Fatal Risk Controls: An Evolution to Effective Risk...
Transcript of Fatal Risk Controls: An Evolution to Effective Risk...
Fatal Risk Controls: An Evolution to Effective Risk Managment Dr Andrew Lewin
BHP Billiton Petroleum
Senior Manager HSE Conventional Production
Agenda
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1. Introduction
2. BHP Billiton – what we do, who we are
3. History pre-2006 – the formulation of Fatal Risk Control Protocols
4. FRCP’s – structure and content
5. FRCP’s – Pro’s and Con’s, data since 2006
6. Organizational Change – the move to Group Level Documents
7. Future State – Management of material risks, personal safety versus “process safety”
BHP Billiton – a global resources company
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Pre-2006
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• Continuing trend of fatalities, significant incidents (high potential)
• Similar themes, root causes
• Increased pressure on license to operate
• Backdrop of expansion in many parts of the business as minerals industry boom ramped up
FRCP’s born
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• Review of past fatalities and significant
incidents
• Key fatal risks identified
• Workgroups established to develop control
strategies
• Minimum performance expectations for
managing these risks
NOTE:
“The existence of these protocols does not
presume coverage of all risks faced by
operations…”
FRCP’s – Structure
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A Plant and Equipment requirements
B Procedural requirements
C People requirements
FRCP’s Content
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1. Light Vehicles
2. Surface Mobile Equipment
3. Underground Mobile Equipment
4. Underground Ground Control
5. Hazardous Materials Management
6. Molten Materials Management
7. Equipment Safeguarding
8. Isolation
9. Working at heights
10.Lifting Operations
FRCP requirements
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Plant Paper People Total
1 Light vehicles 6 10 8 24
2 Surface mobile equipment 7 15 6 28
3 U/G Mobile equipment 4 7 5 16
4 U/G Ground Control 4 11 7 22
5 Hazardous Material management 10 18 4 32
6 Molten materials management 15 10 7 32
7 Equipment safeguarding 6 5 2 13
8 Isolation 6 11 3 20
9 Working at heights 7 12 3 22
10 Lifting operations 14 16 8 38
TOTALS 79 115 53 247
FRCP’s – Pro’s and Cons
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Pro’s
• Provided clear requirements for the first
time that set a company standard
• Helped communicate to contractors
what we expected and raised the bar
• Clear auditable requirements where we
could measure compliance and
potentially “risk reduction”
• FRCP specialist resources
Con’s
• No differentiation on importance of
controls, e.g. seat belts versus first aid kits
• Drove up costs without driving down risk
and created “cottage” industries
• Became a KPI exercise relating to
compliance scores
• Deflected people from managing specific
risks by prescribing generic controls
• Took precedence over managing low
probability, high consequence risk events
• Questionable that delivered…..
Data since FRCP’s implemented
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2006 3 2007 8 2008 111
2009 7 2010 5 2011 22
2012 3 Total 39
1. Includes 5 fatalities in a helicopter crash
2. Material risk management initiative commenced
Organizational Change
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• Corporate HSEC move away from support and
guidance to governance: policy setting and audit,
reporting
• Resources reduced (Group HSEC from approx 150 to
20 in 4-5 years)
• Reduced corporate documents (guidelines, protocols,
etc etc.) 127 to 7 in 4-5 years
• Introduction to Group Level Documents
FRC GLD requirements
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1 Vehicles and Mobile Equipment 14
2 Explosives and Blasting 4
3 Ground Control 6
4 Hazardous Materials 12
5 Isolation and Permit to Work 11
6 Work at heights 13
7 Lifting Operations 14
TOTAL 74
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Management of Material Risks
MATERIAL RISK REVIEW
Risk
Register Bow Ties Prevent Mitigate
Performance
Standards
SAFETY CASE
Maintenance
Activities
(eg: in SAP)
Annual Validation & Assurance of Safety Case
Key Messages
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• Prescribing requirements to manage fatal risks is not
the whole answer – don’t have rocks in your head…..
• Risks that result in fatalities, in particular material
risks, are more complex and must be managed
differently from personal safety risks
• Managing risks is about implementing, maintaining,
monitoring and improving critical controls