VISION ZERO A Sustainable Safety Culture with Behaviour ...KYT just before performing task, or MOM called it Last Minutes Risk Assessment (LMRA) Permit-to-Work System • Permit-to-work

Petrochemical Corporation of Singapore (Private) Limited

PCS 1st Quarter 2019 Contractors Dialogue / JurongIsland Vision Zero Open Sharing7 March 2019

VISION ZEROA Sustainable Safety Culture withBehaviour Based Safety

2

1. Transformation to Zero Incident2. Workplace Safety and Health

Programmes3. Behaviour Based Safety

a. A Journey to Workplace Safety and Health Success

b. Management to take Lead – Top-down and Bottom-up

c. Challenges on Sustainability4. Takeaway

A Sustainable Safety Culture

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4

1. Transformation to Zero Incident

Major transformation to Total WSH

Believe solutions to problems

Believe Zeroincident target

achievable

Achieved: >14 years + >40

million worked hours LTI Free

PCS had painful falling from height incident in 2004 Management

made major transformation

Sharing on Health and Safety to industry- content as reference modify to suit situation- work at it with all your heart, save lives

2011 bizSAFEMentor

5


1980s: Health, Safety & Environment (HSE)

1997: HSE + Process Safety Mgt System

1999: Subscribed Responsible Care®; SCIC

2004: 2Q Established RC Committee

2009: SS 506 Part 3

HSEMS 1st issued Jan 1997

Central HSE Committee till 2Q 2004

IS

O 1

4001

–

Jan

2000

O

HS

AS

180

01

–N

ov 2

002

Sin

gapo

re S

tand

ard

SS

50

6 P

art 3

in D

ec 2

009

(am

alga

mat

ion

of P

roce

ss

Saf

ety

and

OH

S e

lem

ents

)

HSE Journey for Continuous Improvement

Launched BBSO in 2004

6

PCCA contractors’ representative as a member of RC Committee since 2004

Senior Management Ownership & Responsibility


7


Management ownership / responsibilitynot sole duty of health and safety personnel

Design for workplace health and safetyplan for incident-free workplace

Never “bet on luck” – understand cause-and-effect never provide budget “waiting” to cover incident cost

Concernsnumerous health and safety incidents occurred elsewhere

Always feel vulnerable; chronic unease

8


Sense of Vulnerability – zeal to continuous improvement

Uncover

• Potential Black Swan Events

Pathway known

• Black Swan becomes White Swan

Challenge

• Ensure Swan remains White

Eliminate Black Swan Events

[Black swan events are typically random and are unexpected]

[“Surviving the black swan, strategies for process safety…”, John F. Murphy]

In-situ Risk

Assessment

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10

Risk Management

• Hierarchy of Risk Control• Elimination• Substitution• Engineering

/ Isolation• Admin /

Training• Personal

Protective Equipment

Risk Assessment

• Formal Risk Assessment

• In-situ RA / KYT just before performing task, or MOM called it Last Minutes Risk Assessment (LMRA)

Permit-to-Work System

• Permit-to-work authorisationform

• Workplace / condition verification

• Supervision

Safety Culture

• Individuals follow rules and regulations even if no one around

• Self control• Safe

behaviour

Always bePrepared

AnticipateRisks

ResolveIssues

2. Workplace Safety and Health Programmes

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Hierarchy of Risk

Control

Be

st C

on

tro

l E

ffe

ctive

ne

ss


12

PlanWork

Workplace Preparation

Risk Assessment

(RA)

Permit-to-Work

Approved

In-situ Risk Assessment

(iRA)

Commence Work

In-situ Risk Assessment (since 2006)

In-situ Risk Assessment (iRA) derivative of KYT - Kiken Yochi Training (Japanese 危険予知訓練)

Workplace conditions changing

Re-assess at site

Ensure safe to work


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Wellbeing

Health

Safety

Occupational Safety

+Process Safety

Towards Zero Incident

Health & Wellbeing at Work Environmental –

atmosphere, ergonomics Physical – age, health

conditions Emotional – relationships,

care Organisational – schedules,

expectations


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Environmental

• Atmosphere• Noise• Dust• Heat• Chemical

• Electrical • At height• Ergonomics• Rest area

Physical

• Fitness• Age• Health

conditions• Fatigue

• Weight• Height

• Height phobia relief

Emotional

• Relationships• Family• Workplace

• Mental health• Suffering

losses• Care

• Listening • Counselling

Organisational

• Schedules• Expectations• Relationships

• Peers• Superiors

• Partnerships• Associations• Contractors

• Teamwork Culture

Design for Safety Health

Wellbeing

Education, Capacity Building

Recognise Issues at

Work

Promotional Activities /

Programmes

HSE Promotion Committee

Hea

lth &

Wel

lbei

ng a

t Wor

k


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2. Workplace Safety and Health Programmes WRMSD, NID, Hygiene thrusts

Ensure compliance to safe levels of toxic substances in air specified in the First Schedule of the Workplace Safety and Health (General Provisions) Regulations

Monitoring / intervention monthly chemical exposure monitoring

(Benzene, Butadiene) three-yearly “Workplace Noise

Monitoring” annual “hearing/audiometry test”

Prevention 100% PPE compliance (hearing protection) warning signages displayed at high noise areas annual “Hearing Conservation” refresher training

(Hearing Conservation Programme) Designated Workplace Doctor consultation on

WRMSD talks on work posture (Administrative and Site

work) Behaviour Based Safety observation /

intervention on “Body Use and Ergonomics”

Noise Mapping

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2. Workplace Safety and Health Programmes28 In-house Contractors; many since

1980s

2001 PCCA Formation;

2004 Restructured

2011 bizSAFEMentor

Min bizSAFE Level 3;most at Level Star,

3 at Partner

Petrochemical Complex Contractors Association (PCCA)

Collaboration – unite Contractors companies

Self-regulating – challenge: healthy and safe workplace

Manage ATO – train workforce for HSE excellence

PCS safety culture sink roots – workers take ownership

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All-inclusivePartnership

Contractors association PCCA managing ATO

Sponsor core group for external WSH training and seminars

Joint team in external events

Levelling-up

Competency training on work skills, WSH skills and basic language skills (English)

Engaging Contractors on WSH culture building (CultureSAFE)

Capability Building

Monthly training sessions, sharing incident lessons learnt

Monthly Mass Tool Box meeting

Engagement / communication

Management Commitment

Quarterly dialogue with Contractors Management

Annual Contractors’ HSE meeting with Contractors Senior Management

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All-inclusivePartnership Contractors

association PCCA managing ATO



Partner with Contractors’ Management


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All-inclusivePartnership Contractors

association PCCA managing ATO



Close Communication with Contractors’ Workers

Monthly Mass Tool Box Meeting


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2. Workplace Safety and Health ProgrammesIntegrating Safety and Health in the Workplace

Human Wellbeing-

Safety-Health

Programmes

Behaviour Based Safety Observation

STop-And-Report

Speak Out for Safety

Near Miss Report

Suggestion Scheme

Make our ideas work

Vision Zero Safety Culture

Heinrich 300-29-1 Model

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1. Transformation to Zero Incidents2. Workplace Safety and Health






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3. Behaviour Based SafetyA Journey to Workplace Safety and Health Success

Hierarchy of Risk

Control

Be

st C

on

tro

l E

ffe

ctive

ne

ss

Behaviour Based

Safety

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Creates a safety partnership between Management and Employees

Focuses People’s attentions and actions, daily safety behaviour

Focuses on what People do – Peer-to-Peer

• Analyses why they do it arrive at strategic solutions• Applies intervention strategy to improve what people do• Scientific approach in dealing with behaviour based safety B

ehav

iour

Bas

ed S

afet

y

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Acronym of PCS’ BBS Observation - TRUsT


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You have TRUsT in me because you know I care

I Respect our work together and I am going to watch your work to give you behaviour-based feedback

We trust, respect and coach each other. This is about Us

The Truth of this behaviour-based safety is Trust, Respect and Unity

Respect

Us

Truth

PC

S B

ehav

iour

Bas

ed S

afet

y A

cron

ymTR

UsT

Behaviour Based Safety

Observation


No Name

No Blame

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3. Behaviour Based SafetyManagement to take Lead – Top-down and Bottom-up

BBS process / activities must include all Employees, from CEO to managers, frontline workers, contractors

Changes in behaviour, policy, procedures and/or systems must have buy-in and support by all who are involved in making decisions

BBS initiatives and supporting programmes must be based on scientific knowledge

• Line of fire – in the direction of (potential) energy source; unprotected; exposed; endangered; unguarded

• Body use and ergonomics • Repeated actions – Work-Related Musculoskeletal

Disorders (WRMSD), Noise Induced Deafness (NID)

Suc

cess

ful B

BS

Pro

cess

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Preparation and Launching of BBSPLAN SOP, TOR, CBIs, Organisation, Process

Name/Logo

DO Launching BBS, Implementation, WSH + BBS training

CHECK Statistical analyses, KPIs, % at-risk behaviour

ACT Proactive actions, Promotions for sustenance

CBIs = Critical Behaviour Inventory:PPEs for fall, respiratory protection, head/foot protection, eyes/face/hearing protection, line-of-fire, pre/post job inspection, etc.

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Management

HSE Fire & Security Operations Maintenance Admin Contractors

Mgt Sponsor (Advisory) Facilitator

BBS Steering Committee Organisation

Peer-to-Peer Observers from Staff and ContractorsPCCA

(Petrochemical Complex Contractors

Association)


(GM of Plant)

(Appointment Holder– rotate half-yearly)(HSE Manager)

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Launch of BBS TRUsT Process - 16 Aug 2004

MD Mr. S Tajima gave the opening address and declared the official kick-start of BBS implementation

GMP Mr. Lucas Ng HK introduced the members of the

TRUsT Steering Committee

DMD Mr. Philip Parker closing address

A well attended ceremony as this photograph shows

Lecture and demonstrated safety tips and safe behaviour

for scaffold users

Behaviour Based Safety Commitment

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Two-way Communication


Sender ReceiverMessage

Feedback

Feedback Improves Communication

Talk Listen

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Two-way Communication – Top-down


• Be vigilant in all safety risks• Sense of vulnerability / chronic unease –

pointers for risk elimination• Cultivate and preserve safety culture

• Be vigilant in all safety risks• Sense of vulnerability / chronic unease –

pointers for risk elimination• Cultivate and preserve safety culture

Proactive Leadership

• Be visible, accessible, walk at sites• “See for yourself”, walk the talk• Know status of facilities, support for timely

rectification of defects

• Be visible, accessible, walk at sites• “See for yourself”, walk the talk• Know status of facilities, support for timely

rectification of defects

Senior Management

with Line Managers

• Treat Contractors as partners• Work with Contractors Association• Include Contractor Representative in

Responsible Care® Committee

• Treat Contractors as partners• Work with Contractors Association• Include Contractor Representative in

Responsible Care® Committee

Senior Management

with Contractor Management

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Two-way Communication – Bottom-up


• Peer-to-peer Behaviour Based Safety Observation (BBSO TRUsT)

• Speak Out for Safety (SOS)

• Peer-to-peer Behaviour Based Safety Observation (BBSO TRUsT)

• Speak Out for Safety (SOS)

Blame-Free Environment

• Stop ongoing unsafe activities and report to superior

• STop And Report (STAR) complementing BBSO and SOS

• Stop ongoing unsafe activities and report to superior

• STop And Report (STAR) complementing BBSO and SOS

Empowered to Intervene and

Report

• Suggestion and find-and-report schemes for facilities integrity and reliability

• Prompt and positive response from senior management made possible

• Suggestion and find-and-report schemes for facilities integrity and reliability

• Prompt and positive response from senior management made possible

Platform for Suggestion and

FeedbackMake our ideas work

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Monthly Management Review of TRUsT Statistics

Focus-Area Observation Sheet

Comments in Order Quality Wrong

CBI Alignment Action

CBI-1.1: Line Of Fire While loosening bolts and nuts for the feed blind, he was loosening the bolt and nut closest to him first because of convenience.

This at-risk behaviour should be learnt so that we can prevent repeating it. Action: When loosening bolts, always start with the bolt further away from the person to keep out the line of fire.

CBI-5.5: Fall Protection While erecting scaffold pt F-180 Ole -1 9th level, scaffolder hook 2 lanyards on permanent h/r but below waistline because busy attending erection & assured already hook. (Educate scaffolder to hook above waistline to prevent height of falling.) vindes

The comment writing is too long winded. Need to improve quality writing of the Observation Sheet. Action: To coach (the Observer) on proper writing of comments on at-risk observation.

CBI-1.1: Line Of Fire While cycling along Ave C, cycling in parallel because momentarily forget safety rules of complex. (Constantly remind cyclist in line.)

Observer mistaken this CBI-1.1 as at-risk behaviour, which was not correct. Action: To coach observersthat such at-risk behaviour is not CBI-1.1.

CBI-5.5: Fall Protection While painting new piping on the scaffolding above 2 meter, he was not wearing safety harness because he thought the scaffolding was enough to protect him.

Observer miss-understanding the act as an at-risk behaviour. Action: To coach observersthat there is no need to use safety harness when standing on proper scaffold.

Action items for Capacity Building

746 755 764695 672

1203

1008

738 738 796 801 779

0

200

400

600

800

1000

1200

1400

Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19

NUM

BER

OF

OBS

ERVA

TIO

NS

NUMBER OF BBS OBSERVATIONS

2.563.10 3.04

1.992.49

3.843.00

2.832.79 2.52 2.93

2.60

1.87 1.88 2.201.43 1.29

2.38

1.10

2.161.69

1.361.92

1.68

2.893.37 3.37

2.52 2.623.70

2.94

3.37 3.13 3.22 3.57 3.37

7.107.72

6.396.92

5.22 7.17

5.79

7.86 7.917.31 7.36

6.76

0

1

2

3

4

5

6

7

8

9

10

0

1

2

3

4

5

6

7

8

9

10

Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19

Perc

enta

ge (%

)

PCSQCL

Perc

enta

ge (%

)

Ole-IOle-II

PERCENTAGE AT-RISK IN PCS

Olefin I Olefin II PCS QC

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Year Month Behaviour Based Safety Activities2004 16 Aug Launched BBS TRUsT Process

2005 Mar ~ Nov Launched Reduction of Enabled At-Risk Behaviour (REAR) programme2 Admin Departments joined BBS TRUsTFormed Barrier Removal Team – tackled Difficult and Non-enabled At-Risk Behaviour Implemented Departmental Capacity Building programmeConducted BBS TRUsT Awareness Training to SOC and In-house CSIT programmes

2006 Jan ~ Aug Launched BBS TRUsT Incentive schemeExtended BBS TRUsT Awareness Training to Business Departments and Ad-hoc

contractorsReviewed BBS TRUsT and its Sustainability Implemented High Intensity BBS TRUsT Observation (HIBTO) programme in PCS-II

Turnaround2007 Feb ~ Jul Implemented BBS TRUsT High Profile into mainstream operations

Launched BBS TRUsT Champion scheme2008 Aug Implemented HIBTO in PCS-I Turnaround (henceforth future TAs and de-centralised TAs)2009 Apr Rejuvenated BBS TRUsT process

Launched Quality BBS Submission (QBS) scheme2011 Mar ~ Aug Produced BBS TRUsT Video for Champion training and PCS-II Turnaround (LCD display)2014 Sep Celebrated BBS TRUsT 10th Anniversary2015 Jun Launched Exemplary Safe Staff / Worker Role Model (of the Month) campaign2016 Jul Implemented BBS Star Model Awards in PCS-II Turnaround

2018 Jul Implemented BBS Star Model Awards in PCS-I Turnaround with relatively major revamp

2019 Current Planned and working towards 15-year anniversary commemoration ceremony

Brie

f His

tory

of S

ucce

ss J

ourn

ey

3. Behaviour Based SafetyChallenges on Sustainability

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Examples of Percentages of At-risk Behaviours


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BBS Steering Committee meets Monthly

Ensure Good Communication – custodians, etc

Agenda – Statistics, quality, KPIs, improvement

Capacity building – training, improvement sharing

Promotional activities – TRUsT Champion, QBS

BBS incentive – Exemplary Safe Staff / Worker

Success also hinges on PCS’ unique teamwork Culture

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38


39


40


Quality BBS (QBS) submitted byBBS TRUsT Champions

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42


Monthly Exemplary Safe Staff and Workers

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1. Transformation to Zero Incidents2. Workplace Safety and Health






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4. Takeaway

• High hazards installations and complex facilities require holistic safety management system and beyond

• Behaviour Based Safety – employee-driven safety process Support by Senior Management Work closely with contractors for productive process Take time to cultivate behavior based safety culture

“Senior Management commitment with Top-down and Bottom-up two way

approach will lead to Sustainable Safety Culture towards Vision Zero”

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THANK YOU

PCS 1st Quarter 2019 Contractors Dialogue /Jurong Island Vision Zero Open Sharing (7 March 2019)

Documents

VISION ZERO A Sustainable Safety Culture with Behaviour ...KYT just before performing task, or MOM called it Last Minutes Risk Assessment (LMRA) Permit-to-Work System • Permit-to-work