hse directive 32 - hse tools
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8/6/2019 HSE Directive 32 - HSE tools
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Prepared by: Verified by: Approved by:
Olav Henriksen Per Ivar Hansen Anne Myhrvold
Revision number: 4 Issue date: 2010-12-31 Next review date: 2011-12-31
Classification: Public/unclassified BP internal Confidential Secret
HSE Directive 32 - HSE tools
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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.
Document control sheet
Document owner Tora Rasmussen
Review period 1 Year
Deviation
management
Ref. HSE-directives No. 35
Revision history
4 2010 HSE Directive 32 HSE tools O. Henriksen P.I. Hansen A. Myhrvold
3 2010 HSE Directive 32 HSE tools T.Rasmussen K. Serigstad A.Myhrvold
2 2009 HSE Directive 32 - HSE tools T.Rasmussen T.Rasmussen H.Halvorsen
1 2008 HSE Directive 32 - HSE tools T.Rasmussen T.Rasmussen H.Halvorsen
Rev.no Issue
date
Description Prepared by Verified by Approved
by
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The controlled document is available at the Governing Documents Triangle at BP Norway Intranet.
Table of content
1 General 4
2 Responsibility 4
3 HSE Management 5
4 TOFS Time Out for Safety 6
5 BOSS Behavioural Observation Safety System 6
6 SOC Safety Observations and Conversations for Leaders 8
7 JUST CULTURE 10
8 4-Point Check 11
9 Lessons Learned (LL) - Database for learning from incidents 1210 HSE Culture Modules 12
11 Traction 13
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The controlled document is available at the Governing Documents Triangle at BP Norway Intranet.
1 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
Scope The directive applies to all parts of BP Norge's activities - onshore and offshore
References 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 regulationsOMS navigator ver.6
-Cultur 1.7
-People and competence 2.2
-Personal safety 3.2
-SoC 3.2.2.1
Definitions and
abbreviations
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
2 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
http://www.npd.no/regelverk/r2002/Rammeforskriften_n.htmhttp://ptil.no/regelverk/category21.htmlhttp://www.npd.no/regelverk/r2002/Styringsforskriften_n.htmhttp://www.npd.no/regelverk/r2002/Styringsforskriften_n.htmhttp://www.npd.no/regelverk/r2002/Styringsforskriften_n.htmhttp://ptil.no/regelverk/category21.htmlhttp://ptil.no/regelverk/category21.htmlhttp://www.sdir.no/en/Legislation_and_International_Relations/Translated_Norwegian_legislation/http://www.sdir.no/en/Legislation_and_International_Relations/Translated_Norwegian_legislation/http://www.sdir.no/en/Legislation_and_International_Relations/Translated_Norwegian_legislation/http://www.sdir.no/en/Legislation_and_International_Relations/Translated_Norwegian_legislation/http://ptil.no/regelverk/category21.htmlhttp://www.npd.no/regelverk/r2002/Styringsforskriften_n.htmhttp://ptil.no/regelverk/category21.htmlhttp://www.npd.no/regelverk/r2002/Rammeforskriften_n.htm -
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-focusing on correct HSE behaviour in all activities in his/her
department
All employees and
contractors
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
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
Leaders and
responsibilities
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 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 risksand thus prevent or reduce the consequences of
potential accidents or incidents
Behaviour 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
Tools 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
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4-Point Check
Lessons Learned (LL)
HSE Culture Modules
Traction
Use The person with the chief responsibility at the site/offshore installation
managershall 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
4 TOFS Time Out for Safety
Introduction 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.
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.
ApplicationA 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 peopleabout the need to maintain the right focus
Time Out 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
5 BOSS Behavioural Observation Safety System
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The controlled document is available at the Governing Documents Triangle at BP Norway Intranet.
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
User BOSS/STOPP can be used by everybody who works for or with BP Norge
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
BOSS/STOPP card 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.
Restrictions 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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The controlled document is available at the Governing Documents Triangle at BP Norway Intranet.
6 SOC Safety Observations and Conversations
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
maintain protective barriers in a condition that will prevent accidents
User 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.
Scope 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.
Observation The 4Ps: Plant, People, Process and Performance are a useful checklist forthinking about what to look for in the observation itself.
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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 managershall 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 oursafety culture. This must include an assessment of how SOC is leading to a
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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.
7 JUST CULTUREIntroduction 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 anyprevious breaches
User Just culture is a management tool
Conversation 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
disciplinary action
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
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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 investigatedDisciplinary action The following key elements can constitue a disciplinary action:
Guidance
Oral warning
Initial written warning
Final written warning
Dismissal
8 4-POINT CHECK
Introduction 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.
User The 4-Point Check form is signed and documents that everyone involved has
been sufficiently informed about how to carry out the work.
Application 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 plannedprocess, 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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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.
9 LESSON LEARNED (LL) DatabasePurpose 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)
Process and Users 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.
10 HSE CULTURE MODULES
Purpose HSE Culture Modules are made with different themes, with the purpose toestablish 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.
Responsibility HSE Department onshore administers and leads the HSE Culture Module
Process.
HSE Management 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.
Scope 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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The controlled document is available at the Governing Documents Triangle at BP Norway Intranet.
11 TRACTIONPurpose 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. .
Process owner 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
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.
User support and training DVD are available on the HSE webside.
Traction categories. The following incident type shall be recorded in Traction
- Incident reports
-SoC
-Revision
-Hazop
-Other incidents
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