SPE-172600-MS

BBS Implementation in the Middle Eastern Oil & Gas Environment -MovingAhead

Ali Al-Failakawi, Yousef Al-Qallaf, and Bala Siva Srikanth Adivi, Kuwait Oil Company, Kuwait

Copyright 2015, Society of Petroleum Engineers

This paper was prepared for presentation at the SPE Middle East Oil & Gas Show and Conference held in Manama, Bahrain, 811 March 2015.

This paper was selected for presentation by an SPE program committee following review of information contained in an abstract submitted by the author(s). Contentsof the paper have not been reviewed by the Society of Petroleum Engineers and are subject to correction by the author(s). The material does not necessarily reflectany position of the Society of Petroleum Engineers, its officers, or members. Electronic reproduction, distribution, or storage of any part of this paper without the writtenconsent of the Society of Petroleum Engineers is prohibited. Permission to reproduce in print is restricted to an abstract of not more than 300 words; illustrations maynot be copied. The abstract must contain conspicuous acknowledgment of SPE copyright.

Abstract

This paper describes one successful approach of Behavior Based Safety (BBS) implementation in Oil &Gas Company in Kuwait. The unique approach involved tailor made approach and implementation hasbeen done through the very basic building blocks. Much emphasis was placed on understanding theMiddle Eastern Social Culture, organizational culture including the HSE culture and then designing theBBS program to suit the cultural norms.

Several organizations in the Middle East Region have implemented in-house versions of BehaviorBased Safety (BBS) programs such as STOP, ASA, SOC, and so on. However, these programs have beendriven by Key Performance Indicators (KPI) and therefore suffered from number-crunching instead offocusing on quality execution and effectively influencing behaviors. Quite a few BBS consultants haveattempted to implement their respective copyright BBS programs in this Region. There has been varyingsuccesses.

IntroductionEach and every organization, in particular in Oil & Gas sector, implements HSE Management Systemaddressing health, safety and environmental aspects, driven by successful management system. Oil andgas processing facilities comprise complex work layout consisting of hazardous equipment and processfluids.

Safety Management Systems (or HSE Management) approach have been very successful in reducinglagging indicators and safety performance of organizations has improved over the years by adoptingnumber of solutions technologically as well as improving the procedures by strengthening themanagement system. However, considering the Heinrichs triangle, unsafe conditions/unsafe behaviorslead to minor incidents, which may lead to serious or major incident. To have an excellent safetyperformance, minor incidents shall be addressed through putting consistent efforts. For sustainablecontinual improvement of safety in the workplace, the safety management system must be supplementedby the correct application of safety culture improvement programs. One such program is Behavior BasedSafety. Safety cultural improvement programs influence the aspects depicted in the lower tiers of BirdsSafety Triangle At Risk Behaviors, Values & Beliefs.

However, a level of minor accidents remains that appears to be stubbornly resistant to all efforts toremove them (Cooper, 1999). From a SMS standpoint, these can be attributed to carelessness, inattentionor misperception of risks (See Figure 2). The normal recommendations would be more training,campaigns, revised procedures, etc. However, from a Safety Culture perspective, these incidents appearto be triggered by deeply ingrained at-risk behaviors and an overarching poor safety culture.

DescriptionBehavioral Based Safety (BBS) is recognized as an established methodology in the field of HSE, whichdoes not replace all of the traditional systems and procedures; rather, it complements and enhances theimplementation of the existing system and approaches.

Behavior can be defined as an action, reaction or function and is driven by the strength of anindividuals motives, probability of meeting the goal (expectancy) and the accessibility of the goal(goal-achievability). Thus, behavior relates to activity, response, underlying motivation/meaning andintent (Johnson, 2003). In an organizational setting, behavior is not only a product of the individualsmotives and intent, but is also driven by the work-groups motives and intent and the wider organizationalsafety culture.

Behavior Based Safety (BBS) is an approach to understanding and modifying behaviors in theworkplace. As the definition of behavior implies, the methodology should also include the understandingof the motives, expectancy and goal-achievability of individuals and work-teams. The BBS methodologyincludes influencing safe and at-risk behaviors through pinpointing, observation and feedback. BBSshould encompass influencing the what (knowledge), how (correct safe behavior) and the why(reason) of the pin-pointed behaviors.

KOC has its strategic HSE Objective which states that the Company will instill a corporate culturewhere all the Companys employees, contractors, stakeholders and the community see HSE as theirpersonal responsibility and where management provides both HSE leadership and commitment.

South & East Directorate, one of the biggest directorates of our company, comprises total 16 major oiland gas facilities includes 14 gathering centers and two effluent water disposal plants. Even though, theprocess flow is almost common in oil and gas processing plants but layouts of these facilities are notidentical with each other. Each facility has unique capacities and complex equipment arrangements. Thelayout or process equipment arrangements are different from each other, hence the hazards.

In line with the above objective, South & East Directorate decided to implement Behavior Based Safety(BBS) process in the 10 designated facilities.

Designing the BBS PlanA review was conducted on the previous implementation attempt to determine the positive and negativepoints. SWOT analysis and Force-Field analysis were also conducted to determine what would aid andwhat could restrict the plan from moving forward. The inputs from these analyses determined the detailsof the new BBS approach. The activities were drawn up on a Process Map (Figure 1) within DemingsPLAN-DO-CHECK-ACT cycle and inputted into Microsoft Projects where timelines, resources, linkagesand precedent-relationship could be made more visible.

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Implemented ProcessThe whole process, as given in the Figure 1 above, has been implemented in four tier process whichincludes

First Phase: Getting acquaintances and project plan Second Phase: Pre-Implementation Assessments Third Phase: Coaching, Observation & feedback Final Phase: Post- Implementation Assessment

The most important element for the sustainability of BBS in our organization is having leadership ofthe Operations and Maintenance Teams understanding BBS and being on board and committed to theefforts of the implementing the process in their operational facilities. The entire implementation processhas been designed specific to the existing culture and organizational design. The approach in the currentimplementation is based on lessons learned, as well as best practices tailored to working in ourOrganization and culture as well as with employees. Due to unique and dynamic set up within theOrganization, the implementation plan has been modified to specifically deal with the shift schedules aswell as the rotations of the employees.

First Phase: Getting acquaintances & Project Plan

a. The main focus for the first month of the implementation timeline was to lay a solid foundationas well as to establish key relationships and secure buy-in from management. EstablishingSMART KPI table in the project plan, timelines and implementation are big challenges we had inthis phase.The first and very important part of the implementation was the Meet & Greet phase, affection-ately called by the BBS Consultant Camels & Coffee sessions. This is extremely important anda deep-rooted part of the Middle Eastern culture, and can significantly influence the success orfailure of programs of similar nature to BBS. Meet & Greet sessions were scheduled and

Figure 1BBS IMPLEMENTATION PROCESS MAP

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undertaken with each team, group and individuals who were impacted by the BBS implementation.Adequate time must be allotted for these activities. Here, you have to go slow to go fast. Thesesessions were also used to clarify concerns with the BBS process and to listen to the expectationsand requirements of the stakeholders.

b. Nominated BBS Facilitators were coached through Kick-off meetings, introduction and overviewof BBS, BBS basics, observations and feedback.

c. As the strong foundation was laid through the above as well as through greets & meets(relationship building) with O&m personnel, an excellent platform was made towards othermilestones of BBS implementation process.

b) Second Phase: Pre-Implementation Assessment

With an objective of ensuring addressing the desired target behaviors for our directorate, followingactivities are done in this phase.

Reviewing the established Risk Registers for behavioral aspects Behavioral facility tours Pre-Implementation assessment

Further the following activities were also done to ensure successful BBS implementation.

Relationship building with facility personnel for O&m Selection of Facility Task Force

Establishment of Structure

Activity Specific Goal Purpose Involvement

Meetings: Presentations for theway forward and Project PlanDesign

Present way forward to MiddleManagement HSE, Ops &Maint. (O&m)

Get buy-in, approval for approach,set direction, work with HSE,O&m to determine thefacilities for implementation inthis phase

BBS Consultants, O&mLeadership, HSE Leadership

Collaboration with O&mLeadership

Introduce the BBS Consultantsand take buy-in from O&mLeadership

Present the project plan detailsinclusive of timelines,selection of BBS Champions,BBS Facilitators, BBSLeadership SteeringCommittee

BBS Consultants, O&mLeadership, HSE Leadership

Identify BBS Champion O&m Leadership to name theBBS Champion

To identify the company employeeto represent the Directorate forBBS Implementation

BBS Consultants, O&mLeadership

Identify BBS Facilitators The Champion to name BBSFacilitators companyOperations employee(s) whocoordinates and facilitates theactivities of BBS Process

The BBS Facilitator is in place toensure data collection andanalysis occur, meetings held,as well as reports prepared forall meetings

BBS Consultants, O&mLeadership, BBS Champions

Establish BBS Steering Committee Identify the participants of theBBS Leadership SteeringCommittee and set the meetingschedules

Establish a leadership group in thedirectorate that will provideresources and remove barriersto the success of the BBSprocess implementation,determine rewards andrecognitions of BBSparticipation and will influenceKOC personnel to providequality involvement in theprocess for the good of theorganization

BBS Consultants, O&mLeadership, BBS Champions,BBS Facilitators

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Facility Task Force Team Meeting Establish designated BBS location in facilities

As number of Contractor personnel (business partners) working in the each of the nominatedoperational facility is more, hence it is decided to involve them to begin the introduction of the BBSprocess to prepare them for the coaching and observations that will be occurring during the BBSimplementation.

Following are the planned pre-implementation steps were completed through defined checklists andsurveys. These are taken out after initial screening of the existing system to derive the critical behaviorszone(s) for which BBS shall be applied and implemented.

BBS Target Behaviors Permit to Work Job Safety Analysis Emergency Response Action Plan Safety Culture Perception Safe Driver Behavior Perception through Driver Safety Survey

The BBS Target Behaviors were assessed through pre-defined checklist containing ten (10)behavioral items. The top four (4) behaviors of greatest concerns were taken to addressthrough this BBS process.

Permit to Work behaviors were assessed through pre-defined checklist containing ten (10)behavioral items. The top four (4) behaviors of greatest concerns were taken to addressthrough this BBS process.

Job Safety Analysis behaviors were assessed through pre-defined checklist containing nine (9)behavioral items. The top four (4) behaviors of greatest concerns were taken to addressthrough this BBS process.

Emergency Response Action Plan behaviors were assessed through pre-defined checklistcontaining eight (8) behavioral items. The top four (4) behaviors of greatest concerns weretaken to address through this BBS process.

Safety Culture Perception was conducted through pre-defined checklist containing 7 sections,each containing 4 questions. Overall course of action (resulted from this perception assessmentresults and solutions) to increase safety perception was made.

Safe Driver Behaviors survey was conducted through pre-defined checklist containing ten (10)behavioral items. The behaviors of greatest concerns were taken to address through this BBSprocess.

The BBS Facilitators and Champions were coached prior to coaching occurred at the facilities. Thisensures buy-in of the process through understanding. The involvement and engagement of the BBSprocess allowed them to maintain involvement by the employees working in the facilities. The followingcoaching blocks were utilized in this coaching: What is BBS, HSE Rights, BBS Observations andFeedback, Permit to Work, Line of Fire and 3 Points of Contact. Also they were coached in conductingFacility Task Force Meetings which are instrumental in addressing the BBS observations at the facilities.

Third Phase: Coaching, Observation & FeedbackIn line with the targets and timelines, BBS Coaching was done for employees through media. Thefollowing media blocks were made and extensively used to cover the employees to understand thebehaviors.

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With the significant progress having been made in all video blocks of media coaching, the next andmost essential element/component of the BBS process is getting the personnel to conduct Observationsand Feedback sessions. This was planned and delivered through systematic way ensuring and conductingquality observations on a regular basis.

Observations were collated and feedback was immediately given to the observee. All the observationswith Safe behaviors and concerns were discussed in the Facility Task Force Meetings. BehaviorImprovement Plans were made for the target behaviors.

More than 5000 coaching sessions were conducted. More than 500 observations were conducted. Facility Task Force Meetings were conducted as per schedule and plan. Observations and Feedback were given as scheduled and plan.

Post-Implementation AssessmentAfter systematic implementation through defined project plan, we could able to achieve positive results.Results can be seen in the following table (Figure 2). As we just came to end of this project by the thirdweek of December, 2014(at the time this paper is being prepared and submitted), post-implementationresults/report are/is yet to come. However, the emerging figures (till the end of the month November,2014) can be worth sharing in this paper which are as follows:

A. BBS Target Behaviors:

Top four most concerns behaviors made significant improvement in terms of enhancing %concern (means. . .. . .Reducing the % of concern which relates to increasing in % of safebehavior) comparing with Pre & Post Implementation.

Overall % Concerns from the identified four behaviors has been reduced by an average33-35%

Overall % Safe behaviors have been increased by 54%

B. Permit to Work:

This is yet another one of the identified target behaviors that has been addressed systemati-cally. Significant positive improvement has been observed in the identified behaviors.

Overall % Concerns from the identified four behaviors has been reduced by an average 30% Overall % Safe behaviors has been increased by 39%

C. Job Safety Analysis:

With all dedicated efforts, significant improvement was observed in the identified fourbehaviors.

Overall % Concerns from the identified four behaviors has been reduced by an average 50% Overall % Safe behaviors has been increased by 57%

Video Block 1 What is BBS? Video Block 2 Permit to Work Video Block 3 Proper Barricading

HSE Rights Line of Fire Fall Protection

Observations and Feedback 3 points of contact Proper Work Surface

Video Block 4 Job Safety Analysis Video Block 5 Emergency Response Action Plan Video Block 6 Toolbox Talks

Good Housekeeping Grinding/Cutting Areas of Safety Proper Body Mechanics

Proper Tools Selection/Use Lifting/Shifting Material Handling Lock Out Tag Out

Video Block 7 Driver Safety Behaviors

H2S

Confined Space

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D. Emergency Response Action Plan

With all team efforts, significant improvement was observed in the identified four behaviors. Overall % Concerns from the identified four behaviors has been reduced by an average 15% Overall % Safe behaviors has been increased by 10%

E. The 3 most improved BBS Behaviors are as follows:

Line of Fire improved 79% Good Housekeeping improved 68% Proper Barricading and Proper Body Mechanics both improved 65%

HSE PerformanceThe above positive performance which has been achieved through BBS implementation has also beentranslated into better HSE Performance of the Directorate. The following HSE Performance is anachievement that comes as a result of successful BBS Implementation. The following figures arepresented till the date (last week of Dec, 2014) when this paper is being submitted.

Fatal Cases: Continues to be Zero (Zero was for 2013/14) LTIFR (Lost Time Injury Frequency Rate): Achieved Zero (0.03 was for 2013/14) Enhanced reporting of leading indicators such as Near Miss incidents, closure of audit points, etc.

Summary & ConclusionAt the time of preparation & submission of this paper, though BBS implementation project has come toan end, though we have achieved very good performance against the target behaviors, however, muchfocus and management commitment is very much essential to ensure its sustainability. Though theimplementation period is short and relatively new, the level of participation and implementation resultsindicate interest in the BBS process as well as interest in participation in keeping our organization a safeplace to work. The next step pertaining to this BBS process is to strengthening the BBS skill level ofcompany employees.

This successful approach to implementing BBS in a Middle Eastern Culture required innovation,flexibility, persistence, passion and patience. The following features are very much essential and criticalwhich are to be considered to design a BBS program

Understanding the uniqueness of the organizational sociocultural issues Clarifying the BBS concerns, to listen to the expectations and requirements of the stakeholders to understand the theory behind BBS in the context of the Middle Eastern work environment to leave behind some of their western cultural assumptions and pay close attention to localpractices and cultural norms

to get buy-in and commitment from the leadership, and to partner and collaborate with a competent in-house team for design and implementation to understand the work execution with the business partners (Contractors) to have good collaboration amongst various teams inside the organization

ReferencesSPE-163761- Published in SPE Americas 2013 E. . .P Health/Safety/Security/Environmental Confer-

ence, 18-20 March, 2013, Galveston, Texas

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COOPER, M.D. (1999) Psychology of Behavioral Safety [Online] Available at http://www.behav-ioral-safety.com/component/content/article/3-psychology/2-the-psychology-of-behavioral-safety(accessed on 21-Jun-12).

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JOHNSON, S.E. (2003) Behavioral Safety Theory, Understanding the Theoretical FoundationProfessional Safety: Journal of the American Society of Safety Engineers. October, pp. 3944.

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BBS Implementation in the Middle Eastern Oil & Gas Environment -Moving AheadIntroductionDescriptionDesigning the BBS PlanImplemented ProcessFirst Phase: Getting acquaintances & Project Planb)Second Phase: Pre-Implementation AssessmentThird Phase: Coaching, Observation & FeedbackPost-Implementation Assessment

HSE PerformanceSummary & Conclusion

References