HSE Directive 32 - HSE tools

HSE Directive 32 - HSE tools

Prepared by:

Verified by:

Approved by:

Olav Henriksen

Per Ivar Hansen

Anne Myhrvold

Revision number: 4 Classification:

Issue date: 2010-12-31

Next review date: 2011-12-31

Public /unc las sif ied

BP int ernal

Conf ident ial

Sec ret


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[Subtitle/Chapter title]

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Authority: HS HSE & Eng. Manager

Issue date 2010-12-31

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Document control sheet Docu Docume ment nt own owner er Review period Deviation management

Tora Tora Ras Rasmu muss ssen en 1 Year Ref. HSE-directives No. 35

Revision history

4 3 2 1 Rev.no

2010 2010 2009 2008 Issue date

HSE Directive 32 HSE tools HSE Directive 32 HSE tools HSE Directive 32 - HSE tools HSE Directive 32 - HSE tools Description

O. Henriksen P.I. Hansen A. Myhrvold T.Rasmussen K. Serigstad A.Myhrvold T.Rasmussen T.Rasmussen H.Halvorsen T.Rasmussen T.Rasmussen H.Halvorsen Prepared by Verified by Approved by

Attention: Paper copies of governing documents are uncontrolled. This copy is valid at time of printing only. The controlled document is available at the Governing Documents Triangle at BP Norway Intranet.


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Table of content 1 2 3 4 5 6 7 8 9 10 11

General Responsibility HSE Management TOFS Time Out for Safety BOSS Behavioural Observation Safety System SOC Safety Observations and Conversations for Leaders JUST CULTURE 4-Point Check Lessons Learned (LL) - Database for learning from incidents HSE Culture Modules Traction

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General

Purpose

The purpose of the directive is to contribute to an dedicated and efficient HSE management in BP Norge correct use of HSE tools that is availble in BP Norge The directive applies to all parts of BP BP Norge's activities - onshore and offshore  

Scope References

Definitions and abbreviations

2

The Framework Regulations Sect Sectio ion n 11, A sound HSE culture culture - Link to regulations The Management Regulations Sect Sectio ion n 3, HSE Management Management - Link to regulations HSE directive no. 1 Work permits. HSE directives no.34 MoC HSE directive no.35 Undesired incidents HSE directive no 36 Risk analyses and acceptance criteria Regulations Regulations for Mobile Offshore Offshore Units -Link to regulations OMS navigator ver.6 -Cultur 1.7 -People and competence 2.2 -Personal safety 3.2 -SoC 3.2.2.1 LL Lessons Learned Database for learning from incidents SOC - Safety Observations and Conversations for Leaders BOSS Behavioural Observation Safety System (similar to STOPP) TOFS -Time Out For Safety SJA Safe Job Analysis MoC- Management of changes

Responsibility

Leader

is responsible for: -ensuring that the work is managed in accordance with this directive -ensuring that HSE tools are used in accordance with this directive -ensuring that HSE tools are used actively in his/her department -involving his/her department in the work to achieve the company's objectives for health safety environment technical integrity    



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All employees and contractors


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-focusing on correct HSE behaviour in all activities in his/her department are responsible for committing to achieving the company's objectives for health o safety o o environment o technical integrity complying with requirements and rules given in this directive 

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3

HSE Management

Introduction

BP's objectives are no accidents no injuries no harm to the environment Management of actions that influence people's attitudes and behaviour is an important tool in order to achieve the company's objectives All leaders at all levels in in the BP organisation are responsible for managing and involving the employees in achieving the company's objectives for health, safety, the environment and technical integrity. The leaders shall shall be held responsible for this by demonstrating correct HSE attitudes o clearly defining HSE roles and responsibilities o providing the necessary resources o o measuring, reviewing and continuously improving the HSE results Risk Risk manag manageme ement nt is is a cont continu inuous ous proces process s and and a corn corner er ston stone e of all all HSE HSE elements. The hazards shall be identified and the risks assessed regularly as part of BP's activities Appropriate actions shall be taken to manage the risks and thus prevent or reduce the consequences of potential accidents or incidents People's HS HSE be behaviour is is cr critical in in or order fo for BP BP to to re reach it its HS HSE ob objectives HSE attitude and behaviour must be considered when selecting and training the workforce Proficiency and competence regarding HSE conduct shall be considered on a regular basis Use of correct tools is important as it is a means to influence people's HSE behaviour In BP, the following tools and their use are described in this directive:: TOFS BOSS/STOPP SOC Just Culture   

Leaders and responsibilities

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Risk Risk manag manageme ement nt

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Behaviour

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Tools

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   

Use

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4-Point Check Lessons Learned (LL) HSE Culture Modules Traction

The person with the chief responsibility at the site/offshore installation manager shall manager shall make sure that the tools listed under Tools are available and used at the different work sites The department manager (team leader) shall select and use the most appropriate tools for the HSE work in his/her department or team All employees and contractors shall, through the use of correct HSE tools, work actively to reach BP's HSE goals

TOFS Time Ou Out fo for Sa Safet ety y

Intr Introd oduc ucti tion on

TOFS TOFS Tim Time Out Out For For Safet afety y is a safe safety ty stop stop of the the job, job, and and means eans that that everyone everyone included included in a work task can stop the job job at any time for a safety safety review in order to make the job safer. A TOFS is not necessarily a lengthy stop, but can still have a great impact in terms of preventing or avoiding undesired incidents.

User

TOFS Time Out For Safety is a personal tool to be used by everyone involved in a working operation. Leaders could also implement a common TOFS.

Application

A TOFS Time Out For Safety can be demanded when you are in doubt about what to do you are uncertain about whether the operation is carried out in a safe enough manner the work changes significantly from the original plan you believe there is a need for a reminder to people about the need to maintain the right focus When a TOFS Time Out For Safety is called for, you must 1. Stop the work 2. Assess th the wo work si situation 3. Expl Explai ain n or or rec recon onsi side derr wha whatt nee needs ds to be done done  

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Time Out

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BOS BOSS Beha ehavi vio oural ural Obs Obser erv vat atio ion n Saf Safet ety y Sys Systtem



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BOSS OSS (si (sim milar lar to to the the Norw Norweg egia ian n ver vers sion ion STO STOP PP) is a too tooll us used for for enc encou oura ragi ging ng observations of and conversations about safety at work.

BOSS focuses focuses on a number of observa observation tion categories categories,, i.e. :        

User

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Conversation

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Human actions Use of personal protective equipment Work postures Use of tools and equipment Procedures and housekeeping Process Safety\ Major accident risk. Health Environment BOSS/STOPP can be used by everybody who works for or with BP Norge A BOSS observation is to lead to a discussion between the observer and those being observed (colleagues or supervisors) and end up with a completed BOSS/STOPP card The conversation can cover both positive, safe working behaviors and at risk behaviors that can be improved.

A person's HSE behaviour is influenced by having a conversation about safety understanding the significance of the conditions observed understanding that good safety behaviour is observed and appreciated understanding that if you are about to make a mistake that could lead to an accident, one of your colleagues can stop you in order to prevent the accident A BOSS/STOPP conversation is to be reported using the STOPP card (paper version) or electronically via the BOSS database ( Link to the database ) The descriptions in BOSS/STOPP cards shall not refer to names in in order to encourage everyone to focus on improvements and positive actions After a BOSS/STOPP card has been completed, the department leader (team leader) shall try to identify and mitigate the basic causes of the unsafe behaviour observed If a BOSS/STOPP card can not be treated at team leader level, it has to be registered in Traction for any further action. BOSS/STOPP onshore shall not be used for reporting poor quality conditions not associated with the activity taking place in the area and which therefore will not lead to a conversation. Such conditions shall be reported to Johnson Control.  

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BOSS/STOPP card

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Restrictions

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SOC SOC Sa Saffety Obse Observ rvati ation ons s and and Con Conve vers rsati ation ons s

Introduction

All operational sites operated by BP must use the Safety Observations and Conversations (SOC) tool. Ref. OMS 3.2.2.1 Implement the SOC program. SOC is a tool for systematic observation of workplaces and encourages positive interaction between management and staff. The SOC tool is for use by all leaders and other personnel who are accountable for maintaining safe operations. In BPN the following personnel are required to receive SOC training: All offshore managers/leaders BP representatives/leaders at fabrication yards Onshore managers/leaders who regularly visit offshore/onshore operational sites Other personnel who may benefit from having the SOC training are: Management/team leads onshore HSSE professionals Technical Authorities Other personnel visiting operational sites/fabrication yards Safety Delegates Training will be conducted by certified SOC trainers. To complete certification to conduct SOCs, personnel must have completed the 1-day training course and quantity three SOCs onsite in the company of another trained individual. SOC is designed to support developing and maintaining good safety performance as follows. recognize and promote good practice and behaviour recognise and prevent the unsafe acts, errors and violations that trigger events root out the hidden latent hazards in operations  

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User

maintain protective barriers in a condition that will prevent accidents

Ideally an SOC conversation will involve two people conducting the SOC a leader and an assistant. If you are going to lead an SOC conversation in an area other than your own area of accountability, then the assistant will ideally be someone who is accountable for that area. It will not always be possible to have an ideal two person team conducting an SOC. At some work-sites, practical constraints will mean that the SOC is carried out by one person. In this instance the core principles of SOC will not change. In deciding the work activity to be covered in an SOC, the principle should be risk-based. The SOC should focus either on activities involving personal safety risks or on risks due to process hazards where significant defences (layers of protection) should be in place to prevent accidents. The The 4P 4Ps: Plant lant,, Peo Peopl ple, e, Proc rocess ess and and Perfo erform rman ance ce are a us useful eful chec checkl klis istt for for thinking about what to look for in the observation itself.

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Scope

Obse Observ rva ation tion



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Proc Proces essi sing ng SOCs SOCs


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The The two two key key part parts s of an SOC SOC are: are: (1) Observing the worksite, and engaging in a safety conversation, triggered by witnessing a good or bad practice. This part will conclude with action being taken, usually by the person doing the work. (2) Expanding the conversation to discuss the hidden risks, such as energy sources, process hazards and major accident risks. This part may uncover risks requiring action by the leader conducting the SOC. The SOC steps are: Preparation (who, what, when, where) Observations (triggers, energy sources, behaviours) Conversation (reinforce good practice, risk assessments style ques tions, coaching, agreement) Action (document in Traction)   

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SOC conversations shall be recorded on the Tr@ction database Units should avoid using the Total Number of SOCs as a measure of success and should focus more on the quality and impact of SOCs. 

The highest authority at the site/offshore installation manager shall manager shall make sure that SOCs are performed and studied to identify identify trends conditions that leaders/supervisors should pay special attention to special improvement areas A range of Key Performance Indicators (KPIs) may include: Action Action creation creation indicating indicating that conversa conversations tions are identify identifying ing risk and and acting to reduce the risk Action Action closure closure indicating indicating that that actions actions are complet completed ed correctly correctly and and in a timely fashion Workforce Workforce feedback feedback through through questionnair questionnaires es or safety safety committe committees es Site coachin coaching g schemes schemes effectivene effectiveness ss judged judged by conductin conducting g SOCs with with local experts or coaches Observation Observation of good good practice practice proportion proportion of of total with with targets targets to improve improve in in particular areas Leaders should be motivated to participate in SOC through reinforcement, discussion of impact and by the example set by the supervisor. supervisor. If numerical target are to be set, these should be assigned to the individual through annual objectives. 

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A review shall be carried out by HSSE annually to consider how we are using SOC to improve on our safety leadership and how SOC is enhancing our safety culture. This must include an assessment of how SOC is leading to a Attention: Paper copies of governing documents are uncontrolled. This copy is valid at time of printing only. The controlled document is available at the Governing Documents Triangle at BP Norway Intranet.


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reduction in risk and how SOC is improving our safety performance. SOC information in Traction is a key source for carrying out such reviews. The conclusions and recommendations from this review shall be communicated to Management for further consideration and follow-up. 

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JUST CULTURE


Just ust Cul Cultu ture re is a too tooll use used d for for dea dealing ling with nonnon-co com mpli pliance ance with ith BP BP's safet afety y standards and is to ensure that such breaches are handled in an objective and proper manner. The principles for Just Culture are: Safe job performance is a condition for employment Focus on guidance/positive recognition and enforcement of good safety behaviour and attitudes Breaches of safety standards, procedures and conditions for employment will have consequences The consequences depend on the seriousness, risk potential and any previous breaches Just culture is a management tool

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User

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Conversation

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The first step is a conversation bet ween the department manager and the person carrying out the activity to establish why the breach occurred and how to prevent recurrence. As a minimum, the conversation shall include knowledge of the expected standards and the correct procedures how the job was planned and carried out to what extent the supervisors were involved the seriousness and risk potential of the incident the involved persons' attitude to learning from mistakes and improving any previous breaches of expected standards Before taking any disciplinary action, the department manager (team manager (team leader) shall check that safety expectations and standards have been established, communicated and understood that procedures are in place (if relevant) the involved persons' skills how sufficient the planning and subsequent performance was, including identification and recognition of risks to what extent the supervisor/area authority was 

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Before taking disciplinary action

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involved Consequences

When taking disciplinary action, attention shall be paid to instructing and guiding individuals before taking more serious action The starting point and form of the disciplinary action shall depend on the circumstances, the seriousness of the incident and any previous breaches Persons receiving a written warning shall set up their own improvement plans, including a verification In case of serious breaches, management can suspend persons from active duty until the incident has been investigated The foll followi owing ng key key eleme elements nts can can cons constit titue ue a disc discipl iplina inary ry acti action: on: Guidance Oral warning Initial written warning Final written warning Dismissal

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Discip Disciplin linary ary action action

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4-POINT CHECK


User

App Applic licatio ation n

The The 4-P 4-Poi oin nt Che Chec ck is is to to be be us used as a las lastt rev revie iew w of of all all work ork ope opera rati tion on befo before re start up. It is to ensure that everyone is familiar with the work permits, procedures and instructions before the work can commence. Job references such as WP, procedures and instruction number must be recorded on the risk assessment form. The 4-Point Check form is signed and documents that everyone involved has been sufficiently informed about how to carry out the work. The The risk risk asse assess ssme ment nt form form is to be kept ept at the the work ork site site toge togeth ther er with, th, for for instance, the Work Permit or together with the procedures/instructions for ongoing work. In those cases where e.g. a safe job analysis has been performed and everyone involved has taken part in a documented review and planned process, it is not neccessary to carry out this 4-Point Check in addition. In cases where you do not use the work permit a 4 point check could be used.



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Proces Process s and User Users s

This da database in includes co concentrated in information ab about le learning id identified from selected incidents. The purpose is to apply this tool to take advantage as input to the risk management described in chapter 3 above. (Link to the database) database) All empl employe oyees es and and others others who who access access the the BPN BPN Intran Intranet et can can access access this this database. HSE onshore are responsible to maintain the database. The steps applicaple for those entering LL to the database are: Register a LL Check the quality of the content Make the LL public The administrator for this database controls who shall have access to the database and at what level.

HSE CULTURE MODULES

Purpose

Resp Respon onsi sibi bili lity ty HSE Manage Managemen mentt

Scope

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LESSON LEARNED (LL) Database

Purpose

10


HSE Culture Modules are made with different themes, with the purpose to establish and maintain focus within the areas Health, Safety, Environment and Security. After having completed a Module the team will discuss what the individuals in the team is doing to contribute positively within the area, and what improvements can be made. HSE HSE Dep Depar artm tmen entt ons onsho hore re admi admini nist ster ers s and and lead leads s the the HSE HSE Cul Cultu ture re Modu Module le Process. Each Eac h establ establish ished ed Cultu Culture re Modul Module e is norma normally lly sent sent to the team team lead leaders ers who who are responsible to set up team meetings to discuss the content of the Module. HSE Culture Modules are mandatory for the offshore organisation. All team leaders offshore are required to send team feedback to HSE onshore as/if required after completion of the Module. Onshore application of each Culture Module is considered.



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TRACTION

Purpose

Traction is is a gl global BP tool used to to re report un unwanted in incidents an and a follow up of preventive tools. The purpose of the document is to define how the reporting of health, safety, security, environment and technical integrity in BP Norway could be done to ensure that all unwanted incidents are reported, investigated, analysed and documented. .

Proc Proces ess s own owner er

HSSE HSSE ma mana nage gerr are are the the pro proce cess ss owne ownerr of of Tra Tract ctio ion n in in BP BP Norw Norway ay.. The The loca locale le traction system administrator administrator (LTSA) are responsible for necessary user support and training

Knowledge to Traction

It is a demand that the following personell have knowledge and also neccesary training for use of Traction: Offshore: OIM, safety, leaders, nurse, main safety delegates and safety delegates. Onshore: Asset managers, leaders in operation and drilling, HSSE personell, main safety delegates and safety delegates.

Tracti Traction on categ categori ories. es.

User support and training DVD are available on the HSE webside. The follow following ing incide incident nt type type shall shall be recor recorded ded in in Tracti Traction on - Incident Incident reports reports -SoC -Revision -Hazop -Other incidents


HSE Directive 32 - HSE tools

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