Operational Integrity / Process Safety : Still Learning. Richard Taylor HSE Manager, Europe Africa

Transcription

1 Operational Integrity / Process Safety : Still Learning Richard Taylor HSE Manager, Europe Africa 1

2 Agenda Why??? The Challenges Operational Integrity Project Reporting Process Safety Incidents Process Safety, A Segment Approach The Challenges..

3 Schlumberger Largest Oilfield Service Company Operating in 87+ countries 127,000 employees of 140 Nationalities Dual Management Structure 18 Business Lines 41GeoMarkets/6 Areas Revenue USD 42.6 Billion/2012 Market Capitalization USD 100+ Billion 3

4 Why do we fail to stop major accidents from happening? LEADERSHIP: If none of the experts stopped the job, they must have a good reason COMMITMENT: Stopping the job will cost $$$ and I may lose my job if I am wrong COMPETENCY: I don t know how to do this any better CULTURE: Differing perceptions of risk LANGUAGE BARRIER: How do I explain that in English BEHAVIOR: Hopefully nothing will happen ; Its only 15 minutes before this job s finished and then I go to rest PERSONALITY: I may look stupid, I prefer to keep a low profile. 5

5 Operational Integrity Key Elements Excellence in Execution Program: Flawless Execution in the planning and delivery of our products and services Operational Integrity Project: Defining and controlling the Schlumberger products and services involved in well integrity Active Customer and Industry engagement to define future requirements for well integrity 6

6 Operational Integrity Safety Project Objectives Operational Integrity project objectives: Develop a clear Schlumberger wide Operational integrity program and corporate standard Use a standard methodology to identify requirements for all well barriers Identify gaps and implement improvements to Standards, SOPs and Maintenance Specify competency requirements, training and certification for all affected personnel 7

7 Operational Integrity integration into the MS SLB Policy Develop SLB Standard Segment Appendix Segment Appendix Segment Appendix Review Segment SOP Job Risk PMITP Manuals 8

8 Project Scope People Training Competency Certification Stop-the job authority Equipment Design Verification Purchasing Traceability PMITP Processes Auditing Standard Operating Procedures Risk Management Management Of Change 9

9 Proactive Well Site Reporting Observation / Intervention (O/I): An O/I requires interaction between people and focuses on people at work Encourage safe behavior or correct an unsafe or at-risk behavior Most O/I are about personal safety Very few of our O/I are about process safety Expanding O/I to new category Well Site Segment Observation/Intervention Q-STOP: Empowerment for any SLB employee to stop the job to avoid a SQ or HSE incident 10

10 Reporting Well Site Observation/Interventions New Well Site Segment observation and Intervention report created Easier tracking and identification of Well site related O/Is Improved analysis of Well Site O/I events 11

11 Addressing Competency: Learning Centers 12

12 Learning From Incidents 13

13 Process Safety Management A Segment approach 14

14 Process Safety Risk Identification Reports A Segment approach 15

15 Process Safety A Segment Approach Training 100% of IPM Managers and Field Supervisors on O/I level 2. A new DVD is now available. Project Managers and HSE Managers to present to all IPM Managers and front line Supervisors the importance of using O/I for process safety, not just personal safety Involve Management from Contractors A monthly IPM EAF review will be organized to monitor the good implementation of O/I for process safety, and share the best O/I from the different projects IPM EAF will reward the best process safety O/I every month 16

16 Leadership & Commitment : Process Safety - A Segment approach Management field visits should focus on process safety and personal safety Prior to the visit; Managers should understand: The activities that they are going to witness The major accident potential of these activities The controls required to prevent major accidents The Lessons Learned from past major accidents During the visit, Managers should follow the usual O/I steps with a specific focus on process safety: Ask people to explain at every step along the way what they are doing. Ask what might go wrong. Very often they are the ones who know best that something is amiss. This can be facilitated by a review of the operational procedure, HARC (risk assessment) and JSA. Recognize and reward positive behaviors and stop and intervene when inadequate behavior is observed. Empower everybody to do the same whenever it is required Process safety events require thorough investigation to capture lessons learned 17

17 Successes & Future Improvements Training Focus on traceability Risk Management Design & verification Top management review and visibility Expanding use of existing tools Critical equipment suppliers Shift focus to verification Expansion to new businesses Continued internal & external engagement Learning from past incidents HiPo Reporting and Follow-up 18

18 The Challenge.. LEADERSHIP: If none of the expert stopped the job, they must have a good reason COMMITMENT: Stopping the job will cost $$$ and I may lose my job if I am wrong COMPETENCY: I don t know how better this should be done CULTURE: Differing perceptions of risk LANGUAGE BARRIER: How do I explain that in English BEHAVIOR: Hopefully nothing will happen;, Its only 15mn before this job finished and then I go to rest PERSONALITY: I may look stupid, I prefer to keep a low profile. WE ARE NOT THERE YET. 19