Transcript The Journey towards world class safety

The Journey Towards World Class
Safety Performance – bp Trinidad
and Tobago
Tyrone Kalpee
HSSE Director
bp Trinidad and Tobago
Scope of bp Trinidad and Tobago (bpTT)
• Offshore Operations - 9 gas platforms
• Liquids separation/ Crude oil processing/ Tanker
loading
• Platform fabrication – three platforms over the last
two years
• Two drilling rigs in development and exploration
drilling / Seismic acquisition
• Facility and office management
• 480,000 boe /day
On shore gas processing facilities at
Beachfield & Terminal at Galeota
TheE&P
problem
– 2004/
December 2006
Safety Matrix
2005
24
Vietnam
Azerbaijan
GoM DW Projects
GoM Exploration
GoM DW Prod
Input Frequency Increasing
Indonesia
Southern Cone
Egypt
ME and South Asia
Angola
Colombia
12
North Sea SPU
North America Gas
South
Exp & Prod WestLake
North America Gas North
Venezuela
North Africa
Exp & Prod Tech
Alaska
Sakhalin
Trinidad
Position
Feb 2005
Russia & C As Renewal
TNK-BP Shareholder
Exp & Prod DCT
0
0
Decreasing
12Injuries
24
Where do we start?
Our 7 Foundation Blocks of Safety
Safety leadership
Safety communication and feedback
Investing in leading indicators
Standards and competency
Safety culture assessment
Lessons learned and audit
Increasing HSSE capability
Safety leadership – building the
leaders
• CEO shared safety leadership discussion for all
leaders
• Every month for the last 36 months
• Leadership work site visits discussed monthly
• Leaders coached to deliver workforce quarterly
safety reviews
• Leaders accountable for delivery of 8 personal
safety leading indicators
_
From:
Kalpee, Tyrone
Sent:
Thursday, April 10, 2008 6:11 PM
To:Lummus, John M. (TRD); Van Gestel, Wilhelmus; Beckstrom, Jim A (TRD); Downer, John; Temple, Clifton
(TRD); Dyer, Brian L. (TRD); Clark, Adrian C (TRD); Christie, Norman; Beaubruntoby, Nicole L; Massiah,
Maurice N; Robertson, Donald R; Ali, Azim (TRD); Johnson, Nicholette M; Roberts, Suzanne; Sirinath, Baajnath
X; Warren, Ed (TRD); Maharaj, Yoganande; Ramnarine, Anil; Budhooram, Daryl; Pierce, Keith L; Blackburne,
Clyde A; Chin, James; Colthrust, Ryan; Gopaul, Garry A; RagoonananJalim, Karen; Graham, Earnest C (TRD);
Guiland, Stephen (SES); Pichery, Leslie; Mungroo-Ramsamooj, Rachael; Rajpaulsingh, Nalini; Mohamed,
Clive; Subero, Allan; Persad, Deenesh; Alleyne, Crispin; Simmons, Jamie D; Beckstrom, Jim A (TRD)
Cc:
Subject:
Safety Review - Time out for Safety
Dear colleagues,
Thank you all for volunteering to lead and support the "Time out for Safety " today , the feedback has been
excellent and the engagement you built with your filled rooms was very timely.
Thanks for your preparation and for attending the coaching sessions, I really hope that you know how important
your session was today to our workforce. Your show of safety leadership was very well appreciated by all.
Special thank you to all of the HSSE team who led and supported sessions.
Best Regards
Tyrone
.
Feedback on Safety Standown
Journey Management - People are not sensitized enough and further education programs
for employees are needed.
- Lessons learnt from past incidents driving
should be relayed to all employees
Time Out for Safety – Feedback Room 2-H17;
10:00
AM
- By using
work
from home days effectively we
can all do our part to reduce miles on the road
Session
- What is the status of the shuttle service?
- Car
pooling should
• The office environment is relatively safe; it can
be
difficult
for be considered
- Drivers using Jenny's car park need to be
us to relate to potential risks
in on
the
field
trained
driving
since they don’t obey simple driving rules
2. Health
The H
is HSSE
has been neglected for some time and this needs to be looked
• This supports the
view- for
site
visits
•
•
at.
The
hand
sanitizers
distributed
were expiredit,
and does not solve the
View that office may not be as benignproblem
as people
consider
of dirty hand rails.
vigilance is required
- There is a deterioration in air quality within the office and something has to
be done. More monitoring should be done.
- The toiletswas
in QPP
Albion
are in
state and are prone to
Note that the only 2008 reportable
a and
liquid
slip
ina aterrible
nonoverflowing. This needs to be addressed immediately.
industrial environment
- When the garbage trucks pick up garbage from outside of TGI the smell
Safety
Standown
- Feedback
gets intoReview
the AC system.
This needs
addressing.
•Liketointhe
Thunder
could bpTT
the TV's
in the is
building
• Changes
LTPhorse
increase
risk.utilize
Theallsafest
mode
one to show these very effective
-we
10
minutes
safety
videofor
clips?
3. Reporting
- When 5you
need
immediate
attention
anwe
issue and you call 5555 the
with stability around
the
projects
execute.
How
do
person
does
not
render
assistance
but
instead
tells
you
to
log
job first.
This happened
•We need to have the Health fair more often. The last one was a agreat
success
and should be
assess/track thethis
impact
‘alla these’
MOC’s
on
morningof
when
person called
5555
to
let
them
know
with
the
electricity
fluctuations
done again.
persons should not be using the elevators. The response from 5555 was to log a job.
•Get the admin staff more involved and engaged in the electronic STOP Training. (We do
but of
dothe
not
knoware
how
to capture
it in the system)
4. WhenSTOPS
certain parts
building
being
isolated especially
on a weekend a notice
•Are there Defensive
Driving
videos
we can
burrow
BP library
so out.
we can share
should be
placedTraining
in the lobby
in addition
to the
email from
that normally
comes
with our families?
Safety communication with workforce
•Moved to quarterly workforce Safety Reviews to
get feedback
•CEO weekly report to leaders prioritizes HSSE
•Encouraging and rewarding reporting
•Continuous safety focus on office communication
boards
•Health and Safety committees involve employees
and contractors
Personal Safety Leading indicators
Safety
Observations and
Conversations for
leaders
Leadership site
visits
Proactive Near
miss reporting
HSSE Training
Energy
Isolation audits
Closure of
formal safety
actions from
past audits and
incidents
Employee
Safety
Observations
Permit to Work
audits and
Job Safety
analysis audits
Personal Safety Leading Indicators
Man Hours YTD :
1,023,188
PC. - 2008 TARGET
6.8 Million manhours since
last DAFWC
Year TARGET
YTD
Actual
Safety Observations &
Conversations (SOCs)
8,913
7766
STOPs - Safety Observations
77,369
66,898
On track
HSE Training Hours
120,355
79,102
On track
Closure - (On Time) Traction
98%
93%
Intervention
Leader Visits
692
657
Intervention
in June
PTW & ICC Audits
13,733
7874
Related to
activity
JSA Audits
12,239
7565
Related to
activity
282
242
Intervention
in June
No. of Near Misses
YTD
6
5
7
YTD
Status
Intervention
in June
Early Interventions
•Personal safety leading indicators monitored
weekly
•Introduction of process safety leading indicators
•All teams set their safety performance targets
• Early interventions on safety leading indicator
trends
August 2006 Safety Matrix (based on a 12 month rolling frequency)
SOCs and equivalent 30%
SOs
20%
Training 20%
Closure 20%
Near Miss 10%
Cannonball
Input Frequency Increasing
Amherstia
Kapok
Flambouyant
Mahogany
Beachfield
Terminal
Drilling and
Completions
Decreasing Injuries
HIPO
50%
RIF
30%
First Aid 20%
Immortelle
Cassia
Bp standards and competency
• Control of Work –increasing competency, ISSOW
• Re-learning about risk
• Leadership recognition – shut downs for safety
• Integrity management – reporting every leak, finding
major causes
• Strong focus on upgrading facilities and maintenance
• Driving Safety – critical risk area – strong refresh of
standard
Improving Incident Investigation
& Learnings
•Reviewed process for learning from incidents
•Retrained investigators
•Fewer but better investigations
•Ensured lessons learned rolled out formally
•Focused on internal audits - done by HSSE
Safety culture assessment
•Over 1400 workforce completed assessments
•Developed assessment facilitators from employees
•Followed with focus groups - 300 persons
•Leadership committee reviewed areas of weakness
•Draft plans developed for systemic findings
bpTT Safety Culture Summary
5.00
4.50
4.00
3.50
3.00
E12 Major Accident
Risk
E11 Attitudes to
Risk
E10 Trust and
Respect
E9 Managing Local
Cultures
E8 Relationship
with Contractors
E7 Attitudes
towards Rules and
Procedures
Areas of improvement
Strengths
E6 Safety
management
system
E1 Management
Commitment
E2 Two-way
Communication
E3 Employee
Involvement
E4 Learning
E5 Production/Cost
vs. Safety
2.50
Key safety culture focus areas
•Build opportunities to listen to workforce
•Build leadership competency and skills
•Focus on employee development
•Contractor engagement focus
•Understanding of risk
Building long term HSSE Capability
• New integrated HSSE Organizational Structure
• Competency assessment and developmental
plans in place
• Filling critical resource gaps aggressively
•Significant investment in permanent recruitment
HSSE Output Analysis
20
1.2
18
1.1
1
16
0.9
14
0.8
12
0.7
10
0.6
8
0.5
0.4
6
0.3
4
0.2
2
0
0.1
2004
2005
2006
2007
2008
Fatality
1
0
0
0
0
HiPo
5
3
1
1
0
Vehicle Accidents
5
1
8
7
0
DAFWC
2
1
1
0
0
Total Recordables
18
8
7
9
4
DAFWCf
0.06
0.02
0.05
0.00
0.00
Total RIF
0.52
0.18
0.35
0.41
0.33
TVAR
1.11
0.4
1.16
0.83
0.00
SVAR
Not tracked
Not Tracked
0.29
0.12
0.00
0
Moving
to Matrix
another
December 2006
E&P Safety
level
24
Vietnam
ASAs
30%
SOs
25%
Training 25%
Closure 20%
Azerbaijan
GoM DW Projects
GoM Exploration
GoM DW Prod
Trinidad
Indonesia
Input Frequency Increasing
Southern Cone
Egypt
ME and South Asia
Angola
Colombia
12
North Sea SPU
North America Gas
South
Exp & Prod WestLake
North America Gas North
Venezuela
North Africa
Exp & Prod Tech
Alaska
Sakhalin
Position
Feb
2005
Russia & C As Renewal
TNK-BP Shareholder
Exp & Prod DCT
0
0
Decreasing Injuries
12
Fatalities
40%
DAFWCF--3mo & 12mo 30%
RIF
30%
24
The vision: building a sustainable world
class safety performance
Generative
Management
Proactive
Calculative
Reactive
Increasingly
Informed
Pathological
Increasing
Trust/Accountability
What does 8,400,000 manhours without a
Day Away from Work Case mean?
•We are hurting less people
•We are building safety leaders
•We are becoming intolerant of risk
•We are certainly not there yet… as the next hour
of risk approaches
Thank You!