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MPcp guidelines – overview 1 HSSE – summary 2 HSSE leadership 2.1 Introduction 2.2 Strategy and Goals 2. Roles Responsibilities, Resources Organization 2.4 Stakeholder Alignment 2.5 Performance Review HSSE leadership roadmap HSSE management .1 Introduction .2 Project HSSE Management Plan . Project Planning .4 Risk Management .5 Competency and Training .6 Incident Reporting and Investigation .7 Crisis Management and Emergency Response .8 Regulatory and Compliance .9 Document Management .10 Action Tracking .11 Management of Change (MoC) .12 Knowledge Management .1 Monitoring, Assurance and Verification HSSE management roadmap 4 Health 4.1 Introduction 4.2 Scope 4. Health Resources 4.4 Health Impact Assessment (HIA) – Outside the Boundary Fence 4.5 Workplace Health Risk Assessment 4.6 Health Management Plan
Exploration & Production major projects common process HSSE guidelines ©2007 BP International Limited All rights reserved contents These guidelines for HSSE have been developed as a supplement to MPcp They provide the structure for ‘how we HSSE’ in projects, supported by tools and examples from BP projects around the world The facilities that we operate in the future are determined by the projects that we create today The HSSE guidelines provide guidance on how we select, design, build, and start-up facilities that are safe, meet our environmental expectations and are healthy for our workers and surrounding communities Through the consistent application of these guidelines, developed from SPU best practice, we will ensure that our HSSE goals are delivered Neil Shaw technology vice president - projects & engineering MPcp guidelines – overview HSSE – summary 13 HSSE leadership 19 2.1 Introduction 19 2.2 Strategy and Goals 20 2.3 Roles & Responsibilities, Resources & Organization 21 2.4 Stakeholder Alignment 21 2.5 Performance Review 21 HSSE leadership roadmap 22 HSSE management 27 3.1 Introduction 27 3.2 Project HSSE Management Plan 28 3.3 Project Planning 30 3.4 Risk Management 30 3.5 Competency and Training 33 3.6 Incident Reporting and Investigation 33 3.7 Crisis Management and Emergency Response 33 3.8 Regulatory and Compliance 34 3.9 Document Management 35 3.10 Action Tracking 35 3.11 Management of Change (MoC) 36 36 3.13 Monitoring, Assurance and Verification 36 HSSE management roadmap 40 Health 47 4.1 Introduction 47 4.2 Scope 47 4.3 Health Resources 48 4.4 Health Impact Assessment (HIA) – Outside the Boundary Fence 4.5 Workplace Health Risk Assessment 4.6 Health Management Plan 3.12 Knowledge Management ©2007 BP International Limited 49 49 49 MPcp HSSE Guidelines contents 4.7 Crisis Management and Emergency Response 50 construction contractor HSSE management 4.8 Contracts and Procurement Strategy 51 8.1 Overview 4.9 Human Factors (HF) and Ergonomics 51 8.2 Planning health roadmap 52 8.3 Pre-qualification Design safety 59 8.4 Selection 5.1 Introduction 59 5.2 Scope 5.3 Roles and Responsibilities 5.4 95 95 95 96 97 97 8.5 Pre-mobilization 59 8.6 Mobilization 98 61 8.7 Execution 99 Design Hazard Management (DHM) Overview 61 8.8 Demobilization 99 5.4.1 Design Hazard Management (DHM) Process 62 8.9 Final Evaluation and Close-out 100 5.4.2 Inherently Safer Design (ISD) 62 construction contractor HSSE management roadmap 104 5.4.3 Safety Critical Design Measures (SCDM) and Performance Standards 63 resources 5.4.4 Study Programme and Action Management 63 9.1 5.4.5 Case for Safety (CfS) in Design and Operations 64 5.5 64 111 design safety roadmap 66 terms & definitions 113 Security 73 6.1 Introduction 6.2 Risk Assessments 73 6.3 Roles, Responsibilities, Resources, Training and Organization 74 6.4 Philosophy and Plan to Mitigate Assessed Risk 74 6.5 Technical Security Design and Response 75 Voluntary Principles on Security and Human Rights contents Integrity Management 6.6 75 security roadmap 78 Environmental and social 89 7.1 Introduction 7.2 Scope 7.3 Social Guidelines 7.4 7.5 111 9.2 HSSE training 111 9.3 Tools and examples 89 90 90 Environmental Impact Management Process (EIMP) 90 Environmental Performance Requirements 91 environmental roadmap 92 MPcp HSSE Guidelines 111 73 Projects Cyber Librarian ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines MPcp guidelines – overview Our goal is to generate business value by delivering projects, which are efficient in both capital investment and long-term operation We will this by consistently creating distinctive projects and delivering them with world class execution The Major Projects common process (MPcp) is a key part of the overall project system which is designed to support Performance Units in pursuit of this goal This system includes our people and processes, supported by networks and functional authorities, guidelines, tools and good examples The MPcp document lists expectations, for each of the ten elements of Projects Excellence, which shall be met before proceeding to the next stage of the project Associated with each expectation are a number of attributes which describe and support the achievement of that expectation These attributes are intended to guide project teams in developing their action plans for the stage and to drive consistent good project performance The MPcp document also describes the governance process, including functional attestation, required to meet the Group Investment Assurance and Approvals Process (GIAAP) Guidelines have been written, for each of the main project disciplines, to provide more detailed support to project teams in the achievement of MPcp expectations These Guidelines describe the framework and processes which discipline practitioners are expected to follow They have been compiled from the wisdom and experience which exists in the company They represent the current view of discipline requirements and good practice, which we want to be applied consistently across our range of projects They have been entitled Guidelines deliberately because we want people to think about their application and not just follow them by rote Over time we expect people to identify improvements in the practices described in these Guidelines but we want such improvements to be introduced in a planned and systematic way For this reason each of the Guidelines has clear ownership by the leader of the relevant project network A project team should adhere to the Guidelines unless it perceives significant material benefit from departing from them Where it does perceive such a benefit it should review the proposed departure with the relevant Network Leader beforehand, both to obtain challenge to its view but also to ensure that the experience is visible and can be readily captured for the benefit of others if the departure does lead to improved practice ©2007 BP International Limited MPcp HSSE Guidelines MPcp guidelines – overview MPcp guidelines – overview Knowledge Areas HSSE Leadership HSSE Management Health Design Safety Security Environmental and Social Construction Contractor Management Project Principles App Sel Def Exe Ope Dashboards MPcp Elements • HSSE MPcp • Subsurface Resource Guidelines Characterization • HSSE • Technology, Engineering & • Appraisal & Technical Definition Pre-development • Project Management & Execution • Engineering & Quality Mgt • Procurement & Supply Chain • Project Management & Execution Management • Procurement & Supply Chain Mgt Project Services App • Tools • Templates Def Tools • • Project Services • Organizational Capability • Organizational Design • Commissioning & Operational • Commissioning & Operational Readiness Readiness • Risk Management • Performance & Risk Management • Knowledge Management • Knowledge Management Resources Sel Examples Exe Level 1: The knowledge areas covered in the HSSE Guidelines Level 2: The Roadmaps - Activities to be completed for each Knowledge Area and key stages of Project development Level 3: Tools to assist in completing the activities for each of the key stages Level 4: Examples from projects • Examples figure MPcp and related guidelines figure structure of the HSSE Guidelines Health, Safety, Security and Environmental (HSSE) excellence is recognized as a key component of our strategy to become the #1 Projects Operator by creating distinctive projects with world class execution The HSSE Guidelines are the ‘BP way’ of how we projects that codifies HSSE best practice and enables knowledge to be shared to achieve best-in-class HSSE performance – we will use them everywhere Level – The HSSE Strategic Knowledge Areas MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited HSSE Guidelines book The HSSE Guidelines are structured around four levels (figure 2): HSSE Guidelines CD The responsibility for implementing the Guidelines lies with Team leaders within Performance Units It is their further responsibility to ensure that proposed departures from the Guidelines and improvements to them are raised promptly with the relevant Network Leaders Sections - of the guidelines are organized around the seven HSSE strategic knowledge areas (SKAs) Each section provides an overview of the knowledge area aligned with a roadmap and lists the MPcp HSSE expectations that must be met before proceeding to the next stage of the Project MPcp HSSE Guidelines MPcp guidelines – overview Level – The Roadmaps A roadmap is included at the end of sections - of the guidelines The roadmap for each knowledge area is organized around the four key stages of project development (Appraise, Select, Define and Execute) They describe activities that should be considered before proceeding to the next stage of the project The actions covered are extensive and some may not be relevant to every project However, all actions should be considered prior to rejection Addressing the respective activities for each stage will support the achievement of the stage objectives as well as provide an excellent foundation for the work of the subsequent stage Level – Tools Tools to assist HSSE professionals, engineers and managers in completing the activities outlined in the roadmaps are located on the companion CD to the HSSE Guidelines and are also available at the ETP & Projects Library located at http://etplib.bpweb.bp.com Level – Examples HSSE examples from BP Major Projects are also located on the companion CD and at the ETP & Projects Library The tools and examples are intended to guide the project teams in completing the activities, driving consistency, and incorporating best practices and lessons learned The HSSE Guidelines provide the structure for ‘how we HSSE’ in projects, supported by tools and examples that will be invaluable for not only HSSE professionals, but also managers, engineers and other project personnel 10 MPcp HSSE Guidelines ©2007 BP International Limited HSSE - summary The HSSE Guidelines are aligned with the Projects & Engineering strategy, the BP Group Year Plan and the Safety & Operations agenda They seek to: • • • • Provide a common language and process to guide HSSE in projects Define HSSE excellence in terms of activities and good practice Incorporate lessons learned from previous projects Provide HSSE professionals, engineers and project managers with tools and examples to assist in delivery of HSSE excellence Full implementation of these guidelines will result in enhanced project performance, protection of our reputation and improvement of our liability profile HSSE Leadership ‘HSSE leadership starts at the top, or it does not start at all.’ Management’s strong, visible and demonstrated commitment and leadership is a critical component of HSSE excellence in projects Management is accountable for implementing these guidelines During the CVP Appraise and Select stages, management clearly defines and communicates to all project team members (BP and contractor) the HSSE strategy that defines the overall project HSSE philosophy, principles and goals The HSSE strategy is fully considered when confirming the fundamental viability of the project, selecting the development concept, engineering the facility and during commissioning and start-up Inherently safe design should be a critical factor in concept selection and can result in a simple to execute and operate design; or, if we get it wrong, a contrived design that is inherently difficult to operate safely HSSE must be led and managed like all other aspects of the business, and by the same people who manage these aspects – project management and members of the line organization HSSE success is determined by what management does – not what they say – and managers and supervisors are held accountable for HSSE performance HSSE is integrated into everything ©2007 BP International Limited MPcp HSSE Guidelines 13 HSSE - summary HSSE - summary HSSE Management HSSE Management describes the organization, plans and systems that should be developed and implemented to achieve the HSSE goals defined by project leadership A key component of HSSE management is risk management Effective management of HSSE risk is recognized across all BP segments as a key component for the delivery of world class projects Key HSSE management activities include the development of an HSSE risk management strategy (as part of the overall project risk strategy), and the development of a Project HSSE Management Plan The HSSE Management Plan describes the key management systems that the project will use to manage the risks Getting HSE right (gHSEr) is the BP HSE Management System Framework which supports the HSE Expectations to be adopted by all BP managers Managers are accountable for putting in place appropriate documented systems and processes for each Expectation, for ensuring continuing progress towards Project HSSE goals and targets, and for confirming that these processes are effective via the HSSE Assurance process gHSEr is still the current framework for managing HSSE and should continue to be used until it is replaced by an Operating Management System (OMS) When the OMS is developed, the content of gHSEr will be fully incorporated Project HSSE Reviews (PHSSERs) are a mandatory element of a project’s assurance strategy and are specifically mandated by the Integrity Management Group Standard PHSSERs heighten the awareness of HSSE risks and help make HSSE an integral part of the gated decision and approval process for projects within CVP risks and completion of a Health Impact Assessment (HIA) Potential health impacts should be considered during concept selection, especially when deciding where to locate facilities During the Define and Execute stages, a health organization is put into place and the Health Management Plan is updated to include planning for Execute stage activities (e.g construction) A detailed Health Risk Assessment (HRA) is conducted to identify potential health impacts on workers and health considerations are incorporated into the design of the facility Execute stage activities are focused on implementing the Health Management Plan and planning for the Operate stage Design Safety Excellence in design safety is an engineering responsibility and is best achieved through Design Hazard Management This process involves major hazard identification, evaluation and continuous risk reduction through design safety measures Design Hazard Management is underpinned by four engineering activities: Inherently Safer Design Safety Critical Design Measures and Performance Standards Safety Study Programme Case for Safety Managing hazards in design involves eliminating or minimizing major accident hazards at the source, and preventing those that remain from becoming major accidents It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g heat, smoke, gas, toxic fumes, etc.) Health Health Risk Assessment (HRA) and health risk management are essential to ensure that personal, occupational, and environmental health risks in projects and operations are managed properly The Health section of the Guidelines is focused on identifying and managing health risks and driving compliance with local laws and BP standards Appraise and Select stage activities are focused on identifying and confirming key health risks and developing a health plan for the project Key health risks in both the project and operational phase are identified through a review of regional health 14 MPcp HSSE Guidelines ©2007 BP International Limited Security The Group Security Policy underpins and establishes the basis for how BP manages global security Our fundamental mission is to provide a safe and secure work environment by protecting ourselves, our assets and our operations against risk of injury and loss, or damage from criminal, hostile or malicious acts ©2007 BP International Limited MPcp HSSE Guidelines 15 HSSE - summary HSSE - summary One of the key expectations of BP’s Group Security Policy is that security will be taken into consideration during the appraisal, selection, definition and execution of all new capital projects As the project moves forward, project requirements will change These adjustments should not prevent security analysis from taking place early, ideally at the Appraise stage Security risks and plans will inevitably change; indeed early planning will reveal important areas for reconsideration Project Managers should consider security as early as possible in the process Bolting security onto a project rather than building it in can be, at best, expensive and, at worst, fatal During construction, there are four main tasks that leadership must implement—by doing, not saying—if the project is to achieve best in class HSSE performance: Environmental and Social The OMS Practice, Environmental Requirements for New Projects, is the basis for the Environmental and Social section of the guidelines It is a full life-cycle process based on four fundamental principles: • • • • Define and clearly communicate the HSSE expectations to each contractor and sub-contractor bidding on the job Consider HSSE as a critical factor in the evaluation of bids and selection of contractor(s) Reinforce the contract HSSE requirements with the successful bidder(s) to ensure that those accountable for managing the project understand the expectations Manage performance of construction activities through site visits, proactive involvement in HSSE practices, enforcement of the HSSE requirements of the contract, and close out the construction phase with a post-contract joint evaluation of the contractor’s and BP’s HSSE performance We will identify and understand our impacts We will consult with others We will design to avoid adverse impacts and minimise use of natural resources We will reduce the adverse residual impacts of our wastes, emissions and discharges The early screening of environmental risk brings clarity and transparency to our decision making process and the Environmental Performance Requirements set consistent standards for delivery across the businesses The Environment and Social section describes the processes to ensure that BP exhibits performance-driven management and that BP is consistent and transparent wherever the company operates Construction Contractor HSSE Management Construction Contractor HSSE Management describes an eight-phase process for contractor management consistent with the OMS Practice for Working with Contractors Risk identification is a key part of the process and is a key factor in determining contracting strategy Active participation by BP and the contractor(s) are essential to achieve excellent HSSE performance 16 MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines 17 HSSE leadership 2.1 Introduction ‘Everybody who works for BP, anywhere, is responsible for getting HSSE right Good HSSE performance is critical to the success of our business.’ Lord Browne, January 1999 Strong, visible and demonstrated management commitment and leadership is a critical component of HSSE excellence in projects The HSSE Guidelines are the ‘BP way’ of how we projects – we use them everywhere Management is accountable for ensuring that these guidelines are implemented The attitude of managers and supervisors towards HSSE plays a vital role in achieving excellent HSSE performance Examples of HSSE Leadership behaviours that promote great HSSE performance are: Set high standards Regularly explain HSSE expectations and verify understanding and compliance Focus on sustainable performance improvements in HSSE and measure progress via leading and lagging indicators Continually emphasize that schedule will never compromise HSSE Consistently recognize good HSSE behaviour and performance Tackle poor performance Communicate openly Talk face-to-face with staff about HSSE performance and concerns Regularly vary communication methods to get the HSSE message across Keep the HSSE message simple and direct Provide prompt, honest feedback on concerns raised by the workforce Show concern for people Ensure effective mechanisms exist for people to raise HSSE and welfare concerns Be approachable for informal discussions about HSSE concerns Be personally involved in incident investigation to understand root causes and communicate learning Proactively involve others Ensure adequate HSSE resources and training are available; allocate sufficient time and priority for HSSE initiatives Take personal action to improve HSSE performance by showing enthusiasm, decisiveness and support ©2007 BP International Limited MPcp HSSE Guidelines 19 construction contractor HSSE management 8.1 Overview These guidelines provide consistent HSSE management practices for working with contractors in the Execute stage of Major Projects The guidelines are based on good practices and lessons learned, and should be implemented in alignment with OMS Practice for Working with Contractors They are also consistent with industry guidance, such as that provided by the International Association of Oil and Gas Producers.1 Although the focus is on Execute stage activities (e.g fabrication, construction and installation), the principles can be applied to other contracted work (e.g geophysical, drilling and engineering) Refer to the MPcp Procurement and Supply Chain Management Guidelines for additional information The guidelines define an eight-phase process for construction contractor HSSE management: • • • • • • • • Planning Pre-qualification Selection Pre-mobilization Mobilization Execution De-mobilization Final evaluation and close-out Risk identification is a key part of the process and a key factor in determining contracting strategy Active participation from BP and the contractor(s) is essential to achieving excellent HSSE performance 8.2 Planning The objectives of this phase are to clearly define the scope of work, assess the HSSE risks associated with the work, and clearly define Project HSSE standards The contracting strategy is selected based on many factors, including the nature of the work and the risks identified HSSE management – guidelines for working together in a contract environment, International Association of Oil & Gas Producers, Report No 6.64/291, September 1999 ©2007 BP International Limited MPcp HSSE Guidelines 95 construction contractor HSSE management Applications (Circles of Influence) should be developed for the scope of work and prospective contractors Key outputs are: • • • A documented HSSE management process for selection, working with and retention of contractors, that meets the requirements of OMS Practice for Working with Contractors Risk Assessment – HSSE risks captured from Golden Safety Rules assessments, health impact assessments, ESIAs, security risk assessments, etc Contracting Strategy - Recommendation to the Project Leadership Team as to whether the work will be managed under BP or the contractor’s HSSE Management System 8.3 Pre-qualification The HSSE objective of the pre-qualification phase is to screen potential contractors to ensure that they meet BP’s minimum HSSE requirements and that they are capable of conducting the work in a safe, healthy and environmentally sound manner Key activities in this phase are: • • • Short listing and screening of contractors Establishing bid evaluation HSSE criteria Assessment of the potential contractor’s project site, infrastructure and equipment Assessment of the contractors’ site infrastructure and equipment is necessary to identify the time and resources required to bring them into compliance with Project HSSE standards Special attention should be focused on heavy equipment used during onshore construction and offshore installation, such as barges, heavy trucks, side booms, excavators and cranes, etc An assessment of the existing HSSE culture at the facility will give an early indication of the potential issues which will need to be managed “Subject to existing contractual constraints, contractors shall demonstrate and document that their staff are competent to carry out their assigned work.” (BP Group Standard for Integrity Management) 96 MPcp HSSE Guidelines ©2007 BP International Limited construction contractor HSSE management 8.4 Selection The objective of the selection phase is to assess the short list of potential contractors against the bid evaluation criteria, then select the contractor to perform the work A senior HSSE Manager with construction experience should be part of the contractor selection team and HSSE should be an integral part of the decision-making process Key activities in this phase include: • • • Preparation of bid documentation by BP Evaluation of contractors’ bid and HSSE Plan Contract award BP should endeavor to hire contractors with Control of Work (CoW) programmes and Integrity Management Standards that are as protective, or more protective, than the BP Group Standards for CoW and Integrity Management; and encourage those who not have such a programmes to adopt one The programmes should be agreed prior to selection of the contractor, and the agreement should be an absolute prerequisite for selecting the contractor The construction contractor should be required to disclose all relevant subcontractors working within the BP scope of work, and should be required to implement appropriate processes to ensure that the subcontractors conform to BP safety requirements Consideration should be given to a reimbursable contract for HSSE work scope 8.5 Pre-mobilization The objectives of the pre-mobilization phase are to ensure that the relevant aspects of the contract risk assessments and any other HSSE aspects of the contract are communicated and understood by all parties prior to implementation of the contract Key activities in this stage include: • • Kick-off meetings between BP project management and contractors to review major hazards, communicate BP’s HSSE expectations, and ensure that the Construction HSSE Plan is fit for purpose A Pre-mobilization Review and formal ‘go’ or ‘no go’ decision made by management regarding mobilization ©2007 BP International Limited MPcp HSSE Guidelines 97 construction contractor HSSE management Planning prior to mobilizing the BP site team to the construction site is critical to ensuring BP’s HSSE expectations are met The Construction HSSE Plan defines HSSE responsibilities, assurance processes and the relationships between BP, construction contractors, contractors’ workforce, and subcontractors The plan describes how the gaps will be addressed where gaps in the Contractor HSSE-MS have been identified A Pre-mobilization Review should be conducted to ensure that all necessary HSSE plans are in place prior to mobilizing the BP project team to the site The review is initiated prior to any construction mobilization and results in a ‘go’ or ‘no go’ decision to mobilize endorsed by the appropriate level of management 8.6 Mobilization The objective of the Mobilization phase is to ensure that BP and contractor personnel are mobilized to the work site safely Key activities include: • 8.7 Execution The objectives of the Execution phase are to performance-manage the work and assure that the work is conducted according to the Construction HSSE Plan Key activities in this phase include: • • BP managers are accountable for visiting the worksite and ensuring: • • During mobilization, BP and contractor(s) ensure that each sets up operations in accordance with the agreed Construction HSSE Plan One critical objective during mobilization is to ensure communication of the HSSE Plan, BP HSSE expectations and any other significant aspects of the contract A culture needs to be in place to ensure that HSSE is embedded within line management down to foreman level (i.e owned by BP’s and contractor’s leadership and supervision, rather than HSSE specialists) • A system must be in place to ensure that all equipment identified as necessary for safe completion of the task (including contractor supplied equipment) is checked by a competent person prior to work commencement to ensure it is of an adequate specification for the task, within date for testing and re-certification, and free from obvious defects / excessive wear (BP Group Standard for Control of Work) MPcp HSSE Guidelines ©2007 BP International Limited Monitoring and auditing to ensure that Control of Work (CoW) procedures are implemented and enforced Conducting a Construction Stage PHSSER On BP premises, the BP Group Standard for CoW shall be implemented for BP employees and every employee of any other company that has been engaged to perform work on BP premises The further intent is to promote adoption of the standard by companies working on behalf of BP on non-BP premises Rigorous enforcement of CoW procedures is critical to maintaining safe operations Implementation and communication of the Construction HSSE Plan to all relevant personnel Auditing or reviewing against the Construction HSSE Plan during the final stages of mobilization to determine compliance with the plan • 98 construction contractor HSSE management • • BP’s HSSE expectations have been communicated to the workers BP’s CoW procedures are fully implemented and rigorously enforced on BP premises CoW programmes implemented on contractor premises are as protective as BP’s CoW procedures and rigorously enforced Adequate BP presence and contractor supervision onsite to support and monitor the work Pre-job risk assessments are task specific, available in the language(s) of the workers performing the work, and workers are aware of the hazards associated with their work The Construction Stage PHSSER shall be used to verify that the contractor’s HSSE management system and the Construction HSSE Plan is in place, that it is being implemented, and that it will assure HSSE performance during construction 8.8 Demobilization The objective of the demobilization phase is to ensure that hazards associated with demobilization are identified and appropriate Management of Change for organizational structures and HSSE remain intact until activities have been safely completed ©2007 BP International Limited MPcp HSSE Guidelines 99 construction contractor HSSE management The job isn’t over until all work is completed and the paperwork is finished This message needs to remain constant and be consistently re-enforced with everyone The last minute demob to save money must be avoided by both BP and the contractors It is important to maintain focus on HSSE until the very end of operations This is especially challenging when there is no additional immediate work for the workforce and workers; they are more concerned about the ‘next paycheck’ rather than completing the current job safely construction contractor HSSE management Learning from Project Fatalities In the period 2002 to 2006 we had 15 Major Project related fatalities All fatalities were contractor personnel and the types of incidents are shown below Incidents involving mobile vehicles and heavy equipment were the biggest source of fatalities Moving vehicles on sloping ground require particularly careful control, close supervision, good training and competency assessment of drivers All Fatalities - Incident Type 8.9 Final Evaluation and Close-out CFE - Fire, The objectives of this phase are to conduct a joint evaluation of the contractor and BP’s HSSE performance and to provide feedback to the contractor(s) and the Contract Accountable Manager (CAM - typically a Delivery Manager) This serves as a reference for future work with the contractor Drowning - The key deliverable in this stage is the Final Evaluation and Report Fall, Vehicle, Electrical, Tools and examples are available via the Projects Library at http://etplib.bpweb.bp.com Struck-by Crush, and on the CD included with these guidelines Recurring themes in the root causes of the fatalities include inadequate contractor oversight, inadequate identification of worksite hazards, inadequate control of work, and lack of required competency to perform the tasks All of the 15 fatalities were preventable Some of the fatalities involved sub-contractors insulated by multiple management interfaces from BP direct management Ask yourself – am I really connecting with, influencing and controlling the people at the workface on my project? Do I really know who they are? Are they competent to perform the work? Are they aware of the hazards? Are they following the safety policies and procedures? Do they know what BP’s safety expectations are? Often, multiple languages were spoken at the work sites Are you sure that the safety policies and procedures are available at your worksites in the language(s) of 100 MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines 101 construction contractor HSSE management the workers performing the work? Do all workers understand the safety policies and procedures? Can all workers actively participate in and understand the pre-job risk assessment? Can they demonstrate their competency? Inadequate control of work was the root cause of several of the fatalities The new BP Control of Work Standard ensures that there is a formal approach to managing risk for BP employees and their contractors This Standard shall be applied to all contractors and their associated subcontractors who perform work at BP premises Are you familiar with the Standard? Do you have plans to implement the Standard on your site? The further intent is to promote adoption of the Standard by companies working on behalf of BP on non BP Premises You should endeavour to hire contractors with CoW programmes that are as protective, or more protective, than this Standard and encourage those who not have such a programme to adopt one Below is a simple check list to use when thinking about your workface activities A more comprehensive checklist can be found in the ‘E&P Major Project Fatalities – Summary and Analysis’ slide pack in the toolbox on the CD included with these guidelines HSE Delivery via Contractors – Checklist • • • • • • • • 102 Is there adequate BP presence onsite to support and monitor contractor(s) work? Does the contractor have adequate supervision onsite and does the supervisor have the necessary safety leadership skills to ensure safe operations? Are work procedures fit for purpose, fully understood by the workforce, implemented and enforced? Is there zero tolerance for not following safety policies, standards and procedures? Do contractor vehicles and heavy equipment meet project safety specifications and are they maintained in safe working order? Are operators of vehicles and heavy equipment trained and competent? Are risk assessments task specific, and are mitigations identified to ensure safe work and understood by all workers? Are there language interfaces between my management team and the people doing the work? Are BP’s expectations adequately communicated across these interfaces, and how you know? MPcp HSSE Guidelines ©2007 BP International Limited construction contractor HSSE management - roadmap construction contractor HSSE management - roadmap Words in bold indicate there are tools and examples to support these themes The actions covered are extensive and some may not be relevant to every project; however, all actions should be considered prior to rejection Planning APPRAISE • Define and document the HSSE management process for selection, working with and retention of contractors, for the entire CVP cycle of the project • Prepare and implement an HSSE training plan for those with HSSE accountabilities for working with contractors for all CVP stages • Review Financial Control & Accounting (FC&A) reporting guidelines and develop project specific applications (Circles of Influence) Pre-qualification APPRAISE • Establish minimum HSSE requirements against which contractors are assessed during the pre-qualification process SELECT DEFINE EXECUTE • Review and update HSSE elements of the project’s contracting strategy for Define and Execute • Review and update the HSSE management process for working with contractors with particular emphasis on verification of contractors HSSE preparedness at pre-mobilization and mobilization • Review and update HSSE risks assessments including mitigation measures • Update the project’s HSSE boundaries of BP control and influence to be in line with the project’s prequalification plans for major Execute stage contracts • Consider the potential for exposure to hazards identified in BP’s Golden Rules of Safety as well as in any of the S&O standards or practices, when assessing the appropriate risk category SELECT • Evaluate BP’s experience with proposed bidders and determine, on a risk basis, the need to conduct a site visit in order to gain an understanding of HSSE performance and exposure • Ensure that pre-qualification or retention of any contractor who does not meet BP’s minimum HSSE requirements is formally authorized by management on the basis of a plan to remedy identified deficiencies 104 MPcp HSSE Guidelines ©2007 BP International Limited • Review and update HSSE risk assessments for the Execute stage including mitigation measures • Update the project’s HSSE boundaries of BP control in line with Execute stage subcontracts listing Include a formal review and endorsement process by Project Manager • Assess exposure to the hazards identified in the Golden Rules of Safety for the main contractors and subcontractors SELECT • On a risk basis, continue to visit the sites of major contractors, potential bidders, or sub-contractors – onshore and offshore – in order to gain an understanding of HSSE performance and exposure • Conduct special verification work in those cases where a remediation plan is approved for a particular contractor ©2007 BP International Limited EXECUTE • Continue with additional verifications, where relevant, in order to ensure that the main contractors have established similar minimum HSSE requirements for the pre-qualification and selection of their sub-contractors, and in particular to those that will perform work at BP control boundary sites MPcp HSSE Guidelines 105 construction contractor HSSE management - roadmap Selection DEFINE TENDER • Tenders and contracts should clearly define HSSE requirements, including the processes for verifying compliance and include key HSSE documentation REVIEW • Assess whether bidder’s proposals against acceptance criteria or model answers have been met and provide final HSSE assessment results • Verify suitability of the bidder’s HSSE Plan • Verify bidder’s compliance with the Golden Safety Rules and where appropriate check that an improvement plan has been prepared • Endeavour to hire contractors with Control of Work (CoW) programmes that are as protective, or more protective, than the BP Group Standard for CoW and encourage those who not have such a programme to adopt one Pre-mobilization DEFINE DEFINE (cont.) DEFINE (cont.) EXECUTE SUBCONTRACTORS • Verify that the selected contractor has established similar minimum HSSE requirements for the pre-qualification of their subcontractors and in particular those who will perform work at BP Control boundary sites AWARD • Ensure significant weighting in the overall evaluation criteria for the HSSE element and in relation to the level of risk • Carry out pre-award meetings, internally as well as jointly, with the selected contractor in order to clarify and further assess suitability of contractor’s HSSE plans • Provide feedback to contractor on evaluations results of their proposal and request an improvement plan where necessary • Conduct special verification work in those cases where a remediation plan is approved for a particular contractor • Conduct additional verifications, where relevant, to ensure that the main contractor has established similar HSSE selection criteria and requirements of their sub-contractors, and in particular those that will perform work at BP control boundary sites • Require Bidders to disclose all relevant subcontractors working within the boundary of BP control and implement appropriate processes to ensure subcontractors conform to BP’s HSSE requirements DEFINE (cont.) MPcp HSSE Guidelines EXECUTE • Once contracts are awarded and prior to mobilization, review the Contractor’s HSSE plan and ensure fit for purpose and in alignment with BP expectations EXECUTE (cont.) • Conduct a Pre-mobilization Review to ensure that all necessary HSSE plans are in place prior to mobilizing the BP project team to the site • Make a formal ‘go’ or ‘no go’ decision to mobilize endorsed by the appropriate level of management • Establish performance and compliance monitoring arrangements, e.g develop leadership performance contracts with contractor senior management • Establish a kick-off meeting protocol for key sites that involve personnel from base offices and site teams, including sub-contractors • Ensure that Contractor discloses all relevant sub-contractors working within the boundary of BP control and implements appropriate processes to ensure sub-contractors conform to BP’s HSSE requirements • Implement Emergency Response Strategy and verify contractor’s compliance with requirements, conduct first table top or emergency drills • Management to ensure that HSSE expectations are clear at the outset for major activities and a plan is implemented to build communications and teamwork with the contractors involved • Refine/review and update HSSE risk assessments for the Execute stage including mitigation measures • Ensure that an HSSE Plan is developed to manage HSSE risks during mobilization and construction • Ensure that Contractor Control Plans have been developed and contractor has adequate plans in place to comply with the environmental and social commitments made in the ESIA commitments register • Develop and document an Emergency Response Strategy that addresses company interfaces with contractors, accountabilities and primacy, bridging documentation and drills with relevant scenarios that consider country capability 106 construction contractor HSSE management - roadmap ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines 107 construction contractor HSSE management - roadmap Mobilization DEFINE EXECUTE construction contractor HSSE management - roadmap De-Mobilization DEFINE • Identify all HSSE legal requirements pertinent to demobilization of equipment and personnel • Continue to hold site HSSE kick-off meetings and involve sub-contractors whenever relevant EXECUTE • Continue to provide suitable manning levels including HSSE personnel • Continue HSSE site-specific training and induction • Confirm that an HSSE Plan is being implemented to manage risks during mobilization Execution DEFINE EXECUTE • Clearly define site boundaries, interfaces, and authorities during contract execution for all contractors involved in Execute stage activities • Refine/review and update HSSE risks assessments for the Execute stage, including mitigation measures Final Evaluation and Close-out DEFINE EXECUTE • Conduct and document a joint evaluation of the company and the contractor’s HSSE performance • Implement the BP CoW Standard for all contractors and subcontractors who perform work on BP premises • Promote adoption of the BP CoW Standard by companies working on behalf of BP on non BP remises • Confirm that the HSSE Plan is being implemented to manage risks during construction • Continue with emergency response drills • Monitor and audit Contractors’ HSSE performance and review on a regular basis during contract execution 108 MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines 109 resources 9.1 Projects Cyber Librarian The Projects Cyber Librarian administers the Projects Library and Shared Learning System (SLS) The Projects Cyber Librarian is available to assist any user: • • Navigate the guidance, templates, tools and examples in the Projects Library Find relevant lessons and information in the P&E SLS The Projects Cyber Librarian is also available to assist: • • Network Leaders locate, develop and organize contents in the Projects Library and the P&E SLS Project teams set up their local Shared Learning Systems Contact the Projects Cyber Librarian at GHouPELibr@bp.com 9.2 HSSE Training A high level overview of HSSE is provided in the Project Management College in the ‘Projects the BP Way’ course The PMC also offers instructor led training in HSSE These courses are offered as part of their curriculum on specialized topics and is aimed initially at an internal audience of participants from the Project Management community at BP desiring to improve their practical competency in the application of HSSE practices Visit http://projects bpweb.bp.com/pmc to get a complete listing of the training offered 9.3 Tools and Examples The companion CD to the HSSE Guidelines contains numerous tools and examples from BP Major Projects worldwide that will assist the user in implementing these guidelines Many of these tools and examples are available at the ETP & Projects Library accessible via the ETP Projects Homepage at http://etp.bpweb.bp.com/ ©2007 BP International Limited MPcp HSSE Guidelines 111 terms & definitions C&EA Communications and External Affairs function Category A Project Category A refers to high sensitivity projects with the potential, using a Precautionary Principle (see definition), to have chronic or irreversible adverse impacts on sensitive environments Category B Project Category B refers to medium sensitivity projects whose potential adverse impacts on the environment are generally localised, reversible, and in most cases, where mitigation measures can be designed more readily than for Category A projects Category C Project Category C refers to low sensitivity projects likely to have minimal or no adverse environmental impacts (e.g projects located in previously or currently developed and developing areas, where there is significant precedence and prior experience, and where the environmental risks are low and manageable) Circles of Influence Circles of Influence describes what the project will ‘control and record’, ‘track and influence’ and ‘monitor and engage’ Competency and Training Delivery Plan The Competency and Training Delivery Plan defines how the project will ensure proper processes to demonstrate and record the skills and abilities of a workforce Construction HSSE Plan The Construction HSSE Plan is a potential subset of the Project HSSE plan that defines HSSE expectations, organization, and HSSE procedures, facilities, and processes to be used during project construction The plan defines management systems for construction safety including HSSE responsibilities, subcontracting strategy, assurance processes and the relationships between the client, construction contractor and subcontractors Construction Stage HSSE Review (Construction Stage PHSSER) The Construction Stage HSSE Review is a Project HSSE Review (PHSSER) conducted during the Execute Stage (construction phase), typically soon after commencement of significant piping installation This PHSSER should be conducted at the construction site ©2007 BP International Limited MPcp HSSE Guidelines 113 terms & definitions terms & definitions Control of Work (CoW) Standard The Control of Work (CoW) Standard focuses on the safe execution of workplace activities The standard covers five key areas: planning a task, assessing and managing risk, controlling the work, capturing learning, and stopping work that is unsafe A total of 12 elements are included within these areas CRR Continuous Risk Reduction is a Major Accident Risk (MAR) process requirement The following is an interpretation of GP 48-50 requirements: During all phases, opportunities for risk reduction will arise as more detailed design decisions are made These should be explored by the design teams involved as an integral part of the approach to design hazard management and suitable measures included to reduce risk The objective is to achieve a MAR profile that is below the ‘Group Risk Reporting’ line for the type of project concerned A demonstration is made (by design) to show that major accident hazard effects and risk are reduced to a level where further expenditure on additional hazard management measures would be disproportionate to the benefit achieved DHM Design Hazard Management is the method of achieving Design Safety through management of hazards ‘Managing’ hazards involves eliminating or minimizing major accident hazards at source and preventing those that remain from becoming major accidents It also involves the provision of sufficient design integrity to control the consequences of a major accident to reduce severity and potential escalation, while providing mitigation and protection for personnel and key facilities from the effects (e.g heat, smoke, gas, toxic fumes etc.) Environmental Impact Assessment (EIA) or Environmental and Social Impact Assessment (ESIA) Environmental Impact Assessment (or Environmental and Social Impact Assessment) is a formal process used to predict the environmental and social consequences of all stages of any development project EIA (or ESIA) is a process that attempts to identify, predict and assess the likely consequences of proposed development activities EIA (or ESIA) ensures that the potential problems are foreseen and addressed at an early stage in the project planning and design GVP Group Vice President Hazard Register A Hazard Register is a document summarising the major accident hazards and the design measures in place to manage them Health Impact Assessment (HIA) A Health Impact Assessment is a combination of procedures, methods, and tools by which a policy, programme or project may be judged as to its potential effects on the health of a population and the distribution of those effects within the population HMP Hazard Management Process HSSE-MP The HSSE Management Plan describes the organization and HSSE management systems implemented to manage HSSE risks and deliver the HSSE goals and targets Human Factors (HF) Human Factors are the environmental and organizational job factors and human, individual characteristics which influence behaviour at work ISD Inherently Safer Design is the design principle of reducing the risk of harm to personnel, assets and the environment by means of underlying design integrity and layout ISO 14001 ISO 14001 is one of the ISO 14000 series of standards, an international series of standards detailing Environmental Management System requirements for organizations to help minimise the harmful effects on the environment caused by their activities, and to deliver continual improvement of their environmental performance Golden Rules of Safety The Golden Rules of Safety are the key safe work practices that are rigorously followed by BP employees and contractors performing work on behalf of BP 114 MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines 115 terms & definitions terms & definitions MA A Major Accident is a serious accident arising from a Major Accident Hazard (MAH), including: (a) a fire, explosion or the release of a dangerous substance involving death or serious personal injury to persons on the installation or engaged in an activity on or in connection with it (b) any event involving major damage to the structure of the installation or plant affixed thereto or any loss in the stability of the installation (c) the collision of a helicopter with the installation (d) the failure of life support systems for diving operations in connection with the installation, the detachment of a diving bell used for such operations or the trapping of a diving bell or other sub sea chamber used for such operations (e) any other event arising from a work activity involving death or serious personal injury to five or more persons on the installation or engaged in an activity in connection with it MAH A Major Accident Hazard is an identified hazard capable of causing a Major Accident (MA) These are defined under the following categories: Controllable Hazard, Evacuation Hazard, Catastrophic Hazard MAH Management Major Accident Hazard Management includes the methods employed to reduce the probability of a MAH occurring, and to limit the potential effects should an accident occur MAR A Major Accident Risk (see GP 48-50) is the result of frequency of occurrence and potential consequences arising from realisation of the Major Accident Hazard (MAH) MAR Process The Major Accident Risk Process is the risk assessment process required for all projects, usually at the final selection of the design concept to be carried forward, or early in the Define stage 116 MPcp Major Projects Common Process is a set of project guidance that codifies best practice and enables knowledge and lessons to be shared OMS Framework The OMS Framework describes the elements of operating that the local OMS will address It is a process required to deliver continuous improvement in the elements of operating and the role of standards and practices in the local OMS PEP The Project Execution Plan is a document developed during the Select stage which defines key strategies and plans necessary to complete the Define and Execute stages of the project Where the technical definition describes what is to be designed and built, the PEP describes how it is to be designed and built PHSSER Project Health, Safety, Security and Environmental Review is a seven-stage process required by the BP Group Integrity Management (IM) Standard and linked to the CVP stages, which provides external reviews of Health, Safety, Security and Environmental (HSSE) activities of projects PHSSER provides assurance to management that projects are setting appropriate HSSE standards and meeting those standards Ref BP ETP GP 48-01 Primary Health Care Primary Health Care is health services provided outside hospital by medical practitioners and community health services Project Gatekeeper The Project Gatekeeper is the individual responsible and accountable for the decision made at the end of each CVP stage This person also secures resources and funds for the next stage of a project, once it is approved or sanctioned to move forward MOC Management of Change is a formalized process for managing and controlling changes in a project’s scope and execution plans Public Consultation and Disclosure Plan (PCDP) The Public Consultation and Disclosure Plan is a plan for the project stakeholders, which sets out BP’s approach to consultation and communication, that will be conducted through the EIA process(es) It covers complete details regarding what information will be disclosed, including what relevant languages, by what means, and at what time; and how the public’s comments will be addressed in the project’s design and execution MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines 117 terms & definitions terms & definitions Risk Assessment A Risk Assessment is the process of estimating the probability of an incident occurring; estimating the magnitude of the resulting impact, including environmental impact; and making a judgment about the significance and reasonableness of the risk Risk is a function of both probability and consequence Sensitivity Sensitivity is a qualitative assessment of the potential risk to the environment as a result of the impact of our operations with respect to our ability to manage those impacts SGVP Senior Group Vice President S&O Safety and Operations function SCDM (Protective Systems) Safety Critical Design Measure is defined in the E&P Integrity Management Segment Implementation Guide as ‘safety systems, devices, and controls which are designed to prevent, detect, control or mitigate a major accident, or facilitate the escape and survival of people (e.g ISD measures, Prevention of Ignition, Fire & Gas Detection, ESD System) Note: ‘Protective Systems’ referred to in The E&P Integrity Management Segment Implementation Guide are the same as the SCDM Stakeholder A Stakeholder is a person, group, or business unit that has a share or an interest in a particular activity, set of activities, Project or Operation Traction Traction is a global database for management of work-related incidents SCE The Safety Critical Equipment is the individual tagged items of equipment within each Safety Critical Design Measure (SCDM) or Protective System, which must be identified in the operational maintenance matrices (e.g Maximo) as critical to the function of an SCDM Only those items of equipment that could cause serious impairment or failure of an SCDM should be regarded as critical Note: The E&P Integrity Management Segment Implementation Guide does not provide a clear definition of SCE, but states that the most critical of the items identified as important to the function of SCDM (Protective Systems) should be classed as Safety Critical Equipment Secondary Health Care Secondary Health Care is hospital-based care used when capabilities of primary health care are exceeded Sensitive Areas Sensitive Areas are areas of land and sea which have been designated, or are generally recognized, as being of particular biological, geological, topographical, historical, cultural, or spiritual importance or which have particularly significant or unique socio-economic conditions 118 MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited MPcp HSSE Guidelines 119 ©2007 BP International Limited All rights reserved This document is the confidential and proprietary property of BP and is provided solely for use within BP by its employees or contractors having a confidential relationship with BP Use or reproduction of this document is only by permission of BP and only for the purpose or project for which it is disclosed and authorized BP makes no warranty or representation as to the accuracy, completeness, or usefulness of the information contained in the document, or that the same may not infringe any third party rights BP assumes no liability for any damages that arise from the use of information contained in this document EPTF Projects & Engineering BP Exploration Chertsey Road Sunbury on Thames Middlesex TW16 7LN Date of publication March 2007 ... held accountable for HSSE performance HSSE is integrated into everything ©2007 BP International Limited MPcp HSSE Guidelines 13 HSSE - summary HSSE - summary HSSE Management HSSE Management describes... everywhere Level – The HSSE Strategic Knowledge Areas MPcp HSSE Guidelines ©2007 BP International Limited ©2007 BP International Limited HSSE Guidelines book The HSSE Guidelines are structured... the departure does lead to improved practice ©2007 BP International Limited MPcp HSSE Guidelines MPcp guidelines – overview MPcp guidelines – overview Knowledge Areas HSSE Leadership HSSE Management