alignment - australia's drilling industry health safety ... · pdf fileno. of shell vps:...
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Alignment
2
Objectives
Understanding of the project importance
Building a common HSE culture
Setting targets
Creating ownership and personal Action Plans
Attendance
No. of workshops/attendants: 30+/750
No. of managers/Contract Holders: 80
No. of Contractors: 18
No. of Shell VPs: 8
Building the culture
3
Contractor alignment workshop to build The HSE Culture
Shell and Contractor on boarding workshops:
• Line managers & Contract Holders
• Shell and Contractor Supervisors
• Contractor Crews
Integrated Team workshops for Logistics
3rd Party Service Contractor crews
Leader in innovation Floating LNG Game-changer World First
FLNG Design : 700mmSCF/d Dry Gas, 40k bpd condensate
Lifespan of 25 years.
Designed to tap stranded gas
Global FLNG opportunities
480m long / 74m wide
600,000 tonnes when loaded
6x heavier than Nimitz class aircraft carrier
FLOATING LNG FACILITY, largest floating structure
Australian Safety performance lags….
We want to be acknowledged as Australian industry’s safety
leader
Source: NOPSA
Procedures not followed
Poor management systems
Design specifications incorrect
Procedures wrong
Inadequate training/understanding
NOPSEMA Root causes
• Which is the largest incident contributor? • Rank them all
Exercise - What behaviours do we expect of each other
Everyone • will stop work activities if I believe
there may be an uncontrolled risk to
people and environment.
• understand my responsibilities and
will notify my supervisor if I don’t
understand job requirements.
• only undertake tasks for which I am
competent and only use equipment
for which I am trained.
• will use the safety systems (JSA,
work instructions, STOP, PTW etc.)
to the required standard.
• am able to describe and apply my
Safety Case HSE critical tasks.
• will comply with the Life Saving
Rules
Crewmates • ??? • ??? • ??? • ??? • ???
Supervisors • ??? • ??? • ??? • ??? • ???
Managers • ??? • ??? • ??? • ??? • ???
Supporting behaviours of Supervisors Respect – treat people the way you would like to be
treated
Honesty
Discuss the job with work team
Be realistic in job time frames to do jobs right the first time
Support workers choice to stop the job
Be open minded - not judgemental
Show genuine care for people by understanding staff: Moods / personalities
Problems at home
Ask questions
Be supportive
No harassment or discrimination
Be competent as a Supervisor
Open door policy – be approachable
Experience and knowledge passed down – shared
Comply – policies, rules, regulations – never tolerate people cutting corners
Intervene – stop the job, explain changes
Support the team
Give the time to complete the task in the safest way
Job oversight
Direction of task
Communication – filter
Level headed
Task oriented
Understand Safety Case
Enforce high standards of housekeeping
Morale boosting pre-starts
Understand what each task entails
Understand laws and regulations
Be able to mediate situations with different personalities
Pass on information as soon as they receive it – don’t let rumours start
Flow of information – eliminate ‘need to know’ mentality
Programme
18
Technical training Behavioural trainingPalta & Prelude: Project Overview and Expectations Shell VP engagementShell: Vision, Values & Culture HSE: Hearts & MindsRisks & Barriers - Well control Bram: a life changing experienceLife Saving Rules & Golden Rules Individual and group decision making
Process Safety Everyone Is A Leader
Environment Experiential activity
Drops Experiential activity
Palta Prelude Wells Risk mitigations Safety Tools
Hazardous materials Safety Conversations and Observation Process
Temporary pipework Team Action Planning
Health (incl. Fatigue management) Conclusions & “Where to from here”
Lifting & Hoisting/supply management
Different programmes for different audiences
Executive coaching
Feedback
From: Far Spirit - Bridge [mailto:Farspirit.bridge@farstadship.com] Sent: Thursday, 20 September 2012 12:00 PM Subject: Far Spirit - SDA Induction initiatives
Gentlemen,
I was often quizzed during the 2 day induction on the merits of having the induction and whether its going to be useful.
Well, a week into our swing after the induction, I can report that I can already see a whole lot of positives. For one, none of us have attended such an interaction with the Charterers before. What the induction did was clear any doubts whatsoever on what is required of us as a service provider and, more critically, the Charterers are going to back us up in putting safety to the forefront. I think it is an excellent initiative to include complete team and not only the management core group.
What this brought to this swing is a breath of fresh air. Proactive Safety and the change in the mindset is evident. I have seen 2 x Stop-Jobs already. Safety Observation Cards has brought out a hidden aspect in everyone’s mindset where everything is seen in the light of safety evaluation (5 issued). It has been voiced very clearly to me by the boys that they do need to spruce up and they will. The pledges are posted at key locations. In concise, a welcome positive change in the basic attitude of the thinking grain.
I must congratulate SDA, FSIP and especially Hans, on this initiative which is bearing fruit.
Best regards,
Ken Chaddha
Master, m.v. FAR SPIRIT 19
This is now my 3rd engagement with Farstad following the Contract kick-off meeting and 2 days at The Vines, and I am humbled by the respect that they have shown towards Shell. Thank you guys for that, I appreciate it... Schochy Michael Schoch Vice-President Production
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