1. Petroleum Development Oman 6th ASSE-ME Conference Bahrain
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
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6. Historical Trend in Safety 6th ASSE-ME Conference Bahrain
Injuries
Engineering Systems:
Hardware issues to engineer out hazards
Management Systems: develop procedures, etc. to control hazards
Focus on People:
empowerment and
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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8. Generic Underlying Causes of Incidents 6th ASSE-ME Conference Bahrain
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 LTI’s
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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11. World Class Safety Performance
Achieving world-class Safety Performance via Focus on People
World Class Safety Performance
HSE Management System
Development and Implementation of
Leadership and Commitment
Workforce Engagement - Winning Hearts and Minds
Accountability for Safety -
Consequence Management

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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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13. Joint Management HSE Inspections Demonstrating HSE Leadership
Highlights of 2002 Performance
Participation by 22 CEO’s 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 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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19. PDO HSE Management System
Leadership and Commitment
Policy and Strategic Objectives
Organisation, Responsibilities
Standards, Procedures and
Document Control
Hazards and Effects
Management Process
Corrective
Action
Planning
Implementation
Monitoring
Audit
Management Review
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Challenges of Workforce Engagement in a Multi-Cultural 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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23. ESS Workshops & Coaching 6th ASSE-ME Conference Bahrain

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2003
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27. PDO & Contractors: Road Safety Performance
Road Traffic Accidents per Million Km driven
Reduction:
DDC
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28. PDO & Contractors: Road Safety Performance
Rollovers per Million Km driven: Reduction
Speed-limiters
DDC
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29. Target-Zero: No Injuries 6th ASSE-ME Conference Bahrain
HSE Management Triangle
The Incident Triangle A No
Injury
Improved HSE Culture (Proactive): No LTI Club B
Site Management HSE Leadership, e.g. via Support for ESS, HSE Advisers Networking, etc.
Positive HSE Climate created by top Management (HSE is Priority No. 1)
Strong Site HSE Awareness and Supervision via ESS, WS, STOP, etc.
100 LTIs
1,000 Non-LTIs
10,000 Near Misses
100,000 Unsafe Acts
One
Fatality
LEGEND: 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
LTIF versus Fatality frequency over the years
LTI frequency (LTI/million hrs)
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
Hazard/
Risk
Accident
WORK
Barriers
or Controls
HSE Management is about
Good understanding of the world in which you operate and the work
Identifying what can go wrong and lead to undesirable outcomes with consequences to health, safety environment or reputation
Putting barriers in place to prevent escalation from left to right; these barriers can be of a variety of natures:
design
procedures
hardware: PRVs, gas detection, fire fighting capability seatbelts, PPE etc.
etc
as nothing in this world is perfect there are holes in the barriers indicating a possibility of failure (looks like Swiss Cheese)
to keep holes as small as possible and make sure that they do not align:
Assign tasks to people to create barriers and keep them in place
Ensure people are competent for their tasks
Provide people with instructions and standards
Communication essential information to each other about malfunctioning barriers, so that others can make sure that their barrier remains effective
A large percentage of the holes in the barriers/controls are due to Human Error. Estimates vary from 80 to 96%
Therefore, understanding Human Error is important.
The next slide explains the various types of human error
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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34. Accountability for HSE: Risk Matrix 6th ASSE-ME Conference Bahrain7 1 9 6 11 5 2 8 10
HIGH RISK 4 3
List of HSE issues addressed and their risk rating
1- Competence - Failure to attend Mandatory HSE Courses; 3D
2- Compliance - Failure to follow mandatory HSE Procedures;4E
3- Interfering with the Integrity of Safety Devices; 4C
4- Driving under the influence of Alcohol; 5C
5- Not using seat belts; 4D
6- Driving without PDO license; 4C
7- Using GSM whilst driving; 2E
8- Not obeying applicable speed limits; 4E
9- Driving a vehicle without a valid RAS sticker; 4C
10- Failure to apply safe journey management plans; 4E
11- Failure to follow night driving policy; 4D
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Accountability for HSE Framework
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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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38. If you were in this boat, what would you do ?
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