Managing Safety
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Transcript of Managing Safety
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6th ASSE-ME Conference Bahrain
Achieving World-ClassSafety Performance in a
Multi-Cultural Environment
Presented by:
Dapo Oguntoyinbo
Corporate HSE Manager
Petroleum Development Oman
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Contents Safety (HSE) Challenges in PDO
Generic Causes of Incidents
Four Pillars of World-Class Safety Performance HSE Leadership
HSE Management System
Workforce Engagement
Accountability for HSE
Challenges ahead
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HSE Challenges in PDO 4,000 PDO Staff & 16,000 Contractor workforce (60mln mhrs)
90% of PDO/Contractor workforce live/work in the interior
Multi-Cultural/Language workforce, varying literacy levels
PDO has over 100 oil/gas fields, 2,500+ wells drilled to date PDO & Contractors drive 120 Million Km per year on business
Approximately 12,750 drivers, 7,000 vehicles
Maintain over 6,000Km graded roads, 500Km black-top/asphalt
In 1999, PDO achieved its best Safety performance to date: 70 days &10 million hours worked without an LTI
No Fatality
LTIF of 0.37 per million hours worked
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PDO &
Contractors drive 120
Million Km per year average; i.e.
travel round the world 3,000 times a
year (8 times round the world every
day !!!)
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1.63
2.14
1.62 1.741.19
1.42 1.210.94
0.70 0.60 0.75 0.790.37
0.73
3.61
0
1
2
3
4
5
86 87 88 89 90 91 92 93 94 95 96 97 98 99 2000 2001 2002
LostTimeInjuriesFrequenc
PDO & Contractors HSE Performance 1986 - 2002
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Injuries
Engineering Systems:
Hardware issues to
engineer out hazards
Management Systems:
develop procedures,
etc. to control hazards
Focus on People:
empowerment and
conviction to work
SAFELY
Time
Historical Trend in Safety
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Unsafe acts & Unsafe conditions
96% / 4 %
Fatalities
Lost Time Injuries
Medical Treatment
First-aid Cases
The Causes of Injuries
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One fatality----------------------
100 Lost Time Incidents---
1000 Non LTIs-----------
10,000 Near Misses---
100,000 Unsafe Acts-
The Incident Triangle
Over 96% of Incidents are caused by People
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What is PDO doing to
achieve world-classHSE Performance?
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Leadershipand
Commitment
WorkforceEngagement-
WinningHear
tsandMinds
AccountabilityforSafety-
Consequence
Management
Develop
mentand
Impleme
ntationof
HSEManage
mentSystem
World ClassSafety Performance
Achieving world-class Safety Performance via Focus on People
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Leadership & Commitment Safety (HSE) is Priority Number One
Visibility: participation in Joint Management HSE Inspections
Involvement: HSE on meeting agenda, ELT sessions
Target setting: T&T, staff appraisal to include HSE aspects Improving HSE Culture: walking the talk, empowerment
Participation in Incident Investigation & Review
MD Incident Review, with Contractor CEO, for High Potential
Incidents & Poor Performing Contractors Annual CEO HSE Conference
Site Management support for HSE Initiatives/Circles
Use HSE Positions to develop high calibre staff
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Joint Management HSE Inspections
Demonstrating HSE Leadership
Highlights of 2002 Performance
Participation by 22 CEOs and 10 PDO Directors
27 Joint Mgt HSE Inspections: Actual vs Planned 90%
Inspections were well received by PDO and Contractor staff Presented opportunity for cross learning across
organisations.
Focus for 2003 and beyond
Continue Joint Management HSE Inspections
Forum to share feedback from Inspections
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Feedback to CEOs
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HSE Management
System: what is its
Objective ?
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HSE Management SystemObjectives:
Manage hazards & effects to H,S & E in a structured way
Set performance standards for managing HSE
Continuous improvement via monitoring, reviews and audits
Improving workforce understanding of HSE-MS:
Link Hazard Management to Activity
Understanding What it means to Me Define Requirements for 3 levels of workforce (i.e. Manager,
Supervisor and Staff)
Develop Module for Self-Assessment
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PDO HSE Management System
Leadership and Commitment
Policy and Strategic Objectives
Management Review
Audit
Organisation, Responsibilities
Standards, Procedures and
Document Control
Monitoring
Planning
Hazards and Effects
Management Process
Implementation
Corrective
Action
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Challenges of Workforce
Engagement in a Multi-Cultural Environment
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Safety Propulsion Projects
in PDO since 2001
Road Safety: Drive-to-Survive
Competency of HSE Advisors
Enhanced Site Supervision (ESS)
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Workforce Engagement ESS workshops to improve hazard awareness & supervision
Working Safely for the workforce at shop-floor level
Use of Pictorial Prompt Cards (effective communication)
Safety Circles/Fora (e.g. No-LTI Clubs, ESS Champions, etc) Performance Review & Dissemination of Lessons
Enhanced use ofSTOP
HSE Advisers Competency Programme
Contract Holdership Certification Scheme
HSE Skills Portfolio for HSE and Key Line Staff (PDO)
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ESS Workshops & Coaching
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Q1
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RTAs/million kms
0.00
0.50
1.00
1.50
2.00
2.503.00
3.50
1987
1989
1991
1993
1995
1997
1999
2001
2003
RTAs/million kms
PDO & Contractors: Road Safety Performance
Road Traffic Accidents per Million Km driven
DDC
Reduction:
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Rollover/million kms
0
0.2
0.4
0.6
0.8
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
Rollover/million kms
PDO & Contractors: Road Safety Performance
Rollovers per Million Km driven: Reduction
Speed-limiters DDC
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100 LTIs
1,000 Non-LTIs
10,000 Near Misses
100,000 Unsafe Acts
One
Fatality
LEGEND: A = Levels covered by HSE Leadership, e.g. Joint Mgt HSE Insp., Site Management SupportB = Levels covered by ESS, Working Safely Workshops, Safety Circles/Forum
HSE Management Triangle The Incident Triangle
Target-Zero: No Injuries
A
No
Injury
ImprovedHSE Culture(Proactive):
No LTI ClubB
Site Management HSELeadership, e.g. viaSupport for ESS, HSEAdvisers Networking,etc.
Positive HSE Climate created by topManagement (HSE is Priority No. 1)
Strong Site HSEAwareness andSupervision via ESS,WS, STOP, etc.
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Fatality frequency (Fatalities per million hrs)
LTIfrequency(LT
I/millionhrs)
LTIF versus Fatality frequency over the years
Zero
Target Zero in PDO
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
0.00 0.05 0.10 0.15 0.20
92
93
94
95
96
9798
99
00
01
02
03 (YTD)
2003-Target
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Accountability for HSE
the next step
HSE M t S t
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HSE Management System
Hazard/Risk
Accident
WORK
Barriers
or Controls
DISASTERViolation Error
+ =
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Accountability for HSE
Main Thrusts
Aim to protect health and safety of workers.
Staff are to be held accountable for actions that can lead to high
potential incident or fatality based on past experience.
Deliberately breaking rules is worse than breaking rules out ofignorance
Same Framework for PDO and Contractors, via Industry Forum
(OPAL) and Govt.
In certain cases management discretion will be exercised following
incident investigation.
A full investigation must be completed, and proven case of
deliberate misconduct made before application of rules
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Probability of it happening again
Consequence of (If Nothing is done to prevent it)
worst known case - PDOVery Low
A
Low
B
Medium
C
High
D
Very High
E
P A E R Never Heard Heard of in Incident has Happens >5 Happens >5People Assets Environment Reputation of in (EP) (EP) occured in times per year times per year
Severity
Rating(Injury) (Damage/Loss) (Total Effect) (Impact) Industry Industry PDO in PDO in Area/Asset
0 No Injury No Damage No Effect No Impact NEAR MISS
1Slight (eg.
FAC)
Slight
(US$ 1M)Massive Effect
International
Impact
Accountability for HSE: Risk Matrix
List of HSE issues addressed and their risk rating1- Competence - Failure to attend Mandatory HSE Courses; 3D2- Compliance - Failure to follow mandatory HSE Procedures;4E3- Interfering with the Integrity of Safety Devices; 4C4- Driving under the influence of Alcohol; 5C5- Not using seat belts; 4D6- Driving without PDO license; 4C7- Using GSM whilst driving; 2E8- Not obeying applicable speed limits; 4E9- Driving a vehicle without a valid RAS sticker; 4C
10- Failure to apply safe journey management plans; 4E11- Failure to follow night driving policy; 4D
7
4
86 2
1
11
3
5 109
l E
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Accountable party Recommended Actions
PDO CONTR. Level 1 Level 2 Level 3
RISK AREAS First Offence(Recorded)
Second Offence(Apply Sanctions)
Third Offence(Grave Violation)
COMPETENCE
1 Failure to attend mandatory HSE courses LineManager
ContractManager Verbal Warning
Counsel Staff andSupervisor
ManagementDiscretion
COMPLIANCE
2 Failure to follow mandatory HSE procedures asproven after incident investigation.
LineManager
CEO Verbal Warning Re-assign Dismissstaff
ROAD SAFETY (while on company business)
3 Interfering with the integrity of safety devices e.g.tampering with speed limitors and safety belts
MDC CEO ManagementDiscretion
Dismissstaff
4 Driving under influence of alcohol as proven byinvestigation.
MDC CEO ManagementDiscretion
Dismissstaff
5 Not using seat belts MDC CEO Verbal WarningSuspend from
Driving on CompanyBusiness
Dismiss Staff
6 Driving without a valid licence MDC CEO Verbal WarningSuspend from
Driving on CompanyBusiness
Dismiss Staff
7 Using GSM (including Hands free) while driving Line
Manager
CEO Verbal WarningSuspend from
Driving on Company
Business
ManagementDiscretion
8 Not obeying applicable speed limits LineManager
CEO Verbal WarningSuspend from
Driving on CompanyBusiness
ManagementDiscretion
9 Driving a vehicle that is not road-worthy e.g. noRAS certificate
LineManager
CEO Verbal Warning Suspend fromCompany Business
ManagementDiscretion
10 Failure to apply Safe Journey Management Plans LineManager
CEO Verbal Warning Withdraw PDOdriving permit
DismissStaff
11 Failure to follow "Night Driving" Policy LineManager
CEO Verbal Warning Withdraw PDOdriving permit
Dismissstaff
Accountability for HSE Framework
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Q3
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Challenges Ahead
In a multi-cultural environment, Accountability for HSE may
be perceived negatively (blame culture)
Framework presented and accepted by Industry Forum, OPAL.
Industry Forum engagement ongoing with Government to
obtain support for Accountability for HSE Framework
Implementation ONLY after effective Workforce Engagement
Roll out to concentrate on positive aspects of the scheme
Workforce HSE Culture can be significant consideration
Goal: Convince and Empower the workforce to work SAFELY
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If you were in this boat, what would you do ?