MANAGEMENT OF HEALTH, SAFETY, ENVIRONMENT AND

QUALITY SYSTEMS

X edizione 2018

San Donato
 University of Pisa
“Master Universitario di I livello”
X EDIZIONE - 2018
MANAGEMENT of HEALTH, SAFETY, ENVIRONMENT and QUALITY SYSTEMS
dedicated to eni Upstream

MODULE 11 - Occupational/Operational Safety

Professor: Ing. Roberto Gabbrielli

Ente: Quinn
2
eni corporate university
Program of the day

1
Introduction and definitions

2
Hazards and Effects Management: HEMP

3
HSE Supervisor monitoring role, responsibilities and tools in operations
Program of the day

1
Introduction and definitions

2
Hazards and Effects Management: HEMP

3
HSE Supervisor monitoring role, responsibilities and tools in operations
 Occupational health and safety

Occupational safety and health (OSH) also

commonly referred to as occupational health and
safety (OHS) or workplace health and safety (WHS) is an area
concerned with protecting the safety, health and welfare of
people engaged in work or employment. The goals of
occupational safety and health programs include to foster a
safe and healthy work environment.
Joint International Labour Organization (ILO)/ World Health Organization (WHO)
definition of OSH

"Occupational health should aim at: the promotion and maintenance of the highest degree
of physical, mental and social well-being of workers in all occupations; the prevention
amongst workers of departures from health caused by their working conditions; the
protection of workers in their employment from risks resulting from factors adverse to
health; the placing and maintenance of the worker in an occupational environment
adapted to his physiological and psychological capabilities; and, to summarize, the
adaptation of work to man and of each man to his job.

"The main focus in occupational health is on three different objectives: (i) the maintenance
and promotion of workers’ health and working capacity; (ii) the improvement of working
environment and work to become conducive to safety and health and (iii) development of
work organizations and working cultures in a direction which supports health and safety at
work and in doing so also promotes a positive social climate and smooth operation and
may enhance productivity of the undertakings. The concept of working culture is intended
in this context to mean a reflection of the essential value systems adopted by the
undertaking concerned. Such a culture is reflected in practice in the managerial systems,
personnel policy, principles for participation, training policies and quality management of
the undertaking."
Joint ILO/WHO Committee on Occupational Health
 Oil&Gas Industry Commitment to OH&S

The oil and gas industry has a strong safety record, despite a work environment that often involves
heavy equipment, hazardous materials, high temperatures and high pressures. Throughout the
world, oil and gas industry considers safety its top priority and is committed to developing the
technologies, standards and best practices, and programs needed to help ensure that workplace
safety is at the forefront of any activity.
OH&S Management System

OH&S Management System is a part of an

organization’s management system used to
develop and implement its OH&S policy and
control its OH&S risks.
Objective of the Module

This module is intended to introduce the

Main tools adopted by Oil&Gas Industry

So as to achieve the best results in

OH&S Risks Control

 Safety Leadership
Main goal of the safety: Zero incidents

10
 Safety Leadership
Main goal of the safety: Zero incidents

The reaching at the end of the year of the goal of "zero injuries" can be
pursued through the commitment of all involved parties. They must be
constantly motivated and encouraged through development programs by
identifying clear and shared goals. Those who achieve their goals recognize
that a committed, consistent, visible leadership is the most effective tool at
their disposal to improve performances.
Roles and Responsabilities
 Safety Leadership
Main goal of the safety: Zero incidents

Leadership is the ability to influence the activities of an organized group in its

efforts to define and achieve goals, i.e. the ability to get the potential of people
in the best way to pursue and reach the organizational targets. All this without
neglecting the maintenance of high levels of worker satisfaction with the
activity and a good relational climate.
 Safety Leadership
Safety Leadership
It is crucial that top management demonstrates to have effective leadership skills in
the field of safety and health, well-integrated in their respective responsibilities and
duties.
Managing this aspect effectively means ensuring the health, safety and well-being
of all staff, reducing risks and ensuring protection against injuries or work-related
illnesses.
Within an organization, the manager is responsible for providing a strategic guidance
in the management of safety and health and motivating staff in order to involve it
actively in seeking a good level of safety and health at work.
14
 Safety Leadership
Safety Leadership has an essential and central role in the management of
OH&S, influencing it in different ways:
• Establish an effective governance • Define a strategy, policy and goals and monitor
approach for managing OH&S the progress made

• Provide examples of good practice • Introduce a positive culture in OH&S and

promote the involvement of all staff in OH&S
through their conduct
issues

• Ensuring that health and safety remain a •preventive

Provide workers with the tools to take
actions and behaviors that are
priority in everyday work
consistent with a safe and healthy workplace
• To provide workers with the necessary
training in safety as well as safety tools • Involve workers in safety and health decisions.
and devices
15
Committed Leadership
Benchmark leadership behaviors
Expected leadership actions and behaviors
Leadership roles, responsibilities and relationships
Inspecting the progress of your health and safety efforts
Educating leaders in effective health and safety management
Conducting on-site leadership audits

16
Two possible approaches about own safety

Safety Compliance: the respect of the codes and rules about safety.
It indicates how much the risk perception is present among the
personnel.
Safety Caring: how much the personnel decides to adopt voluntary
actions in order to spread and improve organizational behaviour about
risk. It is an effective indicator of safety culture in the company.

17
 Two possible approaches about own safety
Safety Caring
The involvement creates a real empowerment of workers: they develop a
greater personal commitment, perceive greater competence in dealing with
risks and a power of influence on the strategic, management and procedural
outcomes of work. It is ultimately to move from a reactive vision to a
proactive perspective in the management of safety and accident prevention
while maintaining focus on continuous improvement through forms of
collective learning.

18
 Two possible approaches about own safety
Safety Caring

About safety: a technical leader with a constant attention and reference to

the safety

About safety of other people: taking care of the safety of the colleagues with
a preventive approach.
Take care of the Be attentive, aware,
Take care of himself Report and analyse
colleagues of each responsible in
near misses
level situations

Remove the error Remove the latent Learn from the errors
Monitor constantly
traps factors made
the situations
Commitment to
understanding the Understanding the
analysis of relevant causes of colleague
errors 19
events
Two possible approaches about own safety
Safety Caring

So each member of the company can be a leader in safety, as

promoter of a larger safety culture in the company

20
 Safety Leadership
Everyone is safety leader

A safety leader can have different roles:

• putting in effect directly safe behaviours as a reference model

for the colleagues

• disseminating the values, the habits, the procedures that are

safety-oriented

• inducing the colleagues to adopt safe behaviours

21
 Safety Leadership
Everyone is safety leader
The capacity of leadership of everyone plays a fundamental role in the
promotion of the safety culture.
Every behaviour of everyone can influence the attitudes and behaviours
of the others
It is essential that each worker has the responsibility to create a work
context so to transfer the safety value

22
 Safety Leadership

Two levels of action are possible:

1. Knowledge and skill using information and training

2. Values and attitudes using principle sharing, communications,
examples and involvements

23
 OH&S Definitions
M6 Industrial Safety - LINK

Accident: any unexpected event which causes damage to human health

(personal injuries) and/or to the environment and/or to properties/assets
and/or to the company reputation.
Near miss: an unplanned or uncontrolled event or chain of events that has
not resulted in a recordable injury, or physical damage or environmental
damage but had the potential to do so in other circumstances.
Accident

Incident: any accident and near miss Incident

Near
miss
 Accident and Near Miss: examples

HAZARD ACCIDENT

NEARMISS ACCIDENT
 OH&S Definitions
M6 Industrial Safety - LINK

Unsafe-act: a violation of an accepted safe procedure which could lead to an incident

(making safety devices inoperable, failure to use personal protective
equipment)
Unsafe condition: an unsatisfactory physical condition existing in a workplace which
render it unsafe and which could lead to an incident, if not corrected properly
(i.e. unguarded machines, scaffolding unfenced area, poor housekeeping).
Hazard: Source, situation or act with a potential for harm in terms of
human injury or ill health or a combination of these.
Hazardous event: the undesired release of a hazard.
Threat: something that could potentially cause the release of a hazard and result in an
incident. Examples of these causes or threats are corrosion, fatigue damage, poor
visibility, overpressure, lack of knowledge/competence, etc.
Top event: the first event resulting from the release of a hazard.
 OH&S Definitions
M6 Industrial Safety - LINK

Unsafe-act Unsafe condition Hazard

Hazardous event Threat Top event

Threats
Hazard

Top event:

27
OH&S Definitions

28
 OH&S Definitions
M6 Industrial Safety - LINK

Likelihood or Chance: the possibility that a credible event takes place.

Frequency: is a rate (usually: number of events / year)
Probability: is a ratio of the number of chances that a particular event may
occur to the total number of chances
Magnitude: quantified as the severity of a reference damage
Risk: Combination of the likelihood (chance/frequency/probability) of an
occurrence of a hazardous event or exposure(s) and the severity of
injury or ill health that can be caused by event or exposure(s).
R = f (f , M)
f Expected frequency of the event
M Magnitude (Severity of the event)
OH&S Definitions
M6 Industrial Safety - LINK
 M6 Industrial Safety - LINK

Occupational Safety:
deals with hazards due to accidents at work and to long-term effects of workers exposure to
hazards present on workplace (hazardous chemicals, noise, etc.)
Operational Safety:
deals with the management of all hazards present during constructions or maintenance
Target: humans
Magnitude: fatalities or injuries
Frequency: high
Severity: low
M6
Industrial Safety
LINK
 M6 Industrial Safety - LINK

SEE MODULE M6
In any work environment (e.g. to R=FxM
fall off stairs, ..)

F Conventional Events with low frequencies

risks and high magnitudes

Specific
risks Major
risks

Specific of work typologies (chemical,

petrochemical storages,…)
M
 OH&S Definitions

1) Prevention measures: reduce/eliminate hazards or prevent/avoid the release of a

hazard.

Reduce Likelihood
2) Mitigation measures: reduce/limit the severity of the consequences arising from a
released hazardous event.

Reduce Magnitude
 OH&S Definitions
M6 Industrial Safety - LINK

Threat barrier: countermeasure necessary to prevent a threat ultimately resulting in

the release of a hazard.

Threats

Threat barriers
OH&S Definitions
M6 Industrial Safety - LINK

Residual Risk: the remaining risk

after all proposed controls are
applied and taking into consideration
the quality and effectiveness of all
controls in place.

Recovery measures: reduce the

likelihood that the top event will
escalate or develop into further more
severe consequences
Program of the day

1
Introduction and definitions

2
Hazards and Effects Management: HEMP

3
HSE Supervisor monitoring role, responsibilities and tools in operations
 OH&S Approach and Tools: HEMP

Structured approach: The Hazard and Effects Management Process (HEMP)

"The structured hazard analysis methodology involving hazard identification, assessment, control and
recovery and comparison with screening and performance criteria."
Objective of HEMP
To provide a structured approach towards the analysis of hazards throughout the life cycle of an asset.
This is achieved through use of structured tools and techniques that allow hazards to be identified,
assessed, and when fully understood in both situation and context, to be controlled and if necessary
recovered from if control is lost.

OH&S related risks must be reduced to ALARP

OH& Approach and Tools: HEMP
 HEMP Process: Step 1

Hazard identification: recognizing that a hazard exists and defining its characteristics.
 HEMP Process: Step 2

Risk assessment: evaluating the risk arising from an identified hazard, taking into account the
adequacy of any existing control, and deciding whether or not the risk is acceptable .
HEMP Process: Step 2

Qualitative vs. Quantitative Assessment?

OH&S usually adopts qualitative methods
 HEMP Process: Tools available for Steps 1 and 2
Hazards can be identified and assessed in a number of ways:

il
ta
S tr u c tu r e d R e v ie w

de
T e c h n iq u e s

of
el S ta n d a r d s
le v
g
s in

C h e c k lis ts
ea
cr
In

E x p e r ie n c e /
J u d g e m e n t

Id e n tify H a z a r d s
E v a lu a te R is k s
a n d E ffe c ts
ID E N T IF Y A S S E S S R e c o r d H a z a r d s
a n d E ffe c ts
H E M P
R E C O V E R C O N T R O L
E s ta b lis h R is k C o m p a r e w ith
R e d u c tio n O b je c tiv e s a n d
M e a s u r e s P e r fo r m a n c e C r ite r ia
HEMP Process: Tools available for Steps 1 and 2

Step 1: Hazards Identification

HEMP Process: Tools available for Steps 1 and 2

Step 2: Risks Assessment

HEMP Process: Tools available for Steps 1 and 2

Structured Qualitative Risk Assessment:

Risk Rating Matrix
Risk = Likelihood × Severity
Consider existing control measures
Estimation of the risk should be made after
consideration of what we are currently doing to
control the risk.
 Likelihood

Likelihood can be recorded in the following format:

UNLIKELY 1
MAY HAPPEN 2
LIKELY 3
VERY LIKELY 4
CERTAIN 5
 Severity

Severity can be recorded in the following format:

MINOR INJURY (first aid on site) 1

MINOR INJURY (treatment off site) 2
Over 3 day injury 3
MAJOR INJURY 4
DEATH 5
Factors affecting likelihood
Duration and frequency of exposure

How often? For how long?

Competence of those exposed

Properly trained?

Condition of equipment

Use of damaged equipment will increase chance of failure

Factors affecting Severity
Nature and intensity of hazard
How far? How high? How heavy?

Duration and frequency of exposure

ill health increases with prolonged or repeated exposure

Availability of First-Aid
Deterioration from delayed treatment

Numbers exposed
Higher numbers of casualties
 Risk Rating Matrix
Certain Very Likely Likely May Happen Unlikely
(5) (4) (3) (2) (1)
Death
25 20 15 10 5
(5)

Major injury (4) 20 16 12 8 4

Over 3 day
15 12 9 6 3
injury (3)
Minor Injury
(treat. off site) 10 8 6 4 2
(2)
Minor Injury
(First Aid on 5 4 3 2 1
site) (1)
Risk Rating Matrix
 Risk Rating Matrix

Use of the Risk Rating Matrix will:

1) Enhance appreciation of OH&S risk and help in reducing the residual risk to As Low As
Reasonably Practicable (ALARP)
2) Assist in setting clear risk based strategic goals, objectives, targets and controls
3) Provide a systematic, structured and standardized basis for implementation of a risk-
based OH&S Management system
4) Provide consistency in evaluating and managing all activities, including contractor
activities
 As Low As Reasonable Practicable (ALARP)

“A risk has been reduced to As

Low as Reasonably
Practicable when it can be
demonstrated (qualitative or
quantitative) that the cost of
further measures
(Time/Effort/Money) clearly
outweighs the benefits in the
risk reduction they bring
about.”
 HEMP Process: Tools available for Step 2

Comparison with Objectives and Performance Criteria: Risk Priority Matrix

SCORE PRIORITY ACTION

This represents a low risk, although
1-4 LOW
control measures must be maintained.
ALARP zone. Action required soon to
5 - 10 MEDIUM control the process. Measures may be
necessary in short term.
Unacceptable level of risk. The process
11 - 25 HIGH
needs to be reviewed as first priority.

Establish the gap between the risk as evaluated in previous stages and
acceptable risk as defined in Company standards.
Provide a list of unacceptable risks ranked against severity of exposure and
likelihood of occurrence.
 HEMP Process: Step 3

Comparison with Objectives and Performance Criteria

Occupational risks can be controlled by a variety of methods.

The most effective control measure is to control risk at the source by eliminating the hazard
or by substituting a hazardous chemical, machine, work process, etc., with a less dangerous
one.
There are five general categories of control measures: elimination, substitution, engineering
controls, administrative controls and personal protective equipment. A combination of
methods usually provides a safer and healthier workplace than relying on only one method.
Personal protective equipment should be the last choice in control measures.
 Record your Findings
It is important to record the results of the identification and evaluation stage for
those hazardous events where risk is significant so that:
1. The information can be communicated to others;
2. A “risk history” is created;
3. Traceability is provided;
4. A record exists when challenged by inspection or audit.
Key aspects
Control measures in place
Evidence of an evaluation of hazards and risks
Any further action required

Records must be retrievable

HEMP Process: Tools available for Step 3

Hierarchy of risk controls

Risks controls should be developed and established so that risk
reduction achieves a level that is ALARP.
Hierarchy of Controls
Elimination
Can we work in a different way?

Substitution
Swap for something safer?

Engineering Controls
Physical controls to separate the worker from the
hazard?
Hierarchy of Controls

Administrative Controls
Procedures, safe systems, training

Personal Protective Equipment (PPE)

Issue if risks remain after considering other control
measures (last resort)

Welfare and Arrangements

Rest areas, toilets, washing facilities, first aid, etc.
Applying a hierarchy to control risks

Control measure selection based on degree of the risk:

The greater the risk, the greater the effort required to

control it

The greater the risk, the further up the hierarchy you

may have to go
 HEMP Process: Step 4

In developing recovery measures, consider and include both active

(e.g., emergency shutdown procedures, automatic blowdown systems,
alarms, fire protection) and passive emergency preparedness and
response arrangements (e.g. emergency response call out and duty
rosters) for both operational and contingency planning (abnormal
situations and potential emergencies).
Risk Assessment Form
MAGNITUDE x LIKELYHOOD R

STEP 1- Identification STEP 2- Evaluation of risk STEP 5- Risk reduction

of hazard and effects
STEP 4- Comparison with the
STEP 3- Recording company standard’s acceptable
hazards and effects risk
 Risk Management Model

IDENTIFY
all
Loss Exposures

EVALUATE
the Risks

TERMINATE TREAT TOLERATE TRANSFER

Eliminate the Safety and Loss Acceptable Insurance
Exposure Control Activities Level of Risks Non-insurance

IMPLEMENT

MONITOR

64
Risk Management Model

65
Program of the day

1
Introduction and definitions

2
Hazards and Effects Management: HEMP

3
HSE Supervisor monitoring role, responsibilities and tools in operations
 HSE Supervisor monitoring role, responsibilities and tools in operations
Risk based approach
Applying Permit To Work System
Toolbox Talk
HSE Tools STOP - Behavioural Based System
HEMP SIMOPS
Monitoring Emergency plan
HSE in Operations
Supervisor’s Main Responsibilities
Human Error – hazards and controls
Fires and explosions hazards and controls 1. No Harm to People
Mechanical hazards and controls 2. Protecting the Environment
Lifting operations hazards and controls 3. Earning the confidence of customers and
Electricity hazards and controls
Working at height hazards and controls stakeholders through sustainable
Confined spaces hazards and controls development
Slips trips and falls 4. Promoting a culture where all our
Movement of Plant and Vehicles hazards and controls
Groundwork and excavations hazards and controls
employees share this commitment
Other … The HSE Policy defines these goals
 Hazards
Oil&Gas in Operations (Activity-Hazards) list:
Human Error
Fires and explosions
Mechanical hazards
Lifting operations
Electricity
 Hazards
Oil&Gas in Operations (Activity-Hazards) list:
Working at height
Confined spaces
Slips trips and falls
Movement of Plant and Vehicles
Groundwork and excavations
Hazard classification

Hazards generally fall into four main groups:

1. MECHANICAL
2. PHYSICAL
3. ELECTRICAL
4. BIOLOGICAL
5. CHEMICAL
6. ERGONOMIC
7. PSYCOLOGICAL
Mechanical Hazard

Causes damage to the body, e.g.:

Working with tools and machinery

Working at height
Working with high pressure equipment
Physical Hazard

Causes damage to the body, e.g.:

Exposure to noise or vibrations

Exposure to radiations
Exposure to microclimate
Exposure to electromagnetic fields
Electrical Hazard

Causes damage to the body, e.g.:

Electrical work
Biological Hazard

Cause ill health through contact with:

Micro-organism (bacteria, viruses, fungi)

Insects (mites, parasites)
Human, animal waste
Sharps (needles, scalpels)
Chemical Hazard

Able to produce health effects, e.g.:

Dusts and fibers

Fumes and gases
Corrosives, poisons
Ergonomic Hazard

Harm caused by:

Poor working posture

Poor workstation layout
Confined space work
Unsuitable equipment
Psychological Hazard

High pressure responsibilities

Poor communications (lone workers)
Working in confined spaces (claustrophobia)
Long working hours
Long rotation shifts
Post-traumatic stress
Remote location
Fatigue related sickness
 HSE Supervisor: Main responsibility

No Accidents or Near miss

is better!

HSE Supervisor Main Responsibility is to prevent such

problems
Who can be harmed and how?

Employees

Directly involved
Affected by the process

Non-Employees

Visitors
Contractors
Members of the public
Groups at Particular Risk

Young people
New and expectant mothers
Home and traveling workers
Disabled persons
Lone workers
Maintenance workers
 Monitoring HSE in Operations
General Measures and HSE tools
Monitoring HSE in Operations: General Measures

General measures that are applicable to all activities:

• Risk Assessments
• Safe Systems of Work
• Personal Protective Equipment
• Signs and Warning Signals
 General Measures: Risk Assessment

The key to all incident and accident prevention is Risk Assessment

The hazard that is not identified and evaluated will not be
controlled
The risk assessment provides the basis for implementing controls
to adequately reduce the risk to as low as reasonably practicable
(ALARP)
HEMP is the general process by which HSE Supervisor can manage
risk assessments

This is referred to HSE Tools.

General Measures: Safe System of Work

A Safe System of Work

A method of doing a job which eliminates identified hazards,
controls or protects from residual hazards and plans the
controlled completion of the work with minimum risk to
people, the environment or assets
Safe procedures and Safe working behaviour
Safe Systems of Work
 General measures: Safe Systems of Work Components

The Task
The materials involved
The plant, machinery, equipment
The workplace
External environment
The people

This is referred to HSE Tools.

General Measures: Personal Protective Equipment
This section of the module covers the principles of Personal
Protective Equipment (PPE)
The use of such PPE
The Policy and Standards for the use of such PPE
Detailed specifications for PPE can be found in – Minimum
Requirements and Standards for Personal Protective Equipment
(PPE) GE00.HSE.H40SP.0001.000

PPE are HSE Tools too. The most important difference between PPE and
previous HSE tools is that PPE couldn’t permit to prevent but only
to protect single workers from a hazard.
Personal Protective Equipment: Limitations of PPE

Low level control

Often just simple barrier between individual and hazard
Does not remove or reduce the hazard
Only effective if worn properly
Can easily be rendered ineffective
Does not protect others in the area
May transfer hazard through contamination
May introduce additional hazards
Best used as a supplementary protection
Personal Protective Equipment: Principles of PPE Use

PPE should be selected based on:

Risk assessment
The nature of the hazard
Level of protection required
Equipment performance level
Compatibility with other PPE
Personal factors
Work related factors
Personal Protective Equipment: Principles of PPE Use

Training/instruction in use, storage and inspection must be

provided
Storage facilities must be provided
PPE must be maintained to be effective
Supervision and monitoring
System for reporting loss or defects
Personal Protective Equipment: PPE Policy

“PPE is required to be worn by all personnel and visitors on sites”

Personal protective equipment (PPE) is required for physical and
chemical hazards that cannot be eliminated or reduced to acceptable
levels through engineering or administrative control measures”
“When hazards cannot be eliminated or sufficiently reduced by
engineering or administrative controls, the use of the appropriate
PPE for the specific hazard is mandatory”
 In addition to PPE: Signs and Warning Systems

Safety Signs are required by law and policy to inform personnel of local area
conditions and hazards
They may be visual or audible
They may be temporary or permanent but they MUST be in good condition
Think of some of the signs and warning systems you see regularly
The shape and colour of the sign is also an
indication of the type of information displayed
Round for Prohibition and Mandatory Signs
Triangular for Warning Signs
Square or rectangular for Safety information
and Condition Signs
Specific HSE Tools

Permit To Work System

Toolbox Talk
STOP - Behavioural Based System
SIMOPS
Emergency plan
Specific HSE Tools

Permit to Work System

 PTW
Permit to work system definition

A Permit-To-Work (PTW) or Work Permit is a formal written

authorization used to control those works that are identified as
potentially hazardous. It is also a mean of communication between
"Responsible Persons" such as: supervisors, team leaders, operators,
contractors, and others involved in planning and execution of work
tasks.
Approval
Permit to Work Issued by a Competent Authority
Simultaneous Operations
Who else might be affected by the work being undertaken?
Management of Change
Isolations
Procedure
Certification
Process: Locked with chain and padlock
Electrical: Locked with chain and padlock
Mechanical: Locked with chain and padlock
Sanction to Test
Cascading Isolations
Carry Out
All equipment must be certified and fit for purpose
PTW Displayed
At work site
In permit office or control room
A new PTW does not negate the safety conditions of the old one
Suspended Permits
Live until cancelled
Maintained in permit recording system
Work cannot continue until the issuing authority has verified
that it is safe to do so
Handover

The Work Permit Procedures may include specific types of permits e.g:

Cold Work Permit

Hot Work Permit
Confined Space Entry Permit
Excavation Permit
Asbestos Removal Permit
High Voltage Access Permit
Explosive/Radioactive Permit
Pressure Systems Permit
Ensure adequate handover to normal operations.
Specific HSE Tools

HSE Meetings - Toolbox Talks

 HSE Meetings - Toolbox Talks
They are held:
at the beginning of a new job Everyone involved with the job
before the shift begins should attend, including
employees, contractors and sub-
They cover: contractors
outline the task
the hazards procedure and precautions
tools required emergency equipment and response plan
PPE to be used other topics related to the job
Why?
The open, informal atmosphere encourages questions and discussion that
“personalize” the issue of HSE-Safety by focusing on its day-to-day
applications.
Toolbox talks are intended to instruct and support workers about creating
and maintaining safer work conditions, and attendance is mandatory.
There are several facets to successful and useful toolbox talks. As a general
rule, the talks are short and they are kept interesting and relevant. The goal
is to empower employees so that they can recognize, avoid, report, and
correct HSE-Safety hazards.
 What
They Encourage HSE-Safety Awareness:
Other means of getting the safety message across are often too easily ignored. But
when a group of workers gets together to discuss the hazards they have encountered
and the steps they can take to eliminate them, it increases each worker’s safety
consciousness.
They Get Employees Actively Involved:
They demand feedback. They get employees thinking about safety and encourage
them to come up with ideas and suggestions for preventing accidents and minimizing
the hazards with which they are most familiar.
They Motivate Employees to Follow Proper HSE-Safety Procedures:
Group meetings are the best places to demonstrate the sense of personal protective
equipment, proper lifting techniques, and other specific safety procedures.
 What
They Can Nip HSE-Safety Hazards in the Bud:
A HSE-Safety meeting is the time to pinpoint minor hazards before they result in real
problems. It also presents a good opportunity to discuss hazards that are inherent in the
environment and that experienced employees are likely to take for granted.
They Introduce Workers to New HSE-Safety Rules, Equipment, and Preventive Practices:
In addition to introducing new things, a HSE-Safety meeting is a good time to reinforce
the importance of long-standing safety procedures and to remind employees of the
reasons behind them.
They Provide Vital Information on Accident Causes and Types:
Regular meetings are the best way of keeping employees up-to-date on the hazards in
their environment and what the company is doing about them. Reading and discussing
accidents that have happened to company employees emphasizes the need for safety.
Specific HSE Tools

STOP – Behavioural Based Safety (BBS) Systems

Aim
Effective STOP/BBS programmes promote personnel involvement and the adoption
of safe behaviours in the workplace to further improve HSE performance in line
with Eni Upstream Division HSE Policy.

The STOP/BBS programmes support the HSE Policy commitment to implement safe
working and fitness to work programmes to pursue the goal of no harm to the
health of, or injury to, people and protect the environment and business assets. It
does this by active encouragement for personnel to plan and perform observations
in the workplace to identify and correct the root cause of unsafe behaviours before
they lead to incidents.
Process Flow
Planning of Observation EVERYONE has both the
Performing the Observation authority and
responsibility to STOP THE
Immediate intervention
JOB if there is any DOUBT
Completion of Observation Card about the safety of the
Tracking of Observation Data operation
Trending and Analysing Observation Data
Establishing Corrective Actions While unsafe conditions must
also be identified, the main aim
Implementation of Corrective Actions of safety observation is to
Reviewing Performance identify and eliminate hazardous
behavior
Specific HSE Tools

SIMOPS
A definition…

Activities performed by different departments or Contractors

that, due to the proximity between their work locations, may
generate adverse impact to each other.
Other definition…

Those activities for which either functional group must advise the
other organisation whenever they are to be carried out;
Simultaneous Operations (SIMOPS) are defined as any two or more
different sets of activities (Macro-activities) carried out, within a
defined area, by different organizations (Functional Groups) or under
different management systems that, because of their proximity or
other critical factors, could interact adversely with each other.
SIMOPS are also:
Those activities for which dual authorisation is required;
When Operations (Production and Maintenance), Well Operations, General Projects,
Development or a Sub-Contractor (SIMOPS Originators) need to undertake or take
control of an activity simultaneously;
When new installed equipment at any location is formally handed over to Operations
and General Projects/Development or Sub-Contractor continues work at the same
location;
When an area that is formally handed over to General Projects/Development contains
currently operating process plant and equipment and General Projects/Development
commences additional work;
When Workover, Drilling rig or rigless activity operations are in close proximity to a
fixed facility (operational or under construction). Examples are activities such as well
clean up, testing and flaring. This SIMOPS situation has the potential to significantly
increase the risk due to activities occurring in close proximity;
When exploration seismic activities are performed near to a Unit area.
 SIMOPS Used
The significant time and effort devoted to introduce SIMOPS in the North
field resulted in some 20 days of rig time reduction per well.
Combined with a further 10 days reduction through faster drilling,
total projected savings amount to 600 days or $135 million relative
to what was considered good performance.

See SIMOPS Application

 Specific HSE Tools

Emergency Response Plan

Emergency

Any sudden, abnormal or unplanned situation which requires

immediate attention and may endanger human life, the
environment or have an adverse effect on company assets
and/or reputation.
Why we plan our Emergency Response

Describe the process of Emergency Response Planning and to provide guidance and reference to the
personnel involved in these activities;
Identify the cross functional roles and responsibilities for organising, implementing and managing the
Emergency Response Planning process;
Introduce standardised tools and methodologies which can allow relevant Departments to effectively
manage their activities;
Describe the interactions and links with other workflows, procedures and processes in order to provide a
general framework for Emergency Response Planning process.
Define methods and approaches for managing the process of identification and definition of appropriate
Emergency Response Plan, including occupational health, safety and environmental emergencies, to
ensure that:
• Information relevant to the “residual risks” associated with operational activities are identified;
• Emergency scenarios are identified and consequences evaluation is carried out during the different
phases of the Operations Process and the correct behaviour to manage them is set;
• Emergency response plans are prepared and kept up to date;
• Suitable information is given to relevant Authorities.
 Specific HSE Tools

HSE Inspections Checklists

 Process Flow
Standard HSE checklists to be developed linked to leading KPI’s.
Specific KPI on HSE inspections & tours to require submission of a formal report either handwritten or
typed to obtain credit for the KPI.
Database to be created for data input & to allow daily trends for HSE inspections. This assists the
targeting effort during the implementation phase.
Daily trends highlighting areas of focus issued & discussed at HSE meetings.
HSE
personnel
Ratio of HSE
involved in inspections
monitoring checklists per
Unit performed Confined Grand actiities shift per
observations Space Excavation General Isolations Lifting PTW Radiography Scaffolding Welding Total (cumulative) person
4th Train Project 5 21 4 5 27 2 6 9 79 3 1.3
General Projects 50 3 74 14 27 88 3 52 46 357 3 4.0
KPC Production 72 13 80 27 20 656 3 18 36 925 10 2.8
Operations HSE 15 7 139 1 22 116 37 79 10 426 4 3.2
Unit-2 Production 18 6 71 30 17 143 15 25 5 330 6 1.8
Unit-3 Production 18 3 18 3 4 27 4 2 3 82 6 2.0
Gathering 4 8 4 2 5 61 2 12 98 3 1.1
Grand Total 177 45 407 81 100 1118 64 184 121 2297 35 2.3
Specific HSE Tools

HSE Supervisors Role

HSE Supervisor role

Apply all above HSE Tools properly and effectively