CHS 5141 : INDUSTRIAL SAFETY

CHAPTER 1 HEALTH SAFETY & ENVIRONMENT MANAGEMENT SYSTEM (HSEMS)

PETRONAS Management Training Sdn Bhd 2007. All right reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or means (electronic, mechanical, photocopying, recording or otherwise) without the permission of the copyright owner.
PMTSB 2007

COURSE OBJECTIVES
To enable participants to be able to explain on the needs for structured HSE management in PETRONAS businesses
To enable participants to describe PETRONAS HSE Management System and its elements To enable participants to apply the principles of HSE Management System in their day today work activities

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A GLOBAL CHAMPION MUST ACHIEVE SUSTAINABLE HSE EXCELLENCE

PETRONAS Corporate Agenda

A Global Energy Champion known for its resilience and distinctiveness

Driving HSE Excellence

Key HSE Initiatives

HSE Performance Highlights

Strategy to Achieve HSE Excellence

GHSED Vision

HSE Excellence In 2012, PETRONAS is the safest place to work in the Global Energy Industry with ZERO Incidents Culture and sustainable growth Safeguarding people, assets, environment and PETRONAS reputation wherever we operate through strategic HSE direction and solutions for business sustainability Strategy & Crisis Sustainable Assurance Performance Management Development
Strategic direction and policy development Performance assessment Recommendation of intervention plans Risk management Knowledge management

GHSED Mission

Triple Plus Elements

GHSED Roles

Effective management of crisis and emergencies

Sustainable development integrated into business excellence

Enhancement of HSEMS Continuous learning through assurance, incident investigations and sharing of lessons learnt

Leadership Development Capability Building Mindset and Behaviour Change

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BUILDING HSE EXCELLENCE REQUIRES SUSTAINED LEADERSHIP COMMITMENT AND RELENTLESS IMPLEMENTATION
HSE Excellence in the mind
HSEMS is functioning (assessment score of 3.0 3.5) HSE capabilities recognised regionally Independent HSE culture with individual HSE value Mature PETRONAS OH/IH Capability Framework Full compliance to PTS/Regulations both domestic and international Personal Health Program Framework & Fit-to-Work policies implemented at all domestic OPUs 60% Medical Emergency Preparedness Initiatives are implemented GHSE Forum receives international exposure and publicity GHSED information are available on a single platform (AXIS) Global HSE support capability HSEIMS in place to support HSE activities International exposure of Tuah & Zeto MEMS implemented consistently throughout PETRONAS Effective Group Crisis Management Plans in place Sustainable Development programs are fully implemented

HSE Excellence in the heart

HSEMS with continuous improvement (assessment score of 3.5 4.0) HSE capabilities recognised internationally Interdependent HSE culture focusing on team HSE value World Class Health Standards 100% Medical Emergency Preparedness Initiatives are consistently implemented GHSE Forum becomes premier international O&G conference Real-time and up-to-date HSE information accessible through AXIS globally

Zero Incident

HSE Excellence in pockets

HSEMS in place ( 2.5 3.0) HSE capabilities meeting current business needs Dependent HSE culture supervision and enforcement HRA/HIA at domestic OPUs Personal Health Program Framework & Fit-to-Work policies Group wide 40% Medical Emergency Preparedness Initiatives implemented GHSE Forum held regularly GHSED information/publicity resides on various platforms Public exposure to Tuah & Zeto Documentation management on ACD/POSS, training modules and appointment of focal person for each area of skill.

Level of Progress

Tuah & Zeto are international HSE icon MEMS commitment and ownership group wide Established experts in environmental management, crisis management, assurance and Corporate Sustainability Benchmarking against leading O&G companies Certification to International Standards through PETRONAS HSE MS

2001/2002 4

2008/2009

2009/2010

2010/2011

2011/2012
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Time

HSE GOVERNANCE IN PETRONAS

COMMITTEE
PETRONAS MANAGEMENT COMMITEE GROUP HSE COMMITEE HSE MANAGERS COMMITEE OPU HSE STEERING COMMITEE

KEY MEMBERS
Chairman: PRESIDENT Members: Management Committee members Chairman: Vice President Members: MD/CEO of OPUs

ROLES
a) Approve policy &strategic objectives b) Review Group HSE Performances a) Endorse HSE PTS b) Endorse HSE Programme and initiatives a) Discuss and communicate lesson learnt b) Share HSE information c) Internal HSE performance benchmarking

Chairman: SGM GHSED Members: HSE Managers of OPUs

Chairman: MD/CEO Members: Management committee members of OPUs

a) Approve OPU HSE policy & strategic objectives b) Review HSE performance c) Drive HSE performance improvement initiative
a) Communicate HSE information b) Conduct inspection in workplace c) Conduct incident investigations d) Highlight HSE issues to management
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OPU HSE COMMITEE

Chairman: Manager or supervisor Members: Staff of department/Shift

BUSINESS FRAMEWORK
Business & Political Environment

Business Objectives

Processes

Control Mechanism
Policy Organisation Procedures Supervision

Review & Appraisal

Control

Application

Business Operations

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BUSINESS SUSTAINABILITY

Resources Safeguard
Use properly

OPERATION
SAFE & EFFICIENT
Comply with legislation

Meet Customer Requirement

Provide correct 7 INFORMATION at the right time

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MANAGEMENT SYSTEM

A structured set of CONTROLS designed to ENSURE and DEMONSTRATE that Business Objectives will be achieved including continuous improvement of performance.

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OTHER MANAGEMENT SYSTEMS

Financial Mgt.Systems

Human Resource Mgt.Systems

Quality Mgt.Systems

Core Management Systems

Business / Operations Management System

HSE Mgt.Systems

Business Planning Systems

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PETRONAS HSEMS - DEFINITION

A set of CONTROLS which are used to PROACTIVELY MANAGE all the HSE HAZARDS and CONSEQUENCES which are associated with the BUSINESS activity as well as to provide ASSURANCE to all STAKEHOLDERS that HSE RISKS in the business are being MANAGED to a level that is AS LOW AS REASONABLY PRACTICABLE (ALARP)

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PETRONAS HSE MS - PRINCIPLES

Plan-Do-Check-Feedback PETRONAS Quality Principles Define Requirements Prevention Right things right every time Price of Non-conformance Proactive Leadership at all level ISO 9000/14000 Policy Organization

BUSSINESS CONTROL

Roles & Responsibilities Procedures & Processes Activities & tasks Supervision Appraisal & reviews

HSE MANAGEMENT SYSTEM

QUALITY MANAGEMENT PRINCIPLES

HAZARD & EFFECT S MANAGEMENT (RISK MANAGEMENT)

Proactive leadership at all levels Take initiative to take action within own capability Initiate and propose new ideas

IDENTIFY hazards ASSESS the risks Set up CONTROLS to reduce risk Plan for RECOVERY & mitigation

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HSE MANAGEMENT SYSTEM ELEMENTS

Leadership and Commitment
Policy and Strategic Objectives
Organisation, Responsibilities Resources, Standards and Doc.uments

Hazards and Effects Management Planning and Procedures Implementation & Monitoring Assurance Corrective Action

Monitoring Corrective Action and Improvement Corrective Action and Improvement

Management Review

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HSEMS 33 SUB-ELEMENTS
1)LEADERSHIP AND COMMITMENT
Visibility Pro-active in target setting Informed involvement

4)HEMP
Identification of Hazards & Effects Assessment Control Measures Recovery Measures Statutory HSE Risk Assessment Requirement

7)ASSURANCE
Assurance Plan Auditor Competency Contractor Assurances

2)POLICY AND STRATERGIC OBJECTIVES

Content of policy statement Dissemination Strategic objectives& HSE plan HSE programmes & activities

8)MANAGEMENT REVIEW
Review

5)PLANNING AND PROCEDURES

Asset Integrity Procedures and Work Instructions Management of Change Contingency and Emergency Planning Expectations

3)ORGANISATION, RESPONSIBILITIES, RESOURCES, DOCUMENTATION AND COMMUNICATION

Roles and Responsibilities (Organisational structure and responsibilities) Management Representative Resources Competence Contractors Communication Legal, standards and other requirements Documentation & Control - HSE MS

6)IMPLEMENTATION AND MONITORING

Implementation Monitoring Records Non Compliance & Corrective Action Incident Reporting & Follow Up

HSEMS ELEMENTS

HSEMS SUB-ELEMENTS

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ENHANCING EXISTING SYSTEMS TO A CONSISTENT AND INTEGRATED HSE MANAGEMENT SYSTEM

EXISTING SYSTEMS
SECURITY Policy EIA
PERMIT TO WORK

HSEMS
Leadership andCommitment
Policy and Strategic Objectives

HAZOP

Organisation, Responsibilities Resources, Standards and Doc.uments

SAFETY PLANS

Hazards and Effects Management

Planning and Procedures

Corrective Action

AUDITS

Implementation

Monitoring

Audit

Corrective Action and Improvement Corrective Action and Improvement

HRA

HSE Policy

OPS manual

Management Review

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KEY DECISIONS BY PETRONAS MANAGEMENT COMMITTEE

Adopt and implement PETRONAS Technical Standards (PTS) by May 13,1992
Domestic OPUs to attain HSEMS self assessment of 2.5 by end of 2005 International OPUs to attain HSE-MS self assessment of 2.5 by end of 2006 Domestic OPUs to attain HSEMS self assessment of 3.0 including Process safety aspect by end of 2008 (International OPU by end of 2009)
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Operating Unit (OPU)

Operating Unit (OPU)

Domestic & International Operating Unit (OPU)

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Element No. 1 Leadership & commitment

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EXPECTATIONS ON LEADERSHIP AND COMMITMENT

Visibility
HSE as first agenda of any meeting Chair HSE meeting Recognising HSE achievements Participating personally in HSE activities

Proactive in target setting

Seeking views from employees, contractors and benchmarking to develop HSE KPIs and targets Assigning and appraising staffs HSE KPIs Setting of minimum standards on HSE through HSE Letter of Assurance

Informed involvement
Tracking the progress of HSE MS implementation and providing feedback Prioritising appropriate resources and expertise to meet HSE KPIs and targets Conducting training in areas of expertise Being personally involved in HSE improvement efforts Attend training
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Element no.2

Policy and strategic objectives

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PETRONAS HSE POLICY STATEMENT

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HIGHLIGHTS OF HSE POLICY STATEMENTS

Compliance with laws, regulations and best practices Management and control of HSE risks Conservation of environment Commitment to HSE matters by providing adequate resources Preparedness to handle any emergency at all times Continual improvement in HSE management and performance by leveraging on people, process and Technology All employees and contractors to adhere to the intents of this policy

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EXPECTATIONS ON POLICY AND STRATEGIC OBJECTIVES

Content of policy statement
Consistent with PETRONAS Group HSE policy

Commitment to comply with applicable legislation, Prevention of pollution, and continual improvement Responsibility of line management in the execution of HSE policies HSE risks being assessed in business activities and interests of stakeholders Signed, endorsed and dated by highest authority at location

Dissemination of policy statement

Communicated to all employees and contractors. Readily available to the public in a language and format that is easily understood Records are retained to demonstrate that employees have received this information. All employees and contractors are informed of policy revisions

Strategic objectives
Consistent with OPUs HSE policy and commitments of PETRONAS Address HSE hazards and their effects to health, safety and environment and monitoring requirements Framework for setting and reviewing HSE targets in the HSE Plan to ensure continual improvement HSE initiatives accomplish short and long term HSE strategic objectives of OPU Both HSE strategic objectives and HSE initiatives are documented, available and maintained at each relevant function and level within OPU 21

PMTSB 2007

EXPECTATIONS ON HSE PLAN

Annual HSE Plan to meet company policy and continual improvement objectives One and five year targets Identify accountable parties Cover existing and future activities including anticipated legislative and standards requirements

Communicate HSE targets relating to the Company HSE Plan to employees

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Element No.3 Expectations on organisation, responsibilities, re sources , standards, documents and communication

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EXPECTATIONS ON ORGANISATION, RESPONSIBILITIES, RESOURCES, STANDARDS, DOCUMENTS AND COMMUNICATION

Well structured organization Clearly defined roles and responsibilities Resources Manpower Budget Assets Standards Accepted industry standards and practices Documentation Manual/procedures on managing documents/records Communication Meeting procedures Procedures on releasing information to internal/external stakeholders
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ASSIGNMENT OF RESPONSIBILITIES

Senior Management
HSE Policy HSE Objectives HSE Strategies HSE Mgt.System HSE Standards HSE Reviews

Operations/Technical Management
Establish structure to implement objectives Carry out RISK analysis & establish Controls Establish Procedures to ensure effectiveness of controls

Operators / Technicians/Contractor
Carry out activities to control hazards to prevent incidents Report incidents 25

Supervisors
Identify Hazards & Consequences Plan & implement activities Monitor & report performance
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EXPECTATIONS ON DOCUMENTATION & CONTROL

Be established for control, administration, communication and custodianship of documents Be described or reference the processes, documents and standards used to manage HSE

Be updated and upgraded in line with requirements for continual improvement

A DOCUMENT CONTROL SYSTEM

Ensure correctness of information and correct use of documents

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EXPECTATIONS ON COMMUNICATION
The hierarchy of HSE meetings information flows within the organisation shall be described All employees including contractors are aware of their HSE responsibilities Records of the HSE induction process are maintained

All employees are aware of key HSE information and expectations and know how to communicate their HSE concerns
Develop procedures for internal and external HSE communication and review periodically to address:

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HSE issues raised by stakeholder Registration and processing of public complaints Location and updating of HSE performance boards HSE performance targets in team and individual scorecards
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Element No.4
HEMP Hazard and Effects Management Process

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HAZARDS & EFFECTS MANAGEMENT PROCESS Identify

Are people, assets & environment exposed to hazards resulting from the companys operations?
What are the causes, consequences & effects? How likely is the loss of control? What is the risk & is it ALARP? Can the causes be eliminated? What controls are needed & are they effective? Can the potential consequences & effects be mitigated? What are the recovery measures required?
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Assess

Control

Recover

Are the recovery capabilities suitable & sufficient?

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HAZARDS & EFFECTS ANALYSIS MODEL

Threat 1

Consequence n

H A Z A R D X

Threat 2

Barriers
Threat 3

Top Event

Recovery Preparedness Measures Consequence 2

Consequence 3

Threat n

Consequence 1

C O N S E Q U E N C E S

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BARRIERS (GENERAL FAILURE TYPE)

Hardware (HW) Design Engineering (DE) Maintenance Management (MM) Procedures (PR) Error-enforcing conditions (EC) Housekeeping (HK) Incompatible Goals (IG) Communication (CO) Organization (OR) Training (TR ) Defenses (DF)

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Risk Assessment Matrix (RAM)

IMPACT
Severity People 1 Insignificant Slight Injury Slight Damage Slight Impact 2 Minor Minor Injury Minor Damage Minor Impact Limited Impact 3 Moderate Major Injury 4 Major Single Fatality Major Damage Major Impact Major National Impact 5 Catastrophic Multiple Fatalities Extensive Damage Massive Impact Major International Impact E5

Asset
Environment

Local Damage
Localized Impact Considerable Impact

Reputation Happens several times per year at location Happens several times per year in company Incident has occurred in our company Heard of incident in industry Never heard of in industry

Slight Impact

LIKELIHOOD

E Almost Certain

E1

E2

E3

E4

D Likely C Possible B Unlikely A Remotely likely to happen

D1

D2

D3

D4

D5

C1

C2

C3

C4

C5

B1

B2

B3

B4

B5

A1

A2

A3

A4

A5 PMTSB 2007

Element No.5
Planning & Procedure

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EXPECTATIONS ON HSE PLAN

Annual HSE Plan to meet company policy and continual improvement objectives

One and five year targets

Identify accountable parties Cover existing and future activities including anticipated legislative and standards requirements Communicate HSE targets relating to the Company HSE Plan to employees

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PMTSB 2007

EXPECTATIONS ON ASSET INTEGRITY

OPUs shall established and maintained procedures that ensure: clear defined responsibility for asset ownership All facilities are designed, constructed and commissioned in accordance with standards, codes and regulations by having CIMAH/HSE Case reports deviations from the design intent and/or the existing standards and codes require authorisation an auditable process of validation by engineers and supervisors of both the original design and subsequent changes

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EXPECTATIONS ON CONTINGENCY AND EMERGENCY PLANNING

Document and maintain plans for responding to abnormal situations and potential emergencies
Identify and document credible medical, operational, and environmental incident scenarios Comprehensive tiered emergency response plan, which is integrated with individual site plans and external agencies in compliance with relevant legislations and PETRONAS standards.

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HSE CRITICAL PROCEDURES

Permit to work Management of change Land transportation Confined space entry Excavation Isolation Lifting Working at height High pressure operations Handling of scheduled wastes and hazardous materials Radiation Working alone at remote/hazardous location

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Element No.6

Implementation and Monitoring

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EXPECTATIONS ON IMPLEMENTATION

Activities and tasks shall be conducted according to the procedures and work instructions
The HSE MS shall have documented procedures to verify implementation activities are in accordance to procedures and work instructions HSE critical activities with their performance indicators shall be specified in the HSE MS Manual Each critical activity shall be assigned to an accountable party who shall monitor and regularly report the performance of their activities using the indicators

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EXPECTATIONS ON PERFORMANCE MONITORING

Monitor HSE MS implementation through documented and current procedures Measure, record, track and report HSE performance vs. targets Monitor proactive and reactive statistics on a regular basis.

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Element No.7
Assurance

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AUDIT HIERARCHY
Tier 3 - Group HSEMS review to assess effectiveness of OPU management of HSE controls. External certificationreviews to validate OPU HSEMS included in this tier. Group reviews once every 3 - 4 years

Review coordinated by CHSE with parties external to OPU

Tier 3 Group HSEMS Review

Tier 2 Business Unit/ OPU HSEMS Review

Tier 2 - HSEMS review by Business unit or OPU management focussing on reviewing the HSE controls, plan and their effectiveness yearly

OPU Internal Reviews

Tier 1 COMPLIANCE to Legal requirements, procedures, standards, HSE Inspections, Unsafe Act/Condition inspections, Mgt. facility visits

Tier 1- Assessement of Compliance to Procedures, Standards and Legislation , HSE Inspections etc., based on yearly schedule

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HSE EXPECTATIONS ON ASSURANCE

Audit plan Maintain an audit programme and procedure for HSE audits Audit programmes shall include: HSE MS audits ISO 14001 audits (where appropriate) independent audits led by auditors approved by PETRONAS specific activity audits such as facilities, start up, occupational health
Auditor competency Procedures for audit teams in terms of competency, experience in subject area of audit and impartiality Contractor audits Contractors senior personnel to participate in OPU led integrated HSE audits Contractors shall have an HSE Audit process and schedule for audits Records of results of audits, findings and corrective actions are retained.
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Element No.8 Management Review

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EXPECTATIONS ON MANAGEMENT REVIEW

Management to review the effectiveness and suitability of the HSE MS in managing HSE risks and ensuring continual improvement Management review shall address but not be limited to:
Findings of previous reviews and audit findings Need to change HSE policies and strategic objective Impact of significant organisational, location or activity changes HSE concerns of employees, contractors and external stakeholder Resources and competent personnel to manage HSE Closure of corrective actions from HSE reviews, audits, self assessments, inspections and incident investigations
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SUSTAINED LEADERSHIP COMMITMENT AND RELENTLESS IMPLEMENTATION IS REQUIRED TO BUILD HSE EXCELLENCE

Technology and Standards

Incident Rate

HSEMS and Capabilities

Culture and Behaviour

0
Time
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Zero Incident

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