Barrier management in operations

Operational implementation
Organisational anchoring
Glenn Gormsen
Offshore Installation Manager
3 March 2020
Agenda

1 Introduction – Barrier management background

2 Main Maersk Drilling drivers
3 BM strategy + Our commitment
4 Organisational anchoring of barrier management
(compenencies and responsibilities)
5 Barrier management f ramework
6 Development of perf ormance standards
7 Non-technical assurance activities
8 Communication and barrier status
9 Barrier management in daily operations
10 Q& A
Background

History shows that of f shore drilling activities entail the hazard of major accidents with potentially
severe consequences to the lif e and health of workers and pollution of the environment

Alexander Kielland
A floating platform for off
duty workers operated by
Phillips, capsized in the North
Sea killing 123 people
West Atlas
Mumbai High North
Glomar Java Sea The mobile drilling rig leaked
Piper Alpha Mobil oil rig A fire destroyed the oil and gas into the East Timor
The U.S. Build drillship production platform
The platform operating in 13 people were killed and Sea from the Montare Oil Field
capsized during a tropical operating off Indias west
the North Sea for Occidental many injured in an explosion near Australia depositing
storm in the South China coast affecting 123.000 bpd
Petroleum exploded and on the rig operating off the millions of gallons of crude oil
Sea killing 81 people of crude oil production and
sank killing 167 people coast in Nigeria into ecologically sensitive
killing 12 people marine ecosystems

1979 1980 1982 1983 1984 1988 1989 1995 2001 2005 2007 2009 2010

Bohai2 Ocean Ranger Enchova Central P-36 Deepwater Horizon

Seacrest Usumacinta
Semi sumersible rig A blowout on the platform A blowout on the Transocean rig
The rig capsized in the A U.S. Drillship capsized Offshore production The rig operated by Pemex
operating in the Hibernia operated by Petrobras in operated by BP in GoM caused explosion
Gulf of Bohai off the during a typhoon in the Gulf platform operated by collided with the Kab-101
oil field in Newfoundland the Cambos Basin led to an and fire killing 11 people and spilling an
coast of China during of Thailand killing more Petrobras exploded and platform off the coast off
sank during a storm explosion and fire killing 42 estimated 4.9 million barrels crude oil
towing causing the death than 90 people sank off the coast of Rio de the coast of Mexico during a
killing 84 people people into GoM
of 72 people Janerio killing 11 people and storm, killing 21 people
spilling 10000 barrels crude
oil and fuel

3
Main drivers towards barrier management in Maersk Drilling

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Implement non-technical barrier elements

The development of
barrier management in
Maersk Drilling was
also driven by the new-
building project of the
XLEs in period
2013/2017.

During the course of

2017, all performance
standards were
developed to also
include non-technical
barrier elements.

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The barrier management strategy outlines how barrier elements are
identified and maintained

Hazard identification Technical Operational Organisational Barrier

Barrier Barrier Barrier Management in
Barrier analysis Elements Elements Elements daily operation

Evaluate and
Identify
Maintain
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The promise: A commitment to minimising the risk of major accidents

Corporate Identif ication of all relevant Major Accident Hazards (MAH) in our
Major Accident operating environment
Prevention
Policy (CMAPP) Use of proven analytical hazard management methodologies to
reduce risk associated with MAH to ALARP

Minimisation of hazardous releases to the environment

Continuous improvement of our saf ety culture and control of

risks of major accidents

Excerpts from the CMAPP

”
” ”
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Organisational anchoring

In Maersk Drilling, we believe that the first

step in sustainable implementation of a
successful and well-functioning operational
barrier management framework, is thorough
organisational anchoring and establishment
of purpose and need.

We have, through a very methodical and

structured learning process, ensured that
competencies have been imbedded in the
organisation on different learning levels.

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Responsibility governed by a RACI

Offshore management is
Onshore Management is
responsible for barriers
responsible for committing
being in place, Safety Critical
the operation to the Barrier
Activities understood and
Management Strategy and
upheld, maintaining barriers,
creating awareness
and verifying barrier
integrity
Onshore HSE is responsible
for initiating reviews of the
Crew members are
Performance Standards,
responsible for assessing
including performance
equipment, procedures and
requirements and assurance
competences for the
activities
planning of specific jobs

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 Organisational anchoring

Fleetwide
Pilot project
rollout

Train the Trainer E-learning

Apply skills in
Understanding
Education order to
Knowledge context allows
becomes advance to
becomes skills us to apply
knowledge analysing and
those skills
Awareness improving
Management training
training

Rig
Onshore training
training

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Barrier Management framework
Barrier Element Assurance Activity Internal Verification Tools
Activity –
Success Criteria

Preventive 100% compliance with IFS Technical

Technical Maintenance Barrier Status
Safety Critical Activity

performance standards
System Workbench

100% compliance
Competency with drills
Organisational CAS / PoBCo
Assessment 80% compliance with Safety
Drills and scenario Critical CAs
training (well
control)

Audits SIRIUS
Self-Verification 100% compliance with COW
Operational
Control of Work Self-Verification matrix Synergi
IFS

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The Barrier Management framework is based on tools we already use

Technical Barrier Elements

• IFS/Technical Barrier Status Workbench
Lessons
Learned
IFS/
Organisational Barrier Elements CAS / PoBCO
Preventive
Maintenance
• CAS / PoBCO System

• Self-Verifications Performance
• Toolbox Talk Technical
Barrier Self Verifica-
Status BMS tion
Workbench
Operational Barrier Elements
• Procedures / Checklists in Sirius Standards
• Self verifications ToolBox Talk SIRIUS

• Permit to Work Evaluation Control of

Work
• Toolbox Talk (COW)

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Our performance standards

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 Performance standards – example: PSa110 Process Safety

Front Sheet Technical

Barrier
Elements

Operational &
Organisational
Barrier Elements

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Controlling the Operational Barriers:
Control of Work

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Controlling the Operational Barriers:
Self-Verification
• Self-verification is a well-proven way of testing and ensuring the right
barriers and the integrity of the barriers are in place while performing safety
critical tasks.
• In addition to this the self-verification provides assurance of the integrity of
operational barrier elements to uphold our barrier elements against major
accident events.
• Self-verification is a key element in ensuring that Maersk Drilling's
Management System is understood and followed and that gaps in our
procedures are identified and rectified.
• Self-verification engages front line leaders in verifying compliance, testing
understanding of our management system, coaching the gaps, and in
recognising and reinforcing the right behaviours.

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Controlling the Operational Barriers:
Self-Verification
• Practical and easy to embed in daily operations
• Follows our PDSA approach and philosophy

Activity
Planning Conducting Follow-up
Assurance

• SV activities as • Announce SV • Enter SV into • Discuss SVs

per weekly to be Synergi conducted
matrix conducted to during morning
crew (pre-tour) • Ensure non- call
• Evaluate conformance
current • Prepare actions are • Monitor trends
operations for (review closed and
high criticality procedures and compliance
and safety OCL) with matrix
risks schedule
• Conduct SV at
• Agree which worksite with • Verify and
jobs to SV crew participate
during work during rig visits
permit meeting • Provide
feedback to
verified crew

OIM and Heads of Rig Team

Departments

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Controlling the Organisational Barriers:
CAS content and flow
Safety Critical activities and
competencies are defined in
the Performance Standards

CAS content

Safety Critical Competency

15% Specific content Assessments (CAs) are
Location, Rig Type, Equipment, Project & Client
implemented in CAS

75% Operational Tasks

Generic /Principal content

CAS provides
data on
completion of Safety
10% Safety Critical Tasks Critical CAs*
High risk tasks identified by BMS

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Controlling the Organisational Barriers:
Personnel on Board Competency overview (PoBCo)
Click on “Fulfilled” and “Expired” so they
are greyed out.
Now you have an overview of gaps between
required and fulfilled training

Expand the department

you want to explore

Expand the qualifications

group you want to
explore

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Barrier Management decision flowchart – BM day-to-day

Follow steps in OCL for Ensure that the task leader Follow normal Control of
Consult Tech Barrier Status Consult CAS and Check procedures and
Planned Activity verification of Barrier is familiar with relevant Work Procedure
Workbench (IFS) Qualification matrix (PoBCO) checklists in SIRIUS
Function performance requirements

Discuss the details of the Deviation Are the

Do we have
activity and evaluate the Permits or procedures
N the required Y Y
risk of: Active /OCLs
competency
corrective adequate
Hydrocarbon release for the job
WOs
Loss of primary well N
control Y N

Gas release
Fire or Explosion Make risk assessment on Produce the necessary
the impact of the barrier procedures to ensure safe
Structural damage integrity execution
Helicopter crash
Lifting operation

Has the barrier

integrity been N
compromised

Risk of
causing a Mitigation is Mitigation is Mitigation is STOP /
major Y Y Y Y
in place in place in place Re-Assess
accident

N N N N

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Verifying barrier integrity during daily Ops meeting

1. OCL is delegated in turns to meeting participants

2. The Delegate ensures that topics in OCL are covered during the
meeting
3. After the safety discussion the Delegate sums up on issues from
discussion which are relevant in relation to pt.1
4. During the meeting when upcoming activities are discussed the
Delegate asks questions to ensure all barrier elements are discussed
5. At the end of the meeting, there must be a sum up on overall barrier
integrity using the Barrier Strength Indicator (BSI)
6. Agreed SV’s and other instructions to task leaders are communicated
via the permit.
7. It has been assured that the overall barrier integrity has not been
compromised by any of the planned activities for the next 24 hours
(both activities covered by a PTW and activities outside PTW)

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 Evaluate and communicate barrier status - Barrier Strength Indicator (BSI)

Purpose
• Summary of identified weakened barrier elements and
their mitigations, including risk assessments
• To support offshore management in forming a mutual
overview of barrier integrity on board
• Support overall Barrier Management discussions during
daily planning meeting
• Help assess which activities onboard affect barrier
functions
• Help offshore management communicate barrier status

Assessment scale guide:

Score 1: Score 2: Score 3: Score 4: Score 5:
At least one barrier Several barriers affected At least one barrier No barriers Full barrier
affected with no needing extensive affected requiring significantly integrity
feasible mitigation mitigatons, or deviation or other affected
available barrier redundancy workaround
compromised
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Barrier management in daily operation
Summary of the meeting based on agenda and Daily meeting agenda (follows the OCL Verification of
OCL for barrier function Integrity Barrier Function Integrity

• Review/discuss daily safety

reports
• Discuss next 24 hours operation
and work tasks incl. related risks
and identified weakened
barrier elements
• Review of work permits
• Update daily safety focus based
on risk picture seen
• Agree on barrier function status
as well as weakened elements
and which mitigations to have
in place

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 Thank you!

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Back up slides

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Bringing Barrier Management into the Toolbox Talk
Do we have the instructions
Do we all have the
we need?
required competency for
the job? Are we well informed?
Are we trained and Are the procedures sufficient?
certified for the task?

Are there any deficiencies

in the equipment?
Is it safety critical
equipment?

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Self-verification follows a simple flow
• Practical and easy to embed in daily operations
• Follows our PDSA approach and philosophy

Activity
Planning Conducting Follow-up
Assurance

• SV activities as • Announce SV • Enter SV into • Discuss SVs

per weekly to be Synergi conducted
matrix conducted to during morning
crew (pre-tour) • Ensure non- call
• Evaluate conformance
current • Prepare actions are • Monitor trends
operations for (review closed and
high criticality procedures and compliance
and safety OCL) with matrix
risks schedule
• Conduct SV at
• Agree which worksite with • Verify and
jobs to SV crew participate
during work during rig visits
permit meeting • Provide
feedback to
verified crew

OIM and Heads of Rig Team

Departments

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 Safety as Capacity = BM + human factors

Safety is not the absense of events – it is the presence of capacity.

Capacity is our ability to manage the unexpected without consequence.

= +
Capacity = safeguards +
= =
 Safeguards that flex, bend
and recover to failures or
abnormal conditions:
• Technical barriers
• Operational barriers
• Organisational barriers
Performance shaping factor → fail safely
=
 Our ability to identify and know how to react  Achieve the best result
when things change and recover when we fail: without anybody getting
• Maintain overview of conditions and systems hurt
• Knowledge and experience
• Learning to improve
• Stop the job authority
• Human factors

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Status on Barrier Management System for Mærsk Inspirer at Yme
Development of new Yme safety strategy and philosophies

• Based on NORSOK S-001:2018

• Risk based and prescritpive
• Incorporates rig and WHM
• Higher emphasis on linking area
•Rules and regulations
risk to barrier identification,
• Other requirements barrier function and barrier
Context • Location specif ic Risk Perf ormance Area based Output
elements
conditions treatment standards saf ety • C& E, FPDS, DAL
• Conf irm barrier
f unctions
• Perf ormance
requirements
evaluations • Input to
operations
• Development of additional
safety philosophies - the new
• Saf ety
• Conf irm barrier • SRS philosophies • Detailed design
elements and installation
HAZID • TRA specif ications
safety strategy will to a greater
and • Saf ety studies extent be the governing
bow-tie document for safety design

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Governance - How do we meet our commitment?

• Barrier Management governing documents:

• Barrier Management strategy
• Operational and Organisational Barrier Management in daily
operation
• Technical, Operational and Organisational barrier
elements identified and defined in performance
standards
• Barrier Management Operational Checklist for work
planning meeting
• Training and coaching

Sustaining barrier management as a factor in work

culture in Maersk Drilling – a shared language

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