Achieving World-Class Safety Performance in a Multi-Cultural Environment

6th ASSE-ME Conference Bahrain

Achieving World-Class Achieving World-Class Safety Performance in a Safety Performance in a

Multi-Cultural EnvironmentMulti-Cultural Environment

Presented by: Presented by:

’’Dapo OguntoyinboDapo Oguntoyinbo

Corporate HSE ManagerCorporate HSE Manager

Petroleum Development OmanPetroleum Development Oman


ContentsContents Safety (HSE) Challenges in PDO Generic Causes of Incidents Four Pillars of World-Class Safety Performance

– HSE Leadership– HSE Management System– Workforce Engagement– Accountability for HSE

Challenges ahead


HSE Challenges in PDOHSE Challenges in PDO 4,000 PDO Staff & 16,000 Contractor workforce (60mln mhrs) 90% of PDO/Contractor workforce live/work in the interior Multi-Cultural/Language workforce, varying literacy levels PDO has over 100 oil/gas fields, 2,500+ wells drilled to date PDO & Contractors drive 120 Million Km per year on business Approximately 12,750 drivers, 7,000 vehicles Maintain over 6,000Km graded roads, 500Km black-top/asphalt In 1999, PDO achieved its best Safety performance to date:

– 70 days &10 million hours worked without an LTI– No Fatality– LTIF of 0.37 per million hours worked


PDO & Contractors drive 120 Million Km per year average; i.e. travel round the world 3,000 times a year (8 times round the world every day !!!)


1.632.14

1.62 1.741.19 1.42 1.21

0.94 0.70 0.60 0.75 0.790.37

0.73

3.61

0

1

2

3

4

5

86 87 88 89 90 91 92 93 94 95 96 97 98 99 2000 2001 2002

Lo

st T

ime In

juri

es F

req

uen

cy

PDO & Contractors HSE Performance 1986 - 2002


Injuries

Engineering Systems:Hardware issues to engineer out hazards

Management Systems: develop procedures, etc. to control hazards

Focus on People:empowerment and conviction to work SAFELY

Time

Historical Trend in SafetyHistorical Trend in Safety


Unsafe acts & Unsafe conditions

96% / 4 %

Fatalities

Lost Time Injuries

Medical Treatment

First-aid Cases

The Causes of InjuriesThe Causes of Injuries


Generic Underlying Causes of Incidents

Lack of Effective Supervision (competence)

This has led to:

Compliance, Competence, Supervision and Road

Safety being key themes for annual HSE Plans

Inadequate Hazard Awareness (competence)

Not Following Basic Rules (compliance)


One fatality----------------------

100 Lost Time Incidents---

1000 Non LTI’s-----------10,000 Near Misses---

100,000 Unsafe Acts-

The Incident Triangle

Over 96% of Incidents are caused by PeopleOver 96% of Incidents are caused by People


What is PDO doing to achieve world-class HSE Performance?

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World Class Safety Performance

Achieving world-class Safety Performance via Focus on People


Leadership & CommitmentLeadership & Commitment Safety (HSE) is Priority Number One Visibility: participation in Joint Management HSE Inspections Involvement: HSE on meeting agenda, ELT sessions Target setting: T&T, staff appraisal to include HSE aspects Improving HSE Culture: “walking the talk”, empowerment Participation in Incident Investigation & Review MD Incident Review, with Contractor CEO, for High Potential

Incidents & Poor Performing Contractors Annual CEO HSE Conference Site Management support for HSE Initiatives/Circles Use HSE Positions to develop high calibre staff


Joint Management HSE Inspections Demonstrating HSE Leadership

Highlights of 2002 Performance

Participation by 22 CEO’s and 10 PDO Directors

27 Joint Mgt HSE Inspections: Actual vs Planned 90% Inspections were well received by PDO and Contractor staff Presented opportunity for cross learning across

organisations.

Focus for 2003 and beyond Continue Joint Management HSE Inspections Forum to share feedback from Inspections


Feedback to CEOs



HSE Management System: what is its Objective ?

6th ASSE-ME Conference BahrainSIEP EP-HSE

7/21/02 2

HSE Management

Hazard/Risk

Undesirableoutcome

WORK

Barriersor Controls


HSE Management SystemHSE Management SystemObjectives: Manage hazards & effects to H,S & E in a structured way Set performance standards for managing HSE Continuous improvement via monitoring, reviews and audits

Improving workforce understanding of HSE-MS: Link Hazard Management to Activity Understanding “What it means to Me” Define Requirements for 3 levels of workforce (i.e. Manager,

Supervisor and Staff) Develop Module for Self-Assessment


PDO HSE Management SystemLeadership and Commitment

Policy and Strategic Objectives

Management Review

Audit

Organisation, ResponsibilitiesStandards, Procedures and

Document Control

Monitoring

Planning

Hazards and Effects

Management Process

Implementation

Corrective

Action


Challenges of Workforce Engagement in a Multi-Cultural Environment


“Safety Propulsion” Projects in PDO since 2001

Road Safety: Drive-to-Survive

Competency of HSE Advisors

Enhanced Site Supervision (ESS)


Workforce EngagementWorkforce Engagement ESS workshops to improve hazard awareness & supervision Working Safely for the workforce at shop-floor level Use of Pictorial Prompt Cards (effective communication) Safety Circles/Fora (e.g. No-LTI Clubs, ESS Champions, etc) Performance Review & Dissemination of Lessons Enhanced use of STOP HSE Advisers Competency Programme Contract Holdership Certification Scheme HSE Skills Portfolio for HSE and Key Line Staff (PDO)


ESS Workshops & CoachingESS Workshops & Coaching


Q1


Q2


2003


RTAs/million kms

0.000.501.001.50

2.002.503.003.50

RTAs/million kms

PDO &PDO & ContractorsContractors: Road Safety PerformanceRoad Safety Performance

Road Traffic Accidents per Million Km driven

DDC

Reduction:


Rollover/million kms

0

0.2

0.4

0.6

0.8

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

Rollover/million kms

PDO & Contractors: Road Safety PerformancePDO & Contractors: Road Safety Performance

Rollovers per Million Km driven: ReductionRollovers per Million Km driven: Reduction

Speed-limitersSpeed-limitersDDCDDC


100 LTIs100 LTIs100 LTIs100 LTIs

1,000 Non-LTIs1,000 Non-LTIs1,000 Non-LTIs1,000 Non-LTIs

10,000 Near Misses10,000 Near Misses10,000 Near Misses10,000 Near Misses

100,000 Unsafe Acts100,000 Unsafe Acts100,000 Unsafe Acts100,000 Unsafe Acts

One One FatalityFatality

One One FatalityFatality

LEGEND: A = Levels covered by HSE Leadership, e.g. Joint Mgt HSE Insp., Site Management Support B = Levels covered by ESS, Working Safely Workshops, Safety Circles/Forum

HSE Management TriangleHSE Management Triangle The Incident TriangleThe Incident Triangle

Target-Zero: No InjuriesTarget-Zero: No Injuries

A

No Injury

Improved HSE Culture (Proactive): No LTI ClubB

Site Management HSE Leadership, e.g. via Support for ESS, HSE Advisers Networking, etc.

Positive HSE Climate created by top Management (HSE is Priority No. 1)

Strong Site HSE Awareness and Supervision via ESS, WS, STOP, etc.


Fatality frequency (Fatalities per million hrs)

LT

I fr

eque

ncy

(LT

I/m

illi

on h

rs)

LTIF versus Fatality frequency over the years

Zero

Target Zero in PDO

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

0.00 0.05 0.10 0.15 0.20

92

93

94

95

96

9798

99

00

01

02

03 (YTD)2003-Target


Accountability for HSE

… the next step


HSE Management System

Hazard/Risk

Accident

WORK

Barriersor Controls

DISASTERViolation Error+ =


Accountability for HSE

Main Thrusts

Aim to protect health and safety of workers.

Staff are to be held accountable for actions that can lead to high potential incident or fatality based on past experience.

Deliberately breaking rules is worse than breaking rules out of ignorance

Same Framework for PDO and Contractors, via Industry Forum (OPAL) and Govt.

In certain cases management discretion will be exercised following incident investigation.

A full investigation must be completed, and proven case of A full investigation must be completed, and proven case of deliberate misconduct made before application of rulesdeliberate misconduct made before application of rules


Probability of it happening again Consequence of (If Nothing is done to prevent it)

worst known case - PDO Very Low

ALow

BMedium

CHigh

DVery High

EP A E R Never Heard Heard of in Incident has Happens >5 Happens >5

People Assets Environment Reputation of in (EP) (EP) occured in times per year times per yearSeverity Rating

(Injury) (Damage/Loss) (Total Effect) (Impact) Industry Industry PDO in PDO in Area/Asset

0 No Injury No Damage No Effect No Impact NEAR MISS

1 Slight (eg. FAC)

Slight (<US$1k)

Slight Effect Slight Impact LOW

2 Minor (RWC, MTC)

Minor (US$ 1-10k)

Minor Effect Limited Impact MEDIUM

3 Major (LTI, PPD)

Considerable (US$ 10-100k)

Localised Effect

Considerable Impact

4 1-3 (Fatality, PTD)

Major (US$ 100k-1M)

Major Effect National Impact

5 Multiple (Fatality, PTD)

Extensive (>US$ 1M)

Massive EffectInternational

Impact

Accountability for HSE: Risk Matrix

List of HSE issues addressed and their risk rating

1- Competence - Failure to attend Mandatory HSE Courses; 3D 2- Compliance - Failure to follow mandatory HSE Procedures;4E 3- Interfering with the Integrity of Safety Devices; 4C 4- Driving under the influence of Alcohol; 5C 5- Not using seat belts; 4D 6- Driving without PDO license; 4C 7- Using GSM whilst driving; 2E 8- Not obeying applicable speed limits; 4E 9- Driving a vehicle without a valid RAS sticker; 4C 10- Failure to apply safe journey management plans; 4E 11- Failure to follow night driving policy; 4D

7

4

86 2

1

11

3

5 109


Accountable party Recommended Actions

PDO CONTR. Level 1 Level 2 Level 3

RISK AREAS First Offence(Recorded)

Second Offence(Apply Sanctions)

Third Offence(Grave Violation)

COMPETENCE

1 Failure to attend mandatory HSE courses LineManager

ContractManager Verbal Warning

Counsel Staff andSupervisor

ManagementDiscretion

COMPLIANCE

2 Failure to follow mandatory HSE procedures asproven after incident investigation.

LineManager

CEO Verbal Warning Re-assign Dismissstaff

ROAD SAFETY (while on company business)

3 Interfering with the integrity of safety devices e.g.tampering with speed limitors and safety belts

MDC CEO ManagementDiscretion

Dismissstaff

4 Driving under influence of alcohol as proven byinvestigation.

MDC CEO ManagementDiscretion

Dismissstaff

5 Not using seat belts MDC CEO Verbal WarningSuspend from

Driving on CompanyBusiness

Dismiss Staff

6 Driving without a valid licence MDC CEO Verbal WarningSuspend from


Dismiss Staff

7 Using GSM (including Hands free) while driving LineManager

CEO Verbal WarningSuspend from



8 Not obeying applicable speed limits LineManager

CEO Verbal WarningSuspend from



9 Driving a vehicle that is not road-worthy e.g. noRAS certificate

LineManager

CEO Verbal Warning Suspend fromCompany Business


10 Failure to apply Safe Journey Management Plans LineManager

CEO Verbal Warning Withdraw PDOdriving permit

DismissStaff

11 Failure to follow "Night Driving" Policy LineManager

CEO Verbal Warning Withdraw PDOdriving permit

Dismissstaff

Accountability for HSE Framework


Q3


Challenges AheadChallenges Ahead

In a multi-cultural environment, “Accountability for HSE” may be perceived negatively (blame culture)

Framework presented and accepted by Industry Forum, OPAL.

Industry Forum engagement ongoing with Government to obtain support for “Accountability for HSE” Framework

Implementation ONLY after effective “Workforce Engagement” Roll out to concentrate on positive aspects of the scheme Workforce HSE Culture can be significant consideration Goal: Convince and Empower the workforce to work SAFELY


If you were in this boat, what would you do ?If you were in this boat, what would you do ?

Documents

Achieving World-Class Safety Performance in a Multi-Cultural Environment