BEHAVIOUR BASED SAFETY

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BEHAVIOUR BASED SAFETY
Allan Hannah, QHSE Manager
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A GROUP PRESENT IN ALL REGIONS WITH HIGH GROWTH
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MAIN INDUSTRIAL ASSETS

• Main engineering and project management centers
  Paris, Lyon, Rome, Aberdeen, Düsseldorf, Oslo,
  Pori, The Hague, Houston, Rio de Janeiro, Abu
  Dhabi, Shanghai, New Delhi, Kuala-Lumpur, Perth
• Ships 15 subsea installation and construction
  vessels
• Flexible pipe plants Le Trait (France) and
  Vitoria (Brazil)
• Umbilical plants Newcastle (UK) and Houston
  (USA), Lobito (Angola)
• Manufacture of subsea robotics Jupiter
  (Florida), Kirkbymoorside (UK)
• Construction sites Corpus Christi (USA), Pori
  (Finland)
• Reeled rigid pipes assembly centers Evanton
  (UK), Orkanger (Norway), Mobile (USA)

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TECHNIP GROUPs VALUES

• Client service
• Professional excellence
• Strict observance of our ethical values
• Quality, safety, environmental protection
• Rigor in selection and execution of projects
• Openness of information

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.Pause for Thought
...A quick reality check on what can happen
.....?
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Pause for Thought.
? .how can this happen
? .what are these people Thinking about
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Pause for Thought.
WORST NIGHTMARES !!
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REALITY

• People dont come to work to work unsafely
• People dont come to work to get injured
• Safety Culture .the way we do things around
  here.
• The cost of failure

• and lets not forget
• Behind every statistic is a person
• And behind every person a family..

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DAFWC (LTI) Performance 15 Year Trend All TC
Vessels

• CULTURAL EVOLUTION TYPICAL INDUSTRY WIDE
• THE BEHAVOURAL ERA.

Equipment
Procedures
People
Behaviours
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DO WE REALLY NEED ANOTHER SAFETY PROCESS?

• Yes We Do,
• Because.

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Offshore Fleet LTIF 1994-2000

• Since 1994 we reduced LTIF from 3.77 to 2.20
• However, such small figures disguise the
  reality
• 1994 19 people injured
• 1995 24 people injured
• 1996 20 people injured
• 1997 18 people injured
• 1998 23 people injured
• 1999 20 people injured
• 2000 18 people injured
• Over 140 employees injured in 7 years!

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Safety Is Not a Numbers Game - Its About
People..

• Jim Comerford
• Severe facial injures broken teeth
• Edvaldo Da Silva
• Fractured leg
• Tim McEniery
• Severed tendon, middle finger, R hand
• Terry Wilson
• 1 finger broken, 1 partially amputated
• Jair Alves Periera
• Deep laceration to arm
• Adimar Souza
• Part of thumb amputated
• Marcilio Maciel
• Part of R middle finger amputated
• Plotnikov
• Severe ankle sprain
• Matthew Park
• Partial amputation L hand

• Daniel Day
• Severe hand injury
• John Wood
• Dislocated shoulder
• Gilberto Santos
• Sprained ankle
• John Baines
• Sprained wrist
• John Stewart
• Severe hand injury
• Jose Luiz Martins
• Arm / Hand Injury
• Brian Hagan
• Chest injury
• Doe
• Sprained ankle
• Doe
• Head injury

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CSO Fleet Offshore Statistics - 1999 2000
Action
Satisfaction
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Drivers for Change

• These results have occurred despite a sustained
  safety effort across all parts of the
  organisation
• Members of Technip offshore family continue to be
  hurt in unacceptable numbers.
• The Group target is ZERO Lost Time Injuries
• We are not going to achieve the target unless we
  change the way we approach safety....
• If We Do What Weve Always Done, Well Get What
  Weve Always Got

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Behaviour-Based Safety - What Is It?

• Accidents involve peoples behaviour
• If you want to decrease accidents, you must
  increase safe behaviour reduce at-risk
  behaviour
• At-risk behaviours are caused or encouraged by
  attitudinal cultural factors
• Since behaviour is measurable it can be managed
• Safe behaviour can be managed by
• Identifying the behaviours critical to accident
  causation
• Training people to measure them
• Using the results to provide early feedback to
• the workforce to guide their future behaviour
• management to guide its decision making

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ORCA - Observe, Record, Consult Agree
O
bserve ecord
onsult gree
R
C
A
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ORCA Technips Behaviour Based Safety Process
Behaviour
AnObservableAct
Behaviours are either Safe or At-Risk
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ORCA Technips Behaviour Based Safety Process
Fatalities
O
Lost Time Injuries
bserve ecord
onsult gree
R
First Aid Injuries
C
A
Near Miss Reports
At-Risk Behaviours
We focus on eliminating At-Risk Behaviours
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FOUR ELEMENTS OF ORCA
1. Identify Critical Behaviours
2. Gather data
O bserve R ecord C onsult A gree
3. Provide Feedback
4. Use Data to remove barriers
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ORCA Process Flow Chart
Inventory of Critical Behaviours 15-25
behaviours Buy-in
NO SNEAKING UP NO NAME/NO BLAME SAFE
AT-RISK WHAT WHY
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What is the ORCA Process?

• Firstly, this process is about behaviour, not
  names.
• Observers
• approach a work group / individual and explain
  they intend to spend 5-10mins observing the work
• record safe and at-risk behaviour using
  checklists specific to the worksite incident
  history
• discuss the results with, get feedback from,
  those observed
• Capture the results in the database
• NO NAMES ARE RECORDEDEXCEPT THE OBSERVERS

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Some Key Benefits

• Since you are measuring behaviour you do not have
  to wait for an incident to occur first.
• Identification of at-risk behaviour becomes an
  early-warning predictive system for accidents
• Involving the workforce in developing a list of
  behaviours critical to safety
• Is specific to their work environment
• Is a strong enrolling factor in site safety
  awareness and developing a personal commitment to
  improving site safety

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OBSERVATION DATA SHEET
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ORCA DATA AT RISK BEHAVIOURS
PREDICTIVE DATA SHOWING WHERE ACCIDENTS ARE
MOST LIKELY TO OCCUR!
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ORCA DATA BARRIERS TO SAFE BEHAVIOURS

• Sodasorb Storage
• Obstructed Walkways
• Isolation Oxygen Valve Management

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49

• Failure to wear Eye Protection
• Ear Defenders not available
• Failure to wear harness during overboarding
• Not aware to don Lifejackets
• Lack of Personnel Awareness
• Incorrect Lifting Techniques
• Power cables on deck unprotected
• No PTW for Overboarding
• Lack of Barriers
• Lack of Signage and Safety Notices

• Not aware of Safety Precautions
• Temporary measures for lowering gangwayetc
• Incorrect Lifting Techniques
• Failure to wear correct PPE (Eye, Ear etc.)
• Wrong PPE supplied for task
• Ear Defenders not available
• Lack of Storage Space
• Housekeeping no skip for rubbish
• Deck Lighting very bright
• Communications 5 pieces of gear in use at 1
  time
• Ergonomics

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ORCA Successes and Challenges
REAL IMPROVEMENT IN SAFETY CULTURE
REMOVING BARRIERS TO SAFE WORKING

• A Group wide process not a (nother) safety
  programme
• Implementation on Alliance the process is now
  part of the way they work
• Implementation on Wellservicer launched in May
• Implementation planned for Orelia Q3
• Elsewhere in the Group PTI Jupiter CSO
  Venturer CSO Brazil Deep Blue

• Worksite/Vessel ownership takes sustained
  effort
• Its hard work!
• Observation Planning
• People feel awkward embarrassed when giving
  feedback
• Data extraction understanding its NOT a
  numbers game!!

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Comparisons Between Near Miss Reporting ORCA

• Every Near Miss report is a surprise
• Not all Near Miss Reports are welcomed as they
  sometimes reflect poorly on worksite supervision
• Personnel the subject of a Near Miss Report are
  often unaware one has been raised - so the
  opportunity to influence future behaviour is lost
• The quality and value of Near Miss Reports varies
  widely
• By the time a Near Miss is submitted, its too
  late
• Every ORCA Observation is part of a planned
  process
• We dont have to invent near misses to meet
  targets
• ORCA is about behaviour, not quality of
  performance
• Observations are made against set criteria
  developed from CSOs specific incident history
• Observers are formally trained
• Observation results are discussed with personnel
  at the time - the opportunity is there to
  positively influence future behaviour

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How This Important Initiative Can Be Destroyed

• Undermining it through ignorance
• I dont know what its about but it sounds
  rubbish to me
• Using the results to beat people around the head
• I want a 10 increase in safe behaviour by
  next week - or else
• Using the results as a contest between sites
• Youre at the bottom of the league, whats
  wrong with you!
• Allowing your Clients to hijack the results
• That 40 score is unacceptable, we / you must do
  something!

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Finally .How You Can Help

• Understand it
• Ask questions, particularly of the trained ORCA
  Observers
• Support it
• Provide positive support and commitment -
  especially encourage Observations to be
  undertaken regularly
• Dont make it a contest
• The results will differ between sites - accept
  it, and use them carefully
• Identification of at-risk behaviour represents
  a REAL opportunity for improvement
• Not a mandate to discipline people..
• Dont expect overnight results
• Changing behaviour, then attitude, then culture,
  takes time