hse directive 32 - hse tools

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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HSE Directive 32 - HSE tools Doc.no: [n.nn.nnn]

[Subtitle/Chapter title] Rev. no: 4

Authority: HSE & Eng. Manager Issue date 2010-12-31 Page 2 of 13

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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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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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
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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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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.
http://isl3.bpweb.bp.com/boss/http://isl3.bpweb.bp.com/boss/http://isl3.bpweb.bp.com/boss/


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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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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.
http://www.lessonlearned.no/http://www.lessonlearned.no/http://www.lessonlearned.no/http://www.lessonlearned.no/


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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