Real Projects. Real Outcomes.

A large LNG processing facility was preparing for a major planned shutdown — the first full turnaround in five years. The scope involved simultaneous work across multiple process trains, hundreds of contractors on site, and significant isolation and re-commissioning activities. The existing risk management approach had not been formally reviewed since the previous shutdown, and the hazard register was out of date. Leadership needed structured HAZID facilitation and a robust pre-shutdown planning framework before work commenced.

Craig was engaged to lead the HAZID process and develop the shutdown HSE planning framework. A series of structured HAZID workshops were facilitated across all major work packages — covering process isolations, confined space entries, simultaneous operations (SIMOPS), hot work, and heavy lift activities. Bowtie Analysis was used to map critical barriers for the top major accident events identified.

A mid-tier operator running a multi-well drilling campaign in Queensland was struggling with an overly complex HSE management system. Field crews were disengaged — paperwork was seen as a compliance exercise rather than a genuine safety tool. Incident reporting was inconsistent, and critical control verification was not happening in the field.

Craig was embedded with the project team for the duration of the campaign. The existing HSE documentation was stripped back and rebuilt around the actual critical risks of the operation. Pre-task risk assessments were simplified to a single-page field format. A targeted safety leadership program was delivered to supervisors and toolpushers to rebuild trust in the system.

An offshore gas operator was executing a multi-well exploration program in the Otway Basin. The program involved complex offshore logistics, multiple specialist contractors, and strict regulatory requirements under the OPGGS Act. The project team needed embedded HSE support capable of managing contractor interfaces, maintaining regulatory compliance across all phases, and keeping safety performance on track through a compressed drilling schedule with limited weather windows.

Craig was engaged as the project HSE lead for the duration of the Otway program. A project-specific HSE plan was developed covering all phases — mobilisation, drilling, well testing, and demobilisation. Contractor HSE prequalification and bridging documents were completed for all key service providers. Craig was present offshore during critical operations, conducting daily safety leadership interactions with the drilling crew and contractor supervisors. A SIMOPS protocol was developed and maintained throughout simultaneous operations. Regulatory notifications and reporting obligations under NOPSEMA were managed throughout.

A major LNG facility had accumulated years of procedural additions following audits and incidents. The SMS had grown to over 400 documents — many contradictory, most unused. A regulatory audit had flagged the system as unfit for purpose. Leadership needed a complete rebuild before the next scheduled inspection.

A full gap analysis was conducted against the regulatory framework and actual operational risk profile. The document library was rationalised from 400+ to 85 core documents. Each procedure was rewritten in plain language with direct input from frontline operators. A Bowtie Analysis workshop was run for the top 10 major accident events, directly linking critical controls to the new procedures.

A pipeline transmission company was entering the commissioning phase of a major new gas pipeline across three states. The project had multiple contractors on site simultaneously, complex regulatory requirements across different jurisdictions, and a tight schedule that was creating pressure to cut corners on safety processes.

Craig was engaged as the lead HSE advisor for the commissioning phase. A unified contractor HSE management framework was developed and implemented across all parties. Jurisdiction-specific regulatory requirements were mapped and a compliance calendar maintained. Daily safety leadership walks were conducted with senior project management to maintain visible safety commitment throughout the high-pressure schedule.

A mid-tier drilling contractor was operating across multiple operator sites, each with different HSE requirements and expectations. The contractor's internal HSE program had not kept pace with the growth of the business — documentation was inconsistent, prequalification submissions were being rejected by major operators, and supervisors lacked the tools and confidence to lead safety effectively in the field. A poor safety record over the previous 12 months had put several key client relationships at risk.

Craig was engaged to conduct a full review of the contractor's existing HSE program and develop a fit-for-purpose system aligned to the requirements of their major operator clients. A gap analysis was completed against the key operator prequalification standards. The HSE management system was rebuilt with a focus on simplicity and field usability — including a streamlined set of critical risk standards, supervisor toolkits, and a practical competency framework for rig-based roles. Craig also delivered a series of safety leadership workshops for supervisors and toolpushers to build capability and confidence on the tools.

A mid-sized energy services contractor was experiencing a high frequency of manual handling injuries across their field operations — strains, sprains, and musculoskeletal incidents were accounting for the majority of their recordable injury rate. The business lacked the internal capability to manage injured workers effectively, leading to prolonged return-to-work timelines, rising workers' compensation costs, and increasing pressure from their insurer. They needed both a prevention program and a reliable injury management function — but not a full-time internal hire.

ROC Advice was engaged on a monthly retainer to provide outsourced injury management and a targeted manual handling prevention program. A manual handling risk assessment was conducted across the key job roles with the highest injury exposure. Wearable technology and AI were integrated into the program to pinpoint high-risk tasks and body movements, allowing the prevention effort to be targeted precisely where the injury risk was greatest. Practical task-based training was developed and delivered to field crews — focused on real tasks, not generic theory. A simple injury management framework was implemented, including early intervention protocols, return-to-work plans, and regular liaison with treating practitioners and the insurer. Craig acted as the single point of contact for all injury management matters, taking the administrative burden off supervisors.