Managing HSE Supervising

The Evolution of Control: From In-House Inspectors to Managing Supervising

In project-based environments where deadlines are tight and uncertainty is high, traditional HSE control methods often fail. When multiple contractors with varying safety cultures work simultaneously on a site, the classic "inspector-violator" scheme becomes ineffective. In his presentation, Alexander Podkolzin, Head of Regional Projects at Gazpromneft-Geo, analyzes the transition from in-house occupational safety specialists to a managing supervising model, where the supervisor acts not only as a controller but also as an assistant who fine-tunes processes directly on site.

The Problem of One-Way Communication and Structural Transformation

Using his company as an example, the speaker demonstrates the difficulties the office faces when managing remote sites. Previously, the flow of tasks and problematic issues went from the site to the central office, where prompt decision-making was hindered by a lack of full context. Engaging regular supervisors did not solve the problem: information arrived one-way, and there was no synergy between production functions and the safety department.

The solution was to change the interaction structure. Mini-teams were formed at the site and project levels, and the positions of Project Manager and Site Manager were introduced. On the HSE side, the position of HSE Group Leader was created. This shifted the center of operational decision-making to the site itself, reducing the burden on the office and increasing the speed of response to incidents.

In-House or Outsource: Choosing the Optimal Strategy for Engaging Supervisors

The project-specific nature of geological exploration dictates its own conditions: projects can last from 6 to 12 months, and work volumes are unstable. Under these conditions, maintaining a large staff of field specialists becomes economically unviable, especially during periods of declining activity (as was the case in 2020).

The presentation details the process of choosing a personnel engagement strategy. The company analyzed four options:

• One-time engagement platforms (like "Professionals 4.0") — unsuitable due to time limits (up to 4 months) and the inability to send self-employed individuals for industrial safety certification.
• Internal dependent entities (subsidiaries) — associated with high transaction costs and complex approval processes.
• In-house staff — carries the risk of downtime when there are no projects.
• Contract with a private employment agency — became the target choice. This approach allowed for flexible headcount management, meticulous selection of candidates with the necessary competencies, and regulation of their salary expectations.

Expanding Functionality: From Recording Violations to Risk Management

The transition to the new model required a change in the competency profile. While previously the supervisor mainly identified violations and issued reports, the HSE Group Leader took on broader tasks:

• Operationalization of the HSE Management System (HSEMS) — implementing company standards at the contractor level.
• Developing a risk-oriented approach — applying HAZID, HAZOP methodologies, Job Safety Analysis (JSA), and building barrier logic (Bowtie).
• Personnel training — conducting regular on-site classes to improve the competencies of contractor employees.
• Analytics and corrective actions — systematic analysis of identified observations to eliminate root causes, not just consequences.

This approach yielded measurable results: the identification of unsafe acts and conditions increased by 53%, and the completion of the training drill plan exceeded expectations (59 instead of 37). The integral safety rating on the pilot project increased from 68% to 92%.

What You Will Learn from This Webinar:

• How to restructure HSE management on remote sites to solve problems without office involvement?
• Why is outsourcing supervisors through employment agencies more effective than in-house staff for project activities?
• What competencies and tools (HAZID, HAZOP, JSA) are essential for a modern HSE Group Leader?
• How to organize a supervisor's shift work and what KPIs to use to evaluate their effectiveness?
• How to build interaction between drilling, construction, and HSE supervisors on the same site?