understand hazards: Make sure that everyone involved in the work fully understands the hazards they’re dealing with, and how to mitigate them. 

This isn’t just about compliance—it’s about leadership. It’s about creating a culture where safety isn’t just a box to tick, but a value that drives every decision, every action, every day. 

Now is the time to take action. To lead with the awareness that safety is a dynamic process that requires constant attention and commitment. We must ensure that we’re not just reacting to incidents, but proactively preventing them. 

The future of our industry, the safety of our people, and the integrity of our operations depend on what we do today. Let’s commit to watching for those weak signals, addressing the risks head-on, and leading the way to a safer tomorrow. The time to act is now, and the power to make a difference is in our hands.