behavioral safety leadership in oil & gas construction
DESCRIPTION
A case study examining the actual impact of safety leadership on employee safety behavior in the OIl & Gas construction sector, over a two year period during the roll-out and execution of 'B-Safe', a behavioral safety process.TRANSCRIPT
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Safety Leadership in Oil & Gas Construction: A Case Study
Prof. Dominic Cooper C. Psychol CFIOSH
B-Safe Management Solutions Inc
6648 East State Road 44,
Franklin, Indiana, USA
Tel: +1 (317) 736 8980
E-mail: [email protected]
www.behavioral-safety.com
© 1990- 2010 B-Safe Management Solutions Inc. All Rights Reserved.
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Location: Middle East
Activity: Construction of 2 X LNG Trains, Camp, Storage Tanks, & Jetty
Number of Personnel: 47,000 Third-Party Nationals - India, Indonesia, Malaysia, Nepal, Philippines, Sri Lanka, Turkey, UAE,
Two Main Contractors: French/ Japanese JV, USA
Fourteen Sub-contractors: India, Ireland, Italy, UAE, USA
Project Background
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Implemented BBS Process
•Trained Project coordinators - Five days•Developed Behavioural Checklists - Four Weeks•Conducted Managerial Alignment Sessions to obtain commitment - 6 weeks (at 2 hour sessions)•Trained some 1500 Observers - Target of 2% of entire workforce•Established Baseline performance - 1st four weeks of observations•Set work crew improvement targets - Determined by Baseline Scores•Gave feedback - Daily (verbal) / Weekly (written)/
monthly Managerial Summaries.•Developed Publicity Infrastructure - Developed Behavioural Safety Site
Induction package / Posters/ Newsletters, etc
•Reviewed Process and adapted according to the Construction program - Changed checklists to suit
construction program and trained new observers.
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Behavioral Safety Checklist Example
Completed by observers once a day
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Visible Ongoing Support Checklist Example
Completed by observers once per week
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Safety Leadership Checklist Example
Completed by managers once per week
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Scope of Construction Works Issues
Different Site Areas/ Contractors- Separate BBS Process for each Contractor / Site area- Numerous Activities - Developed Generic and Trade Specific checklists
- Monitored - Total Site Manpower- Number of coordinators / observers per contractor- Ratio of Observers to Personnel- Ratio of Observations Expected/ Received
- % Safe Score - 5 Best / Worst Scoring Behaviors
- Corrective Action Completion Rate- Monthly ‘Lessons Learnt’ Meetings with all contractors
-Lessons Learnt = Carve Project into smaller, manageable, chunks = Monitor overall implementation status = Develop self-sustaining help mechanisms
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Key Performance Indicators
Incident Rates per 200,000hrs workedTotal Recordable Incident Rate (TRIR) Year 1 = 0.09 Man-hours 41,826,852Total Recordable Incident Rate (TRIR) Year 2 = 0.18 Man-hours 76,369,295Total Recordable Incident Rate (TRIR) Year 3 = 0.11 Man-hours 120,860,975
Safety Observations = 2.3 million 84.67Visible Ongoing Support checklists = 36,215 86.91 completed by observersFront-line Management Leadership Checklists = 58,659 90.15Middle Managers Leadership Checklists = 83,731 87.58Senior Managers Leadership Checklists = 36, 215 90.36Corrective Actions Completed = 2,973 88.8Observer to Worker ratio (2% target) 3.13%
Number Completed Indicator % Rate
Longest Run without an LTI = 121 Million man-hours
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Safety Behavior Improvement (Percent Safe Results)
Data is aligned in ‘real-time’ for all contractors on site over a 25 month period
Longest LTI Free Period = 121 Million Man-hours
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Example from part of the project, which shows Incident Rates dropped while manpower increased from 1600 - 4,500!
Behavior Change and Incident Reduction
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Project factors that are associated with Behavioral Improvement
Results show Corrective Action Rates and Safety Leadership are very important to improve employee safety behavior.
Observation + Feedback not sufficient on its own!!
Variables Strength of Association
Statistical Significance P<
Corrective Actions +21.5% .01
Corrective Actions + Visible Ongoing Support +53.9% .001
Corrective Actions + Visible Ongoing Support + Front-line Managers Leadership
+73.4% .001
Corrective Actions + Visible Ongoing Support + Safety leadership of Front-line and Middle Managers
+80.1% .01
Corrective Actions + Visible Ongoing Support + Safety leadership of Front-line, Middle and Senior Managers
+85.6% .01
Stepwise Multiple Regression Results
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Project factors that are associated with Reducing Incident Rates
Results show Observation Rate, Corrective Actions and workers recording of Visible Ongoing Support by Safety leaders are very important for reducing Incident Rates
Variables Strength of Association
Statistical Significance
P<
Observation Rate +35% .01
Observation Rate + Corrective Actions + Visible Ongoing Support +37.8% .01
Stepwise Multiple Regression results (TRIR)
Variables Strength of Association
Statistical Significance
P<
Observation Rate +11.8% n.s.
Observation Rate + Corrective Actions + Visible Ongoing Support +34% .01
Stepwise Multiple Regression results (LTIR)
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Summary
• Employees should observe daily (can take time to get - needs constant attention)• Corrective actions must be fixed• Senior, Middle & Front-line Management Safety Leadership Support is vital• Dedicated project coordinators are vital to keep project on track• Monitor BBS statistics rigorously to keep project on track• Maintain consistency of focus, purpose and execution
According to the International Association of Oil & Gas Producers' (OGP) reports in 2007 & 2008 this company was the safest upstream facility in the world for two years running.
Such results are an 'independent' indicator of the impact that can be exerted by a well designed and run Behavioural Safety process.
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