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8/9/2019 4 - Stig Stellberg
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Date: 2006-09-18 • Page: 1 •
Annual Offshore Safety Conference Esbjerg
10 April 2014
Stig Stellberg, Statoil
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Our job is to manage risk
How can we managerisk everyday in
everything we do?
Statoil is the largest
offshore operator in the
world
Statoil operates 80% of
the fields on theNorwegian Continental
Shelf
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Potential gain
Why do we take risk?
«Where there is no risk, there is no gain.
The purpose of risk management is not to eliminate the risk itself,
but to understand the risk so you may increase the possibility to obtain a gain,and simultaneously minimise the possibility for a potential loss.»
Potential loss
The industry we operate in is associated with high risk.
However, we perceive the possibility for a gain as bigger than the possibility of losses.
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Structure
Managing an operational business is about….
Compliance is about our ability as organisation to deliver according to requirements and
expectations in order to sustain control over the businesss
Culture
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Systems that do not work as intended, could be
counterproductive and may defeat its own end.
Structure has no intrinsic value in itself - structure hasonly value when it is culture
It is important to acknowledge that..
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Structure
From structure to cu l ture?
Compl iance in pract ice?
Culture
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Leadership and interaction
The second dimension
Leadership has no intrinsic value in itself - leadership has value when it is exercised in such a way that structure becomes culture
7
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8 -
It is peoplethat do the job
Classification: Internal 2013-10-06
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Coorporate investigation report
• Criticise the way the operations were risk-assessed, planned and executed
• 10 barrier violations in average per Event
• 70 - 80% “of the barrier violations is onshore”
• Organizational barrier fails- «do not manage to stop on red lights»
Classification: Internal 2013-10-0610
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4/14/201411
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4/14/2014
Where do we have to go
12
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Important experience from major accidents
There may be a significant gap between what theManagement believes is under control
and the facts.
How the organisation
is supposed to actHow the organisation
actually act
What k ind o f information the Management re l ies o n to
obta in a pic ture of the company 's "h eal th" is impor tant .
PSA-N
Classification: Internal 2013-10-0614
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Important experience from major accidents
There was clear information that showed
that something was wrong
The problem was:
Information that got the most attention
was limited relevant - this was overrated
Relevant information was
underestimated or not
perceived as relevant
No one challenged the relevance of
information / range
Classification: Internal 2013-10-0615
PSA-N
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16
Powerpoint driven exercises
rather than a people, process
and cultural matter
Statistics
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Classification: Internal 2012-01-1917
Not a single “lost -time incident” in seven years of drilling.
“The best performing rig that we had in our fleet and in the Gulf of Mexico.
“Everyone involved with the job . . . was completely satisfied. . .”
Complacency
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The challenge – can we not longer believe in the Iceberg theory
Classification: Internal 2013-10-0618
Did they misunderstand the iceberg theory
and believed that they had control of major accident
when they had control of personal safety?
XXX
Iceberg theory (Heinrich 1931).
Is the number of personal injuries a bad
indicator of major accidents because the
mechanisms behind minor accidents are
significantly different of them leading to a major
accident?
Do we have to challenge ourselves,asking:
1. What is it we think we know
2. What is it we think we can
http://en.wikipedia.org/wiki/File:Deepwater_Horizon_offshore_drilling_unit_on_fire_2010.jpghttp://en.wikipedia.org/wiki/File:Deepwater_Horizon_offshore_drilling_unit_on_fire_2010.jpg
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It is about closing the gap
How the organisation
is supposed to actHow the organisation
actually act
We need to have more true info rmat ion
How do we get it?
Classification: Internal 2013-10-0619
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Closing the gap
Classification: Internal 2013-10-0620
Proactive indicators say somethingabout the ability of future performance
Reactive indicators say something
on historical performance
We must know where we are
constant ly - and tomorrow
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It is people that do the job - enable them to comply……
Understand
what to do
Expressed
behaviour
(requirements)
Skills
Observation
Indicators
4/14/201421
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4/14/2014
How do we go to it – closing the gap - skills and observation
Define a generic, risk based pattern of behavior
On the job training
Leader to train own teams
22
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Operationalise our management system to ensure compliance in practice
The Statoil management system
1. Handle risk
2. Ensure quality in planning,
execution and learning
3. Develop leadership and
culture
We have a management system which defines how we work and describeshow we lead and perform our activities. Bedside?
Objectives:
Classification: Internal 2013-10-0623
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Plan Execute Evaluate
The A standard generic action pattern
... a step by step work process, focusing systematically
on managing risks and learning …
… not only perform by compliance of
requirements alone ...…barriers are measures that are planned to break a
specified undesired event
2013-11-1124 Classification: Internal
Identify and
understand
requirements
Manage
riskExecute task
Evaluate
result
Extract
learning
Understand
task and risk
TaskDesired
result
E i t t t b l t
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Ensur ing structu re to become cu l ture
25 Classification: Internal 2013-10-06
Structure
Culture
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Will it work?
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Relationship operational safety and operational readiness
Reduce probability Reduce consequence
A- standard action pattern Proaktiv emergency action
pattern
2
Incident
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Identify and understand requirements
2013-11-1129 Classification: Internal
Identify and
understand
requirements
Manage
riskExecute task
Evaluate
result
Extract
learning
Understand
task and risk
TaskDesired
result
Communicate how we work when execute task
Be a role model in your interaction with others
Train, observe, follow up and guide your group when using model
to ensure effective interaction
A-standard:How we
execute tasks
Leadership
• Requirements: Statoil’s knowledge
• Metod: How / Best practice
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Manage risk
2013-11-1130 Classification: Internal
Identify and
understand
requirements
Manage
riskExecute task
Evaluate
result
Extract
learning
Understand
task and risk
TaskDesired
result
Communicate how we work when execute task
Be a role model in your interaction with others
Train, observe, follow up and guide your group when using model
to ensure effective interaction
A-standard:How we
execute tasks
Leadership
• Team assessment
• Add team knowledge in order to manage the total risk
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Execute task
2013-11-1131 Classification: Internal
Identify and
understand
requirements
Manage
riskExecute task
Evaluate
result
Extract
learning
Understand
task and risk
TaskDesired
result
Communicate how we work when execute task
Be a role model in your interaction with others
Train, observe, follow up and guide your group when using model
to ensure effective interaction
A-standard:How we
execute tasks
Leadership
• Continuously risk evaluation
• Proactive time out - to stop as a part of woorking
• Compensate for changes
Right first time
Learning
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Classification: Internal 2012-01-1932
Steer – Stop - Check
Classification: Internal 2013-10-0632
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Evaluate result - Extract learning
2013-11-1133 Classification: Internal
Identify and
understand
requirements
Manage
riskExecute task
Evaluate
result
Extract
learning
Understand
task and risk
TaskDesired
result
Communicate how we work when execute task
Be a role model in your interaction with others
Train, observe, follow up and guide your group when using model
to ensure effective interaction
A-standard:How we
execute tasks
Leadership
• Learn
• Evaluate gaps
• Suggest improvements
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34 Classification: Internal 2013-10-06
Stable highperformance
with less variation
ObservationLearning
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4/14/2014Classification: Internal 2011-08-26Classification: Internal 2011-08-1635 - Classification: Internal 2011-08-16
Leadership is the key
35
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It is peoplethat do the job
Training in management teams onshore
Delivery model
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Delivery model
DPN MC
Level 2
Level 3
Level 4
Level 5
Level 6
“350 leaders train their own teams 3 times supported by a facilitator
1200 training sessions + pre meetings and evaluating meetings
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What C&L training is about – Culture building
ActivityPattern of
behaviour Group’s and leader`s focus
Initially
Facilitator`s focus
Leader’s role
After some training
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41
Create a common Statoil Culture
DPN MC
Level 2
Level 3
Level 4
Level 5
Level 6
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Training offshore DPN
2013-05-28
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Basic training leaders
• 2 days onshore training
− Basic training in
understanding and use of
the Compliance and
leadership model
− First line leaders, OIM’s,
Main safety delegates,
Production manager
2013-05-2843
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Training offshore: Pre-work dialogue as a
barrier
• Firstline leaders train their team-membersin how to make the pre-work dialogue
between the responsible area tehcnician and
the workers (executor) a real barrier.
− Take part in planning the dialogue
− Observe and guide through the
dialogue
− Evaluate the dialogue after the training
have been conducted
• Main effect: The dialogue becomes a barrier
• Side effects: First line leaders are helped toobserve and train/guide their teams
− Insufficient planning are observed by
leaders
45
Pre-work dialogue
Classification: Internal 2013-10-06
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Guideline
2013-05-2846
Link to manual
Pre-work dialogueas a barrier
P d ti
https://partners3.statoil.com/sites/57a644a2-0668-4cb5-8b5a-4fcfbe4fc3f7/omraadeansvar/Document%20library/Forms/DispForm.aspx?ID=24&RootFolder=/sites/57a644a2-0668-4cb5-8b5a-4fcfbe4fc3f7/omraadeansvar/Document%20libraryhttps://partners3.statoil.com/sites/57a644a2-0668-4cb5-8b5a-4fcfbe4fc3f7/omraadeansvar/Document%20library/Forms/DispForm.aspx?ID=24&RootFolder=/sites/57a644a2-0668-4cb5-8b5a-4fcfbe4fc3f7/omraadeansvar/Document%20library
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OIM
First line
leader First lineleader
Area
responsibleExecutorPre job dialogue
Train the area
responsible in A
standard and thepre job dialogue
Train the executor
in planning
according to A
standard and the
pre job dialogue
The dialogue ensure:
Managing risk in the
sharp end.
A standard quality in
execution
Train Train
Production
manager
Process to close gaps
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Continuous improvement
SERIOUS INCIDENT FREQUENCY (SIF)Number of serious incidents in Statoil per million hours worked
2,9
2,31,9 1,9 1,9
1,7
1,20,9 0,9
0
1
2
3
4
2004 2005 2006 2007 2008 2009 2010 2011 2012
YTD
2013 2014 2015
Classification: Internal 2013-10-06
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Classification: Internal 2013-10-0650
The Compliance & Leadership mod el is the most impo rtant strategic tool for improved safety performance
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Forstå
oppgave og
risiko
Identifisere
krav
Utførendes
kunnskap
Utføre
oppgave
Evaluere
resultat
Lederskap i hverdagen
(Kommunikator – rollemodell – trene/veilede)
LeveranseOppgave
Utførende
Leder
Samhandling
Forbedre
4/14/2014
The Norwegian Oil and Gas Association guideline – industry standard
51
Make common cause – close the rutine job gap - contractors
http://localhost/var/www/apps/conversion/tmp/sfs_felles$/Presentasjoner/2011/Presentasjon%20HSE%20Managers%20Forum%20versjon%202.ppthttp://localhost/var/www/apps/conversion/tmp/sfs_felles$/Presentasjoner/2011/Presentasjon%20HSE%20Managers%20Forum%20versjon%202.ppthttp://localhost/var/www/apps/conversion/tmp/sfs_felles$/Presentasjoner/2011/Presentasjon%20HSE%20Managers%20Forum%20versjon%202.ppthttp://localhost/var/www/apps/conversion/tmp/sfs_felles$/Presentasjoner/2011/Presentasjon%20HSE%20Managers%20Forum%20versjon%202.ppt
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52 - Classification: Internal 2011-09-16
UlykkeSTOP
4/14/201452
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Thank you for listening