The Implementation of Behavior Based Safety (BBS) in North Kuwait Fields of KOC The 7 th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe” The 7 th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe” Mr. Ismail Y. Mataqi, Team Leader HSE(NK)
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The Implementation of Behavior Based Safety (BBS) in
North Kuwait Fields of KOC
The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”
The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”
Mr. Ismail Y. Mataqi, Team Leader HSE(NK)
Slide 2
Introduction to KOC & NK Directorate
What is BBS – KOC HSE Vision
What triggered BBS in KOC
Where NK was prior to BBS
Implementation in NK Fields
Journey So far…
Takeaway’s
OVERVIEW
Slide 3
INTRODUCTION – KOC
• KUWAIT OIL COMPANY (KOC)
Established in 1934
Celebrated “Diamond Jubilee” in 2009.
Operations include –
Exploration, Drilling & Production of Oil & Gas
Involved in the Storage of Crude Oil & Delivery to tankers.
3 producing assets viz. North Kuwait(NK), West Kuwait & South and East Kuwait.
Slide 4
Operations
Operational Areas spread over hundreds of Kilometers
4 Gathering Centers, 1 Water Handling Facility, 1 Sea Water Treatment Facility, 1 Early Production Facility
– A learning organization is an organization skilled at creating,
acquiring, and transferring knowledge, and at modifying its
behavior to reflect new knowledge and insights
– Continually upgrading HSE Knowledge, Skills and competencies
• Highly Reliable Organization (HRO)
– Not to be complacent with success – continually trying to improve
HSE Improvement Strategy..Contd.
Slide 11NK Fields prior to BBS
• Six-year trends on the accident statistics illustrate the prior to & during implementation of BBS– persisting low level of LTIs and INDIs
– persisting low level of severity
BBS
BBS
Slide 12
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• Pareto Analysis on the Comprehensive List of Causes (CLC) illustrate:– At-risk behaviors (unsafe acts)
• Lack of attention / forgetfulness
• Not positioning self properly for task
• Not using PPE, or using PPE incorrectly
– Personal factors• Misperception of risk• Improper motivation /
inattention
• Excessive physical / mental stress
PRIOR TO BBS ….Unsafe Acts
Personal Factors
No
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on
cern
sN
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of
Co
nce
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Slide 13In
cide
nt R
ate
s
Procedures Incentives PPE Training Meetings Improved ConditionsCampaigns
Beh
avi o
r B
ased
Saf
ety
• BBS is one approach used to reduce risk in the workplace by encouraging safe behaviors and discouraging at-risk behaviors with the expectation that the result will eliminate injuries and reduce incident rates.
• Work Sample Videos– Being the Strongest influence factor, this option is selected.– Work sample videos are short video clips of 1 – 5 minutes in
duration pertaining to one topic. – The work sample videos can be in individual training situations
in which a particular topic is to be focused on, as well as in situations where there is a limited amount of time to devote to training, such as toolbox meetings.
– Each video will show the ‘safe’ and ‘concern’ for the behaviors. – On screen, text will be applied(as needed) to highlight
3 Training & Coaching of KOC personnel 60% of KOC staff
Feb-13
4 BBS Observations Conducted2 per wk per
Ops/MainDec-12
5 Behavior Improvement Plans Implemented 1 per Facility
Feb-13
6 Safety Perception Surveys4
1 per facilityDec-12
7 HSEMS Procedure Baselines16
4 per facility Dec-12
Slide 22
KPI’s
No. Description
TargetTarget
Completion Date
8Risk Competency improved in PTW/ER/BBS
3 Procedures Feb-13
9Risk Competency improved in JSA/Driving
2 Procedures Mar-13
10 Master list of behaviors 100 Behaviors defined Mar-13
11 BBS Checklists 1 per Procedure Dec-12
12 Work Sample Videos 6 Feb-13
13 Enhancement Videos 4 Feb-13
14 BBS Process Videos 4 Dec-12
..Contd
All the above listed KPI’s were successfully achieved.
Slide 23
Enhanced Results
• Decreasing trend of At-Risk behaviors.
• Achieved more than 12.7 Million Hours Free from LTI as on 31/03/2013 and
journey is going on.
• Enhanced safe working culture.
• Decreasing trend of incidents – No IDI, few INDI’s.
• No MVA – Level 2 and above was reported.
• Enhanced morale amongst employees.
• Enhanced HSEMS Compliance in letter and spirit.
Slide 24
Take Away’s• This successful approach of BBS implementation requires innovation,
flexibility, persistence, passion and patience. One successful journey has just begun.
• The design of the BBS should be simple and adapted to fit the uniqueness of the organizational socio-cultural issues with the strong Management Commitment and Employee Involvement.
• The BBS Consultant should be embedded within the personnel of the facilities to provide ongoing training and coaching. A Stop-Start approach will lose focus and momentum.
• Establishing bigger role for BBS Consultant(s)
• Enhanced use of Video Technology
Slide 25
The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”
The 7th Annual HSE Excellence Europe “Ensuring HSE in an increasingly dynamic Europe”