Fluor integrates the management of HSE practices into one program that embraces a project life-cycle.
We annually establish the Corporate HSE Objectives and Programs and measure progress to achieve the goals of our HSE Mid-term Plan.
In fiscal 2018, we revised the HSE Management System Manual and eight Corporate HSE Standards based on the Corporate HSE Objectives and Programs which was developed in accordance with the Corporate HSE Third Phase Mid-term Plan launched in fiscal 2016. On the firm ground of the fundamental principles: Leadership, Risk Management, Continuous Improvement, and Implementation; we expanded the HSE management scope to cover non-operated projects in addition to domestic subsidiaries, geothermal projects, and projects of shipbuilding and marine operations which were all incorporated in the previous year. In this way, we are committed to carrying out more effective and consistent HSE activities.
Aiming to systematically evaluate compatibility and effectiveness of the HSEMS at our Operational Organizations and Headquarters Organizations from the viewpoint of assurance and governance, we conduct Corporate HSE audits and reviews. In fiscal 2018, we participated in fourteen HSE reviews and conducted three risk management-based Corporate HSE audits*1 in Japan and overseas sites.
- *1Risk management-based Corporate HSE audits
A methodology for narrowing audit focus to areas with greater risks by considering risks inherent in the organization.
In fiscal 2018, we conducted approximately 80 hours of HSE education and training through e-learning, training sessions and exercises. Apart from these, we continue to provide domestic and overseas OJT opportunities for young engineers so that they can acquire practical skills of risk management and process safety management.
In addition, our HSE experts are encouraged to further develop their competency through OJT or participation in a training session offered by HSE specialized institutes, and are provided with a career development program for each competency stream as outlined in their individual job competency profile.
To realize the Corporate HSE Third Phase Mid-term Plan, we will continue to build up HSE education and training schemes focusing on their execution.
Since fiscal 2008, the Annual HSE Meeting has been chaired by the President & CEO and attended by Corporate HSE Committee members and the top executives in charge of HSE at domestic and overseas Operational Organizations in order to raise HSE awareness. The HSE Meeting organized in fiscal 2018 was focused on discussions of HSE issues shared from each Operational Organization, follow-up reports on issues identified in the previous meeting, and our HSE way forward. The meeting also included a special session given by an external expert and it offered a good opportunity to deepen our knowledge for recent HSE issues the whole industry faces as well as measures suggested. In addition, we conduct HSE management site visits, to allow managers to demonstrate their commitment to HSE in a powerful and visible manner by seeing firsthand and understanding the risks associated with site work. This is to achieve Safety Number One, one of the INPEX Values. In fiscal 2018, the management site visits were carried out five times: for domestic and overseas operator project sites, non-operated project sites, and domestic subsidiaries. And site representatives conducted three site visit exchanges as well. With these activities, both management and field workers were able to exchange frank opinions and discuss HSE. We will continue to conduct management site visits in a proactive manner.
To share information with employees, the INPEX Corporate HSE Unit publishes the HSE Highlights newsletter and the HSE Monthly Reports to enlighten all employees about HSE and to prevent the recurrence of incidents. In addition, the Corporate HSE Unit posts the latest KPI data, HSE documents, meeting minutes of the Corporate HSE Committee, HSE training, incident information or HSE alerts, security information, as well as international HSE activities, including IOGP*2 reports on our intranet. All employees can access this HSE information at any time.
We constantly take part in external safety events, symposiums and activities contributing to the industry, as well as information exchange with IOCs, other sector companies and academic institutions including universities. In fiscal 2018, we gave three presentations including ones for an international conference and the National Industrial Safety and Health Convention in Yokohama, and joined seventeen HSE communication activities involving various companies and industrial or academic societies.
For the purpose of raising motivation and HSE awareness of organizations and individuals, and to improve corporate-wide HSE performance, we also bestow Corporate HSE Awards annually. In fiscal 2018, the HSE Excellence Award was postponed but eight awards in total were bestowed, with seven HSE Activity Award to three groups and four individuals and one HSE Special Awards to a group.
We will continue to enhance HSE communication, especially through the sharing of lessons learned from incidents both internally and externally and good preventive practices, in a more timely and explicit manner.
- *2International Association of Oil and Gas Producers (IOGP)
HSE Management Site Visit for ADNOC Offshore Project
On February 2, 2019, an HSE management site visit for a non-operated project was conducted; managers, including a member of the Corporate HSE Committee, visited the Lower Zakum Super Complex and Umm Al Dalkh Central Processing Complex of ADNOC Offshore Project in Abu Dhabi, UAE.
Participants confirmed the onsite HSE management and had an interactive and open dialogue with the HSE managers and site workers during the visit; meanwhile, the onsite HSE team shared their achievement of zero LTIF during fiscal 2018. The visit also served as a good opportunity to understand that onsite managers are promoting safe work through demonstration of leadership, for example, safety meetings are held to learn from Hiyari-Hatto (hazard observation) with the aim of improving safety culture.
The HSE Meeting Held at Headquarters
On January 22, 2019, the 12th HSE Meeting was held at Tokyo headquarters. Delegates from both domestic and overseas Operational Organizations and HSE management units gathered to share follow-up reports on issues identified in the previous meeting and our HSE way forward. The meeting also included a special session given by an external expert and it offered a good opportunity to deepen our knowledge for recent HSE issues the whole industry faces as well as measures suggested.
IOGP’s, Operating management system framework for controlling risk and delivering high performance in the oil and gas industry, applies to every type of upstream or downstream company activity, from construction to decommissioning, throughout the entire value chain and lifecycle of the business and its products.
It consists of several fundamentals and elements divided into two interdependent components:
- Four fundamentals focus attention on the management principles most important for an effective operating management system (OMS)—leadership, risk management, continuous improvement and implementation. These principles apply equally to every element of the OMS to drive its success.
- Ten elements establish a structure to organize the various components of an OMS. Each of the ten elements includes an overview, a purpose statement and a set of expectations that define the system’s intended outcomes.
The new framework is supported by anOMS in practice supplement, which provides guidance on how to establish and sustain an OMS and includes many examples of industry specific processes and practices.
It is a separate publication from the OMS framework, so it can be updated to reference the latest IOGP and IPIECA good practice publications and to provide links to other relevant publications.
The supplement consists of three sections:
- Getting started. How to use the guidance for companies yet to establish an OMS and for those with existing systems under review as part of continuous improvement.
- Processes and practices. The oil and gas industry has a range of standards, processes, practices, rules, methods, guides, tools, procedures and work instructions that aim to reduce and control its risks. They are referred to collectively as “processes and practices”. This section offers examples of these, called P1 to P10.
- Sustaining and improving the system. This section offers examples of measures, called M1 to M10, to assess the successful implementation, improvement and effectiveness of an OMS.
Report No: 423
This revised report describes how clients can improve client and contractor management of HSE risks for contracted activities:
- selecting suitable contractors
- setting out expectations and requirements
- awarding contracts
- managing all the phases of the contracting process.
Report 423 is supported by:
Report No: 512
Report No. 512 provides a high level oversight of what the main components of a security management system could be, based upon the guidance and concepts in IOGP Report No. 510, Operating Management System Framework.
A security management system is an essential part of an overall management system. It provides the structure to enable identification of potential threats to an organization and which establishes, implements, operates, monitors, reviews and maintains all appropriate measures to provide assurance of the effective management of the associated security risks. This report is not intended to be prescriptive, and organizations are encouraged to develop their own systems based on the guidance set out in this document and IOGP Report No. 510.