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Abstract

A Project was undertaken for developing and implementing a Safety Management System (SMS) at an offshore jack-up rig and an offshore process complex in the Western Offshore of India.

The objective of the project was to improve the SMS at these sites by developing a documented SMS based on loss control philosophy and the in process improvements were measured using the International Safety Rating System (ISRS) a very useful tool of Det Norske Veritas (DNV). DNV, Singapore was engaged as the consultant for the project.

The project involved selecting competent persons for this project, training them, and then implementing this project at the two sites. It was a process of change management.

The project involved the following phases:

• Phase I: Selection of Personnel (Project Team)

• Phase II: Development of awareness for the project.

• Phase III: Training for the selected personnel

• Phase IV: SMS Audit

• Phase V: Development of SMS Manual

• Phase VI: Implementation of SMS

• Phase VII: ISRS audit to judge the improvement

The paper details the whole process, right from selection of personnel, their training, and the methodology adopted for developing the safety management system manual, to the strategies adopted for its implementation. The paper also briefly describes the SMS developed and its elements and its features. Thus this paper is based on actual experience and is presented in the form of a case study.

Results and Conclusions

This case study is of direct use and relevance to oil companies in replicating this experience in their operations in implementing a systematic SMS to reduce/control accidental losses, improve productivity, improve workforce morale, reduce operational costs, etc. The experiences gained in terms of pitfalls to be avoided and focusing of efforts will be of great use to other oil companies. The author was a leading member of the SMS Project team.

Introduction

A need was felt in the company at Senior Management levels to inject vitality and cultural improvement in the Safety Management of its operations. This need was felt because of:

1. Increased competition due to liberalization and globalization.

2. Orientation of SMS to loss control philosophy from the traditional injury prevention philosophy.

3. Inputs given by various stakeholders.

4. Results of Quantitative Risk Analysis Studies of nine offshore platform complexes

Nearly 70% of our oil production comes from Western offshore. Hence it was decided to focus the efforts of implementing the SMS Project here. As the company believes in participative management, it was left to the Regional Management of Western Offshore, the Mumbai Regional Business Center, to come up with an appropriate proposal.