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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

Introduction

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.

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.

BP FPS

HSSE Behaviours

EVERYONE
FOLLOW RULES SPEAK UP BE MINDFUL GET INVOLVED

SET HIGH STANDARDS COMMUNICATE OPENLY CONCERN FOR EACH OTHER PROACTIVELY INVOLVE

SU PE RV I

SO
DELIVER HSSE EXCELLENCE ENCOURAGE THE TEAM PROMOTE RISK AWARENESS INVOLVE THE TEAM

RS

M AN AG ER S

The Behaviours

1 We should all assess ourselves against the Everyone behaviours, and those in supervisory and management roles also need to assess their behaviour against the Manager or Supervisor behaviours. 2 For employees in Management, Supervisory and Everyone roles there is an associated set of four behaviours. 3 The behaviours for the three types of employees are linked through four themes: Standards, Communication, Risk Management and Involvement. These are key elements of a strong safety culture.

The Behaviours

Topic
Standards Communication Risk management Involvement

Everyone
Follow rules Speak up Be mindful Get involved

Supervisors
Deliver HSSE excellence Encourage the team Promote risk awareness Involve the team

Managers
Set high standards Communicate openly Concern for each other Proactively involve

Everyones Behaviours

EVERYONE
FOLLOW RULES SPEAK UP BE MINDFUL GET INVOLVED

COMMUNICATE OPENLY CONCERN FOR EACH OTHER PROACTIVELY INVOLVE

SU

PE

SET HIGH STANDARDS

RV I

SO
DELIVER HSSE EXCELLENCE ENCOURAGE THE TEAM PROMOTE RISK AWARENESS INVOLVE THE TEAM

RS

M AN AG ER S

Everyones Behaviours

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.

Everyones Behaviours
Positive indicators
Learns relevant local standards, rules and procedures.
E P1.1

Negative indicators
Ignores rules and procedures for working in hazardous areas; eg by cutting corners, not wearing full PPE. Disregards the implications of not following a procedure.
E N1.5

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

E P1.2

E N1.6

Demonstrates excellent personal HSSE behaviours. Identifies impractical rules and procedures, and promptly suggests improvements to Supervisor.

E P1.3

Rushes to get the job done without carrying out the full procedural steps.

E N1.7

E P1.4

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

E N1.8

1 STANDARDS

Follow Rules

Everyones Behaviours
Positive 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
E P2.1

Negative indicators
Ignores unsafe behaviours.
E N2.6

E P2.2

Tells you there is a problem, without providing a solution. Undermines team discussions with negative comments.

E N2.7

E P2.3

E N2.8

E P2.4

Doesnt help to keep the HSSE Conversation going.

E N2.9

2 COMMUNICATION

E P2.5

Conducts safety-critical work when fatigued, E unwell or otherwise unfit. N2.10

Speak Up

Everyones Behaviours
Positive indicators
Stays vigilant, maintains continual awareness of hazards, surroundings and adjacent work. 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.
E P3.1

Negative indicators
Expects somebody else to think the job through for them. Jumps into action without thinking the job through. Does not concentrate on what they are doing; misses steps in the procedure. Makes assumptions doesnt verify.
E P3.4 E N3.5 E N3.6 E N3.7 E N3.8 E N3.9 E N3.10

E P3.2

E P3.3

Only focuses on own task, is not aware of what else is going on around them. Takes unsafe short-cuts to complete the job quicker.

3 RISK MANAGEMENT

Be Mindful

Everyones Behaviours
Positive indicators
Takes care of other team members, and supports team HSSE standards.
E P4.1

Negative indicators
Tends to be easily led; goes with the flow.
E N4.5

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.

E P4.2

Doesnt take the initiative.

E N4.6

E P4.3

Doesnt get involved with HSSE issues.

E N4.7

E P4.4

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

E N4.8

4 INVOLVEMENT
Get Involved

Supervisors Behaviours

EVERYONE
FOLLOW RULES SPEAK UP BE MINDFUL GET INVOLVED

COMMUNICATE OPENLY CONCERN FOR EACH OTHER PROACTIVELY INVOLVE

SU

PE

SET HIGH STANDARDS

RV I

SO
DELIVER HSSE EXCELLENCE ENCOURAGE THE TEAM PROMOTE RISK AWARENESS INVOLVE THE TEAM

RS

M AN AG ER S

Supervisors Behaviours

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

Supervisors Behaviours
Positive indicators
Visits the worksite frequently to ensure compliance, and discusses HSSE issues with team. Explains to team that HSSE excellence is expected of them.
S P1.1

Negative indicators
Sets poor example by breaking HSSE standards or rules.
S N1.5

S P1.2

Is weak on intervention, does not take a lead.

S N1.6

Helps team to resolve production/HSSE conflicts.

S P1.3

Doesnt think fully about the implications of not following procedures or systems.

S N1.7

Able to challenge others, and accept challenges.

S P1.4

Gives others the impression that HSSE S performance is not as important as production. N1.8

1 STANDARDS

Deliver HSSE Excellence

Supervisors Behaviours
Positive indicators
Gets to know the strengths and limitations of each team member.
S P2.1

Negative indicators
Fails to consider team members views and opinions
S N2.5

Seeks and listens to team HSSE suggestions, concerns and ideas. Recognises and rewards good individual and team HSSE performance, and deals firmly and fairly with poor performance. Promptly acts on HSSE concerns, seeking management support where necessary.

S P2.2

Is not receptive; tends to tell instead of ask.

S N2.6

S P2.3

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

S N2.7

S P2.4

Lacks fairness.

S N2.8

2 COMMUNICATION

Encourage the Team

Supervisors Behaviours
Positive indicators
Takes time to plan work with team, challenging any complacency about routine work. Uses their experience to help team to recognise and manage hazards and risks.
S P3.1

Negative indicators
Rushes into the activity without first recognising the hazards and implementing controls Does not reassess risks when a task changes or management of change is identified.
S N3.6

S P3.2

S N3.7

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

S P3.3

Considers HSSE activities (eg risk assessment) as non-essential.

S N3.8

Carefully reassesses hazards and risks when changes occur.

S P3.4

Focuses only on safety, with less appreciation S of occupational health or environmental issues. N3.9

3 RISK MANAGEMENT
Promote Risk Awareness

Considers other hazards, eg security, health, environment.

S P3.5

Supervisors Behaviours
Positive indicators
Works with the team to ensure they understand their HSSE goals and responsibilities. Regularly initiates team discussions about HSSE performance, and shares lessons learned. Supports, coaches and involves team members in implementing HSSE improvements.
S P4.1

Negative indicators
Doesnt want to listen to the team, or proposals for change.
S N4.4

S P4.2

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.

S N4.5

S P4.3

S N4.6

4 INVOLVEMENT
Involve the Team

Management Behaviours

EVERYONE
FOLLOW RULES SPEAK UP BE MINDFUL GET INVOLVED

COMMUNICATE OPENLY CONCERN FOR EACH OTHER PROACTIVELY INVOLVE

SU

PE

SET HIGH STANDARDS

RV I

SO
DELIVER HSSE EXCELLENCE ENCOURAGE THE TEAM PROMOTE RISK AWARENESS INVOLVE THE TEAM

RS

M AN AG ER S

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.

Management Behaviours
Positive indicators
Regularly explains HSSE expectations, and verifies understanding and compliance. Focuses on sustainable performance improvements in occupational and process safety, and measures progress via leading and lagging indicators. Continually emphasises that production will never compromise HSSE. Consistently recognises good HSSE behaviours and performance, and tackles poor HSSE performance.
M P1.1

Negative indicators
Reacts to circumstances; does not plan how to achieve desired HSSE performance.
M N1.5

M P1.2

Delays following up on agreed safety actions.

M N1.6

M P1.3

Tolerates variable and inconsistent HSSE standards.

M N1.7

M P1.4

Allows short-term production pressures to win over HSSE.

M N1.8

1 STANDARDS

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

M N1.9

Set High Standards

Management Behaviours
Positive indicators
Talks face-to-face with their staff about HSSE performance and concerns.
M P2.1

Negative indicators
Waits for others to lead on communication.
M N2.5

Regularly varies communication methods to get the HSSE message across.

M P2.2

Fails to be visible on site.

M N2.6

Keeps the HSSE message simple and direct.

M P2.3

Disregards workforce views about HSSE.

M N2.7

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

M P2.4

2 COMMUNICATION

Communicate Openly

Management Behaviours
Positive indicators
Ensures effective mechanisms exist for people to raise HSSE and welfare concerns.
M P3.1

Negative indicators
Fails to seek new ideas to support HSSE performance improvement. Does not provide response or feedback to workforce about HSSE or welfare concerns raised. Shows more concern about statistics, reputation and profile than caring for people.
M N3.5

Make themselves approachable for informal M P3.2 discussion about HSSE concerns.

M N3.6

Actively encourages and supports ideas to improve HSSE performance. Gets personally involved in incident investigation to understand root causes and communicate learning.

M P3.3

M N3.7

M P3.4

3 RISK MANAGEMENT

Concern for Each Other

Management Behaviours
Positive indicators
Ensures adequate HSSE resources and training are available; allocates sufficient time and priority for HSSE initiatives.
M P4.1

Negative indicators
Unnecessarily delegates attendance at HSSE meetings, and personal involvement in HSSE initiatives. Commits with words but doesnt take visible actions, or is slow to act.
M N4.5

Satisfies themselves that Getting HSE Right M is properly implemented and working P4.2 in practice. Takes personal action to improve HSSE performance by showing enthusiasm, decisiveness and support. Continually seeks new ways to widen workforce participation and involvement.
M P4.3

M N4.6

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

M N4.7

M P4.4

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

M N4.8

4 INVOLVEMENT
Proactively Involve

Assessing our own HSSE Behaviour


We can use this workbook to identify our personal strengths as well as areas where we can improve. 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 l p m a s

E P2.4

Monitoring our progress

Behaviour number

What I will do to improve?


Challenge any unsafe behaviour on the spot

How I will measure success?


Count the number of interventions carried out each month

ple EP2.4 m sa

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 Step 1

Identify key behaviours Develop BP FPS HSSE Behaviours

Measure progress with plan and compliance with standard

an

ec Ch

Do

Step 4

Pl

Review against objectives and take appropriate action

Ac

ODL_BP13276_rev01_April 2006

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.