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We first formally identified topics in through interviews with internal subject matter experts, facilitated by third-party experts and later confirmed using an internal survey.
Our internal interviews include employees who regularly engage with our stakeholders, including investors, analysts, financial institutions, rating agencies, Indigenous Peoples and other community members, and governments and regulators.
Each priority topic is further assessed through the development of a maturity scale, with all nine maturity scales expected to be completed by the end of 2020.
The maturity scales document the current status of each topic and identify priority actions to improve performance.
We plan to continue refining these topics to focus more closely on those deemed to potentially be material.
We detail in this report our programs that support each of the priority topics, as well as information on our performance.
and supports efforts to standardize and reach consensus on key performance indicators.
and Offshore businesses, which are detailed in this section, unless otherwise noted.
Promote a safety culture through embedding the principles of a High Reliability Organization and applying our systems, processes and continued learning to prevent employee and contractor injuries and illnesses.
Design, maintain and operate facilities and assets focused on process safety and asset integrity to realize strong operational performance.
Target to reduce Scope intensity by 25% by 2025.
Maintain ongoing management and governance of climate-related risks, with the goal of reducing greenhouse gas emissions and other air pollutants through the development and application of new technology and energy efficiency measures.
Comply with regulations and explore innovative opportunities to responsibly reduce, recycle and re-use as much water as is economically feasible.
Manage land use through mitigation and restoration, and avoidance of disturbance.
Attract, develop and retain top talent and ensure an inclusive, diverse and respectful workplace.
Contribute positively to quality of life in communities where we operate by reducing negative impacts and creating benefits.
Obey the law, report accurately to investors and stakeholders, and act ethically in accordance with the principles of good governance.
and continued learning to prevent employee and contractor injuries and illnesses.
Prepare, plan and practice to respond effectively to incidents with worker and community safety and environmental protection as priorities.
Our facilities and assets are designed, maintained and operated with a primary focus on process safety and asset integrity to realize safe, reliable operational performance.
In the event of an incident, community and worker safety and environmental protection are the priorities.
We launched a new safety vision in by the end of 2022 in process and occupational safety as measured against industry-standard metrics – or Top Q in ’22.
We strengthened our centralized organization to provide the systems, standards, tools, oversight and expertise required to achieving this vision.
We have revised our approach to providing safety and operations integrity expertise, standards, systems and oversight.
We deploy safety and operations integrity teams in all areas of our operations.
Our structure includes a technical authority team with responsibility for technical standards, all integrity engineering, reliability and maintenance, and a continuous improvement team.
HROs operate in complex, high-hazard fields for extended periods without serious incidents, and being an HRO is proven to reduce the number and severity of incidents in high-hazard situations.
environment and apply knowledge to all our activities.
We seek to be a learning organization, learning from our performance and making necessary changes.
Standards and procedural compliance – we capture our knowledge in standards, processes and procedures, which we follow.
Questioning attitude – we always ask whether we understand the hazards and risks, what could go wrong, do we have the right process, procedure or tool.
Team backup – we support and look out for each other, intervening when something isn’t right.
Integrity – we do the right thing, the right way, every time.
Husky has developed a six-step Continuous Improvement (CI) methodology.
This is a scientific approach using team work to focus on structured problem solving, removing defects and waste, and closing performance gaps to deliver business results.
and are seeing encouraging results in both closing safety performance gaps and developing internal capabilities.
The responsibility to deliver the Top Q in ’ everyone in the organization.
Husky has defined to achieving our vision, with each of these goals sponsored by a senior executive and led by senior leaders across the organization.
We use a number of rigorous safety programs to strengthen our safety culture by making process and occupational safety improvements on an ongoing basis.
Our goal is that no one is injured on the job.
Rules, which focus on activities most likely to lead to fatalities or significant life-altering injuries, using a simplified, standardized, industry wide approach that empowers employees and contractors to stop work when it is unsafe.
The rules provide specific actions for workers to follow and make it easier to identify situations that, if not properly managed, may lead to hazardous conditions.
We continually work to reduce the number of incidents, evaluating our performance to identify and address areas of potential risk and ensuring that high potential risks are not repeated in other areas of the Company by sharing what we’ve learned across the organization and tracking actions to closure.
We had an LTIR of recording 13 lost time incidents, compared to a plateaued rate of around 0.11 over the previous three years.
Employees and contractors receive ongoing training in safety processes and procedures to continuously drive better performance.
The impact on people or the environment – injuries or liquid/ gas releases – determines the severity of the event, Tier 1 or Tier 2.
Association of Oil & Gas Producers, we track the number of process safety events that occur at our facilities.
Integrating the reporting and review of events such as injuries, equipment failures and complaints from the public can proactively reduce the likelihood of them happening again.
Investigation results, action items and what we’ve learned are incorporated in our standards and processes to minimize the potential for recurrence.
HOIMS policies, aims, requirements and processes laid out in 15 elements that guide our safe, reliable operations.
Each HOIMS element states a specific aim, and a clear set of minimum requirements to achieve it.
In total, the to deliver safe, reliable, compliant and efficient operations at our sites.
The HOIMS organization, including an ongoing cycle of accountability and continuous improvement measures.
Our safety and operations integrity organization provides expertise in ensuring assurance reviews are completed for each of our assets.
Activities are assessed to improve safety and mitigate operational risk.
It further provides the support and resources necessary for compliance, and shares what is learned and best practices, with the goal of continuous improvement.
This program embeds continuous improvement skills and culture in the organization.
It includes the use of continuous improvement and operational coaches to review projects, identify and implement sustainable and long-term solutions and develop coaching capacity within the organization.
on process safety and asset integrity, to safeguard our employees and contractors, protect the public, minimize potential risks to the environment, and shelter assets from damage or loss.
At all our operations we identify hazards, assess associated risks and work to eliminate or mitigate them.
This begins before critical equipment is acquired, with strategic sourcing that ensures teams with appropriate experience participate in procurement evaluations.
For example, purchases made in engineering-critical categories – those that include the delivery of services, equipment or materials that have a direct impact on the process safety, integrity and reliability of our facilities – are subject to specific review by engineers during the bid evaluation stage.
We have developed safety cases for all facilities with the potential for major accident hazards, identifying and assuring the control and mitigation measures required to manage the risk are effective.
Performing activities safely and reliably leads to efficient and consistent performance and, as a learning organization, we continually assess whether we are meeting our own expectations and requirements.
We conduct audits of business units and major facilities to verify the processes and procedures in place and that they are implemented effectively.
Road Safety In-vehicle monitoring of our fleet contributes to safe driving.
In we expanded our program with an additional 465 vehicles across our upstream organization, and in 2020 we will continue to focus on implementing the drive safe program in our downstream operations.
In total Husky monitors provides real time support and coaching on safe driving behaviours and reinforces our commitment to the Life-Saving Rules.
In and contractors, compared to 9 the previous year.
Husky’s fleet of approximately increase from 21 million kilometres in 2018.
Our ground disturbance damage prevention program protects worker and public safety, and the environment by deterring contact with underground facilities, such as pipelines.
“Line strike” incidents can range from a portion of a line being inadvertently uncovered by farm or other equipment to actual contact with a line.
Husky’s ground disturbance program clearly defines and communicates our procedures to minimize these risks.
The 1 Leadership and accountability: Leaders manage the risks associated with their business activities.
They are role models who are competent, visible, purposeful and systematic.
Personnel are trained and competent to perform their role responsibilities.
risks assessed, managed and prioritized to prevent incidents.
integrity and process safety information is accurate, current and easily accessible.
entities document, maintain and follow operating procedures and standards to meet operational integrity goals.
Report, investigate and learn from Husky incidents and other external high impact incidents to prevent recurrence.
assets are developed to meet business, HSE, and operational integrity requirements.
services and materials meet Husky’s HSE and operational integrity requirements.
operated to meet operational integrity goals, preventing injury to people and damage to the environment.
through verifying compliance with legal and regulatory, environmental and social governance requirements.
meets HSE and operational integrity goals and objectives, and continuously improves.
damage prevention process in requirements to federal and provincial regulators.
This process has also reduced the number and severity of non-enforcement contacts.
We use a risk-based approach to continually strengthen the program.
and at the Liwan Gas Project offshore China start at the planning stage and continue through construction, commission and operation.
Wellbore monitoring, inspection of subsea trees, testing of subsurface safety equipment, plans for blowout mitigation and an inventory of relief well materials are part of the programs.
During operations, at least two independent well barriers are in place.
With other area operators we participate in mutual emergency aid partnerships and a number of international safety initiatives, including with the IOGP.
In Indonesia, we have programs and activities in place with our partners who operate facilities in that jurisdiction.
In the Atlantic region, a harsh environment with seasonal sea ice and icebergs, our comprehensive ice management plan mitigates the risk inherent in such an environment with multiple layers of surveillance and a range of ice management techniques.
These include towing icebergs and using water cannons to direct them away from operational areas.
Our industrial hygiene program includes ongoing surveillance, assessment and specific control procedures for a number of recognized hazards.
Our facilities use control potential risk, including benzene exposure control, hearing conservation, respiratory protection and management of silica, asbestos and chemicals.
Site-specific plans and strategies are in place, based on comprehensive assessments that are used to define, communicate and report on industrial hygiene activities.
In 2,010 assessment samples that produced 3,900 results.
Classification and Labelling of Chemicals (GHS), placing an emphasis on hazard communication and compliance.