ogp finalhssebehavioursbooklet

BP FPS

HSSE Behaviours

HUMAN FACTORS IN HSSE

Our Commitment to HSSE

Our Commitment to you

We will:

Continuously improve the environmental, health and safety performance of our operations

Deliver quality hydrocarbon products and services to our customers

Openly consult with our employees, customers, neighbours, suppliers and all who work with us

Continually improve our management systems and openly report our performance

Work in an open and responsible way with our regulators

Recognise those who make a positive contribution to our HSSE performance

Our Expectations of you

Whilst you are on our sites, we expect you to:

Abide by our site rules at all times

Work safely and to look after your colleagues

Challenge and report any unsafe behaviour

Openly discuss opportunities for improvement

We are committed to deliver:

No accidents

No harm to people

No damage to the environment

As Performance Unit Leader for FPS, I am accountable for providing you with the right resources and working conditions to enable you to do your job safely let me know if you think I

need to improve something on our sites. Take care and welcome to FPS.

Everyone who works for BP, anywhere, is responsible for getting HSSE right. Good HSSE performance and the health, safety and security of everyone who works for us are critical to the success of our business.

Introduction

BP FPS

HSSE Behaviours

FOLLOW RULES

SPEAK UP

BE MINDFUL

GET INVOLVED

DELIVER HSSE EXCELLENCE

ENCOURAGE THE TEAM

PROMOTE RISK AWARENESS

INVOLVE THE TEAM

EVERYONE

SUPE

RVIS

ORSMANAGERS

SET HIGH STANDARDS

COMMUNICATE OPENLY

CONCERN FOR EACH OTHER

PROACTIVELY INVOLVE

We should all assess ourselves against the Everyone behaviours, and thosein supervisory and management roles also need to assess their behaviouragainst the Manager or Supervisor behaviours.

For employees in Management, Supervisory and Everyone roles thereis an associated set of four behaviours.

The behaviours for the three types of employees are linked throughfour themes: Standards, Communication, Risk Management and Involvement.These are key elements of a strong safety culture.

1

2

3

The Behaviours

Topic ManagersSupervisorsEveryone

Standards

Communication

Risk management

Involvement

Set high standards

Communicate openly

Concern for each other

Proactively involve

Deliver HSSE excellence

Encourage the team

Promote risk awareness

Involve the team

Follow rules

Speak up

Be mindful

Get involved

The Behaviours

Everyones Behaviours

FOLLOW RULES

SPEAK UP

BE MINDFUL

GET INVOLVED


ENCOURAGE THE TEAM


INVOLVE THE TEAM

EVERYONE

SUPE

RVIS

ORSMANAGERS

SET HIGH STANDARDS

COMMUNICATE OPENLY


PROACTIVELY INVOLVE

It is not enough for an organisation to have good systems, because performance is determined

by how organisations actually live or act out their systems: Peoples behaviour turns systems and

procedures into reality.This must include our contractors.



Positive indicators

STANDARDS

Negative indicatorsLearns relevant local standards, rules and

procedures.

Demonstrates excellent personal HSSE behaviours.

Ignores rules and procedures for working in hazardous areas; eg by cutting corners, not

wearing full PPE.

Disregards the implications of not followinga procedure.

Rushes to get the job done without carryingout the full procedural steps.

Tends not to seek approval or advice if plan changes or deviates.

EP1.1

EP1.2

EP1.3

EP1.4

EN1.5

EN1.6

EN1.7

EN1.8

1 Follow Rules

Identifies impractical rules and procedures, and promptly suggests improvements to

Supervisor.

Strictly follows rules, and always uses the right procedure for the job.


COMMUNICATION2 Speak Up

Positive indicatorsNegative indicators

Asks questions to gain clarification and understanding; listens to others views

and concerns.

Promptly reports incidents, near-misses, unsafe conditions and error sources.

Expresses any HSSE concerns to Supervisor, including when unfit to work

for any reason.

Challenges any unsafe behaviour on the spot.

If in doubt, stops the job, and warns those who may be in

danger

Ignores unsafe behaviours.

Tells you there is a problem, without providing a solution.

Undermines team discussionswith negative comments.

Doesnt help to keep the HSSEConversation going.

EP2.2

EP2.3

EP2.4

EP2.5

EN2.6

EP2.1

EN2.7

EN2.8

EN2.9

Conducts safety-critical work when fatigued, unwell or otherwise unfit.

EN2.10

RISK MANAGEMENT3 Be Mindful



Stays vigilant, maintains continual awareness of hazards, surroundings and

adjacent work.Expects somebody else to think the job

through for them.

Anticipates possible risks and problems; constantly asks what could go wrong?

Takes time to plan and organise necessary steps and resources to do the job safely,

and keep the workplace tidy.

Avoids assumptions, verifies and checks understanding when unsure.

Jumps into action without thinking the job through.

Does not concentrate on what they aredoing; misses steps in the procedure.

EP3.1 E

N3.5

EP3.2

EP3.3

EP3.4

EN3.6

EN3.7

EN3.8

EN3.9

Makes assumptions doesnt verify.

Only focuses on own task, is not aware ofwhat else is going on around them.

EN3.10

Takes unsafe short-cuts to complete the job quicker.

INVOLVEMENT4 Get Involved



Takes care of other team members, and supports team HSSE standards.

Contributes to team HSSE discussions and meetings.

Participates in local programmes or initiatives

to improve HSSE performance

Shares own HSSE knowledge and learning with others.

Tends to be easily led; goes with the flow.

Doesnt take the initiative.

Doesnt get involved with HSSE issues.

Tries to solve the problem without involving others; puts self before team.

EN4.5

EN4.6

EN4.7

EN4.8

EP4.1

EP4.2

EP4.3

EP4.4

FOLLOW RULES

SPEAK UP

BE MINDFUL

GET INVOLVED


ENCOURAGE THE TEAM


INVOLVE THE TEAM

EVERYONE

SUPE

RVIS

ORSMANAGERS

SET HIGH STANDARDS

COMMUNICATE OPENLY


PROACTIVELY INVOLVE

Supervisors Behaviours

Supervisors play a vital role in ensuring HSSE standards are understood, implemented and maintained by their team,

including contractors.



Positive indicators

STANDARDS

Negative indicators

1 Deliver HSSE Excellence

Visits the worksite frequently to ensure compliance, and discusses HSSE issues

with team. Sets poor example by breaking HSSEstandards or rules.

SP1.1

SN1.5

SN1.6

SN1.7

SN1.8

SP1.2

SP1.3

SP1.4

Explains to team that HSSE excellence is expected of them.

Helps team to resolve production/HSSE conflicts.

Able to challenge others, and accept challenges.

Is weak on intervention, does not take a lead.

Doesnt think fully about the implications ofnot following procedures or systems.

Gives others the impression that HSSE performance is not as important as production.


COMMUNICATION2 Encourage the Team


Gets to know the strengths and limitations of each team member.

SP2.1 Fails to consider team members views and

opinionsS

N2.5

Seeks and listens to team HSSE suggestions, concerns and ideas.

SP2.2

Recognises and rewards good individual and team HSSE performance, and deals firmly and fairly with poor performance.

SP2.3

Promptly acts on HSSE concerns, seeking management support where necessary.

SP2.4

Is not receptive; tends to tell instead of ask. SN2.6

Neglects to address poor performance and avoids tough or unpopular decisions.

SN2.7

Lacks fairness. SN2.8

RISK MANAGEMENT3 Promote Risk Awareness



Takes time to plan work with team, challenging any complacency about

routine work.

Rushes into the activity without first recognising the hazards and implementing

controls

SP3.1 S

N3.6

Uses their experience to help team to recognise and manage hazards and risks.

Encourages the team to be wary, and stop the job if they have HSSE concerns.

Carefully reassesses hazards and riskswhen changes occur.

Considers other hazards, eg security, health, environment.

Does not reassess risks when a task changesor management of change is identified.

Considers HSSE activities (eg riskassessment) as non-essential.

Focuses only on safety, with less appreciationof occupational health or environmental issues.

SP3.2

SP3.3

SP3.5

SN3.7

SN3.8

SN3.9

SP3.4

INVOLVEMENT4 Involve the Team



Doesnt want to listen to the team, orproposals for change.

SN4.4

Ineffective when HSSE concerns are raised; does not follow through to address concerns.

Gives insufficient support to HSSE initiatives, preventing the message getting through to

the workforce.

Works with the team to ensure they understand their HSSE goals and

responsibilities.

SP4.1

Regularly initiates team discussions about HSSE performance, and shares lessons

learned.

Supports, coaches and involves team members in implementing HSSE

improvements.

SP4.2

SP4.3

SN4.5

SN4.6

FOLLOW RULES

SPEAK UP

BE MINDFUL

GET INVOLVED


ENCOURAGE THE TEAM


INVOLVE THE TEAM

EVERYONE

SUPE

RVIS

ORSMANAGERS

SET HIGH STANDARDS

COMMUNICATE OPENLY


PROACTIVELY INVOLVE

Management Behaviours

People generally consider the attitude and behaviour of their managers toward HSSE to be very important. Those

managers who demonstrate their commitment to HSSE by applying their own knowledge and valuing the experience of their teams, including contractors, usually achieve good

HSSE results.



Positive indicators

STANDARDS

Negative indicators

1 Set High Standards

Regularly explains HSSE expectations, and verifies understanding and compliance. Reacts to circumstances; does not plan howto achieve desired HSSE performance.

MP1.1 M

N1.5

Focuses on sustainable performance improvements in occupational and process safety, and measures progress via leading

and lagging indicators.

MP1.2

Continually emphasises that productionwill never compromise HSSE.

MP1.3

Consistently recognises good HSSE behaviours and performance, and tackles

poor HSSE performance.

MP1.4

Delays following up on agreed safety actions. M

N1.6

Tolerates variable and inconsistent HSSEstandards.

MN1.7

Allows short-term production pressures towin over HSSE.

MN1.8

Places undue emphasis on occupational safety, to the detriment of process safety.

MN1.9


COMMUNICATION2 Communicate Openly


Waits for others to lead on communication. M

N2.5

Fails to be visible on site. M

N2.6

Disregards workforce views about HSSE. M

N2.7

Talks face-to-face with their staff about HSSE performance and concerns.

MP2.1

Regularly varies communication methodsto get the HSSE message across.

MP2.2

Keeps the HSSE message simpleand direct.

MP2.3

Provides prompt, honest feedback on concerns raised by the workforce.

MP2.4

RISK MANAGEMENT3 Concern for Each Other



Ensures effective mechanisms exist for people to raise HSSE and welfare concerns.

MP3.1 Fails to seek new ideas to support HSSE

performance improvement.M

N3.5

Make themselves approachable for informal discussion about HSSE concerns.

MP3.2

Actively encourages and supports ideas to improve HSSE performance.

MP3.3

Gets personally involved in incident investigation to understand root causes

and communicate learning.

MP3.4

Does not provide response or feedback to workforce about HSSE or welfare

concerns raised.

MN3.6

Shows more concern about statistics, reputation and profile than caring for people.

MN3.7

INVOLVEMENT4 Proactively Involve



Ensures adequate HSSE resources and training are available; allocates sufficient

time and priority for HSSE initiatives.

MP4.1

Satisfies themselves that Getting HSE Right is properly implemented and working

in practice.

MP4.2

Takes personal action to improve HSSE performance by showing enthusiasm,

decisiveness and support.

MP4.3

Continually seeks new ways to widen workforce participation

and involvement.

MP4.4

Unnecessarily delegates attendance at HSSE meetings, and personal involvement in HSSE

initiatives.

MN4.5

Commits with words but doesnt take visible actions, or is slow to act.

MN4.6

Shows no positive interest, enthusiasm or support for HSSE initiatives or issues.

MN4.7

Gives a low priority to the development and maintenance of workforce competence.

MN4.8

Assessing our own HSSE Behaviour

We can use this workbook to identify our personal strengths as well as areas where we canimprove. Please take time to assess the behaviours that are relevant to each one of us.

Guidelines:

1. We should all assess ourselves against the Everyone behaviours. Employees in supervisory and management roles also need to assess their behaviour against the Manager and Supervisor behaviours.

2. For each positive behaviour please indicate whether: Do I consistently behave in this way?

Do I sometimes behave in this way?

Is it rare for me to behave in this way?

3. We need to be aware of the negative indicators. To achieve excellence in HSSE performance we all need to be honest with ourselves and committed to improving our behaviour there is always room for improvement.

?E

P2.4

samp

le?

Monitoring our progress

Behaviour number What I will do to improve? How I will measure success?

EP2.4 Challenge any unsafe behaviour on the spot Count the number of interventions carried out each monthsa

mple

Comments

Achieving HSSE Performance Improvement

Step 2

Raise Human Factors awareness Identify gaps in BP FPS HSSE Behaviours Identify actions, develop and implement plan

Step 3

Measure progress with plan and compliance with standard

Step 4

Review against objectives and take appropriate action

Step 1

Identify key behaviours Develop BP FPS HSSE Behaviours

Plan

Do Chec

kAc

t

P D C A

P

A

C

D

BP FPS acknowledges the excellent work conducted by Wood Group Engineering (North Sea) Ltd and The Keil Centre Ltd to develop these HSSE behaviours, and is grateful to Wood Group for its wilIingness to share this work to enhance HSSE performance in BP FPS.

ODL_BP13276_rev01_April 2006

ogp finalhssebehavioursbooklet

Documents

good hsse performance

safety performance

performance work

management systems

management roles

supervisor behaviours

good systems

hsseour commitment