Post on 24-Feb-2016
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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 obligationsNon- 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 Conditions
96% Unsafe Acts
Cause Of Injuries
Unsafe Conditions - ? % Unsafe Acts - ? %
HOW THINGS HAVE GOT BETTER ….. SO FAR
Engineering&
Technical
Procedures&
Systems
Behaviours&
Attitudes
SAFE
TY l
evel
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…
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...
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Perception
16
Perception
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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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EXPECTATIONSWhere 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