“If you can manage safetyyou can manage anything”
An old DuPont maxim
Agenda
• Introduction
• The key area for operational HSE
improvement
• Performance Measurement using KPI’s
– Leading versus lagging indicators
– Method for developing indicators
• Client case
• Latest research
About us
• A company dedicated to enhancing
Health, Safety & Environment (HSE) in the
industry
• More than 20.000 of our clients’
employees are currently working with our
tools & methods
• Offices in EU, USA, India and partners in
Pakistan, Qatar, UAE & other GCC
countries
We offer
An HSE solution suite including• Consulting• Industry best practices• HSE knowledge databases• Software modules• Training & Coaching
which results in a set of embedded behavioral changes, process improvements, operational philosophies and improved results.
Refineries & offshore•ATP Oil & Gas
•BP Raffinaderij Rotterdam
•GDF Suez
•Oiltanking
•Petro Canada
•TAQA Energy
•Total Raffinaderij Nederland
Utilities & energy•Abengoa BioEnergy
•Aircraft Fuel Supply
•ECN
•Gasunie
•Maasvlakte Oil Terminal
•Noordgastransport
•NRG
•Waternet
Metal & Construction•Arcelor Mittal
•BAM
•ENCI
•Rütgers/VFT
Waste
•Attero
•ARN
•AVR
•Indaver
•Twence
•Van Gansewinkel
Food
•Cargill
Chemicals•Akzo Nobel
•Bayer Systems (Resina)
•Borealis
•DSM
•Domo Propyleen
•Givaudan
•Hexion
•Indorama (Eastman)
•Johnson Polymer
•Johnson Matthey
•Linde Gas
•Neville
•Norit
•Parker
•Sabic
•MSD
•Shin Etsu
•Tessenderlo
•Thermphos
•Tronox
Clients
Key area of improvement
• Human Interaction– Ad hoc dynamic processes
– Conversations, meeting, emails, excel lists, etc used to run the company
• If the consequences of failure are severe these processes are key and complex because:– Dependent upon negotiation and commitment
– Involvement of several department/specialists
– Audit trail needed for regulatory requirements
– Context needed for decisions
– Structure and participants change over time
New area of (IT) expertise called Human Process Management
Human Process Management
• It captures question, context and decision
• It reduces the amount of outstanding or forgotten items
• Increases the speed of human processes because status and roles are clear
• Proof of compliance is made easy
Safety processes
Occupational Safety
PTW (Permit to Work) process
powered by PERMITCLIQ
(De)isolation process
powered by LOTOCLIQ
Emergency Management process
powered by PEOPLETRACKER
Incident Management process
powered by INCIDENTCLIQ
Production Staff Information Handover process
powered by SHIFTCLIQ
Process Safety
Management of Change process powered by CHANGECLIQ
Data Integrity Management process powered by EQUIPMENTCLIQ
Guideline
Current KPI’s
- LTI
- restricted Work Case
- # medical treatment
- # near miss
- # spills
- # behavior observations,
- # Quality observations
- % safe behavior
- HSE barometer/dash board (mix of above)
- # external environmental complaints
- # process safety incidents
- # audits on contractors
- # TRA’s performed
- # accident free days
- % sickleave
- % regulatory requirements met
•Are the result of an event (past)•Indicate whether goals are met•These indicators are hard to influence•Examples: # LTI’s/month, Monthly CO2 emission
Organizations managing solely on the basis of Lagging KPI’s are reactive
Lagging Indicators & Metrics
• Are aimed at the future (early warning)• Have an influence on Lagging-indicators• These indicators are more easy to influence• Examples: % safety tasks finished before
deadline
Organizations that also manage on the basis of Leading KPI’s are proactive
Leading Indicators & Metrics
HSE Performance Measurement
• Lagging indicators
• Near-miss: Lagging/Leading
• Potentially Leading indicators
Lagging vs leading KPI’s
Method for developing KPI’s
SelectRisk Control Systems
Definedesired output
DefineLagging indicators
Define most importantprocess-parts of RCS
DefineLeading indicators
Management of Change
Installation operates well/ safe after every change
# production or safety incidents as a result of a
change
• % MoC/Actual changes
• % studies/changes• % tasks done within
deadline
Example for MoC
• Change reported?• Safety study
performed?• Tasks done?
• Based on real operational bottlenecks (investigate at the shop floor!)
• Understand the relationship with:
• HSE-risks
• Other company goals (efficiency, effectiveness)
• Realisable: Measurable and cost effective
• Repeatable
• Can be directly or indirectly influenced
Success Criteria for HSE KPI’s
2 2 - 1 - 2 0 1 0 V e i l i g h e i d p r e s t a t i e i n d i c a t o r e n 7
U s e o f K P I ’ s
• K P I : C o m p l e t e n e s s o f f t h e f i l l i n g i n o f t h e P e r m i t t o W o r k
• R e s u l t s :
• T h e c e i l i n g i n t h e i m p r o v e m e n t w a s t r a c k e d d o w n t o o n e i s s u e : t h e s i g n i n g i n o f o f t h e g e n e r a l P T W
• I r r i t a t i o n a t w o r k p l a c e b y a d m i n i s t r a t i v e h a s s l e
• C u s t o m i z e p r o c e d u r e a n d s t a r t e d " f i e l d a u d i t s
P e r f o r m a n c e I n d i c a t o r Q 1 Q 2 Q 3 Q 4P T W O K 8 % 5 2 % 7 0 % 8 0 %
iBanx
KPI Questionnaire 2009
End Results
© iBanx HSE B.V.December 2009
Response per Position
41%
14%
11%
8%
8%
3%
4%3%3%
2%2%
1%
1%
HSE Coordinator/Manager
HSE Assistant
Maintenance Supervisor
Production Supervisor
Plant Manager
Engineering Supervisor
Project Manager
Technical Director
Other Production Staff
Process Technician
Engineering Assistant
Maintenance Assistant
Operator/Shift Coordinator
General
HSE Processes
Ranking the answers by process
Issues:
Which problems have the highest impact on HSE performance
KPI’s:
Which Indicators, related to the operational problems, when improved, have the greatest influence on HSE performance
Permit to work process
Top Issues:• Permit is not correctly
completed (description unclear, ineffective measures etc).
• Permit is not completed in full.
• Safety Measures as indicated are not carried out fully.
Top KPI’s:• Percentage of correct work
permits– Work in PTW is same as
actually carried out
• Percentage of correct work permits
• Correct measures are indicated on PTW
• All signatures present
• Percentage of work performed according to measures on permit.
Lock Out Tack Out Process
Top Issues:• Unclear whether work area
is safe before work starts.• Unclear what the correct
isolation points are.• Lessons from incidents are
not fully being incorporated in working practices.
Top KPI’s:• First item
– Incidents (near miss) caused by isolation that was wrong or incomplete
– Isolations lists not as-built– Number of jobs interrupted
because of insecurity about isolation safety
• Shift leader/operator oversight in what needs to be isolated.
• Percentage of correct templates for relevant tags.
Management of Change Process
Top Issues:• The MoC process is
bypassed: the process is perceived to be too difficult, too labour intensive, too long.
• Documentation after change is not as-built
• Employees are unaware of the definition of a change.
Top KPI’s:• % MoC request / total
amount of changes• Percentage of
documentation that is not As-Built within x weeks after startup.
• % MoC request / total amount of changes
Questions?
