The safety performance of ExxonMobil's Malaysian operations is among the best in the company worldwide. One of the key contributing factors for the success is the adoption of a Behavior Based Safety (BBS) management system to achieve a breakthrough in safety performance, which had plateaued in the mid-1990s. A BBS process known as the Loss Prevention System (LPS) was implemented in 1999. Since then, steady improvements have been achieved.

ExxonMobil Malaysia's (EMM's) application of BBS has been successful due to the use of effective, proactive tools, and a focused commitment from all levels of the organization. Using the LPS model, the EMM BBS implementation included the use of the following tools:

  • A personal work behavior self-assessment,

  • A behavior observation of work performed by colleagues,

  • Job safety analyses,

  • Incident and near miss investigations, and

  • Root cause analysis of incidents, near misses, and deviations from standards.

The process emphasizes proactive interactions, positive reinforcement, and constructive improvement suggestions to encourage safe behavior. A key ingredient of the process is the job expertise of the workers themselves and their colleagues, regardless of whether they are employees or contractors. The effort also defined roles and responsibilities for all levels of the EMM organization, from the field operators to senior management. Active involvement at all levels has been a significant factor in the success of the BBS process in EMM.

This paper describes the BBS tools, action steps, learnings, and results of that experience in the EMM operation.

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