Next_generation_operations_safety_tcm4-384096 by DNV Columbus

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Next generation operations safety

www.dnv.com/energy

Go strong.

05-2009. Design: Coor Graphic Services 0904-023. Print: Grøset Trykk AS Front cover Charles Thatcher/Stone/Getty Images, p2 DNV, p7 DNV, Øyvind Hagen/StatoilHydro, p8 Dag Myrestrand/StatoilHydro, p10 Creatas/JupiterImages, p12 DNV, p14 Designimations, p16 OLF

DNV serving the energy and process industries

DNV provides world-class expertise in technology, operations, management and risk. We combine our know-how into a professional service concept designed to safely improve the performance of your business. So you can go strong on all dimensions.

| CONTENTS | SERVICES OVERVIEW ► Next generation operations safety SAFETY BARRIER & BOW TIE ANALYSIS ► Can you trust your safety barriers? SAFETY CULTURE ► Reaching health and safety excellence WEB BASED DELIVERY ► Harnessing the web to improve operations safety GAMING TOOLS ► Learning through serious gaming INTEGRATED OPERATIONS ► Safer, faster and better decision making

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DNV SERVICES TO THE ENERGY INDUSTRY

► ► ► ► ► ► ► ► ►

Enterprise Risk Management SHE Risk Management Technology Qualification Verification Offshore Classification Asset Risk Management Training IT Risk Management Certification

Next generation operations safety

TARGET SEGMENTS Through these services, our teams of highly qualified professionals deliver cutting-edge solutions to customers across the industry: ► Deep and ultra-deepwater field development ► Floating offshore installations ► Fixed offshore installations ► Offshore and onshore pipelines ► Natural Gas/LNG ► Refining and petrochemicals ► Wind energy ► Power generation and transmission ► Carbon capture and storage ► Arctic operations and technology

While tremendous progress has been made within design safety and occupational safety during operations, major accidents still continue to occur in the upstream and downstream industries. Most of these accidents did not result primarily from deficient design, rather it was operations safety degrading its control of threats inherent in the operation. Major opportunities exist for a step change in safety performance matching achievements already achieved in occupational safety.

Achieving a step change in operations safety DNV applies the latest techniques to ensure that facilities are aware of all key operational and mechanical integrity requirements, and that risks are rigorously controlled. We have assembled and developed a range of current best practices and novel ideas from around the world with the objective of taking operations safety to a new level. Our operations safety services range from barrier and bow tie analysis to risk based safety management systems and safety culture, to web based delivery, to computer gaming tools for training and integrated operations management.

THE BUSINESS LIFE CYCLE

DNV â&#x20AC;&#x201C; assisting companies in the energy industry along the entire life cycle to safeguard and improve business performance PROJECT PHASES:

DNV ENERGY DELIVERIES:

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OPERATIONS SAFETY DNV can help you move towards increased safety awareness at all levels of your operations.

The key current issue in Safety, Health and Environment (SHE) is one that has been persistent for over 20 years - reducing the number of major accident events. Highly publicised major accidents, both onshore and offshore, continue to demonstrate that industry successes in improving occupational safety have not been mirrored in major accident performance. DNV can help you move towards improved safety performance in your operations through enhanced safety barrier management and staff awareness.

Typical recent serious major accidents or near misses capable of total loss include: ► Visund - flare drum fatigue failure, line rupture, 900kg/s, not ignited ► Snorre TLP, reopened old problem well, potential loss of control, only just saved ► China blowout and H2S release 100+ fatalities ► BG Rough – major leak, ignited ► Texas City – start-up and instrumentation barriers failed allowing relief of process liquid through a vent resulting in a vapour cloud and explosion ► Buncefield – a storage tank overfill, followed by vapour dispersion, blast impacts and a major pool fire with smoke plumes visible all over southern England. While all of these accidents or near misses were difficult events, a deeper focus on managing operational controls such as

technical and human barriers, management systems and safety culture might have prevented most of these from occurring. APPROACH At DNV, we recognise that in order to improve operational safety performance, and to try to decrease the occurrence of major accidents we need to think differently and do new things. Hence a strategic project was initiated to assemble and develop bestpractice operations safety services. Sites all over the world were visited and best practices in operations safety collected. In addition, DNV surveyed external contacts including members of the Baker Panel, Norwegian offshore safety specialists, employees from, for example, BP Corporate, DuPont, Zadco, and Petronas. Nine

Systematic Cause Analysis Technique for ISRS7 (International Safety Rating System) Description of event Type of Loss:

People Property

Health Safety

Process/Business Reputation

Environment Quality

Evaluation of loss potential if not controlled Loss Severity Potential High Moderate Low

Unlikely (e.g. <1 in 50 years)

Likelihood of Event Recurring Likely (e.g. 1 in 10 years) Very Likely (e.g. >1 in 1 year)

Type of event 1. 2.

Struck Against (Running or Bumping Into) (See ICs: 1, 2, 4, 5, 6, 9, 12, 13, 14, 21, 22, 23, 24, 27, 29, 30, 37) Struck By (Hit By Moving Object) (See ICs: 1, 2, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 17, 18, 21, 22, 23, 24, 27, 30, 37) Fall from Elevation to Lower Level (See ICs: 2, 5, 6, 7, 9, 10, 11, 12, 13, 14, 15, 21, 22, 23, 29, 31, 34, 37)

4. 5. 6. 7.

Fall on Same Level (Slip and Fall, Trip Over) (See ICs: 4, 8, 9, 11, 12, 13, 14, 15, 17, 23, 28, 29, 30) Caught In (Pinch and Nip) (See ICs: 5, 6, 9, 13, 14, 15, 17, 21, 22, 23, 32) Caught On (Snagged, Hung) (See ICs: 4, 5, 6, 8, 9, 10, 13, 14, 15, 16, 21, 23, 33) Caught Between or Under (Crushed or Amputated) (See ICs: 2, 3, 5, 6, 8, 9, 10, 13, 14, 15, 16, 17, 20, 21, 24, 27, 32, 34, 35)

10.

Contact With (Electricity, Heat, Cold, Radiation, Caustics, Toxics, Biological and Noise) (See ICs: 2, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 21, 22, 23, 24, 27, 28, 29, 30, 31, 32, 33, 37)

Abnormal Operations , (See ICs: 1, 2, 6, 8, 9, 10, 12, 13, 14, 15, 16, 17, 18, 23, 24, 27 30, 31, 32, 33, 34, 35, 36) 12.

11.

Product, Process Nonconformities (See ICs: 1, 2, 5, 6, 8, 9, 10, 12, 13, 14, 15, 16, 17, 18, 19, 20, 23, 24, 27, 29, 30, 32, 33, 34, 35, 36, 39, 41) Overstress, Overpressure, Overexertion, Ergonomic (See ICs: 2, 4, 5, 6, 7, 8, 9, 10, 13, 14, 15, 16, 17, 18, 19, 24, 27, 33, 35, 37, 39, 40, 41) Equipment Failure (See ICs: 1, 4, 6, 8, 14, 16, 20, 23, 27, 30, 31, 32, 33, 35, 36, 37, 41)

13. 14.

Environmental Release (See ICs: 1, 2, 5, 6, 8, 10, 13, 14, 15, 16, 17, 18, 19, 20, 23, 27, 28, 30, 31, 32, 33, 34, 36, 38, 40, 41) Customers/Stakeholders Complaints (See ICs: 1, 3, 4, 5, 6, 8, 9, 11, 13, 14, 16, 17, 18, 19, 20, 21, 22, 23, 25, 26, 28, 29, 30, 31, 32, 33, 34, 35, 36, 38, 40, 41)

Immediate/Direct causes SUBSTANDARD ACTS 1. Operating Equipment Without Authority (See BCs: 2, 4, 5, 7, 8, 9, 13, 14, 16) 2. Failure to Warn/Secure (See BCs: 1, 2, 3, 4, 5, 6, 7, 8, 9, 11, 14, 15, 16, 17) 3. Failure to Allocate Resources (See BCs: 1, 2, 3, 4, 5, 6, 9, 10, 11, 12, 13, 14, 16, 17, 18) 4. Operating at Improper Speed (See BCs: 2, 3, 4, 5, 6, 7, 8, 9, 10, 13, 14) 5. Making Safety Devices Inoperative (See BCs: 2, 4, 5, 6, 7, 8, 9, 10, 18) 6. Using Defective Equipment (See BCs: 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 18) 7. Failure to Use PPE Properly (See BCs: 1, 2, 3, 4, 5, 7, 8, 9, 11, 12, 13, 14, 15, 16) 8. Improper Loading/Placement/Lifting (See BCs: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14) 9. Improper Position for Task (See BCs: 1, 2, 3, 4, 5, 6, 7, 9, 10, 13, 14, 16)

10. Servicing Equipment in Operation (See BCs: 3, 4, 5, 6, 7, 8, 9, 10, 12, 13, 14, 15, 16) 11. Improper Employee/Management Behavior (See BCs: 2, 3, 4, 5, 7, 8, 9, 14) 12. Under the Influence of Alcohol and Other Drugs (See BCs: 1, 2, 3, 4, 5, 7, 8, 9, 14) 13. Using Equipment Improperly (See BCs: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 13, 14, 15, 16, 18) 14. Failure to Follow Procedure/Policy/Practice/Values and Working Permits (See BCs: 1, 2, 3, 4, 5, 6, 7, 9, 11, 14, 17) 15. Failure to Identify Hazard/Risks (E, Q, S, H, Process and Business) (See BCs: 3, 4, 5, 6, 7, 9, 10, 12, 14, 17, 18) 16. Failure to Check/Monitor (See BCs: 2, 3, 4, 5, 6, 7, 9, 10, 12, 13, 14, 15, 16, 17, 18) 17. Failure to Analyze React/Correct (See BCs: 1, 2, 3, 4, 5, 6, 7, 9, 13, 14, 16, 17, 18) 18. Failure to Communicate/Coordinate (See BCs: 3, 4, 5, 7, 9, 10, 16, 17)

19. Failure to Identify Customer and Stakeholder Expectations (See BCs: 5, 6, 7, 9, 11, 14, 16, 17) 20. Failure to Identify and Dispose Nonconforming Parts/ Materials (See BCs: 5, 6, 7, 8, 9, 11, 14, 15, 16, 17) SUBSTANDARD CONDITIONS 21. Inadequate Guards or Barriers (See BCs: 5, 9, 10, 11, 12, 13, 15) 22. Inadequate or Improper Protective Equipment (See BCs: 5, 7, 8, 9, 10, 11, 12, 13, 15) 23. Defective Tools, Equipment or Materials (See BCs: 8, 9, 10, 11, 12, 13, 15) 24. Congestion or Restricted Action (See BCs: 9, 10, 11, 14) 25. Inadequate Communication with Employees, Customers or Stakeholders (See BCs: 2, 3, 4, 5, 6, 7, 9, 11, 13, 14, 16, 17, 18)

26. Failure to Reach Business Goals and/or Objectives (See BCs: 5, 6, 7, 9, 10, 11, 12, 13, 14, 16, 17, 18) 27. Inadequate Warning System (See BCs: 8, 9, 10, 11, 12, 13, 15, 16) 28. Fire & Explosion Hazards (See BCs: 5, 6, 7, 8, 9, 10, 11, 12, 13, 15) 29. Poor Housekeeping/Disorder (See BCs: 7, 8, 9, 10, 12, 14, 16) 30. Inadequate Quality/Safety/Health and Environmental Exposures (See BCs: 5, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16) 31. Presence of Harmful Materials (See BCs: 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16) 32. Inadequate Instructions/Procedures (See BCs: 5, 6, 7, 9, 10, 14, 16) 33. Inadequate Information Data/Indicators (See BCs: 5, 6, 9, 10, 11, 12, 16) 34. Inadequate Preparation/Planning (See BCs: 5, 6, 7, 9, 14, 16)

35. Inadequate Support/Assistance/Resources (See BCs: 7, 9, 11, 12, 16) 36. Inadequate Communications Hardware/Software/Process (See BCs: 7, 9, 10, 11, 12, 13, 15, 16) 37. Road and Weather Conditions (See BCs: 5, 7, 8, 9, 10, 12, 13, 14, 15, 16) 38. Inadequate Identification of Regulations/Industry Codes and Permits to Operate (See BCs: 5, 6, 7, 9, 10, 12, 14, 17 ,18) 39. Inadequate Design Preparation/Planning (See BCs: 5, 6, 7, 9, 10, 11, 13, 14, 16, 17, 18) 40. Failure to Comply with Customers and Stakeholders Requirements/Complaints (See BCs: 4, 5, 6, 7, 9, 10, 11, 12, 13, 14, 15, 16, 17) 41. Inadequate EQSH System (See BCs: 5, 6, 7, 9, 10, 11, 12, 13, 14, 16, 17, 18)

© COPYRIGHT 2007 Det Norske Veritas Ltd. All rights reserved. No part of this publication may be reproduced, transmitted or copied in any form or by any means, including photocopying. SCAT_isrs7 rev2.2

DNV’s Systematic Cause Analysis Technique (SCAT) chart is just one tool used to improve operations safety. It is a quick and systematic approach to deriving lessons learned from incidents and near misses.

projects were selected from 21 projects to form our new operations safety services offering. The developed projects and the resulting services are outlined in this brochure. By applying risk based methods, in-depth industry insight and advanced software tools, we ensure that threats are identified and risks are managed in a cost-effective manner. We work with you to develop, implement, maintain and continually improve best practices in managing operational safety risks. We design our approach in a manner totally governed by these issues, applying the full range of DNV’s capabilities and experience. EXPERTISE DNV combines technical expertise and advanced risk methodologies with management consulting skills to provide a professional, cross-disciplinary service concept. Our team of highly qualified engineers, economists, psychologists and human factors experts, supported by an excellent portfolio of risk assessment software, provides a unique ability to offer risk services to cover your needs. We serve international clients from offices around the world, and we invest heavily in research and development, working closely with industry and safety, health and environmental authorities. SOLUTIONS Our operations safety services include: ► Safety barrier methods ► Safety Management Systems/ safety culture ► Web based delivery ► Gaming tools ► Integrated Operations

Next generation operations safety

BENEFITS Our customised and integrated solutions can help you: ► Increase operations safety performance ► Ensure sustainable culture improvement ► Focus on the most important issues ► Boost communications Working with us, you share in DNV’s reputation for independence and integrity, and our worldwide network provides you with up-to-date, best-practice advice.

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Can you trust your safety barriers?

Safety barrier & bow tie analysis

Safety barriers are physical or nonphysical means planned to prevent, control, or mitigate undesired events or accidents. If important barriers fail to provide the protection expected, either because the barrier was degraded or the accident sequence was unanticipated, it is likely that a major accident will occur. At DNV, we see barrier diagrams as a key means of communicating, measuring and assessing operational and safety risk management performance.

SCAT + BARRIERS A bow tie diagram is a barrier method that shows how all threats on the left hand side can propagate through a “top event”, usually a loss of containment event, and become consequences on the right hand side. Barriers prevent the propagation and the bow tie approach documents each barrier and its effectiveness, its owner, and also the means to keep it functioning through life.

CASE:

STATOILHYDRO GROUNDBREAKING BARRIER EVALUATION

DNV was engaged to provide support in Statoil’s roll-out and implementation of the TTS (Teknisk Tilstand Sikkerhet - Norwegian for technical condition safety) process. Following successful implementation, Norsk Hydro showed interest for using a similar approach at their facilities. DNV developed a similar process for Hydro based on TTS (with Statoil’s consent). The TST (Teknisk Sikkerhetstilstand) process was launched in Hydro in 2003. Following the merger between Statoil and Norsk Hydro, StatoilHydro is still using the process under the name TTS. The method examines in detail the design, condition and operation of 22 critical

safety barrier systems. The methodology has been continuously improved and fine-tuned over the years to incorporate the experiences and lessons learned from the implementation process on installations on- and offshore. The TTS process has attracted a lot of attention in the oil and gas industry in Norway and is referred to as “pioneer work” and “groundbreaking” by Norwegian authorities. Other companies working on the Norwegian Continental Shelf have also shown interest in the StatoilHydro experience.

APPROACH Typical barrier approaches include the Swiss Cheese, Layers of Protection, and the Bow Tie barriers models. These are frequently used to understand better the full range of critical safety controls deployed, whether these are sufficient for the potential risk, and to communicate this effectively to all staff and management. DNV has developed an integrated approach to Bow Tie barrier analysis that delivers significant value. Our approach assesses preventive controls before the event and mitigation controls after the event. It considers the full range of controls deployed, wider in extent than, for example, the Layer of Protection Analysis (LOPA) methodology.

Reactive barriers

Preventative barriers

Threat 1

HAZARD

Consequence 1

Threat 2

Top event

Consequence 2

Threat 3

Consequence 3

The Bow Tie demonstrates the complexity of major accident hazard risk management and how the barriers relate to each other.

DNV’s Systematic Cause Analysis Tool (SCAT) has been updated to address process safety issues and safety barriers and to provide an ongoing measure of barrier performance. It combines immediate and root cause analysis with barrier effectiveness. This can correct any initial over-optimistic or over- pessimistic effectiveness assessments and ensures that barriers of sufficient reliability are continuously deployed. The SCAT system is designed to be completed by supervisors rather than specialist accident investigators. Thus compared to other more complex systems, more incidents can be investigated to root causes and results obtained sooner. When used in conjunction with bow tie analysis, deficiencies

with barriers obtained from one incident can be projected to other bow ties employing similar barriers. Revising barrier scores reveals potential accident routes requiring more careful operations management. This is a quick and systematic approach to deriving lessons learned from incidents and near misses. T-RATE CONCEPT The T-rate concept, developed in association with Norsk Hydro, now StatoilHydro, is a Key Performance Indicator (KPI), designed to manage and sustain technical safety at an advanced level at any site, installation or plant. T-rate is tailored to minimise the probability of major accidents and disasters by systematically reporting and evaluating the status of available barriers, inspections executed and overrides performed. This systematic approach provides a foundation for monitoring and continuous improvement, in addition to a solid basis for decision making and budgeting priorities. SIS BASED BARRIERS Many facilities now employ Safety Integrity Systems (SIS) with nominated Safety Integrity Levels (SIL) to achieve desired safety levels. The calculation of SIL level is often difficult for complex arrays of safety devices. DNV has developed an easy to use but numerically accurate approach in the ORBIT SIL software. BENEFITS Taken together these barrier approaches deliver much deeper understanding of operational controls than previously was available. The approaches are usable singly or in combination depending on the site needs and potential risks. When managers say they are managing their hazards, they can now do so with real confidence and an ability to back this up with verifiable detail.

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Safety Management Systems/safety culture

A key finding of the Baker Panel report was the need for companies to pro-actively manage and sustain a desired safety culture, establishing process safety as a continuous priority at all times. DNV has developed an approach which combines the best of behaviourbased approaches with management programmes for safety culture which are customised to the needs of individual companies and their traditions.

CASE:

GLOBAL MINING COMPANY REACHING HEALTH AND SAFETY EXCELLENCE

To reach excellence in health and safety, a large global mining company, engaged DNV to assist in implementing a comprehensive risk-based health and safety management system and culture enhancing programme with emphasis on behaviour-based methods. The programme of “Excellence in Health and Safety” started with the involvement of around 15,000 employees at some of the company’s major sites. The programme is aligned with the company’s corporate vision of becoming internationally recognised for excellence in health and safety.

This is a natural follow-up of the policy of “zero accident”, “zero sickness” and “zero loss” which has been implemented in recent years. Important aspects in the DNV approach to culture include an equivalent focus on management and workforce behaviours, embedded in an ongoing management system, and linkage to sound behaviour principles supported by demonstrated research success. DNV’s risk-based safety management system approach in ISRS7 contributed significantly to the programme and ensured linkage to global standards (ISO, OHSAS, PAS, etc).

Reaching health and safety excellence

APPROACH DNV deploys a four stage process when assisting organisations in improving their safety culture. This process consists of diagnosis, solution development, implementation, and maintaining a sustainable culture. It also incorporates training, focus groups and questionnaires, promotional campaigns, management mentoring, staff training, and observation systems. DNV has a long history of support for enhancement of company safety management systems. We have developed the International Safety Rating System, now at version 7 and this incorporates nearly 30 years of deployment experience combined with close customer feedback. The latest version fully integrates risk identification, assessment and management as integral elements of the management system and conforms to best practice as outlined, for example, by the Center for Chemical Process Safety (CCPS). A process safety management extension of ISRS7 verifies performance against US OSHA Process Safety Management (PSM) regulations and EU Seveso Safety Case requirements. The ISRS7 protocol can be customised easily and companies can set their own performance expectations and longer term improvement goals against a 10 point rating standard. A full suite of tools support ISRS7 – training courses, audit protocols, audit tools, and accident investigation systems. An advantage of the ISRS7 process is that as it is a standardised system, it allows benchmarking against other sites of the same company or against peer groups in industry. DNV acknowledges that not every company may wish to adopt a standard solution such as ISRS7. For this reason, DNV can also develop a fully customised management system, matching company traditions and expectations, perhaps integrating all aspects of health, safety and environment and asset management into a single system.

Where appropriate elements of ISRS can be selected, but so can pre-existing management system elements and industry best practice models from other sources. DNV tools such as Protogen and Summit combine all these into an effective management system. Deployment tools such as facilitation workshops, leadership and champions mentoring, and best practice solutions from a DNV book of knowledge, allow clients to build an effective internal team to drive the process. Most companies spent considerable sums on developing and enhancing their PSM programmes 10-15 years ago, but the high number of major accidents shows this has not paid off in the longer term due to loss of momentum on the programmes and lack of integration of all the aspects of major hazard management. BENEFITS

► A fully integrated approach linking safety

management systems, risk assessment, asset integrity, and safety culture programmes into a single programme ► Clear definition of safety barriers – technical, human and system – with nominated ownership, improvement programmes and monitoring systems for effectiveness and linking these to management systems and culture programmes ► Adopting a modern approach to safety culture that combines behaviour approaches with culture management programmes and emphasises the necessary roles of every staff member at all grades in achieving the safe system performance desired ► A means to reinvigorate existing programmes that may not be delivering benefits commensurate with their cost.

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Web based delivery

Good design safety can be achieved using the traditional engineering approach of detailed technical analysis, risk assessment and prioritised recommendations presented in a paper report and communicated to a handful of decision makers. However, DNV believe this approach is not sufficient for operations safety. In this domain, everyone needs to know what is important, who is responsible, and what must be improved. This calls for a novel solution.

Harnessing the web to improve operations safety APPROACH The web-based interface solution is a powerful vehicle for communicating to everyone on a company intranet all the safety information they need to do their job effectively. The interface is customised for each individual including site managers, superintendents, supervisors, crafts and operators. Each worker has a different page communicating critical and appropriate information relevant to them. Traditional permission systems allow access and modification rights to a wide variety of documents, reports, spreadsheets, presentations and databases. Using the new Microsoft SharePoint 2007 environment, DNV integrates these traditional capabilities with full web functionalities such as news feeds, blogs, wikis, and powerful graphics. In addition, the environment incorporates hazard risk registers and bow tie barrier results; for instance, key barriers, owners, status of the barrier improvements, and barrier performance. An advantage of this approach is that most companies already implement the SharePoint system and thus adoption of this solution involves minimal IT challenges and maximises utilisation of pre-existing office documents. SharePoint 2007 operates in both the XP and Vista environments.

CASE:

GASCO ANYTIME ANYWHERE ACCESS TO SHE REPORTS & PROCEDURES

GASCO faced challenges in managing and regulating their SHE documents, collaborating between their assets and creating SHE reports. DNV provided a solution by taking into consideration the growing importance of Information Technology (IT) in today’s businesses by developing a SHE Case Intranet Portal using GASCO’s existing IT infrastructure. The intranet portal includes the following key features: ► SHE information: GASCO users can now share SHE information in an intuitive, userfriendly manner.

► Document management and collaboration: Using customised Microsoft Office SharePoint features, authorised GASCO employees can now distribute and regulate SHE documents using an automated workflow. ► Electronic reports: Portal users can generate accurate customised SHE reports within a few mouse-clicks through an intuitive interface. It could take several days to generate similar reports using traditional methods.

BENEFITS The positive impacts include: ► Better control and collaboration across geographically dispersed team members through an automated, streamlined document control system with in-built business policies and work processes. ► Personalised interface for each specific user presenting the key information they need to do their job effectively, without swamping them with all the SHE information available, but still allowing access if they seek it. ► Knowledge sharing through a userfriendly interface presented in an interesting, fun manner appealing continually to a broad range of employees and contractors. ► Anytime - anywhere access to SHE case reports and SHE critical procedures and documents. Reports are made accessible to authorised personnel across the intranet. ► Living SHE case process generation and proliferation of customised SHE cases from asset-owned hazard and effectsmanagement databases with a few intuitive mouse clicks. This has also helped the corporate client remotely monitor asset SHE performance. ► Intelligent search features as robust as any tool today on the internet, allowing rapid retrieval of even deeply rooted important safety information. ► Fewer paper documents to get lost or present outdated information, making for less clutter and contributing to the company environmental policies.

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Learning through serious gaming

Computer gaming tools

Many traditional training courses, especially relating to mechanical integrity and process safety management, tend to be lecture dominated and hard for many nonspecialist staff to properly understand. This means the benefits of these programmes and their importance in day-to-day operations are not properly communicated. DNV has developed more creative “fun” approaches for training in these subjects using gaming tools.

APPROACH For mechanical integrity and process safety, we have developed a new game called “Manage or Damage”. This is designed as a 2 day training event with the majority of time spent playing the game rather than in lectures. A student team would manage a simple but realistic process plant, simulated as a computer model with full cost functions and degradation mechanisms. They can try numerous strategies for reliability, safety management, and safety critical systems with the aim of achieving operational excellence at minimum cost. As in real life, weaker strategies can win on occasion, but a simulation function allows re-running their strategy many times and the true performance for a wide range of demands becomes apparent. The real winning strategy will be one that combines all the elements of a modern asset management programme with careful control on cost. FIRE TRAINING Many operating sites require their staff to have some fire training every year. This can be expensive and in some cases hazardous. An alternative is a fire fighting game with the objective of providing some understanding of what the fire team must do, not actually to train fire fighters.

In this game a tank fire scenario starts as a small rim seal fire, but over time expands to a full surface fire. Players control the fire fighting response including: ► searching for an injured employee in ► deploying fire appliances ► connecting hoses at appropriate locations

Outcomes may be: ► successful rescue of injured employee ► failure to manage tank yard flows resulting overflow and fire escalation ► failure to cool adjacent exposures and fire escalation to another tank ► extinguishing the fire or not depending on whether sufficient foam sticks were deployed.

Safe

► using hoses for adjacent tank cooling ► managing tank fuel flows to avoid overflows and to de-inventory the tank ► launching a foam attack on the tank.

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DESIGNIMATIONS FIRE FIGHTING FOR FUN AND LEARNING

DNV has worked with a game development company, Designimations, to produce a prototype fire fighting game. The site is generic but can be customised to a specific location with modest effort and the fire scenario can be changed to meet issues of greater relevance to a particular site.

e s m en t m

CASE:

ions excelle rat n e p itical sy c r c O st ty fe manage e ty Process operations

Gaming path by student

The “Manage or Damage” training journey building from basic operations, reliability, safety and PSM management, hardware barrier management, verification etc., to being part of operations excellence.

DNV has used modern “first-person shooter” gaming technology to develop a tank fire game that requires the player to rescue an injured employee, initiate a fire response, cool exposed neighbouring tanks, control tank levels to minimise loss, and finally to apply a foam attack. Many practical issues in logistics are addressed and winning isn’t easy.

DNV would work with clients to develop training scenarios relevant to their site as the gaming tools can recreate any site geography. Training can be at a simpler level – from just applying water deluge, or organising correct evacuations, to trying out different extinguisher types on various fires to see their relative effectiveness. BENEFITS

► Enhance training by using gaming tools ► Increase the effectiveness of training by

that new, younger staff are familiar with

switching from a lecture focus to a doing focus by simulating real facilities ► Improve the diversity of training types by employing a range of approaches ► Demonstrate comprehension of the course material by actual results and foster a positive competitive spirit within the group.

| NEXT GENERATION OPERATIONS SAFETY | PAGE 17 ► Services Overview ► Safety Barrier & Bow Tie Analysis ► Safety Culture ► Web Based Delivery ► Gaming Tools ► Integrated Operations

Integrated Operations

Integrated operations (IO) are a key element in the future of the oil and gas industry. New technology and new work processes will lead to safer, faster and better decisions by enhancing communications between field and office based personnel. The result is a potential for considerable value creation and the opportunity to enter new, pro-spective areas. Combining competence in technology and management consulting, DNV is well placed to assist the oil and gas industry with the introduction of such new technology and work processes.

CASE:

JOINT INDUSTRY PROJECT INTEGRATED OPERATIONS (IO) IN THE HIGH NORTH

Oil and gas operations in remote and harsh areas tend to place heavy demands on communication links and information flow. Connecting and integrating business processes and information sources across organisational boundaries add to the complexity. Furthermore, operations in the high north require a lot of attention to environmental aspects, as there is zero tolerance for environmental hazards in such vulnerable areas. The joint industry project, ‘IO in the High North’, a unique collaboration between the IT, defence, and oil and gas industries in Norway, aims to

facilitate the implementation of next generation integrated operations, by developing a common digital platform to allow for efficient and effective information exchange in remote and hazardous areas. The project, managed by DNV, will produce new technology for a digital infrastructure and information extraction and retrieval platform. Improved solutions for pilots including a semi-autonomous control system for unmanned drilling rigs; regularity and security in the Arctic regions; and sub-ice operations will be developed as part of the project.

Safer, faster and better decision making

Integrated Operations, DOFF, Smart Field, iField, and eField are all names used by different oil and gas companies to describe the developments where extensive use of communication technologies and strategic use of information plays a core role in solutions for improved production, increased oil recovery and reduced operating costs. An enhanced degree of human collaboration supported by modern technology, use of real-time, integrated data for wells and equipment and closed-loop feedback cycles between operations and planning are crucial elements when the industry seeks to implement integrated operations. One industry vision is of oil and gas operations where more extensive human collaboration goes hand in hand with more autonomous systems and changed models for risk sharing among the different organisations involved. One of the biggest hurdles to this is people change management whilst at the same time ensuring that operational safety levels are (perceived as) at least as good as they used to be. APPROACH DNV’s wide range of operations safety services and accompanying tools are highly relevant to companies introducing modern integrated operations. To enhance operations safety within IO DNV applies its best practices and tools in services such as: ► Risk Management systems for IO organisations ► Work process mapping and organisational development related to IO ► Change management for IO operators ► Work place design and ergonomics ► Human factors - function and task analysis for IO control and operations room.

BENEFITS Solving challenges such as insufficient integration across departments and disciplines, and difficulties in absorbing large flows of information are essential to enhance the quality of decision making. The benefits of the IO development are promising but demands are also made on the industry as a whole in order to implement holistic risk management philosophies that suit the IO setting. The IO partners believe that there can be major improvements in operational efficiency and simultaneously in safety. This is partly through the demanning of the operational facility and partly through enhanced problem solving with the new tighter working relations possible between operators, supervisors and engineering and maintenance specialists who can now teamwork in larger meeting spaces in a manner not possible before.

DNV locations DNV serves the energy industry from more than 40 primary locations worldwide. In addition, we draw on DNVÂ´s entire worldwide network of 300 offices in 100 countries.

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