“Behavioural Based Safety”Establishing A Safety Culture

Contents

• Poor Safety = Disasters• History of Safety• Why Behavioural Based Safety (BBS)?• ABC Model• The 6 Pillars of Behavioural Safety• BBS Implementation in Rashpetco ( Case Study)• Value Added

Poor Safety = Disasters

• Flixborough 1974 & Bhopol 1984 & Piper Alpha 1988

Piper Alpha 60 people diedBhopol 3800 people died

Flixborough 28 people died

El TEMSAH DISASTER – EGYPT 2004

BP Explosion-Texas City 2005

Buncefield Disaster – UK 2005

BHN Disaster- India 2005

History Of Safety

Hardware

Software

People

Time

Incidents

Continuous

Improvement

70s & 80s Late 90s50s & 60s

Triple Constraint

CostTime

Scope

QHSSE

Balanced Project

Robust Quality & Safety Systems = Enhanced Business Performance

Risk Management Key Part in a Successful Project

Project Integration ManagementProject Integration Management

Project Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Human Resource Management

Communication Management

Project Risk Management

Project Procurement Management

Risk Management

• Risk Management Planning• Risk Identification• Qualitative Risk Analysis• Quantitative Risk Analysis• Risk Response Planning• Risk Monitoring and Control

• Risk Management Planning• Risk Identification• Qualitative Risk Analysis• Quantitative Risk Analysis• Risk Response Planning• Risk Monitoring and Control

Activities required to effectively identify, analyze,and respond to project risks

Values

Attitudes

Behaviours

Beliefs

EthicsProcedure

Risk Assessment

Above the surface - tangible causes, eg. systems, processes,

structures

Beneath the surface or at the root of the tangible

causes

Iceberg Principle

Underlying Causes Of Incidents

Causes Of Injuries

• Most injuries are caused by unsafe acts and unsafe behaviors not unsafe conditions and equipment.

• This is typical for all industries

4% Unsafe Conditions4% Unsafe Conditions

96% Unsafe Acts96% Unsafe Acts

Safety Culture Maturity

PATHOLOGICAL

GENERATIVE

PROACTIVE

CALCULATIVE

REACTIVE

Not Driven

Avoidance Driven

System Driven

Continuous Improvement

Driven

Value driven

No Systematic Management

Basic Systems

for managing loss

Systems managing

health and safety risks

Safety Actively Managed

with Workforce

Safety inherent in the

heart and mind

of the organisationPeople Driven Safety

(Independent-Interdependent )

No Systematic Management of

Safety

System Managed Safety (Dependency)

1

Major

29

Minor

300

Unsafe Acts

1. Prediction of Incidents2. Combination of Behaviour3. Free Learning Opportunities4. Better Tracking5. Better Understanding

Advantages of

Behavioural Measurement

What is behavioural Safety?

• Uses behaviours as performance measure

• Removes barriers and motivates safe behaviour

It is a programme based on the principles of behavioural psychology, also known as behaviour modification,

(BBS) is a technique for modifying behaviour of workers to make them work safely.

Behavior is what a person DOES to be safe or put themselves at-risk

Behavior is objective, observable, and measurable.

Behavioral ChangeRequires an Understanding of the

ABCABC Model

ActivatorsActivators

ConsequencesConsequences

BehaviorBehavior

Direct

Motivate

ActivatorsActivators

BehaviorBehavior

Consequences

The ABCABC Model Explains Why People Speed

Wear & tear

Late

Open road

Sports car

Sunny day

EmergencyNo

cops

Wreck

TicketPersonal

injury Wastegas

Savetime

Fun!

SpeedingSpeeding

Guide or direct the Behavior(s)

Motivate the future occurrence of the Behavior(s)

Propertydamage

Others are speeding

Police car

Speed limit signs

Drivers

education

Consequences Influence Behviours

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 and Management alike.

Goal setting is necessary for continual improvement

Facilitate, Support and Act upon

recommendations

Management Commitment

Measurement

BBS

The 6 Pillars of Behavioural Based Safety

Behavioural Based Safety Implemention in Rashpetco

Rashpetco/Burullus is one of the largest Natural Gas companies in Egypt and accounts for more than 40 % of the total gas production in Egypt.

Rashid Petroleum Company (Rashpetco) was formed to develop and produce gas from Rosetta offshore gas concession. The Joint Venture partners are: E-Gas - 50%, BG - 40% (Operator) & Edison - 10%.

Burullus Gas Company was formed to develop & produce gas from West Delta Deep Marine offshore gas concession. The Joint Venture Partners are : E-Gas 50% ;BG-25% (Operator) and Petronas-25%

Rashpetco / Burullus cover all upstream activities like exploration, drilling and production. It employs more than 900 staff and long term contractors between Cairo and Idku in Alexandria where our plants exist.

Rashpetco & Burullus

BBS : How it works?

50

60

70

80

90

100

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29

General PPE Job Specific PPE

Observation and Measurement

Feedback and Trends

Behavioural and Root Cause Analysis

Implement Recommendations

•The BBS process started in end of 2003 in the operations site in Idku with the help of Ryder March consultants and was sponsored by BG Egypt.

•At the end of 2004 the BBS was introduced to the Simmian Sienna Saphire construction project that had a workforce of circa 2000 employee and was one of the largest gas projects in Egypt.

•In January 2006 Rashpetco started the BBS in offices and was one of the very first locations to cascade the behavioural trainings to office environments.

History of Behavioural Based Safety

(BBS)

1st Pillar- Awareness Raising • 60 Observers were trained in Idku site on observation techniques and

communication skills.

• 10 BBS committee members in Idku and 19 in Cairo were trained on ABC analysis, 5 WHYs, Brain storming and other problem solving techniques to conduct root cause analysis on observations findings.

• 200 observers were trained in 2006 on BBS in Rashpetco offices. Their training included the intervention skills and behaviours modification.

BBS Trainings

BBS Committee

Meetings

2nd Pillar-Measurement

• Different checklists were developed by the BBS committees to suit different work environments ( e.g. Operations sites , Construction sites , offices )

• All observations are captured and trended on a monthly basis to find key unsafe behaviours.

• The results of the observations are analyzed in the bi-weekly BBS committee meetings.

946

158

743

81187

10

248

14

169

22

210

32

258

300

200

400

600

800

1000

Freq

uenc

y of A

ction

s

Observations Categories

All Observation Categories

Safe 946 743 187 248 169 210 258

Unsafe 158 81 10 14 22 32 30

PPEBody

PositionTools & Machine

MovementHazardou

s WorkHouse

KeepingDriving Vehicle

3rd PillarManagement Commitment

• BBS targets are leading indicators in Rashpetco HSE score card.

• Senior Managers having BBS targets in their annual performance contracts.

• Departments are setting their own BBS targets and linking them with the incentive scheme.

• Monthly awards from the Chairman

for best observers in Cairo and Idku.

4

Safety

Environment

0.240.49Lost Time Injury Frequency (12 month rolling )

2.122.64Total Recordable Incident Frequency (12 month rolling )

1.6

29%

Actual Target

2.0Number of Observations per week per trained BBS observer

40%Ratio of BBS observers to workforce (%)(Long term contractors included)

0

40%

Actual

90%% Progress against health assurance gap analysis

0.12Occupational Illness Frequency

Target

Target

0.013

Actual

0.014Greenhouse gases t/toe

6

No. of Open Actions(4)

50

% closed(5)

0

Environmental commitments and corrective actions

No. Over due(6)

1.1.Function Specific IndicatorsFunction Specific IndicatorsAugust 2006August 2006

Health

4th Pillar- Feedback

• Monthly feedback emails to all staff detailing the progress of the BBS process.

• BBS progress is an integral part of the monthly safety meeting in Idku site.

• BBS is part of the monthly HSE newsletter that is distributed to all staff.

• Committee members communicating the BBS results with their team members.

5th PillarRoot Cause Analysis

• Analysis is done during the BBS committees meetings on a monthly basis in Cairo and Idku

• The analysis is based on the trends identified ( Safe vs Unsafe)

• ABC analysis and 5 Why Analysis are conducted to identify root causes of unsafe behaviours.

• Impact matrixes are developed after the root cause analysis to identify best available solutions.

• Actions from the committee meetings are tracked and reviewed on every meeting

Impact Matrix

• Defensive driving booklets • Defensive driving training to all drivers (done)

Hard

•Awareness campaigns

(in progress)

• Safety Alert system (done)

• Share incidents lessons with staff (done)

•Drivers commitment cards

(done)

Easy

LowHigh

6th Pillar- Ownership

• The two BBS committees in Idku and Cairo are formed from representatives from all departments.

• The committee ( not the HSE department) analyse the data and suggest recommendations which gives high ownership to the workforce

• The workforce designs the checklist to cover the major unsafe behaviours in the workplace.

• BBS logos designed by the workforce.

BBS Committee Meetings

BBS Logos

BBS in Rashpetco Projects

• October 2004 introduction into a construction contractor workforce of 2,000.

• Nomination of BBS Champions (construction managers)

• Observation checklist designed to cover construction unsafe behaviours. (e.g. Scaffolding , PPE, etc)

• Initial intense training of observers

• High staff turnaround required regular training of observers.

• Prizes for best observations were awarded to maintain motivation.

Over the last two years the BBS process achieved remarkable results.

More than 30 BBS training sessions were conducted in dual language (Arabic and English), involving the national and expat staff including long term contractors in Rashpetco.

• More than 2000 observations received in 2006. All of these observations were recorded, trended and the out comes used as a basis for root cause analysis.

•BBS process was a key element in improving communication between staff; especially for those who have been trained on intervention and feedback as part of their BBS training.

• The effective implementation of the BBS process reflected on improving the workforce perception towards safety.

Main Achievements Behavioural Based Safety

• Rashpetco received a Certificate of Achievement from RoSPA ( Royal Society for Prevention of Accidents)

for implementing an effective work based BBS programme.

•RoSPA is a UK based organisation that was established 80 years ago. It

aims at promoting safety and preventing accidents

Main Achievements

Value Added

Employee involvement

• Reducing injuries/incidents

• Intervention/analysis/solutions

• Taking ownership/responsibility

• Actively caring

• Learning the ABC principles (Activators, Behaviors, Consequences)

Value Added

• Provides behavior data –facts - that goes beyond common sense

• Builds positive attitudes and positive reinforcement

• Promotes coaching/education/teamwork

• Shifts thinking from priority to value

• Working safely without injuries

• Supports project schedules and budgets

"It is not the strongest species that survive, nor the most

intelligent: it is the one most adaptable to change“

  Charles Darwin

We Need To Change our way of thinking

Thank You