Behavioral Safety Leadership in Oil & Gas construction

Prof. Dominic Cooper C. Psychol CFIOSH Safety Leadership in Oil & Gas Construction: A Case Study B-Safe Management Solutions Inc 6648 East State Road 44, Franklin, Indiana, USA Tel: +1 (317) 736 8980 E-mail: info@bsms-inc.com www.behavioral-safety.com

Location: Middle East Activity: Construction of 2 X LNG Trains, Camp, Storage Tanks, & Jetty Number of Personnel: 47,000 Third-Party Nationals - India, Indonesia, Malaysia, Nepal, Philippines, Sri Lanka, Turkey, UAE, Two Main Contractors: French/ Japanese JV, USA Fourteen Sub-contractors: India, Ireland, Italy, UAE, USA Project Background

Implemented BBS Process
Trained Project coordinators - Five days
Developed Behavioural Checklists - Four Weeks
Conducted Managerial Alignment
Sessions to obtain commitment - 6 weeks (at 2 hour sessions)
Trained some 1500 Observers - Target of 2% of entire workforce
Established Baseline performance - 1 st four weeks of observations
Set work crew improvement targets - Determined by Baseline Scores
Gave feedback - Daily (verbal) / Weekly (written)/ monthly Managerial Summaries.
Developed Publicity Infrastructure - Developed Behavioural Safety Site Induction package / Posters/ Newsletters, etc
Reviewed Process and adapted
according to the Construction program - Changed checklists to suit construction program and trained new observers.

Behavioral Safety Checklist Example Completed by observers once a day

Visible Ongoing Support Checklist Example Completed by observers once per week

Safety Leadership Checklist Example Completed by managers once per week

Scope of Construction Works Issues
Different Site Areas/ Contractors
- Separate BBS Process for each Contractor / Site area
- Numerous Activities - Developed Generic and Trade Specific checklists
- Monitored
- Total Site Manpower
- Number of coordinators / observers per contractor
- Ratio of Observers to Personnel
- Ratio of Observations Expected/ Received
- % Safe Score
- 5 Best / Worst Scoring Behaviors
- Corrective Action Completion Rate
Monthly ‘Lessons Learnt’ Meetings with all contractors
Lessons Learnt = Carve Project into smaller, manageable, chunks
= Monitor overall implementation status
= Develop self-sustaining help mechanisms

Key Performance Indicators Incident Rates per 200,000hrs worked Total Recordable Incident Rate (TRIR) Year 1 = 0.09 Man-hours 41,826,852 Total Recordable Incident Rate (TRIR) Year 2 = 0.18 Man-hours 76,369,295 Total Recordable Incident Rate (TRIR) Year 3 = 0.11 Man-hours 120,860,975 Safety Observations = 2.3 million 84.67 Visible Ongoing Support checklists = 36,215 86.91 completed by observers Front-line Management Leadership Checklists = 58,659 90.15 Middle Managers Leadership Checklists = 83,731 87.58 Senior Managers Leadership Checklists = 36, 215 90.36 Corrective Actions Completed = 2,973 88.8 Observer to Worker ratio (2% target) 3.13% Number Completed Indicator % Rate Longest Run without an LTI = 121 Million man-hours

Safety Behavior Improvement (Percent Safe Results) Data is aligned in ‘real-time’ for all contractors on site over a 25 month period Longest LTI Free Period = 121 Million Man-hours

Example from part of the project, which shows Incident Rates dropped while manpower increased from 1600 - 4,500! Behavior Change and Incident Reduction

Project factors that are associated with Behavioral Improvement Results show Corrective Action Rates and Safety Leadership are very important to improve employee safety behavior. Observation + Feedback not sufficient on its own!! Stepwise Multiple Regression Results +85.6% +80.1% +73.4% +53.9% +21.5% Strength of Association Variables Statistical Significance P< Corrective Actions .01 Corrective Actions + Visible Ongoing Support .001 Corrective Actions + Visible Ongoing Support + Front-line Managers Leadership .001 Corrective Actions + Visible Ongoing Support + Safety leadership of Front-line and Middle Managers .01 Corrective Actions + Visible Ongoing Support + Safety leadership of Front-line, Middle and Senior Managers .01

Project factors that are associated with Reducing Incident Rates Results show Observation Rate, Corrective Actions and workers recording of Visible Ongoing Support by Safety leaders are very important for reducing Incident Rates Stepwise Multiple Regression results (TRIR) Stepwise Multiple Regression results (LTIR) +37.8% +35% Strength of Association Variables Statistical Significance P< Observation Rate .01 Observation Rate + Corrective Actions + Visible Ongoing Support .01 +34% +11.8% Strength of Association Variables Statistical Significance P< Observation Rate n.s. Observation Rate + Corrective Actions + Visible Ongoing Support .01

Summary
Employees should observe daily (can take time to get - needs constant attention)
Corrective actions must be fixed
Senior, Middle & Front-line Management Safety Leadership Support is vital
Dedicated project coordinators are vital to keep project on track
Monitor BBS statistics rigorously to keep project on track
Maintain consistency of focus, purpose and execution
According to the International Association of Oil & Gas Producers' (OGP) reports in 2007 & 2008 this company was the safest upstream facility in the world for two years running. Such results are an 'independent' indicator of the impact that can be exerted by a well designed and run Behavioural Safety process.

Do you have Questions?
Contact us for more details
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+1 (317) 736 8980

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Behavioral Safety Leadership in Oil & Gas construction

by B-Safe Management Solutions Inc. on May 31, 2010

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Behavioral Safety Leadership in Oil & Gas construction — Presentation Transcript