offshore project safe forum sustaining safety performance

Offshore Project Safe ForumSustaining Safety Performance

Tuesday 29 November 2016

Offshore Project Safe Forum | Friday 10 June 2011

Agenda08:00 Registration | Tea and Coffee 30 m

08:30 Meeting Opening and Building Evacuation Message Tom Pettitt, Facilitator 10 m

08:40 Offshore Project Safe Welcome – OPS Achievements Jesper Marstrand, Chairman, OffshoreProject Safe 10 m

08:50 Perspectives:

Feedback from 2015 Forum Kevin Black 20 m

Young Professionals Young ProfessionalsRepresentatives* 25 m

A Subcontractor Perspective Ian McMillan, BAE 25 m

10:00 Coffee Break | Morning Tea 20 m

10:20 Key Note Address, plus Q&A – Discipline and Care Catriona Morrison, Offshore PMPrelude 55 m

11:15 The Perfect Day Mark Reid and Kelly Hess,Baker Hughes 45 m

12:00 Lunch 45 m

12:45 ACT: Profit & Loss Acts 1 & 2 Susan Fleming, ACT 90 m

14:15 Coffee Break | Afternoon Tea 20 m

14:35 ACT: Profit & Loss Act 3 Susan Fleming, ACT 70 m

15:45 Wrap Up – What are you going to do differently? Tom Pettitt, Facilitator 35 m

16:20 Forum Close Jesper Marstrand 10 m

16:30 Networking | Drinks and Nibbles

Welcome and Message from the Offshore ProjectSafe Committee

Jesper MarstrandShell Australia Pty Ltd


Welcome to the 2016 OPS Forum!


Safety Performance – how are we doing?

Safe Supervisor Competency program (SSCP)

APPEA Joint Safety Forum Conference

2016 in Summary


New ideas and perspectives

Develop future safety leaders

Check out the podcast!

Young Professionals


Incident investigations – Quality, consistency & learning

Industry Safety Forums – Collaboration

Potential SSCP enhancement – Mental health

OPS Looking Forward


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Feedback from the 2015 ForumSafety Leadership in Changing Times

Kevin BlackQuadrant Energy

http://www.offshoreprojectsafe.com.au


2015 RefresherSafety Leadership in Changing Times

• Oil and gas price falls had started to bite and in Perth other commodities prices hadalso fallen.

• Pain was being felt by everyone (and still is)• It was obvious to the OPS steering committee that plenty of change had started

and would continue (its got worse)• We all wanted to maintain the hard fought gains made in safety performance over

the years (and still do)


• Journey through building a safety culture offshore West Africapresented by Darryl Farquar from Subsea Seven culminating in 7years LTI free.

• StepBack process implemented by Allseas for the multiyear LNGpipeline lay program described by Orla McSharry. Focused onincident causes – “the why”

• Welcomed for the first time our Young Professionals whointroduced 3 themes that they would like to see our industry focuson:

– Culture of Curiosity– Mentoring– Leveraging Technology

THE PODCAST



2015 Feedback

What you found that was thought provoking – a snapshot :

Culture of curiosity - challenging thought of 'robust'; VUCA; sub conscious bias;being critical [as a positive aspect]

fast vs slow thinking; emotional/sub conscious biases

Young Engineer's perspective. They made me feel change was possible

Leading safety through change. Use of technology for the better


OBSERVATIONSz Much positive feedback – we use this feedback for next yearz Content broadly appealingz Same thing doesn’t appeal to everyone - buy everyone found items of use – message

is there is value ensuring some breadth in our forums.

ENGAGING THEMESz The concept of VUCA - and “Biases” in particularz “Alpine Practices” – ie Where decision making is more flexible and less structured

and perhaps better able to deal with volatility and disruptionz Concept of training and organising to “make better decisions under pressure” and

the linkage between this and better safety performance.

2015 FeedbackCore themes – Interesting & Useful


2015 FeedbackCore themes – Interesting & Useful

COMMON TAKEAWAYS (see handout sheet)

z Need become more involved with our young professionals.y Many undertook to actively engage more with their young professionalsy OPS heard this and have done so this year but what we do operates at a cross company

level.

z Over 1/3rd of attendees considered various aspects of considering subconsciousbias as affecting overall safety performance. Plans range from rolling out awarenessprograms to active utilization of bias lists when reviewing work plans and riskassessments.

z Actions were over 50% personal undertakings.

Young Professionals Perspective

Young Professionals

LESSONS LEARNED:Effectiveness & Sustainability


Introduction

1. Background2. Lessons Learned Database Survey

• Accessibility• Implementation• Reporting

3. Case Studies4. Discussion


Who are we?

Michael Mitchell(Fugro-TSM)

Jason Shaw(McDermott)

Praka Swominathan(Technip)

Mark Charman(Neptune)

Amanda Conlin(Woodside)

James Guest(SapuraKencana)

Jessica Bruins(Chevron)


Key Survey Results

How accessible is your organisation'sLessons Learned database?

Based on a scale of 1 to 10

How often is your organisation’s LessonsLearned database updated?


Survey

Other Survey Questions:• In the event of a near miss, would you personally submit it as a LL?• Have you looked up your organisations LL database?• How focused is your organisation’s LL database on safety related issues?• Does your company review LL prior to commencement of each project phase /

procedure?• Do you feel that personnel in your organisation refer back to and make use of LL to

eliminate risks?• Does your company have a database for relevant industry wide “safety flashes”?

Results from these questions can be found on the OPS webpage;http://offshoreprojectsafe.com.au/


Survey Comments and Findings

“A company wide LL database is not available inbetween business units”

“LL within company are project to project - there isno complete LL database. Smaller projects tend notto have same diligence in LL as larger projects”

“LL process is segmented, each division records LLdifferently. Sharing of LL across groups is limited”

“LL database has not been effectively consolidatedin a user friendly database…agricultural…most likelyfall through the gaps”

Key Findings• A LL system needs to be user-friendly

and accessible

• In some cases, LL are not consolidatedand available across large companies

• LL need to be continuously recorded andshared across the entire company


Case Studies

Two case studies from the industry were considered by the project team to understandwhere common failings or benefits are seen from Lessons Learned.

www.maersk.com


Case Study A

• During commissioning of a newplatform (the 5th in a series) thecommissioning team struggled to getthe navigational lights to work asdesigned.

• The platform designers said “They’rewhat we always put in, they mustwork.”

• The platform operators said “Theyalways give us these ones and we cannever get them to work - we alwaystake them out and put in these otherlights.”

Message: Failure to share LL with a wide range of people from the project (designers through tooperations) resulted in wasted resources and delays in getting safety critical equipment operational.


Case Study B

• During planning for a redevelopment and tiebackproject for an existing facility it was noted that undersome operating conditions the Material DesignMinimum Temperature (MDMT) of the existing plantcould be exceeded.

• A risk assessment and ALARP demonstration projectwere undertaken to understand and mitigate theeffects of changes.

• The assessment was expanded for all operating assetsto confirm that there was no MDMT risk exposureelsewhere.

Action taken: Engineering standards were updated as part of project closeout to include scrutiny of theissue

Message: Sharing of LL through updates to mandated processes and procedures ensured the risk ofunidentified changes to design conditions was mitigated or eliminated at the design phase.


How to integrate Lessons Learned

• Via Engineering & Construction Documentation

• Engineering and Construction documents are;-Formal documents (e.g. update standards, refer to Case Study B)-Form part of business processes and site procedures-Subject to peer review

• If the review of prior lessons learned is included as a required section in the project documentation, theprocess will become embedded in all stages of a project.


• A formal review of LessonsLearned

MethodologyRevise company standards and/or

guidelines to incorporate critical LessonsLearned

• Implement previous LessonsLearned

• The OPS YP App• Set up project database

• Continuously review LLthroughout the project

• Record new LL in the projectdatabase

• Conduct LL session with projectteam

• Compile LL into a project report• Incorporate into a accessible

company LL database

CloseoutReview Planning

ExecutionRecord


Our Vision

The desired effect of our methodology is taking the Lessons Learned process from being simply astandalone activity at project completion to being a prerequisite for planning as well as a continuousprocess used throughout a project lifecycle.

Questions to ask yourself and your company:

• How can you improve your Lessons Learned process?

• Are you continuously recording and sharing your findings?

• How are you ensuring there are no repeat learnings?

Using Technology to Bring Safety Bulletins to a SingleSource


Sharing Lessons

Challenge• More data than ever vs. meaningful insights.Solution• Simple and searchable tools to find the right information quickly.


Aaron PushparatnamTechnip

Subsea Installation Engineer

Gemma BombakWoodside

Health and Safety Adviser

Patrick DrewTechnip

Contracts Engineer

Josh KippinChevron

EDSC Machinery Engineer

Alex MacAdieShell

Subsea Installation Engineer

Heath MurrieDOF Subsea

Graduate Engineer

Clint ArmstrongWorley Parsons

Instrument Electrical Engineer

Alister HigsonLincoln McLeanGoce KrlevskiNoah Macri

James ItliongTjia Hwei Chew

The Team


• ‘TOOLBOX’ application brings 400+ industry safetybulletins into a single, accessible source.

• ‘Proof of Concept’ developed using publicallyavailable information.

• Simple search function - bulletins assigned ‘tags’for five categories:

– Activity– Year– Location– Consequence

• Application used in offline mode.

‘Toolbox’ Application


App Video Demonstration


‘Toolbox’ ApplicationIntellectual Property• Not-for-profit• Permission is required to

develop the app further.

Cost• No cost to develop App, however

a yearly fee incurred to host onApple App Store.

Maintenance• Updates download all the

content stored in a DROPBOXdatabase.

• Data entry required to translatePDFs into a format that isreadable by the App.

2017 and beyond• Lots of potential for future development.

• Database to support individual company’ssafety alerts (not accessible by others).

• Expand to other sources of safety bulletins.

• Incorporate feedback from offshore pilotprogram.

• Fully automate the process, removing manualdata entry.

Features

A Sub Contractor Perspective

Ian McMillanBAE

Unpublished work © 2016 BAE Systems. All rights reserved.

BAE Systems Sensitive

Sustaining Safety Standards - A Subcontractors Perspective



Subcontractor Perspective

Operator• Spends 2 years working on their project FEED to produce a SOW

6 x 1st TierContractors

• Spends several months configuring their own execution strategyto respond to the SOW based on their vessel availability/locationand creating a cost effective solution

3 x 2nd TierContractors

• Has to decipher 6 different execution strategies in 7 – 14 days,each with differing T & C’s



Observations from a Sub-contractors perspective




• Acceptance of innovation and new ideas




“Man Marking”

Do we need overlay?

Safety – Safety FatigueCost - Expensive

DuplicationIs it Value Adding?

Trusted PartnerManaging Contract

Operator, Contractor & Subcontractor

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• Standardisation of specifications across the industry• Specifications for the same item often differentiate significantly from Project to Project• Potential to collaborate

• Specifications at times are generic, with a potential to drive up costs and delay production• Review requirements and re-align

• Lessons Learned – Review number of technical queries raised against a specification and revisespecifications accordingly

• Repetitive issues are raised project to project due to either unachievable, legacy orincorrect specification requirements



Facility Transformation

2015

2011



Safety & Culture Go Hand in Hand



• Collaborative Project Team – Team Henderson• Safety Leadership Team (SLT)• Working together to resolve issues• Common goals for safety

• Multi-lingual Pre-starts and JHA’s withinterpreters

• Chinese, Korean, English

• Fatigue management – 24/7 project roster

• R U OK?

Integrated Safety ApproachCVX Gorgon LNG – Subsea 7 Sea-fastening Project



• Collaborative Project Team – Woodside, EMAS & BAE Systems• Working together to resolve issues• Common goals for safety• Weekly hazard observation awards• Hazard identification map

• Multi-lingual Pre-starts and JHA’s with interpreters• Chinese, Korean, English

• Fatigue management – 24/7 project roster

• Physical, Psychological and Cultural Risk Awareness Workshop

• Project specific permit to work system

• Subcontractor engagement in the CRAW (Construction RiskAssessment Workshop).

Integrated Safety ApproachWoodside Julimar LNG – EMASChiyoda



• Collaborative Project Team – Woodside, Subsea 7 & BAESystems

• Working together to resolve issues• Common goals for safety• Monthly hazard observation awards• Hazard identification map

• JHA’s updated to include the psychological and cultural riskawareness

• Lessons learnt from previous projects have been applied• Lessons learnt – awareness sessions run on a weekly

basis

• Subcontractor engagement in the CRAW (Construction RiskAssessment Workshop).

Integrated Safety ApproachWoodside Persephone WP3 –Subsea 7



• Constantly looking for fresh ideas

• Socialising good ideas – nobody owns safety

• Refreshing processes – everything decays

• Hazard map for all projects

• JHA’s translation – now the norm for all projects

• Team morale – focussed approach to include:• Management• Supervision• Workforce

• Integrated Safety Management System

• Safety Cultural Banners.

Sustaining Safety – In a challengingenvironment


BAE Systems Sensitive50

BAE Systems – Hazard Map



Senior Leadership Team – Site Safety Walks

Nov - Dec 2016 Ship Workshops SiteIan McMillan - General Manager 14-18 NovStephen Morant - Operations Support Manager 14-18 NovRichard West - Finance Manager 21-25 NovMark Sawyer- Business Development Manager 21-25 NovRobert Thomson - Quality Manager 21-25 NovMelissa Ciplys - HR Manager 28 Nov-2DecJoseph Cardillo - Commercial Manager 28 Nov-2DecLuke Simmons - Project Manager Maritime 28 Nov-2DecNoel Sweeney - SHE Manager 5-9 DecLee Gallagher - Project Manager Energy & Resources 5-9 DecTony Zuvela - Commercial Ship Repair Manager 5-9 DecAlex Speirs - Production Manager 12-16 DecJohn Meldrum - Engineering Manager 12-16 Dec

Leadership Site Walks



Safety Cultural Banners



Behavioural Safety – Top to bottom – Bottom to top



Behavioural Safety – Outplacement Workshop

“A practical and thorough program where the primary aim is to enhance your job searchskills and empower you to effectively take ownership of the transition”• Managing change

• Guest speaker provided an overview on coping strategies and resilience• Guest speaker from independent Finance organisation who provided an overview on financial management

•Job searching skills• Planning and preparing i.e. knowing your market, tools required when job searching• Methods of advertising• Networking and passive job searching• Cover letter and resume development• Interview skills/techniques

•Employment market in focus• Guest speakers from a number of Recruitment Agencies who talked about current vacancies in the market

and how to register.



Thank you

For further information:

www.baesystems.com

[email protected]

(08) 6399 3000

Coffee Break | Morning Tea

10:00 – 10:20 hrs

Discipline & Care

Catriona MorrisonShell

Copyright of Shell International

NOPSEMA Data 2005-2015 TRCs and injuries to Q3 2016

Date November 2016

The Perfect Day

Mark Reid and Kelly HessBaker Hughes

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AN EVOLUTIONARY JOURNEY

THE JOURNEY BEGINS: ONE BAKER HUGHES

OUR PURPOSE

BUILDING THE FRAMEWORK

HSE

NON-

CONF

ORMA

NCES

PROGRESSION

BUSINESS BASED

RISK BASED

CULTURE BASED

BEST ORGANIZATIONALPRACTICE BASED

HSE

NON-

CONF

ORMA

NCES

OUR DNA: IT’S WHO WE ARE

HSE LEADERSHIP ACADEMY:ACCELERATING THE TRANSFORMATION

HSE BEHAVIORS

HSE OUTCOMES

LEADERSSET EXPECTATIONS AND DIRECTION

ACT ON EXPECTATIONS AND DIRECTIONSUPERVISORS / EMPLOYEES

MATCH EXPECTATIONS AND DIRECTION

THE PERFECT HSE DAY

§ NO INJURIES§ NO ACCIDENTS§ NO SPILLS

WHERE WE ARE NOW

NON-PERFECTFOCUSED ON

HSE DAYS

DIGGING DEEPER: DATA DRILLING

MINOR/FIRST AID

SERIOUS INJURYFATALITY

MEDICAL TREATMENTLOST TIME

NEAR MISSOBSERVATIONS

5 FUNDAMENTALS1. Hazard Identification2. Hazard Control3. Process Education4. Change Management5. Sharing Lessons Learned

6 TARGET AREAS1. Transportation2. Electrical Safety3. Process Safety4. Dropped Objects5. Pressure6. Assessing Risks

DIGGING DEEPER: PREDICTING RISK POTENTIAL

HSE RISK POTENTIAL

OBSV’sFINDINGS

PILOTING

RECORDABLE

FA’sNM’s

RECORDABLE

FA’sNM’s

RECORDABLE

FA’sNM’s

RECORDABLE

FA’sNM’s

RECORDABLE

FA’sNM’s

DIGGING DEEPER: HUMAN FACTORS / PERFORMANCE

ORGANIZATION

INDIVIDUAL

TASK

WHAT LIESBENEATHANALYSIS

WHAT LIES BENEATH

DELIVERING OUR PURPOSE

IT’S WHO WE AREIT’S IN OUR DNA

DELIVERING SAFE, AFFORDABLEENERGY, IMPROVING PEOPLE’S LIVESEVERY DAY A PERFECT HSE DAY

Lunch

12:00 – 12:45 hrs

Profit & LossActs 1 & 2

Susan FlemingACT

Coffee Break | Afternoon Tea

14:15 – 14:35 hrs

Profit & LossAct 3

Susan FlemingACT

Wrap UpWhat are you going to do differently?

Tom PettitINPEX

Forum Close

Jesper MarstrandShell

Networking | Drinks and Nibbles

16:30 – 17:30 hrs

offshore project safe forum sustaining safety performance

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