Safety Net Model: Grid-Based HSE Risk Management Integration with Twin Orientations

Oilfield service companies, like oil and gas producers, use Health, Safety and Environment Management Systems (HSE MS) to implement their HSE policies and continuously improve their HSE performance. With the tragic event in the Gulf of Mexico in April 2010, the implementation of an HSE MS in offshore oil and gas operations moved from a recommended practice to a regulatory requirement. Never has the need for HSE management systems and the alignment between operators and service companies’ HSE MS been more critical. Additionally, companies grow by acquisition and organically. In the case of acquisitions there are typically different HSE policies, management systems and cultures. True continuous improvement can only take place when the two cultures, and the tools used to drive those cultures, are harmonized. Any system must be both robust yet flexible enough to adjust to changing regulatory and business requirements. This paper reviews the experience of a major oilfield service provider in harmonizing several HSE management systems, from both prior independently operating divisions and a major acquisition. This harmonization includes consolidation and alignment of standards and best practices across multiple product lines, manufacturing, research and development, as well as operations and maintenance. Timing allowed the organization to also ensure the alignment with new and existing regulatory requirements, industry standards, and client expectations globally. The new regulations require the ability to demonstrate employee competence in assigned tasks. To ensure alignment with the enterprise competence management program when assessing competence for HSE-related tasks, HSE training professionals worked side by side with HSE subject matter expert professionals during the harmonization process. Use of process improvement teams consisting of HSE professionals from varied geographic operational units and business segments ensured a comprehensive review of client and government requirements, as well as incorporation of cultural and business needs. Finalization of the HSE MS operational controls included review by business leaders expected to implement the harmonized HSE management system. Providing them the opportunity to have input into the process is crucial to their ownership and support of the final product.

This presentation will describe the Safety Management System that Azerbaijan International Operating Company (AIOC) has structured to assure that Company activities are performed in a manner that protects the public, the environment, contractors and AIOC employees. The Azerbaijan International Oil Company is a consortium of oil companies that includes Socar, the state oil company of Azerbaijan, a number of major western oil companies, and companies from Russia, Turkey and Saudi Arabia. The Consortium was formed to develop and produce a group of large oil fields in the Caspian Sea. The Management of AIOC, in starting a new operation in Azerbaijan, recognized the need for a formal HSE management system to ensure that their HSE objectives for AIOC activities were met. As a consortium of different partners working together in a unique operation, no individual partner company HSE Management system was appropriate. Accordingly AIOC has utilized the E & P Forum "Guidelines for the Development and Application of Health Safety and Environmental Management Systems" as the framework document for the development of the new AIOC system. Consistent with this guideline, AIOC has developed 19 specific HSE Management System Expectations for implementing its HSE policy and objectives. These specific expectations are the key elements under which HSE standards and operating procedures are developed. As AIOC operations increase and expand; additional standards and procedures will be progressively implemented based on a prioritized risk assessment. The objective is to establish and continue to maintain operational integrity in all AIOC activities and site operations. An important feature is the use of structured Safety Cases for the design engineering activity. The basis for the Safety Cases is API RP 75 and 14 J for offshore facilities and API RP 750 for onshore facilities both complimented by "Best International Oilfield Practice". When viewed overall, this approach provides a fully integrated system of HSE management from design into operation.

Summary Injuries, spills, and service-delivery failures often are the result of poorly managed risk and inadequate planning. At their worst, the incidents cost lives, cause environmental damage, and result in financial liability and poor public perception of the company and the industry. To mitigate risk and plan for zero-defect production, functional management systems have been created. These management systems are very well-established and have improved performance within the specific function. However, deployment of these systems can create organizational misalignment, prioritization chaos, and divide scarce resources. Integrating health, safety, and environment (HSE) and quality into a process-based system reduces or eliminates these problems and creates a seamless method of delivering superior performance. Introduction Deficiencies in the quality-planning process can lead to loss of sales, customer complaints, and product liability.1 The same holds true for HSE planning and execution. A failure in these areas can also cause loss of life and damage a company's reputation within the community. Preventing these failures is necessary not only for competitive survival but also is a moral obligation. Organizations need structured systems to manage change and direct focus. Misalignment of organizational goals leads to confusion and an inability to meet baseline performance standards. Implementation of a structured or formal management system can drive organizational alignment, policy, strategic deployment, and continual improvement. For HSE, the management system helps maintain regulatory compliance and reduces the potential for accidents, injuries, and releases. Use of a management system also leads to significant cost savings for the company, reaching the multi-million-dollar range.2 Functional Management Systems Tacit knowledge and management by objective created an environment in companies where the focus was on the function rather than the process. Post-failure evaluations and reactionary change were the standard for improvement. The organizational need to capture and quantify success, correct systemic failure, and create minimum guidance for expectations led to a rethinking of how business perceived quality and HSE. Management systems, such as Intl. Standards Organization (ISO) 90003 and 14000,4 Eco-Management Audit Scheme,5 British Standard BS 8800,6 American Petroleum Inst. (API) RP 757 and Spec. Q1,8 and E&P Forum,9 were developed in response to these issues. Specifically, the need to reduce variance, capture knowledge, and build on best practices for HSE and quality were key factors addressed in these systems. A well-designed and deployed management system bridges the gap between functional compliance and organizational systemic performance. However, existing separate quality and HSE management systems do not facilitate creation of common aligned objectives for the organization. Nor do they illuminate the interrelations and interfaces between functions within the processes required for delivery of systemic performance. The goals of each function are not required to support those of the processes, and they often end up dividing the resources. Occurrence of an event that requires a hand-off between functions usually halts activities while the transition is being made. This slows down the flow of work and is confusing to all levels of the organization. Multiple, functional systems have the following problems.They create redundancy of effort, and therefore are inherently inefficient.10They are perceived by both management and the work force as bureaucratic and not helping the process.11Because they focus on compliance rather than being systems focused, they become relegated to the professional quality, safety, or environmental expert.The organization could be found in compliance by regulating authorities and still have catastrophic failures.12 Background In the early 1990's, Halliburton Energy Services began piloting ISO 90003 and an HSE management system. Three problems came to light during implementation. The first was that operational resource constraints occurred with implementation of two separate systems at the same time. The second problem arose because the two systems had standards that had very similar intentions but were not aligned with the way work was performed. This was confusing to those implementing the systems, as well as to those performing the task. The third was that, with implementation of two separate systems, quality and HSE were still seen as separate activities and not a part of the work process.

KOC commenced preparation of Integrity Management (IM) System Standard & Guidelines in 2003. The IM system implementation sits under HSE umbrella at present and compliments the existing HSE management system policy and procedures. KOC operations assets include North Kuwait (NK), WK, S&EK, Gas Operations/Management and E&PD (Exploration & Petroleum Development). Major Projects are also managed by TSD (Technical Service Directorate) & Controlling Teams including Inspection & Corrosion. Initially, a set of six critical areas for IM implementation was agreed with the operating assets and KPIs (key performance indicators) were defined accordingly. These comprised of chemical management system, safety critical equipment, emergency shutdown system testing, fire & gas detection system, replacement of pipelines temporary clamps with permanent ones and procedure for control & monitoring of safety overrides equipment. Previous integrity related incidents were analysed to identify the immediate and root causes and a basket of IM KPIs was prepared accordingly. The analysis also included the minor incidents, near misses, unsafe acts & conditions and lessons learned from inside and other Oil & Gas companies. Each asset selected a number of KPIs as applicable to the nature of their operations and prepared a 3 years rolling plan accordingly. Each asset monitors implementation of their selected KPIs and quarterly performance reports are compiled in an auditable manner. Achieved KPI targets are sustained for continuous improvement cycle & new KPIs are introduced into the IM basket as/when identified. IM system has now focused on PSM (process safety management) related aspects and incident prevention. Although the HSE management system has been focused on personal safety, IM/PSM system is aiming to enhance the process safety and prevent PSM related incidents. This provides a more holistic approach to enhance personnel responsibilities, competency development, safety critical equipment identification & respective PM (preventive maintenance) plans and incorporation of Inherently Safer Design (ISD) principles in project concepts to prevent loss of containment.

Summary In modern world the well acknowledged tool for management in industrial and environmental safety, and occupational health are the management systems conforming to ISO 14001 "Environmental Management System" and OHSAS 18001 "Occupational Health and Safety Management Systems" International Standards. Amid the increasing competitive ability and global financial crisis, it is very important to be able to assess the efficiency of investments in HSE activities aimed at mitigation of Company’s negative impact upon the environment and personnel. When developing such a system of economic assessment, the author has analyzed different methods applied for environmental performance assessment and has studied thoroughly the requirements of ISO 14031 "Environmental Performance Evaluation" International Standard. Based on mathematical and statistical methods, the author has elaborated an HSE performance evaluation system which enables to assess efficiency of HSE activities performed in the company. This evaluation system assumes differentiated approach to assessing all kinds of negative impact on the environment and the personnel of the company with application of input and output cost indicators. In compliance with ISO 14001:2004 and OHSAS 18001:2007 two kinds of impact on the environment and the personnel have been sorted out in Udmurtneft - environmental aspect and hazard to the personnel, correspondingly. The research paper contains the detailed calculation of efficiency of financial investments in the personnel hazard management "Feral-herd infections" in N company. This hazard is a top priority risk in the company since such infections are located in the region. High efficiency of the personnel infection risk mitigation activities was proved on the basis of mathematical method and risk mitigation results were demonstrated by the model risk matrix. Thus the developed HSE performance evaluation system enables to assess the effectiveness of HSE Integrated Management System on the whole and to allocate the financing wisely and implement risk management activities in the most successful way. Objectives of the research paper: –development of the HSE Integrated Management System efficiency evaluation system which would allow fulfilling several tasks:–optimization of planning the activities and financing;–providing visuality of HSE activity planning and assessment for the management team;–improvement of HSE management system;–providing transparency of HSE activity in the company.

Enterprise asset management (EAM) systems are used by asset owners and/or operators to manage the maintenance of their physical assets. These assets, including equipment, facilities, vehicles, and infrastructure, need maintenance to sustain their operations. An EAM system provides the means to have less unplanned downtime and extended asset longevity, which offers clear business benefits that improve the profit and loss statement and balance sheet. Particularly for capital-intensive industries, like drilling and exploration, the failure of on-time delivery of critical equipment or processes is disruptive and costs nonproductive time and customer satisfaction. Organizations understand these issues and employ an appropriate asset management system to engineer their asset maintenance and management. An EAM system is needed to manage the people, assets/equipment, and processes. EAMs are used to plan, optimize, execute, and track the needed maintenance activities with associated priorities, skills, materials, tools, and information. Similarly, nondestructive testing (NDT) is used as a tool for integrity assessment of assets in drilling and exploration. The main advantage of using NDT is that the item’s intended use or serviceability is not affected. The selection of a specific technique should be based on knowledge and skills that include design, material processing, and material evaluation. Validating the purpose of this paper, we emphasize the importance of optimizing the asset utilization and serviceability to enhance overall efficiency by integrating EAM software that manages assets, the operation management system (OMS) controlling the processes, and asset inspection management systems (AIMSs).

The implementation of performance management and appraisal system in any organization is to accomplish its strategic goals and objectives. The foundation of any organization is the performance management system (PMS). Organizations would not be able to survive if workers did not perform their assign duties. Organizations would be competitive and productivity would rise if workers gave their best effort. Performance appraisals (PA) are seen to be a useful Human Resource Management (HRM) tool that measures the standards that any organization or company sets for its workers by monitoring each worker’s performance in relation to the organization’s objectives. In Gombe State Treasury, staff evaluation performance is conducted manually which result to a lot of problems such as data inconsistency, inadequate storing of posting history, limited accessibility and flexibility among others. To address these issues online appraisal system was developed and implemented in the organization using water fall model as the adopted methodology and it is evaluated by distributing questionnaires to the staff and the management, analysis was carried out based on the defined hypothesis to see the impact of the system in the ministry which was found that the system has significant impact in conducting the appraisal exercise on both the staffs and the management as such it overcome the mentioned challenges faces during the exercise. The new system was designed to be more effective and productive for conducting staff appraisal exercise, eliminating all types of delay and tension. This research work made use of data collected from the organizations materials and journals from various authors and software was developed to effectively achieved aims of the research. The implementation of the system was carried out using PHP, JAVASCRIPT, CSS, APACHE and MYSQL for the database was carried out in the research. The system will automatically reduce the time and effort in the process. The system also evaluated by the staff of the organization and the data collected were analyzed and concluded that the system has significant impact in conducting the process based on the defined hypothesis.

Objective To explore the method and effects of construction of operating room information management system based on Healthcare Information and Management Systems Society 7 (HIMSS 7) standards. Methods There were problems in traditional operating room information management system analyzed by department of anesthesiology and operating, Xuanwu Hospital, Capital Medical University. The operating room information management system was reconstructed and applied based on HIMSS 7. The process included nursing recording electronically, completing tripartite check and confirmation by using USB key or digital authentication software, viewing electronic medical record in nurse operator interface, realizing drug closed-loop management by importing intelligent medicine cabinet, informationalized pathology management, landing integration platform by single-point and so on. Results Reconstruction of system met the demands of HIMSS 7 hospital level judgment, reduced the workload of medical staff and improved work efficiency. Conclusions Reconstruction of operating room information management system based on HIMSS 7 standards can improve the work efficiency of staff in operating room and enhance perioperative safety factor of patients. Key words: Operating rooms; Information management systems; Healthcare Information and Management Systems Society 7 standards; Perioperative safety

Having an HSE Management System is a globally accepted requirement. Unfortunately many exist in paper or electronic form only. Some are used only as marketing or promotional tools, with little real use in the workplace. Thus, the real power of an HSE Management system is rarely realized. Internal HSE Audits, the expectation of customers, clients and regulatory authorities anticipate the Management System to be real and active. The INTEQ Division of Baker Hughes used a creative approach to turn the ideals and expectations of the enterprise's HSE Management System into simple workable applications that effectively identify and have produced top performance in standard HSE Performance Metrics. Where the application has been applied, operations undergoing HSE Audits have met all corporate HSE management and application expectations and received the highest ranking in audit results. The application tools are described which turn the expectations of the HSE Management System into practical, value-added activities.

Human factors and process safety management (PSM) have become key factors in preventing exposure to both hazardous materials and major accidents. Therefore, comprehensive process safety management is required to address all aspects of human factors. Currently, there are several‐process safety management models all of which have some weaknesses with respect to the control of human factors inherent in the process industry. Moreover, there is as yet no universally accepted process safety management model that treats process safety management as an integral part of the management system. Therefore, a need has arisen to integrate human factors and the existing frameworks and models into a single integrated management system to ensure a holistic approach of control and a continuous learning system. This article identifies the missing human factors in the current system and describes an integrated process safety management system (IPSMS) model drawn from screening all existing PSM frameworks, while integrating the Human Factors Analysis and Classification System (HFACS). The model, which adopts the PLAN, DO, CHECK, and ACT framework, also outlines an implementation strategy. We conclude that IPSMS provides both a theoretical and a practical framework with which to manage, measure and analyse process safety management systems. © 2017 American Institute of Chemical Engineers Process Process Saf Prog 37:67–85, 2018

The paper is devoted to the development of strategic management systems for companies and organizations to solve two problems that are typical for the current level of these systems: insufficient synchronization of strategic management systems with operational management systems and insufficient adaptability of strategic management systems to changes in external environment. To solve the first problem, for each category of objects in the operational management system is proposed to use a separate internal perspective in strategic management system. To solve the second problem, for each internal perspective is proposed to include in the system one additional external perspective reflecting the state of the environment. The problem of strategic management is formulated as the problem of Systemic Learning. To solve it, a combined active-passive algorithm of Systemic Learning is proposed. The presence of the passive component is due a lot of time between the individual decision making (month, quarter), during this time complex calculations can be performed. For a set of scenarios with a relatively high probability, all states and possible transitions between them will be calculated for entire depth of the forecasting period. To ensure high adaptation to changing of external conditions, the developed algorithm has an active component. After each step, information on trends, target values of indicators and probability of scenarios are updated, sets of initiatives may be changed. The architecture of the system’s prototype capable of implementing the proposed ideas contains two parallel running On-Premise instances of the strategic management solution as well as additional modules for Systemic Learning algorithm execution and scenario network’s maintenance.

PurposeThe purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes into organisational routines.Design/methodology/approachThe paper suggests the use of insight models based on the combination of lean PM tools and system dynamics (SD) modelling. Based on a number of exemplary cases, the paper discusses the potential benefits of these models, in respect to four specific contexts: artisan, new company start-up, established firm and micro-giant company. Related to such contexts, the research identifies: needs or priorities, and obstacles or impediments to pursuing business survival and development.FindingsThe conceptual framework discussed in the paper discloses a quite original empirical basis to outline lean dynamic PM systems that may provide entrepreneurs with a set of key-performance drivers that help them to prioritise action, in each of the four analysed contexts.Originality/valueGrowing interest in adopting lean PM models in small and micro-firms appears in the recent PM literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting lean PM system design.

Performance appraisal and performance management were one of the emerging issues since last decade. Many organizations have shifted from employee's performance appraisal system to employee's performance management system. This paper has focused to study the evolution of employee's performance appraisal system, critics the system suffered and how the performance management system came to the practice. The main purpose of this paper is to differentiate these two systems, employee's performance appraisal and management system. This paper uses a review of the literature to evaluate the development of appraisal system and argues the critic areas of appraisal system. The review identified as advancement in the management field and growing complexity in corporate sectors demand more capable HR, so mare appraisal of employee's performance is not sufficient. Employee's contribution should be aligned with organizational objectives and strategy. Performance management eliminates the shortcomings of performance appraisal system to the some extent.

Next generation services are a trend that places emphasis on providing value-added services. This trend remains a challenge to telecommunication operators who in an effort to survive and remain relevant, now have to contend with managing their existing network-based services as well as their new application-based next generation services. A critical implication is that operation management systems, which used to be network-centric, now have to be migrated into application-centric systems in support of next generation services. Consequently, this paper discusses the requirements of an operation management system for managing service resources in the application layer of an NGN architecture. Additionally, this paper presents an efficient approach to managing the resources of next generation services. To validate the applicability and efficiency of the approach, we present a prototype implementation, so-called application service management system (ASMS) and share some useful insights that can help to improve resource management system architectures for next generation services.

Purpose The literature highlights the relevance of performance measurement and management system in small and medium enterprises (SMEs) to face the current competitive environment. However, a number of studies investigate how performance measurement and management system is effective for evolving and how contingency factors could influence this change. Newer experiences are sporadic and rarely investigated by researchers and practitioners. The purpose of this study is to identify the feasible evolutionary path of performance measurement and management system in leading SMEs to respond to current business challenges. Furthermore, it aims to contribute to the understanding of the role of key contingency factors influencing this evolution. Design/methodology/approach A longitudinal case study, based on retrospective and real-time investigations, is performed to investigate the primary evolutions of the performance measurement and management system and its key determinants. Findings The findings highlight two evolution paths, increasing the maturity of performance measurement. The first path highlights a strong command and control of performance management; the second path shows a democratic and participative of performance management. Moreover, management information system, organizational culture and management style are highlighted as key contingency factors in the change of performance management. Originality/value The authors contribute to knowledge in performance measurement field, showing how the efforts for developing performance measurement and management system in a leading SME could determine two different evolutionary paths. Furthermore, the paper describes the increasing role of organizational culture, management style and management information system in performance management evolution, as well as the relevance of online chats and social media in performance management activities.