Helen Conlin

Helen Conlin

Risk Management, Organisational and Human Factors Consultant


TOTAL Lindsey Oil Refinery

Project Manager

“Helen supported TOTAL Lindsey Oil Refinery (TLOR) in undertaking an organisational (including Corporate influence) review of process safety culture; process safety management systems; performance evaluation, corrective actions, corporate oversight and human factors topics against criteria defined by UK HSE relating to the findings of the Baker Panel and US CSB Reports associated with the 2005 Texas City accident.  Helen was highly competent and professional in understanding our requirements, developing an approach and facilitating the Review process.  The Review involved Focus Groups covering the entire organisation, was delivered at short notice and within 2½ months.  There was excellent TLOR staff engagement in complex and abstract topics which were made accessible by the developed approach.  Helen worked closely with TLOR to deliver the review, reports and improvement action plans required by internal and external stakeholders.”

Milford Haven Refinery

Competency Co-ordinator

“Helen worked with Milford Haven Refinery (MHR) to develop a practical approach for assuring competence covering MAH safety, personal health and safety, environment and quality performance.  The CMS develops and strengthens individual, department and organisational capability.”

Work Experience

Consultancy, Owner and Director

Pegasus Consulting Support Limited

2009 to Present

Pegasus Consulting Support works closely with medium and high hazard and high technology private and public sector clients to improve operational performance and optimise resilience.

Helen set-up and runs the business and leads all business development and project activity, utilising highly experienced Associates as required.  Helen has supported a wide range of public and private sector clients on a wide variety of risk management projects including:

  • Complex organisational and technological change support for several clients in the major hazard industry sectors.  The support provided to the senior management teams included: definition of the change objectives, definition of the management of change process and organisation, design and development of the future organisation, assessment of implications, definition of transition arrangements and KPIs and assisting with implementation support including coaching and knowledge and skills transfer.
  • Critical procedure peer review followed by workshops to develop competency in procedure writing (and understanding the limitations of compliance) delivered across organisational functions and levels.
  • Audit and review of organisational response and learning from crane related incidents feeding back findings and recommendations to the Divisional Board.
  • Review of quality at a specialist engineering workshop which manufactures safety critical products.  The review recommendations were based on a summary system dynamic model (influence diagram based) of facility contract management and provided ideas for improving key areas of bid development, contract management and manufacturing processes.  Followed by workshops on improving quality delivered across organisational functions and levels.
  • Development of an effective and resource efficient HSEMS framework for a multiple stakeholder development project.  The project utilised novel technology to capture and utilise tidal energy, in an unpredictable marine environment, for power generation.  Subsequently provided risk management, regulatory and project stage readiness review support.
  • Supported an UK refinery with the implementation competency management system to meet their obligations under COMAH whilst delivering operational benefit and improved individual, department and organisational capability.
  • COMAH support to several top tier chemical and oil and gas facilities to review and update the COMAH Safety Report, restructured against the UKHSE Safety Report Assessment Manual (SRAM) and Guidance.
  • Led and managed a highly skilled and experienced team to determine, characterise and assess the hazard and risk (qualitatively and quantitatively) associated with the uncontrolled exothermic reaction hazard.  Immediate, Short and Medium Term combinations of risk reduction measures were proposed and their effectiveness assessed (technically, qualitatively and quantitatively) to provide the basis for an ALARP demonstration argument. 
  • Risk management support to development of strategic level advice to the European Commission on assurance of EU Natural Gas Supply security and resilience to malicious damage.
  • Provided process safety support to a wide range of major hazard facility engineering projects including design input, problem solving, chairing Human Performance Analysis, Design Reviews, Bow-Tie Analyses, LOPAs, SIL Assessments, Hazard Studies 1, 2, 4, 5, 6, as well as 3 (HAZOP) as required to enable COMAH compliance plus COMAH Safety Report revision preparation.

Consultancy, Senior Consultant promoted to Principal Consultant

RPS Risk Management

2005 to 2009

Undertook business development, lead and proposal generation, project delivery, management and direction on a wide variety of risk management projects for public and private sector clients.  Example projects included:

  • Led and conducted a review of an UK oil refinery against the BP Texas City incident reports’ (CSB and Baker Panel) findings and recommendations.  The review was of safety culture, safety management and human factors.  Nine topics were reviewed which had been defined by UKHSE within the document ‘Embedding BP Texas City Learnings, Workstream: Safety Culture, Safety Management and Human Factors’:
  • Led and conducted a review of a major capital project (project process and final design) for an UK oil refinery.  The review made recommendations relevant to the Capital Project prior to commissioning and to refinery business processes, human and organisational factors associated with engineering /design /management of change /major CAPEX projects (short, medium and long term).
  • Project Director and led a review of all shift roles at a major UK refinery to improve cover for all positions and retention of shift staff to improve Organisational reliability and ability to manage change.
  • Led and conducted several projects supporting major organisational and technical change for major hazard clients including an UK refinery, a major UK marine terminal (multiple jetties across two locations plus tanks and pipelines) and major nuclear operator (over two sites).
  • Project Director and led the provision of Human Factors (HF) and Process Safety Management (PSM) support to the senior management team.  Within this project, Helen assisted the site to develop and then roll-out a Refinery wide Competency Management System which met their obligations under COMAH whilst delivering operational benefit and improved individual, department and organisational capability.
  • Managed and led the provision of support in reviewing, assessing and identifying improvement options for safety management and culture within an FMCG manufacturer’s leading centre for research and development.
  • Managed and led three Case Studies within a wider review of the use of science within UKHSE undertaken on behalf of the Office of Science and Technology (OST).
  • Project Director and Course Director leading the development and delivery of a highly tailored HAZOP training course to client site personnel to provide full training and assessment for new Chairs, refresher training for existing Chairs and HAZOP awareness for Project Engineers.  The final day of the course included a workshop to develop an approach for integrating Process Safety Assurance within the Site Engineering Project Lifecycle.
  • Chaired multiple Hazard Studies 2 and 3 for a wide range of medium and high hazard facilities including biomass (fast pyrolysis), gasification, plating facility and associated water and effluent treatment plants, refineries, FMCG, R&D facilities.

Set up and developed a new process based business team within RPS Risk Management which grew to 6 team members within 18 months.  As well as technical proposal and project work, Helen was responsible for all business aspects including line and business management, recruitment and staff development.  Within this wider business leadership role, Helen developed:

  • A business focussed HSEMS for RPS Energy.
  • A competency management system including modified recruitment and appraisal processes.
  • A services model and supporting web based and print based marketing and promotional material.
  • A summer and annual industrial placement scheme to strengthen links with key Universities and stimulate graduate recruitment.
  • A graduate development programme incorporating chartership mentoring, consultancy skills workshops and use of research topics to develop critical thinking skills.

Consultancy, Principal Engineer

AK EHS and Risk

2004 to 2005

Undertook business development, lead and proposal generation, project delivery and management on a variety risk management projects for private sector clients.

Consultancy, Senior Consultant

Parsons Brinckerhoff

2002 to 2004

Undertook business development, lead and proposal generation, project delivery and management on a variety of risk management projects for private and public sector clients.

Petrochemicals, Chemical Engineer

BP Chemicals

2001 to 2002

Work conducted included:

  • Assessed implications associated with changes planned to implement the future downsized site organisation.  Provided advice to other BP sites on assessing the implications associated with proposed combined technology and organisational changes.
  • Drafted the site Risk Management procedure as part of ‘Getting HSE Right’, BP’s safety management system.  Reviewed the content and delivery of refresher training for Job Officers.
  • Responsible for site compliance with COMAH (Seveso) including responding to an Improvement Notice and representing site on the BP COMAH Liaison Group.
  • Development and delivery of a one day training course for senior BP safety professionals on Human Factors, including management of change.
  • SHE incident investigation and SHE reviews.
  • Development and implementation of improvement projects.

Consultancy, Consultant promoted to Senior Consultant

Entec UK Limited

1999 to 2001

Undertook business development, lead and proposal generation, project delivery and management on a wide variety of environmental and risk management projects for private and public sector clients.  Example projects included:

  • Joint author and main contributor on UK HSE research project to develop a method for ‘Assessing the Safety of Process Operations Staffing Arrangements’ (published as Contract Research Report 0348/2001).  The method won awards (highly commended in the 2001 IChemE Severn Trent Safety Award (2001) and an article published in ‘The Chemical Engineer’ won the 2000 IChemE Safety & Loss Prevention Subject Group’s Frank Lees Medal).  The method caused great interest when it was launched and has continued to be widely used across UK high hazard sectors and internationally.
  • Three refineries, two chemical manufacturers, waste management contractor: advised and assessed implications associated with proposed combined technology and organisational changes including impact on individual job roles, team structure and effectiveness of existing management systems using enhanced UK HSE research staffing assessment method.
  • Paper manufacturer, confectionary manufacturer and former Ministry of Agriculture, Fisheries and Food (MAFF): aqueous waste minimisation studies identifying £120k, £290k and £26k respectively, of annual water, effluent, raw material and product cost savings.
  • Rendering facility: IPC related odour complaints to Local Authority.  Identified process sources and provided recommendations.  Subsequently, assisted client with implementation of priority recommendations.
  • Several environmental policy appraisal projects for public sector clients including the Environment Agency, European Commission and former Department of Environment, Transport and the Regions (DETR).

Glass, Development Engineer

Pilkington PLC

1995 to 1999

New product and process development and production troubleshooting.

Coated abrasives, Development Engineer


1993 to 1994

New product and process development and production troubleshooting.

Education & Qualifications

University of Aston in Birmingham

Bachelor of Engineering with 1st Class Honours, Chemical Engineering with professional and industrial training

1991 – 1995

University of Lancaster

Postgraduate Diploma Pass with Credit in Business Administration

1996 – 1998

Institution of Chemical Engineers

Corporate Member

2000 – 2008, when progressed to Fellow

Engineering Council

Chartered Engineer

2000 – Present

Institution of Chemical Engineers

Register of Safety and Environment Professionals as a Safety Professional

2004 – Present

Institution of Chemical Engineers

Corporate Member in the Class of Fellows

2008 – Present

About Helen Conlin

Helen has extensive experience supporting high technology and high and medium hazard operations covering technical, human and organisational factors.  Helen has assisted public and private sector clients with a wide range of risk, environmental and quality management projects.  She specialises in optimising the combined performance of people, technology and processes to deliver improved Safety, Health, Environment and Quality performance within critical activities and systems.  Helen works across all organisational levels and functions to stimulate engagement and commitment to improve, providing coaching and knowledge and skills transfer.

Her experience has been gained in several industrial sectors including chemicals, oil and gas, renewables, power generation, iron and steel, paper and pulp, glass, water, waste and FMCG.


Health & Safety

Skills & Expertise

Competency management system review and development
Hazard identification, risk assessment and ALARP demonstration
Human performance analysis (including Safety Critical Task identification and assessment)
Organisational design
Organisational design - development and change
Organisational design, development and change
risk assessment and ALARP demonstration
SHEQ management system and culture review and development

Current Location

United Kingdom

Locations Considered

United Kingdom