Competency-Based HSE Training for All Employees

Abstract

The development of BSP's Safety Management System identified areas for improvement in HSE training, traditionally seen as an important yet marginalised activity which "anybody can do". This paper describes the company's HSE training initiatives, their design and development, implementation and the results achieved. The first step in the development process was to bring together the findings and conclusions of an HSE Training Needs Analysis Study and an audit of HSE training. This confirmed the need to improve the quality, appropriateness (objectives and methodology) and supply of training. A project definition was produced and the project formed an integral part of the Corporate HSE Plan Provision for the expected benefits reflecting sustained and improved HSE performance, were built into the Corporate targets. Work commenced in early 1992 and by mid 1993 more than 30 new competency based HSE training courses had been placed in the local market. Courses were developed in two categories, namely HSE induction (which is known in BSP as core training), for all BSP and contractor staff, and specialist which are related to the work type. In this later case, courses included management, supervisory, transport, offshore, materials handling, fire, etc. This paper describes the key elements of the project, introduces some of the concepts and models used, the innovative training methodologies employed and reflects upon some of the issues and problems faced so far and some which have yet to be fully resolved. One of the innovative methodologies now in place is the use of high quality multi-lingual graphics based on-the-job training packs which are being regularly presented by workplace supervisors to the 10,000 contractors' employees. Introduction Brunei Shell Petroleum Company Sdn Bhd (BSP) is a 50:50 joint venture - Royal Dutch/Shell and the Government of Negara Brunei Darussalam - E&P company with around 13,000 direct and indirect employees. In common with many similar companies the majority of its non core activities are outsourced. The Company plays a major role in local and national societal development and is the major contributor to the nation's economic wealth. P. 531^

Radical healing in psychotherapy: Addressing the wounds of racism-related stress and trauma.

“…An assumption of the Keeping Radical Healing in Mind therapeutic approach is that it requires clinicians to (a) know history, and an understanding of the client's culture, (b) develop a deep understanding of what their ascribed race means to them and what it represents in a White supremacist culture, and (c) how power and oppression operate in society and clinical settings. Although the therapeutic approach presented in this article does not guide clinicians in developing in these three areas, there are several helpful resources, including the Multiracial/Multiethnic/Multicultural Competency Building Model (White & Henderson, 2008) and the Academics for Black Survival and Wellness (Mosley & Bellamy, (n.d.) immersion training that Black and non-Black clinicians can explore.…”