Presentation 5 - Chris Hamlet, Maersk Oil North Sea UK Ltd

8/21/2019 Presentation 5 - Chris Hamlet, Maersk Oil North Sea UK Ltd

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25 September, 2009

Maersk Oil North Sea UKProcess Safety Review

Chris Hamlet

Production Director


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A case history of one companies journey tounderstand and adopt Process Safety

Principles

Background

Methodology

UK Results

Action

Progress Lessons

Results


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Background

Other companies and their stakeholders can benefit

from our work. We urge these companies to

regularly and thoroughly evaluate their safetyculture, the performance of their process safety

management systems, and their corporate safety

oversight for possible improvements.Extract from The Report of the BP US Refineries Independent Safety Review

Panel (Baker Report). January 2007

MOG Board - review of all major operating assets

Denmark

Qatar

UK


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Methodology

Appoint Team (9 person team, common to all locations)

4 External Independent Consultants,

4 Internal experts,

1 Operations coordinator.

Decide the Reference

Centre for Chemical Process Safety Guidelines for Risk

Based Process Safety.

Define Process Safety

A consideration of the prevention of, preparedness for,

mitigation of, response to, or restoration from catastrophic

releases of chemicals or energy


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Methodology of Audit

12 Week duration

Process Safety Culture Survey of workforce

6 x 2 weeks segments

Understand location.

Planning audit.

In depth audit at location.

Review data and formulate conclusions.

Review report. Agree conclusions.

Final report written and presentation.


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UK Results

UK operation recognised as recent acquisition and nottypical of MOG operation.

MOUK had poor process safety performance and

exhibits poor process safety culture. Some areas of best practice and also noted situation

had been recognised and many improvements inprogress.

Specifics

44 Significant Findings

33 Recommendations

24 Areas of noted strength


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UK Results

COMMIT TO

PROCESS

SAFETY

UNDERSTAND

HAZARDS &

RISK

MANAGE RISKLEARN FROM

EXPERIENCE

Process Safety Culture

Compliance with Standards

Process Safety Competency

Workforce Involvement

Stakeholder Outreach

Process Knowledge

HAZID & Risk Analysis

Operating Procedures

Safe Work Practices

Asset Integrity

Contractor Management

Training

Management of Change

Operational Readiness

Conduct of Operations

Emergency Management

Incident Investigation

Measurement & Metrics

Auditing

Management Review

COMMIT TO

PROCESS

SAFETY

UNDERSTAND

HAZARDS &

RISK

MANAGE RISKLEARN FROM

EXPERIENCE

Process Safety Culture

Compliance with Standards

Process Safety Competency

Workforce Involvement

Stakeholder Outreach

Process Knowledge

HAZID & Risk Analysis

Operating Procedures

Safe Work Practices

Asset Integrity

Contractor Management

Training

Management of Change

Operational Readiness

Conduct of Operations

Emergency Management

Incident Investigation

Measurement & Metrics

Auditing

Management Review


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Addressing the Challenge

Propose action plan for each item.

Each action had defined close-out criteria.

110 actions developed.

17 were commenced prior to the audit.10 to be addressed at corporate level.

Reviewed and refined plan with

MT

MT+1

Team

Workforce

Shared plan with regulator (HSE).

Weekly review meetings with actionees.

Monthly review meetings with MT.

Only MD could sanction action complete.

Quarterly review meetings with HSE.


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Resourcing

Team Lead Dedicated respected Maersk Manager

independent of Ops or HSSEQ

Assisted by

3 x DNV Consultants

Many part time experts from industry specialists

1 x Planner Internal resources as required

18 month project

17 Man-years work so far with 4 to go


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Action Example

Consequence Awareness - Crew witness leakssimilar to our own, but ignited

Action Example

Action Example

Consequence awareness - Crew witness leakssimilar to our own, but ignited.


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11Action Examples

Every member of staff (onshore and offshore) has job

description, signed, and a competency requirement profile.

280 Safe Operating Procedures across three installations

reduced to 64 common across all installations. Production and Process safety performance available on all

P/Cs as a Dashboard.

Monthly Process Safety Reviews by MT of one element of

RBPS Handbook

3 Year Process safety Audit Program.

Revised and replaced Business Management system

New Processes for example Risk Based Decision Making, and

workforce involvement

Increased in-house technical staff including Quality Manager.

Cross region technical knowledge exchanges

Etc.


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Dashboard

Typical Facility

UK PSA A ti St t


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Progress

UK PSA Action Status

Update:4th Sep 09

0102030

405060708090

100110120

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Date

A

ctions

Planned Completed Projected

Progress


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Lessons

If you dont want the answer, dont ask the question.Most difficult to change operating practices the further

from the review, the harder it is to make the case for change.

Dont fight the findings, fight the cause of the findings.

Address culture first.Dont expect to cure Process Safety issues overnight and

dont expect to keep it cured the is no fly wheel on Process

Safety.

Involve the individuals who will have to work the outcome as

soon as possible

Senior Management have to walk the talk, prioritise carefully

and be aware that every comment and action sends a signal.


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Year # Releases

Ave Mass

per Release(kg)

Total Mass

Released(kg)

2007 28 6.5 182.4

2009 YTD 18 0.6 11.2


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The Team will Repeat the Review in

2Q2010

Questions

Presentation 5 - Chris Hamlet, Maersk Oil North Sea UK Ltd

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