Transcript Statistics to October 2006

“Behavioural Based Safety”
Establishing A Safety Culture
Contents
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Poor Safety = Disasters
History of Safety
Why Behavioural Based Safety (BBS)?
ABC Model
The 6 Pillars of Behavioural Safety
BBS Implementation in Rashpetco ( Case Study)
Value Added
Poor Safety = Disasters
• Flixborough 1974 & Bhopol 1984 & Piper Alpha 1988
Flixborough 28 people died
Bhopol 3800 people died
Piper Alpha 60 people died
El TEMSAH DISASTER – EGYPT 2004
BP Explosion-Texas City 2005
Buncefield Disaster – UK 2005
BHN Disaster- India 2005
History Of Safety
Hardware
Incidents
Software
People
Continuous
Improvement
Time
50s & 60s
70s & 80s
Late 90s
Triple Constraint
Balanced Project
Time
Cost
Scope
QHSSE
Robust Quality & Safety Systems = Enhanced Business Performance
Risk Management
Key Part in a Successful Project
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Human Resource Management
Communication Management
Project Risk Management
Project Procurement Management
Risk Management
Activities required to effectively identify, analyze,
and respond to project risks
•
•
•
•
•
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Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Iceberg Principle
Underlying Causes Of Incidents
Risk Assessment
Ethics
Procedure
Above the surface tangible causes, eg.
systems, processes,
structures
Values
Attitudes
Beneath the surface or at
the root of the tangible
causes
Behaviours
Beliefs
Causes Of Injuries
• Most injuries are caused by unsafe
acts and unsafe behaviors not unsafe
conditions and equipment.
4% Unsafe Conditions
• This is typical for all industries
96% Unsafe Acts
Safety Culture Maturity
GENERATIVE
Safety inherent in the
Value driven
heart and mind
of the organisation
People Driven Safety
PROACTIVE
Safety Actively Managed
(Independent-Interdependent
)
Continuous Improvement
System Managed Safety
(Dependency)
CALCULATIVE
REACTIVE
PATHOLOGICAL
Driven
System Driven
Avoidance Driven
Not Driven
with Workforce
Systems managing
health and safety risks
Basic Systems
No Systematic
Management of Safety
for managing loss
No Systematic Management
Advantages of
Behavioural Measurement
1
Major
29
Minor
300
Unsafe Acts
1. Prediction of Incidents
2. Combination of Behaviour
3. Free Learning Opportunities
4. Better Tracking
5. Better Understanding
What is behavioural Safety?
It is a programme based on the principles of behavioural
psychology, also known as behaviour modification,
(BBS) is a technique for modifying behaviour of workers to
make them work safely.
• Uses behaviours as performance measure
• Removes barriers and motivates safe behaviour
Behavior is what a person DOES to
be safe or put themselves at-risk
Behavior is
objective,
observable,
and
measurable.
Behavioral Change
Requires an Understanding of the
ABC Model
Activators
Direct
Behavior
Motivate
Consequences
The ABC Model Explains
Why People Speed
Activators
Guide or direct
the Behavior(s)
Behavior
Consequences
Motivate the
future occurrence
of the Behavior(s)
Open
Speed limit
Sports
Police
signs Emergency road
car
car
No
Late
Sunny
cops
Drivers day
Others are
speeding
education
Speeding
Fun!
Wreck
Personal
injury
Ticket
Property
damage
Waste
gas
Wear
& tear
Save
time
Consequences Influence
Behviours
The 6 Pillars of Behavioural Based Safety
Facilitate, Support
and Act upon
recommendations
Employee
owned and
run process
All members of the
organisation are
involved. Lack of
awareness leads to
lack of collaboration
Ow
Inv nersh
olv ip
em &
ent
ess
n
e
ar
g
Aw aisin
R
Management
Commitment
BBS
Measurement
Basic to know progress.
Continuously measuring
the percentage of safe
behaviours.
Necessary to maintain
involvement and support
by employees and
Management alike.
Goal setting is necessary
for continual improvement
k& g
c
a
db ettin
e
e
F al S
Go
Ro
ot
An -Cau
aly se
sis
BBS is all about
identifying the rootcauses of unsafe
behaviours in order to
correct them
effectively
Behavioural Based Safety Implemention in
Rashpetco
Rashpetco & Burullus
Rashpetco/Burullus is one of the largest Natural Gas
companies in Egypt and accounts for more than 40 %
of the total gas production in Egypt.
Rashid Petroleum Company (Rashpetco) was formed to
develop and produce gas from Rosetta offshore gas
concession. The Joint Venture partners are: E-Gas 50%, BG - 40% (Operator) & Edison - 10%.
Burullus Gas Company was formed to develop & produce
gas from West Delta Deep Marine offshore gas
concession. The Joint Venture Partners are : E-Gas
50% ;BG-25% (Operator) and Petronas-25%
Rashpetco / Burullus cover all upstream activities like
exploration, drilling and production. It employs more
than 900 staff and long term contractors between Cairo
and Idku in Alexandria where our plants exist.
BBS : How it works?
Observation and
Measurement
Feedback
and Trends
Behavioural and Root
Cause Analysis
100
90
80
70
60
50
Implement
Recommendations
1
3
5
7
9 11 13 15 17 19 21 23 25 27 29
General PPE
Job Specific PPE
History of
Behavioural Based Safety
(BBS)
•The BBS process started in end of 2003 in the operations site in Idku with the
help of Ryder March consultants and was sponsored by BG Egypt.
•At the end of 2004 the BBS was introduced to the Simmian Sienna Saphire
construction project that had a workforce of circa 2000 employee and was one of
the largest gas projects in Egypt.
•In January 2006 Rashpetco started the BBS in offices and was one of the very
first locations to cascade the behavioural trainings to office environments.
1st Pillar- Awareness Raising
• 60 Observers were trained in Idku site on observation techniques and
communication skills.
• 10 BBS committee members in Idku and 19 in Cairo were trained on ABC
analysis, 5 WHYs, Brain storming and other problem solving techniques to
conduct root cause analysis on observations findings.
• 200 observers were trained in 2006 on BBS in Rashpetco offices. Their training
included the intervention skills and behaviours modification.
BBS Committee
BBS Trainings
Meetings
2nd Pillar-Measurement
All Observation Categories
1000
Frequency of Actions
• Different checklists were developed
by the BBS committees to suit
different work environments ( e.g.
Operations sites , Construction sites
, offices )
946
800
743
600
400
200
81
0
• All observations are captured and
trended on a monthly basis to find
key unsafe behaviours.
• The results of the observations are
analyzed in the bi-weekly BBS
committee meetings.
187
158
PPE
248
10
32
22
14
258
210
169
30
Body Tools &
Hazardou House Driving
Movement
Position Machine
s Work Keeping Vehicle
Safe
946
743
187
248
169
210
258
Unsafe
158
81
10
14
22
32
30
Observations Categories
3rd Pillar
Management Commitment
• BBS targets are leading indicators in
Rashpetco HSE score card.
• Senior Managers having BBS
targets in their annual performance
contracts.
• Departments are setting their own
BBS targets and linking them with
the incentive scheme.
1.Function
1.Function Specific Indicators
August 2006
Health
% Progress against health assurance gap analysis
Occupational Illness Frequency
• Monthly awards from the Chairman
Safety
Ratio of BBS observers to workforce (%)(Long term contractors included)
Number of Observations per week per trained BBS observer
for best observers in Cairo and Idku.
Actual
Target
40%
90%
0
0.12
Actual
Target
29%
40%
1.6
2.0
Total Recordable Incident Frequency (12 month rolling )
2.64
2.12
Lost Time Injury Frequency (12 month rolling )
0.49
0.24
Environment
Actual
0.014
Target
0.013
No. of Open Actions (4)
% closed(5)
No. Over due(6)
6
50
0
Greenhouse gases t/toe
Environmental commitments and corrective
actions
4
4th Pillar- Feedback
• Monthly feedback emails to all staff detailing
the progress of the BBS process.
• BBS progress is an integral part of the
monthly safety meeting in Idku site.
• BBS is part of the monthly HSE newsletter
that is distributed to all staff.
• Committee members communicating the BBS
results with their team members.
5th Pillar
Root Cause Analysis
•
Impact Matrix
Analysis is done during the BBS committees
meetings on a monthly basis in Cairo and
Idku
•
The analysis is based on the trends
identified ( Safe vs Unsafe)
•
ABC analysis and 5 Why Analysis are
conducted to identify root causes of unsafe
behaviours.
•
Impact matrixes are developed after the root
cause analysis to identify best available
solutions.
•
Actions from the committee meetings are
tracked and reviewed on every meeting
High
Low
Easy
• Safety Alert system (done) •Awareness campaigns
• Share incidents lessons with (in progress)
staff (done)
•Drivers commitment cards
(done)
Hard
• Defensive driving training to • Defensive driving booklets
all drivers (done)
6th Pillar- Ownership
• The two BBS committees in Idku and Cairo
are formed from representatives from all
departments.
• The committee ( not the HSE department)
analyse the data and suggest
recommendations which gives high
ownership to the workforce
• The workforce designs the checklist to cover
the major unsafe behaviours in the
workplace.
BBS Committee Meetings
• BBS logos designed by the workforce.
BBS Logos
BBS in Rashpetco Projects
• October 2004 introduction into a construction contractor
workforce of 2,000.
• Nomination of BBS Champions (construction managers)
• Observation checklist designed to cover construction unsafe
behaviours. (e.g. Scaffolding , PPE, etc)
• Initial intense training of observers
• High staff turnaround required regular training of observers.
• Prizes for best observations were awarded to maintain
motivation.
Behavioural Based Safety
Main Achievements
Over the last two years the BBS process achieved remarkable results.
More than 30 BBS training sessions were conducted in dual language (Arabic
and English), involving the national and expat staff including long term
contractors in Rashpetco.
•More than 2000 observations received in 2006. All of these observations were
recorded, trended and the out comes used as a basis for root cause analysis.
•BBS process was a key element in improving communication between staff;
especially for those who have been trained on intervention and feedback as part
of their BBS training.
•The effective implementation of the BBS process reflected on improving the
workforce perception towards safety.
Main Achievements
• Rashpetco received a Certificate
of Achievement from RoSPA ( Royal
Society for Prevention of Accidents)
for implementing an effective work
based BBS programme.
•RoSPA is a UK based organisation
that was established 80 years ago.
It aims at promoting safety and
preventing accidents
Value Added
Employee involvement
• Reducing injuries/incidents
• Intervention/analysis/solutions
• Taking ownership/responsibility
• Actively caring
• Learning the ABC principles
(Activators, Behaviors, Consequences)
Value Added
• Provides behavior data –facts - that goes beyond
common sense
• Builds positive attitudes and positive
reinforcement
• Promotes coaching/education/teamwork
• Shifts thinking from priority to value
• Working safely without injuries
• Supports project schedules and budgets
We Need To Change our way of thinking
"It is not the strongest species
that survive, nor the most
intelligent: it is the one most
adaptable to change“
Charles Darwin
Thank You