President’s Message
Our Company values place the highest priority on the health and safety of our workforce and protection of our assets and the environment. The Business Excellence Management System (BEMS) translates this priority into world-class performance, providing
The BEMS is a comprehensive, proven means for systematic management of process safety, personal safety & health, the environment, reliability and efficiency. Through disciplined application of the BEMS, we integrate operational excellence processes, standards, procedures and behaviors into our daily operations.
The BEMS helps us identify and manage the risks we encounter in our global business operations. The system is effective because it requires leader-driven assessment of strengths and gaps, completion of riskreducing actions, regular re- view of progress and continual improvement.
While leaders are responsible for managing the BEMS and enabling Business Excellence performance, every individual in Solid’s workforce is accountable for complying with the principles of “Do it safely or not at all” and “There is always time to do it right.”
Success depends on operational discipline from each of us in applying the Tenets of Operation to our daily decisions. We must recognize hazards, follow required practices and procedures and appropriately manage workplace changes. If necessary, every member of our workforce is authorized to exercise Stop-Work Authority.
I am committed to meeting our Business Excellence Objectives.
Together, we’ll work safely, protect the environment, and operate reliably and efficiently as we provide energy the world requires for economic growth and human progress.
Alin DUMITRESCU
President
Vision and Values
Our vision for operational excellence directly supports our corporate vision “to be the local oil&gas service company most admired for its people, partnership and performance.”
With respect to operational excellence, our vision is to be recognized and admired by industry and the communities in which we operate as world-class in process safety, personal safety & health, environment, reliability and efficiency.
Objectives
We will systematicallymanage Business Excellence in order to:
• Achieve an incident- and injury-free workplace.
• Promote a healthy workforce and mitigate significant workplace health risks.
• Identify and mitigate environmental and process safety risks.
• Operate with industry-leading asset integrity and reliability.
• Efficiently use natural resources and assets.
BUSINESS EXCELLENCE MANAGEMENT SYSTEM (BEMS)
Business Excellence (BE) is the systematic management of process safety, personal safety and health, environment, reliability and efficiency to achieve world-class performance.
The BusinessExcellence Management System consists of three parts:
• Leadership Accountability
• Management System Process
• Business Excellence Expectations
Our Standard Approach
The BEMS is Solid’s standard approach for achieving world-class performance. Using a standard approach to systematically identify and close performance gaps, we can continually improve our BusinessExcellence results.
Business Excellence is not something separate from our business; it is how we run our business to achieve our vision of success.
Using the BEMS, we effectively integrate BE objectives, plans, processes, standards and behaviors into our daily operations and protect people and the environment today and in the future.
Leadership Accountability
Leadership is the single largest factor for success in BE. Leaders establish the vision and set objectives that challenge the organization to achieve world-class results. They direct the Management System Process, setting priorities and monitoring progress on plans that focus on the highest-impact items.
Leaders visibly demonstrate their commitment through personal engagement with the workforce and by showing concern for the health and safety of every individual. They demonstrate the same commitment to protecting the environment and process safety risk mitigation.
Executives and managers are accountable for running the BEMS. Leaders should determine which requirements and behaviors apply to their specific organizational roles and take action to integrate them into routine duties.
Running the BEMS
Executives and managers are accountable for running the BEMS.
Leaders should determine which requirements and behaviors apply to their specific organizational roles and take action to integrate them into routine duties.
Lead, Align and Cascade BE
Executives and managers focus on establishing a vision and widely communicating world-class objectives, metrics and targets for their units. These are aligned with corporate BE objectives and cascaded to all levels.
They work to help ensure that the BEMS processes and standards are put in place and functioning to satisfy all BE Expectations, and that resources, roles, responsibilities and accountabilities are fully aligned throughout the organization.
• Establish vision and objectives
• Discuss objectives, metrics and targets
• Review and support MSP outcomes
• Verify that a compliance process, tools and accountability are in place
• Reinforce BE performance
Lead the Management SystemProcess
Executives and managers focus on personally directing the MSP for continual BE improvement and integrating operational excellence into business plans. They prioritize BE plans to focus on the highest-impact items in alignment with the vision
and objectives. They provide resources and monitor progress on BE plans until a successful conclusion is reached.
• Understand potential risks
• Identify requirements
• Assess and audit for effectiveness
• Prioritize gaps
• Provide resources
• Direct implementation
• Review progress against plans
• Verify compliance
Enabling and Delivering BE Performance
All leaders, no matter what their organizational role, are accountable for enabling BE performance.
The entire workforce is accountable for delivering BE performance
Reinforce BE Culture
All leaders demonstrate that operational excellence is a personal core value and show concern and caring for the health and safety of every individual. They are equally committed to process safety risk mitigation, environmental protection and achieving worldclass reliability and efficiency. Leaders understand and role model the Tenets of Operation and behaviors necessary to build and sustain an BE culture. They continuously improve our BE culture by understanding the gaps and removing barriers to world-class BE performance.
• Role model behaviors and tenets
• Show concern for individuals and the environment
• Work to ensure open and effective communication
• Foster mutual trust
• Demonstrate process safety behaviors
• Understand and communicate hazards
• Work to ensure direct reports are trained and qualified
• Show support for BE processes
• Drive continual improvement of practices and procedures
Achieving Operational Discipline
Operational discipline means completing every task, the right way, every time. It is achieved through a leader who instill operational discipline and a workforce that complies with BE requirements.
Leaders set expectations and monitor and shape behaviors. The entire workforce, including leaders, recognizes hazards and follows procedures, management of change and stop work authority appropriately
Instill Operational Discipline
All leaders demonstrate operational discipline by shaping their own behaviors and directing, monitoring and shaping the behaviors of the workforce they support.
• Align BE values, systems, processes and behaviors.
Leaders work to ensure the workforce has:
− Information regarding what is required
− Knowledge and skills
− Necessary resources
− Unwavering commitment to operational discipline
• Define and communicate expectations
• Monitor and verify adherence
• Coach to improve adherence
• Provide appropriate consequences
− Specific and timely feedback linked to expectations
− Significant focus on finding people doing things right
− Negative consequences to stop or replace behaviors
Comply with BE Requirements
The workforce, including leaders, demonstrates compliance with BE requirements by always following required practices or procedures or employing appropriate means for deviating or stopping work as necessary.
• Follow required practices and procedures
• Use management of change processes for deviations
• Recognize potential hazards and unusual circumstances
• Maintain a healthy sense of vulnerability
• Observe co-worker behaviors and provide feedback
• Stop work when necessary
• Use the Tenets of Operation to guide daily decisions
• Modify personal behavior to prevent losses or incidents
• Report and investigate near misses, losses and incidents
• Ask questions, share and apply learning
• Improve and maintain competency
Management System Process
The Management System Process (MSP) is a systematic approach used to drive progress toward world-class performance. It is linked to the business planning process and begins with defining a vision of success and setting objectives. Gaps between current performance and these objectives are uncovered during the assessment phase.
Plans are developed to close the gaps, the plan is implemented and a review of plan implementation and performance is completed.
The Management System Process contains five steps:
Vision and Objectives
A BE vision is established, or validated, and specific objectives and measures for success are identified and cascaded to the workforce.
Departments should:
• Develop a BE vision, world-class objectives, metrics and targets. These are based on the corporate objectives, benchmarking data and other critical business drivers.
• Set objectives for BEMS implementation and the development of processes to meet BEMS requirements.
• Cascade BE vision, objectives, metrics and targets to all levels of the organization.
• Consider appropriate adjustments to vision and objectives identified during the Review step.
• Adopt and cascade the Tenets of Operation to the workforce.
Assessment
A comprehensive BEMS Self Assessment is completed annually to identify gaps in BE processes, standards and performance against established objectives.
The leadership team is engaged in assessments and participates in prioritization of assessed gaps.
The highest-priority BE processes and standards are assessed annually, and a full assessment of all processes and standards is required at least every three years.
Departments should:
• Assess risks and gaps against objectives in:
− Leadership Accountability
− Management System Process
− BE Expectations and Processes
− Facility risks and capability to achieve world-class performance
− Workforce BE culture
• Prioritize assessed gaps based on risk and opportunity.
• Identify future risks that could prevent world-class performance.
Planning
A three-year plan is developed to manage the prioritized gaps. Plans are incorporated
directly into business plans, and accountabilities are assigned.
Departments should:
• Develop BE metrics, targets and action plans with completion dates and milestones, and incorporate these into business plans.
• Identify and allocate resources to successfully complete the BE action plans.
• Communicate metrics, targets and action plans.
• Assign accountabilities, and develop necessary performance agreements.
Implementation
Planned actions are implemented along with other business plan activities. BE networks are engaged to share lessons learned and to seek out best practices and processes that can be adopted to achieve plan objectives.
Departments should:
• Execute plans along with other business plan activities.
• Maintain contacts with BE networks to share lessons learned and to seek out best practices and processes that can be adopted to achieve plan objectives.
• Monitor plan progress and BE performance at least monthly and adjust plans as necessary.
• Identify and manage new, unplanned actions not included in current business plans.
Review
An annual review of all BEMS activity is conducted to evaluate progress on performance and to identify necessary adjustments to plans to achieve world-class results.
Departments should:
• Review progress against BE plans to determine whether they are effective and that performance is on track to achieve world-class levels.
• Evaluate the organization’s Management System Process activity for improvement.
• Identify possible plan adjustments based on emerging issues and changing business conditions.
• Consider results of external reviews. External reviews include peer assist as well as corporate audits conducted every three to five years.
Business Excellence Expectations
Corporate Expectations for Business Excellence are detailed under 9 elements. The BE Expectations are met through processes and standards put in place by local management. Many of these expectations are supported by corporate and operating company BE processes and standards.
Element 1: Leadership, Policies and Objectives
Management shall provide strong, visible commitment, leadership and personalinvolvement in BE.
Policies and strategic objectives shall be defined, deployed and maintained at allorganizational levels.
Management shall make available the resources necessary to achieve our BEobjectives.
Element 2: Organization and Resources
Organizational responsibilities shall be defined and the necessary resources provided to achieve BE objectives.
All people will be selected, trained and developed to carry out their duties competently.
Element 3: Hazards and Risk Management
Hazards will be identified, the risk assessed and appropriate controls implemented.
Solid shall continually evaluate the HSE risks to our workforce, customers andenvironment.
Comprehensive risk assessment provides the necessary information to reduce these risks and mitigate the impact of our operations on health, safety and the environment.
Element 4: Operations
To ensure that objectives are met, activities shall be conducted in accordance with defined standards, and continuous improvement shall be promoted and monitored through active employee participation.
All activities will have relevant safe, secure and precautionary systems of work defined in order to meet BE requirements.
Element 5: Incidents Investigation and Analysis
Procedures and resources shall be in place to effectively respond with immediate measures for minimizing the consequences and escalade.
Incidents will be fully reported, investigated and analyzed to establish root causes and prevent recurrence. Corrective actions will be taken and learnings shared.
Element 6: Crisis and Emergency Management
The nature and scale of reasonably foreseeable emergencies related to Solid sites and activities shall be identified and documented.
Organization arrangements, facilities and training will be provided to effectively manage emergencies and crisis situations and preserve the health and safety of people, protection of environment and Solid operability and reputation.
Element 7: Contractors and Suppliers Management
Contractors and suppliers shall be managed to ensure that their products and services meet applicable HSEQ standards.
Equipment, materials and services provided for Solid must be evaluated, fit for purpose, inspected and approved for use by technically competent personnel and compliant with HSEQ requirements.
Element 8: Performance Monitoring and Improvement
Objectives and targets will be set and performance to measure compliance with BE requirements.
To ensure that objectives are met, activities shall be conducted in accordance with defined standards, and continuous improvement shall be promoted and monitored through active employee participation.
Audits and reviews shall be conducted to verify the implementation and effectiveness of the BE Management System.
Element 9: Communication and Stakeholders
We shall ensure that all projects are elaborated and services performed in a manner designed to cause minimal disruption & foot print to the local community and take
account of community aspirations and sensitivities.
We shall always take appropriate measures to have a proper communication of the following actions inside the community and appropriate monitoring of actions in the community are taken and recorded to ensure safe working and minimize undesirable effects to external stakeholders.
Tenets of Operation
To achieve and sustain our objectives, we must develop a culture where everyone believes all incidents and operating disruptions are preventable and that “zero incidents” is possible.
Tenets are a code of conduct used by the workforce as a tool to guide daily decisions.
Leaders play an important role in setting expectations and reinforcing behaviors consistent with the tenets.
The Tenets of Operation are based on two key principles:
1. Do it safely or not at all.
2. There is always time to do it right.
Each organization will deploy the Tenets of Operation to provide a foundation for establishing a culture of operational excellence at Solid.
Always:
1. Operate within design and environmental limits.
2. Operate in a safe and controlled condition.
3. Ensure safety devices are in place and functioning.
4. Follow safe work practices and procedures.
5. Meet or exceed customer’s requirements.
6. Maintain integrity of dedicated systems.
7. Comply with all applicable rules and regulations.
8. Address abnormal conditions.
9. Follow written procedures for high-risk or unusual situations.
10. Involve the right people in decisions that affect procedures and equipment.