Health, Safety, Security & Environment
24 May 2013
Uday Singh – HSSE Advisor
Safety Moment
Accidents are happening even now !
Skikda, Algiers, 2004
Steam boiler rupture
Fire & Explosion
Fatalities 23
Injured 74
$ 800 Million loss
BP Refinery, 2005
Isomer unit
explosion
Fatalities 15
Injured 170
$ 1 Billion loss
Piper Alpha 1988
Fire & Explosion
Fatalities 167
Injuries 60
$680 million Capex
$1370 million Total
ONGC, 2005
BHN Platform
MSV Collision
Fatalities 12
Cost of
Platform $195
million
Are we prepared to take this cost?
3
The Business case for HSSE
Avoiding Losses, Meeting legal obligations
Non- compliance can even stop your business
Good HSSE practices improve Operational performance
Managing and minimising incidents and losses impacts improve operational
efficiency and enhances global competency.
Moral Reasons
Incident involves potential human looses. Our commitment to go “beyond
compliance” to meet internationally accepted good practice”
Our HSSE performance is scrutinised by stakeholders
Socially Responsible Investors (SRIs) are an important group, investing around
£3.5 billion in Europe. Other key stakeholders include Governments, NGOs,
industry groups, current and potential partners
Enhances reputation and value
It is important to maintain and build our reputation as a safety conscious,
environmentally sensitive and socially responsible company.
Good HSSE Performance is Good Business
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BG Group - Safety Vision - Greatship
We believe that all injuries to people are
preventable
Our Goal is “zero injury”
HSSE is everyone’s responsibility
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SAFETY EXPECTATIONS HAVE CHANGED…..!!!
Do we know?
What is the greatest hazard?
“Human being”
Attitude & Behaviour
We have all witnessed it in different forms.
Give Examples of:
• Positive Attitude and Behaviour
• Negative Attitude and behaviour
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Cause Of Injuries
Unsafe Conditions - ? %
4% Unsafe Conditions
Unsafe Acts - ? %
96% Unsafe Acts
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HOW THINGS HAVE GOT BETTER …..
SO FAR
SAFETY level
1880’s – 1970’s
1970’s - 1990
1990’s until NOW
Behaviours
Procedures
Engineering
&
&
Systems
Technical
Time
&
Attitudes
Safety Culture…
Natural
Instincts
Management
Self
Everybody
Dependent
I am safe
so that I
don’t get
caught
Independent
I am safe so
that I don’t
get hurt
Your safety is our concern…
Interdependent
I am safe
so that
nobody
gets hurt
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Most complicated machinery ever
More so in India
India has a diverse list of spoken languages among different groups of people.
At least 30 different languages and around 2000 dialects have been identified
Perceptions...
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Perception
15
Perception
16
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Why communicate?
• To make people aware of relevant HSE issues
• To make people aware of their HSSE responsibilities
• If we give people the right information, they would be able to comply!
• If we do not communicate effectively = greater potential for incidents
Why is one sign often ignored, the other often followed?
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The 6 Pillars of Behavioural Based Safety
Facilitate, Support and Act
upon recommendations
Basic to know progress.
Continuously measuring
the percentage of
safe behaviours.
Necessary to maintain
Involvement and support
by employees and
Management alike
Goal setting is necessary
for. continual improvement
BBS
All members of the
organisation are involved.
Lack of awareness leads to
lack of collaboration
Ownership
&
Involvement
Employee owned and run process
BBS is all about identifying
the root causes of unsafe
behaviours in order to
correct them effectively -
WHAT IS ‘BEHAVIOUR BASED SAFETY’?
BEHAVIOUR BASED SAFETY IS A PROCESS
OF SAFETY LEADERSHIP
WHERE PEOPLE TAKE RESPONSIBILITY
TO LOOK AFTER THEMSELVES
AND THEIR COLLEAGUES
WHAT IS ‘SAFETY LEADERSHIP’?
SAFETY LEADERSHIP IS
‘INFLUENCING CHANGE IN THE WORKPLACE’
The unsafe behaviour that we see and don’t
challenge today becomes the accepted
behaviour tomorrow
Hazard Management Techniques
HAZOP
SIL
Safety Case
HAZID
EIA
Human
Factors
Assessment
Consequence
Assessment
Qualitative
Risk
Assessment
Hazard
Management
Techniques
Reliability/
Fault Tree
Analysis
Incident
Reporting and
Investigation
Operating
Procedure
Review
Emergency
Recovery
Plan
Quantitative
Risk
Assessment
HAZARDS & EFFECTS MANAGEMENT PROCESS
Events and
Circumstances
to people,
Bow-tie Concept damageHarm
to assets/environment
/ reputation
BARRIERS
H
A
Z
A
R
D
This is the underlying
principle of the Hazards
and Effects Management
Process HEMP
Undesirable event with
potential for harm or damage
Engineering activities
Maintenance activities
Operations activities
C
O
N
S
E
Q
U
E
N
C
E
S
Safety should be an integral part of operations !!
Focus on TRAP
Swiss Cheese Model
7 Deadly Signals
1. No bad news (No report)
2. Not acting on information
3. Limited control over a significant proportion of workforce
4. There is a change in activity
5. Last minute ‘organisational gain’ decision making
6. Reduced management presence on the work site
7. Personnel changes
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BG Life savers
BG’s Life savers were identified because they represent the highest risk to BG and its workforce. People have been
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Killed or Seriously injured
BG Life savers
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Safety Leadership

Lead by example and be consistent in your decision

Do not tolerate, intervene when you see unsafe behaviours

Provide constructive feedback on un-safe behaviours

Don’t let others compromise on safety

Never turn a blind eye – your silence is your consent

Make the right decisions, not the easy decisions

Have the courage to do the right thing

Take the time to interact on Safety matters

“Walk the talk”

Safety is a key component of business success
EXPECTATIONS
Where work groups recognise that high
standards of work and safety are set and
expected by their supervisors and managers,
they
will
tend
to
respond
with
correspondingly
high
standards
of
performance
The reverse is also true!!!
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The staff “listen” more to Leader’s feet.
You will get the level of safety you show you want