HSE Directive 32 - HSE tools

Prepared by: Olav Henriksen Revision number: 4 Classification:

Verified by: Per Ivar Hansen Issue date: 2010-12-31 Public/unclassified

Approved by: Anne Myhrvold Next review date: 2011-12-31 Confidential Secret

BP internal

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Document control sheet

Document owner Review period Deviation management Revision history Tora Rasmussen 1 Year Ref. HSE-directives No. 35

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 T.Rasmussen T.Rasmussen T.Rasmussen Prepared by

P.I. Hansen K. Serigstad T.Rasmussen T.Rasmussen Verified by

A. Myhrvold A.Myhrvold H.Halvorsen H.Halvorsen 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 4 4 5 6 6 8 10 11 12 12 13

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General
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 Norge's activities - onshore and offshore The Framework Regulations Section 11, A sound HSE culture - Link to regulations The Management Regulations Section 3, HSE 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 for Mobile 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

Purpose

Scope References

Definitions and abbreviations

Responsibility
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

Leader

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All employees and contractors

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

HSE Management
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 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 be held responsible for this by o demonstrating correct HSE attitudes o clearly defining HSE roles and responsibilities o providing the necessary resources o measuring, reviewing and continuously improving the HSE results Risk management is a continuous process and a corner stone of all 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 HSE behaviour is critical in order for BP to reach its HSE 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

Introduction

Leaders and responsibilities

Risk management

Behaviour

Tools

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Use

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

The person with the chief responsibility at the site/offshore installation 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 Out for Safety

TOFS Time Out For Safety is a safety stop of the job, and means that everyone included in a work task can stop the job at any time for a 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. 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. 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 the work situation 3. Explain or reconsider what needs to be done

Introduction

User

Application

Time Out

BOSS Behavioural Observation Safety System

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Introduction

BOSS (similar to the Norwegian version STOPP) is a tool used for encouraging observations of and conversations about safety at work.

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

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

User Conversation

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 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.

BOSS/STOPP card

Restrictions

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SOC Safety Observations and Conversations

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 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 4Ps: Plant, People, Process and Performance are a useful checklist for thinking about what to look for in the observation itself.

Introduction

User

Scope

Observation

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Processing SOCs

The two key parts of an SOC 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 questions, coaching, agreement) Action (document in Traction) 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 make sure that SOCs are performed and studied to identify trends conditions that leaders/supervisors should pay special attention to special improvement areas A range of Key Performance Indicators (KPIs) may include: Action creation indicating that conversations are identifying risk and acting to reduce the risk Action closure indicating that actions are completed correctly and in a timely fashion Workforce feedback through questionnaires or safety committees Site coaching schemes effectiveness judged by conducting SOCs with local experts or coaches Observation of good practice proportion of total with targets to improve in particular areas Leaders should be motivated to participate in SOC through reinforcement, discussion of impact and by the example set by the supervisor. If numerical target are to be set, these should be assigned to the individual through annual objectives.

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.

JUST CULTURE
Just Culture is a tool used for dealing with non-compliance with BP's safety 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 The first step is a conversation between 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 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

Introduction

User Conversation

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 following key elements can constitue a disciplinary action: Guidance Oral warning Initial written warning Final written warning Dismissal

Disciplinary action

4-POINT CHECK
The 4-Point Check is to be used as a last review of all work operation before 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 risk assessment form is to be kept at the work site together with, 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.

Introduction

User

Application

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LESSON LEARNED (LL) Database

This database includes concentrated information about learning 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) All employees and others who access the BPN Intranet can access 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.

Purpose

Process and Users

10

HSE CULTURE MODULES

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 Department onshore administers and leads the HSE Culture Module Process. Each established Culture Module is normally sent to the team leaders 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.

Purpose

Responsibility HSE Management

Scope

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11 TRACTION
Purpose Traction is a global BP tool used to report unwanted incidents 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. . HSSE manager are the process owner of Traction in BP Norway. The locale traction system administrator (LTSA) are responsible for necessary user support and training 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. User support and training DVD are available on the HSE webside. The following incident type shall be recorded in Traction - Incident reports -SoC -Revision -Hazop -Other incidents

Process owner

Knowledge to Traction

Traction categories.

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