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When World Class is not Good Enough

Michael Jaurena, CSP

“Safety With An Attitude!” Michael Jaurena, CSP, OHST

Agenda Define World Class Why is “World Class” not Good Enough Fundamental Agreements Strategies to move to Zero


Define World Class Total Recordable Incident Rate

2005 2006 2007 2008

Workforce Benchmark 0.84 0.59 0.56 0.55

Employees Benchmark 0.38 0.34 0.40 0.31

Contractors Benchmark 0.67 0.64 0.61 0.59

American Petroleum Institute's Benchmarking Survey of Occupational Injuries, Illnesses, and Fatalities in the Petroleum Industry data are used as industry benchmarks.

World Class – Performance within an acceptable range of deviation of your peers within your industry


Why World Class is not Good Enough Even if you are better than your peers in your industry an

incident rate that is above zero means people will still get injured and spills/releases occur Personal grief and loss, pain and suffering still occur Incidents may cause damage and exposure to:

P – People E – Environment A – Assets R - Reputation


Fundamental Agreements While we are heading in the right direction we can not achieve zero by

performing and thinking like we are today We must understand where we are so we can develop a path forward Some companies and/or individuals may not be capable in making the

trip to Zero – if you want to achieve zero they will need to be in the past. To achieve target zero we must be addressing the zone below the

target – we must Operate Beyond Zero The closer to zero the greater the effort To sustain zero is going to be as hard as achieving it

Another level of thought process While we will never turn our back on luck it can not be a factor in our

program – safety by design


Strategies to Move Toward Zero Engineers: Passengers' survival was miracle by design - USA today 8-18-10, page 2A "This can't all be luck," said Bill Voss, president of

the non-profit Flight Safety Foundation. "I think you have a series of unglamorous incremental improvements making a difference."


Strategy 1 Safety is about understanding Risk

What does “Safety is about understanding Risk” mean? What is Risk? Is risk the same as a Hazard? How do you address Risk? How do you address Hazards – do you need to? Why don’t you know if you are a safety professional?


Safety Defined Safe – Webster's Dictionary

1. Secure from harm, danger or evil 2. Free from injury, danger or risk

Safety – Webster's Dictionary

• State of being safe ??? Can we do this in our work environment ???

Industrial Safety • Managing risk to acceptable levels

What is Acceptable?

VH = Very High H = High M = Medium L = Low


What is a Hazard Industrial Hazard • Condition or action which places people,

environment, asset and/or reputation at risk or compromises the integrity of regulations, policies or procedures.

• Do all Hazards pose danger to us? • Do all Hazards pose Risk to us? • Do all Hazards demand resources to address or do

we really need to address them?


What is Risk When assessing risk we break down occurrences into two major categories:

2. The Severity to people, environment and property if the subject event occurs

1. The Probability of an occurrence • Frequency and likelihood


Risk Matrix

Frequent (5)

Probable (4)

Occasional (3)

Remote (2)

Improbable (1)

Major (4) Very High Very High Very High High Medium

Significant (3) Very High Very High High Medium Low

Moderate (2) High High Medium Medium Low

Minor (1) Medium Medium Low Low Low

• Once you have determined the Probability and Severity you can now understand the risk associated with the activity.


Understanding Risk What is the “Raw Risk” or “Unmitigated Risk”

of doing something? Why should you know? If you look at it without actively implementing

mitigations we would expect incidents or people to get hurt.

How do we address Risk or understand what Risk a Hazard presents?

How do Mitigations protect us? Lets further discuss


Frequent (5)

Probable (4)

Occasional (3)

Remote (2)

Improbable (1)

Major (4) Very High Very High Very High High Medium

Significant (3) Very High Very High High Medium Low

Moderate (2) High High Medium Medium Low

Minor (1) Medium Medium Low Low Low

• Example - Confined Space • Define the Raw Risk/Unmitigated Risk • Define the Mitigated Risk

• Proactive (probability) or reactive (severity) mitigations


Strategy 2 H

SE P

erfo

rman

ce

Total Recordable Incident R

ate

Critical failure point between Stage 2.5 to Stage 3.5 range where “new initiatives” resources take away from basic fundamentals.

Stage 1

Stage 2

Stage 3

Stage 4

Stage 5

Stage 6 Culturally - Where are We At?


Questions What cultural HSE level do you feel it takes to achieve target zero? Where are you currently on the cultural scale?

Individually Collectively Critical Leadership (First Line Supervision/Management)

Where are your contractors on the cultural scale? Do you believe you can achieve zero with a gap in culture between

company and critical contractors? identified target zero HSE culture and collective current state? current critical leadership and identified target zero HSE culture

Are you willing to commit the necessary resources to narrow the gap for both the internal and contractor cultural differences? Are you willing to maintain what you have and commit the resources to get

there? There is a cost to zero $$


Strategy 3

Fatality

Lost Time Injury

Recordable Injury

Restricted Duty

To achieve target zero we must be addressing the zone below the target First Aid Case - FAC

TRIR

Calibration Team Observations, Stop Works, Audit Data, Roll-up data, Point of Risk Tools, communication, etc.

Incidents/Near Misses w/o injury or FAC • Spills, equipment damage, etc

Set your sights to Operate Beyond Zero

Example - We must put the same focus on incident investigation at this level as we do for the areas above


Set your sights to Operate Beyond Zero – Vision Forward

1970

1990

2010

What will 2020 bring?

= options to do a task

2014


Strategy 4

Cognitive Failures – Simply put –”Brain Cramps” Broadbent,et.al, 1982 stated those who experience cognitive

failures have a greater chance of having and incident Partial list from a survey developed by Broadbent, et.al, 1982 to

measure Cognitive Failure” I sometimes forget why I went from one part of the house to another I often fail to notice signposts on the road I sometimes bump into things or people I often forgot if I have turned off a light, or the coffeepot or locked the door I often forget where I put something like the newspaper of a book I often daydream when I should be listening to something At home I often start doing one thing and get distracted by something else

(unintentionally) I sometimes forget what I came to the store to buy

Addresses “Cognitive Failures”


Strategy 5 Address the Barriers / Road Blocks to Zero

Address the hard decisions – some companies and/or individuals may not choose to perform or be capable in making the trip to Zero Contractors who do not align themselves should be culled Individuals who are road blocks create misalignment,

confusion and excuses to impede or stagnate cultural growth Actions may not create a direct safety hazard but will directly

impact the ability to achieve Zero Some people may have to retire or leave before you can

have a step change in your performance


Strategy 6

Be realistic on limitations of existing programs Some programs were designed to help achieve a TRIR

of 1.0 but need to be reevaluated to see if they support Zero

Conduct a review and see if program is achieving its designed objective Some programs may need to be reinvented,

improved or reinforced Some programs may be consuming resources better

spent address the issues direct

Validate the Effectiveness of your Programs


Strategy 7 Communications Diverse work forces bring diverse challenges, as the world

flattens our ability to effectively communicate is paramount Challenges

English as seconded language Dialects within English

Modes of communication Cell phone, radios, etc

Human Nature Embarrassed to question - the “Yes” factor

What is Communicating? Talking Vs. Listening Listening Vs. Hearing Hearing Vs. Understanding


Strategy 8 Understand your Challenges and where you Fail Petrochemical Company studied incidents from 2005 to

2009 and yielded the following primary cause of incidents: 1. Hazard Recognition

o In some cases people understood the hazards but did not related it to their work activities – not lack of training but a lack of awareness

2. SWP / Procedures o Over 70% of these were considered routine work o Over 65% of these occurred outside of core process activities

3. Oversight o As workforce changes out the dependence on oversight grows o Loss of a Sense of Vulnerability and Normalization of Deviation

4. Competency o Demographics change / loss of experience / supervisor to worker ratio / etc.


Strategy 9 Keep it Alive “Workers indicated after the incident that they understood the hazards, but did not relate those hazards to the job before the incident actually occurred. This is an awareness issue more than a training issue”

Reset your Odds – Validate! High Volume – Short Duration Better to have a reminder every 1 -2 minutes about hand

placement at the Point of Risk than a 30 minute presentation at the start of the day

Commentary Operations No Go Zones

Need seconded set of eyes before proceeding


Strategy 10 Sustainability Effort Promote your program - Keep it fresh

The Coca-Cola effect

Challenge what is going good as well as what is not working

Analyze data and proactive trends Look for contributing factors as well as root causes Move your support closer to the Point of Risk Set them up for Success (contractors, employees, etc.) From Hazard Analysis to Consequential Hazard Analysis


Summary World Class Performance in not the end result - it is a step in the

progression The road to zero will not be easy - sustainability by design will be

equally as hard as achievement. A strong HSE culture is also a strong interdependent work discipline

with constant, clear message and visual leadership. Creativity, communication, innovativeness, common sense and strong

base in the fundamentals are milestones on the road to zero. The closer you get to achieving zero the more challenging it will

become and more resource intensive it will be “If you don’t get the results equal to your efforts then you need to

reevaluate your efforts” Safety Professionals should have a solid base in Risk Analysis


Thank You!

Michael Jaurena, CSP, OHST [email protected]

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