Significant HSE Initiatives in ONGC
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Significant HSE Initiatives in ONGC • Contractor workers Safety workshop • Hum Safe Campaign • Developed Comprehensive HSE Management System Document • Coffee with Director • Waste To Energy Project • Mangrove Plantation • EERA studies • E- work permit system • Developed comprehensive Occupational Health Manual • Asset Integrity Management – Bow Tie Technique • HSE Index for Performance Contract of Key Executives
What is Bow-Tie
Methodology: Identify SCEs MAH-1 Bow-Tie-1 MAH-2 Bow-Tie-2 Safety Case MAH MAH-3 Bow-Tie-3 MAH-4 Bow-Tie-4 Barriers: Procedure Bow-Tie 1. Prevention SCEs 2. Mitigation (Software) SOP Equipment PTW (Hardware) Break Down SOP Fire water Pump Training Crane FMEA Competency Task Failure Mode Shut Down Valve Etc. Sheet Effect Analysis Blow Down Valve PPE / LSA Etc.
Asset Integrity Mgmt – Barrier Model Control, Learning Alarm & Audit & from the Operations Effective Shutdown Self Communication Past Procedures Supervision system Regulation Inherent Relief and Maintenance Work Mgmt of Training & Design Blowdown & Inspection Control Change Competency HAZARD HAZARD Plant System REALIZATION Layout Loss of Normal HC containment Inventory within Ignition plant and storage Fire / facilities Explosion Barriers
Bow-Tie Evolution Piper Alpha Platform, North Sea 1988, 167 Fatalities Lord Cullen public enquiry & report Shell’s initiative: THESIS® BOWTieXP®, BowTie Pro® Australian and Newzealand Standard on risk mgmt, AS / NZS 4360:2004
What is Bow-Tie • Qualitative analysis incorporating mgmt system techniques • It is structured method to assess risk where a quantitative approach is not possible or desirable • It is simple and easy for the non-specialist to understand. • Simple idea of combining the – cause (fault tree) – consequence (event tree) • Diagram looks a bit like a bowtie • Fault tree is drawn on the left hand side • Event tree is drawn on the right hand side • Hazard drawn as a "knot" in the middle • The result is a logical and structured overview of WHAT measures are needed and WHY
What is Bow-Tie Fault Tree Hazard Event Tree • Bow-Tie analysis uses the risk matrix to categorise the various scenarios • Then carries out more detailed analysis (fault and event) • The essence is to establish – how many safety barriers there are available – to prevent, control or mitigate the identified scenarios, and – the quality of those barriers • Determining that risk has been reduced ALARP
Objectives of Bow-Tie • Four key objectives of using bowties: 1. To give an overview of the framework relating to managing major accident hazards 2. To illustrate the interdependencies between the various stages in the framework 3. To show how the process needs to be applied to any analysis 4. To ensure we all have a common understanding of what we’re doing, why and how we’re doing it Determining that risk has been reduced to ALARP
Bow-tie process • Step 1 - Identify the bow-tie hazard – Are people, environment, assets, continued operation or company reputation exposed to potential harm? • Step 2 - Assess the THREATS – What are the causes? • Step 3 - Assess the CONSEQUENCES – How likely is loss of control? – What is the risk and is it ALARP? • Step 4 - Control – Can the causes be eliminated? – What controls are needed? – How effective are the controls? • Step 5 - Recover – Can the potential consequences or threats be mitigated? – What recovery measures are needed? – Are recovery capabilities suitable and sufficient? • Step 6. Identify threats to the controls (Step4) – Are the controls or recovery controls at risk? • Step 7. Identify the controls for the threats to the controls (Step6) – How do we prevent the controls from failing?
Risk Critical Activities H S E Q Policy Activity Procedure Standard Policy Procedure Standard Policy Procedure Activity Integrated Management System
Risk Critical Activities
Practical Uses of Bow-Tie • Link with Mgmt Sys • bow-ties are most commonly used where there is a requirement to demonstrate that hazards are being controlled • particularly where there is a need to illustrate the direct link between the controls and elements of the management system
Practical Uses of Bow-Tie • Link with Basic Risk Factors • It is possible to use bow-ties in conjunction with the Tripod Delta technique to highlight the branches of the bow-tie where organisational control is weak, i.e. controls are not effective Recognition that organisational failures are the main cause of accidents is the principle behind Tripod Delta, which is a questionnaire-based survey used to build a picture of an organisation’s strengths and weaknesses against eleven basic risk factors. This enables proactive, sustainable strategies for reducing and managing risk to be focused on weak spots, for example a higher level of inspection or auditing.
Practical Uses of Bow-Tie • Link to Incident Investigation • bow-tie can be linked to incident investigation techniques such as Tripod Beta which identify the organisational failures that enabled risk controls (defences) to actually fail
Benefits of Bow-Tie • Clear communication • Future proof’ risk management • Fit for purpose management system • Ownership – recognising that effective risk management is only possible if people are assigned responsibilities for controls • Practical approach • Workforce involvement • Logical structured approach • All risks – the technique is not limited to assessment of HSE risks. Bow-ties have been developed for demonstrating management of security, information technology, business interruption and project risks. The possibilities are endless
Growing relevance of Bow-Tie Australian Govt’s requirement for safety case in BowTie format Caltex Australia experience Adoption of BowTie by Chevron JV Refineries Shell’s adoption of BowTie as enterprise Risk Mgmt tool Adoption of BowTie for major E&C projects Advent of ISO 31000
HAZOP Vs BowTie HAZOP BowTie Risk Identification Risk Management HAZOP Attribute BowTie Risk Identification Prime Objective Risk Management Hardware Design & Integrity Focus on Layers of Protection No Design Capability Human Factor Part of system design & scope Change in Design / Major Implications Accommodates with ease Operation Comprehensive customizable Detailed ‘microscopic’ Report Output reporting capability (15 main analysis / review & 80 sub categories)
Strength of BowTie over HAZOP • Evaluates barriers & safeguards for effectiveness • Checks for weaknesses in barriers & provides controls • Identifies responsible persons/teams for barriers • Barriers categorized to match the gravity of risk • Identifies performance standards for barriers • Guides Company safety management system • Facilitates auditing risk management program and continual improvement
BowTie Uses • Apart from identification of SCEs and Risk management • Can be used for • Can be used for • Can be used to
HSE INDEX
Balanced Score Card and Benchmarking: BALANCED SCORE CARD BENCHMARKING Internal performance tracking External Comparison with peers Organisationally dependent Organisationally independent Quantitative & Qualitative Quantitative metrics metrics Company specific measures Standard industry measures Select HSE strategic measures Comprehensive measures Used to track implementation of Leads to gap analysis and company’s HSE strategic improvement opportunities objectives Twin Objective: • Measures to track progress on key HSE strategic objectives • Performance assessment and improvement portfolio
HSE STRATEGY Execution Successful execution of HSE strategy is elusive: Less than 10% of HSE strategies effectively formulated are effectively executed
HSE STRATEGY Execution Why do Organisations fail to execute HSE Strategy? One can’t manage some-thing They don’t manage Strategy: that one can’t describe Typically 95% of the work force doesn’t understand HSE strategy 60% of organisations do not link There is no generally HSE strategies with budgets accepted way to 70% do not link management describe HSE incentives to HSE strategies strategy 85% of executive teams spend less than 1 hr p.m. discussing HSE strategies
Why is it so difficult to execute HSE Strategy? HSE Factors are not tangible/measured
Only what gets measured gets executed
Balanced Score Card
How successful organisations drive HSE strategy implementation Management decides Management checks what needs to be that actions are being achieved; and completed; and results documents the same. are being achieved. Articulate Communicate Monitor Manage the the Strategy Strategy Activity Activity Management Management takes communicates Strategy to corrective action when the rest of the results are different from organisation. those expected. Traditionally managements have focused on the last two steps only
What happens when HSE Strategy is unclear? Only around 2/3rds of the With the Strategy unclear Managers: Sr. Executives understand • Select unhelpful performance measures how the strategy relates • Select too many performance measures to their own job …. . • Attempt to monitor everything • Don’t know what’s going on elsewhere Articulate Communicate Monitor Manage the the Strategy Strategy Activity Activity Only about 1/10th of the When monitoring is done poorly, Managers: shop-floor staff understand • Can’t see the wood from the trees how the strategy relates to • Attempt to manage with inadequate intelligence • Struggle to exercise control over activities their job. • Fail to realise organisational potential. Frameworks are helpful in deciding what to measure …. .
HSE Balanced Scorecard – 4 Step Approach for high performance 1 What is HSE Policy? What does HSE Policy 2 mean with respect to… HSE Policy – Quality Quality PERSPECTIVE?? PERSPECTIVE Health Health Perspective Perspective Safety Safety 4 Balanced Perspective?? Perspective Balanced Scorecard Scorecard Environment Environment How will I know if I am Perspective Perspective “Succeeding or Failing”? 3 In order to succeed, what must I “Do well”? What are my critical success factors?
How do we actualise HSE Strategy in ONGC ? Through HSE Index Based On Balanced Score Card Technique
Destination Statement Strategy Balanced Score Card Performance Contracts Key Performance Indicators(HSE Index)
Balanced Scorecard – Definition Motivated, Engineering Administrative Deliver HSE well trained Controls Control performance employees (Internal (Monitoring) (Outcome) (People) processes) Balanced Scorecard is a measurement-based strategic manage-ment system which provides a method of aligning business activities to the strategy and monitoring performance of strategic goals over time.
Objective of HSE Index • Increase Visibility of top management’s commitment to safety • To have documented, specific safety goals and objectives • To make Line Management responsible for safety • Benchmarking conforming to international norms of OGP/ IADC • For transition of Safety Professionals’ role to advisory 33
HSE Index Parameters • Fatality, LTIF, TRIR • Compliance of Audit recommendations • Mock Drill • Loss control/HSE tour • HSE Review meeting • Daily reporting of incident data in SAP • PME • QHSE Certification/ Re-certification/ Surveillance • 34 ETP/PWC functioning/performance
Parameter Marks/ Scoring methodology Weight age Fatality 10 Full points for Zero fatality Zero points for any fatality LTIF 10 • LTIF= **No. of lost time injuries x 106/ Total man hours worked ** Lost time injury: Fatalities + more than one day lost work day cases Target : Last year’s LTIF of SBU • % achieved = Target x 100/Actual 35 • Weightage achieved = % achieved x Total weightage/100
Parameter Marks/W Scoring methodology eightage Complian ce of Audit Target : 60% of Outstanding Observations recomme ndations Outstanding Observations : Pending observations till 31st March plus added a)OISD a)15 observations during first two quarters of Audit current FY b)Internal b)5 • % achieved = Actualx 100/Target HSE Audit • Weightage achieved = % achieved x Total weightage/100 36
Parameter Marks/ Scoring methodology Weight age Mock Drill: Target: a)DMP Drill a)One b)As per ERP a)6 b) ERP Drill • a)Full points for one drill b)6 Zero points for not conducting • b)% achieved = Actualx 100/Target • Weightage achieved = % achieved x Total weightage/100 Loss 12 Target : 6 Tours Control/HS % achieved = Actualx 100/Target E Tour Weightage achieved = % achieved x Total weightage/100 37
Parameter Marks/ Scoring methodology Weight age HSE review 4 Target: Four meetings preferably once in quarter Meeting • % achieved = Actualx 100/Target • Weightage achieved = % achieved x Total weightage/100 Daily 4 Target: Number of functional locations multiplied reporting by 365 days of Incident data in • % achieved = Actualx 100/Target SAP • Weightage achieved = % achieved x Total weightage/100 38
Parameter Marks/ Scoring methodology Weight age PME 4 Target: As per PME Policy • % achieved = Actualx 100/Target • Weightage achieved = % achieved x Total weightage/100 QHSE 4 Target: Number of Functional Locations • % achieved = Actualx 100/Target • Weightage achieved = % achieved x Total weightage/100 39
Parameter Marks/Weighta Scoring methodology ge ETP 347 days sample to be met functioning/pe permissible limit rformance a)Oil &Grease a)5 • % achieved = Actual x 100/Target parameter • Weightage achieved = % achieved x Total weightage/100 a)Total b)5 Suspended Solids parameter 40
Weighing a goose does not make it fat • Performance only improves when one decides to act upon the information provided by measurement. • In organisations this can take the form of simple control mecha-nism to aid management decision making – but at a senior management level it is more strategic in nature.
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