BG Group, a leading oil and gas company operating in over 20 countries, enjoyed a long period of consistent safety performance improvement through the development of robust safety management systems and processes and a strong top- down drive from the company's Management team. However, the rate of improvement, as measured by the lost time injury frequency (LTIF), reached a plateau with a risk of deterioration. A step change in HSE management was required to avoid complacency and further improve the safety performance past the identified plateau.
To measure the company's safety performance, a range of proactive and lagging indicators is used. The results from these lagging indicators are aligned with a body of published studies demonstrating that as many as 95% of all workplace incidents are triggered by unsafe behaviours. It is therefore by focusing on safety-critical behaviours, as proactive indicators of performance, that the company management intended to reduce incidents and bring about continuous improvement.
The implementation strategy was developed centrally in consultation with all stakeholders within the business units. Support was then requested from the Corporate HSSE Committee to introduce a Behaviour-Based Safety (BBS) process based on the ABC model (Antecedent, Behaviour, and Consequence). A target was set to start implementation in 10 facilities within the first year.
This target was achieved with behaviour-based safety processes developed for oil and gas exploration, production, transmission or distribution facilities in places as diverse as North Africa,Kazakhstan,India,South America or the North Sea.
This technical presentation describes the process of choosing adequate BBS implementation strategy to ensure management buy-in, workforce ownership and a strong focus from all on delivering continuous improvement.