ISRS.pdf

isrs

7

International Safety Rating System

The challenge…

To meet the increasing expectations

of multiple stakeholders,

you need to continually

measure, improve and demonstrate

the health of your business

What is isrs

7

?

isrs

_:

„

Helps identify and control your

risks

„

Transforms business processes into

best practices

„

Incorporates other pertinent

standards

„

Provides management with advanced

decision support

„

Builds reputation and drives

business results

„

Provides

assurance

for the executive

isrs

_{is a world leading system}

_{for improving and demonstrating safety,}

DNV’s experience in management systems

1978 1980 1985 1990 1995 2000 2005 2010

IQRS 1 IQRS 2 IQRS 3

IERS 1 IERS 2 IERS 3

Prosper 2

ISRS 1 ISRS 2 ISRS 3 ISRS 4

ISRS 7 ISRS 5 ISRS 6 Responsible Care ISO 9001 Seveso II EFQM OHSAS 18001 ISO 14001 ISO 9000: 2000 BS 8800 Malcom Baldridge

International Standards

DNV Standards

ISSSRS 1 ISSSRS 2 ISSSRS 3

ICSRS 1 ICSRS 2 ICSRS 3

IMSRS 1

Prosper 1

IBRS 1

Key:

ISRS – International Safety Rating

System

ISSSRS – International Small Site Safety

Rating System

IQRS – International Quality Rating

System

ICSRS – International Contractor Safety

Rating System

IERS - International Environment Rating

System

IMSRS – International Marine Safety

Rating System

Prosper – Integrated Health, Safety and

Environment and Quality Rating System

IBRS – International Bio-risk Rating

System

EFQM - European Foundation for

Developed in co-operation with industry

„

Experts from DNV and the nuclear, chemical and

petrochemicals

industries worldwide incorporated industry best practice to develop isrs

„

“Listening to the Customer” consultation process involved more than 50

companies in Asia, Europe, Scandinavia and the USA

„

Four isrs

_{pilot assessments were conducted}

„

_{Based on the input from the assessments, further enhancements have}

been made to the system

ISRS Customer References – Petrol Sector

UK Companies

Total Milford Haven refinery Associated Petroleum Terminals BP

Chevron U.K. Limited

Benelux companies

Fina Antwerp Olefins Atofina (Petrofina SA) Total Marketing France

German companies

TOTAL Deutschland GmbH

TOTAL Raffinerie Mitteldeutschland GmbH

Asian Companies

Kondur Petroleum, Indonesia: PetroVietnam

Indian Oil Company Ltd

Oil and Natural Gas Commission of India Bharat Petroleum Company Ltd

Hindustan Petroleum Company Ltd Abu Dhabi Gas Liquification

Command Petroleum (India) Pty Ltd PETRONAS (Malaysia)

WMC Petroleum (Malaysia) Sdn Bhd Suez Oil Company (UAE)

American companies

Amoco Canada Petroleum Co., Ltd. Esso Petroleum Canada

Petro-Canada SHELL Canada Fina Oil USA

Occidental Petroleum USA Pemex (Mexico)

Ecopetrol (Colombia)

Standard Oil Production Company (USA) Sun Refining and Marketing Company (USA) Union Texas Petroleum

African companies

Cabinda Gulf Oil Company (SA) Sirte Oil Company (Libya)

Australian companies

isrs

7

Process descriptions

1. Leadership

2. Planning

3. Risk Evaluation

4. Human Resources

5. Compliance Assurance

6. Project Management

7. Training and Competence

8. Communication and Promotion

1.1. Purpose and Values 1.2. Goals 1.3. Policy 1.4. Strategy 1.5. Stakeholder Engagement 1.6. Business Processes 1.7. Business Risks 1.8. Accountabilities 1.9. Management Commitment 2.1. Business Planning

2.2. Work Planning and Control 2.3. Action Tracking

2.4. Management System Documentation 2.5. Records

3.1. Health Hazard Identification and Evaluation

3.2. Safety Hazard Identification and Evaluation

3.3. Security Hazards Identification and Evaluation

3.4. Environmental Hazards Identification and Evaluation 3.5. Customer Expectations

Identification and Evaluation 3.6. Process Risk Evaluation 4.1. Human Resources System 4.2. Recruitment

4.3. Managing Individual Performance 4.4. Recognition and Discipline

4.5. Leaving the Organisation

4.6. Management of Organisational Change 5.1. Regulations

5.2. External Authorisations to Operate 5.3. Industry Codes and Standards 5.4. Reporting to Authorities 5.5. Information Security 5.6. Product Stewardship 5.7. Compliance Assessment 6.1. Project Coordination 6.2. Project Planning 6.3. Project Execution 6.4. Project Control 6.5. Project Close Out 7.1. Training System

7.2. Training Needs Analysis 7.3. Instructor Competence 7.4. Delivery of Training

7.5. Leadership Orientation/Induction 7.6. General Orientation/Induction 7.7. Job Orientation/Induction 7.8. Training Systems Evaluation 8.1. Communication System 8.2. Meeting Co-ordination 8.3. Management Meetings 8.4. Group Meetings 8.5. Joint Committee/Council 8.6. Coaching 8.7. Recognition 8.8. Promotion Campaigns

8.9. Away from Work Safety Education

isrs

7

Process descriptions continued

11. Contractor Management & Purchasing

10. Asset Management

12. Emergency Preparedness

13. Learning from Events

14. Risk Monitoring

15. Results and Review

9. Risk Control

9.1. Health Hazard Controls

9.2. Safety Hazard Controls

9.3. Security Hazard Controls

9.4. Environmental Hazard Controls

9.5. Quality Control of Materials and

Products

9.6. Process Control and

Operating Procedures

9.7. Rules

9.8. Work

Permits

9.9. Warning Signs and Notices

9.10. Personal Protective Equipment

10.1. Maintenance Program

10.2. Maintenance Planning

and Scheduling

10.3. Execution of Maintenance

10.4. Maintenance Review

10.5. General Conditions Inspections 10.6. Physical Conditions Tour

10.7 Special Equipment Inspections

10.8. Pre-Use Equipment Inspections

10.9. Engineering Change Management

10.10. Inspection, Measuring and Test Equipment 10.11. Acquisition and Sale 11.1. Contractor Selection 11.2. Contractor Operations 11.3. Contractor Assurance 11.4. Purchasing

11.5. Logistics

12.1. Emergency Needs Assessment

12.2. Site Emergency Plan

12.3. Off-Site Emergency Plan 12.4. Crisis Plan

12.5. Business Continuity Plan 12.6. Emergency Plan Reviews

12.7. Emergency Communications

12.8. Emergency Protection Systems

12.9. Energy Controls

12.10. Emergency Teams 12.11. Drills and Exercises 12.12. First Aid

12.13. Medical Support

12.14. Organised Outside Help and Mutual Aid

13.1. Learning from Events System 13.2. Learning from Success

13.3. Participation in Investigations 13.4. Near-Miss and Substandard

Conditions

13.5. Complaints Management

13.6. Event Announcements

13.7. Away-from-Work Accidents

13.8. Action Follow-Up

13.9. LFE Reporting Verification 13.10. Event Analysis

13.11. Problem-Solving Teams 14.1. Health Hazard Monitoring 14.2. Safety Hazard Monitoring 14.3. Security Hazard Monitoring

14.4. Environmental Hazard Monitoring

14.5. Customer Satisfaction 14.6. Effectiveness of Monitoring 14.7. Perception Surveys 14.8. Behavioural Observation 14.9. Task Observations 14.10. Audits 15.1. Business Results 15.2. Management Review 15.3. Reporting to Stakeholders

Focus and credibility

„ Latest management system methodology

„ Integration of HSE & business issues

„ Evaluates both processes and results

„ Industry-wide acceptance

„ Industry benchmarking

„ Flexible implementation

„ Integrated approach for driving business

improvement

„ Assures the health of business processes

„ Test existing systems

„ Integrates the requirements of major international standards

„ Facility for joint auditing

„ Harmonised with international standards

„ International standard

„ World-class practices from DNV’s experience

„ Assessed by independent 3rd _{party (DNV)}

„ Provides confidence to owners and stakeholders

„ Provide assurance to all stakeholders

isrs7 _Credibility

Harmonised with international standards

isrs

_{includes the requirements for:}

„

ISO 9001:2000 - Quality Management

„

ISO 14001:2004 - Environmental Management

„

OHSAS 18001:1999 - Health and Safety Management

„

PAS 55:2004 - Asset Management

Comparison with other standards: Positioning I

Input measures

vs. output statistics

SHE vs. business

performance orientation

„

IS0 9001, ISO 14001 and

OHSAS 18001 and ISRS 6

measure processes (leading

indicators)

„

EFQM and isrs

_measure

processes and results

(leading and lagging indicators)

„

OHSAS 18001, ISO 14001 and

ISRS 6 measure SHE

performance

„

EFQM and ISO 9001 measure

business performance

„

isrs

_{measures SHE and}

business performance

Comparison with other standards: Positioning II

Quantative vs. qualitative

benchmarking

Top down vs. bottom up

orientation

„

IS0 9001, ISO 14001, and

OHSAS 18001 measure

performance in a qualitative

fashion

„

EFQM and ISRS attribute

numerical scores to processes

allowing performance to be

quantatively benchmarked

„

EFQM, IS0 9001, ISO 14001, and

OHSAS 18001 address

organisations from the “top down”

and offer little detail on practical

implementation

„

ISRS 6 and isrs

_{are “top down”}

and “bottom up” offering a wealth

of detailed “how to” information

Alpha to Omega Process

Improvement Journey

Comprehensive

Foundation for Alpha

Integrated HSSEQ Best Practice Document

Preparation and systematic approach required

Leading assessment and improvement tool

Performance benchmarking

Rapid

Less formal

Good helicopter view

More Client engagement

Assessment focused

Excellent basis for planning

3

_Party

Assessment

Workshops

Establish the state of

the nation

Planning which

processes / issues to

develop

Development

Projects, reference

and internal

measurement

Assessment and re

planning

Goal Achievement

Journey

Tools

α

Ω

Services

Training

Consulting

The Alpha Assessment

Provides an alternative from or can complement the

traditional audit approach. No more ”audit and run!” Provides a ’snapshot’ of

the current management system status (based on span of unit’s perceptions)

Provides confirmation that former audits, rating and assurance letters reflect the

”embedded” system Can act as ’stepping stones’

providing a development path

for the unit in preparation for next planned assurance

The Alpha Tool

Processes 1-15

Scores /

rating

„

Provides a

state of the nation

of the current working situation

„

Based on the opinions

of a cross-section

of the unit’s personnel

„

Each process contains a number of performance statements on which the

„

Interviewee can assess the

degree of development for each individual aspect

0 1 2 3 4 5 1 Lea ders hip 2 P lann ing an d A dm inis tration 3 Ris k E valua tion 4 Hu man Res ourc es 5 Co mpl ianc e A ssur ance 6 P rojec t M ana gem ent 7 Train ing and Co mpete nce 8 Co mm unic atio ns a nd P rom otion 9 Ri sk Con trol 10 A sset Man agem ent 11 C ontrac tor M anage men t an d P urch asing 12 E merg ency Prepar edne ss 13 Le arni ng fr om E ven ts 14 R isk Monit orin g 15 R esul ts an d Rev iew World Class (Continual Improvement) Leading Edge (Mature Management System in Place) Extended (Programme Development) Core (Awareness Building) Uncertainty (Potential Lack of Control)

Alpha Results

Good

Fair

U/Sat

0,0 1,0 2,0 3,0 4,0 5,0 1 Liderazgo 2 PlanIficación y gestión 3 Evaluación de Riesgos 4 Recursos Humanos

5 Aseguramiento del Cumplimiento

6 Gestión de Proyectos

7 Entrenamiento y Competencia 8 Comunicaciones y Promoción

9 Control de Riesgos 10 Gestión de Activos

11 Gestión de Contratistas y Compras 12 Preparación para Emergencias

13 Aprendiendo de los Eventos

14 Monitorización de los Riesgos

15 Resultados y Revisión Mandos Intermedios Dirección Operarios 0-1 Incertidumbre 1-2 Basico 2-3 Extensivo 3-4 Casi lider 4-5 Clase Mundial

The Omega Tool

A thorough assessment of

performance against the 15 isrs7 _management

processes

Involves interviews with process owners, operators

and detailed verification activities

A menu of proven activities to develop best practice

business processes

Provides the planning basis for improvement during the

Why isrs

7

?

„

Demonstrates the

health of business

processes to your stakeholders

„

Integrates

health, safety, environmental and business processes

„

Can be used as an health and safety system only

„

Is goal driven

allowing creativity and flexibility

„

Flexible application

using Alpha to Omega approach

Isrs

7

:

A PRACTICAL EXAMPLE

- Refinery

isrs7 Process 15 – Results

and Review

„

What does 30% performance

level look like?

„ HSE and business results are

compared against the stated goals of the period.

„ Senior Managers perform regular reviews of the management system.

„ Limited management review of progress against HSEQ objectives.

isrs7 Process 15 – Results and

Review

„

What’s it take to get to 50%

performance?

„

• All stated business goals have

been achieved in the planned period.

„

• Progress against HSEQ plans and

objectives is reviewed.

„

• Actions from management review

used to improve the management

system.

„

• Specific reports are generated for

targeted stakeholders.

„

• Environmental performance

indicators are reported.

„

• There is regular internal reporting to

staff.

isrs7 Process 15 – Results and Review

„

What’s it take to get to 70%

performance?

„

• Trending of HSE and business results

demonstrates sustained good

performance.

„

• External benchmarking exercises are

routinely undertaken, lessons shared and

appropriate changes made to the

organization’s HSEQ system / practices.

„

• Differences in business results are

evaluated to determine causal factors.

„

• Assurance letters are produced by

different units declaring HSEQ

performance.

„

• Social performance indicators are

reported.

isrs

7

: Your contact

Carlos A. Navarro

Dpto. de Certificacion

DNV-Madrid

+34 91 456 16 00

[email protected]