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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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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.
[object Object],[object Object],[object Object],+1 (317) 736 8980

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Behavioral Safety Leadership in Oil & Gas construction

  • 1. 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
  • 2. 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
  • 3.
  • 4. Behavioral Safety Checklist Example Completed by observers once a day
  • 5. Visible Ongoing Support Checklist Example Completed by observers once per week
  • 6. Safety Leadership Checklist Example Completed by managers once per week
  • 7.
  • 8. 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
  • 9. 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
  • 10. Example from part of the project, which shows Incident Rates dropped while manpower increased from 1600 - 4,500! Behavior Change and Incident Reduction
  • 11. 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
  • 12. 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
  • 13.
  • 14.