Pipeline Safety Management Systems Initial Implementation Strategies and Lessons Learned WRGC

Transcription

1 Pipeline Safety Management Systems Initial Implementation Strategies and Lessons Learned WRGC San Diego, CA August 30, 2017

2 What is a Safety Management System? Framework of goals, objectives, processes, and procedures -- applied by people, enabled by technology -- ensures organization can fulfill the tasks required to achieve safety and business success. Enables people to execute tasks using risk management, established controls, assessment and continuous improvement to meet safety and business objectives. Built on processes providing more discipline in use of data and other information for better decision making. It is a journey, not a project 2

3 Is Zero Achievable? Example: Incidents in HCAs, All Onshore Transmission External corrosion Internal corrosion Stress Corrosion Cracking Manufacturing- Related Construction and Fabrication- Related Equipment- Related Weather-Related and Outside Force Damage Incorrect Operations Excavation Damage End of Baseline 3

4 From Background Concept. To Bring Clarity to Reality Start With Evolution of Pipeline Safety March 1,

5 Essential Safety Management System Elements Leadership and Management Commitment Stakeholder Engagement Risk Management Operational Controls Incident Investigation, Evaluation, and Lessons Learned Safety Assurance Management Review and Continuous Improvement Emergency Preparedness and Response Competence, Awareness, and Training Documentation and Record Keeping 5

6 Damage Prevention Corrosion Control Operations Leak Survey Maintenance Monitor and Control Training Pipeline Safety Regulations and Standards Through 2000 Design and Specify Materials Construct Operate and Maintain Incident Investigation Emergency Preparedness and Response Report - Annual and Incident Records and Documentation Risk Management was prescriptive: Examples include use of Design Factors, Class Location, Operations and Maintenance by Class, Class Change, and others. 6 Copyright 2016 P-PIC

7 Damage Prevention Corrosion Control Operations Leak Survey Maintenance Monitor and Control Training Early 2000s Strengthen Operations and Maintenance Advent of Integrity Management Design and Specify Materials Construct Built Upon Strength of Existing Programs Operate and Maintain Incident Investigation Emergency Preparedness and Response Report - Annual and Incident Records and Documentation Risk Management 1. Identify Risk 2. Evaluate Risk 3. Prioritize 4. Assess 5. Mitigate Risk 7 Copyright 2016 P-PIC

8 Integrity Management As A Process Supported By Management System Elements Start B31.8S Gather and Integrate Data Threat Identification Risk Assessment Assessment Planning Assessment Execution Response to Assessments Preventive and Mitigation Measure Selection Integrate and Evaluate Data Quality Control/Quality Assurance Management of Change Performance Measurement Communication B31.8 Incident Investigation Records and Documentation IM process steps Management System Elements Copyright 2011 P-PIC

9 Damage Prevention Corrosion Control Operations Maintenance Leak Survey Monitor and Control Training Operator Qualification Early 2000s Strengthen Operations and Maintenance Advent of Operator Qualifications and Public Awareness Design and Specify Materials Construct Operate and Maintain Integrity Management 1. Identify HCAs 2. Identify Threats 3. Assess Risk 4. Evaluate Risk 5. Prioritize 6. Assess (Inspect) 7. Mitigate Risk Public Awareness Incident Investigation Emergency Preparedness and Response Report - Annual and Incident Records and Documentation MOC QA/QC 9 Copyright 2016 P-PIC

10 Damage Prevention Corrosion Control Operations Maintenance Leak Survey Monitor and Control Training Operator Qualification 2012 Historical Compliance Model Enhanced By IM, OQ and PA Design and Specify Materials Construct Operate and Maintain Integrity Management 1. Identify HCAs 2. Identify Risk 3. Evaluate Risk 4. Prioritize 5. Assess 6. Mitigate Risk Public Awareness Incident Investigation Emergency Preparedness and Response Report - Annual and Incident Records and Documentation MOC & QA/QC Several Large Incidents and NTSB Recommendation Led To Development of PSMS Standard API RP Copyright 2016 P-PIC

11 Damage Prevention Corrosion Control Operations Maintenance Leak Survey Monitor and Control Training Operator Qualification Risk Management Operational Controls Safety Assurance PSMS Enhancements Leadership and Management Commitment Design and Specify Materials Construct Operate and Maintain Stakeholder Engagement Records and Documentation Incident Investigation and Lessons Learned Emergency Preparedness and Response Management Reviews 9/22/ Copyright 2016 P-PIC

12 Where To Start Establish Leadership and Management Commitment Must have senior executive engagement Executives can delegate but must retain accountability Define Structure Define Initial Agenda(s) for Management Reviews Formalize a Lessons Learned Process Learn from other s failures Re-learn from your company s past failures Recognize the Importance of Safety Culture Evolve Public Awareness to Stakeholder Engagement 12

13 Leadership and Management Commitment Section 5 of API 1173 details Leadership and Management Commitment: Top Management Responsible for creating culture of two-way dialogue Establishing high-level performance measures Promoting a positive safety culture and assessing how this culture is changing over time; Fostering risk management processes that reveal and manage risk, making compliance and risk reduction routine Making Communication, Risk Reduction, and Continuous Improvement Routine Resource allocation, incentives, defining audit and evaluation plans 13

14 Make The Tie to Organizational Values Values Values serve as a foundation but how do you use them? An ideal starting point for driving leadership and management commitment Re commit to the company s values Re align the leadership team and communicate across the organization Use as a vehicle for extending commitment across the business Present the values in the context of the desired culture and performance Use as a basis for defining how we work together Consistent set of behaviors demonstrating and reinforcing commitment Tool for hiring employees, setting expectations, measuring and rewarding Platform for engaging and aligning third party team members basis for defining and advancing Safety Culture 14

15 Why is Leadership the Heart of PSMS? Leaders Set The Culture Board of Directors - Hires and Focuses Top Management Top Management - Accountable for Continuous Improvement Mid Management - ensures processes, procedures and training to meet objectives; assess, evaluate and adjust to meet objectives Front Line identify improvements, reveal risks Consider employee, public and pipeline safety when implementing Stop Work Bring rigor of employee safety to asset protection this is process safety 9/22/

16 Top Management s Role in Creating A High Performance Safety Culture What the Leader Does Differently Create Climate Follower Behaviors Change Attitudes and Beliefs Affected SOURCE: Jim Spigener, BST Solutions Culture Created 16

17 Strong Safety Culture and Management Systems Are Both Needed One Company s View on How Culture and Systems Fit Together Organizational Culture Ensure safety Execute work in compliance Improve reliability Manage risk Measure and continuously improve performance Core Values Systems Thinking for Operational Excellence Operating Outcomes Management Systems Integrates all dimensions of operations performance to achieve objectives Systematic Management Explicit structure and processes Fostered by leaders Act Plan Do Behavioral Norms Execute work with diligence and integrity Actively participate Develop talent Raise our hand Respect one another Seek input Become an owner Safe, reliable, and compliant operations programs that increase the longterm value of the company. Operating Norms Check Accepted processes Learned through training, mentoring, practice Monitored by leaders 17

18 Essential Safety Management System Elements Leadership and Management Commitment Stakeholder Engagement Risk Management Operational Controls Incident Investigation, Evaluation, and Lessons Learned Safety Assurance Management Review and Continuous Improvement Emergency Preparedness and Response Competence, Awareness, and Training Documentation and Record Keeping 18

19 The Technical Starting Point: Will Differ Among Operators PAS 55 Asset management system Environmental management systems Nuclear operations - INPO OSHA Process safety management operated gas plants and chemical plants CCPS NEB Management System and Protection System All members can build upon: Elements developed and matured during the first 12 years of Integrity Management AGA Safety Culture Statement AGA Lessons Learned Case Studies INGAA Safety Culture Surveys INGAA Lessons Learned 19

20 Exxon Mobil Operations Integrity Management System (OIMS) 20

21 21

22 Chevron Operational Excellence Management System Leadership Accountability Management System Process OE Expectations Apply to All OE Areas of Focus Operating Procedures Competency Management Management of Change Incident Investigation Apply to HES Areas of Focus Risk Management Managing Safe Work Contractor HES Management Product Stewardship Process Safety Operational readiness and Pre- Startup Safety Review Technical Codes and Standards Process Safety Information Asset Integrity Compliance Assurance Leadership Accountability Management System Process Community and Stakeholder Engagement Emergency Management Legislative and Regulatory Advocacy Personal Safety & Health Workforce Security Safety in Design RSI Prevention Motor Vehicle Safety Behavior-Based Safety Fitness for Duty Occupational Hygiene Environmental Stewardship Environmental, Social and Health Impact Assessment Property Transfer Third-Party Waste Stewardship Key Apply to All OE Areas of Focus Apply to HES Areas of Focus Apply primarily to the specified OE Area of Focus Reliability Reliability Opportunity Identification and Resolution Equipment Criticality Assessment Surveillance Condition Monitoring Work Management Resolution of Recurring Failures Efficiency Capital Project Energy Optimization VIP Facility/Equipment Optimization Practices Efficiency Opportunity Identification 22

23 Starting the Journey Questions to Consider: Starting the Journey What other management systems do you have? And how will they be connected? What is the scope of your system? How integrated do you want to be? What resources do you need to support? For example: IMP Environmental Quality Management Just pipeline operations? Design and construction? Other assets? Each business unit with its own MS? One central system? Implementing a Management System does not mean starting over; rather, build on existing programs to move to the next level of safety performance Spectra Energy 3 23

24 The Idea of Build Upon Perhaps the Most Critical Decision Consider implementation of PSMS probably not a complete new build but rather a series of additions. 24

25 Identifying the Foundation Build Upon - Example Element Operations and Maintenance Integrity Management Damage Prevention Public Awareness Safety Environmental Engineering Corporate Leadership and Management Commitment -Values -Values -Delegation of Authority Stakeholder Engagement -Damage Prevention -Public Awareness -Damage Prevention -Public Awareness Risk Management -Risk Assessment P&M Measures Operations Controls -Procedures -Procedures -MOC -QA/QC -Procedures -EH&S Procedures -Engineering Standards -QA/QC -QA/QC Incident Investigation Lessons Learned -Incident Investigations -Incident Investigations -Incident Investigations Safety Assurance -Auditing -Employee Feedback Management Reviews and Continuous Improvement -Management Reviews Emergency Preparedness and Response -Emergency Preparedness and Response Plan -Emergency Preparedness and Response Plan Competence, Awareness and Training -Operator Qualification -Operator Qualification -Training and Development Documentation and Recordkeeping -Documents and Records -Documents and Records -Documents and Records -Documents and Records -Documents and Records -Documents and Records -Documents and Records Safety Culture -Safety Policies -Safety Policies -Culture Surveys 25

26 Example of Build Upon Recommended Developmental Timing and Key Concepts Leadership and Management Commitment Build on these policies, practices and experience Evidence of processes and deployment is documented, some early stage of development, some more mid-stage. Discussions with employees reflected repeated examples of these concepts being in place: There is verbal policy committing senior leadership and all employees to promote safety as a strong value, including asset management and employee safety. There is commitment to implement a PSMS using API RP 1173, including commitments in this road map, and to share with employees. There is a commitment to formalize check phase of Plan, Do, Check, Act, i.e. Safety Assurance. Management establishes goals and objectives, responsibility, authority and accountability of management /employees to meet safety objectives through individual performance plans and development plans, at a minimum. Incentives encourage safety and there is a commitment to build on this concept. Develop Within Two Years These processes should be documented and implemented/embedded in a way that is consistent with documentation. Make the PSMS written policy. Reinforce safety communications formally and visually where possible; develop visual aids tracking completion of renewals, leak reduction, excavation damages etc. against goals. Provide more recognition at company meetings for employee accomplishment in addressing safety, risk reduction. Develop Within Five Years Initiatives developed in years 1-2 should be monitored, reviewed and assessed by senior leadership. New initiatives should continue to be documented and implemented consistent with how they are documented. Routinize and formalize safety assurance (Check phase of PDCA). Build on existing audit processes. Analyze and monitor the outcomes of the SMS at top and mid-levels of leadership Improve the existing annual Review resources in staffing process of Goals and Objectives. where functions are safety critical or time sensitive to safety including control room and workflow management. (See Competency) Develop a risk register that Management allocates resources, including aggregates all risks in priority expertise needed, to assess and control safety, order. Use as a basis for integrity, and operational risks associated with planning and communicating business operations. reasons why actions are taken. Formalize review of IT/IS upgrades. As The SMS Matures Through Continuous Improvement, Develop Within Ten Years As a result of review, improvement in these initiatives should focus on making program/process more comprehensive, systematic and integrated Review adequacy of skill levels to execute SMS processes and foster development of skills. Organization should review for adequacy SMS processes and outcomes. Although interaction between safety-related teams is strong, check that all people who need risk related information receive it. 26

27 Stakeholder Engagement 27

28 Intent and How It Advances Safety Internal focus on full employee engagement and learning External focus on moving from awareness to dialog Risk identification and controls Share safety performance Are you hearing bad news periodically from employees, contractors and your neighbors? Clarifies how to interact for positive purposes Identify and resolve concerns Especially related to transparency on safety matters 28

29 Case Study Liquid Pipeline External Engagement Area Manager is designated single point of contact Meet periodically with local officials and landowners Knothole in the Tree Area and Division Employees being citizens of the communities near the pipeline are also resources Ambassadors 29

30 Challenges Top management commitment and participation Spans broad swaths across an organization Letting the Perfect Be The Enemy of Good Process owner accountability Staffing Not My Day Job! Pace Not too fast and not too slow organizational capacity 30

31 Non-Punitive Reporting The attribute you HAVE TO pursue as an individual Acting to encourage employees and contractor personnel to report noncompliance with regulations, nonconformance with procedures and human errors without fear of punishment or disciplinary action, only punishing a person when he/she acts in a reckless manner; demonstrates a pattern of carelessness or noncompliance; or put oneself, their co-workers, the public, or the pipeline at risk by intentionally violating essential safety rules. So that people will reveal risks! 31

32 PSMS Maturity proposed objective

33 Is Zero Achievable? Example: Incidents in HCAs, All Onshore Transmission External corrosion Internal corrosion Stress Corrosion Cracking Manufacturing- Related Construction and Fabrication- Related Equipment- Related Weather-Related and Outside Force Damage Incorrect Operations Excavation Damage End of Baseline 33

34 Is Zero Achievable? Incidents in HCAs, All Onshore Transmission External corrosion Internal corrosion 1 1 Stress Corrosion Cracking Manufacturing- Related Construction and Fabrication- Related Equipment- Related Weather-Related and Outside Force Damage Incorrect Operations Excavation Damage End of Baseline 34

35 Questions? Discussion

36 Windshields, Dashboards & Mirrors 36

37 Risk Management Builds upon the fundamentals of risk management in integrity management Know your system and recognize potential threats As well as international consensus standards such as ISO Risk Management Starts with emphasis on data and data quality Risk Identification and Assessment What Can Go Wrong? Risk Prevention and Mitigation Periodic Analyses at least once annually Reporting to Top Management including risk analysis, mitigation methods and intended effectiveness 37

38 Challenge: How to Connect Risk At Various Levels Segment or Asset Level Risk Assessment Integrity Management Capital and Expense Planning PSMS Corporate Level Risk Assessment 38

39 Management of Change Corporate v. functional Top management commitment Alignment of MOC processes/ procedures among PSMS can be a means to facilitating unification of MOC processes Communication and transition from completion to execution Allocation of committed administrative resources to ensure completion of MOC 39

40 Likelihood Contrast Personnel Safety and Asset Safety H Personnel Safety M Pipeline Safety L Minor Injuries Single Injury Multiple Injuries/ Single Fatality Consequence Multiple Fatalities 40