HSE Management of ONGC's Mega MHN Project - Success Story by L & T
Mohammed Shadab, Assistant Manager - HSE
Rohidas Chaskar, Deputy General Manager - HSE
Larsen & Toubro, Hydrocarbon IC, Mumbai

This paper highlights the Health, Safety and Environment (HSE) Management System and its implementation during execution of MHN Process Platform and Living quarter Project, a project executed by L & T on EPIC basis for ONGC in Mumbai High North (MHN) field. All the critical, non routine and high risk activities were carried out safely during various phases of project along with the Hazard Identification and Risk Assessment (HIRA) techniques, robust implementation of Permit to Work System and Job Safety Analysis (JSA ).

In the project, HSE surveillance was given strong emphasis and was supported by regular inspections and checklist criteria by Line Managers and Safety Engineers. Successful completion of the project with 17 million safe Man -Hours across the different phases of the project was a great achievement. The capturing and assessment of unsafe act and unsafe conditions were set right on top priority which assisted in creating a safe work environment and improve morale of each one of us working for entire project.

Project scope involved Sur veys, Engineering, Procurement, Fabrication, Transportation, Installation, Hookup and Commissioning of all facilities which included a large offshore Process Platform, a separate 150 men Living Quarter Platform and two flare platforms, all connected by bridges. The new platforms were also to be bridge connected with existing MNW Platform constructed by EIL and L & T under a separate project in 2004. Over 80,000 MT of structures, process facilities and utilities were to be fabricated in L & Ts facilities at Oman and Hazira and later installed and erected at Mumbai High offshore. The new facilities along with the existing facilities of NA, BHF and MNW are known as MHN process complex.

The following HSE practices and controls aided/contributed in safe and successful completion of the MHN Project:

A daily safety incentive scheme was conceptualised and implemented in juxtaposition with monthly safety incentive. This daily incentive scheme was very well received by everyone and proved triumphant in motivating everyone to progressively report the hazards involved in the job at site on daily basis. This not only assisted in capturing and recording significant numbers of local hazards presents at site but also aided in instantly brinmging down the risks of work environment to As Low As Reasonable Practicable (ALARP) level.

The basic criteria for assessing the winners of daily safety incentive scheme were quality and quantity of hazards reported by such personnel. This customised daily incentive scheme with prior consultation and communication with entire workforce reinforced positive behavior towards HSE amongst all workmen and was well accepted, responded and participated.

One of the major HSE milestones for MHN project was the Safety Field Audit of worksite (developed by Industry leader Du-Pont with L & T) in which front line managers visited worksite on regular basis exclusively for conducting SFA. Every Manager, Supervisor and Foreman has contributed in the Safety Field audit of worksite and inspected workplace for HSE compliance vis--vis L & T's own HSE Management System. All the observations arising out of SFA were given high priority and every concerned supervisor/individual has acted proactively to close all the Non-conformities in the given time frame.This also facilitated in creating a safe work environment at the site.

One of the key challenges during the MHN project was the safe transfer of manpower from Barge to Vessel to Platform and vice versa since many times, hook up barges were not connected by gangway to MNP and MLQ Platforms due to operational constraints during offshore works. This risk was brought down to ALARP level by deputing additional HSE Engineers/Officers to ensure manpower is transferred safely through enhanced supervision, clear coordination with all involved parties (viz. Barge, crew boat, platform) and systematic transfer with strict vigil was key to transfer manpower safel.

Realising the fact that HSE induction, being the best tool to inculcate Company's HSE expectations to all personnel involved in the project was given paramount importance during different phases of the projects.

Our HSE Team ensured that all personnel including visitors, vendors, are imparted HSE induction which besides Company's HSE expectation included various HSE information like emergency procedures, brief on workplace hazards and risks, incident reporting procedures, HSE communication and workplace introduction including assembly points, escape routes, location of fire fighting and life saving equipment.

HSE induction for all personnel was ensured before mobilisation at base location, including mass safety briefing at sub-contractor facility, and immediately after reaching offshore site location. Beside the mandatory HSE Induction, a number of Safety Briefings and HSE awareness sessions were also conducted from time to time, both at fabrication yards and at offshore. All Hazard findings and near miss incidents lesson sharing were discussed in Safety Briefings sessions with concerned personnel.

A major emphasis was given to ensure that all critical and non routine operations were duly complied with PTW system. Considering the quantum and magnitude of such mega project with various high hazard activities like working at height, lifting/shifting and handling of huge loads (read Jacket weighing up to 13500 MT), hydrostatic pressure testing, radiography, loadout of jackets and top sides, pre-commissioning/commissioning activities just to name a few.

JSA and HIRA were ensured as a pre requisite to PTW for every critical and non routine activity. Considering the critical nature of offshore activities , even routine jobs, along with critical and non routine jobs, were ensured to be started only after complying with PTW requirements.

Strict adherence to PTW System during the entire project is evident from the fact that no NCs were issued with respect to PTW System.

One of the major breakthroughs during the project was HSE Inspections with active participation by line management. Inspection schedule was chalked out and ensured that all HSE inspections are conducted as per the envisaged schedule along with line management to ensure a safe working condition at all times.

The HSE Inspections were not limited only to the site but periodic health and hygiene inspection were also undertaken during the entire phase of the project like hygiene inspection of barge, its galley, yard canteen, etceter. This scheduled inspection along with line management and other concerned parties (e.g. catering crew, marine spread agencies) not only assisted in findings of deficiencies in the activity/system but it also helped line management in getting acquainted with measures to control the hazards in the work environment. Any deficiencies found during these inspections were rectified on top priority and this has helped to improve morale and efficiency of workforce at site.

Heavy lift installation barge Oleg Strashnov had to work simultaneously within anchor pattern of another heavy lift installation barge DB-101 during installation of MNP Platform Topsides. Taking in account the risk involved with simultaneous operations of mammoth barges of such size, SIMOPS were planned for series of activities and a safe and successful SIMPOS was achieved by establishing dedicated communication channels with all concerned parties, defined roles and responsibilities of all concerned personnel and deciding precedence of activity well in advance to refrain from last minute chaos. Similar system was also followed during hook up phase when installation barge Oleg Strashnov and other hookup barges such as East wind 365, Sea Stallion and Sea Jaguar had to co-exist and work in parallel on installation and hookup activities.

Considering the continuation of job during monsoon period, a separate emergency response plan was prepared for ongoing operations. Additional life saving appliances (LSA) along with contingency was made available, other than handover LSA items, for personnel working on platform. All critical activities during this time was planned considering consequences of rain water egress and a separate JSA was ensured for all activities during monsoon period.

Apart from aforementioned HSE Practices, other HSE Programs also were the integral part of HSE Management System. Few of such programs are listed below:
  • Daily tool box talks
  • Safety Committee Meetings
  • Pre-mobilisation safety audit of work cum accommodation barges
  • Periodical and frequent mock drills
  • Maintaining daily HSE logbook
  • HSE evaluation of sub-contractor
  • Audit of sub-contractor facility/workshop for inspection of off shore tools and tackles.
  • Conspicuous display of HSE Posters throughout the site.
  • Coordination meeting with Client and Sub-contractor for work activity
  • Highlighting unsafe acts and unsafe conditions in tool box talks
  • Incident lesson learning session with all workmen
The greatest challenge was to complete the entire project in best possible safen manner by careful planning throughout the project and splendid adroitness and commitment by all the team members. L & T was able to complete the entire project safely and successfully. Also the HSE initiatives taken by L & T at various stages of project were appreciated by Client. The MNP Process Platform started producing Oil and Gas from 12th October, 2012. This is one step ahead in improving self sufficiency for meeting India's burgeoning Oil and Gas demand. L & T has demonstrated its HSE Management skills in executing projects of such magnitude and is hopeful that with this HSE benchmark, our splendid record of zero Lost Time Injury in offshore operations will continue in coming years.