I constantly come across great stories where competing issues create unbelievable pressure for all involved. Nelson Oliveros knows this all too well. Nelson was assigned overall-oversight safety management for 4 mature oil fields encompassing 2,600 wells, and a value of 1.2 billion barrels of oil. “I was asked to support the uplifting of production and optimize existing facilities, drill new wells, and upgrade the transmission and production systems for assets that were more than 40-years old. The old equipment, traditional thinking, and a downgraded perspective on safety had led to deteriorated facilities and personnel and management using substandard operating and safety procedures. It was a disaster waiting to happen, and it was just a matter of time.”
In his career, Nelson has often walked the fine line between management’s desire for increased production and being asked to round-out safety corners which could potentially lead to life-threatening situations. When management says, “We want it now,” sometimes they may not be aware of what it takes to achieve both goals (safety and profit). Nelson said, “I believe there should be a right balance between production, the safety of the personnel, and the improvement of the integrity of the assets. It was clear to me that we needed to develop a HSE (Health, Safety, and Environmental) management system with specific procedures for operating all the wells and production facilities in a safe manner. System wide implementation of new safety procedures was essential. I also believe that everyone working in the system must believe that management supports the effort, or it will be weakly regarded.”
He supported the development of a series of safety leadership and accident prevention workshops to prevent harm to the personnel, the environment, and the facilities, in addition to loss of production and cash flow. His system included appropriate training for all workers, at all levels, on how to implement new procedures, training, and guidance for inspecting and improving the integrity of the assets, including pipelines, vessels, structures (such as offshore platforms), rotating equipment, and other technical apparatus that required a well-structured program and the right technical team.
“I presented the inspection protocol changes to the executive management team and they approved and supported the changes with a strong budget. I feel the challenges of operating aging assets are complex, and require the right commitment, planning, and oversight to ensure that all the processes and procedures used by well-trained personnel can systematically and effectively engaged.”
Nelson’s changes helped generate a 150% production increase, while reducing accidents, and improving asset integrity: all geared to support workforce and environmental safety and increase asset life, and keep the economic cycling of the business healthy. Throughout his distinguished career, Nelson Oliveros has repeatedly proven that getting it right the first time significantly reduces life-threatening risks and ultimately leads to more profit. His methods have saved millions in costs and have changed industry-safe production standards.
I know Nelson is happy to speak with anyone who wants to discuss his approach to major safety program development and implementation.
Nelson Oliveros can be reached via LinkedIn or email: oliverosnb@yahoo.com.
Watch full video interview here
Fred Coon, CEO
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