1. Business Excellence Through Enhanced Safety Culture
In KPC & Subsidiaries

2. Contents Background Milestones achieved Challenges ahead Gaps Observed2
Background
Milestones achieved
Challenges ahead
Gaps Observed
Need of Improving Safety Culture to excel further
Key Success Factors

3. Background! Journey of HSSE Business in KPC 3 ???
HSE Policy/ Vision/Mission/ Strategic Objectives
HSSE Organization
HSSE Management System Procedures/
Standards
HSSE Management Committees/
HSSE Implementation Committees
HSSE Performance Measures
HSSE as part of SOPs/ SMAIP/MAIP/KPIs
Challenging Targets
???
Journey of HSSE Business in KPC

4. Milestones Achieved 4 ISO 14001 & OHSAS 18001 Certifications
“Gas Flaring Reduction Excellence Award 2015”
CEO HSSE Awards
Kuwait Environmental Remediation Program
First prize from the Council of Arab Environmental Affairs Ministers for ACMP Project
Accomplished 0% in Effluent water disposal to pits
ISO & OHSAS Certifications

5. Challenges ahead! 5 Production Demand New Facilities
Trend of Incidents
Higher Expectations from KOC
Challenging Targets
Increasing Drilling Rigs

6. Challenges to bring Cultural Changes!6
Ownership and Value for Safety is primarily with Senior Management within the Company.
However, transferring that Ownership down below to the level of field staff is always a big challenge.
This is possible only through the cultural changes in the company which is
“ HSE Behavioral Change”

7. Behavior of Company Employees
Gaps Observed! 7
Increasing No of MVAs occurring outside the work premises are the indicators for bad behavior
It appears that
“HSE is HSE people’s business”
concept is still going on..
Implementation of HSEMS Procedures
Quality of Contractor workforce
Supervision of Contractual Activities
It appears that most of the employees are focusing only on numbers, not on qualitative HSE Contribution
Quality of Leading Indicators being reported
Behavior of Company Employees
Huge no of Leading indicators being reported are not supporting the company's to reduce incidents- These are the indicators for poor quality of reports

8. THE WAY WE DO THINGS AROUND HERE
What is Safety Culture? 8
Safety Culture Consists of shared values and beliefs that Interact with an organisation’s structure and control systems to produce behavioural norms.
Consists of shared values
and beliefs
that Interact with an organisation’s structure and control systems to produce behavioural norms
WHAT IS IMPORTANT
THE WAY WE DO THINGS AROUND HERE
HOW THINGS WORK

9. To have a Good Safety Culture, Focus on Behaviours, Values and Beliefs9
Culture Pyramid
Beliefs
Values
Behaviours
Procedures
Processes
Structures
Organisation / People/ Teams
When there are incidents, we used to focus
in these areas
HSE MC/ LC/ HSEMS IC/
Sub Committees
HSEMS Procedures
We now need
to focus in
these areas

10. Strategy for HSE Excellence10
Broad
Employee
Participation
Line
Organization
Implementation
Reliance on
Management Systems
Visible Leadership Commitment

11. Focus on People 11

12. Importance of Safety Culture in HSE Management System!12
Physical Measures
GUARDING
Management Systems
Accidents
P.T.W
PROCEDURES
SAFE SYSTEMS
COMPETENCIES
Behaviour
Safety Culture
Time

13. Building HSE Excellence into our Operations13
The structure must be built from the bottom up.
It takes time and serious energy to build the structure.
The overall structure will suffer if any brick is missing.

14. Where should We Focus! 14
Our Focus should be
To protect People, Company Property and Environment
And not to fill the reports to get full points in the name of SMAIP/MAIP/KPIs/SOP.
Our Focus should be
To add value to the company
By reducing the incidents and creating incident free atmosphere.
Our Focus should be
To make use of the Leading Indicators such as “SVVs-SOCs-etc. as opportunities to enhance HSE Performance!
By doing SVVs-SOCs in the right perspective and add value to the company

15. Human Behavior Can Be Managed !15
Human Behavior is
Observable
and
Measurable
And Hence!
Human Behavior Can Be Managed !

16. Caution! Will all people change their attitude?16
Change behavior & attitude FAST.
Change behavior FAST, but attitude more SLOWLY.
Will change behavior & attitude.
Will change behavior, but attitude LATE.
Will change behavior late, attitude NEVER.
Will NOT change attitude and NOT change Behavior.

17. Some of the HSE Management System Tools Recommended
Executive Leadership Workshop’ (ELW)
Safety for Operations Managers (OMGR)
Action To Be Taken By Employees (AECT)
Improving Safety through Incident Investigation (ISII)
Safety Pro Seminar (SPRO)
Safety for First-Line Supervisors (LSUP)
Contractor Safety Workshops
Process Hazard Analysis (PHA)
Process Safety and Risk Management Training (PSRM)
Safety Management Audit Training (SMAT)
Training Materials (STOP, 24/7 Safety for Employees) 17

18. KOC Systems/Processes to deal with “Safety Culture”18
Focus on Behavioral Based Safety (BBS) Programs.
Shift the focus from ‘Filling the HSE Forms for KPIs” to “Protect People, Property & Environment”
Consider Leading Indicators such as SOCs & SVVs etc. as Opportunities to stop the unsafe acts & unsafe practices & protect people and incidents occurring in Company.
Consider HSE as part of our culture/life.
Carry out specific HSE Campaigns/Programs that will reduce the incidents of your directorate/group/team
Investigate all incidents however small they all and address the root causes of all incidents and near misses.
Promote & Implement Safe Driving Policy of the company
Encourage Employees for fixing of Speed Monitoring Devices in Company vehicles.
Verify and make sure that your actions are addressing the root causes
Review the Performance on monthly/quarterly basis.
Share Lessons Learnt and learn from the past mistakes

19. Thank You!