HEALTH SAFETY & ENVIRONMENT IN SHELL/STOS NZ · PDF fileTitle: Process Safety - the role for...

Copyright of Shell International Limited

HEALTH SAFETY & ENVIRONMENT

IN SHELL/STOS NZ :

THE ROLE OF LEADERSHIP

Rob Jager

Chairman, Shell Companies in

New Zealand, GM STOS

Copyright of Shell International Limited 1 Date 13 August 2013 BLHSF Peer Learning Event : STOS/SNZ New

Plymouth

Copyright of Shell International Limited Copyright of Shell International Limited

NP OFFICE EMERGENCY PROCEDURE

2 Date 30 May 2012 Good HSE is not expensive .......... It is priceless


EVACUATION ROUTE AND ASSEMBLY POINT

3 Date 30 May 2012 Good HSE is not expensive .......... It is priceless


OUTLINE

Background

“Why Bother”

Personal vs Process Safety

Leadership

“Say, Do, Measure”

Say

Do

Measure

4 Date 30 May 2012 Good HSE is not expensive .......... It is priceless Copyright of Shell International Limited 4 Date 13 August 2013 BLHSF Peer Learning Event : STOS/SNZ New

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HS&E - AT THE HEART OF OUR BUSINESS

Date 30 May 2012 5 Copyright of Shell International Limited 5 Date 13 August 2013 BLHSF Peer Learning Event : STOS/SNZ New

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stos-corporate-Presentation.wmv


OUTLINE

Background

“Why Bother”


Leadership


Say

Do

Measure


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RESPONSIBLE ENERGY


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GOAL ZERO.

NO HARM.

NO LEAKS.

NO HARM TO PEOPLE

NO LEAKS FROM OUR OPERATIONS

GOAL ZERO. NO HARM. NO LEAKS.


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SHELL GLOBAL SAFETY PERFORMANCE :

IMPROVED, BUT

* Shell data for fatalities in Shell operated facilities.

OUR GOAL IS: ZERO. NO HARM.

51 37

26 8

60 NUMBER OF FATALITIES 2000

NUMBER OF FATALITIES 2002





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STOS/SNZ (Personal) Safety Performance

Trend Flat and spiking during projects

Bottom Quartile in Shell

YTD

4RAM 4+ Potential

2 LWC

4 RWC

1 MTC

19 FAC

21 LSR Violations

9 ENCs

Process Safety Management

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

0

5

10

15

20

25

30

1994199519961997199819992000200120022003200420052006200720082009201020112012

Contractor Hours Company Hours SI, HPI, RAM4+ PotentialOI's TRC's LTI's

Mauii

IRF/Rur

u

Drilling


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Process Safety Performance

A number of tragic disasters that show that

lack of process safety focus can result in

massive consequences.

Design, hazard analysis, material

verification, corrosion management,

operational competence, equipment

maintenance, alarm management, failure

investigation… all play a part.

Ref: Baker Report into the Texas City Refinery Explosion

BP Texas City

Process Safety Management

Piper Alpha, 1988 Texas City, 2005 Macondo, 2010 Bohpal, 1984 Pike River , 2011


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OUTLINE

Background

“Why Bother”


Leadership


Say

Do

Measure


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Personal & Process “Safety”

13

Unsafe Acts and conditions / Process Safety Exceptions

FAC

TRC

LTI

Fatality

Multiple Fatalities

Catastrophic Event

Loss of Containment

Load Case > Design Case

Single Barrier Failure

Uncontrolled & Sustained

Release

RAM4+ P Near Miss (HiPo)

Personal Safety Process Safety

‘Process Safety’ is the

management of hazards that

can give rise to major industrial

incidents, involving release of

energy and/or potentially

dangerous materials.


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Copyright of Shell International Limited Copyright of Shell International Limited 14

Rarely fatal Often fatal

TRCF useful metric to

monitor personal safety

performance

TRCF questionable metric to

monitor process safety

performance

Focus On The Risk

Seldom fatal


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Process Safety Vision: “Our assets are safe, and we

know it” (“and we can show it”)


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Design & Technical Integrity

Identify major hazards

Create barriers (SCE’s) to prevent the Hazard from resulting in an incident

Create further barriers to minimise escalation

Set performance standards for SCEs

Maintain, inspect, test, & monitor SCEs

Carry out hardware barrier assessments

Monitor performance indicators

Hazard

Major incident


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Operating Integrity

Hazard

Major Incident

Deviations

• Deviations to normal

operation or compromised

safety system

• Assess cumulative risk

• Identify mitigations

• Endorsed by Technical

Authorities

• Approved by Asset Manager

Vulnerabilities

• Actively manage latent issues

• Capture vulnerabilities

• Assess the risk & identify measures to

eliminate/ control/ mitigate

• Implement required measures

• Review by Senior Leadership


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Operating Integrity

Operating envelopes

Ensure operation stays within the pressure/temperature envelope

Reviewed by control room operator every 3 hours

Excursions reviewed quarterly by senior management

Alarm review

Spurious alarms detract focus from real issues

Weekly review (top 5 alarms and “standing” alarms)

Alarm Steering Committee

Set direction and improvement targets

Alarms database to capture alarm purpose, required response etc.

Automatic suppression to remove nuisance alarms, e.g.

Alarm when pump is shutdown

Standing alarms when plant is shutdown


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OUTLINE

Background

“Why Bother”


Leadership


Say

Do

Measure


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WHAT IS SAFETY LEADERSHIP?

Passion for safety

Authentic

Vulnerable

Role model

Respecting, Investing in and caring for

people

Physical and emotional

Rigour, discipline and Compliance

Chronic Unease

Date 30 May 2012 20

“Leaders create cultures, while managers and administrators live within

them

“Leaders create cultures by what they systematically pay attention to.

This can mean anything from what they notice and comment on to what

they measure, control, reward and in other ways systematically deal with”

GOAL ZERO. NO HARM. NO LEAKS.


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PASSION FOR SAFETY

Date 30 May 2012 21 Copyright of Shell International Limited 21 Date 13 August 2013 BLHSF Peer Learning Event : STOS/SNZ New

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INVESTING IN AND CARING FOR PEOPLE


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Copyright of Shell International Limited Copyright of Shell International Exploration & Production

RIGOUR, DISCIPLINE & COMPLIANCE

SHELL SAFETY PERFORMANCE

Injuries – TRCF

Shell IOC Range

The 12 Life-Saving Rules


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From: “We haven’t had an

incident, we are doing so

well.”

To: “We haven’t had an

incident, what are we

overlooking and what else do

we need to do?”

CHRONIC UNEASE IS A PRE-OCCUPATION WITH

FAILURE …


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OUTLINE

Background

“Why Bother”


Leadership


Say

Do

Measure


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MAKING IT PERSONAL : “WHAT I/WE SAY"

26 Date 30 May 2012

Aspirations

Harm Free Environment – each & every day

Achieve a sense of pride to do a fantastic job

in everything we do, each and every day

Our Facilities are safe/we know it/we can show it

Expectations

•Leaders step up – belief, drive, passion,

enthusiasm, effort

•support, help and commitment

•Appropriate balance between personal and

process safety

•Getting the basics right

True and sustained excellence is absolutely possible, but will need all of us to be

fully engaged and committed to achieving it.

Communications

HSE Plan

Contractor HSE Plans

GM Column

Q’ly Staff Cascades

Staff and Contractor Inductions

Project Induction Workshops

Face to Face (on site)

Web Page

Screens/Notice Board, etc.

Weekly, monthly reporting


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SAFETY PLAN


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ENVIRONMENTAL PLAN


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HEALTH PLAN


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OUTLINE

Background

“Why Bother”


Leadership


Say

Do

Measure


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MAKING IT PERSONAL : “WHAT I/WE DO”

• Site safety visits

• Community Meetings

• Toolbox meetings

• Participate in Onsite activities

• Annual Back to work breakfast

• Annual Safety day

• Monthly Safety meetings

• Annual Contractor HSE Workshop

• Self/360 Assessment

• Annual HSE MS assessment

31 Date 30 May 2012

“Boots on the Ground & skin in the game”

•Staff/contractor project inductions

•Accident Investigations

•Audits/reviews

•HSE Steering Committee

•Incident review Panel

•Quarterly AIPSM SLT

•Integrity and vulnerability meeting

•BeST

•BLHS

•TaskForce


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HSE STEERING COMMITTE MEETING

Meeting Aims and Objectives:

• Review HSE performance and identify corrective action

• Review the effectiveness of the STOS HSE Policy, Strategy and

Management System. Identify corrective action or improvements as

required

• Provide guidance on progression of corporate HSE issues.

• Identify and assess Business HSE Risks and develop improvement

plans to mitigate.

• Discuss and act on employee feedback on HSE issues

• Improve collective HSE Leadership Effectiveness.

• Review ongoing performance and effectiveness of HSE-MS, HSE

Plan and implementation of HSSE&SP Control Framework.


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INCIDENT REVIEW PANEL

Meeting Aims and Objectives:

• Ensure all “high” (RAM 4/5 & E3), selected “medium” and other incidents of

concern (actual or potential) are reviewed and investigated thoroughly and

comply with company standards for investigations, and remedial actions are

appropriate to prevent recurrence.

• Review identified incident trends and amend strategies to improve

• Review the application of Meeting Expectations in STOS on a quarterly basis

with the objective of ensuring that the process is being applied correctly and

consistently.


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AIPSM MEETING

Meeting Purpose : • Raise our game, profile and focus of AI-PSM management and status (namely avoid

the pitfall that “management assumes from the lack of feedback that all is well” (Lord

Cullen after piper Alpha)).

• For key Senior leaders to take stock of the status/health of AI-PSM management in

our New Zealand assets in order that we might provide appropriate responses in terms

of removing barriers, providing direction, providing resources, changing priorities,

clarifying expectations, etc.

Aims and Objectives: • Review key indicators, actions, gaps, vulnerabilities and actions closure plans

• assure SLT that we understand the AI-PSM risks, gaps and vulnerabilities and that

these are being appropriately managed

• To recognise when major risks become intolerable : sense, smell, discus, review,

judgement

• Coach and develop staff to understand and manage AI-PSM risks

• Challenge the green embrace the reds


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OUTLINE

Background

“Why Bother”


Leadership

Passion

Care

Compliance

Cronic Unease


Say

Do

Measure


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Personal Safety + Health

Lagging : RAM 4+, HPI, LWC, RWC, etc

Leading : SLT site visits, Audits/reviews, etc

Process Safety

Leading : Alarms, SC PM/CM, Deviations, Audits/reviews

Lagging : Leaks, incidents

Environmental

Lagging : Incidents, losses of containment, consent breaches

Leading : (see process safety)

Sustainability Index

Making it personal : “What I/we MEASURE"


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WHAT WE MEASURE : BALANCED SCORECARD -

MAUI


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COMBINATION OF LEADING AND LAGGING

INDICATORS

(100% of Leading Target)

(0% of Lagging Target)

HSE KPI

KPI Component

Traffic Lighting Ranges Traffic Lighting

Overall

Overall HSE <30% 30 – 49 50 – 85 >85

Poor Below Target Outstanding

Composite Measure to capture both leading

and lagging performance

Provides a more dynamic multi dimensional

picture of performance

Covers Health, Safety and Environmental

measures

On target performance = 50-85% achievement

of months in green zone


PROCESS SAFETY KPIs

•Tier 1 – Loss of primary containment

•Tier 2 – Loss of primary containment (lesser consequence)

•Tier 3 – Challenges to safety systems

Safe operating envelope excursions

Gas spec, Dew point, Velocity and Design envelope

Demands on safety systems

Flare PCV lifted, RV lifted, Fire/Gas detects

Primary containment inspection outside limits

Equipment <MAT, SCE failure, LOC events

•Tier 4 – Operating discipline & management system

Safety critical element compliance

Overdue safety critical PMs and CMs, High priority CMs raised

Manage operation outside normal window

Suppressed alarms, alarm rates, standing alarms, safety system isolations

Competence and Functional leadership

TA site visits completed, % unit standards complete, competency deviations in place.

API- RP 754 – Process Safety Performance

Indicators

Reviewed quarterly at process safety management meeting Copyright of Shell International Limited 39 Date 13 August 2013 BLHSF Peer Learning Event : STOS/SNZ New

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LEADING AIPSM INDICATIORS


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41

DEVIATIONS

FSR Link Copyright of Shell International Limited 41 Date 13 August 2013 BLHSF Peer Learning Event : STOS/SNZ New

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http://fsr.shell.com/

Copyright of Shell International Limited Copyright of Shell International Limited Date 30 May 2012 42 Good HSE is not expensive .......... It is priceless

Good HSE is not

expensive ....... It is

priceless

HEALTH SAFETY & ENVIRONMENT IN SHELL/STOS NZ · PDF fileTitle: Process Safety - the role for...

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