Significant HSE Initiatives in ONGC
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Significant HSE Initiatives in ONGC • Contractor workers Safety workshop • Hum Safe Campaign • Developed Comprehensive HSE Management System Document • Coffee with Director • Waste To Energy Project • Mangrove Plantation • EERA studies • E- work permit system • Developed comprehensive Occupational Health Manual • Asset Integrity Management – Bow Tie Technique • HSE Index for Performance Contract of Key Executives
What is Bow-Tie
Methodology: Identify SCEs
MAH-1 Bow-Tie-1
MAH-2 Bow-Tie-2
Safety Case MAH
MAH-3 Bow-Tie-3
MAH-4 Bow-Tie-4
Barriers:
Procedure
Bow-Tie 1. Prevention SCEs
2. Mitigation (Software)
SOP
Equipment PTW
(Hardware)
Break Down SOP
Fire water Pump
Training
Crane
FMEA Competency
Task Failure Mode Shut Down Valve
Etc.
Sheet
Effect Analysis Blow Down Valve
PPE / LSA
Etc.Asset Integrity Mgmt – Barrier Model
Control,
Learning
Alarm & Audit &
from the Operations Effective
Shutdown Self Communication
Past Procedures Supervision
system Regulation
Inherent Relief and Maintenance Work Mgmt of Training &
Design Blowdown & Inspection Control Change Competency HAZARD
HAZARD Plant System REALIZATION
Layout
Loss of
Normal HC containment
Inventory
within Ignition
plant and
storage Fire /
facilities Explosion
BarriersBow-Tie Evolution
Piper Alpha Platform, North Sea 1988, 167 Fatalities
Lord Cullen public enquiry & report
Shell’s initiative: THESIS® BOWTieXP®, BowTie Pro®
Australian and Newzealand Standard on risk mgmt,
AS / NZS 4360:2004What is Bow-Tie
• Qualitative analysis incorporating mgmt system techniques
• It is structured method to assess risk where a quantitative
approach is not possible or desirable
• It is simple and easy for the non-specialist to understand.
• Simple idea of combining the
– cause (fault tree)
– consequence (event tree)
• Diagram looks a bit like a bowtie
• Fault tree is drawn on the left hand side
• Event tree is drawn on the right hand side
• Hazard drawn as a "knot" in the middle
• The result is a logical and structured overview of WHAT
measures are needed and WHYWhat is Bow-Tie
Fault Tree Hazard Event Tree
• Bow-Tie analysis uses the risk matrix to categorise the
various scenarios
• Then carries out more detailed analysis (fault and event)
• The essence is to establish
– how many safety barriers there are available
– to prevent, control or mitigate the identified scenarios, and
– the quality of those barriers
• Determining that risk has been reduced ALARPObjectives of Bow-Tie
• Four key objectives of using bowties:
1. To give an overview of the framework relating to managing
major accident hazards
2. To illustrate the interdependencies between the various stages
in the framework
3. To show how the process needs to be applied to any analysis
4. To ensure we all have a common understanding of what we’re
doing, why and how we’re doing it
Determining that risk has been reduced to ALARPBow-tie process
• Step 1 - Identify the bow-tie hazard
– Are people, environment, assets, continued operation or company reputation
exposed to potential harm?
• Step 2 - Assess the THREATS
– What are the causes?
• Step 3 - Assess the CONSEQUENCES
– How likely is loss of control?
– What is the risk and is it ALARP?
• Step 4 - Control
– Can the causes be eliminated?
– What controls are needed?
– How effective are the controls?
• Step 5 - Recover
– Can the potential consequences or threats be mitigated?
– What recovery measures are needed?
– Are recovery capabilities suitable and sufficient?
• Step 6. Identify threats to the controls (Step4)
– Are the controls or recovery controls at risk?
• Step 7. Identify the controls for the threats to the controls (Step6)
– How do we prevent the controls from failing?Risk Critical Activities
H S E Q
Policy Activity Procedure Standard Policy
Procedure Standard Policy Procedure Activity
Integrated Management SystemRisk Critical Activities
Practical Uses of Bow-Tie
• Link with Mgmt Sys
• bow-ties are most
commonly used where
there is a requirement to
demonstrate that hazards
are being controlled
• particularly where there is
a need to illustrate the
direct link between the
controls and elements of
the management systemPractical Uses of Bow-Tie
• Link with Basic Risk Factors
• It is possible to use bow-ties in conjunction with the Tripod Delta
technique to highlight the branches of the bow-tie where organisational
control is weak, i.e. controls are not effective
Recognition that
organisational failures are
the main cause of accidents
is the principle behind Tripod
Delta, which is a
questionnaire-based survey
used to build a picture of an
organisation’s strengths and
weaknesses against eleven
basic risk factors. This
enables proactive,
sustainable strategies for
reducing and managing risk
to be focused on weak spots,
for example a higher level of
inspection or auditing.Practical Uses of Bow-Tie • Link to Incident Investigation • bow-tie can be linked to incident investigation techniques such as Tripod Beta which identify the organisational failures that enabled risk controls (defences) to actually fail
Benefits of Bow-Tie
• Clear communication
• Future proof’ risk management
• Fit for purpose management system
• Ownership – recognising that effective risk management is
only possible if people are assigned responsibilities for
controls
• Practical approach
• Workforce involvement
• Logical structured approach
• All risks – the technique is not limited to assessment of HSE
risks. Bow-ties have been developed for demonstrating
management of security, information technology, business
interruption and project risks. The possibilities are endlessGrowing relevance of Bow-Tie
Australian Govt’s requirement for safety case in BowTie format
Caltex Australia experience
Adoption of BowTie by Chevron JV Refineries
Shell’s adoption of BowTie as enterprise Risk Mgmt tool
Adoption of BowTie for major E&C projects
Advent of ISO 31000HAZOP Vs BowTie
HAZOP BowTie
Risk Identification Risk Management
HAZOP Attribute BowTie
Risk Identification Prime Objective Risk Management
Hardware Design & Integrity Focus on Layers of Protection
No Design Capability Human Factor Part of system design & scope
Change in Design /
Major Implications Accommodates with ease
Operation
Comprehensive customizable
Detailed ‘microscopic’
Report Output reporting capability (15 main
analysis / review
& 80 sub categories)Strength of BowTie over HAZOP • Evaluates barriers & safeguards for effectiveness • Checks for weaknesses in barriers & provides controls • Identifies responsible persons/teams for barriers • Barriers categorized to match the gravity of risk • Identifies performance standards for barriers • Guides Company safety management system • Facilitates auditing risk management program and continual improvement
BowTie Uses • Apart from identification of SCEs and Risk management • Can be used for • Can be used for • Can be used to
HSE INDEX
Balanced Score Card and Benchmarking:
BALANCED SCORE CARD BENCHMARKING
Internal performance tracking External Comparison with peers
Organisationally dependent Organisationally independent
Quantitative & Qualitative Quantitative metrics
metrics
Company specific measures Standard industry measures
Select HSE strategic measures Comprehensive measures
Used to track implementation of Leads to gap analysis and
company’s HSE strategic improvement opportunities
objectives
Twin Objective:
• Measures to track progress on key HSE strategic objectives
• Performance assessment and improvement portfolioHSE STRATEGY Execution
Successful execution of
HSE strategy is elusive:
Less than 10% of HSE
strategies effectively
formulated are
effectively executedHSE STRATEGY Execution
Why do Organisations fail to execute HSE Strategy?
One can’t manage some-thing They don’t manage Strategy:
that one can’t describe
Typically 95% of the work force
doesn’t understand HSE strategy
60% of organisations do not link
There is no generally HSE strategies with budgets
accepted way to 70% do not link management
describe HSE incentives to HSE strategies
strategy 85% of executive teams spend
less than 1 hr p.m. discussing HSE
strategiesWhy is it so difficult to execute HSE
Strategy?
HSE Factors are not tangible/measuredOnly what gets measured gets executed
Balanced Score
CardHow successful organisations drive HSE strategy
implementation
Management decides Management checks
what needs to be that actions are being
achieved; and completed; and results
documents the same. are being achieved.
Articulate Communicate Monitor Manage
the the
Strategy Strategy Activity Activity
Management Management takes
communicates Strategy to corrective action when
the rest of the results are different from
organisation. those expected.
Traditionally managements have focused on the last two steps onlyWhat happens when HSE Strategy is unclear?
Only around 2/3rds of the With the Strategy unclear Managers:
Sr. Executives understand • Select unhelpful performance measures
how the strategy relates • Select too many performance measures
to their own job …. . • Attempt to monitor everything
• Don’t know what’s going on elsewhere
Articulate Communicate Monitor Manage
the the
Strategy Strategy Activity Activity
Only about 1/10th of the When monitoring is done poorly, Managers:
shop-floor staff understand • Can’t see the wood from the trees
how the strategy relates to • Attempt to manage with inadequate intelligence
• Struggle to exercise control over activities
their job.
• Fail to realise organisational potential.
Frameworks are helpful in deciding what to measure …. .HSE Balanced Scorecard – 4 Step
Approach for high performance
1 What is HSE Policy? What does HSE Policy
2 mean with respect to…
HSE Policy –
Quality
Quality
PERSPECTIVE??
PERSPECTIVE
Health
Health
Perspective
Perspective
Safety
Safety
4 Balanced Perspective??
Perspective
Balanced
Scorecard
Scorecard Environment
Environment
How will I know if I am Perspective
Perspective
“Succeeding or Failing”?
3
In order to succeed, what must I “Do well”?
What are my critical success factors?How do we actualise HSE Strategy
in ONGC ?
Through HSE Index
Based On Balanced
Score Card
TechniqueDestination Statement
Strategy
Balanced Score Card
Performance
Contracts
Key Performance
Indicators(HSE Index)Balanced Scorecard –
Definition
Motivated, Engineering Administrative Deliver HSE
well trained Controls Control performance
employees (Internal (Monitoring) (Outcome)
(People) processes)
Balanced Scorecard is a measurement-based strategic manage-ment
system which provides a method of aligning business activities to the
strategy and monitoring performance of strategic goals over time.Objective of HSE Index • Increase Visibility of top management’s commitment to safety • To have documented, specific safety goals and objectives • To make Line Management responsible for safety • Benchmarking conforming to international norms of OGP/ IADC • For transition of Safety Professionals’ role to advisory 33
HSE Index Parameters • Fatality, LTIF, TRIR • Compliance of Audit recommendations • Mock Drill • Loss control/HSE tour • HSE Review meeting • Daily reporting of incident data in SAP • PME • QHSE Certification/ Re-certification/ Surveillance • 34 ETP/PWC functioning/performance
Parameter Marks/ Scoring methodology
Weight
age
Fatality 10 Full points for Zero fatality
Zero points for any fatality
LTIF 10 • LTIF= **No. of lost time injuries x 106/ Total man
hours worked
** Lost time injury: Fatalities + more than one day
lost work day cases
Target : Last year’s LTIF of SBU
• % achieved = Target x 100/Actual
35 • Weightage achieved = % achieved x Total
weightage/100Parameter Marks/W Scoring methodology
eightage
Complian
ce of Audit Target : 60% of Outstanding Observations
recomme
ndations Outstanding Observations : Pending
observations till 31st March plus added
a)OISD a)15 observations during first two quarters of
Audit current FY
b)Internal b)5 • % achieved = Actualx 100/Target
HSE Audit
• Weightage achieved = % achieved x
Total weightage/100
36Parameter Marks/ Scoring methodology
Weight
age
Mock Drill: Target:
a)DMP Drill a)One b)As per ERP
a)6
b) ERP Drill • a)Full points for one drill
b)6 Zero points for not conducting
• b)% achieved = Actualx 100/Target
• Weightage achieved = % achieved x Total
weightage/100
Loss 12 Target : 6 Tours
Control/HS % achieved = Actualx 100/Target
E Tour Weightage achieved = % achieved x Total
weightage/100
37Parameter Marks/ Scoring methodology
Weight
age
HSE review 4 Target: Four meetings preferably once in quarter
Meeting
• % achieved = Actualx 100/Target
• Weightage achieved = % achieved x Total
weightage/100
Daily 4 Target: Number of functional locations multiplied
reporting by 365 days
of Incident
data in • % achieved = Actualx 100/Target
SAP • Weightage achieved = % achieved x Total
weightage/100
38Parameter Marks/ Scoring methodology
Weight
age
PME 4 Target: As per PME Policy
• % achieved = Actualx 100/Target
• Weightage achieved = % achieved x Total
weightage/100
QHSE 4 Target: Number of Functional Locations
• % achieved = Actualx 100/Target
• Weightage achieved = % achieved x Total
weightage/100
39Parameter Marks/Weighta Scoring methodology
ge
ETP 347 days sample to be met
functioning/pe permissible limit
rformance
a)Oil &Grease a)5 • % achieved = Actual x 100/Target
parameter • Weightage achieved = % achieved
x Total weightage/100
a)Total b)5
Suspended
Solids
parameter
40Weighing a goose does not make
it fat
• Performance only improves when
one decides to act upon the
information provided by
measurement.
• In organisations this can take the
form of simple control mecha-nism
to aid management decision making
– but at a senior management level
it is more strategic in nature.Thank you
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