Meeting the Environmental Challenge Accelerate Oil& Gas – Rio de Janeiro, 16 May 2012

1. Meeting the Environmental ChallengeAccelerate Oil& Gas – Rio de Janeiro, 16 May 2012 Tommy Bjornsen – Director of Operation, South America

2. DNV – Managing Risk Globally DNV Maritime and Oil & Gas DNV KEMA Energy & Sustainability DNV Business Assurance

3. identify assess manage risk DNV’s core competence

4. DNV helps develop, implement, maintain and continually improve best practices in safety and environmental management A complete service offering: Risk-Based Decision Support Management Systems and Performance Measures Environmental Models and Management Emergency Planning and Accident Investigation Advanced Simulation and Modelling Human Factors and Safety Culture Operations Safety Addressing the new risk agenda

5. Effective and robust safety and environmental management system • How to prevent major accidents – “black swans” • How arrange a proper response capability for major environemntal spills • How to establish predictability for the industry • How to prevent unnecessary business interruption and disturbance • How to manage all relevant legislation • How to …. Ensure that exploration and production is done safely and in a sustainable manner Assure all stakeholders that activities that pose a threat to life, environment and assets are properly controlled

6. Current Regulation in Brazil • Regulatory bodies for Safety and Environmental aspects: • The National Agency of Petroleum, Natural Gas and Biofuels (ANP): 17 Management Practices • Marine Authority ( the Coast and Ports Directorate, DPC): Maritime Authority Standards, NORMAM • Ministry of Labour and Employment: regulations, codes of practice and guidelines • Environmental licencing: CONAMA and IBAMA • It seems to be a continued need for better understanding of objectives and expectations and further the implementation of the regulations and criteria to be applied for developing and approval of safety and environmental studies. • Overall, it is a “learning process” that goes between the Regulators and the industry and it will take some time until all parties have the same understanding and the conditions are understood, implemented and well applied. • Some areas for improvement when comparing best practices

7. Major accidents versus Occupational accidents Occupational risk Major accident risk Process safety management Personal safety management

8. Occupational Safety shows significant improvements

9. Macondo/Deepwater Horizon – “a one off ” case?

10. Historical major accidents and related improvements and learning's: Alexander Kielland (1980)  Structural redundancy Herald of Free Enterprise (1987)  Increased freeboard, initiation of ISM Piper Alpha (1988) “Offshore Safety Case” Exxon Valdez (1989)  Double hull Scandinavian Star (1990)  Corporate accountability for loss of life Estonia (1994)  Requirements in crowd and crisis management Texas City (2005)  Improved understanding of major accidents Occupational safety ≠ Major accident safety Deepwater Horizon (2010) Are we prepared for worst case accidents? 10

11. Need of improved quality in decisions at critical point Importance of managing barriers and critical functions to prevent accidents and achieve corporate goals for safe and productive installations Importance of organizing information to support decision makers Importance of a visual, intuitive framework and “common language” for communication, consensus, and action across discipline and organization boundaries Importance of providing practical guidance and training in challenging, high stress situations

12. Design vs Operations Phase Risk approaches • Design stage – only a few specialists need to know • They decide on risk reduction based on cost-risk benefit approach • Complex risk approaches are necessary for some kinds of decisions • Broad based decisions can be concluded with Risk Matrix • Difficult decisions may require QRA (Quantitative Risk Analysis) • Operation stage – everyone involved need to know • What makes things safe • What is their role in maintaining the controls • Management and regulators need to be assured that the controls they specified / agreed to are working

13. Emergency response E.g. escape, evacuation MitigateE.g. drainage, fire protection Prevent E.g. design, maintenance, procedures, competence HAZARD Swiss Cheese Model – barrier methodology Detect E.g. fire & gas detection, control systems Major Accident

14. Barrier philosophy linked to the safety management system The Bow Tie risk model • Implements the Swiss Cheese model • Clearly identifies barriers in accident pathways • Critical barriers can be identified • Barrier ownership is assigned • Barriers linked to management system – Operations, Engineering, Maintenance etc.

15. Summing up – how to meet the environmental challenge Legislation and regulation is in place in Brazil. However, areas for improvement both regarding interpretation and implementation Question mark whether we have sufficient focus on the operational safety and specifically the unexpected events potentially leading to environmental catastrophes Barrier methodology and specifically the bow tie may be a tool to enhance and improve the safety and environmental performance

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