Well Engineering Learn Distance Package

7/22/2019 Well Engineering Learn Distance Package

1/218

11

I

.

WWEELLLLEENNGGIINNEEEERRIINNGG

DDIISSTTAANNCCEELLEEAARRNNIINNGG

PPAACCKKAAGGEE

((TTHHEEDDLLPP))

RE FORMATTED BY:

PETROLEUM ENG NEER

MOHD ZOUHRY EL HELU

E-Mail: [email protected]


2/218


3/218

Well Engineering Distance Learning Package (The DLP)

33

PPeettrroolleeuummEEnnggiinneeeerr::MMoohhdd..ZZoouuhhrryyEEll--HHeelluu..

EE--MMaaiillAAddddrreessss::[email protected]

CChhaapptteerrOOnnee

IInnttrroodduuccttiioonn,,HHSSEE

aannddAAddmmiinniissttrraattiivvee

MMaatttteerrss

//IInnttrroodduuccttiioonn


4/218


5/218


1.1 INTRODUCTIONWelcome to the Well Engineering Distance Learning Package, the

DLP. This has been written to replace the previous two distance

learning packages which were known as Round 1 and Round 2. The

reasons for replacing Round 1 & 2 were as follows ;

To update the material, in the process changing the focus toreflect changes in the development programme for Well

Engineering Staff (see Role of Well Engineering below).

To get rid of the duplication of material between the twopackages.

To allow the use of new formats to improve the readability andclarity of the document.

55




6/218


66



Below you will find some information designed to help you use the

DLP to best effect and to help us maintain it as a fit for purpose

document.

11..11..11RROOLLEEOOFFWWEELLLLEENNGGIINNEEEERRIINNGG

The role of Well Engineering as a discipline skills pool has been

defined in the Well Engineering Framework (WEF). This is designed

to put the values and drivers of the Shell Business Framework in the

context of the EP Business Model and thus provide a model to showwell engineers where they can contribute in the business.

The WEF fully acknowledges the shift of the Well Engineering

contribution from "making hole" to adding value through cost

effective life cycle well design. This contribution is most effective

when made in the context of multi-disciplinary teams at any stage of

the hydrocarbon life cycle, i.e. from prospect acquisition to project

decommissioning. Group objectives for growth and cost reduction

need low cost solutions in ever more challenging environments which

puts the emphasis on smart, fully integrated, designs and use of

innovative technologies. To become "a partner of first choice" Shell

must be a leader in innovation. This requires highly motivated staff

which take an interest in their own development in support of


7/218


77



opportunities which benefit themselves as well as the company. This

shift in WE contribution needs to be reflected in the Learning and

Development programme for WEs.

11..11..22OOBBJJEECCTTIIVVEESSOOFFTTHHEEDDLLPP

The objectives of the DLP are:

To provide the foundation knowledge for a new Well Engineer.To provide a syllabus for the Round 1 and Round 2 Well

Engineering examinations. Further information about the roles

and objectives for these examinations is available from the

drilling mentors in the OUs or from the well engineering pages

on the EPT-LD intraweb site on the Shell Wide Web.

To provide the information contained in the syllabus of theInternational Well Control Forum examinations at Supervisor

level.

After studying the DLP, gaining sufficient experience and after

receiving the guidance of a mentor or coach, the student should be in

a position to tackle most of the challenges faced by a wellsite based

Company Appointed Representative, generally known as a Drilling

Supervisor, or an office based Well Engineer charged with writing


8/218


88



drilling programmes. This means that the student will either be able

to find the relevant knowledge in the DLP or will know where to find

it. For this reason a number of key SIEP documents and reports are

used as references throughout the DLP and the intention is that the

student becomes familiar with them in this way.

Note that the DLP is a learning aid NOT an engineering

reference document. In the case of contradictions between the

DLP and an SIEP report or an OU's local operating procedures,

the latter take precedence. If in any doubt, seek advice fromyour mentor or the focal point in your OU for the subject

concerned.

11..11..33SSTTUUDDYYOOFFTTHHEEDDLLPP

The DLP is composed of a number of Sections and each Section issplit into Parts. After studying the material contained in each part the

student should complete the coursework at the end of that part. The

coursework is designed to be an audit trail so that progress of the

student is tracked by the mentor who must evaluate the coursework

done. In several cases the student is invited to apply the well

engineering techniques to data from a well (s)he has worked on. The


9/218


99



value of such an exercise will depend in large part on the effort put in

by the student.

In a number of cases group common well engineering software ismentioned and occasionally the student is requested to make use of

one of the software packages. Although it is not always easy to gain

access to such software in some OUs, we strongly recommend that

the student gains familiarity with Well plan for Windows and Stress

Check.

Most students will sit their Round 2 examination between two and

four years after receiving the DLP. This will depend on the time the

student has available, how much time (s)he takes to study the

material (expected 150 - 250 hours) and how much experience the

person gains (or already has). It should be noted that experience is

not measured by the amount of time that an individual spends at the

well site or in an office based position, but by the amount of

development gained. This is entirely dependant on the individual who

must take every opportunity to face new challenges and thereby

learn.


10/218


1100



11..11..44FFEEEEDDBBAACCKKAANNDDUUPPDDAATTEE

Each of the parts has been written by a different author and

therefore the style may vary somewhat. Also, the level of the

material inevitable varies since it is a somewhat subjective judgement

when the material given is too basic or advanced. Finally, the

document can always contain errors especially this first version which

is brand new. Simple feedback forms have been included at the end

of each Part and users of the DLP are strongly encouraged to use

these to express their views of the material. Those at the end of all

Parts except this one request comments on the specific subject

matter covered; at the end of this introductory Part you are

requested to give your overall impression of each Part with respect to

content and clarity.

Ownership of the document resides with EPT-LD in SIEP. Theintention is that the DLP will be updated approximately every two

years, though the amount of resource available for this will likely be

limited. Priority will be given to Parts for which most critical and

constructive feedback has been received. Wherever possible, please

be specific about material that is incorrect or missing.


11/218


Following updates, personnel who have received the package

previously but who have yet to sit the examination, will be informed

of the updates. Where these could affect the Round 2 examination,

they will also receive a copy of the updated material.

11..11..55AACCKKNNOOWWLLEEDDGGEEMMEENNTTSS

Many people have contributed to the project to write the Well

Engineering Distance Learning Package and some of their names are

listed below. Apologies are proffered to anyone who feels missed out.First and foremost is Ray Quartermain of Silica Services who has

provided the technical editing services and has really been guardian

of this project. Thereafter Allan Schultz, Steve Collard, Gerard de

Blok, Frank De Lange and Gareth Williams all deserve recognition.

1.2 Health Safety and EnvironmentalManagement

1111




12/218


11..22..11IInnttrroodduucctt iioonn

11..22..11..11 GGEENNEERRAALL

In general you, the Junior Drilling Engineer trainee, will not have

been on a drilling unit prior to commencing your training with the

Shell Group. This Part on the subject of Health, Safety and the

Environment therefore commences with two Topics containing

information which will be useful in your first few days on location,

and should therefore be read (or re-read) just before arriving there

for the first time. These will help you avoid injury before becoming

accustomed to what goes on. They contain no descriptions of

systems, and a minimum of narrative.

Topic 2.2 is a list of things to watch out for, and has deliberately

been made short enough for you to read in a few minutes before

your first visit to a drilling location. It is not only concerned with the

1122




13/218


1133



life-threatening hazards but also with lesser but still painful injuries.

Topic 2.3 contains a description of the "safety systems" which you

are likely to come into contact with during your well-site work. It is

not exhaustive and few details are given. The intention is to make

you aware of safety systems, to enable you to recognise that certain

actions or procedures are part of a larger system, and to make you

aware that you yourself have a role to play in that system.

In principle the drilling crew, and especially the driller, will warn you

if they see you putting yourself at risk, but they may not have the

time to do that if you make a sudden movement at the wrong time.

Nor can they always be watching. The drilling crew may also be so

accustomed to their daily routine that they do not realise that a

newcomer may not know what is about to happen.

It is not the intention of this document to frighten you into thinking

that working on a drilling location is a dangerous activity. It is not. It

is much less dangerous than many other activities in which we all

freely take part such as driving and sports. In fact the most

hazardous activity which Shell will ask you to undertake is probably

to travel to the work site.

To put the risks into perspective the current Lost Time Injuryfrequency for all Exploration & Production companies within the


14/218


1144



Group is approximately 1.8 per million man-hours. (See below for the

definition of Lost Time Injury.) That means that the average person,

including contractor site personnel, would have one accident serious

enough to require one day or more off work approximately every

sixty years spent at a work site. Alternatively, assuming that the

length of a working career is thirty years. of which 25% is spent at

work, it means that at current rates only one person in eight would

lose one working day or more due to an injury at work during his/her

entire career. Bearing in mind that a cut finger or a sprained ankle

could result in losing a day that is not a rate to be ashamed of; even

so, Shell is striving to improve it further.

The figures quoted in the previous paragraph are averages for all EP

companies (including contractor personnel) in the Shell Group.

Evidently the risk varies with the type of job - a floorman on a drilling

rig is more likely to be injured at work than an accountant. You, as a

trainee, should also bear in mind that, within the same type of

activity, incident frequency distributions are skewed towards young

and inexperienced personnel.

The remaining Topics of this Chapter on Health, Safety and

Environment (HSE) are intended to provide the background to, and

give you an insight into, how Shell deals with these issues. Whereas


15/218


1155



Topics 2.2 and 2.3 illustrate how "safety" as a concept can/does

affect the individual operating at the sharp end of the business, the

subsequent Topics explain how safety (and HSE in general) is

integrated into the business and describe the methods which are

used to achieve a satisfactory result at the corporate level. They

concentrate on Safety Management, as that is the element which will

make the most immediate impact on you, with a relatively brief

introduction to Health and the Environment in the final Topic.

11..22..11..22 DDEEFFIINNIITTIIOONNSS

Accident: An accident is an Incident that has resulted in actual

injury or illness and/or damage (loss) to assets, the environment or

third parties.

Exposure Hours: Exposure hours represent the total number of

hours of Employment including overtime and training but excludingleave, sickness and other absences.

Fatality:A fatality is a death resulting from:

An Occupational Illness, regardless of the time interveningbetween the beginning of the illness and the occurrence of

death, or


16/218


1166



A Work Injury, regardless of the time intervening betweeninjury and death.

First Aid Case (FAC):A first aid case is any one-time treatment andsubsequent observation of minor scratches, cuts, burns, splinters,

and so forth, which do not ordinarily require medical care by a

physician.

Hazard:A hazard is the potential to cause harm, including ill health

or injury; damage to property, plant, products, or the environment;

production losses; or increased liabilities.

Incident:An incident is an unplanned event or chain of events that

has or could have caused injury or illness and/or damage (loss) to

assets, the environment or third parties.

Lost Time Injuries (LTI): Lost time injuries are the sum of

Fatalities, Permanent Total Disabilities, Permanent Partial Disabilities

and Lost Workday Cases resulting from injuries.

Lost Time Injury Frequency (LTIF): The Lost Time Injury

Frequency is the number of Lost Time Injuries per million Exposure

Hours worked during the period. (Note: some contractors base their

LTIF on a period of 200,000 hours.)


17/218


1177



Note that there does not have to be a particularly severe injury

to result in an LTI. In the case of offshore personnel, any

requirement for a specialist examination which the site medic

cannot do (e.g. an X-ray) will mean a trip ashore and almost

certainly a missed shift, even if no further treatment is required.

Lost Time Illnesses:Lost time illnesses are the sum of Fatalities,

Permanent Total Disabilities, Permanent Partial Disabilities and Lost

Workday Cases resulting from occupational illness.

Lost Time Illness Frequency:The lost time illness frequency is the

number of Lost Time Illnesses per million working hours worked

during the reporting period.

Lost Workday Case (LWC): A Lost Workday Case is any Work

Injury/Occupational Illness other than a Permanent Partial Disability

which renders the injured/ill person temporarily unable to perform

any regular Job or Restricted Work on any day after the day on which

the injury was received or the illness started.

Medical Treatment Case (MTC):A Medical Treatment Case is any

Work Injury that involves neither Lost Workdays nor Restricted

Workdays but which requires treatment by, or under the specific


18/218


1188



order of, a physician or could be considered as being in the province

of a physician.

Near Miss:A Near Miss is an Incident which did not result in Injuryor Illness and/or Damage (Loss) to Assets, the Environment or Third

Party (ies).

Occupational illness: An Occupational Illness is any work-related

abnormal condition or disorder, other than one resulting from a Work

Injury, caused by or mainly caused by exposures at work.

The basic difference between an Injury and Illness is the single event

concept. If the event resulted from something that happened in one

instant, it is an injury. If it resulted from prolonged or multiple

exposure to a hazardous substance or environmental factor, it is an

Illness.

Permanent Partial Disability (PPD): A Permanent Partial

Disability is a disability resulting from a work injury/occupational

illness which leads to:

the complete loss, or permanent loss of use, of any member orpart of the body, or


19/218


1199



any permanent impairment of any member or part of the body,regardless of any pre-existing disability of that member or part,

or

any permanent impairment of physical/mental functioning,regardless of any pre-existing impaired physical or mental

functioning, or

a permanent transfer to another job.Permanent Total Disability (PTD):A Permanent Total Disability is

a disability resulting from a work injury/occupational illness whichleads to permanent incapacitation and termination of employment or

medical severance.

Restricted Work Case (RWC): A Restricted Work Case occurs

when an employee, because of a work injury/occupational illness, is

physically or mentally unable to perform all or any part of his/her

regular job during all or any part of the normal workday or shift.

Restricted Workdays:The number of Restricted Workdays is the

total number of calendar days counting from the day of starting

Restricted Work until the person returns to his/her regular job.

Severity:Severity is calculated as the total Lost Workdays resulting,

and where necessary estimated to be going to result, from Accidents


20/218


2200



which occurred during the reporting period divided by the total of

Lost Workday Cases plus Permanent Partial Disabilities. It represents

average days away.

Total Reportable Cases (TRC): Total Reportable Cases are the

sum of Fatalities, Permanent Total Disabilities, Permanent Partial

Disabilities, Lost Workday Cases, Restricted Work Cases and, in the

case of work injuries, Medical Treatment Cases.

Total Reportable Case Frequency (TRCF):The Total Reportable

Case Frequency is the number of Total Reportable Cases per million

Exposure Hours worked during the period.

Additional definitions, plus extensions and clarifications of those given

above, can be found in the Guide for Safety Performance Reporting,

the Guide for Health Performance Reporting and the Environmental

Management Guidelines.

11..22..11..33 AANNEEXXHHOORRTTAATTIIOONN

Never ever say to yourself "I know this is not what I should be doing,

but it will be alright this time".


21/218


2211



11..22..22PPeerrssoonnaall ssaaffeettyyhhaazzaarrddss

11..22..22..11 OONNTTHHEERRIIGGFFLLOOOORR

Stabbing drill-pipeYou will probably not be asked to help to run drill-pipe into the hole,

but, if you should find yourself acting as a floorman, remember that a

golden rule is never to put a hand on the pipe which is already in the

hole. The driller may lower the additional pipe when you don't expect

it.

In earlier generations roughnecks were very well paid but were not

given so much safety training. Most of them finished up with more

gold rings than they had fingers left to put them on.

Setting back drill-pipeSimilarly you may find yourself helping to stack drill-pipe by pushing

a stand across the rig floor while it is hanging from the hook in the

derrick. As the pipe moves away from you don't take such long steps

that your foot gets underneath it.


22/218


2222



Remember that suspended loads have a habit of dropping,

sometimes without warning. This is one of the most common themes

which run through safety awareness training.

Core recoveryCoring is always interesting and you may be impatient to see

whether a good core has been recovered. Do not be tempted to put

your fingers into the bottom end of the core barrel while it is hanging

an inch above the floor.

Not only is the core barrel itself a suspended load, but the core inside

it may be supported only by friction and may slide out at the wrong

moment.

Trip hazards

The derrick floor (or any other working area) should be clean andtidy but occasionally it may become cluttered up with equipment and

tools. Watch where you walk - if you trip there are not too many

things on a rig floor which you can safely get hold of to steady

yourself .

Trips on stairs can be hazardous. Always have one hand available for

the railing - especially on a floating unit. It follows that anything too


23/218


2233



heavy or too bulky to be carried in one hand should be moved

between different levels by winch.

Rotary tableIt may seem obvious, but the rotary table can rotate and is therefore

a special trip hazard. If you walk across the derrick floor, walk round

the rotary table, even if it is apparently not moving as you approach

it.

Wire rope to back-up tongsWhen the drilling crew are running pipe in or out of the hole they

tighten or loosen the connections by means of tongs which are

operated by pairs of wire ropes. One wire goes to the draw-works

and does the pulling, the other goes from the so-called back-up

tongs to a fixed point on the rig floor to stop the other half of the

connection turning. When the driller tightens the pulling cable, the

back-up tong will suddenly rotate a quarter of a turn round the pipe

and the wire line which was lying loose will snap tight. Anyone

standing too close to this cable could then be seriously hurt.

If you go on the rig floor during a trip, or while running casing,

approach it from the drillers side and stand behind him until you aresure you know how everything there is moving.


24/218


2244



Drilling fluid spraysWhen drill-pipe is being pulled out, the tongs are not the only hazard.

Remember that there may be a column of drilling fluid almost 30

metres high inside the pipe. As the connection is unscrewed this

liquid (commonly with a pH of 10 or 11) may spurt out into the eyes

of the unwary spectator.

Tubulars being lifted through the V-doorWhen drilling, running casing or running production tubing, single

joints of pipe will be lifted from the pipe racks, through the V-door,

and into the derrick. If the driller lifts one just a little too quickly the

end will come up the ramp , over the edge of the floor, and the

whole pipe will swing violently across the floor. Don't put yourself

into a position where it could hit you.

Wire line being run into holeFrom time to time tools are run into the hole on wire line. If a tool is

being run quickly and meets a resistance of some sort in the hole,

the winch operator may not be able to stop quickly enough. In that

case the wire will continue spooling off the drum and fall onto the

derrick floor in loops. When the tool in the hole then falls free an

instant later the loose wire will be dragged very quickly into the hole


25/218


2255



and the loops will snap tight with enough force to sever a limb. Keep

a safe distance away during this operation.

High pressuresWhen high pressures are used, either during pressure testing or

pumping operations such as cementing or formation stimulation

operations, hoses and pipe connections occasionally fail.

The result of a small leak may be a fine jet of high pressure liquid

which can cut and penetrate soft material.

If a hose or pipe fails during a high pressure operation the broken

connection will flail around violently until the pump operator has had

time to react. You will notice that during a high pressure operation

the lines and hoses will be chained either to a fixed part of the rig

structure or to a stake hammered into the ground. This is to restrain

movement in case of a failure, but it is not always 100% effective.

Avoid these two hazards by keeping your distance from high pressure

lines, especially while pumping or pressure testing.


26/218


2266



11..22..22..22 OONNAANNDDRROOUUNNDDTTHHEEPPIIPPEERRAACCKKSS

Standing on tubularsOne of the jobs that may be given to you as a trainee is to measure

the casing while it is laid out on the pipe racks. Before you walk on

the casing, which you will have to do, make sure that the joints are

tightly packed and that the first and last are firmly wedged in place,

so that they do not roll as you step on them.

Singles being laid downThe hazard associated with lifting single joints into the derrick has

been mentioned. The opposite operation - laying down pipe -

involves allowing a joint of pipe to slide freely down the ramp and

along the catwalk. In doing so it acquires a large amount of kinetic

energy, which should be absorbed by a sprung barrier at the end of

the catwalk. Occasionally a joint will jump over the barrier or slide

down the ramp off-centre and go sideways off the catwalk. Don't put

yourself into a position where one of these could hit you.

11..22..22..33 AARROOUUNNDDTTHHEEDDRRIILLLLIINNGGFFLLUUIIDDTTAANNKKSS

The low pressure drilling fluid system has its own share of hazards

for the unwary.


27/218


2277



Drilling fluid has, by design, lubricating qualities. Any minor spills,

drips, etc., or spray being blown by a strong wind, may cause stairs

and walkways to become slippery. This is especially the case near the

drilling fluid mixing area where the wind may pick up powder as

sacks are emptied into the mixing hopper.

Dust around the mixing area is also unpleasant for the eyes, but this

is an obvious hazard. With one exception drilling fluid products are

fairly innocuous - they have been designed to be environmentally

friendly - but cement dust is not. If sacks of cement are being cut

open and emptied, either into the bulk tanks or while mixing cement

slurry, the dust which may be blown around has a high pH and is bad

for the eyes and lungs.

The one exception mentioned in the previous paragraph is caustic

soda, which is delivered as beads or crystals in metal drums. These

solids will go through leather gloves and leather boots in no time !

Caustic soda is used because many drilling fluid systems require a

high pH of 10 or 11. Even though it may not cause immediate caustic

burns a high pH liquid is still bad for the skin. Don't put your hands

into the drilling fluid; if you are splashed, wash it off; and if your

clothes become wet with drilling fluid, change them.


28/218


2288



There will be eye-wash stations at various locations on the drilling

unit but specifically in the vicinity of the drilling fluid mixing area. It is

probably a good idea to try it to see how it works while you can still

see clearly what you are doing, but check with someone in authority

first as some systems are designed for one time use only.

11..22..22..44 IINNTTHHEECCEELLLLAARR

It is very rarely that a well is drilled without any gas indications at all;

there is thus always the possibility of gas coming out of solution from

the drilling fluid. Most hydrocarbon gases are heavier than air and

will therefore tend to gather at the lowest point on a location, which

is normally in the cellar. Do not be tempted to climb alone into a

deep cellar on a land location to look at the equipment or check the

gauges - there may not be enough oxygen there to support life. If

there also happens to be H2S present you may not stay alive for long

enough for someone to get a line round you and lift you out, even if

they see you collapse!

When enclosed and unventilated spaces including the cellar are

entered for operational reasons, a gas test will be made and the

"buddy" system will be used with one crew member remaining

outside the space in question.


29/218


2299



11..22..22..55 AARROOUUNNDDTTHHEELLOOCCAATTIIOONN

CranesCranes lift relatively distant heavy loads high into the air and swing

round to move them over intervening obstructions. The resulting

hazard is that a load may pass over people on the location without

them being aware of it. If there is a crane working on location, make

sure that you remain aware of what it is doing.

You will know by now that you should not be under a suspendedload, what you might not realise is that you should not be close to

the crane or under the jib. Cranes occasionally fall over, and jibs

occasionally fail. In theory there are automatic safeguards to prevent

safe working loads being exceeded; in practice it still happens.

Even if you are not underneath the load, keep clear of the area

where loads are being picked up or set down as they can swing

unexpectedly - especially offshore.

Moving vehicles, including fork liftsTrucks, cranes and fork-lifts are fitted with reversing alarms. This is

done for a good reason. If you can hear a rapid beeping above all the

other noises on a location it means that there is a vehicle very close


30/218


3300



to you going backwards, which in turn means that the driver may not

be able to see you. Look around to check where it is and what it is

doing.

WeldingThe easiest method for an anyone, including visitors, to injure

themselves on a drilling location without actually doing anything is to

be within sight of an arc-welder. If you see a welder about to "strike

an arc", look away as the high intensity ultra-violet light can

permanently damage the eye at surprising distances.

11..22..33SSii tteepprraacctt iicceessaannddpprroocceedduurreess

Safety is no accident !That is a double-entendre worth remembering. The maintenance of

the safety of people engaged in a drilling operation does not happen

by chance; on the contrary a great deal of work goes into it. Safety,

like any other part of the operation, has to be managed. The totality

of what is done to manage safety is called a Safety Management

System, SMS for short. All levels in the staff hierarchy play a part and

the results are seen in the safety performance on the location. The

key elements in the safety management of a drilling operation are


31/218


3311



procedures and practices which, if followed, will minimise the

probability of anything going wrong or minimise the consequences if

something does go wrong.

This section gives a short introduction to the safety procedures with

which you will or may come into direct contact. The intention is not

to describe these procedures in any detail but just to make you

aware that they exist and may have some influence on your actions.

The first five items are all concerned with preventing incidents. The

following five are actions which are taken prior to and/or during

normal operations in preparation for dealing with an incident if there

should be one.

Induction meetingsEveryone arriving on location for the first time will be met by a

representative of the drilling unit operator and given an introduction

to the operation with particular reference to local circumstances. This

will cover such matters as accommodation, emergency

signals/actions, mustering points, general site rules including the

wearing of personal protective equipment (PPE), safety meetings

(see below) and the current state of the operations with any

associated hazards.


32/218


3322



Safety meetingsEveryone on site is obliged to attend at least one regular series of

formal meetings at which safety related matters are discussed and

minutes are kept. In these meetings action points are identified and

action parties agreed. There are also less formal meetings, known as

briefings or toolbox meetings, at the start of every shift and prior to

all non-routine operations.

The "permit to work" systemOnly one person on a drilling unit has a complete overview of

everything that is happening there - he may be called the toolpusher,

the rig manager or the installation manager. If any department or

section plans a job which either may affect other

sections/departments or is non-routine and potentially hazardous, the

department/section head has to obtain a permit to work from the

person in charge. Before issuing a permit the latter will verify that the

work will not jeopardise other aspects of the operation and that the

correct safety precautions have been taken. The types of work

covered by this system are listed in the box inAppendix 2.


33/218


3333



The sling registerGiven the quantity and weight of equipment and material which is

lifted and moved during a drilling operation there is a potential for

accidents due to falling loads. One of the measures taken to avoid

this is to have a sling register, in which is kept the physical details of

each individual sling on location.

Journey management and planningPlanning vehicle journeys properly can prevent accidents by allowing

a supervisor to check that the trip falls within the allowable

parameters of distance, speed, time of day, time on duty etc. and

that appropriate equipment is being used or carried.

If there is nevertheless an accident, it can minimise to some extent

the consequences by ensuring that the accident is known about as

soon as possible.

SHOC (Safe Handling Of Chemicals) cardsA set of SHOC cards covering all the chemicals on location must be

available. These contain data in a standard format covering such

matters as storage, handling and medical treatment in case of

accidental contact or ingestion.


34/218


3344



Anyone handling chemicals must be familiar with the data on the

relevant SHOC cards. And if anyone has an accident with one of the

many different types of chemical substance around a location, the

medical attendant has quick access to details of the appropriate

remedy.

These cards are also known as MSDS (Material Safety Data Sheets).

Personnel register

In dealing with an emergency situation it is essential to knowwhether anyone remains in a hazardous area or situation. For this

reason a register of persons on the work-site, and their locations, is

maintained.

Drills

Knowing what to do in a critical situation is one thing, doing itproperly in times of stress is a very different matter. A primary way

to ensure that people do the right thing at the right time to stop a

potentially hazardous situation turning into an emergency is to

practise until the actions become familiar.

Everyone on a drilling location will be expected to take part in:

kick drills


35/218


3355



fire drillsevacuation drillsH2S drills (if appropriate)

Emergency signalsEach drilling unit has a set of signals given by a bell, whistle, siren,

flashing light, etc. with at least one unique signal corresponding to

each of the above-mentioned emergency situations. There may be

more than one signal for each situation - for example a bell in the

accommodation and a siren on the rig floor. You should make sure

that you know the signals, and know what to do when you hear one.

Regrettably these signals are not standard from area to area or even

rig to rig.

Contingency plansIn an emergency there is no time to stand around discussing what to

do to minimise the consequences. This is all discussed and agreed

beforehand, and formal contingency plans made (and publicised) to

cover every reasonably imaginable situation. Contingency plans will

typically cover:

Accident/medical emergency


36/218


3366



Blow-outFireMan overboard"May-day" call from aircraft/vessel at sea (including third

parties)

Loss of contact with aircraft/vessel at seaLoss of contact with road transport unitLoss of stability of offshore unitDiving emergenciesOil spillA release of H2SNatural hazards appropriate to the specific area such as

cyclones, icebergs, earthquakes, flooding, etc.)

11..22..44TThheeccaauusseessooffiinncciiddeennttss

What Causes Incidents?This is a deceptively simple question, and Shell has made major

investments into finding an answer to it, including sponsoring

academic research in universities in the Netherlands and the United

Kingdom. A great deal of success has been achieved, and it is fair to

say that within the Group there is now a good understanding of the


37/218


3377



underlying causes of incidents. The current challenge is to put that

knowledge to good use in preventing incidents in the future.

This is not the place to go into the theory of incident causationresulting from the research (which is known as the "TRIPOD"

concept) but a short, simplified, explanation of the aspects which are

relevant on the work-site will be valuable for you in understanding

what safety management is all about.

The first reaction of witnesses after an incident will probably be to

assign blame - either to a person who made a mistake (the notorious

"pilot error") or to equipment breakdown. This may well be correct,

but it is invariably only a part of the story. In fact the whole story is

usually long and complicated, and only understood after a thorough

incident investigation and analysis. From the point of view of the man

on the work-site an incident can only happen if there are at least

three elements present at the same time (hence the name TRIPOD).

These are, in the order in which they make their presence known:

PreconditionsAn unsafe actA failure of the system defences


38/218


3388



One of these can almost always be present alone without there being

an incident, and often two can be present without there necessarily

being an incident.

People do not deliberately perform unsafe acts which they know are

likely to result in an accident. They have to be in a situation where

their judgement may be faulty. In the jargon of safety professionals,

there have to be pre-conditions. These are conditions which are

imposed on the worker and which are, in the short term at least,

outside his control. They are part of the working environment and as

such are under the control of the line management of the company.

Examples of pre-conditions are poor motivation, poor training, high

workload, long working hours, an uncomfortable environment and

distractions.

There does indeed have to be an unsafe act. There wasan error by

the pilot! But pilots are people, and people do make mistakes -

however every mistake a person makes does not result in an incident

or an accident (otherwise there would not be many people around !).

In fact few real mistakes (as opposed to deliberate flouting of the

procedures) actually result in accidents - they are necessary but

should not be sufficient.


39/218


3399



The reason for this is that built in safeguards are used which are

given the name system defences. These are measures specifically

designed to mitigate the consequences of either human or

component failure. They are installed as a last line of defence, and

the quality of the defence is related to the consequences of the

mistake which they defend against. If a Boeing 747 hits the ground it

can kill hundreds of people, so the system defences are very

comprehensive including a co-pilot, redundancy of controls, flashing

lights, aural warnings, and an automatic pilot which can over-ride the

human pilot's inputs. In the drilling business it would be fatal to fall

out of the derrick, but only to one or two people, so the derrick man

is provided with a simple safety harness with a principal attachment

plus a back-up line.

11..22..55MMaannaaggiinnggHHSSEE

11..22..55..11 SSAAFFEETTYYMMAANNAAGGEEMMEENNTT

Within HSE attention was focussed first on safety.

There are three ways in which the management of a company can

approach safety:


40/218


4400



By not putting any employee into a potentially hazardoussituation

By telling all employees that they are responsible for their ownsafety and leaving the rest to them.

By accepting the responsibility for safety itself.It does not take much thought to realise that every action we take

between waking up in the morning and falling asleep at night

involves a certain amount of risk. We evaluate that risk, usually at a

subconscious level, and if it seems to be below a certain thresholdlevel we equate it to zero and carry on without further thought. The

threshold level is very personal; it also varies with time. As an

example not many people consider taking a shower to be a

hazardous activity, but we probably all know someone who has

slipped on the soap or on smooth tiles and either had a near miss, or

done something more serious such as spraining a wrist or dislocating

a shoulder. The conclusion is that there are no risk-free situations in

practice and the first method is not in fact an option at all.

The second method is very common in low technology jobs and until

recently has been common in the oil industry in jobs where an

accident would not result in immediate major damage to equipment.

The thinking is that an employee will learn initially from his peers and


41/218


4411



then by experience and will see the dangers for himself, or that he

need only be shown once. There are many reasons why this

approach is not effective, for example:

Informal training given by peers can perpetuate bad practicesas well as good.

"Learning by experience" really means learning not to repeatmistakes. Unfortunately the consequences of the first mistake

may be such that the worker is no longer in a position to learn

from it.It may not be obvious to a worker how his actions may affect

others.

The employee may not be able to evaluate how one change ina complicated set of conditions may affect the risk to himself

No matter how experienced, an employee may come across anew situation with risks which are not immediately obvious.

The major advantage of this approach is that it enables supervisors

and managers to go home with a clear conscience after an accident:

"It was his own fault - I'm not responsible! It may seem to the

newly recruited drilling engineer who is undergoing months of

training, including the safety aspects of specific operations and

frequent reference to safety management, that the approach is now


42/218


4422



obsolete. It should be, but it is an easy option and is very seductive.

As long as we continue to see accident reports in which the

supervisor reports the action he took to prevent recurrence as "I told

him to be more careful", this method of safety management is alive

and well.

It is by now obvious to you that the only acceptable choice is that the

top management of a company accepts the responsibility for all the

assets of a company, including as a major asset the personnel. This

acceptance of responsibility for damage to personnel as well as to the

other assets of a company may initially have been motivated by

public relations - not wanting to be seen as a company which injures

a lot of people - but it also made good business sense.

In the course of time no incompatibilities have been found between

safety and production, and it has become an accepted cornerstone of

safety management that "safety is good business." With lower overall

accident rates:

less equipment will be damaged,fewer small accidents in turn means fewer major accidents,the operation will be closed down less for accident

investigationsthere will be lower costs for training replacement workers,


43/218


4433



there will be lower costs for evacuating injured workers fromremote locations

continuity in crews enhances teamwork and higher efficiency11..22..55..22 AACCCCEEPPTTAANNCCEE OOFF TTHHEE NNEECCEESSSSIITTYY TTOO

MMAANNAAGGEE

With the recognition of the safety responsibilities of management it

became a Shell Group policy that Safety, and later also Health and

the Environment, must jointly be given equal priority with the

technical content of any operation. The most recent version of the

Group's HSE Policy, endorsed by the Committee of Managing

Directors in 1997, is shown in Appendix 1, along with a statement

affirming the Group's commitment to Health, Safety, and the

Environment.

Individual Operating Unit (OU) HSE policies are based on the Group

policy. It is a primary responsibility of the Management of an Opco to

ensure that all the contractors involved, as well as all staff members,

are aware of the Opco policy, understand it, and are fully committed

to adhering to it.

The consequence of adopting this policy was that it became

necessary to "manage" safety in a more formal manner than


44/218


4444



previously and thus to have a "safety management system"

integrated into the overall management of the business in the same

way as a "quality management system" and a "finance management

system".

The acceptance of safety, and later HSE, as an integral element of

business activities is reflected in the Group's Statement of General

Business Principles (1994 version).

Extract from the Group's Statement of General Business

Principles

It is the policy of Shell companies to conduct their activities in such a

way as to take foremost account of the health and safety of their

employees and of other persons, and to give proper regard to the

conservation of the environment. Shell companies pursue a policy of

continuous improvement in the measures taken to protect the health,safety and environment of those who may be affected by their

activities.

Shell companies establish health, safety and environmental policies,

programmes and practices and integrate them in a commercially

sound manner into each business as an essential element of

management.


45/218


4455



11..22..55..33 EENNHHAANNCCEEDDSSAAFFEETTYYMMAANNAAGGEEMMEENNTT

The concept of a Safety Management System (SMS) was not created

overnight. An intermediate step in the evolution of the SMS was astage in which emphasis was placed on a structured approach to

managing safety but which did not go all the way to the formal

management and control system which SMS and today's HSE

Management System (HSEMS) later became. This was called

Enhanced Safety Management (ESM) and was driven purely by a

concern within the Group that the accident rate was too high. Therewas none of the legislative pressure which later had an input into

SMS. ESM was introduced in 1985 and was followed by the

Environmental Management Guidelines (1987, revised 1992) and the

Occupational Health Management Guidelines (1989).

ESM required that local management address the following specific

concerns:

1) Safety consciousness (commitment/alertness of staff, safepersonal behaviour)

2) Safety in engineering and in project management (planning,monitoring, design, lay-out)


46/218


4466



3) Safety in technical operations (procedures and house-keeping in seismic, drilling, production, maintenance)

4) Safety in supporting operations (transport, emergency,survival, fire/gas protection)

5) Safety in contractor activities (seismic, drilling, construction)6) Safety audits/inspections (internal and external)7) Safety performance monitoring

The first of the above points addresses safety in how the work is

done; it relates to an employee's attitude, alertness and interest. Thisattitude aspect is of overriding importance as it will allow unsafe

situations to be recognised and corrected at an early stage of their

development.

Points 2-5 address safety in what has to be done and applies in a

specific way to each of the disciplines that make up the total of EP

activities. They should result in specifications, procedures and

instructions and will require appropriate training. In all these areas

management must demonstrate that safe practices have been

planned and prevail.

Points 6 and 7 are management tools used to demonstrate the

quality of company safety activities and practices.


47/218


4477



In order to be able to address the above concerns effectively and

successfully it was necessary for the management of an Opco to

comply with certain conditions, to provide adequate resources and to

provide staff with the appropriate tools. These requirements, all of

which have to be in place before safety can be effectively managed,

have become known as the eleven principles of ESM.

ESM was successful in reducing the accident rate.

11..22..66TThheeHHSSEEmmaannaaggeemmeennttssyysstteemm

11..22..66..11 SSAAFFEETTYYMMAANNAAGGEEMMEENNTTSSYYSSTTEEMMSS

Major accidents, including the Piper Alpha accident (1988) and the

Exxon Valdez oil spill (1989), led to increased awareness within the

industry and with the authorities that more effective management

systems should be in place to avoid major incidents. The Cullen

Inquiry Report (1990) on the Piper Alpha accident recommended

safety management systems and safety cases based on a full formal

safety assessment. This led to the development of the Safety

Management System (SMS) in Shell E&P companies, guidance for

which was first issued in 1991.


48/218


4488



With the growing momentum of safety management within the

industry it very soon became enshrined in the regulations of the

more developed countries. The permission to operate major facilities

is now only given once management has demonstrated that it has

taken adequate steps to ensure safe operations. SMS provides a

means of demonstrating this.

At the same time there were other important developments related

to civil and criminal liabilities. The European Union (EU) is

contemplating strict civil liability for environmental damage. Courts

world-wide increasingly impose criminal liability for HSE non-

compliance - for instance, in 1992 criminal charges for HSE non-

compliance were imposed by a Canadian Court and an important set

of 'Due Diligence' requirements were formulated.

The SMS thus evolved into the Health, Safety and Environment

Management System (HSEMS) to cover such requirements, and took

account of external developments such as Quality Management

standards (ISO 9000) and Environmental Management standards (BS

7750).

For simplicity the remainder of this Topic refers only to HSE and

HSEMS (except where safety as such is meant, and with reference toESM). It must be remembered however that initially the main focus


49/218


4499



was on Safety with the Environment and Health (in that order) being

brought into the scope of the System at a later date. The system

itself did not change significantly with these additions (apart from the

change of name).

11..22..66..22 TTHHEEHHSSEEMMAANNAAGGEEMMEENNTTSSYYSSTTEEMM((HHSSEEMMSS))

ESM provided a list of the principles for effective safety management

and promoted the necessary cultural environment for safety. It did

not however provide a structured means for implementing these

principles within a company. Nor did it give explicit detail on the

safety management practices at line and supervisory level. HSEMS

fulfils these roles; it does this by formally assessing and documenting

the management of those activities which are critical to HSE within

the company. It should be emphasised here that the "critical

activities" with respect to drilling operations are not restricted to

tasks carried out on the drilling unit - the term encompasses every

activity within the company which may have an impact on the HSE

aspects of those operations, from policy decisions by the General

Manager of the Opco to, for example, the mechanics of a transport

contractor.

Historically, HSE has been assessed by the absence of negativeoutcomes i.e. reactively. The introduction of ESM within E&P started


50/218


5500



the move away from this reactive approach (after the accident)

towards a more proactive approach, i.e. taking preventive action

before an accident occurs. HSEMS has taken this further by providing

the structure for improved planning via the management of hazards.

Having accepted that HSE is part of the business and incorporating it

into the Statement of General Business Principles, the management

of HSE becomes part of the overall system for managing the

business. (In other words the HSE Management System is not really

a system but a sub-system.) It becomes subject to the same

procedures and quality controls as any other part of the business

such as operations, finance, public relations, etc. The accompanying

box shows the Management System model included in EP 95-0310,

derived from ISO 9000, featuring the so-called "quality loop" i.e.

Plan-Do-Check-Feedback-Improve. This is accepted as applying, on

the appropriate scale, to any business activity and therefore applies

equally well to HSE. Its purpose is to safeguard people and facilities

by ensuring that the activities of a company are planned, carried out,

controlled and directed so that the HSE objectives of the company

are met.


51/218


The elements of the HSEMS structure are dealt with in turn in the

following sub-topics;

* Policy and strategic objectives* Organisation, responsibilities, resources, standards and

documentation

* Hazards and effects management* Planning and procedures* Implementation* Performance monitoring* Corrective action and improvements*Audits* Management review

5511




52/218


5522



It is very important to realize that although the HSEMS is a

"Management System" it is not a "Manager's System". Everyone in

the Opco, including contractors, from the highest level to the lowest,

has a part to play in the management of HSE. It is thus vital that

the HSEMS must be understandable at the appropriate levels

in the company. It is also important that it should be documented

so that it can be audited and verified as effective.

11..22..66..33 PPOOLLIICCYYAANNDDSSTTRRAATTEEGGIICCOOBBJJEECCTTIIVVEESS

The HSE policy of an operating company is the top management's

statement of intentions and principles of action. It must be widely

published (helping to demonstrate compliance with the first principle

of ESM) including being translated into as many languages as are in

common use among the personnel of the company and its

contractors. As previously stated, it should be consistent with the

Group policy by being based on the Statement of General Business

Principles and the Policy Guidelines on Health, Safety and the

Environment.

The primary objective of good HSE management is to establish and

maintain downward trends in incident frequency, severity and cost.

The company HSE programme should have definite objectives onwork incidents, property damage and business interruption losses.


53/218


5533



These objectives may be quantified in absolute terms or trends.

Similarly the objectives of an environmental protection programme

are to reduce the impact of the Opco's operations on the

environment and they should be quantified in terms of the amounts

of solid, liquid and gaseous pollutants discharged and in terms of the

effect of both pollutants and construction work (including roads) on

the local flora and fauna. Where appropriate noise, light and smell

should be considered as pollutants and corresponding objectives

established.

The quantification of short and medium term occupational health

objectives in terms of target achievements is usually more difficult as

the effects of poor practices may take years to manifest themselves.

Normal practice is to set targets related to the implementation of

preventive measures. In some cases there may be medical problems

which can be quantified and for which short and medium term

objectives may be set. An example of this would be the incidence of

malaria among the staff.

Again, having objectives is not sufficient - both objectives and results

have to be published so that everyone knows what the objectives are

and whether they are being achieved.


54/218


5544



11..22..66..44 OORRGGAANNIISSAATTIIOONN,, RREESSPPOONNSSIIBBIILLIITTIIEESS,,

RREESSOOUURRCCEESS,, SSTTAANNDDAARRDDSS AANNDD

DDOOCCUUMMEENNTTAATTIIOONN

1.2.6.4.1 ORGANISATION

The successful handling of HSE matters requires the participation of

all levels of management and supervision, including the "line" (see

below), advisers (both functional and HSE) and contractors, right

down to the most exposed workers at "the sharp end" i.e. the rig

floor. This has to be reflected in the organizational structure of the

Opco. This structure not only has to define the relationships between

the various positions in the company, but it also has to define the

number of people required to fulfil all the requirements of the

organization, including those relating to HSE.

An important element in the development of an effective organization

is that everyone within it should know what he/she is supposed to be

doing, and how it should be done. This may sound obvious, but in

practice it is difficult to achieve. The solution is to have a written job

description for every position within the organization, defining both

the responsibilities and the relevant reporting relationships. There

must also be, within the organization, a set of documented

equipment standards and standard procedures to cover every


55/218


5555



foreseeable requirement. Job descriptions and standards have been a

normal part of operations for many years, what is relatively new is

that an HSEMS calls for the HSE aspects of a job to be formally

included in a job description, and for HSE standards and procedures

to be included in the Opco's reference documentation.

Standards and documentation are covered in Topic 2.8.

1.2.6.4.2 RESPONSIBILITY FOR SAFETY

1.2.6.4.2.1 The only person who can be responsible fordoing a job safely is the person who is responsible

for doing the job properly.

The above statement is another way of stating the third principle of

ESM. Each person in the line is responsible to his supervisor for doing

his job properly, which includes the jobs of his own subordinates, if

any, and which also therefore includes the safety of thosesubordinates. "Line" in this context means the line (or chain) of

command from the General Manager down to the most junior

employee.

This may seem self evident when set down in print, but it is

surprising (or perhaps not) how many people will try to avoid

accepting responsibility for an accident to a subordinate.


56/218


5566



It follows from the above that the General Manager of a company is

ultimately responsible for the accidents that happen to the most

junior employee in the same way that he is ultimately responsible for

the quality of the company's products and the company's profitability.

This principle is illustrated inAppendix 3.

This is one of the basic principles behind the management of safety

within the Shell Group, being stated clearly in a letter sent out by the

EP coordinator (Mr. M. Moody-Stuart at the time) in April 1990 to the

Chief Executives of all Operating Companies, in which he asked them

to acknowledge the fact that they accepted that responsibility. The

text is given in the box below.


57/218


5577



Reflecting on the 1989 results, it is a source of concern that the

pace of our business in different parts of the world may have had

an adverse effect on our safety performance. Our annual exposure

in EP rose from 192 to 224 million manhours. Investigation of 1989

fatalities, accidents and incidents has time and again concluded

that operations have commenced before the appropriate safety

systems were demonstrated as being in place and functioning, or

that staff continued to tolerate deficiencies and substandard

working practices. There should be absolutely no question of

operational urgency or other pressures taking priority over safety.

It has been repeatedly demonstrated that improved safety in

operations goes hand in hand with greater efficiency, quality and

cost effectiveness.

Clearly we need much more effort to ensure everyone's

accountabilit towards safety, from the Company Chief Executivethrough to the operator. In managing our business, I can only yet

again reinforce that responsibility and commitment at all levels for

both our safety and that of our subordinates is crucial. In order to

establish clear accountability, there should be a full under standing

of responsibilities, including the role of each individual expressed in

personal tasks and targets, within the safety implementation plans.


58/218


5588



I would therefore request you to ensure that work does not start

before it is confirmed that essential safety systems are in place and

that staff are accountable for this requirement. Where we cannot

ensure safety, operations should be suspended. This accountability

should apply at all levels of the organisation; from the Chief

Executive who should ensure that the corporate business

programme is in line with resources and managerial/ supervisory

capabilities, to the supervisor who should ensure himself that all

precautions are in place and that his workers understand the job at

hand.

I should appreciate receiving your assurance that your programme

can be managed in line with your own ambitious targets for the

rest of the year. You can count on my full support if an internal

review leads to the conclusion that your programme needs to be

modified in order to achieve your safety targets.


59/218


5599



Responsibilities are assigned to Line staff and to HSE Adviser staff

(including HSE Advisers in the Opco) and the issue of Accountability

has to be addressed.

1.2.6.4.2.2 "Line" staff responsibilitiesGeneral Management

This is the level which sets the policy and priorities, establishes the

framework for implementation, provides the resources, and monitors

adherence and overall performance. It is not however sufficient forthe top management of an Opco to perform its HSE responsibilities

behind closed doors it, and specifically the GM, must be seen to

demonstrate strong leadership and commitment. This visible

leadership and commitment was the first principle of ESM; it is so

important because it creates the atmosphere in which the whole

Management System operates.

In order to create a culture in which there is a concern for HSE

matters throughout the Opco, and in which individual contributions

from employees and contractors have a part to play, it is essential for

the General Manager and the line managers to take an active

personal interest in the HSEMS. This interest must extend from the

development of the system and the preparation of the documentation


60/218


6600



to the implementation at the lowest level. It is the single most

important factor in the HSE performance of the Opco. If, on the

contrary, the management of an Opco is paying lip-service to HSE

without being truly committed, that will become obvious to the staff

and contractors and will turn the HSEMS into a paper exercise with

little effect on the HSE performance.

Interest alone, vital though it is, is clearly not sufficient. The GM must

demonstrate a willingness to provide the funds required for sufficient

resources (in this case, man-hours) to develop, operate and maintain

the HSEMS.

Operations ManagementLine management establishes the framework for implementation,

ensures that the HSE policy is properly observed and monitors the

attainment of targets. Line management should also provide supportand resources for local actions taken to protect health, safety and the

environment.

The Department HeadThis is the level which specifies the professional ways and means;

which selects the appropriate objectives, standards, specificationsand procedures in the technical and HSE disciplines; which verifies


61/218


6611



adherence to these (among Opco and contractor staff) and which

organises resources and training to achieve the objectives. It is thus

the Department Head who puts into practice the fifth, sixth and

seventh principles of ESM.

The Line SupervisorThis is the level which activates, motivates and enforces safe

practices at work. Line supervisors set the example for the workforce.

The CrewThis is the level which actually does the job. They must flag all

unsafe conditions and incidents, correct unsafe acts and give

suggestions for improvements. It is also the responsibility of each

person in the crew to watch out for the safety of his work mates.

The IndividualIn the last resort each individual is responsible for his own safety and

should not rely on the "systems" to take care of him.

1.2.6.4.2.3 "HSE Adviser" staff responsibilitiesHSE Advisers are not responsible for HSE matters. Such staff,

sometimes known as "HSE professionals", have a very specific rle to


62/218


6622



play in a company. They are specialists in the techniques of HSE

management and can provide details of HSE related standards and

specifications. In Shell terms they have a functional responsibility,

which means that they give advice to "line" staff when requested, but

have no direct responsibility for the particular operation. The

availability within an Opco of competent HSE advisers is the fourth

principle of ESM.

The following is a summary of the responsibilities of the various

groups of advisory staff involved in HSE management, including

those at Group Management level and in Central Offices:

1.2.6.4.2.4 At "Group" levelThe Shell Group HSE policy is developed by the Steering Committee

for Health, Safety and Environment. This committee is chaired by one

of the Managing Directors and its members are Co-ordinators/Division Heads from all functions. The Steering Committee

is supported by three specialist committees with emphasis on the

different areas:

Shell Safety CommitteeShell Product Safety and Occupational Health CommitteeShell Environmental Conservation Committee


63/218


6633



The functional heads of HSE participate in these three committees;

for EP that rle is filled by EPO/6.

1.2.6.4.2.5

In SIEP

Within SIEP the "Health, Safety and Environment" advisers (EPS/HE)

have the following responsibilities:

To provide co-ordination, guidance, information and advice onsafety, the environment, occupational health and risk

assessment for the SIEP and Operating Units.To establish minimum standards for safety and environmental

conservation in engineering and operations.

To co-ordinate and carry out HSE audits (at the request of theOperating Units).

To co-ordinate and carry out HSE training in SIEP and inOperating Units.

To co-ordinate and carry out safety and risk assessmentstudies for Operating Units and SIEP.

To co-ordinate and carry out Environmental ImpactAssessment for Operating Units and SIEP.

To participate in SIEP projects in order to ensure HSE inputand review during the design stage.


64/218


6644



To represent SIEP in the HSE committees and work groups ofthe Shell Group.

To represent the EP function of the Shell Group in internationalindustry or government bodies who are active in HSE, such as

the EP Forum.

To co-ordinate staff planning and training of EP HSE staff.1.2.6.4.2.6 HSE Advisers in the OUIt is the responsibility of the HSE Department to provide all levels of

management and supervision with adequate up-to-date advice and

tools, to enable them to execute their specific responsibilities. The

HSE Department must provide all supervisory levels with:

technical HSE information and experience (data, techniques,equipment, specifications, know-how)

guidance for HSE audits, reviews and inspections

advice on HSE training, instruction and exercisesand provide Company Management with:

guidance on accident reporting, investigation and follow-upFeedback on HSE developments generated in SIPM, other

operating companies, industry and within governmentdepartments.


65/218


6655



1.2.6.4.2.7 AccountabilityAccountability for unsafe and environmentally hazardous practices

and resulting incidents, injuries or fatalities applies right down the"line" to all levels of the organisation, within every employee's own

sphere of responsibility. All employees should therefore be aware of

their own specific role and responsibilities for HSE.

A common issue is how realistic it is to hold an individual worker

accountable for a task that has been carried out in the absence of

proper supervision or procedures. The answer is that an individual

worker is responsible for the work he does but that his supervisor

and the company remain accountable for assuring that he has

adequate supervision and procedures to carry out the job safely.

Accountability thus requires that every manager or supervisor is able

to demonstrate that he has:

formally given relevant instructions to his subordinates,taken the appropriate implementation measures,provided the necessary resources (money, manpower and/or

training as appropriate to his level of authority)

regularly checked adherence.


66/218


6666

PPeettrroollee

Documents

Well Engineering Learn Distance Package