The Implementation of Behavior Based Safety (BBS) in

North Kuwait Fields of KOC

The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”

The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”

Mr. Ismail Y. Mataqi, Team Leader HSE(NK)

Slide 2

Introduction to KOC & NK Directorate

What is BBS – KOC HSE Vision

What triggered BBS in KOC

Where NK was prior to BBS

Implementation in NK Fields

Journey So far…

Takeaway’s

OVERVIEW

Slide 3

INTRODUCTION – KOC

• KUWAIT OIL COMPANY (KOC)

Established in 1934

Celebrated “Diamond Jubilee” in 2009.

Operations include –

Exploration, Drilling & Production of Oil & Gas

Involved in the Storage of Crude Oil & Delivery to tankers.

3 producing assets viz. North Kuwait(NK), West Kuwait & South and East Kuwait.

Slide 4

Operations

Operational Areas spread over hundreds of Kilometers

4 Gathering Centers, 1 Water Handling Facility, 1 Sea Water Treatment Facility, 1 Early Production Facility

Hundreds of Crude Oil wells, Disposal wells, Injection Wells & Manifolds

Complex nature of NK Directorate

Other Directorates also operate assets within the boundaries

NK Fields is in development growth mode with several upcoming Projects/Facilities

North Kuwait Fields

Slide 5

What is BBS?

Driven by Behaviors

Various Influencing Factors

Activity, response, underlying motivation/meaning,

intent

Social, Organizational, Job & Personal Factors

BBS is an approach in understanding and modifying behaviors in the workplace

Slide 6

What Triggers Behavior ?

Behaviour

Safe actions

Unsafe actionsNegative

Behavior Modification Strategies

Positive

Social Factors

Job Factors

Organizational Factors

Personal Factors

Slide 7

HSE VisionCULTURE

SYSTEMS

PATHOLOGICAL Who cares as long as we are

not caught

REACTIVE Safety is important, we do a lot every time we have an incident

CALCULATIVE we have systems in place to

manage all hazards

PROACTIVE Safety leadership and values

drive continuous improvement

GENERATIVE (High Reliability Orgs.) HSE is how we

do business round here

Establish Baseline Performance

Set KPI’s for Improvement

Zero Accident

Zero AccidentFree

Zero At- Risk Behaviors

Just Culture

Learning Organization

High ReliabilityOrganizationsSTRUCTURE

Slide 8

HSE Improvement Strategy

• Landmark Year …2003… Structure & Systems established.

• Initiatives such as:

– HSE Management System and Procedures

– KPI/KPM Annual Improvement

– ZERO accident & Incident Free

– ISO-9001 & 14001 & OHSAS-18001 Certification &

Implementation

• These have been very successful.

– LTIFR : 0.33 (2002/03) to 0 (2012/13)

Slide 9

• The next phase of the continual improvement strategy, involves programs

addressing improving Safety Culture in KOC

• Visible Leadership Commitment

– Leadership HSE visits

– Site Verification Visits

– Management HSE Review – Weekly/Monthly/Quarterly

• ZERO At-Risk Behaviors

– SOC, STOP, BBS, SVVs, Training/Awareness, Campaigns, Posters,

Flashes, Postmaster, etc.

HSE Improvement Strategy..Contd.

Slide 10

• Just Culture

– No Blame/Open HSE Reporting

– HSE Reporting Recognition & Rewards

• Learning Organization

– A learning organization is an organization skilled at creating,

acquiring, and transferring knowledge, and at modifying its

behavior to reflect new knowledge and insights

– Continually upgrading HSE Knowledge, Skills and competencies

• Highly Reliable Organization (HRO)

– Not to be complacent with success – continually trying to improve

HSE Improvement Strategy..Contd.

Slide 11NK Fields prior to BBS

• Six-year trends on the accident statistics illustrate the prior to & during implementation of BBS– persisting low level of LTIs and INDIs

– persisting low level of severity

BBS

BBS

Slide 12

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• Pareto Analysis on the Comprehensive List of Causes (CLC) illustrate:– At-risk behaviors (unsafe acts)

• Lack of attention / forgetfulness

• Not positioning self properly for task

• Not using PPE, or using PPE incorrectly

– Personal factors• Misperception of risk• Improper motivation /

inattention

• Excessive physical / mental stress

PRIOR TO BBS ….Unsafe Acts

Personal Factors

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Slide 13In

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Procedures Incentives PPE Training Meetings Improved ConditionsCampaigns

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• BBS is one approach used to reduce risk in the workplace by encouraging safe behaviors and discouraging at-risk behaviors with the expectation that the result will eliminate injuries and reduce incident rates.

ZERO

What BBS is expected to Deliver

Slide 14

How BBS is implemented

• Defining the Process

•Designing the Process

• Defining the Process

•Designing the Process

Slide 15

BBS Cycle

CHECKLIST

BBS FACILITATOR

FACILITY TASK FORCE

LEADERSHIP STEERING COMMITTEE

CONTRACTORS BEHAVIORS

KOCOBSERVER

Slide 16

PTW Checklist

Slide 17

PTW Observation Results

PERMIT TO WORK - % OF CONCERNS

Slide 18

Behavior Improvement Plan (BIP)• Targeted Behaviors for Improvement

– PTW must be onsite– Toolbox talk must be conducted– Awareness about Emergency Response during job execution

• Behavior Interventions

– Policy for PTW copy and Toolbox talk articulated by Ops. Staff to

Contractors

– Behaviors targeted for observations and intervention for 6 months

– Reinforcement of targeted behaviors at Monthly meeting

– Meeting with Supervisors to address reasons for shortcuts and excuses

– Establishing Contractors’ HSE Committees for effective awareness

Slide 19

Results So Far…..

• After Intervention for last six months – PTW must be onsite

• 100% of the observations showed that a Permit to Work was present on site (28 observations conducted at the 2 participating GCs)

– Toolbox talk must be conducted• Of the 58 PTW observations conducted, concerns were found only

on 2 of them pertaining to the JSA being on site and supporting documentation as evidence of a toolbox talk using the JSA having been held.

Slide 20

Moving Ahead with Video Technology

Enhancing Risk Competence via Video Technology

• Work Sample Videos– Being the Strongest influence factor, this option is selected.– Work sample videos are short video clips of 1 – 5 minutes in

duration pertaining to one topic. – The work sample videos can be in individual training situations

in which a particular topic is to be focused on, as well as in situations where there is a limited amount of time to devote to training, such as toolbox meetings.

– Each video will show the ‘safe’ and ‘concern’ for the behaviors. – On screen, text will be applied(as needed) to highlight

important points

Slide 21

KPI’sNo. Description

TargetTarget

Completion Date

1 BBS Established in NK Facilities 4 facilities Dec-12

2 BBS TFT Meetings & Steering Committee meetings TFT–1/wk.SC – 1/qr.

On Going

3 Training & Coaching of KOC personnel 60% of KOC staff

Feb-13

4 BBS Observations Conducted2 per wk per

Ops/MainDec-12

5 Behavior Improvement Plans Implemented 1 per Facility

Feb-13

6 Safety Perception Surveys4

1 per facilityDec-12

7 HSEMS Procedure Baselines16

4 per facility Dec-12

Slide 22

KPI’s

No. Description

TargetTarget

Completion Date

8Risk Competency improved in PTW/ER/BBS

3 Procedures Feb-13

9Risk Competency improved in JSA/Driving

2 Procedures Mar-13

10 Master list of behaviors 100 Behaviors defined Mar-13

11 BBS Checklists 1 per Procedure Dec-12

12 Work Sample Videos 6 Feb-13

13 Enhancement Videos 4 Feb-13

14 BBS Process Videos 4 Dec-12

..Contd

All the above listed KPI’s were successfully achieved.

Slide 23

Enhanced Results

• Decreasing trend of At-Risk behaviors.

• Achieved more than 12.7 Million Hours Free from LTI as on 31/03/2013 and

journey is going on.

• Enhanced safe working culture.

• Decreasing trend of incidents – No IDI, few INDI’s.

• No MVA – Level 2 and above was reported.

• Enhanced morale amongst employees.

• Enhanced HSEMS Compliance in letter and spirit.

Slide 24

Take Away’s• This successful approach of BBS implementation requires innovation,

flexibility, persistence, passion and patience. One successful journey has just begun.

• The design of the BBS should be simple and adapted to fit the uniqueness of the organizational socio-cultural issues with the strong Management Commitment and Employee Involvement.

• The BBS Consultant should be embedded within the personnel of the facilities to provide ongoing training and coaching. A Stop-Start approach will lose focus and momentum.

• Establishing bigger role for BBS Consultant(s)

• Enhanced use of Video Technology

Slide 25

The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”

The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”

Any Questions Please?