Transcript Document

THE RISK MANAGEMENT TOOL
BOX
Maximize the Benefit of Leadership Visits
TRAINING / IMPLEMENTING / IMPROVING
Hazard Awareness
•
JHA • QRA • HSE-MS
Culture Surveys
•
HSE Plans & Audit
•
Copyright Notice
This slide show and the printed materials associated with it are Copyright of
the Risk Management Tool Box Pty Ltd (March 2011).
Some materials presented in this training coarse are also Registered
Trademarks belonging to the Risk Management Toolbox Pty Ltd.
The Fine Print
Due to the constantly changing nature of government regulations covering Occupational Health and Safety, and the various legislative frameworks and systems of work in
countries in which this presentation may be used, it is impossible to guarantee absolute accuracy of the materials contained herein. The owners and publishers, therefore,
cannot assume any responsibility for omissions, errors, misprinting, or ambiguity contained within this publication and shall not be held liable in any degree for any loss or
injury caused by such omission, error, misprinting or ambiguity presented in this publication or related materials.
The presentation is designed to provide generic information in regard to the subject matter covered. It is provided with the understanding that the owners and publishers are
not engaged in rendering specific OHS expert assistance. Where such assistance is required, the services of a competent professional person should be sought.
© The Risk Tool Box, 2011
What do Leadership Visits
Achieve?
On 20th April 2010, control of BPs Macondo Well in the Gulf of Mexico was lost.
Eleven people were killed following explosions on Transocean’s
Deepwater Horizon rig and 17 others were injured.
The loss of well control led to the rig sinking .
Oil flowed from the uncontrolled well bore for 87 days, resulting in
a huge spill and a catastrophic consequence to the gulf
ecosystem.
The incident described above occurred during a VIP “visibility” tour of the
rig by four Senior Managers – two from BP and two from Transocean.
All four VIPs were experienced drilling engineers or rig managers and all
four spent time focussed on safety during the visit.
So why did the disaster occur – given the presence of experienced
Managers?
And what lessons can Leaders learn when they make future VIP visits?
© The Risk Tool Box, 2011
Presentation Objectives
On concluding this presentation, a Leader should be able to:
1. Describe the HSE purposes of time-in-field site visits;
2. Describe why a focus on process hazard management is critical during
site visits; and
3. Describe 4 key ways in which Leaders can maximise the HSE benefits
of time-in-field site visits.
© The Risk Tool Box, 2011
Time-in-Field
Leadership Visibility
Over the last 10-15 years, we have argued that a defining characteristic
found in organizations with more mature HSE culture is the visible presence
of members of Senior Management on the “shop floor”.
The concept of “time-in-field” has become an established aspect of
performance arrangements by which Senior Managers are measured.
Time-in-field is now frequently a KPI and the number of site visits completed
by Management is the standard HSE “leading indicator”.
In light of the Deepwater Horizon disaster, lets look at some of the lessons
to be learnt on maximizing the benefit of time-in-field visits.
© The Risk Tool Box, 2011
The VIP Visit to Deepwater
Horizon
Background to the VIP visit
• Four VIPs arrived on Deepwater Horizon about seven hours prior to the blowout.
• Their visit was part of a regularly scheduled “management visibility tour”.
• The purpose of the tour was informal - to make management visible to the
crew.
• The tour also had a variety of specific HSE purposes.
• Congratulate the crew on seven-years LTI-free;
• Check on close-out of a specific slip-hazard issue;
• Check fall-arrest harnesses in the safety locker;
• Tour the rig and question the crew about safety culture issues;
• Increase crew awareness about campaigns associated with “hand injuries” and
“dropped objects”; and
© The Risk Tool Box, 2011
Missed Opportunities
What was the focus of attention for the VIPs during their visit?
Although largely informal, the HSE purposes of the visit were primarily focused
on Occupational Hazard Management – management of routine activities.
That is, the VIPs were checking relatively minor issues like slips and trips,
falls, dropped objects and hand injuries.
They were not focused on the major hydrocarbon containment issues – on the
high-risk Process Safety Management (PSM) hazards involved with well
control. US Government enquiries1 into the disaster found:
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No formal auditing of what was going on in the drilling shack (centre of operations);
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Not enough questions about the well testing procedure in use;
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No verification that well testing procedures were being followed;
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No questions about monitoring of mud/water/oil flows to/from the mud pits;
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No intervention to verify the well was secure – no use of stop-work authority.
1http://www.deepwaterhorizoninvestigation.com
© The Risk Tool Box, 2011
Lessons to Learn from Disaster
Lessons for Leadership Sitevisits
• VIPs should focus on higher-risk
process hazard management.
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VIPs should use Think 6, Look
6TM before the site visit to identify
major accident hazards and the
incidents that can occur.
The Safety Case and risk
assessments are good sources
of information about process
hazards.
Use the VIP visit to check and verify procedures that relate to PSM are adequate –
and - being followed on site by workers and local management.
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Don’t allow Leaders to be distracted by a focus on lower-risk occupational hazard
management issues (e.g., manual handling, use of hand tools, slips and falls,
etc.,).
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Leaders must focus on the potential highest-risk process hazards.
© The Risk Tool Box, 2011
Demonstrate HSE Leadership
The day soldiers stop bringing you their problems is the day you
stopped leading them.
They have either lost confidence that you can help them or concluded
that you do not care.
In either case, it is a failure of leadership.
General Colin Powell, US Secretary of
State
Visibly commit to Process Safety Management
• Demonstrate personal care and concern for the welfare of your workforce;
• Share your belief that every job can be done safely – without injury or
incident;
• Check and verify that systems, procedures and processes for managing
process hazards are working; and
© The Risk Tool Box, 2011
Demonstrate HSE Leadership
Strong leadership is a critical success factor for any
HSE Program
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Be visible to the workforce;
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Demonstrate your personal commitment and
accountability for higher-risk process hazard
management;
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Learn about and focus on positive HSE behaviours and
compliance to procedures for process hazard
management;
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Talk with the workforce, one-on-one and in small groups
about process hazard management;
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Talk with site managers about process hazard
management;
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Review a procedure – not just a desk top - ask to see it
being implemented; and
© The Risk Tool Box, 2011
Leadership HSE Checklist
Safety – questions you could ask
1. What is the most significant process safety hazard at the site?
2. What are you doing to manage the process safety hazards?
3. How is Stop Work Authority used?
4. How do we know that people follow safe work procedures?
5. How are you trained for safe work procedures?
6. What was the last process-safety incident you heard about at the site?
7. Tell me about your HSE Observation Program. How does it work?
8. What are the most common “at risk” behaviours seen on this site?
9. How do you conform to good Management of Change (MOC) relating
to process hazards?
10. Who participates in MOC risk management (e.g., MOC HazOps)?
© The Risk Tool Box, 2011
Leadership HSE Checklist
Environment– questions you could ask
1. What is the most significant environmental risk at the site?
2. What are you doing about it?
3. What would you do if we had a liquid spill or gas release?
4. How would you respond?
5. How do you train for emergency response situations?
© The Risk Tool Box, 2011
Leadership HSE Checklist
Health – questions you could ask
1. What is the most significant health issue at this
site?
2. What are you doing about it?
3. Do you believe employees and supervisors are
always fit for duty while on the job or on call?
4. If not, what could be improved?
5. What is your level of workload stress?
6. How do you ensure work/life balance?
7. How would you describe the health focus at this
facility?
© The Risk Tool Box, 2011
Leadership HSE Checklist
Reliability and efficiency – questions you could ask
1. What is the most significant root cause of unplanned shutdowns at this
facility? How is this determined? How can it be fixed?
2. Are you using any tools or processes to improve reliability?
3. How would you describe the reliability focus at this facility….. more on
preventative maintenance or reactive?
4. How well do maintenance and operations work together to improve
reliability? What more should be done?
5. What is being done to streamline daily work processes?
6. Are there any work processes that seem especially burdensome?
7. Does your supervisor and management listen and respond well to
efficiency or work process improvement ideas?
© The Risk Tool Box, 2011
Walk-about Checklist
Date of walkabout:
Your name:
Areas visited:
Reasons for
walkabout:
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Observations from
your walkabout
Did you engage with a member of the workforce?
Foster trust and show your support;
Provide positive and constructive feedback;
Unlock hidden process hazard problems;
Identify hazards – especially process hazards;
Communicate care and concern;
Create a focus on a positive HSE culture; and
Demonstrate your own commitment to improvement.
Did you establish rapport? (What’s going on? How are you doing?)
Did you establish understanding about process hazards? (What
could go wrong? What process hazards does this involve?)
Did you discuss hazard control measures? (How do you keep the job
safe? What will happen if something goes wrong?)
Are there opportunities for improvement? (How can we improve?)
© The Risk Tool Box, 2011
Always Identify Hazards
Leaders should always ensure that all hazards are identified and
appropriately controlled.
This is especially critical when it comes to process hazards.
© The Risk Tool Box, 2011
Conclusion
Learn the lessons from the Deepwater Horizon disaster
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Time-in-field site visits by organizational Leaders are an established and
important part of any HSE program;
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Senior management visibility is critical in achieving a mature HSE culture;
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BUT – leadership visits need to be carefully planned and strategically
focussed on high-risk issues on site;
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Usually, the highest risk issues will relate to Process Hazard Management;
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For that reason, Leaders should focus sufficient attention on:
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Process hazards rather than (or at least as well as) occupational hazards;
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Potential major accident events (loss of containment, explosions, spills)
rather than minor incidents (cut fingers, muscle strains, sunburn and such
like);
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Behaviours relating to process hazard management; and
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Procedures being followed (or not followed) for process hazard
© The Risk Tool Box, 2011
Presentation Test
You should discuss and answer the following questions
1. What are the HSE purposes of time-in-field site visits?
2. Why is a focus on process hazard management critical during site
visits?
3. What are four (4) key ways in which Leaders can maximise the HSE
benefits of time-in-field site visits?
4. What else have your learnt?
© The Risk Tool Box, 2011
Thank you for your time
How can we assist?
We can assist you to develop a strategic approach to Senior Management site
visits and time-in-field initiatives. Including:
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Training for managers in hazard recognition;
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Training for managers in use of risk management tools – Hazard Spotting,
JSA, Risk Assessment, HazOp Study, etc;
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Preparing procedures and procedure review checklists; and
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Implementation of HSE Observation Program during visits.
For more information about a range of Hazard and Risk Management tools that
can assist your organization to avoid personal, occupational, and process-hazard
disasters, please visit our website:
www.therisktoolboxshop.com
THE RISK MANAGEMENT TOOL
BOX
Maximize the Benefit of Leadership Visits
Dr Graham Marshall PhD, MPsych
[email protected]
+61 (0) 408 472 678