Achieving World-Class

Safety Performance in a
Multi-Cultural Environment
Presented by:
Dapo Oguntoyinbo
Corporate HSE Manager
Petroleum Development Oman
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Contents

Safety (HSE) Challenges in PDO

Generic Causes of Incidents
Four Pillars of World-Class Safety Performance

HSE Leadership
HSE Management System
Workforce Engagement
Accountability for HSE

Challenges ahead

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HSE Challenges in PDO

4,000 PDO Staff & 16,000 Contractor workforce (60mln mhrs)

90% of PDO/Contractor workforce live/work in the interior
Multi-Cultural/Language workforce, varying literacy levels
PDO has over 100 oil/gas fields, 2,500+ wells drilled to date
PDO & Contractors drive 120 Million Km per year on business
Approximately 12,750 drivers, 7,000 vehicles
Maintain over 6,000Km graded roads, 500Km black-top/asphalt
In 1999, PDO achieved its best Safety performance to date:
70 days &10 million hours worked without an LTI
No Fatality
LTIF of 0.37 per million hours worked
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PDO & Contractors drive 120

Million Km per year average; i.e.
travel round the world 3,000 times a
year (8 times round the world every
day !!!)

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PDO & Contractors HSE Performance 1986 - 2002

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Historical Trend in Safety

Injuries

Engineering Systems:
Hardware issues to
engineer out hazards

Management Systems: Focus on People:

develop procedures,
empowerment and
etc. to control hazards conviction to work
SAFELY

Time

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The Causes of Injuries

Fatalities
Lost Time Injuries
Medical Treatment
First-aid Cases

Unsafe acts & Unsafe

conditions
96% / 4 %

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Generic Underlying Causes of Incidents

Lack of Effective Supervision (competence)

Inadequate Hazard Awareness (competence)

Not Following Basic Rules (compliance)

This has led to:

Compliance, Competence, Supervision and Road
Safety being key themes for annual HSE Plans
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The Incident Triangle

One fatality---------------------100 Lost Time Incidents--1000 Non LTIs----------10,000 Near Misses--100,000 Unsafe Acts-

Over 96% of Incidents are caused by People

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What is PDO doing to

achieve world-class
HSE Performance?

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Accountability for Safety Consequence Management

Workforce Engagement Winning Hearts and Minds

Development and
Implementation of
HSE Management System

Leadership and
Commitment

Achieving world-class Safety Performance via Focus on People

World Class
Safety Performance

Leadership & Commitment

Safety (HSE) is Priority Number One

Visibility: participation in Joint Management HSE Inspections
Involvement: HSE on meeting agenda, ELT sessions
Target setting: T&T, staff appraisal to include HSE aspects
Improving HSE Culture: walking the talk, empowerment
Participation in Incident Investigation & Review
MD Incident Review, with Contractor CEO, for High Potential
Incidents & Poor Performing Contractors
Annual CEO HSE Conference
Site Management support for HSE Initiatives/Circles
Use HSE Positions to develop high calibre staff
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Joint Management HSE Inspections

Demonstrating HSE Leadership
Highlights of 2002 Performance

Participation by 22 CEOs and 10 PDO Directors

27 Joint Mgt HSE Inspections: Actual vs Planned 90%

Inspections were well received by PDO and Contractor staff
Presented opportunity for cross learning across
organisations.

Focus for 2003 and beyond

Continue Joint Management HSE Inspections
Forum to share feedback from Inspections
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Feedback to CEOs

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HSE Management
System: what is its
Objective ?
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HSE Management

Hazard/
Risk

Barriers
or Controls

WORK

Undesirable
outcome

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7/ 21/02 2

SIEP EP-HSE

HSE Management System

Objectives:
Manage hazards & effects to H,S & E in a structured way
Set performance standards for managing HSE
Continuous improvement via monitoring, reviews and audits
Improving workforce understanding of HSE-MS:
Link Hazard Management to Activity
Understanding What it means to Me
Define Requirements for 3 levels of workforce (i.e. Manager,
Supervisor and Staff)
Develop Module for Self-Assessment
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PDO HSE Management System

Leadership and Commitment
Policy and Strategic Objectives

Organisation, Responsibilities
Standards, Procedures and
Document Control

Hazards and Effects

Management Process
Corrective
Planning

Implementation

Action

Monitoring

Audit

Management Review

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Challenges of Workforce
Engagement in a MultiCultural Environment

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Safety Propulsion Projects

in PDO since 2001

Road Safety: Drive-to-Survive

Competency of HSE Advisors

Enhanced Site Supervision (ESS)

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Workforce Engagement

ESS workshops to improve hazard awareness & supervision

Working Safely for the workforce at shop-floor level
Use of Pictorial Prompt Cards (effective communication)
Safety Circles/Fora (e.g. No-LTI Clubs, ESS Champions, etc)
Performance Review & Dissemination of Lessons
Enhanced use of STOP
HSE Advisers Competency Programme
Contract Holdership Certification Scheme
HSE Skills Portfolio for HSE and Key Line Staff (PDO)

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ESS Workshops & Coaching

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Q1

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Q2

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2003

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PDO & Contractors:

Contractors Road Safety Performance
Road Traffic Accidents per Million Km driven
Reduction:
DDC

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PDO & Contractors: Road Safety Performance

Rollovers per Million Km driven: Reduction
Speed-limiters

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DDC

Target-Zero: No Injuries
HSE Management Triangle

The Incident Triangle

One
Fatality

No
Injury

Improved
HSE Culture
(Proactive):
No LTI Club
Strong Site HSE
Awareness and
Supervision via ESS,
WS, STOP, etc.
Site Management HSE
Leadership, e.g. via
Support for ESS, HSE
Advisers Networking,
etc.

100 LTIs

1,000 Non-LTIs

10,000 Near Misses

Positive HSE Climate created by top

Management (HSE is Priority No. 1)
LEGEND:

100,000 Unsafe Acts

A = Levels covered by HSE Leadership, e.g. Joint Mgt HSE Insp., Site Management Support
B = Levels covered by ESS, Working Safely Workshops, Safety Circles/Forum

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Target Zero in PDO

LTI frequency (LTI/million hrs)

LTIF versus Fatality frequency over the years

2003-Target

Zero
Fatality frequency (Fatalities per million hrs)
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Accountability for HSE

the next step

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HSE Management System

Barriers
or Controls

Hazard/
Risk

WORK

Accident

Violation

Error

DISASTER

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Accountability for HSE

Main Thrusts

Aim to protect health and safety of workers.

Staff are to be held accountable for actions that can lead to high
potential incident or fatality based on past experience.

Deliberately breaking rules is worse than breaking rules out of

ignorance

Same Framework for PDO and Contractors, via Industry Forum

(OPAL) and Govt.

In certain cases management discretion will be exercised following

incident investigation.

A full investigation must be completed, and proven case of

deliberate misconduct made before application of rules
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Accountability for HSE: Risk Matrix

Probability of it happening again
Consequence of
worst known case - PDO

Very Low

Low

Medium

High

Very High

Never Heard

Heard of in

Incident has

Happens >5

Happens >5

People

Assets

Environment

Reputation

of in (EP)

(EP)

occured in

times per year

times per year

(Injury)

(Damage/Loss)

(Total Effect)

(Impact)

Industry

Industry

PDO

in PDO

in Area/Asset

No Injury

No Damage

No Effect

No Impact

NEAR MISS

Slight (eg.
FAC)

Slight
(<US$1k)

Slight Effect

Slight Impact

LOW

Minor
(RWC, MTC)

Minor
(US$ 1-10k)

Minor Effect

Limited Impact

Major
(LTI, PPD)

Considerable
(US$ 10-100k)

Localised
Effect

Considerable
Impact

Major Effect

National Impact

Massive Effect

International
Impact

Severity
Rating

0
1
2
3
4
5

(If Nothing is done to prevent it)

1-3
Major
(Fatality, PTD) (US$ 100k-1M)
Multiple
(Fatality, PTD)

Extensive
(>US$ 1M)

MEDIUM
1
9

List of HSE issues addressed and their risk rating

1234567891011-

Competence - Failure to attend Mandatory HSE Courses; 3D

Compliance - Failure to follow mandatory HSE Procedures;4E
Interfering with the Integrity of Safety Devices; 4C
Driving under the influence of Alcohol; 5C
Not using seat belts; 4D
Driving without PDO license; 4C
Using GSM whilst driving; 2E
Not obeying applicable speed limits; 4E
Driving a vehicle without a valid RAS sticker; 4C
Failure to apply safe journey management plans; 4E
Failure to follow night driving policy;6th
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Bahrain

11

10

Accountability for HSE Framework

Accountable party
PDO

CONTR.

RISK AREAS

Recommended Actions
Level 1

Level 2

Level 3

First Offence
(Recorded)

Second Offence
(Apply Sanctions)

Third Offence
(Grave Violation)

COMPETENCE
1

Failure to attend mandatory HSE courses

Line
Manager

Contract
Manager

Verbal W arning

Counsel Staff and

Supervisor

Management
Discretion

Line
Manager

CEO

Verbal W arning

Re-assign

Dismiss
staff

COMPLIANCE
2

Failure to follow mandatory HSE procedures as

proven after incident investigation.
ROAD SAFETY (while on company business)

Interfering with the integrity of safety devices e.g.

tampering with speed limitors and safety belts

MDC

CEO

Management
Discretion

Dismiss
staff

Driving under influence of alcohol as proven by

investigation.

MDC

CEO

Management
Discretion

Dismiss
staff

Not using seat belts

MDC

CEO

Verbal W arning

Driving without a valid licence

MDC

CEO

Verbal W arning

Using GSM (including Hands free) while driving

Line
Manager

CEO

Verbal W arning

Not obeying applicable speed limits

Line
Manager

CEO

Verbal W arning

Driving a vehicle that is not road-worthy e.g. no

RAS certificate

Line
Manager

CEO

Verbal W arning

Suspend from
Company Business

Management
Discretion

10

Failure to apply Safe Journey Management Plans

Line
Manager

CEO

Verbal W arning

Withdraw PDO
driving permit

Dismiss
Staff

11

Failure to follow "Night Driving" Policy

Line
Manager

CEO

Verbal W arning

Withdraw PDO
driving permit

Dismiss
staff

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Suspend from
Driving on Company
Business
Suspend from
Driving on Company
Business
Suspend from
Driving on Company
Business
Suspend from
Driving on Company
Business

Dismiss Staff
Dismiss Staff
Management
Discretion
Management
Discretion

Q3

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Challenges Ahead

In a multi-cultural environment, Accountability for HSE may

be perceived negatively (blame culture)
Framework presented and accepted by Industry Forum, OPAL.
Industry Forum engagement ongoing with Government to
obtain support for Accountability for HSE Framework
Implementation ONLY after effective Workforce Engagement
Roll out to concentrate on positive aspects of the scheme
Workforce HSE Culture can be significant consideration
Goal: Convince and Empower the workforce to work SAFELY

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If you were in this boat, what would you do ?

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