HSE weaknesses which could affect safe start-up and operation may arise in all phases of a project. These need to be picked up as quickly as possible in order to ensure that the necessary countermeasures are put in place.

IKM Acona has investigated whether management and follow-up of developments in the execution phase can be aimed more purposefully at reducing risk and preventing accidents during start-up and operation by utilising indicators, checkpoints and reference data.

Its report also makes reference to lessons learnt, experience gained and good practice in the industry.

Third study

This investigation is part of a trilogy and extends two earlier studies.

Read: Three development-project studies 

Published in 2022, the second of these studies looked at and identified indicators concerning issues  in the planning phase up to decision gate (DG) 3 which are relevant for HSE during start-up and operation.

The present report similarly addresses indicates and issues in the execution phase from DG3 to start-up of the facilities.

All three of the studies emphasise that work done by the companies when planning and executing projects is significant for the quality, safety and working environment of the finished product.

Systematic approach

Chapter 8 in the most recent report proposes a systematic approach to thinking about checkpoints for good practice and issues in the various project phases.

This can help to identify possible errors and reduce the risk of problems associated with safety, quality, major cost increases and delays in the project.

The methodology is based on lessons learnt from projects in the execution and/or operational phases, and on contributions from relevant players in the industry.

Indicators

IKM Acona proposes indicators related to typical checkpoints during  project execution. They take the form of questions relevant to the individual points, and relate to the issues involved.

  1. Culture – systems which ensure that an organisation has a good culture where personnel are encouraged to communicate openly, are followed up and want to do the right things at the right time.
  2. Expertise/personnel turnover – systems which ensure that an organisation has the right expertise and continuity in every position. 
  3. Interfaces – systems which ensure that an organisation has a methodology which makes sure that all interfaces are taken into account.
  4. Changes/nonconformities – systems which ensure that an organisation has a methodology which makes sure that all changes and nonconformities are risk-evaluated, taken into account and documented.
  5. Risk – systems which ensure that an organisation has a methodology which makes sure that all risks are defined, assessed, taken into account and documented.
  6. Subsuppliers – systems which ensure that an organisation follows up all suppliers and subsuppliers as part of the overall project organisation.
  7. Stakeholder involvement – systems which ensure that an organisation has a methodology which makes sure that all stakeholders are involved and that necessary communication is handled during the various project phases.
  8. Norwegian regulations/foreign players – systems which ensure that an organisation has made sure that the Norwegian regulations are understood and that this understanding is followed up throughout the project organisation, including at suppliers and subsuppliers.
  9. New technology ­ – systems which ensure that an organisation has a methodology which makes sure that any and all new technology adopted is thoroughly evaluated, risk assessed, documented and communicated to the project organisation.
  10. Involvement of operations personnel – systems which ensure that an organisation has made sure that the operations organisation is adequately involved in the project and participates in decisions which could affect it.
  11. Readying for operation – systems which ensure that an organisation can start up a facility with all its systems in a safe and efficient manner.

The reports is available in Norwegian only.