Operationalizing Risk Management

Abstract

Abstract Effective and fit for purpose risk management process is essential for safe and reliable operations. It is also one of the key elements of the Operating Management System (OMS) which is used by bp to manage its operating activities. To deliver OMS performance, bp wells organization has successfully developed and implemented a complete set of requirements, accountabilities, and guidance for each phase of the risk management process (identify, assess, respond, monitor and review). The risk management process utilizes a bowtie barrier model for identified major accident risks. The barriers are subdivided into critical tasks and critical equipment, which allows the health of the barriers to be monitored at operational level and any vulnerabilities to be identified and addressed early on. The wells risk management process is supported by the suite of custom designed digital tools. To make risk management work, the steps of the process had to be operationalized – i.e. integrated into the ways of working and made understood by the front-line personnel. To achieve this, the best practices in risk management in use across wells were collated, codified as requirements in the process, and integrated with the well delivery workflow for systematic application across wells. Operationalized steps of the risk process took full advantage of the established cadence of meetings and technical documentation in use without creating additional workload for engineering or operational personnel. Digital risk tools were developed to fully support the risk management process. Mandatory risk management training was created and rolled out to cover all personnel in wells. This paper will describe the phases of bp wells risk management process and demonstrate how operationalisation has been approached via integration of some of its steps and requirements with engineering and operational processes. Case studies will include examples of operationalization such as risk identification and assessment, and early risk barrier gaps identification and closure via rig intake process; risk response through building effective risk barriers by engineering personnel during design of the wells; communication of risk to frontline personnel and contractors; and management of cumulative risk and risk-based decision making. Integrated operationalization of the wells risk management process supports better engagement of personnel and contractors in risk management, removal of duplicative activities, efficiencies through the use of digital tools, and ultimately safer operations.