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    Leading to Disaster
    Leading to Disaster
    Leading to Disaster
    Ebook139 pages2 hours

    Leading to Disaster

    By Scott Macaulay

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    About this ebook

    Leading to Disaster is an absorbing book which takes a view of some high-profile disasters through a different lens. In this book, the focus is not on the individual who parked a vehicle in the wrong place or did not close a watertight door, but the failures of

    LanguageEnglish
    PublisherScott C. Macaulay
    Release dateNov 8, 2021
    ISBN9781802272079
    Leading to Disaster

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      Book preview

      Leading to Disaster - Scott Macaulay

      Cover.jpg

      Copyright © 2021 by Scott Macaulay

      All rights reserved. No part of this publication may be reproduced transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from Scott Macaulay

      Reviewers may quote brief passages.

      This book contains information from official reports.

      The author and publisher have attempted to locate copyright information for all sources. The author and publisher apologise to any copyright holders if authorisation to publish in this form has not been attained and would appreciate notification if copyright information has not been acknowledged so that they may resolve the issue in any reprint.

      Efforts have been made to accurately reflect the information contained in the reports, the author and publisher cannot assume responsibility for the accuracy or validity of all information or the consequences of its use.

      ISBN, paperback: 978-1-80227-206-2

      ISBN, ebook: 978-1-80227-207-9

      ISBN, hardback: 978-1-80227-208-6

      This book is typeset in Droid Serif

      For Clare and Alice

      Contents

      Preface

      Chapter 1 Incident Summaries

      Piper Alpha

      Nimrod XV230

      King’s Cross

      Herald of Free Enterprise

      Imperial Sugar

      Texas City Refinery

      Three Mile Island

      Airgas Florida

      DuPont La Porte

      Columbia

      Deepwater Horizon

      Chapter 2 Are You Sure?

      Unintended Consequences

      Cost-Cutting

      Chapter 3 Someone Should Have Done Something About That

      Chapter 4 Hear No Evil, See No Evil, Speak No Evil

      Chapter 5 The Perfect Place

      Chapter 6 The Disease of Sloppiness

      Conclusion

      Preface

      I was a senior manager running a large nuclear plant when I first realised I needed to change. I had been in a meeting with a member of my independent oversight team called John. He presented a number of findings from a report into the loss of a Royal Air Force aircraft in Afghanistan which resulted in the deaths of all 14 crew members. I had read the summary reports into the accident and was clear in my mind that it was as a result of a fire and then an explosion. Although some of the summaries mentioned leadership and management failings, the presentation given by John was truly frightening. He articulated so many missed opportunities and mistakes that I was not aware of, having read only the event summaries.

      As a result of this presentation, I decided to read the full report. While reading the report THE NIMROD REVIEW An independent review into the broader issues surrounding the loss of the RAF Nimrod MR2 Aircraft XV230 in Afghanistan in 2006, I was gripped by the descriptions of the actions taken by the senior managers and leaders involved. That led me to read about several other accidents and disasters. I spent months reading formal reports and found myself going on a journey of thought. Initially, I couldn’t believe how blind these leaders had been to the obvious error of their ways. They had failed to lead and were complacent, overconfident and arrogant. How could they fail in so many simple ways? The basics were being missed time and again.

      But as I read, my thoughts began to change. I started seeing more and more of the failings as credible in my own business and in others I had worked with or in. The more I read, the more I saw. I became aware of behaviours that I had not recognised in the past, although on reflection, they had always been there. For example, I saw that the tendency of leaders to emphasise the human error or personal choice aspects of investigations was commonplace. The systemic failures, for which the leaders were responsible, received little attention. This behaviour was not the preserve of draconian or macho organisations; it existed in businesses which professed to have no-blame or just cultures. I also noted that leaders who claimed to be very well-versed in the causes of these accidents displayed the very behaviours that I believed were at their core.

      The people mentioned in these reports were not some distant, rare group who had been struck down with a savage case of incompetence. The behaviours they exhibited were not unique to their special case of ineptitude. They were, in fact, very common, and I had unconsciously behaved in many of the same ways at numerous points in my career. The difference was that they didn’t get away with it. That realisation terrified me.

      I set off with a clear purpose: I was not going to be a name in one of these reports. I would learn as much as I could and put in place things to prevent me from making the same mistakes.

      I had watched television documentaries and read the summaries of these accidents. They all focused on the immediate violation by the individual(s) at the moment that the bad thing happened. It was only when I read the reports in full that I realised that the cause of these accidents was clearly rooted in management and leadership. Yes, a person fell asleep; yes, a pickup truck was in the wrong place; yes, an operator became distracted, but these things were the final act in a long chain of events. I would imagine that most people would argue that, in normal life, these simple acts or omissions should not inexorably lead to fatalities. One would hope that there were many other barriers between life and death.

      This book is not intended to give solutions to the problems that I highlight; nor will it detail all of the problems that existed in each of the events. I have chosen those that resonated with me as a senior leader in a high-hazard industry. I hope that it will, at the very least, cause you to pause and look at yourself and the way you run your business to make sure that you are not making the same mistakes.

      Chapter 1

      Incident Summaries

      In this short chapter, I will outline the basics of each of the events considered in this book.

      Piper Alpha

      On the 6th of July 1988, an oil platform in the North Sea owned by Occidental suffered fires and explosions which killed 167 men. The cause of the explosion is thought to have been a leak from a temporary blanking plate which had been fitted to a pump that was out of service for maintenance. A Permit to Work (PTW) process was in place on the platform. This process should have ensured that the pump was isolated correctly to remove all foreseeable hazards and should have highlighted to the workers on the rig that the pump was not to be used.

      On this occasion, there were two separate PTWs open on the same pump. One of the permits was to remove a valve for testing, requiring a temporary blanking plate to be fitted in its place. It appears that the presence of two permits was not known to some of the workers on the rig as when the duty pump failed, they removed the electrical isolations on the pump that was out of service for maintenance and attempted to run it. As the pump ran, flammable material leaked from the blanking plate and came into contact with an ignition source.

      The explosions and fires damaged the oil and gas lines which connected Piper Alpha to a network of pipes on the sea floor which was shared by several rigs. Unfortunately, other rigs in the network continued pumping oil and gas for some time, despite knowing that Piper Alpha was in distress. Although this contributed to the severity of the incident, the failure of the pipes is likely to have been catastrophic even if they had shut down earlier. The pipes would still have contained a significant volume of pressurised flammable material as the depressurisation procedure took hours to execute.

      Nimrod XV230

      Nimrod was an aircraft used by the Royal Air Force (RAF) for patrol, strike and reconnaissance duties. Having entered operational service in 1969, by the time of its loss in 2006, XV230 was an ageing airframe.

      XV230 was on patrol over Afghanistan with a crew of 14. It had completed an air-to-air refuelling operation when fire broke out. The crew descended rapidly and attempted to return to base. Unfortunately, the aircraft exploded before they were able to reach safety and all on board were killed. The cause of the fire is believed to have been a fuel leak which led to highly flammable aviation fuel encountering a piece of equipment that was at high temperature.

      King’s Cross

      On a winter evening in 1987, King’s Cross underground station in London was the scene of a fatal fire. The fire, which killed 31 people, is believed to have been started when a smoker discarded a lit match. The match fell onto the running tracks of an escalator and ignited the grease and detritus under the treads. Having been observed and reported to staff, the fire was initially considered small and manageable. It would, however, suddenly grow and produce a large amount of flame which moved rapidly up the escalator and into the ticket hall.

      Herald of Free Enterprise

      Herald of Free Enterprise was a roll-on/roll-off vehicle and passenger ferry. Having operated a route between Dover and Calais, the Herald of Free Enterprise was redeployed to a route between Dover and Zeebrugge.

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