PREPARATION AND IMPLEMENTATION OF A SAFETY MANAGEMENT SYSTEM IN BHPP

1997 ◽  
Vol 37 (1) ◽  
pp. 657
Author(s):  
P.C. Hunter
Keyword(s):  
Management System ◽  
Oil And Gas ◽  
Safety Management ◽  
Oil Field ◽  
Safety Performance ◽  
Asia Pacific ◽  
Gas Treatment ◽  
Safety Management System ◽  
North West ◽  
The North

BHP is a leading global resources company which comprises four main business groups: BHP Copper, BHP Minerals, BHP Steel and BHP Petroleum. BHP Petroleum (BHPP) global operations are divided into four Regions and Australia/Asia Region is responsible for exploration, production, field development and joint ventures in the Asia-Pacific region. In Australia, the Company's largest producing assets are its shares of the Gippsland oil and gas fields in Bass Strait and the North West Shelf project in Western Australia.BHPP operates three Floating Production, Storage and Offloading (FPSO) vessels-Jabiru Venture, Challis Venture and Skua Venture-in the Timor Sea and one FPSO, the Griffin Venture, in the Southern Carnarvon Basin. Stabilised oil is offloaded from all four FPSOs by means of a floating hose to a shuttle tanker. Gas from the Griffin Venture is compressed and transferred through a submarine pipeline to an onshore gas treatment plant.BHPP's Asian production comes from the Dai Hung oil field offshore Vietnam where BHPP is the operator and from Kutubu in Papua New Guinea.In Melbourne, BHPP operates a Methanol Research Plant and produced Australia's first commercial quantities of methanol in October 1994.BHPP is an extremely active offshore oil and gas explorer and has interests in a number of permits and blocks in the Australian-Indonesian Zone of Co-operation.This paper discusses BHPP's approach to safety management, both for its worldwide operations and specifically in Australia/Asia Region. It explains how BHPP's worldwide safety management model takes regional regulatory variations into account. It shows, specifically, how this has been done in Australia/Asia Region using what BHPP considers to be a best practice approach.The paper describes how BHPP Australia/Asia Region benchmarked its performance against other operators in Australia and the North Sea. It explains how the findings of the benchmarking study were used to plan the preparation of a safety management system (SMS). The structure of the SMS is described along with the legal requirements in Australia.The paper concludes that implementation of the SMS is progressing according to plan and points out that safety cases for the FPSOs have been submitted to the Regulators. Implementation of the SMS and the drive for world class safety standards is having a substantial effect and safety performance is improving. One measure of safety performance, the Lost Time Injury Frequency Rate (LTIFR) is down from around 15 at the end of 1994 to under 3 in December 1996.

Multilevel safety culture affecting organization safety performance: a system dynamic approach

2019 ◽  
Vol 26 (10) ◽  
pp. 2326-2346
Author(s):  
Abdul Qayoom ◽  
Bonaventura H.W. Hadikusumo
Keyword(s):  
Safety Culture ◽  
Management System ◽  
Safety Management ◽  
Middle Management ◽  
Safety Performance ◽  
Top Management ◽  
Group Model ◽  
Holistic View ◽  
Safety Management System ◽  
Content Type

Purpose Previous research studies have testified that safety culture positively affects safety performance. However, the progression by which safety culture affects safety performance has not yet been examined. Also, how safety culture affects the overall safety performance at different levels of the organization is yet to be explored. In order to address this issue, the purpose of this paper is to study the effect of multilevel safety culture upon safety performance over time. Design/methodology/approach A conceptual causal-loop diagram is constructed using the group model building approach to establish the relationship between safety culture components (e.g. psychological, behavioral and situational) and the factors associated with safety performance (e.g. risk level, safety behavior, unsafe conditions, unsafe acts and incident rate). Considering the dynamic nature and intricacy of the safety management system, the system dynamics approach has been employed to develop the model. Findings The results indicate that the safety culture at the tactical level (middle management) and operational level is much more effective than strategic level (top management) in ameliorating the safety performance of the organization. Research limitations/implications The scope of this study is limited to the effect of multilevel safety culture on safety performance. The focus is on the dynamics of personal, behavioral and situational factors of top management, middle management and workers to reinforce the safety performance of the organization. Future research can be protracted to build other models of safety. Practical implications First and foremost, the findings summarized in this paper can be implemented by organizations to achieve the total safety culture to upgrade safety performance. Originality/value This paper presents the holistic view of multilevel safety culture in an organization’s hierarchy. It shows how multilevel level safety culture in an organization interacts with the safety management system to enhance the safety performance of the organization.

scholarly journals The Relationship Between Organizational Safety Culture and Organization Safety Performance. The Mediating Role of Safety Management System

2021 ◽  
Vol 11 (3) ◽  
pp. 148-157
Author(s):  
VO Otitolaiye ◽  
FS Abd Aziz ◽  
M Munauwar ◽  
F Omer
Keyword(s):  
Safety Culture ◽  
Indirect Effect ◽  
Management System ◽  
Safety Management ◽  
Positive Association ◽  
Safety Performance ◽  
Organizational Safety ◽  
Safety Management System ◽  
The Relationship ◽  
Organizational Safety Culture

Introduction: Safety performance is defined as efforts undertaken by organizations with the crucial aim of curtailing accidents and injuries to workers. It plays a crucial role in an organization aiming to achieve an anticipated outcome. A plethora of studies have found positive association between safety culture and safety performance of organizations. However, little is known on how the mechanism through which organizational safety culture exerts its influence on safety performance. Thus, this study investigates the indirect effect of safety management system in the relationship between organizational safety culture and safety performance. Methods: This study employs the use of a 5-point Likert questionnaire to collect data from 134 respondents who are head of safety officers in F&B industries located in Lagos, Nigeria. SmartPLS 2.0 was used for data analysis. Results: Results from path analysis revealed that safety culture and safety management system positively relate to safety performance. Furthermore, the mediation analysis indicated an indirect effect of safety management system in the relationship between safety culture and safety performance. Conclusion: It is concluded that though safety culture has a significant positive relationship on safety performance, however its effect will be more if F&B organizations create and constantly implement a robust safety management system.

Use of SafeFITS mathematical modeling in a road safety management system

2018 ◽  
pp. 7-15
Author(s):  
Volodymyr Ageev ◽  
Andrii Horpinyuk ◽  
Arseniy Khabutdinov ◽  
Volodymyr Koskovetsky
Keyword(s):  
Mathematical Modeling ◽  
Performance Indicators ◽  
Road Safety ◽  
Management System ◽  
Safety Management ◽  
Road Traffic ◽  
Safety Performance ◽  
Traffic Fatalities ◽  
Safety Management System ◽  
Traffic Incident

The results of the work of the UNECE ITC on the development of the SafeFITS tool were reviewed, the indicators proposed in the framework of this tool for assessing the effectiveness of making management decisions in order to ensure road safety were analyzed and the possibility and relevance of its application in Ukraine were considered. Keywords: road safety, road traffic incident, road traffic fatalities and injuries, road safety performance indicators (RSPI), road safety management system.

Early Production Life of Wheatstone Project Offshore Australia Yields Key Lessons

2021 ◽  
Vol 73 (08) ◽  
pp. 51-52
Author(s):  
Chris Carpenter
Keyword(s):  
Oil And Gas ◽  
Asia Pacific ◽  
North West ◽  
The North ◽  
Sand Control ◽  
Single Well ◽  
Early Production ◽  
Northern Carnarvon Basin ◽  
Shelf Region ◽  
Gas Fields

This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper SPE 202246, “Wheatstone: What We Have Learned in Early Production Life,” by John Pescod, SPE, Paul Connell, SPE, and Zhi Xia, Chevron, et al., prepared for the 2020 SPE Asia Pacific Oil and Gas Conference and Exhibition, originally scheduled to be held in Perth, Australia, 20–22 October. The paper has not been peer reviewed. Wheatstone and Iago gas fields, part of the larger Wheatstone project, commenced production in June 2017. The foundation subsea system includes nine Wheatstone and Iago development wells tied back to a central Wheatstone platform (WP) for processing. Hydrocarbons then flow through an export pipeline to an onshore processing facility that includes two liquefied-natural-gas (LNG) trains and a domestic gas facility. The complete paper highlights some of the key learnings in well and reservoir surveillance analysis and optimization (SA&O) developed using data from early production. Asset Overview Chevron Australia’s Wheatstone project is in the North West Shelf region offshore Australia (Fig. 1). Two gas fields, Wheatstone and Iago (along with a field operated by a different company), currently tie into the WP in the Northern Carnarvon Basin. These two gas fields are in water depths between 150 and 400 m. The platform processes gas and condensate through dehydration and compression facilities before export by a 220-km, 44-in., trunkline to two 4.45-million-tonnes/year LNG trains and a 200 tera-joule/day domestic gas plant. A Wheatstone/Iago subsea system consisting of two main corridors delivers production from north and south of the Wheatstone and Iago fields to the WP. Currently, the subsea system consists of nine subsea foundation development wells, three subsea production manifolds, two subsea 24-in. production flowlines, and two subsea 14-in. utility lines. The nine foundation development wells feed the subsea manifolds at rates of up to 250 MMscf/D. These wells have openhole gravel-pack completions for active sand control and permanent downhole gauges situated approximately 1000-m true vertical depth above the top porosity of multi-Darcy reservoir intervals for pressure and temperature monitoring. All wells deviate between 45 and 60° through the reservoir with stepout lengths of up to 2.5 km. The two subsea 24-in. production flowlines carry production fluids from the subsea manifolds to two separation trains on the WP. Each platform inlet production separator can handle up to 800 MMscf/D. The two 14-in. utility flowlines installed to the subsea manifolds allow routing of a single well to the platform multiuse header, which can direct flow into the multiuse separator (MUS) or other production separators at a rate of 250 MMscf/D.

scholarly journals Assessing the Performance of Food Safety Management System Using Food Safety Management System Diagnostic Tools and Microbial Assessment Scheme: A Case of Powdered Beverage Manufacturers

2021 ◽  
Vol 28 (3) ◽  
pp. 129-142
Author(s):  
Cheah Hua Yen ◽  
Suhaila Emma Merican ◽  
Nor Khaizura Mahmud@Ab Rashid ◽  
Ainul Zakiah Abu Bakar ◽  
Syaliza Omar ◽  
...  
Keyword(s):  
Food Safety ◽  
Management System ◽  
Safety Management ◽  
Safety Performance ◽  
Plate Count ◽  
Diagnostic Tools ◽  
Safety Management System ◽  
Total Plate Count ◽  
Sampling Locations ◽  
Different Types

Background: The objective of the study is to assess the performance of the Food Safety Management System (FSMS) among powdered beverage manufacturers using Food Safety Management System Diagnostic Tools (FSMS-DI) and Microbial Assessment Scheme (MAS). Methods: FSMS-DI was used to evaluate the context factors, core control and core assurance activities of five powdered beverage manufacturers with different types of FSMS certification. Manufacturer A is not certified with any FSMS, while manufacturers B, C, D and E are complied with MeSTI, GMP, HACCP and ISO 22000, respectively. For MAS, samples were collected from the selected critical sampling locations of two manufacturers who complied FSMS with the least (manufacturer B) and the most stringent (manufacturer E) requirements. The samples consisted of two different types of powdered beverage products were analysed for total plate count (TPC), Salmonella, Escherichia coli, Staphylococcus aureus, yeast and mould count (YMC). Results: The food safety (FS) output of powdered beverages for manufacturer E was better (overall score of 3) than manufacturer B (overall score of 2–3). Manufacturer E was able to achieve their FS objectives. The FSMS activities of manufacturer C, D and E were better (overall score of 2–3) than manufacturer A and B (overall score of 1–2). Conclusion: The study demonstrated that FSMS-DI and MAS can be used to differentiate the FSMS performance of powdered beverage manufacturers with different types of FSMS certification. Higher scores of FSMS activities obtained by the manufacturer who complied with stringent FSMS certifications contributed to better microbiological safety performance of powdered beverages.

Environmental Engineering Quality Safety Management System for Manufacturing Concrete Roof

2020 ◽  
Vol 52 (1) ◽  
pp. 03-04
Author(s):  
Kính Trịnh
Keyword(s):  
Performance Assessment ◽  
Management System ◽  
Safety Management ◽  
Product Liability ◽  
Safety Performance ◽  
Environmental Engineering ◽  
Safety Management System ◽  
Assessment Program ◽  
Liability Law ◽  
Environment Performance

The motivation behind this paper is to propose a coordinated administration arrangement of value, condition and wellbeing. The model depends on Product Liability Law, Industrial Standard for quality, Environment Performance Assessment Program for Environment Engineering, Industrial Standard for wellbeing, and Safety Performance Assessment Program. The model was planned and actualized in one of the greatest solid rooftop makers. The incorporated model at the contextual investigation is helpful as a rule to disposal of contentions between singular framework, essentially decrease of the inward reviewers and auditees' outstanding burden, just as production of new incentive in business.

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