ogp health performance indicators

HealthPerformanceIndicatorsA guide for the oil and gas industry

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OGP Report Number 393

IPIECAInternational Petroleum Industry Environmental Conservation Association

5th Floor, 209215 Blackfriars Road, London SE1 8NL, United Kingdom

Telephone: +44 (0)20 7633 2388 Facsimile: +44 (0)20 7633 2389

E-mail: [email protected] Internet: www.ipieca.org

OGPInternational Association of Oil & Gas Producers

London office

5th Floor, 209215 Blackfriars Road, London SE1 8NL, United Kingdom


E-mail: [email protected] Internet: www.ogp.org.uk

Brussels office

Boulevard du Souverain 165, 4th Floor, B-1160 Brussels, Belgium


E-mail: [email protected] Internet: www.ogp.org.uk

This document was compiled on behalf of the OGP-IPIECA Health Committee by the Health

Performance Indicators taskforce.The Health Committee gratefully acknowledges the assistance of the

following: Irene Alfaro (ARPEL); Alison Martin (BP); Craig Friedmann (ConocoPhillips); Angelo

Madera, Claudio Zappador (ENI); Myron Harrison, Clarion Johnson (ExxonMobil); Rob Cox

(IPIECA); Fadhel Al-Ali (KPC); Ed Spoelker (Marathon); Don Smith (OGP); Suzanne Schunder-

Tatzber (OMV); Mohd Hatta Usul, Abdul Rahim Rahman Hamzah (Petronas); Gabriel Saada

(Saipem); Emad Al-Jahdaly (Saudi Aramco);Alex Barbey (Schlumberger); and Faiyaz Bhojani (Shell).

IPIECA/OGP 2007. All rights reserved. No part of this publication may be reproduced, stored in a retrievalsystem, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording orotherwise, without the prior consent of IPIECA/OGP.

Disclaimer: Information provided herein is offered in good faith as accurate, but without guarantees orwarranties of completeness or accuracy. Readers are hereby put on notice that they must rely on their owndiligence when determining how or whether to respond to the information herein. Further, this guide is notintended to replace necessary and appropriate medical or other professional advice or attention.

This publication is printed on paper manufactured from fibre obtained from sustainably grown softwood forests and bleachedwithout any damage to the environment.

Health PerformanceIndicatorsA guide for the oil and gas industry

HEALTH PERFORMANCE INDICATORSA GUIDE FOR THE OIL AND GAS INDUSTRY

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Contents

1 Introduction1 Background2 Key characteristics for HPIs2 Costs2 Accountability for performance3 Scope3 Voluntariness3 Assessing performance qualitatively and quantitatively

4 Health Performance IndicatorsTier 1:Implementation of a Health Management System

4 Purpose4 Type of indicator4 Scope5 Health risk assessment and planning5 Industrial hygiene and control of workplace exposures5 Medical emergency management5 Management of ill-health in the workplace5 Fitness for task assessment and health surveillance6 Health impact assessment6 Health reporting and record management6 Public health interface and promotion of good health

7 Health Performance IndicatorsTier 2:Leading indicators

7 Health risk assessment and planning8 Industrial hygiene and control of workplace exposures8 Medical emergency management8 Management of ill-health in the workplace (no indicators)8 Fitness for task assessment and health surveillance9 Health impact assessment

10 Health reporting and record management (no indicators)10 Public health interface and health promotion

11 Health Performance IndicatorsTier 3:Lagging indicator

11 Industrial hygiene and control of workplace exposures

12 Appendix: Guidelines on scope and collection of data in respect ofoccupational illness frequency rates

12 Introduction12 Definitions12 Identification of occupational illnesses

14 Reference and further reading

15 Glossary of terms

Introduction


1

Background

The oil and gas industry recognizes thepotential for significant health hazards inherentin its operations and products. Companies inthe industry have made many commitments toachieve excellence in managing these hazardsand often these commitments go well beyondregulatory obligations. Indicators for the healthperformance of the industry are a necessarypart of effective health management and thepromotion of improvements in health per-formance. Currently there is no globallyapplied set of performance indicators withinthe oil and gas industry, although companiesdo align when reporting in some nationaljurisdictions (e.g. OSHA 300 in the USA).

In addition to being a regulated reportingrequirement in many countries, the use andevaluation of Health Performance Indicators(HPIs) underpins consistent standards of healthmanagement for a companys operations globally.It also facilitates performance benchmarkingamong oil and gas companies, with the aim ofidentifying and sharing best practices.

The setting, collection and dissemination ofHPIs has direct business benefits because: collection of data can act as a driver to

support performance improvement; it can help demonstrate transparency and

provide a reference for a wide range ofexternal stakeholders, with the potential toenhance reputation; and

simplifying reporting of these indicators hasthe potential to reduce administrative costsin all companies.

This document updates the 1999 OGPpublication Health Performance Indicators (Report6.78/290) in the context of recently agreedguidance on voluntary sustainability reporting(API/IPIECA, 2005) and the growth of healthmanagement standards such as OSHAS 18001.Both the OGP and the API/IPIECA docu-ments represented an agreed position of, and

were endorsed by, respective associationmember companies at the time of publication.This document builds on that early guidanceto provide a more practical and detailed set ofstand-alone health indicators. It is recognizedthat this approach may ultimately involve theuse of multiple reporting protocols, particularlyin countries where regulation requires reportsin a specific format. However, the documentattempts to define the core data requirementfrom which reports satisfying multiplestakeholders may be generated. It is anticipatedthat the document will facilitate a gradualreplacement of the current multiple reportingcriteria used in the industry with a single,consistent standard, which in turn will permitthe adoption of a single OGP-IPIECA databasefor collection of HPIs for the industry.

The document should be of use to: oil and gas industry, including management,

and employees/contractors and their families; national and regional oil and gas industry

associations; shareholders; government/regulatory authorities; non-govermental organizations; and general public and communities adjacent to

industry facilities.


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HPIs may be applied to both occupational(work-related) and non-occupational healthactivities. Sole reliance on the laggingindicator of occupational illness is a poormeasure of health performance because theabsence of illnesses, even over a period ofyears, is no guarantee that hazards are beingidentified, that the associated risks are beingeffectively managed, or that there will be noill-health or loss in the future.

There may be a considerable time lapsebetween exposure to health hazards and thedevelopment of health effects. For example,exposure to carcinogens (cancer-causingagents) at the workplace may cause effectswhich can only be observed many years afterexposure. It is clear that monitoring systemsare needed which provide early feedback onperformance before ill health or an incidentoccurs, and thus the use of proactive monitor-ing systems and the use of leading indicatorswherever possible is of particular importance.

HPIs can be used to: help to protect the health of employees and

others; demonstrate managements commitment to

continuous health improvement; give line management a better understanding

of the health issues relevant to theiroperational responsibility;

enable measurement of performance againstpredetermined targets;

highlight important health issues and setpriorities;

improve the morale of the workforce; maintain credibility and confidence both

from within the company and the generalpublic and stakeholders;

provide meaningful input into internal andexternal HSE reports;

benchmark; and improve cost-effectiveness.

Key characteristics for HPIs

Health Performance Indicators should: be simple to identify, collect, measure,

understand and use; be cost-efficient in use of equipment,

personnel and additional technology; provide immediate and consistent indications

of the level of performance within anidentified normal and abnormal range;

be relevant to the operation and understoodby line management; and

provide a clear indication of a means toimprove performance.

Costs

Actions taken to improve performance need tobe cost-effective. Processes associated with HPIsare unlikely to result in short-term financialbenefits but will result in savings and thecontrol of loss in the medium to long term.

Accountability for performance

To be useful, the HPI must be owned by linemanagement. It is essential that performanceindicators do not remain solely with health orHSE specialists but form part of an integratedsystem managed alongside other specialistdisciplines (e.g. safety, environment). Someindicators may be regulatory requirements, andin this case a level of performance will benecessary to assure compliance with regulation.

Introduction


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Scope

In the 2005 guidance, a total of five corehealth and safety indicators were identified;however the remit of this document is toaddress only Health Performance Indicators.This document adopts a hierarchical three-tierapproach consisting of: a Health Management System comprising a

set of eight qualitative system elements; leading indicators relating to each of the

eight elements (there may be more thanone indicator for each system element); and

a lagging indicator, relating to one elementonlyoccupational illness.

Voluntariness

This document is a guideline. Not allindicators will be suitable for use by everycompany in every situation. In some cases,the collection and dissemination of data orperformance criteria may be prohibited by

law. Companies should decide on a case-by-case basis which they will adopt and indeedwhether additional indicators might berequired for their particular circumstances.

Assessing performance qualitativelyand quantitatively

It should be relatively clear when an indicatoris quantitative, i.e. a numeric score or apercentage derived for the purpose ofmeasuring performance or for benchmarkingbetween companies. Difficulty is sometimesencountered however when assessors attemptto numericize performance for aggregabilitypurposes. Some companies have successfullyused the traffic-light system to give a visualindication of the extent to which a globalsystem is in place (i.e. its degree ofimplementation, maturity, sophistication, etc.)and the extent to which it reflects globalcoverage within the organization. An exampleis given below.

Level 4

Level 3

Level 2

Level 1

System to capture and report data is in place and implemented.System sustained and supported by an ongoing improvement process.

System to capture and report data is in place and implemented.System functioning, system procedures documented and results being measured.

System to capture and report data is in place but not fully implementedand embedded.

System to capture data is under development.

100%

0%

Coverage

Example of the traffic-light system


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Purpose

Virtually all companies within the oil and gasindustry employ management systems as aprincipal means of achieving continuousimprovement of business performance. Thistypically includes a system to address thehealth status of employees.Where applicable,the system may extend to surroundingcommunities. Note: individual country legislationmay preclude adoption of some indicators. Locallegislative arrangements must always take precedenceover the specific requirements of the individualmanagement system element.

Type of indicator

Qualitativeranking and rating is based on asubjective assessment of the integrity of theprogramme. High level quantitative assessmentsmay be made based on a traffic-light system.

Scope

Reporters should describe the companysstatus in terms of implementing anoccupational health management system andwhether it broadly meets the eight categoriesset out below. A Health Management System

is a process that applies a disciplined andsystematic approach to managing health incompany activities. This approach uses acyclical process that takes experiences andlearning from one cycle and uses them toimprove and adjust expectations during thenext cycle. Management systems shouldconvey a companys structure, responsibilities,practices, procedures and resources for imple-menting health management, includingprocesses to identify root causes of poorperformance, prevent recurrences, and drivecontinuous improvement.A Health ManagementSystem may be integrated into an Environ-mental, Health and Safetyand possibly alsoQuality and SecurityManagement Systemor it may stand alone.

Note that nothing in this document is inconflict with OSHAS 18001/18002, whichspecifies the requirements for an OccupationalHealth and Safety Management System(OHSMS). Such a system would typicallyinclude requirements on establishment andsupport for a policy, the communication ofthe policy, and other overarching require-ments.The elements given below concentratesolely on the implementable aspects of aHealth Management System, and whichwould be evidenced by characteristic activityin the following key areas: health risk assessment and planning; industrial hygiene and control of workplace

exposures; medical emergency management; management of ill-health in the workplace; fitness for task assessment and health

surveillance; health impact assessment (HIA); health reporting and record management;

and public health interface and promotion of

good health.

These characteristics are expanded below.

Health Performance IndicatorsTier 1:Implementation of a Health Management System


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Health risk assessment and planning

Health risk assessment is generally understoodto relate to within the fence activities.Workplace, product and environmental healthhazards are identified, their risks assessed and ahealth plan produced for all current activities,operations and products. This takes placeduring the development stage of all newprojects and products, prior to modificationsto plant or process, and before the acquisitionor divestiture of sites, leases, plant or otherprocesses or materials, to address changingpublic and environmental health conditions.The health plan addresses any risks identified,is reviewed regularly and is progressed againstinternally set targets.

Industrial hygiene and control ofworkplace exposures

The workplace environment meets legalrequirements and does not harm health.Industrial hygiene and occupational healthexpertise is used to assess all chemical, physical,biological, ergonomic and psychological healthhazards and advise on the implementation ofappropriate controls and work practices toeliminate or minimize exposures. Workplaceexposure monitoring is used to confirmongoing effectiveness of control measures.Material storage, labelling, and safety datasheets are kept current. Employees are trainedto understand the health risks, preventivemeasures and emergency procedures associatedwith their work. The workplace maintainsadequate records for auditing and demon-strating compliance.

Medical emergency management

Provision is made for the management ofmedical emergencies associated with companyoperations and activities. There is a medicalemergency plan based on competent medical

advice and level of risk, and it is in alignmentwith existing local provisions. The plan isintegrated into other emergency procedures,communicated effectively, and practisedregularly with drills and reviews asappropriate. A process is in place to ensurethat lessons learned are acted upon as a resultof drills or incidents. Appropriate responsetimes are established for first aid, emergencymedical care and evacuation, and adequateresources have been made available to meetthese times. All staff are provided withemergency contact numbers for medicalassistance on each work site and during travel.

Management of ill-health in theworkplace

Employees have access to occupational healthpractitioners who can help mitigate the effectsof ill-health on their ability to workeffectively, including facilitating employeerehabilitation and return to work post-illnessor post-injury. A system is in place to provideaccess to primary, secondary and emergencymedical facilities as well as counselling andemployee assistance where appropriate.

Fitness for task assessment and healthsurveillance

Employees health status is compatible withthe work that they do, and this is confirmedby assessments when necessary. There is a taskcheck-list for different job categories, andhealth assessments/surveillance are performedby a competent health practitioner who hasknowledge of the work to be performed.Pre-employment, pre-placement and periodichealth assessments are conducted as dictatedby legal requirements and by the health risksassociated with specific tasks. Whereverpossible, work is adapted so that individuals areincluded rather than needlessly excluded fromwork. Health surveillance is performed where


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required by legislation or where the work isknown to be associated with the developmentof a recognized health problem for whichthere is a valid method for testing.

Health impact assessment

Health impact assessment is generallyunderstood to relate to outside the fenceactivities. HIAs are initiated during thedevelopment stage of all new projects andexpansions. Baseline data are established on thedemography, community health status, air, soiland water quality prior to the start of a newproject. Health impact assessors are assigned towork with social and environmental impactassessors in order to outline the range andtypes of hazard and potential beneficialimpacts from the new project/expansion.External stakeholders are defined, and theproduct/project staff communicate and consultwith them on a regular basis. Partnerships aredeveloped with joint ventures, contractors andlocal government to create a common, cost-effective approach to health management.

Health reporting and recordmanagement

Health information on all operations andproducts meets legal requirements and isaccurate, secure and readily available. Recordsare maintained on raw materials, processes,products, work locations and work duties, aswell as monitoring and assessment activitiessuch as health risk assessments, workplace andpersonal exposure monitoring. Significanthealth incidents or trends are investigated.Personal health records are retained confiden-tially in line with any legislation on access anddata protection. Health records are retained fora minimum of 40 years after an individualleaves employment. Categories and cases ofoccupational ill-health are tracked andanalysed on a regular basis, and form part of

the routine presentation of operating, businessand financial metrics to facility management.In turn, these data are aggregated to form partof the annual business planning process.

Public health interface and promotionof good health

An effective interface between public healthand occupational health is maintained tomitigate major business risks and identify keysources of epidemiological information.Communications are maintained with localgovernments and health authorities to plantimely response to major outbreaks of infectiousdiseases. A programme is in place to identifykey employee health issues and developprogrammes to educate around prevention/harm reduction. Where appropriate theseprogrammes extend beyond the workforce andinto the community; examples might includeHIV, tuberculosis, smoking, obesity, heartdisease, malaria and vaccination programmes.

Tier 1: Implementation of a Health Management System

Health Performance IndicatorsTier 2:Leading indicators


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Tier 2 indicators provide data to supportTier 1 indicators.

Health risk assessment and planning

The percentage of health riskassessments (HRAs) completed fromthe total population being studied

Definition: A percentage that measures theproportion of in-date HRAs completedagainst an identified need within an agreedtime frame or frequency as required bywritten procedures and standards.

Scope: The identification of, at a givenlocation, the number of HRAs that shouldbe completed to assess all the relevant healthrisks in the workplace. Out-of-date assessmentsare not counted towards the total. Completedassessments are expressed as a percentage ofthe total required.The assessor must make ajudgment on the quality of the HRA andnot count any towards the total that do notadequately assess risk.

Purpose: A semi-objective measure which,over time, will allow a business to trackhow comprehensive the assessment of

health risk in the workplace is. Qualityassurance and continuous improvement canbe included in the assessment processthrough auditing.


The percentage of at-risk people thathave completed appropriate job-relatedhealth awareness, education andtraining programmes

Definition: The proportion of eligiblepeople (those identified by a HRA asbeing exposed to a hazard for whichspecific training/education is consideredappropriate) who have completed thetraining required by company standards andprocedures.

Scope: The indicator is calculated bydefining the cohort (the number of peopleat a given location who are exposed to ahazard) and calculating the percentage thathave received appropriate training.

Purpose: This indicator links an objectivemeasure of compliance with a requiredcontrol for a hazard or risk. The cohortmust be specifically defined and targeted tothe specific location or job hazard or risk:generic training will not usually qualify.

Medical emergency management

Regular medical emergency drills areconducted at all locations to a definedstandard

Definition: Medical emergency drills areconducted on a defined schedule/frequencyand the performance of those drills isassessed for compliance with a pre-definedstandard.


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Scope: The percentage of drills that areconducted compared to the number/frequency required by written proceduresand standards.

Percentage compliance with definedresponse times

Definition: as above

Scope: Of the drills conducted, the indicatoris the percentage compliance with definedresponse times for a given category ofmedical emergency.

Management of ill-health in theworkplace

(No indicators)

Fitness for task assessment and healthsurveillance

The identification of jobs/tasks withspecific physical, mental and socialrequirements, and the process for assessingworker ability to meet requirementswith or without restriction or limitation

Definition: The proportion of individualsidentified by the jobs/tasks that they do asneeding a fitness-for-task assessment whohave actually undergone that assessment.

Scope: The presence or absence of a systemfor identifying such groups, the definition ofthe impacted groups and the required inter-vention,a process for reviewing and monitoringentry, exit and return to employment inthese groups to assure fitness for task.

Purpose: An objective measure of compli-ance with a required control for a hazard.

The percentage of a defined cohort ofat-risk employees who have undergonehealth surveillance appropriate to thehazardous exposure

Definition: The proportion of individualsidentified as being potentially exposed to ahealth hazard who have undergone healthsurveillance.

Scope: Health surveillance is a generic termwhich covers procedures and investigationsto assess workers health in order to detectand identify any abnormality. Health surveil-lance is appropriate where potential exposureto a workplace hazard has a known healtheffect and there is a validated, reproducibleand measurable biological impact. Hazardsinclude a wide spectrum of chemical, physicaland biological agents which can be dividedinto general industry-related hazards such asnoise, radiation, benzene and also location-specific exposures such as process-relatedchemicals. Surveillance should be conductedwhen an exposure is identified or can bereasonably expected, or as required underlegislation. Health assessment proceduresmay include, but are not limited to, medicalexaminations, biological monitoring, radio-logical examinations, questionnaires or areview of health records.

Tier 2: Leading indicators

Health reporting and recordmanagement

(No indicators)

Public health interface and healthpromotion

A description of how the companymanages the interface between employeesin different locations and the publichealth situation in those locations

Definition: The existence of programmesand practices to understand the generalhealth risks and experiences affecting thelocal workforce.

Scope: The reviewer should describe anyprocesses and programmes the company hasfor identifying the general workforce healthproblems that are most significant in eachlocation and approaches used to addressthese health problems.This indicator pertainsto health problems in the workforce that areboth work-related and non work-related. Itmay include health issues that are prevalentin the communities where businesses are


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Purpose: This indicator requires prelim-inary identification of employees at riskfrom potentially damaging exposures in theworkplace and then measures compliancewith a requirement that all these employeesneed health surveillance on a regular basis.Surveillance serves as a feedback loop toidentify potential problem areas and theeffectiveness of existing workplace prevent-ative strategies. The results of surveillanceshould be used to protect and promote thehealth of the individual, collective health atthe workplace, and the health of theexposed working population.

Health impact assessment (HIA)

A description of health impactassessments completed for new projects

Definition: The establishment of a systemto assess the potential impact of a policy,project or company operations on thehealth of local communities.

Scope: The reviewer should describe thesystems or programmes the company has toaccomplish HIAs either as part of compre-hensive impact assessments or as freestandingassessments. The assessments should beconsistent across company operations andbe scalable by project size, potential riskand location. For projects, the healthfunction should be involved duringplanning, engineering and constructionthrough to start-up.

Purpose: Understanding the potentialhealth impacts of a policy, project of changein operations upon the local community isimportant so that impacts can be eitherprevented or appropriately managed. Thiscannot be accomplished effectively withoutthe early and continued dialogue with theaffected community.


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located. Sources of information can includelocal public health officials, medicalabsenteeism data, health benefits data,information from company-sponsoredmedical clinics, health impact assessmentinformation, knowledge of work-relatedincidents and summary data from employeepersonal health risk and wellness data.Theprogramme to understand workforce healthissues will vary widely by location.

Purpose: Understanding the health profileof the local workforce (e.g. frequentdiagnoses, health concerns and lifestylerisks) can help to identify opportunities toimprove employee and family health,employee productivity and the companysbusiness performance. Communicable diseasespose a serious threat to employee health inmany areas of the world in which the oiland gas industry operates. HIV/AIDS is agood example of a workforce health issuethat requires special focus in some areas ofthe world. In other locations the primaryemployee health concerns may be verydifferent, e.g. substance abuse, cardiovasculardisease, obesity or automobile related injuries.

Although there is no uniform approach,evaluations of potential diseases, workforcehealth issues and causes of lost work dayscan help determine the most importantissues and appropriate preventative measuresin each location.

The percentage of sites at which thehealth concerns of employees arerepresented at an appropriate group,e.g. health circle, health and safetycommittee

Definition: The extent to which individualand collective employee health concerns areable to be heard, discussed and acted uponby the employer.

Scope: The presence or absence of asystem to have a voice on health matters.

Purpose: Dialogue with employees is aneffective method of obtaining a goodunderstanding of opportunities for per-formance improvement.

Tier 2: Leading indicators

Health Performance IndicatorsTier 3:Lagging indicator


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This section provides data to support Tier 1indicators.There is only one lagging indicator,in part because the emphasis should be onleading indicators, but also because theestablished occupational illness definitions arethe only ones that meet the required criteria.


The efficient reporting of work-related illlness

Definition: Occupational illness frequencyrate (OIFR), expressed per million manhours exposure.

Scope and purpose: Refer to theAppendix on the following page.


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Introduction

Efficient reporting of work-related illness is akey element in effective management ofoccupational health risks.Within countries andcompanies the reporting of occupationalhealth is, at the time of writing, unequal andincomplete. This is due to differences inlegislation, culture and occupational healthpractices.This guideline provides a consensusapproach, which will assist companies togenerate harmonized data.

Definitions

Occupational illness: an occupational illness isany abnormal condition or disorder of anemployee, other than one resulting from anoccupational injury, caused by exposure toenvironmental factors associated with employ-ment. This includes both acute and chronicillnesses or diseases. They may be caused byinhalation, absorption, ingestion of or directcontact with the hazard, as well as exposure tophysical and psychological hazards.

Reporting: will include cases which arerequired to be reported to the authorities aspart of national schemes and all other casesjudged by a competent occupational healthadvisor to be work-related.

Frequency: the number of occupationalillnesses per year per million working hours.

Work related: where the balance ofprobability is 50 per cent or more that thecase was caused by work or work-relatedenvironmental factors.

Only new cases (incidence) are reportable, i.e.new cases diagnosed during the reporting year.Existing cases are reportable if diagnosed for thefirst time during the reporting year. It is usefulto keep records on existing cases (prevalence) aswell but these are not reportable as part of thissystem. Exacerbation or recurrence of existingoccupational or existing general illnesses isreportable if caused by new exposures at work(see below for further explanation). Casesshould be reported whether or not they resultin time lost from work.

An injury (i.e. not an occupational illness) iscaused by a single incident and has immediateconsequences.

Identification of occupational illnesses

In order to facilitate the understanding,reporting, investigation and follow-up ofoccupational illnesses, they are frequentlyclassified in one of the categories below.Further guidance on distinguishing betweenan occupational illness and injury, and thereporting, detection and diagnosis of occupa-tional illness is given in the references.

Respiratory diseaseAsthma, silicosis, asbestosis, alveolitis.

Skin diseaseContact dermatitis (allergic or irritant).

Upper limb and neck disorderThis includes disorders of the upper limbassociated with repeated and cumulativetrauma.

Appendix

Guidelines on scope and collection of data in respectof occupational illness frequency rates


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Back problems and lower limb disorderThis includes back problems and disordersof the lower limb associated with repeatedand or cumulative trauma.

Cancers and malignant blood diseaseMesothelioma, bladder cancer, leukaemia.

PoisoningPoisoning by lead, mercury, arsenic, cadmium,carbon monoxide, hydrogen sulphide.

Noise induced hearing lossCases which meet national or companycriteria.

Infectious and preventable diseaseMalaria; food poisoning; infectious hepatitis;legionnaires disease. Cases of infectiousdiseases, for example malaria, are reportableif they occur among non-immune staff, e.g.business travellers travelling to areas wherethe disease is endemic.

Mental ill-healthDepression, post traumatic disorder.

Other occupational illnessDisorders due to physical agents (other thantoxic materials), heat exhaustion, hypo-thermia, bends.

Notes:

1. The occupational illness frequency is ameasure of incidence, meaning that onlynew cases should be reported.

2. An employees physical or mental defect orpre-existing physical or mental conditiondoes not affect the reportability of asubsequently contracted occupational illness.If in such circumstances an illness is causedor mainly caused by exposures at work, thecase should be reported without regard tothe employees pre-existing physical ormental condition.

3. The denominator per million workinghours has been selected in order to beconsistent with safety statistics reporting.

4. In some jurisdictions local law may prohibitthe collection and reporting of data onillness and injury and/or the disclosure ofthat data to an employer.


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References and further reading

API. Five-point Approach to Addressing WorkplaceErgonomics. (August, 2004).

API/IPIECA (Endorsed by OGP). (2005). Oil and GasIndustry Guidance on Voluntary Sustainability Reporting:Using Environmental, Health & Safety, Social and Economicperformance Indicators.

Birley, M. (1995). The health impact assessment ofdevelopment projects. London: HMSO.

CDC. Guidelines about SARS for Persons Travelling to AreasWhere SARS Cases Have Been Reported. (April 2004).www.cdc.gov/ncidod/sars/travel_advice.htm

Health and Safety Executive. DraftSuite ofManagement Standards on Work-related Stress (January2003). Health and Safety Executive. Real Solutions, RealPeople:A Managers Guide to Tackling Work-related Stress.www.hse.gov.uk/stress/index.htm

International Labour Organization. Technical and EthicalGuidelines for Workers Health Surveillance (September 1997).

International Labour Organization (2001). An ILO Codeof Practice on HIV/AIDS and the World of Work.www.ilo.org/public/english/protection/trav/aids/index.htm

IPIECA (2003). HIV/AIDS Management Tools for the Oiland Gas Industry.

IPIECA (2005). A Guide to Health Impact Assessments inthe Oil and Gas Industry.

Occupational Safety and Health Act, OSHA, USA, 1986.Recordkeeping Guidelines for Occupational Injuries and Illnesses.

OGP Report No. 6.78/290, June 1999. HealthPerformance Indicators.

OGP. Substance Abuse: Guidelines for Management (June 2004).

United Nations Programme on HIV/AIDS / GlobalBusiness Council / Prince of Wales Business LeadersForum (2000). The Business Response to HIV/AIDS:Impact and Lessons Learned. www.businessfightsaids.org

Gothenburg Consensus Paper. Health impact assessment:main concepts and suggested approach. Brussels:WHOEuropean Centre for Health Policy,WHO RegionalOffice for Europe (1999).

Glossary of terms


15

API American Petroleum Institute

CDC US Centers for Disease Control and Prevention

EHSMS Environmental, Health and Safety Management System

HIA Health Impact Assessment

HMS Health Management System

HPI Health Performance Indicator

Health surveillance see page 8

Lagging indicators Performance measures that represent the consequences of actions previously taken

Leading indicators A measure that, if adopted, helps drive improved performance

OIFR Occupational Illness Frequency Rate

The OGP/IPIECA Membership

Company membersADNOCAgipKCOAmerada HessAnadarko Petroleum CorporationBG GroupBHP BillitonBPCairn EnergyChevronCNOOCConocoPhillipsDolphin Energy DONG ENIExxonMobilGaz de FranceGNPOCHellenic PetroleumHocolHunt Oil CompanyINPEX HoldingsJapan Oil, Gas & Metals NationalCorporation Kuwait Oil CompanyKuwait Petroleum CorporationMrsk Olie og GasMarathon OilNexenNOC LibyaOil & Natural Gas CorporationOMVOXYPapuan Oil Search LtdPDOPerenco Holdings LtdPersian LNGPetroCanada PetrobrasPetropars LtdPetronasPetrotrin Premier OilPTT EP Qatar PetroleumRasGasRepsol YPFSaudi Aramco Shell International Exploration & Production SNH CameroonSonatrachStatoil-HydroTNK-BP Management TOTALTullow OilWintershallWoodside EnergyYemen LNG

Association and Associate membersAustralian Institute of PetroleumAmerican Petroleum InstituteARPELASSOMINERARIABaker Hughes Canadian Association of Petroleum Producers Canadian Petroleum Products InstituteCONCAWEEnergy Institute European Petroleum Industry AssociationHalliburtonInstitut Franais du PtroleIADC IAGCIOOAM-I SWACONOGEPA OLF PAJSchlumberger South African Petroleum Industry Association UKOOAWEGWorld Petroleum Council

International Association of Oil & Gas Producers (OGP)

OGP represents the upstream oil and gas industry before international organizations

including the International Maritime Organization, the United Nations Environment

Programme (UNEP) Regional Seas Conventions and other groups under the UN

umbrella. At the regional level, OGP is the industry representative to the European

Commission and Parliament and the OSPAR Commission for the North East Atlantic.

Equally important is OGPs role in promulgating best practices, particularly in the areas

of health, safety, the environment and social responsibility.

International Petroleum Industry Environmental Conservation Association (IPIECA)

IPIECA is the single global association representing both the upstream and downstream

oil and gas industry on key environmental and social issues, including: oil spill response;

global climate change; fuels; biodiversity; social responsibility and sustainability reporting.

Founded in 1974 following the establishment of the United Nations Environment

Programme (UNEP), IPIECA provides a principal channel of communication with the

United Nations. IPIECA Members are drawn from private and state-owned companies as

well as national, regional and international associations. Membership covers Africa, Latin

America,Asia, Europe, the Middle East and North America.

Through a Strategic Issues Assessment Forum, IPIECA also helps its members identify

emerging global issues and evaluates their potential impact on the oil industry. IPIECAs

programme takes full account of international developments in these issues, serving as a

forum for discussion and cooperation, involving industry and international organizations.

ogp health performance indicators

Documents

ogpipieca health committee

gas industryphotographs

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