Post on 08-Feb-2018
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RE FORMATTED BY:
PETROLEUM ENG NEER
MOHD ZOUHRY EL HELU
E-Mail: peteng.mzhelu@gmail.com
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1.1 INTRODUCTIONWelcome to the Well Engineering Distance Learning Package, the
DLP. This has been written to replace the previous two distance
learning packages which were known as Round 1 and Round 2. The
reasons for replacing Round 1 & 2 were as follows ;
To update the material, in the process changing the focus toreflect changes in the development programme for Well
Engineering Staff (see Role of Well Engineering below).
To get rid of the duplication of material between the twopackages.
To allow the use of new formats to improve the readability andclarity of the document.
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Below you will find some information designed to help you use the
DLP to best effect and to help us maintain it as a fit for purpose
document.
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The role of Well Engineering as a discipline skills pool has been
defined in the Well Engineering Framework (WEF). This is designed
to put the values and drivers of the Shell Business Framework in the
context of the EP Business Model and thus provide a model to showwell engineers where they can contribute in the business.
The WEF fully acknowledges the shift of the Well Engineering
contribution from "making hole" to adding value through cost
effective life cycle well design. This contribution is most effective
when made in the context of multi-disciplinary teams at any stage of
the hydrocarbon life cycle, i.e. from prospect acquisition to project
decommissioning. Group objectives for growth and cost reduction
need low cost solutions in ever more challenging environments which
puts the emphasis on smart, fully integrated, designs and use of
innovative technologies. To become "a partner of first choice" Shell
must be a leader in innovation. This requires highly motivated staff
which take an interest in their own development in support of
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opportunities which benefit themselves as well as the company. This
shift in WE contribution needs to be reflected in the Learning and
Development programme for WEs.
11..11..22OOBBJJEECCTTIIVVEESSOOFFTTHHEEDDLLPP
The objectives of the DLP are:
To provide the foundation knowledge for a new Well Engineer.To provide a syllabus for the Round 1 and Round 2 Well
Engineering examinations. Further information about the roles
and objectives for these examinations is available from the
drilling mentors in the OUs or from the well engineering pages
on the EPT-LD intraweb site on the Shell Wide Web.
To provide the information contained in the syllabus of theInternational Well Control Forum examinations at Supervisor
level.
After studying the DLP, gaining sufficient experience and after
receiving the guidance of a mentor or coach, the student should be in
a position to tackle most of the challenges faced by a wellsite based
Company Appointed Representative, generally known as a Drilling
Supervisor, or an office based Well Engineer charged with writing
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drilling programmes. This means that the student will either be able
to find the relevant knowledge in the DLP or will know where to find
it. For this reason a number of key SIEP documents and reports are
used as references throughout the DLP and the intention is that the
student becomes familiar with them in this way.
Note that the DLP is a learning aid NOT an engineering
reference document. In the case of contradictions between the
DLP and an SIEP report or an OU's local operating procedures,
the latter take precedence. If in any doubt, seek advice fromyour mentor or the focal point in your OU for the subject
concerned.
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The DLP is composed of a number of Sections and each Section issplit into Parts. After studying the material contained in each part the
student should complete the coursework at the end of that part. The
coursework is designed to be an audit trail so that progress of the
student is tracked by the mentor who must evaluate the coursework
done. In several cases the student is invited to apply the well
engineering techniques to data from a well (s)he has worked on. The
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value of such an exercise will depend in large part on the effort put in
by the student.
In a number of cases group common well engineering software ismentioned and occasionally the student is requested to make use of
one of the software packages. Although it is not always easy to gain
access to such software in some OUs, we strongly recommend that
the student gains familiarity with Well plan for Windows and Stress
Check.
Most students will sit their Round 2 examination between two and
four years after receiving the DLP. This will depend on the time the
student has available, how much time (s)he takes to study the
material (expected 150 - 250 hours) and how much experience the
person gains (or already has). It should be noted that experience is
not measured by the amount of time that an individual spends at the
well site or in an office based position, but by the amount of
development gained. This is entirely dependant on the individual who
must take every opportunity to face new challenges and thereby
learn.
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Each of the parts has been written by a different author and
therefore the style may vary somewhat. Also, the level of the
material inevitable varies since it is a somewhat subjective judgement
when the material given is too basic or advanced. Finally, the
document can always contain errors especially this first version which
is brand new. Simple feedback forms have been included at the end
of each Part and users of the DLP are strongly encouraged to use
these to express their views of the material. Those at the end of all
Parts except this one request comments on the specific subject
matter covered; at the end of this introductory Part you are
requested to give your overall impression of each Part with respect to
content and clarity.
Ownership of the document resides with EPT-LD in SIEP. Theintention is that the DLP will be updated approximately every two
years, though the amount of resource available for this will likely be
limited. Priority will be given to Parts for which most critical and
constructive feedback has been received. Wherever possible, please
be specific about material that is incorrect or missing.
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Following updates, personnel who have received the package
previously but who have yet to sit the examination, will be informed
of the updates. Where these could affect the Round 2 examination,
they will also receive a copy of the updated material.
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Many people have contributed to the project to write the Well
Engineering Distance Learning Package and some of their names are
listed below. Apologies are proffered to anyone who feels missed out.First and foremost is Ray Quartermain of Silica Services who has
provided the technical editing services and has really been guardian
of this project. Thereafter Allan Schultz, Steve Collard, Gerard de
Blok, Frank De Lange and Gareth Williams all deserve recognition.
1.2 Health Safety and EnvironmentalManagement
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11..22..11..11 GGEENNEERRAALL
In general you, the Junior Drilling Engineer trainee, will not have
been on a drilling unit prior to commencing your training with the
Shell Group. This Part on the subject of Health, Safety and the
Environment therefore commences with two Topics containing
information which will be useful in your first few days on location,
and should therefore be read (or re-read) just before arriving there
for the first time. These will help you avoid injury before becoming
accustomed to what goes on. They contain no descriptions of
systems, and a minimum of narrative.
Topic 2.2 is a list of things to watch out for, and has deliberately
been made short enough for you to read in a few minutes before
your first visit to a drilling location. It is not only concerned with the
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life-threatening hazards but also with lesser but still painful injuries.
Topic 2.3 contains a description of the "safety systems" which you
are likely to come into contact with during your well-site work. It is
not exhaustive and few details are given. The intention is to make
you aware of safety systems, to enable you to recognise that certain
actions or procedures are part of a larger system, and to make you
aware that you yourself have a role to play in that system.
In principle the drilling crew, and especially the driller, will warn you
if they see you putting yourself at risk, but they may not have the
time to do that if you make a sudden movement at the wrong time.
Nor can they always be watching. The drilling crew may also be so
accustomed to their daily routine that they do not realise that a
newcomer may not know what is about to happen.
It is not the intention of this document to frighten you into thinking
that working on a drilling location is a dangerous activity. It is not. It
is much less dangerous than many other activities in which we all
freely take part such as driving and sports. In fact the most
hazardous activity which Shell will ask you to undertake is probably
to travel to the work site.
To put the risks into perspective the current Lost Time Injuryfrequency for all Exploration & Production companies within the
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Group is approximately 1.8 per million man-hours. (See below for the
definition of Lost Time Injury.) That means that the average person,
including contractor site personnel, would have one accident serious
enough to require one day or more off work approximately every
sixty years spent at a work site. Alternatively, assuming that the
length of a working career is thirty years. of which 25% is spent at
work, it means that at current rates only one person in eight would
lose one working day or more due to an injury at work during his/her
entire career. Bearing in mind that a cut finger or a sprained ankle
could result in losing a day that is not a rate to be ashamed of; even
so, Shell is striving to improve it further.
The figures quoted in the previous paragraph are averages for all EP
companies (including contractor personnel) in the Shell Group.
Evidently the risk varies with the type of job - a floorman on a drilling
rig is more likely to be injured at work than an accountant. You, as a
trainee, should also bear in mind that, within the same type of
activity, incident frequency distributions are skewed towards young
and inexperienced personnel.
The remaining Topics of this Chapter on Health, Safety and
Environment (HSE) are intended to provide the background to, and
give you an insight into, how Shell deals with these issues. Whereas
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Topics 2.2 and 2.3 illustrate how "safety" as a concept can/does
affect the individual operating at the sharp end of the business, the
subsequent Topics explain how safety (and HSE in general) is
integrated into the business and describe the methods which are
used to achieve a satisfactory result at the corporate level. They
concentrate on Safety Management, as that is the element which will
make the most immediate impact on you, with a relatively brief
introduction to Health and the Environment in the final Topic.
11..22..11..22 DDEEFFIINNIITTIIOONNSS
Accident: An accident is an Incident that has resulted in actual
injury or illness and/or damage (loss) to assets, the environment or
third parties.
Exposure Hours: Exposure hours represent the total number of
hours of Employment including overtime and training but excludingleave, sickness and other absences.
Fatality:A fatality is a death resulting from:
An Occupational Illness, regardless of the time interveningbetween the beginning of the illness and the occurrence of
death, or
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A Work Injury, regardless of the time intervening betweeninjury and death.
First Aid Case (FAC):A first aid case is any one-time treatment andsubsequent observation of minor scratches, cuts, burns, splinters,
and so forth, which do not ordinarily require medical care by a
physician.
Hazard:A hazard is the potential to cause harm, including ill health
or injury; damage to property, plant, products, or the environment;
production losses; or increased liabilities.
Incident:An incident is an unplanned event or chain of events that
has or could have caused injury or illness and/or damage (loss) to
assets, the environment or third parties.
Lost Time Injuries (LTI): Lost time injuries are the sum of
Fatalities, Permanent Total Disabilities, Permanent Partial Disabilities
and Lost Workday Cases resulting from injuries.
Lost Time Injury Frequency (LTIF): The Lost Time Injury
Frequency is the number of Lost Time Injuries per million Exposure
Hours worked during the period. (Note: some contractors base their
LTIF on a period of 200,000 hours.)
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Note that there does not have to be a particularly severe injury
to result in an LTI. In the case of offshore personnel, any
requirement for a specialist examination which the site medic
cannot do (e.g. an X-ray) will mean a trip ashore and almost
certainly a missed shift, even if no further treatment is required.
Lost Time Illnesses:Lost time illnesses are the sum of Fatalities,
Permanent Total Disabilities, Permanent Partial Disabilities and Lost
Workday Cases resulting from occupational illness.
Lost Time Illness Frequency:The lost time illness frequency is the
number of Lost Time Illnesses per million working hours worked
during the reporting period.
Lost Workday Case (LWC): A Lost Workday Case is any Work
Injury/Occupational Illness other than a Permanent Partial Disability
which renders the injured/ill person temporarily unable to perform
any regular Job or Restricted Work on any day after the day on which
the injury was received or the illness started.
Medical Treatment Case (MTC):A Medical Treatment Case is any
Work Injury that involves neither Lost Workdays nor Restricted
Workdays but which requires treatment by, or under the specific
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order of, a physician or could be considered as being in the province
of a physician.
Near Miss:A Near Miss is an Incident which did not result in Injuryor Illness and/or Damage (Loss) to Assets, the Environment or Third
Party (ies).
Occupational illness: An Occupational Illness is any work-related
abnormal condition or disorder, other than one resulting from a Work
Injury, caused by or mainly caused by exposures at work.
The basic difference between an Injury and Illness is the single event
concept. If the event resulted from something that happened in one
instant, it is an injury. If it resulted from prolonged or multiple
exposure to a hazardous substance or environmental factor, it is an
Illness.
Permanent Partial Disability (PPD): A Permanent Partial
Disability is a disability resulting from a work injury/occupational
illness which leads to:
the complete loss, or permanent loss of use, of any member orpart of the body, or
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any permanent impairment of any member or part of the body,regardless of any pre-existing disability of that member or part,
or
any permanent impairment of physical/mental functioning,regardless of any pre-existing impaired physical or mental
functioning, or
a permanent transfer to another job.Permanent Total Disability (PTD):A Permanent Total Disability is
a disability resulting from a work injury/occupational illness whichleads to permanent incapacitation and termination of employment or
medical severance.
Restricted Work Case (RWC): A Restricted Work Case occurs
when an employee, because of a work injury/occupational illness, is
physically or mentally unable to perform all or any part of his/her
regular job during all or any part of the normal workday or shift.
Restricted Workdays:The number of Restricted Workdays is the
total number of calendar days counting from the day of starting
Restricted Work until the person returns to his/her regular job.
Severity:Severity is calculated as the total Lost Workdays resulting,
and where necessary estimated to be going to result, from Accidents
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which occurred during the reporting period divided by the total of
Lost Workday Cases plus Permanent Partial Disabilities. It represents
average days away.
Total Reportable Cases (TRC): Total Reportable Cases are the
sum of Fatalities, Permanent Total Disabilities, Permanent Partial
Disabilities, Lost Workday Cases, Restricted Work Cases and, in the
case of work injuries, Medical Treatment Cases.
Total Reportable Case Frequency (TRCF):The Total Reportable
Case Frequency is the number of Total Reportable Cases per million
Exposure Hours worked during the period.
Additional definitions, plus extensions and clarifications of those given
above, can be found in the Guide for Safety Performance Reporting,
the Guide for Health Performance Reporting and the Environmental
Management Guidelines.
11..22..11..33 AANNEEXXHHOORRTTAATTIIOONN
Never ever say to yourself "I know this is not what I should be doing,
but it will be alright this time".
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11..22..22..11 OONNTTHHEERRIIGGFFLLOOOORR
Stabbing drill-pipeYou will probably not be asked to help to run drill-pipe into the hole,
but, if you should find yourself acting as a floorman, remember that a
golden rule is never to put a hand on the pipe which is already in the
hole. The driller may lower the additional pipe when you don't expect
it.
In earlier generations roughnecks were very well paid but were not
given so much safety training. Most of them finished up with more
gold rings than they had fingers left to put them on.
Setting back drill-pipeSimilarly you may find yourself helping to stack drill-pipe by pushing
a stand across the rig floor while it is hanging from the hook in the
derrick. As the pipe moves away from you don't take such long steps
that your foot gets underneath it.
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Remember that suspended loads have a habit of dropping,
sometimes without warning. This is one of the most common themes
which run through safety awareness training.
Core recoveryCoring is always interesting and you may be impatient to see
whether a good core has been recovered. Do not be tempted to put
your fingers into the bottom end of the core barrel while it is hanging
an inch above the floor.
Not only is the core barrel itself a suspended load, but the core inside
it may be supported only by friction and may slide out at the wrong
moment.
Trip hazards
The derrick floor (or any other working area) should be clean andtidy but occasionally it may become cluttered up with equipment and
tools. Watch where you walk - if you trip there are not too many
things on a rig floor which you can safely get hold of to steady
yourself .
Trips on stairs can be hazardous. Always have one hand available for
the railing - especially on a floating unit. It follows that anything too
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heavy or too bulky to be carried in one hand should be moved
between different levels by winch.
Rotary tableIt may seem obvious, but the rotary table can rotate and is therefore
a special trip hazard. If you walk across the derrick floor, walk round
the rotary table, even if it is apparently not moving as you approach
it.
Wire rope to back-up tongsWhen the drilling crew are running pipe in or out of the hole they
tighten or loosen the connections by means of tongs which are
operated by pairs of wire ropes. One wire goes to the draw-works
and does the pulling, the other goes from the so-called back-up
tongs to a fixed point on the rig floor to stop the other half of the
connection turning. When the driller tightens the pulling cable, the
back-up tong will suddenly rotate a quarter of a turn round the pipe
and the wire line which was lying loose will snap tight. Anyone
standing too close to this cable could then be seriously hurt.
If you go on the rig floor during a trip, or while running casing,
approach it from the drillers side and stand behind him until you aresure you know how everything there is moving.
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Drilling fluid spraysWhen drill-pipe is being pulled out, the tongs are not the only hazard.
Remember that there may be a column of drilling fluid almost 30
metres high inside the pipe. As the connection is unscrewed this
liquid (commonly with a pH of 10 or 11) may spurt out into the eyes
of the unwary spectator.
Tubulars being lifted through the V-doorWhen drilling, running casing or running production tubing, single
joints of pipe will be lifted from the pipe racks, through the V-door,
and into the derrick. If the driller lifts one just a little too quickly the
end will come up the ramp , over the edge of the floor, and the
whole pipe will swing violently across the floor. Don't put yourself
into a position where it could hit you.
Wire line being run into holeFrom time to time tools are run into the hole on wire line. If a tool is
being run quickly and meets a resistance of some sort in the hole,
the winch operator may not be able to stop quickly enough. In that
case the wire will continue spooling off the drum and fall onto the
derrick floor in loops. When the tool in the hole then falls free an
instant later the loose wire will be dragged very quickly into the hole
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and the loops will snap tight with enough force to sever a limb. Keep
a safe distance away during this operation.
High pressuresWhen high pressures are used, either during pressure testing or
pumping operations such as cementing or formation stimulation
operations, hoses and pipe connections occasionally fail.
The result of a small leak may be a fine jet of high pressure liquid
which can cut and penetrate soft material.
If a hose or pipe fails during a high pressure operation the broken
connection will flail around violently until the pump operator has had
time to react. You will notice that during a high pressure operation
the lines and hoses will be chained either to a fixed part of the rig
structure or to a stake hammered into the ground. This is to restrain
movement in case of a failure, but it is not always 100% effective.
Avoid these two hazards by keeping your distance from high pressure
lines, especially while pumping or pressure testing.
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11..22..22..22 OONNAANNDDRROOUUNNDDTTHHEEPPIIPPEERRAACCKKSS
Standing on tubularsOne of the jobs that may be given to you as a trainee is to measure
the casing while it is laid out on the pipe racks. Before you walk on
the casing, which you will have to do, make sure that the joints are
tightly packed and that the first and last are firmly wedged in place,
so that they do not roll as you step on them.
Singles being laid downThe hazard associated with lifting single joints into the derrick has
been mentioned. The opposite operation - laying down pipe -
involves allowing a joint of pipe to slide freely down the ramp and
along the catwalk. In doing so it acquires a large amount of kinetic
energy, which should be absorbed by a sprung barrier at the end of
the catwalk. Occasionally a joint will jump over the barrier or slide
down the ramp off-centre and go sideways off the catwalk. Don't put
yourself into a position where one of these could hit you.
11..22..22..33 AARROOUUNNDDTTHHEEDDRRIILLLLIINNGGFFLLUUIIDDTTAANNKKSS
The low pressure drilling fluid system has its own share of hazards
for the unwary.
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Drilling fluid has, by design, lubricating qualities. Any minor spills,
drips, etc., or spray being blown by a strong wind, may cause stairs
and walkways to become slippery. This is especially the case near the
drilling fluid mixing area where the wind may pick up powder as
sacks are emptied into the mixing hopper.
Dust around the mixing area is also unpleasant for the eyes, but this
is an obvious hazard. With one exception drilling fluid products are
fairly innocuous - they have been designed to be environmentally
friendly - but cement dust is not. If sacks of cement are being cut
open and emptied, either into the bulk tanks or while mixing cement
slurry, the dust which may be blown around has a high pH and is bad
for the eyes and lungs.
The one exception mentioned in the previous paragraph is caustic
soda, which is delivered as beads or crystals in metal drums. These
solids will go through leather gloves and leather boots in no time !
Caustic soda is used because many drilling fluid systems require a
high pH of 10 or 11. Even though it may not cause immediate caustic
burns a high pH liquid is still bad for the skin. Don't put your hands
into the drilling fluid; if you are splashed, wash it off; and if your
clothes become wet with drilling fluid, change them.
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There will be eye-wash stations at various locations on the drilling
unit but specifically in the vicinity of the drilling fluid mixing area. It is
probably a good idea to try it to see how it works while you can still
see clearly what you are doing, but check with someone in authority
first as some systems are designed for one time use only.
11..22..22..44 IINNTTHHEECCEELLLLAARR
It is very rarely that a well is drilled without any gas indications at all;
there is thus always the possibility of gas coming out of solution from
the drilling fluid. Most hydrocarbon gases are heavier than air and
will therefore tend to gather at the lowest point on a location, which
is normally in the cellar. Do not be tempted to climb alone into a
deep cellar on a land location to look at the equipment or check the
gauges - there may not be enough oxygen there to support life. If
there also happens to be H2S present you may not stay alive for long
enough for someone to get a line round you and lift you out, even if
they see you collapse!
When enclosed and unventilated spaces including the cellar are
entered for operational reasons, a gas test will be made and the
"buddy" system will be used with one crew member remaining
outside the space in question.
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11..22..22..55 AARROOUUNNDDTTHHEELLOOCCAATTIIOONN
CranesCranes lift relatively distant heavy loads high into the air and swing
round to move them over intervening obstructions. The resulting
hazard is that a load may pass over people on the location without
them being aware of it. If there is a crane working on location, make
sure that you remain aware of what it is doing.
You will know by now that you should not be under a suspendedload, what you might not realise is that you should not be close to
the crane or under the jib. Cranes occasionally fall over, and jibs
occasionally fail. In theory there are automatic safeguards to prevent
safe working loads being exceeded; in practice it still happens.
Even if you are not underneath the load, keep clear of the area
where loads are being picked up or set down as they can swing
unexpectedly - especially offshore.
Moving vehicles, including fork liftsTrucks, cranes and fork-lifts are fitted with reversing alarms. This is
done for a good reason. If you can hear a rapid beeping above all the
other noises on a location it means that there is a vehicle very close
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to you going backwards, which in turn means that the driver may not
be able to see you. Look around to check where it is and what it is
doing.
WeldingThe easiest method for an anyone, including visitors, to injure
themselves on a drilling location without actually doing anything is to
be within sight of an arc-welder. If you see a welder about to "strike
an arc", look away as the high intensity ultra-violet light can
permanently damage the eye at surprising distances.
11..22..33SSii tteepprraacctt iicceessaannddpprroocceedduurreess
Safety is no accident !That is a double-entendre worth remembering. The maintenance of
the safety of people engaged in a drilling operation does not happen
by chance; on the contrary a great deal of work goes into it. Safety,
like any other part of the operation, has to be managed. The totality
of what is done to manage safety is called a Safety Management
System, SMS for short. All levels in the staff hierarchy play a part and
the results are seen in the safety performance on the location. The
key elements in the safety management of a drilling operation are
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procedures and practices which, if followed, will minimise the
probability of anything going wrong or minimise the consequences if
something does go wrong.
This section gives a short introduction to the safety procedures with
which you will or may come into direct contact. The intention is not
to describe these procedures in any detail but just to make you
aware that they exist and may have some influence on your actions.
The first five items are all concerned with preventing incidents. The
following five are actions which are taken prior to and/or during
normal operations in preparation for dealing with an incident if there
should be one.
Induction meetingsEveryone arriving on location for the first time will be met by a
representative of the drilling unit operator and given an introduction
to the operation with particular reference to local circumstances. This
will cover such matters as accommodation, emergency
signals/actions, mustering points, general site rules including the
wearing of personal protective equipment (PPE), safety meetings
(see below) and the current state of the operations with any
associated hazards.
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Safety meetingsEveryone on site is obliged to attend at least one regular series of
formal meetings at which safety related matters are discussed and
minutes are kept. In these meetings action points are identified and
action parties agreed. There are also less formal meetings, known as
briefings or toolbox meetings, at the start of every shift and prior to
all non-routine operations.
The "permit to work" systemOnly one person on a drilling unit has a complete overview of
everything that is happening there - he may be called the toolpusher,
the rig manager or the installation manager. If any department or
section plans a job which either may affect other
sections/departments or is non-routine and potentially hazardous, the
department/section head has to obtain a permit to work from the
person in charge. Before issuing a permit the latter will verify that the
work will not jeopardise other aspects of the operation and that the
correct safety precautions have been taken. The types of work
covered by this system are listed in the box inAppendix 2.
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The sling registerGiven the quantity and weight of equipment and material which is
lifted and moved during a drilling operation there is a potential for
accidents due to falling loads. One of the measures taken to avoid
this is to have a sling register, in which is kept the physical details of
each individual sling on location.
Journey management and planningPlanning vehicle journeys properly can prevent accidents by allowing
a supervisor to check that the trip falls within the allowable
parameters of distance, speed, time of day, time on duty etc. and
that appropriate equipment is being used or carried.
If there is nevertheless an accident, it can minimise to some extent
the consequences by ensuring that the accident is known about as
soon as possible.
SHOC (Safe Handling Of Chemicals) cardsA set of SHOC cards covering all the chemicals on location must be
available. These contain data in a standard format covering such
matters as storage, handling and medical treatment in case of
accidental contact or ingestion.
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Anyone handling chemicals must be familiar with the data on the
relevant SHOC cards. And if anyone has an accident with one of the
many different types of chemical substance around a location, the
medical attendant has quick access to details of the appropriate
remedy.
These cards are also known as MSDS (Material Safety Data Sheets).
Personnel register
In dealing with an emergency situation it is essential to knowwhether anyone remains in a hazardous area or situation. For this
reason a register of persons on the work-site, and their locations, is
maintained.
Drills
Knowing what to do in a critical situation is one thing, doing itproperly in times of stress is a very different matter. A primary way
to ensure that people do the right thing at the right time to stop a
potentially hazardous situation turning into an emergency is to
practise until the actions become familiar.
Everyone on a drilling location will be expected to take part in:
kick drills
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fire drillsevacuation drillsH2S drills (if appropriate)
Emergency signalsEach drilling unit has a set of signals given by a bell, whistle, siren,
flashing light, etc. with at least one unique signal corresponding to
each of the above-mentioned emergency situations. There may be
more than one signal for each situation - for example a bell in the
accommodation and a siren on the rig floor. You should make sure
that you know the signals, and know what to do when you hear one.
Regrettably these signals are not standard from area to area or even
rig to rig.
Contingency plansIn an emergency there is no time to stand around discussing what to
do to minimise the consequences. This is all discussed and agreed
beforehand, and formal contingency plans made (and publicised) to
cover every reasonably imaginable situation. Contingency plans will
typically cover:
Accident/medical emergency
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Blow-outFireMan overboard"May-day" call from aircraft/vessel at sea (including third
parties)
Loss of contact with aircraft/vessel at seaLoss of contact with road transport unitLoss of stability of offshore unitDiving emergenciesOil spillA release of H2SNatural hazards appropriate to the specific area such as
cyclones, icebergs, earthquakes, flooding, etc.)
11..22..44TThheeccaauusseessooffiinncciiddeennttss
What Causes Incidents?This is a deceptively simple question, and Shell has made major
investments into finding an answer to it, including sponsoring
academic research in universities in the Netherlands and the United
Kingdom. A great deal of success has been achieved, and it is fair to
say that within the Group there is now a good understanding of the
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underlying causes of incidents. The current challenge is to put that
knowledge to good use in preventing incidents in the future.
This is not the place to go into the theory of incident causationresulting from the research (which is known as the "TRIPOD"
concept) but a short, simplified, explanation of the aspects which are
relevant on the work-site will be valuable for you in understanding
what safety management is all about.
The first reaction of witnesses after an incident will probably be to
assign blame - either to a person who made a mistake (the notorious
"pilot error") or to equipment breakdown. This may well be correct,
but it is invariably only a part of the story. In fact the whole story is
usually long and complicated, and only understood after a thorough
incident investigation and analysis. From the point of view of the man
on the work-site an incident can only happen if there are at least
three elements present at the same time (hence the name TRIPOD).
These are, in the order in which they make their presence known:
PreconditionsAn unsafe actA failure of the system defences
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One of these can almost always be present alone without there being
an incident, and often two can be present without there necessarily
being an incident.
People do not deliberately perform unsafe acts which they know are
likely to result in an accident. They have to be in a situation where
their judgement may be faulty. In the jargon of safety professionals,
there have to be pre-conditions. These are conditions which are
imposed on the worker and which are, in the short term at least,
outside his control. They are part of the working environment and as
such are under the control of the line management of the company.
Examples of pre-conditions are poor motivation, poor training, high
workload, long working hours, an uncomfortable environment and
distractions.
There does indeed have to be an unsafe act. There wasan error by
the pilot! But pilots are people, and people do make mistakes -
however every mistake a person makes does not result in an incident
or an accident (otherwise there would not be many people around !).
In fact few real mistakes (as opposed to deliberate flouting of the
procedures) actually result in accidents - they are necessary but
should not be sufficient.
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The reason for this is that built in safeguards are used which are
given the name system defences. These are measures specifically
designed to mitigate the consequences of either human or
component failure. They are installed as a last line of defence, and
the quality of the defence is related to the consequences of the
mistake which they defend against. If a Boeing 747 hits the ground it
can kill hundreds of people, so the system defences are very
comprehensive including a co-pilot, redundancy of controls, flashing
lights, aural warnings, and an automatic pilot which can over-ride the
human pilot's inputs. In the drilling business it would be fatal to fall
out of the derrick, but only to one or two people, so the derrick man
is provided with a simple safety harness with a principal attachment
plus a back-up line.
11..22..55MMaannaaggiinnggHHSSEE
11..22..55..11 SSAAFFEETTYYMMAANNAAGGEEMMEENNTT
Within HSE attention was focussed first on safety.
There are three ways in which the management of a company can
approach safety:
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By not putting any employee into a potentially hazardoussituation
By telling all employees that they are responsible for their ownsafety and leaving the rest to them.
By accepting the responsibility for safety itself.It does not take much thought to realise that every action we take
between waking up in the morning and falling asleep at night
involves a certain amount of risk. We evaluate that risk, usually at a
subconscious level, and if it seems to be below a certain thresholdlevel we equate it to zero and carry on without further thought. The
threshold level is very personal; it also varies with time. As an
example not many people consider taking a shower to be a
hazardous activity, but we probably all know someone who has
slipped on the soap or on smooth tiles and either had a near miss, or
done something more serious such as spraining a wrist or dislocating
a shoulder. The conclusion is that there are no risk-free situations in
practice and the first method is not in fact an option at all.
The second method is very common in low technology jobs and until
recently has been common in the oil industry in jobs where an
accident would not result in immediate major damage to equipment.
The thinking is that an employee will learn initially from his peers and
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then by experience and will see the dangers for himself, or that he
need only be shown once. There are many reasons why this
approach is not effective, for example:
Informal training given by peers can perpetuate bad practicesas well as good.
"Learning by experience" really means learning not to repeatmistakes. Unfortunately the consequences of the first mistake
may be such that the worker is no longer in a position to learn
from it.It may not be obvious to a worker how his actions may affect
others.
The employee may not be able to evaluate how one change ina complicated set of conditions may affect the risk to himself
No matter how experienced, an employee may come across anew situation with risks which are not immediately obvious.
The major advantage of this approach is that it enables supervisors
and managers to go home with a clear conscience after an accident:
"It was his own fault - I'm not responsible! It may seem to the
newly recruited drilling engineer who is undergoing months of
training, including the safety aspects of specific operations and
frequent reference to safety management, that the approach is now
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obsolete. It should be, but it is an easy option and is very seductive.
As long as we continue to see accident reports in which the
supervisor reports the action he took to prevent recurrence as "I told
him to be more careful", this method of safety management is alive
and well.
It is by now obvious to you that the only acceptable choice is that the
top management of a company accepts the responsibility for all the
assets of a company, including as a major asset the personnel. This
acceptance of responsibility for damage to personnel as well as to the
other assets of a company may initially have been motivated by
public relations - not wanting to be seen as a company which injures
a lot of people - but it also made good business sense.
In the course of time no incompatibilities have been found between
safety and production, and it has become an accepted cornerstone of
safety management that "safety is good business." With lower overall
accident rates:
less equipment will be damaged,fewer small accidents in turn means fewer major accidents,the operation will be closed down less for accident
investigationsthere will be lower costs for training replacement workers,
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there will be lower costs for evacuating injured workers fromremote locations
continuity in crews enhances teamwork and higher efficiency11..22..55..22 AACCCCEEPPTTAANNCCEE OOFF TTHHEE NNEECCEESSSSIITTYY TTOO
MMAANNAAGGEE
With the recognition of the safety responsibilities of management it
became a Shell Group policy that Safety, and later also Health and
the Environment, must jointly be given equal priority with the
technical content of any operation. The most recent version of the
Group's HSE Policy, endorsed by the Committee of Managing
Directors in 1997, is shown in Appendix 1, along with a statement
affirming the Group's commitment to Health, Safety, and the
Environment.
Individual Operating Unit (OU) HSE policies are based on the Group
policy. It is a primary responsibility of the Management of an Opco to
ensure that all the contractors involved, as well as all staff members,
are aware of the Opco policy, understand it, and are fully committed
to adhering to it.
The consequence of adopting this policy was that it became
necessary to "manage" safety in a more formal manner than
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previously and thus to have a "safety management system"
integrated into the overall management of the business in the same
way as a "quality management system" and a "finance management
system".
The acceptance of safety, and later HSE, as an integral element of
business activities is reflected in the Group's Statement of General
Business Principles (1994 version).
Extract from the Group's Statement of General Business
Principles
It is the policy of Shell companies to conduct their activities in such a
way as to take foremost account of the health and safety of their
employees and of other persons, and to give proper regard to the
conservation of the environment. Shell companies pursue a policy of
continuous improvement in the measures taken to protect the health,safety and environment of those who may be affected by their
activities.
Shell companies establish health, safety and environmental policies,
programmes and practices and integrate them in a commercially
sound manner into each business as an essential element of
management.
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11..22..55..33 EENNHHAANNCCEEDDSSAAFFEETTYYMMAANNAAGGEEMMEENNTT
The concept of a Safety Management System (SMS) was not created
overnight. An intermediate step in the evolution of the SMS was astage in which emphasis was placed on a structured approach to
managing safety but which did not go all the way to the formal
management and control system which SMS and today's HSE
Management System (HSEMS) later became. This was called
Enhanced Safety Management (ESM) and was driven purely by a
concern within the Group that the accident rate was too high. Therewas none of the legislative pressure which later had an input into
SMS. ESM was introduced in 1985 and was followed by the
Environmental Management Guidelines (1987, revised 1992) and the
Occupational Health Management Guidelines (1989).
ESM required that local management address the following specific
concerns:
1) Safety consciousness (commitment/alertness of staff, safepersonal behaviour)
2) Safety in engineering and in project management (planning,monitoring, design, lay-out)
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3) Safety in technical operations (procedures and house-keeping in seismic, drilling, production, maintenance)
4) Safety in supporting operations (transport, emergency,survival, fire/gas protection)
5) Safety in contractor activities (seismic, drilling, construction)6) Safety audits/inspections (internal and external)7) Safety performance monitoring
The first of the above points addresses safety in how the work is
done; it relates to an employee's attitude, alertness and interest. Thisattitude aspect is of overriding importance as it will allow unsafe
situations to be recognised and corrected at an early stage of their
development.
Points 2-5 address safety in what has to be done and applies in a
specific way to each of the disciplines that make up the total of EP
activities. They should result in specifications, procedures and
instructions and will require appropriate training. In all these areas
management must demonstrate that safe practices have been
planned and prevail.
Points 6 and 7 are management tools used to demonstrate the
quality of company safety activities and practices.
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In order to be able to address the above concerns effectively and
successfully it was necessary for the management of an Opco to
comply with certain conditions, to provide adequate resources and to
provide staff with the appropriate tools. These requirements, all of
which have to be in place before safety can be effectively managed,
have become known as the eleven principles of ESM.
ESM was successful in reducing the accident rate.
11..22..66TThheeHHSSEEmmaannaaggeemmeennttssyysstteemm
11..22..66..11 SSAAFFEETTYYMMAANNAAGGEEMMEENNTTSSYYSSTTEEMMSS
Major accidents, including the Piper Alpha accident (1988) and the
Exxon Valdez oil spill (1989), led to increased awareness within the
industry and with the authorities that more effective management
systems should be in place to avoid major incidents. The Cullen
Inquiry Report (1990) on the Piper Alpha accident recommended
safety management systems and safety cases based on a full formal
safety assessment. This led to the development of the Safety
Management System (SMS) in Shell E&P companies, guidance for
which was first issued in 1991.
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With the growing momentum of safety management within the
industry it very soon became enshrined in the regulations of the
more developed countries. The permission to operate major facilities
is now only given once management has demonstrated that it has
taken adequate steps to ensure safe operations. SMS provides a
means of demonstrating this.
At the same time there were other important developments related
to civil and criminal liabilities. The European Union (EU) is
contemplating strict civil liability for environmental damage. Courts
world-wide increasingly impose criminal liability for HSE non-
compliance - for instance, in 1992 criminal charges for HSE non-
compliance were imposed by a Canadian Court and an important set
of 'Due Diligence' requirements were formulated.
The SMS thus evolved into the Health, Safety and Environment
Management System (HSEMS) to cover such requirements, and took
account of external developments such as Quality Management
standards (ISO 9000) and Environmental Management standards (BS
7750).
For simplicity the remainder of this Topic refers only to HSE and
HSEMS (except where safety as such is meant, and with reference toESM). It must be remembered however that initially the main focus
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was on Safety with the Environment and Health (in that order) being
brought into the scope of the System at a later date. The system
itself did not change significantly with these additions (apart from the
change of name).
11..22..66..22 TTHHEEHHSSEEMMAANNAAGGEEMMEENNTTSSYYSSTTEEMM((HHSSEEMMSS))
ESM provided a list of the principles for effective safety management
and promoted the necessary cultural environment for safety. It did
not however provide a structured means for implementing these
principles within a company. Nor did it give explicit detail on the
safety management practices at line and supervisory level. HSEMS
fulfils these roles; it does this by formally assessing and documenting
the management of those activities which are critical to HSE within
the company. It should be emphasised here that the "critical
activities" with respect to drilling operations are not restricted to
tasks carried out on the drilling unit - the term encompasses every
activity within the company which may have an impact on the HSE
aspects of those operations, from policy decisions by the General
Manager of the Opco to, for example, the mechanics of a transport
contractor.
Historically, HSE has been assessed by the absence of negativeoutcomes i.e. reactively. The introduction of ESM within E&P started
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the move away from this reactive approach (after the accident)
towards a more proactive approach, i.e. taking preventive action
before an accident occurs. HSEMS has taken this further by providing
the structure for improved planning via the management of hazards.
Having accepted that HSE is part of the business and incorporating it
into the Statement of General Business Principles, the management
of HSE becomes part of the overall system for managing the
business. (In other words the HSE Management System is not really
a system but a sub-system.) It becomes subject to the same
procedures and quality controls as any other part of the business
such as operations, finance, public relations, etc. The accompanying
box shows the Management System model included in EP 95-0310,
derived from ISO 9000, featuring the so-called "quality loop" i.e.
Plan-Do-Check-Feedback-Improve. This is accepted as applying, on
the appropriate scale, to any business activity and therefore applies
equally well to HSE. Its purpose is to safeguard people and facilities
by ensuring that the activities of a company are planned, carried out,
controlled and directed so that the HSE objectives of the company
are met.
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The elements of the HSEMS structure are dealt with in turn in the
following sub-topics;
* Policy and strategic objectives* Organisation, responsibilities, resources, standards and
documentation
* Hazards and effects management* Planning and procedures* Implementation* Performance monitoring* Corrective action and improvements*Audits* Management review
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It is very important to realize that although the HSEMS is a
"Management System" it is not a "Manager's System". Everyone in
the Opco, including contractors, from the highest level to the lowest,
has a part to play in the management of HSE. It is thus vital that
the HSEMS must be understandable at the appropriate levels
in the company. It is also important that it should be documented
so that it can be audited and verified as effective.
11..22..66..33 PPOOLLIICCYYAANNDDSSTTRRAATTEEGGIICCOOBBJJEECCTTIIVVEESS
The HSE policy of an operating company is the top management's
statement of intentions and principles of action. It must be widely
published (helping to demonstrate compliance with the first principle
of ESM) including being translated into as many languages as are in
common use among the personnel of the company and its
contractors. As previously stated, it should be consistent with the
Group policy by being based on the Statement of General Business
Principles and the Policy Guidelines on Health, Safety and the
Environment.
The primary objective of good HSE management is to establish and
maintain downward trends in incident frequency, severity and cost.
The company HSE programme should have definite objectives onwork incidents, property damage and business interruption losses.
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These objectives may be quantified in absolute terms or trends.
Similarly the objectives of an environmental protection programme
are to reduce the impact of the Opco's operations on the
environment and they should be quantified in terms of the amounts
of solid, liquid and gaseous pollutants discharged and in terms of the
effect of both pollutants and construction work (including roads) on
the local flora and fauna. Where appropriate noise, light and smell
should be considered as pollutants and corresponding objectives
established.
The quantification of short and medium term occupational health
objectives in terms of target achievements is usually more difficult as
the effects of poor practices may take years to manifest themselves.
Normal practice is to set targets related to the implementation of
preventive measures. In some cases there may be medical problems
which can be quantified and for which short and medium term
objectives may be set. An example of this would be the incidence of
malaria among the staff.
Again, having objectives is not sufficient - both objectives and results
have to be published so that everyone knows what the objectives are
and whether they are being achieved.
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11..22..66..44 OORRGGAANNIISSAATTIIOONN,, RREESSPPOONNSSIIBBIILLIITTIIEESS,,
RREESSOOUURRCCEESS,, SSTTAANNDDAARRDDSS AANNDD
DDOOCCUUMMEENNTTAATTIIOONN
1.2.6.4.1 ORGANISATION
The successful handling of HSE matters requires the participation of
all levels of management and supervision, including the "line" (see
below), advisers (both functional and HSE) and contractors, right
down to the most exposed workers at "the sharp end" i.e. the rig
floor. This has to be reflected in the organizational structure of the
Opco. This structure not only has to define the relationships between
the various positions in the company, but it also has to define the
number of people required to fulfil all the requirements of the
organization, including those relating to HSE.
An important element in the development of an effective organization
is that everyone within it should know what he/she is supposed to be
doing, and how it should be done. This may sound obvious, but in
practice it is difficult to achieve. The solution is to have a written job
description for every position within the organization, defining both
the responsibilities and the relevant reporting relationships. There
must also be, within the organization, a set of documented
equipment standards and standard procedures to cover every
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foreseeable requirement. Job descriptions and standards have been a
normal part of operations for many years, what is relatively new is
that an HSEMS calls for the HSE aspects of a job to be formally
included in a job description, and for HSE standards and procedures
to be included in the Opco's reference documentation.
Standards and documentation are covered in Topic 2.8.
1.2.6.4.2 RESPONSIBILITY FOR SAFETY
1.2.6.4.2.1 The only person who can be responsible fordoing a job safely is the person who is responsible
for doing the job properly.
The above statement is another way of stating the third principle of
ESM. Each person in the line is responsible to his supervisor for doing
his job properly, which includes the jobs of his own subordinates, if
any, and which also therefore includes the safety of thosesubordinates. "Line" in this context means the line (or chain) of
command from the General Manager down to the most junior
employee.
This may seem self evident when set down in print, but it is
surprising (or perhaps not) how many people will try to avoid
accepting responsibility for an accident to a subordinate.
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It follows from the above that the General Manager of a company is
ultimately responsible for the accidents that happen to the most
junior employee in the same way that he is ultimately responsible for
the quality of the company's products and the company's profitability.
This principle is illustrated inAppendix 3.
This is one of the basic principles behind the management of safety
within the Shell Group, being stated clearly in a letter sent out by the
EP coordinator (Mr. M. Moody-Stuart at the time) in April 1990 to the
Chief Executives of all Operating Companies, in which he asked them
to acknowledge the fact that they accepted that responsibility. The
text is given in the box below.
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Reflecting on the 1989 results, it is a source of concern that the
pace of our business in different parts of the world may have had
an adverse effect on our safety performance. Our annual exposure
in EP rose from 192 to 224 million manhours. Investigation of 1989
fatalities, accidents and incidents has time and again concluded
that operations have commenced before the appropriate safety
systems were demonstrated as being in place and functioning, or
that staff continued to tolerate deficiencies and substandard
working practices. There should be absolutely no question of
operational urgency or other pressures taking priority over safety.
It has been repeatedly demonstrated that improved safety in
operations goes hand in hand with greater efficiency, quality and
cost effectiveness.
Clearly we need much more effort to ensure everyone's
accountabilit towards safety, from the Company Chief Executivethrough to the operator. In managing our business, I can only yet
again reinforce that responsibility and commitment at all levels for
both our safety and that of our subordinates is crucial. In order to
establish clear accountability, there should be a full under standing
of responsibilities, including the role of each individual expressed in
personal tasks and targets, within the safety implementation plans.
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I would therefore request you to ensure that work does not start
before it is confirmed that essential safety systems are in place and
that staff are accountable for this requirement. Where we cannot
ensure safety, operations should be suspended. This accountability
should apply at all levels of the organisation; from the Chief
Executive who should ensure that the corporate business
programme is in line with resources and managerial/ supervisory
capabilities, to the supervisor who should ensure himself that all
precautions are in place and that his workers understand the job at
hand.
I should appreciate receiving your assurance that your programme
can be managed in line with your own ambitious targets for the
rest of the year. You can count on my full support if an internal
review leads to the conclusion that your programme needs to be
modified in order to achieve your safety targets.
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Responsibilities are assigned to Line staff and to HSE Adviser staff
(including HSE Advisers in the Opco) and the issue of Accountability
has to be addressed.
1.2.6.4.2.2 "Line" staff responsibilitiesGeneral Management
This is the level which sets the policy and priorities, establishes the
framework for implementation, provides the resources, and monitors
adherence and overall performance. It is not however sufficient forthe top management of an Opco to perform its HSE responsibilities
behind closed doors it, and specifically the GM, must be seen to
demonstrate strong leadership and commitment. This visible
leadership and commitment was the first principle of ESM; it is so
important because it creates the atmosphere in which the whole
Management System operates.
In order to create a culture in which there is a concern for HSE
matters throughout the Opco, and in which individual contributions
from employees and contractors have a part to play, it is essential for
the General Manager and the line managers to take an active
personal interest in the HSEMS. This interest must extend from the
development of the system and the preparation of the documentation
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to the implementation at the lowest level. It is the single most
important factor in the HSE performance of the Opco. If, on the
contrary, the management of an Opco is paying lip-service to HSE
without being truly committed, that will become obvious to the staff
and contractors and will turn the HSEMS into a paper exercise with
little effect on the HSE performance.
Interest alone, vital though it is, is clearly not sufficient. The GM must
demonstrate a willingness to provide the funds required for sufficient
resources (in this case, man-hours) to develop, operate and maintain
the HSEMS.
Operations ManagementLine management establishes the framework for implementation,
ensures that the HSE policy is properly observed and monitors the
attainment of targets. Line management should also provide supportand resources for local actions taken to protect health, safety and the
environment.
The Department HeadThis is the level which specifies the professional ways and means;
which selects the appropriate objectives, standards, specificationsand procedures in the technical and HSE disciplines; which verifies
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adherence to these (among Opco and contractor staff) and which
organises resources and training to achieve the objectives. It is thus
the Department Head who puts into practice the fifth, sixth and
seventh principles of ESM.
The Line SupervisorThis is the level which activates, motivates and enforces safe
practices at work. Line supervisors set the example for the workforce.
The CrewThis is the level which actually does the job. They must flag all
unsafe conditions and incidents, correct unsafe acts and give
suggestions for improvements. It is also the responsibility of each
person in the crew to watch out for the safety of his work mates.
The IndividualIn the last resort each individual is responsible for his own safety and
should not rely on the "systems" to take care of him.
1.2.6.4.2.3 "HSE Adviser" staff responsibilitiesHSE Advisers are not responsible for HSE matters. Such staff,
sometimes known as "HSE professionals", have a very specific rle to
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play in a company. They are specialists in the techniques of HSE
management and can provide details of HSE related standards and
specifications. In Shell terms they have a functional responsibility,
which means that they give advice to "line" staff when requested, but
have no direct responsibility for the particular operation. The
availability within an Opco of competent HSE advisers is the fourth
principle of ESM.
The following is a summary of the responsibilities of the various
groups of advisory staff involved in HSE management, including
those at Group Management level and in Central Offices:
1.2.6.4.2.4 At "Group" levelThe Shell Group HSE policy is developed by the Steering Committee
for Health, Safety and Environment. This committee is chaired by one
of the Managing Directors and its members are Co-ordinators/Division Heads from all functions. The Steering Committee
is supported by three specialist committees with emphasis on the
different areas:
Shell Safety CommitteeShell Product Safety and Occupational Health CommitteeShell Environmental Conservation Committee
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The functional heads of HSE participate in these three committees;
for EP that rle is filled by EPO/6.
1.2.6.4.2.5
In SIEP
Within SIEP the "Health, Safety and Environment" advisers (EPS/HE)
have the following responsibilities:
To provide co-ordination, guidance, information and advice onsafety, the environment, occupational health and risk
assessment for the SIEP and Operating Units.To establish minimum standards for safety and environmental
conservation in engineering and operations.
To co-ordinate and carry out HSE audits (at the request of theOperating Units).
To co-ordinate and carry out HSE training in SIEP and inOperating Units.
To co-ordinate and carry out safety and risk assessmentstudies for Operating Units and SIEP.
To co-ordinate and carry out Environmental ImpactAssessment for Operating Units and SIEP.
To participate in SIEP projects in order to ensure HSE inputand review during the design stage.
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To represent SIEP in the HSE committees and work groups ofthe Shell Group.
To represent the EP function of the Shell Group in internationalindustry or government bodies who are active in HSE, such as
the EP Forum.
To co-ordinate staff planning and training of EP HSE staff.1.2.6.4.2.6 HSE Advisers in the OUIt is the responsibility of the HSE Department to provide all levels of
management and supervision with adequate up-to-date advice and
tools, to enable them to execute their specific responsibilities. The
HSE Department must provide all supervisory levels with:
technical HSE information and experience (data, techniques,equipment, specifications, know-how)
guidance for HSE audits, reviews and inspections
advice on HSE training, instruction and exercisesand provide Company Management with:
guidance on accident reporting, investigation and follow-upFeedback on HSE developments generated in SIPM, other
operating companies, industry and within governmentdepartments.
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1.2.6.4.2.7 AccountabilityAccountability for unsafe and environmentally hazardous practices
and resulting incidents, injuries or fatalities applies right down the"line" to all levels of the organisation, within every employee's own
sphere of responsibility. All employees should therefore be aware of
their own specific role and responsibilities for HSE.
A common issue is how realistic it is to hold an individual worker
accountable for a task that has been carried out in the absence of
proper supervision or procedures. The answer is that an individual
worker is responsible for the work he does but that his supervisor
and the company remain accountable for assuring that he has
adequate supervision and procedures to carry out the job safely.
Accountability thus requires that every manager or supervisor is able
to demonstrate that he has:
formally given relevant instructions to his subordinates,taken the appropriate implementation measures,provided the necessary resources (money, manpower and/or
training as appropriate to his level of authority)
regularly checked adherence.
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