Abstract

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.

Background

The BG Group's safety performance improvement effort was supported by the development of HSE Management Systems and mandatory Directives and Standards consistent with the Group's HSE Policy.Furthermore, introduction of a 14-point profiling tool (SPE 95378) had a direct impact on the LTIF whereby a sustained improvement in the profile score was generally proportional to a reduction in the number of lost time injuries.

Group-wide safety performance analysis made it evident that improvement in the profiling tool score, for the Group and several Business Units, does not necessarily lead to consistent reductions in injury rates anymore.The reason being that the tool drives the development of a robust HSE Management System but has little impact on the implementation phase.

Why behavioural safety?

A large number of published studies demonstrate that as many as 95% of all workplace incidents are triggered by unsafe behaviours.It is therefore by focusing upstream on safety-critical behaviours that it will be possible to reduce incidents and bring about continuous improvement.

Too often safety efforts are a result of reaction to fluctuations in incident rates.When the numbers decrease, so does safety related activities.In behaviour-based safety, effective performance management begins with human behaviour and rather than manage numbers, it drives the systems that proactively affect safety performance.

Behaviour-based safety comprises of two phases: an implementation phase and an observation and feedback loop.

The generic implementation steps consist in:

  • Establishing cultural maturity/site readiness

  • Identifying and Analysing safety-critical behaviours

  • Establishing a baseline

The observation and feedback loop consists of:

  • Observation

  • Feedback

  • Goal setting and review

  • Performance monitoring

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