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“Starting to get STOP™ Right

(Behaviour Based Safety – One Drilling

Contractor’s Journey...)”

John M. Karish – Ensco plc

IADC Drilling HSE Asia Pacific Conference & Exhibition

23-24 March 2011

Marina Bay Sands, Singapore

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› Brief History

› Feedback

› Data Collection and Results

Overview

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› Ensco adopted the DuPont STOP™ program in 1998

› Document all intervention conversations and audits

using STOP™ Cards

› Performance was measured (and rewarded) on the

basis of numbers and quotas…

› Benefits:

› Easy to monitor participation and performance (tangible

output, STOP™ cards in hand)

Behavioural Based Safety (BBS) History

› We ended up with STOP™ card quotas producing a high

number of cards but they:

› Did not ensure that crucial „intervention conversations‟

were being held

› Much time spent with Rig Managers and OIMs discussing

cards from dubious sources solving problems that may

not have existed

› Interventions and safety discussions (which are at the core

of the STOP™ system) were pushed to the fringes of

information flow being generated by the system

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BBS History (cont.)

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• Corporate SHE Audit Team first raised issue of

inconsistency in 2006.

• In 2007 Ensco commissioned DuPont to assess the

effectiveness of the STOP™ system

• Concluded that the initial benefits were outweighed

by the flaws of the system as currently implemented:

› They told us we had „modified‟ the program to the

point it was no longer STOP™ (not unusual in their

experience…)

› They recommended moving onto the latest version

of STOP™ For Supervision (SFS)

BBS History (cont.)

Behavior, not conditions…

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› In December 2008 Ensco Executive management made the

commitment to continue with STOP™ for Supervision as

our Behavioral Modification Safety Program.

› Decision to follow the program exactly as DuPont

recommends

› Focus on fostering „one on one‟ conversations about

work in progress (no cards written on these)

› Instead of STOP™ Audits, we now conduct formal

STOP™ Safety Observations, which are documented

using an Observation Checklist

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BBS History (cont.)

› Two Toolpushers on each rig received special training to

facilitate the implementation on their rigs.

› Cascade process started in early 2010 for all shore based

operations management and rig supervisors. All five units

and the refresher module were completed by end of 2010.

› Trend data is being collected from the Observation

Checklist using the DuPont DataPro™ web-based data

base.

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BBS History (cont.)

Behavior, not conditions…

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STOP™ Programs and Services Overview ed.1 Jan 2009 for internal use only Copyright © 2009 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, STOP™, the STOP™ Logo and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

Question 13: What are you doing differently

as a result of STOPTM?

Big picture thinking

Trying harder to

set a good example

Increased awareness of hazards

Taking time for formal

observations…

commitment to have a

discussion.

Looking at more job set-ups

Believing that all

accidents can be

prevented.

• Responders‟ behavior has changed as a result of STOP. Key examples are

increase awareness of hazards, concentrating more on people than tasks,

spending more time talking with people, asking more questions, and using

STOP techniques.

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Question 17: What changes, if any, have you

seen in your employees’ attitudes toward safety

since the SFS implementation?

Out of 72 responses, no negative responses.

A few “no change” responses

Great majority are seeing changes such as:

• Seeing supervisors believe in the program

• Positivity

• Paying more attention to what they are doing

• More willingness to talk openly

• Development of better safety leaders

• Less fear.

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Question 18a:

No 18

Yes 54

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Question 18b: If not, what is their major

concern? (Do clients support the SFS process as

specified by DuPont?)

Mixture of responses to the level of support for SFS

which DuPont recommends and ENSCO is using.

Generally, the clients believe in an O/I system, but the

industry standard is more quantity-driven than quality-

driven.

They are not yet convinced that leading indicators will have as

good an impact as quantity.

• ENSCO has the opportunity to lead the industry to a new level

of safety performance.

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Question 19

No 45

Yes 27

Several systems are in place, mostly at rig level, to follow up on concerns

expressed in formal observations. Synergi, STOP DataPro, rig action

tracking base, RATD, excel, CAT list, mgmt calls/meetings were cited. No

concerns were expressed about a lack of follow up.

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Questions 20a and 20b

Yes 65; No 7

Data Collection & DataPro™

› STOP™ applied as DuPont recommends – better

results and ability to change behaviour

› Previous STOP™ cards – limited data

› Checklists – numerous observations/card (20+);

observe a team of people

› Additional data allows better conclusions and better

identification and management of issues

› DataPro™ software provides data collection and

classification capabilities we did not previously have…

› However, further from rig, less meaningful the data…

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STOP™ Observation Checklist

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Data Analysis - Pareto Chart

Safe Observations (1 month)

Unsafe Observations (1 month)

Monthly Observation Summary of safe and unsafe

observations

0,0

0,2

0,4

0,6

0,8

1,0

1,2

2005 2006 2007 2008 2009 2010

TR

IR

Ensco

Industry

Total recordable incident rate (TRIR). Slide 22

Properly applying BBS has aided our cause…

Total Recordable Incident Rate

Remember - it’s all about the conversation…

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