The simplified approach to calculate risk is the development of semi-quantitative approaches mixing between the risk matrix and Layer of Protection concepts. Risk assessments can be difficult, time consuming, with variable outcomes based upon a number of factors, e.g. team members, their competency, their understanding in risk assessment, and risk perception, etc. This new approach helps to minimize these concerns and allows assessments, to be undertaken more quickly. The new approach is an application of the LOPA technique, combined with elements of the qualitative criteria from a designed risk matrix to access the adequacy of the risk reduction measures provided for an activity when performing risk assessment report for operational safety. The main purpose of this work is to demonstrate that Layer of Protection concept can be applied for personnel safety risk risk assessment to ensure the measures for prevention and mitigation employed appropriately result in a level of risk reduction to as low as reasonably practicable (ALARP). This approach also assists a risk assessor to avoid common errors during performing hazard identification and risk assessments.

A&A is a daily Strategy as opposed to monthly "focus areas" favored by many companies. A&A requires personnel to do things every day to influence behavior whilst ensuring key systems do not have error enforcing gaps. A&A is a "Leadership Skills Implementation Strategy that drives Leadership for Performance with Safety"

Confined Space work is one of the most challenging aspects of a maintenance project. Accidents can occur if potential hazards such as fire, elevated temperatures, gas, fumes, vapor, lack of oxygen or limitations to movement are not properly managed. This considerable level of danger calls for extra safety measures that consist of a safety watch who monitors the entry and maintains communication with the workers inside. However, the duties of the attendant are restricted to the outside of the vessel. So how does safety extend to the activities inside the confined space? A solution was designed that combines gas detection, video surveillance, two-way communication, access control and a command center to improve safety while improving productivity and reducing costs. If an injury occurs inside the vessel, under existing processes, the Safety Attendant is alerted by another worker or via a lack of communication with the injured worker. The attendant then radios for a rescue team. With this innovation, owners no longer require a safety attendant and the safety operators monitoring the command center can see the issue and communicate directly with the injured worker. First responders or rescue team are alerted directly. Through the combination of real-time gas detection, cameras with day/night vision installed outside and inside vessels, video recording and two-way communication, the innovation delivers and stores data useful in alerting workers of hazardous environments, providing video evidence of safe behaviors, enables operators to see work inside the vessels real time, and stores valuable video and overlaid gas data logs to protect against future liabilities. The system can be utilized in trainings or investigations, enables personnel in the vessel to communicate with personnel offsite through the command center, allows for remote correction of safety practices, controls access to the confined space or facilitates faster response to emergencies. The innovation saves significant costs to owners through the elimination of safety watch and the resulting costs and liabilities of these personnel on site. Further cost savings will be achieved through smoother operation of the permit process, improved communication with workers in confined spaces, and enhancements to productivity. A product of collaboration between technology and safety expertise, the innovation revolutionizes the role of the safety watch, enhances safety and productivity, and reduces costs for the owner. The paper will discuss examples and provide data on the potential savings resulting from the implementation of the technology. This paper will also discuss further enhancements include body cameras, monitoring of employee wellbeing and facility access control. This is the path to the technical turnaround of the future.

This study aims to facilitate the prioritization of hazardous air pollutants potentially emitted from petroleum refinery operations based on their carcinogenicity (C), mutagenicity (M) and reproductive toxicity (R) through hazard assessment using multi-country governmental regulatory databases. 176 hazardous air pollutants which were reported as being emitted by petroleum refineries were initially selected for hazard analysis. CMR classification for these pollutants were obtained from PETRONAS SHIELD system as well as country databases, which includes hazard classifications based on the United Nations Globally Harmonised System from Australia, China, Europe, Japan, South Korea, Malaysia, Myanmar, New Zealand, and Turkey. The most stringent classifications were assigned should there be discordance in classifications across the country databases. A scoring system that yields a maximum total score of 60 if all CMR were Category 1A and a minimum score of 0 if none of the hazards were classified was applied to quantitatively rank the pollutants. Among the countries, Japan and South Korea have the highest number of classified hazardous air pollutants across C/M/R. 121 pollutants (68.8%) have C/M/R classification or their combinations. 68 pollutants have classification for C, 40 for M and 51 for R. Vast difference in CMR classifications can be observed between the countries, with 12 pollutants’ classification ranged between 2 (suspected human C/M/R agent) to 1A (known human C/M/R agent). 18 HAP scored between 40-60, with Benzene topping the list with maximum score of 60, followed by Benzo(a)pyrene, 1,3-Butadiene, Arsenic and Cadmium.

Objectives/Scope Establishment of a harmonized hazard classification of chemicals to facilitate management of carcinogens, mutagens, and reproductive toxicants (CMR) in the workplace. Methods In developing CMR chemicals inventory of a Malaysia-based multi-national company, chemical databases of three governmental agencies—EU CLP, Japan NITE and Germany GESTIS, and two non-governmental agencies, IARC and CONCAWE—were referred to. These agencies classified chemicals based on the UN Globally Harmonized System of Classification and Labelling of Chemicals (GHS), and the IARC classification was read-across to the GHS classification. The Malaysian Industry Code of Practice (ICoP) on Chemicals Classification and Hazard Communications was also referred to. Applying these comprehensive databases, CMR chemicals were screened out of the chemical registries of twenty operations. If classification variation occurred among the above agencies, the most stringent classification was adopted. Results Based on chemicals CAS number, a total of 250 chemicals used in twenty operations were identified as C, M and/or R. Of these, 19.6% were classified as carcinogens (C), 4% were mutagens (M) and 26.4% were reproductive toxicants (R). The other 50% of the 250 chemicals were classified as chemicals that can cause multiple-toxicities: 18.8% are carcinogens, mutagens and reprotoxic (CMR) chemicals; 16.4% are carcinogens and reprotoxic (CR) chemicals; 8.4% are carcinogens and mutagens (CM); and 6.4% are mutagens and reprotoxic (MR). An identification process flow based on the list and the respective SDS was established to assist effective chemical health risk assessment in the workplace. This method is a minimal cost approach in identifying and prioritizing hazardous chemicals for further exposure assessment or safer alternatives at the workplace. Novel/Additive Information The method is not restricted to chemical health hazard identification. Its application can be extended to identification of physico-chemical and environmental hazards. Importantly, this cost-effective approach can be utilized by multi-national companies, as well as small and medium size enterprise with limited toxicological expertise and funding.

It is a common practice in most of the company to put safety as first priority on their activities. It becomes commitment to ensure the safe workplace and behavior of its personnel as part of its culture. Many programs created to build behavior of personnel and familiarize company rules, law, and habit on taking consideration during work and daily life. In Eni Indonesia, the program developed by using the philosophy of ‘5 senses to know safety’ which are hear, see, speak, feel, and think, as a concept of participation and interaction of personnel. This paper will describe the new approach on how company developing the culture by strengthening the value of participation and interaction as part of the program. The concept is created to achieve good safety behavior of the worker (both operative site and office) as part of the journey to operational excellence. Review on literatures starts defining the right approach on how human perspective could be driven to meet company expectation on safety. It will become basis to create the program where worker may participate and take the value of the program as part of their habitual behavior. In the concept of building behavior, there are several elements to be established by the company. Strong basis on safe design (engineering approach), management system, and human performance which becomes framework on how safety culture is managed. As part of the journey to operation excellence, human behavior is one of the important aspects where it becomes common causal of the accident during work. Observation on several sample of worker at office and operative-site, indicates that different perception of people on seeing the safety matters lead to the different participation level on safety programs. Participation and interaction becomes one of the key that will bring worker perception on valuing safety as part of their core and changing paradigm on ‘do because I must do’ to ‘do because I need to do’. Company develop program where the positive approach is used. It is in form of HSE League where all elements of the company must participate as part of their performance objectives. The competition is held to gain personnel feelings by doing and create new sense of ownership on safety. It results the increase of participation of personnel before and after the program. It indicates the participation can be raised by having strong commitment of management, consistency, engagement, repetitive program, interesting, and recognition to all participant.

A key challenge for companies operating in the new global environment is social risk. The identification and mitigation of social risks enables the company to manage both the positive, and adverse actual or potential impacts created through its business activities, including through relationships with its partners. Social risks are often associated with issues of health, safety, security and environment (HSSE). Thus, the integration of HSSE elements is fundamental towards a comprehensive approach to managing social risks. This paper discusses the process of two internal assessment tools, the Social Risk Assessment (SRA) and Human Rights Due Diligence (HRDD) and how these have integrated HSSE elements. Both assessment tools have been used for projects to meet project financing requirements. The assessment allows social risks with elements of HSSE identified, thus mitigation can be introduced to reduce risk to the business. In carrying out both assessments, it is crucial to have a team with the necessary knowledge and skills that encompasses HSSE and Social Performance. This paper also highlights the efforts of the company in building internal talents to implement the assessments effectively through the establishment of the Social Performance technical skill group.

The commitment of Oil Spill Response Limited (OSRL) to "provide resources to respond to oil spills efficiently and effectively on a global basis " to the industry is principally founded on the health, safety and well being of personnel; fundamental to the business is the effective management of health and safety risks. When oil spills occur, responders are often expected to work in challenging environments which present serious health and safety risks; examples include, but are not limited to, extremes of temperature, wind and humidity; a concern is personnel working in hot weather conditions. To this end, a safe system of work, aligned to industry good practice, was established. The safe system of work for operating in hot weather consolidates and strengthens existing processes in the OSRL risk management framework; it leverages on familiar tools and utilises ‘Heat Risk Categories’ derived from ‘WetBulb Globe Temperatures (WBGT)’. Key to the effort are written procedures which calibrate and standardise measures to prevent and manage heat injuries, applied to the following: 1) Planning; 2) Response; and 3) Demobilisation phases in any oil spill clean up. The procedures were validated over a succession of field deployment exercises conducted in Bahrain during summer, between 2016 and 2018 This paper will discuss the risk management approach by OSRL - focus is placed on the practitioner's perspective to ensure service delivery in hot weather conditions. The attention given to heat injuries, justified by instrument-measured indicators grounded in research, represents a step improvement to ensure the health and safety of responders. From a practical perspective, the following considerations are brought to the fore, starting from the planning phase: Adjustment of work load, clothing and PPE, commensurate with the heat risk Allocation of sufficient and appropriate resources to implement recommended work/rest cycles Capture of data for reporting and future reference (and further study)

Leadership in the oil and gas industry can only be achieved with a lean management system that promptly, identifies operational liabilities, generates optimal action plans and seamlessly manages performance to achieve the desired targets. Major accidents in the oil and gas installation pose a significant risk and most operators opt to underwrite their assets to mitigate their financial exposure. This paper presents the Insurance Surveyor playbook on asset risk rating. Insurance Surveyors evaluate asset risks based on six categorizes. The risk rating categorizes are hierarchal and also represent various phases in the asset life cycle, that include inherent features, asset management, alarms/leak detection systems and firefighting equipment. The Insurance surveyor inductively and deductively assess risk development and the operator's risk management, this involves running down the Management System to ensure a systematic assessment of risk is conducted and then evaluating the Operator's response to performance, in particular, response to incidents. The Insurance surveyor also assess the Operator's conformance to its procedures and ultimately its own Policies. In essence slicing and dicing the management system to identify the level of conformance in par with the operating risks and exposure to loss. A case study is described where the Operator risk rating was improved from "poor" in the aftermath of major incident to "above average" within a few years. The underlining importance of this paper is to exploit the Insurance Surveyor method to safeguard life, risks that endanger welfare and cause harm to the environment. The Insurance Surveyor methodology is tenacious and fierce against thermal, toxic and pressure effects and the management systems that either inhibit/suppress or facilitate/escalate their occurrence. The Insurance Surveyor playbook is what every line supervisor should follow to ensure the safety the plants and the hope is to achieve buy-in and commitment to promote and exploit lean risk management systems.

The complexity of high rise buildings poses challenges in the event of evacuation. The multiple floors of staircases, longer egress times and large number of tenants determine the success of a complete evacuation. Most high rise buildings are well equipped with state-of-the-art safety systems. Nevertheless, untoward disasters can still occur, ranging from fires to terrorist attacks. The readiness of tenants is an area of importance as this can delay the overall course of evacuation. Identifying the causes of common delay of tenants is elemental to continuously improve evacuation rate in the event of emergencies. In view of the increased number of terrorist attacks globally in recent years, high rise building is consistently on alert as it is usually a prime target. Therefore, carrying out evacuation drill is indeed paramount to emergency preparedness. Series of full scale and functional evacuation drills are conducted at the highest twin towers in the world, PETRONAS Twin Towers (PeTT) and Tower 3. Furthermore, PeTT include various type of businesses and tenants e.g. offices, shopping mall, large underground parking bay, as well as recreational and leisure facilities. A study to look into the tenants’ behaviours was carried out in concurrence with the evacuation drill. The purpose of the study is to identify the common behaviours that contributed to the delay of the overall evacuation time. Information pertaining to the common behaviours were gathered through observation and post-mortem findings. The information obtained from this study is necessary for PeTT to continuously improve its emergency response preparedness. The series of drills are also carried out to test the Business Interruption and Continuity preparedness, e.g. activation and mobilisation of Business Continuity Teams (BCT), activation of Alternate Work Site (AWS), readiness of ICT, as well as the response time in order to reactivate the critical business functions. This paper will focus on the study conducted based on the emergency evacuation exercise carried out on 10 th July 2017, mainly on the behaviours of the tenants.

As per NFPA standard, every offshore platform is required to test the deluge system 3-yearly. Use of seawater to test the deluge system introduces multiple issues with materials offshore due to direct impingement of seawater coupled with chloride ingestion in instruments and other electrical items. This was experienced[SP(L1] by more senior engineers and operators working on other platforms commissioning and hence KBB was tasked to test the deluge system using freshwater. On the KBB platform, freshwater system was never designed to be used for the deluge, and retrofitting or modifying the platform proved to have major obstacles. KBB investigated use of a barge or standby vessel to conduct this test, but the standby vessel pipeline header did not have sufficient capacity for the required test. KBB then designed an external system using water tanks, rented firewater pump, flexible hoses and pre-fabricated spools for use of fresh water on the deluge system. KBB was not successful on inquiries sent on similar test being conducted on other offshore facilities in the region. The deluge test work pack was developed with due consideration given towards safe execution of work. This paper will present the details of how this was achieved safely offshore, bringing in fundamental innovations to ensure value is safeguarded while ensuring the regulatory requirement is met[SP(L2] which is to test the deluge valve dry yearly or wet test the system 3-yearly. Some of the findings from the deluge test will also be presented.

The list of 13 fabrication site hazardous activities has been derived from focusing on the areas where significant incidents or near misses with fatality potential have occurred, while also taking into account existing safety practices common within the industry. Analysis of 10 years of IOGP incident data validated the final selection of the recommended practices by the IOGP Task Force. The IOGP Fabrication Site Construction Safety (FSCS) Recommended Practices document will provide standardized minimum requirements for addressing safety risks associated with the 13 listed hazardous activities, as well as a general section that addresses site-wide requirements. The objective of the FSCS Recommended Practices is to support the use of fabrication site specific construction practices that meet or exceed the requirements of the IOGP Recommended Practices, independently of the customer. This paper uses the on-going development of the IOGP FSCS Recommended Practices as a case study on how to drive for greater industry consistency to achieve a safer work environment and to remove inefficiencies.

Do well control drills really work? Have you ever wondered about the effectiveness of the current practice of conducting well control drills? What more can we do to drive safety assurance? Is there another method that is more proactive or less reactive? Traditionally, ad hoc meetings and safety briefings are conducted with the operator, service providers, and drilling contractors to align goals and objectives and operational risk management strategies. While these collaborations must continue and strengthen, they may not be sufficient for continued safety assurance. This possible insufficiency is further exacerbated by the transitory nature of the personnel, products, and services at the wellsite. Changing market conditions, dwindling capital expenditure and budgets, and the ever-increasing complexity of exploring and recovering hydrocarbons call to question reliance on traditional safety approaches. Industry incidents continue to demonstrate that they may not be sufficiently comprehensive. So, the question is: How can we ensure that transitory local crews can effectively respond to threats that pose an imminent risk to loss of well control? The current method of well control drills has shortcomings. It is highly reactive and essentially only addresses the right-hand side of a BowTie risk assessment. In other words, the assumption is that we must focus drill efforts on personnel responses once the top event (on a BowTie) presents itself. Little or no action focuses on conducting threat-response drills to address the left-hand side of the BowTie risk assessment. This paper presents a new approach for conducting drills at the right time, the right location, and with the right personnel to maximize the likelihood that we can respond to major disruptions when they occur. This new approach proactively manages risk, drives operational and safety assurance, and enhances the effectiveness of local crews who are the front line in preventing or mitigating loss of well control or loss of primary containment.

Product stewardship has developed progressively into a social license to operate expectation from consumers and businesses alike in today's chemical industry. This trend has been reinforced by governing authorities with the introduction of increasing number and complexity of chemical regulations which shifts added responsibility to industry to manage product supply chains in a more sustainable fashion. This has no exemptions to the oil and gas industry which calls for the embedment of product safety, product regulatory compliance and the overarching product stewardship agenda into the core of a product's value chain at every life cycle stage. This paper gives a brief overview of major emerging regulations in the Asia Pacific region relevant to industry and examines the impact of these regulations towards a product's supply and value chain. This paper also highlights the prospects for early adopters to transform the perceived burden of compliance into strategic opportunities to enhance product stewardship performance as well as secure long term access to markets by adapting key areas in the product's supply chain as well as leveraging supply chain intelligence. This is with the goal of implementing structured data driven approach or "data to decision" frameworks in securing existing product market access and bringing new products into target markets thereby reducing "time to market" from a product regulatory compliance stand point as well as adequately managing product HSE risks systematically.

According to the functional safety standard IEC 61508 (2010) , requirements apply to Safety Instrumented Functions (SIFs) for achieving a certain Safety Integrity Level (SIL). A typical SIF comprises of initiators (e.g. sensors), logic solvers and final elements (e.g. valves). A common method for SIF equipment vendors to document compliance with the standard is the use of SIL product certificates. This can be an efficient way of demonstrating functional safety compliance, but also involves certain challenges which will be discussed in this paper. A study has been undertaken to identify recurring issues in functional safety compliance. This study is based on experience with SIL projects undertaken for various vendors, integrators/engineering companies and operators. The projects comprise SIL Failure Mode, Effects and Diagnostic Analyses (FMEDAs), safety manuals, certifications and SIL compliance reports. The main aim of the study is to identify challenges and pitfalls and to provide solutions for preparing traceable and unambiguous compliance documentation. During the study it became evident that final elements presented unique challenges to SIL compliance, so this paper particularly focuses on documenting compliance for valves. The study reveals challenges related to the methodology used to reach a rational conclusion to the integrity of SIF elements covered in each certificate. This especially relates to definition of safe state for the relevant SIFs. It is important to have a clear and unambiguous definition of safe state, as this might give a different result regarding compliance. Clearly stating the application where the element is going to be used is important; this includes operational and environmental conditions. Challenges are also related to the failure rate derivation and whether the scope of the FMEDA is the element isolated or the element in a given application/system. The paper presents concrete examples of challenges, describes the impact of erroneous analyses and proposes solutions for each challenge. This paper considers best practices for issuing SIL certificates, limitations and advantages of SIL certification, and methods to ensure efficient compliance documentation, reliable results, and avoidance of the challenges discussed.

Objective/Scope An approach to established governance in respirator fit testing for Malaysia Upstream, where previously the practice were inconsistently meeting regulatory expectation. Base on survey conducted, small number of the upstream operators/service providers has a program in place and number of the respirator user that had undergone the periodic fit test were extremely low. The challenges in establishing the governance were unfamiliarity of the industry on the respiratory fit testing objectives and requirements, unavailability of specific guidelines and scarcity of competent fit tester in Malaysia which are also common challenges across the other industries in Malaysia. Method/Procedure/Process PETRONAS Guidelines For Respirator Fit Testing Programme for Upstream Oil and Gas in Malaysia which served as the main governance document, was established through (1) benchmarking of standards and methods, (2) stakeholders and experts input and (3) practicality of implementation in Malaysia. The establishment of the MPM Respiratory Fit Testing Advisory Panel serve as to provide strategic outlook on the respirator fit testing program in Malaysia including growth and continuous development of competent fit tester. Process for application, appointment and assurance was established to maintain the minimum standard for MPM Approved Fit Tester. Communication and promotion campaign was conducted to reach the potential service and training providers as to increase the number of competent fit tester. Result/Observation/Conclusion The governance guideline had obtain recognition by Department of Occupational Safety and Health (DOSH) to be implemented in the Upstream Malaysia. Six month after the enforcement date of the guideline, a total of more than 3000 workers has undergo fit testing. As to date, the number of MPM Approved Fit Tester has grown to 82and increasing, to meet the demand of the periodic fit testing. Novel/Additive A comprehensive approach for solution on HSE governance begin with situational assessment, benchmarking, to solution for system and mechanism for successful and sustainable respirator fit testing program in Upstream Malaysia.

An approach to establish an effective HSE culture on a previously inactive jack-up rig contracted for a one well drilling program proved successful in achieving the campaign HSE targets. The challenges were remote location, crews were unfamiliar with each other much less with the service company's personnel and unfamiliarity with the rig equipment. In addition, the operator's shore based team did not have previous experience in Crew Resource Management (CRM) approach. A CRM approach in tandem with an iterative job planning and execution strategy based on Deming's Plan-Do-Check-Act (PDCA) cycle was utilized. Personnel with extensive hands on experience in this aspect were mobilized to the rig to provide coaching on board covering all personnel. Coach's observations were shared daily with head office and performance metrics were monitored to gauge performance to identify area of focus for coaching. A weekly debrief with the shore based management team on progress was also carried out. The effectiveness of this approach was assessed with previously employed CRM used on working rigs on long term contracts as well as rigs on a one well contract. The coaching commenced after the rig was already in operations and the change in HSE culture could be compared to the culture after CRM approach was implemented. Results showed that the approach used in this campaign resulted in significant improvement in the performance metrics that were monitored. In addition, in a matter of six weeks, significant improvements were observed on non-technical skills as a leading indicator. Participation by all on board the rig with strong support from shore based and head office management of the operator and drilling contractor were key to the success of the program

This paper presents a real-implementation example of how leaders at all levels of the organization work in unison to build a process safety culture in complex and very diverse operations. The process safety culture of this organization comprises the beliefs, attitudes and work practices from senior management to the front-line operations supervisor, field engineer and most importantly to the operator level. ConocoPhillips Indonesia (COPI) Business Unit has been implementing a process that engages people from all levels of the functional organization through a purposeful process safety management review approach. At the top of the hierarchy of this process safety management review approach, COPI has formed a Process Safety Board comprised of the operations vice president, senior managers from operations, engineering and HSE. In the middle of the hierarchy, COPI has established Process Safety Council composed of process safety engineers and engineering managers. COPI also assigns Process Safety Coaches who interface daily with operators in the field. This paper focuses on the process safety management review, which is conducted at the Process Safety Board level to continually build the appropriate process safety culture within the organization. The COPI Leadership Team actively participates in the business unit process safety culture and engages both occupational safety and process safety issues through Process Safety Board meetings, which are attended by the next layer of the process safety management team, Process Safety Council, and representatives from operations including Process Safety Coaches ( Figures 1 - 3 ). Process safety leading indicators are reviewed during the board meeting. The review of the leading indicators does more than the checking of procedures and process safety training statistics. The Leadership Team also evaluates the leading indicators at the bottom, and all levels, of the process safety pyramid to drive process safety performance. The building of the process safety culture effort is recognized after board members and others demonstrate their commitment to the process and equally value process safety as occupational safety and operational activities. Through this review approach, process safety events and issues garner appropriate attention from all levels of the organization, and help COPI to continually support an appropriate process safety culture. Figure 1 Process Safety Board Members Figure 2 Process Safety Council Members Figure 3 Process Safety Coach Members This paper does not present novel improvements to process safety management, but provides structural information to commit, engage, understand, and support a developing sustainable process safety culture. This paper presents a real-implementation example of how leaders at all levels of the organization work in unison to build a process safety culture in complex and very diverse operations. The process safety culture of this organization comprises the beliefs, attitudes and work practices from senior management to the front-line operations supervisor, field engineer and most importantly to the operator level. ConocoPhillips Indonesia (COPI) Business Unit has been implementing a process that engages people from all levels of the functional organization through a purposeful process safety management review approach. At the top of the hierarchy of this process safety management review approach, COPI has formed a Process Safety Board comprised of the operations vice president, senior managers from operations, engineering and HSE. In the middle of the hierarchy, COPI has established Process Safety Council composed of process safety engineers and engineering managers. COPI also assigns Process Safety Coaches who interface daily with operators in the field. This paper focuses on the process safety management review, which is conducted at the Process Safety Board level to continually build the appropriate process safety culture within the organization. The COPI Leadership Team actively participates in the business unit process safety culture and engages both occupational safety and process safety issues through Process Safety Board meetings, which are attended by the next layer of the process safety management team, Process Safety Council, and representatives from operations including Process Safety Coaches ( Figures 1 - 3 ). Process safety leading indicators are reviewed during the board meeting. The review of the leading indicators does more than the checking of procedures and process safety training statistics. The Leadership Team also evaluates the leading indicators at the bottom, and all levels, of the process safety pyramid to drive process safety performance. The building of the process safety culture effort is recognized after board members and others demonstrate their commitment to the process and equally value process safety as occupational safety and operational activities. Through this review approach, process safety events and issues garner appropriate attention from all levels of the organization, and help COPI to continually support an appropriate process safety culture. Figure 1 Process Safety Board Members Figure 2 Process Safety Council Members Figure 3 Process Safety Coach Members This paper does not present novel improvements to process safety management, but provides structural information to commit, engage, understand, and support a developing sustainable process safety culture. This paper presents a real-implementation example of how leaders at all levels of the organization work in unison to build a process safety culture in complex and very diverse operations. The process safety culture of this organization comprises the beliefs, attitudes and work practices from senior management to the front-line operations supervisor, field engineer and most importantly to the operator level. ConocoPhillips Indonesia (COPI) Business Unit has been implementing a process that engages people from all levels of the functional organization through a purposeful process safety management review approach. At the top of the hierarchy of this process safety management review approach, COPI has formed a Process Safety Board comprised of the operations vice president, senior managers from operations, engineering and HSE. In the middle of the hierarchy, COPI has established Process Safety Council composed of process safety engineers and engineering managers. COPI also assigns Process Safety Coaches who interface daily with operators in the field. This paper focuses on the process safety management review, which is conducted at the Process Safety Board level to continually build the appropriate process safety culture within the organization. The COPI Leadership Team actively participates in the business unit process safety culture and engages both occupational safety and process safety issues through Process Safety Board meetings, which are attended by the next layer of the process safety management team, Process Safety Council, and representatives from operations including Process Safety Coaches ( Figures 1 - 3 ). Process safety leading indicators are reviewed during the board meeting. The review of the leading indicators does more than the checking of procedures and process safety training statistics. The Leadership Team also evaluates the leading indicators at the bottom, and all levels, of the process safety pyramid to drive process safety performance. The building of the process safety culture effort is recognized after board members and others demonstrate their commitment to the process and equally value process safety as occupational safety and operational activities. Through this review approach, process safety events and issues garner appropriate attention from all levels of the organization, and help COPI to continually support an appropriate process safety culture. Figure 1 Process Safety Board Members Figure 2 Process Safety Council Members Figure 3 Process Safety Coach Members This paper does not present novel improvements to process safety management, but provides structural information to commit, engage, understand, and support a developing sustainable process safety culture.

While overall safety performance has improved considerable over the past 15 years, during the more recent past the performance indicators have flattened out suggesting that that tools used to improve safety performance have reached their limits and a new approach might be required. The Safety Leadership initiative is a unique approach by Shell in building safety culture in contracting environment through addressing the aspects of safety leadership. Why target safety leadership? Because safety culture starts with leadership, leadership drives culture and culture drives behaviour. Shell Malaysia Geophysics and Geomatics Operations are currently replicating this methodology with Malaysian contractors. Outcomes are encouraging for both larger scale mega survey campaign and smaller scale site surveys. Early engagement of survey contractors in order to set expectations right from the beginning and explain the Safety Leadership initiative during pre-tender briefing was essential to ensure contractor management understood the context and actions required from them during execution. In a more complex environment of the multi-client's mega survey campaign, the team also sought agreement upfront with other operators on HSSE Policies and Management to have unity in safety messages. During operations, the contractors were entrusted to lead various events such as: 2-Stage HAZID before & during mobilisation attended by field staff; Project kick-off meeting (with client supporting); Rotation of Toolbox Talk leader role amongst the crew who execute the task, instead of all being led by the supervisor only; Cross-team inspections throughout the vessel: HSSE walk-abouts across the teams by survey and marine crews. In additional, the contractors were supported by the leadership team through a Management Facility Visit as well as by regular other visits to support vessels during re-supply to further strengthen safety management. The 2016 Mega Seismic Survey and Site Survey campaigns were within timeline and budget, and more importantly at the end of the campaigns there were clear signals that the project and contractor team had achieved a step change in the safety culture towards a generative culture. E.g.: Proactive cross-team inspections were welcomed by the crew and led to a number of improvements. The crew developing their own safety role model program, identifying and nominating those crew members who exemplified good safety behaviours. Proactive Interventions: A crew was intervening on a Shell staff member. This indicated that a strong ‘one team’ culture and level of trust had been developed. Working collaboratively with SMEs the contractor teams developed robust Lifting Plans for both soil sampling operations as well as for "standard" supply activities both at port and vessel-to-vessel and safely executed these tasks. Adherence to the plans was checked on various site visits. The changes introduced through the Safety Leadership initiative have impacted the survey contractor management and team. The crew were able to embrace the Safety Leadership program wholeheartedly because they felt the empowerment and trust given by Shell.

The objective of this paper is to share the successful implementation of offshore self regulation in Malaysia upstream activities. Post P.U.(A) 106 Exemption Order gazetted by the Malaysian Authority to PETRONAS in 2013, Offshore Self Regulation Management System (OSRMS) was established to demonstrate compliance with this Order through strategic collaboration between PETRONAS and Malaysia Government Authority i.e. Department of Occupational Safety & Health (DOSH). Annual activities are deliberated in a joint Technical Working Committee and implementation is steered by a Joint Management Committee. The Offshore Self Regulation (OSR) allows operators to manage and sustain safe operation of all offshore facilities using their own management processes in lieu of prescriptive regulation. One of the exemption order conditions is related to determination and certification of eligible Inspector (then known as an OSR Inspector) to examine the integrity of certificated machinery. This is achieved through joint competency assessment of potential candidates from Petroleum Arrangement Contractors (PAC) and certification by DOSH. At the same time a competency development program is established as an option for potential candidates to prepare themselves to become certified OSR Inspector. Any of assessed candidates with gaps may enhance their competencies through the program. There are three (3) categories of audits to evaluate the effectiveness of the management system in meeting the OSR objectives. Tier 1 is internal PAC audit, Tier 2 Audit is conducted by PETRONAS and Tier 3 is a joint audit by PETRONAS and DOSH. An effective implementation of offshore self regulation management system would therefore assure the integrity and reliability of the installation or facilities. It will also safeguard the health and safety of those personnel working on offshore installations. The implementation of self-regulation is benefiting all stakeholders including the owner (PETRONAS), occupiers (PAC operators) and government agency (DOSH) in managing occupational safety and health (OSH) and asset integrity in an efficient and cost effective way.