Shell companies have their own separate identities. In this paper the collective expressions "Shell" and "Group" and Royal/Dutch/Shell Group of Companies" may be used for convenience where reference is made to the companies of the Royal Dutch/Shell Group in general. Those expressions are also used where no useful purpose is served by identifying the particular company or companies. Abstract Many tools and techniques are promoted for the analysis and management of hazards and their effects. The proliferation in the last 5-6 years of these tools has resulted in an overload on designers, engineers and operators of E&P activities and assets to the extent that they are unsure what to do when and how this fits together. This paper starts from the basic E&P business (a business model) the basic structure of any accidental event (bow tie) and maps the tools and techniques to analyse the hazards and effects for both asset and activity HSE management. The links to developing an HSE case within the HSE-MS for assets and activities are given. Introduction The analysis of any accident shows that a hazard was present, that hazard was released and developed into a accidental event. The release of the hazard and the development is due to failures of barriers which were in place to control the hazard. In reviewing an incident a single line of what happen can be followed, however in pro active prediction there are many potential cause that may allow the hazard to be released. Also the development may follow a number of different routes dependent on which barriers work and which fail. These can be depicted graphically in a "bow tie" shown in figure 1. A number of causes lead to an event and there are a number of potential outcomes from that event. The same basic model applies to the release for hydrocarbons causing the loss of a platform with multiple loss of life or to a cook cutting a finger. Successful HSE Management ensures that applicable tools and techniques are used, the information available is analysed in order to design systems such that the chance of releasing the hazard is minimised and that should the hazard be released the effects can be contained or reduced. The key in the successful application of HSE tools is to ensure that the right technique is used at the right time to the right level of detail. The complete quantitative risk assessment taking two days per event for every potential cut finger in a proposed new offshore installation at the concept design stage would be impractical for the operator and would not have any significant effect on the HSE management of the asset under development. Designing a novel complex process plant in deep water by pure experience and judgement would overlook significant issues. The decision on which tools or technique to use relies on the risk of the hazard in terms of its potential frequency and consequences. Qualitative judgement using a matrix to represent risk, is extremely useful in ensuring that hazards are analysed to the appropriate level and that time is spent in the most efficient way, concentrating on the things that really matter. The Business Model To manage Hazards and effects in E&P operations it is essential to have a clear understanding of the business. To assist in that understanding Shell has developed a business model (fig 2) that maps our business initially at a high level and then at successively more detailed levels. P. 727
TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractTripod-BETA is an approach to the analysis of incidents using the Tripod Theory of Accident Causation and the Hazard and Effect Management Process. It has been in operational use for two years and the advantages of the structured approach can be seen.The practical use of the application has demonstrated that by conducting the investigation in three phases, analytical techniques can be applied at an early stage. Feedback from analysis provides the investigators with the means to validate findings, confirm the relevance of hazard management measures and identify new investigation possibilities.The Tripod-BETA method promotes thorough incident investigation with clear, concise and consistent reporting.
Injury rates are a thing of the past: building better performance measures for better conversations to provoke change. The Oil & Gas industry has measured safety performance using Injury frequency rates for the last 40 years. Industry thinking is based on the premise that: if we do not have injuries then we are safe, andif we have injuries we are not safe. This paper examines the fallacy of that premise, and the use of injury rates, as a key performance indicator. It argues that, as a key performance indicator, injury frequency rate is no longer a valid measure. Indeed, in many cases its use creates unhelpful discussions in leadership teams and therefore prevents the culture of many organisations from changing. The paper reviews the current state of knowledge in accident causation, in part based on the ground-breaking research from the 1980s through to the early 2010s. It demonstrates how, through the use of Jim Reason's Swiss Cheese Model, Reason and Rasmussen's Generic Error Model (GEMS) and Willem Albert Wagenaar's Tripod model of accident causation, key performance indicators can be developed that will enable leadership teams to transform the culture of the organisation by changing what they believe to be important. Cultures change through the behaviours of both formal and informal leaders. Those leaders create and react to the environment they are placed in. By maintaining injury rates as the industry's key performance indicator we are inhibiting that change and disfranchising our workforce. The paper gives examples of how different indicators both in terms occupational and process safety created different conversations and behaviours in both leaders and the workforce - some appeared extremely positive and others extremely negative. It will then provide examples of how to create better indicators more suitable for your organisation.
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