Post on 18-Dec-2015
Contents
• 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
Piper Alpha 60 people diedBhopol 3800 people died
Flixborough 28 people died
History Of Safety
Hardware
Software
People
Time
Incidents
Continuous
Improvement
70s & 80s Late 90s50s & 60s
Triple Constraint
CostTime
Scope
QHSSE
Balanced Project
Robust Quality & Safety Systems = Enhanced Business Performance
Risk Management Key Part in a Successful Project
Project Integration ManagementProject Integration Management
Project 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
• Risk Management Planning• Risk Identification• Qualitative Risk Analysis• Quantitative Risk Analysis• Risk Response Planning• Risk Monitoring and Control
• Risk Management Planning• Risk Identification• Qualitative Risk Analysis• Quantitative Risk Analysis• Risk Response Planning• Risk Monitoring and Control
Activities required to effectively identify, analyze,and respond to project risks
Values
Attitudes
Behaviours
Beliefs
EthicsProcedure
Risk Assessment
Above the surface - tangible causes, eg. systems, processes,
structures
Beneath the surface or at the root of the tangible
causes
Iceberg Principle
Underlying Causes Of Incidents
Causes Of Injuries
• Most injuries are caused by unsafe acts and unsafe behaviors not unsafe conditions and equipment.
• This is typical for all industries
4% Unsafe Conditions4% Unsafe Conditions
96% Unsafe Acts96% Unsafe Acts
Safety Culture Maturity
PATHOLOGICAL
GENERATIVE
PROACTIVE
CALCULATIVE
REACTIVE
Not Driven
Avoidance Driven
System Driven
Continuous Improvement
Driven
Value driven
No Systematic Management
Basic Systems
for managing loss
Systems managing
health and safety risks
Safety Actively Managed
with Workforce
Safety inherent in the
heart and mind
of the organisationPeople Driven Safety
(Independent-Interdependent )
No Systematic Management of
Safety
System Managed Safety (Dependency)
1
Major
29
Minor
300
Unsafe Acts
1. Prediction of Incidents2. Combination of Behaviour3. Free Learning Opportunities4. Better Tracking5. Better Understanding
Advantages of
Behavioural Measurement
What is behavioural Safety?
• Uses behaviours as performance measure
• Removes barriers and motivates safe behaviour
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.
Behavior is what a person DOES to be safe or put themselves at-risk
Behavior is objective, observable, and measurable.
Behavioral ChangeRequires an Understanding of the
ABCABC Model
ActivatorsActivators
ConsequencesConsequences
BehaviorBehavior
Direct
Motivate
ActivatorsActivators
BehaviorBehavior
Consequences
The ABCABC Model Explains Why People Speed
Wear & tear
Late
Open road
Sports car
Sunny day
EmergencyNo
cops
Wreck
TicketPersonal
injury Wastegas
Savetime
Fun!
SpeedingSpeeding
Guide or direct the Behavior(s)
Motivate the future occurrence of the Behavior(s)
Propertydamage
Others are speeding
Police car
Speed limit signs
Drivers
education
All members of the organisation are
involved. Lack of awareness leads to
lack of collaboration
Basic to know progress. Continuously measuring
the percentage of safe behaviours.
BBS is all about identifying the root-
causes of unsafe behaviours in order to
correct them effectively
Employee owned and run process
Necessary to maintain involvement and support
by employees and Management alike.
Goal setting is necessary for continual improvement
Facilitate, Support and Act upon
recommendations
Management Commitment
Measurement
BBS
The 6 Pillars of Behavioural Based Safety
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.
Rashpetco & Burullus
BBS : How it works?
50
60
70
80
90
100
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29
General PPE Job Specific PPE
Observation and Measurement
Feedback and Trends
Behavioural and Root Cause Analysis
Implement Recommendations
•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.
History of Behavioural Based Safety
(BBS)
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 Trainings
BBS Committee
Meetings
2nd Pillar-Measurement
• Different checklists were developed by the BBS committees to suit different work environments ( e.g. Operations sites , Construction sites , offices )
• 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.
946
158
743
81187
10
248
14
169
22
210
32
258
300
200
400
600
800
1000
Freq
uenc
y of A
ction
s
Observations Categories
All Observation Categories
Safe 946 743 187 248 169 210 258
Unsafe 158 81 10 14 22 32 30
PPEBody
PositionTools & Machine
MovementHazardou
s WorkHouse
KeepingDriving Vehicle
3rd PillarManagement 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.
• Monthly awards from the Chairman
for best observers in Cairo and Idku.
4
Safety
Environment
0.240.49Lost Time Injury Frequency (12 month rolling )
2.122.64Total Recordable Incident Frequency (12 month rolling )
1.6
29%
Actual Target
2.0Number of Observations per week per trained BBS observer
40%Ratio of BBS observers to workforce (%)(Long term contractors included)
0
40%
Actual
90%% Progress against health assurance gap analysis
0.12Occupational Illness Frequency
Target
Target
0.013
Actual
0.014Greenhouse gases t/toe
6
No. of Open Actions(4)
50
% closed(5)
0
Environmental commitments and corrective actions
No. Over due(6)
1.1.Function Specific IndicatorsFunction Specific IndicatorsAugust 2006August 2006
Health
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 PillarRoot Cause Analysis
• 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
Impact Matrix
• Defensive driving booklets • Defensive driving training to all drivers (done)
Hard
•Awareness campaigns
(in progress)
• Safety Alert system (done)
• Share incidents lessons with staff (done)
•Drivers commitment cards
(done)
Easy
LowHigh
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 logos designed by the workforce.
BBS Committee Meetings
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.
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 Behavioural Based Safety
• 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
Main Achievements
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
"It is not the strongest species that survive, nor the most
intelligent: it is the one most adaptable to change“
Charles Darwin
We Need To Change our way of thinking