Health, Safety, Security & Environment24 May 2013

Uday Singh – HSSE Advisor

Safety Moment

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Accidents are happening even now !

ONGC, 2005BHN PlatformMSV Collision

Fatalities 12 Cost of

Platform $195 million

Skikda, Algiers, 2004Steam boiler ruptureFire & ExplosionFatalities 23Injured 74$ 800 Million loss

BP Refinery, 2005Isomer unit

explosionFatalities 15Injured 170

$ 1 Billion loss

Are we prepared to take this cost?

Piper Alpha 1988Fire & ExplosionFatalities 167Injuries 60$680 million Capex$1370 million Total

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The Business case for HSSE

Avoiding Losses, Meeting legal obligations

Non- compliance can even stop your business

Moral ReasonsIncident involves potential human looses. Our commitment to go “beyond compliance” to meet internationally accepted good practice”

Good HSSE practices improve Operational performance

Managing and minimising incidents and losses impacts improve operational efficiency and enhances global competency.

Our HSSE performance is scrutinised by stakeholdersSocially Responsible Investors (SRIs) are an important group, investing around £3.5 billion in Europe. Other key stakeholders include Governments, NGOs, industry groups, current and potential partners

Enhances reputation and value It is important to maintain and build our reputation as a safety conscious, environmentally sensitive and socially responsible company.

Good HSSE Performance is Good Business

BG Group - Safety Vision - Greatship

We believe that all injuries to people are preventable

Our Goal is “zero injury”

HSSE is everyone’s responsibility

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SAFETY EXPECTATIONS HAVE CHANGED…..!!!

Do we know?

What is the greatest hazard?

“Human being”

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We have all witnessed it in different forms.

Give Examples of:

• Positive Attitude and Behaviour

• Negative Attitude and behaviour

Attitude & Behaviour

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4% Unsafe Conditions4% Unsafe Conditions

96% Unsafe Acts96% Unsafe Acts

Cause Of Injuries

Unsafe Conditions - ? % Unsafe Acts - ? %

HOW THINGS HAVE GOT BETTER ….. SO FAR

Engineering

&

Technical

Procedures

&

Systems

Behaviours

&

Attitudes

SA

FE

TY

le

vel

1880’s – 1970’s 1970’s - 1990 1990’s until NOW

Time

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I am safe so that I don’t get caught

I am safe so that I don’t get hurt

I am safe so that

nobody gets hurt

NaturalInstincts

Management

Self

Everybody

Safety Culture…

Dependent Independent Interdependent

Your safety is our concern…

Most complicated machinery ever

India has a diverse list of spoken languages among different groups of people. At least 30 different languages and around 2000 dialects have been identified

More so in India

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Perceptions...

15

Perception

16

Perception

17

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• To make people aware of relevant HSE issues

• To make people aware of their HSSE responsibilities

• If we give people the right information, they would be able to comply!

• If we do not communicate effectively = greater potential for incidents

Why communicate?

Why is one sign often ignored, the other often followed?

The 6 Pillars of Behavioural Based Safety

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 andManagement alikeGoal setting is necessary for continual improvement

.

Facilitate, Support and Act upon recommendations

-

Feedback

& Goal

Setting

BBSRoot Cause Analysis

Management Commitment

Ownership & Involvement

Aware-

ness

Raising

Measure-ment

WHAT IS ‘BEHAVIOUR BASED SAFETY’?

BEHAVIOUR BASED SAFETY IS A PROCESS

OF SAFETY LEADERSHIP

WHERE PEOPLE TAKE RESPONSIBILITY

TO LOOK AFTER THEMSELVES

AND THEIR COLLEAGUES

WHAT IS ‘SAFETY LEADERSHIP’?

SAFETY LEADERSHIP IS

‘INFLUENCING CHANGE IN THE WORKPLACE’

The unsafe behaviour that we see and don’t challenge today becomes the accepted behaviour tomorrow

Hazard Management Techniques

Hazard Management Techniques Reliability/

Fault Tree Analysis

HAZIDEIA HAZOP

SILSafety Case

Human Factors

Assessment

Incident Reporting and Investigation

Operating Procedure Review

Consequence Assessment

Qualitative Risk

Assessment

Quantitative Risk

Assessment

Emergency Recovery

Plan

Bow-tie Concept

HAZARD

CONSEQUENCES

BARRIERS

Events andCircumstances

Harm to people,damage to assets/environment

/ reputation

Undesirable event withpotential for harm or damage

Engineering activitiesMaintenance activitiesOperations activities

This is the underlying principle of the Hazards and Effects Management Process HEMP

HAZARDS & EFFECTS MANAGEMENT PROCESS

Safety should be an integral part of operations !!

Focus on TRAP

Swiss Cheese Model

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1. No bad news (No report)

2. Not acting on information

3. Limited control over a significant proportion of workforce

4. There is a change in activity

5. Last minute ‘organisational gain’ decision making

6. Reduced management presence on the work site

7. Personnel changes

7 Deadly Signals

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BG Life savers

BG’s Life savers were identified because they represent the highest risk to BG and its workforce. People have been Killed or Seriously injured carrying out tasks relating to the Life Savers.

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BG Life savers

Safety Leadership

Lead by example and be consistent in your decision

Do not tolerate, intervene when you see unsafe behaviours

Provide constructive feedback on un-safe behaviours

Don’t let others compromise on safety

Never turn a blind eye – your silence is your consent

Make the right decisions, not the easy decisions

Have the courage to do the right thing

Take the time to interact on Safety matters

“Walk the talk”

Safety is a key component of business success

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EXPECTATIONS

Where work groups recognise that high standards of work and safety are set and expected by their supervisors and managers, they will tend to respond with correspondingly high standards of performance

The reverse is also true!!!

The staff “listen” more to Leader’s feet.

You will get the level of safety you show you want