BEHAVIOUR BASED SAFETY

Allan Hannah, QHS&E Manager

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A GROUP PRESENT IN ALL REGIONS WITH HIGH GROWTH

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MAIN INDUSTRIAL ASSETS

Main engineering and project management centers: Paris, Lyon, Rome, Aberdeen,
Dsseldorf, Oslo, Pori, The Hague, Houston, Rio de Janeiro, Abu Dhabi, Shanghai,
New Delhi, Kuala-Lumpur, Perth
Ships: 15 subsea installation and construction vessels
Flexible pipe plants: Le Trait (France) and Vitoria (Brazil)
Umbilical plants: Newcastle (UK) and Houston (USA), Lobito (Angola)
Manufacture of subsea robotics: Jupiter (Florida), Kirkbymoorside (UK)
Construction sites: Corpus Christi (USA), Pori (Finland)
Reeled rigid pipes assembly centers: Evanton (UK), Orkanger (Norway), Mobile
(USA)

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TECHNIP GROUPs VALUES

Client service

Professional excellence

Strict observance of our ethical values

Quality, safety, environmental protection

Rigor in selection and execution of projects

Openness of information

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.Pause for Thought

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Pause for Thought.

?
.how
can
this
hap
pen

?
.
Thin what a
king re th
ese
a bo
pe o
ut
ple

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Pause for Thought.

T
S
R
O
W

ES
R
A
M
T
H
N IG

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!!

REALITY
People dont come to work to
work unsafely
People dont come to work to
get injured
Safety Culture .the way
we do things around here.

The cost of failure

and lets not forget

Behind every statistic is a
person
And behind every person a
family..

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DAFWC (LTI) Performance 15 Year Trend All TC Vessels

CULTURAL EVOLUTION TYPICAL INDUSTRY WIDE

THE BEHAVOURAL ERA.

Equipment

Procedures
Peopl
e

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Behaviours

DO WE REALLY NEED ANOTHER SAFETY PROCESS?

Yes We Do,
Because.
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Offshore Fleet LTIF 1994-2000

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Since 1994 we reduced LTIF

from 3.77 to 2.20
However, such small figures
disguise the reality:
1994
1995
1996
1997
1998
1999
2000

19 people injured
24 people injured
20 people injured
18 people injured
23 people injured
20 people injured
18 people injured

Over 140 employees injured in

7 years!

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Safety Is Not a Numbers Game - Its About People..

Jim Comerford
Severe facial injures & broken
teeth
Edvaldo Da Silva
Fractured leg
Tim McEniery
Severed tendon, middle finger, R
hand
Terry Wilson
1 finger broken, 1 partially
amputated
Jair Alves Periera
Deep laceration to arm
Adimar Souza
Part of thumb amputated
Marcilio Maciel
Part of R middle finger amputated
Plotnikov
Severe ankle sprain
Matthew Park
Partial amputation L hand

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Daniel Day

Severe hand injury

John Wood

Dislocated shoulder

Gilberto Santos

Sprained ankle

John Baines

Sprained wrist

John Stewart

Severe hand injury

Jose Luiz Martins

Arm / Hand Injury

Brian Hagan

Chest injury

Doe

Sprained ankle

Doe

Head injury

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CSO Fleet Offshore Statistics - 1999 & 2000

Action

Satisfactio
n

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Drivers for Change

These results have occurred despite a sustained safety
effort across all parts of the organisation
Members of Technip offshore family continue to be hurt in
unacceptable numbers.
The Group target is ZERO Lost Time Injuries
We are not going to achieve the target unless we change
the way we approach safety....

If We Do What Weve Always

Done, Well Get What Weve
Always Got
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Behaviour-Based Safety - What Is It?

Accidents involve peoples behaviour
If you want to decrease accidents, you must increase safe
behaviour & reduce at-risk behaviour
At-risk behaviours are caused or encouraged by attitudinal &
cultural factors
Since behaviour is measurable it can be managed
Safe behaviour can be managed by:
Identifying the behaviours critical to accident causation
Training people to measure them
Using the results to provide early feedback to:
the workforce to guide their future behaviour
management to guide its decision making

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ORCA - Observe, Record, Consult & Agree

O bserve
R ecord
C onsult
A

gree

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ORCA Technips Behaviour Based Safety Process

Behaviour

An
Observable
Act
Behaviours are either:
Safe
or
At-Risk
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ORCA Technips Behaviour Based Safety Process

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Fatalities

O bserve
R ecord
C onsult
A
gree

Lost Time Injuries

First Aid Injuries
Near Miss Reports

At-Risk Behaviours
We focus on eliminating At-Risk Behaviours

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FOUR ELEMENTS OF ORCA

1. Identify Critical Behaviours

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2. Gather data

Observe
bserve
O
ecord
RRecord
onsult
CConsult

gree
AAgree

3. Provide Feedback

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4. Use Data to remove barriers

ORCA Process Flow Chart

Data Management

%Safe

Observers

Facilitator/Steering team
Inventory of Critical Behaviours
15-25 behaviours
Buy-in

Workers
NO SNEAKING UP
NO NAME/NO BLAME
SAFE & AT-RISK
WHAT & WHY

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Management Sponsor Team

(incl.. Master & OCM for
ongoing support)

Vessel Safety Committee

(problem solving
& action planning)

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What is the ORCA Process?

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Firstly, this process is about behaviour,

behaviour not names.
Observers:
approach a work group / individual and explain they intend to spend
5-10mins observing the work
record safe and at-risk behaviour using checklists specific to the
worksite incident history
discuss the results with, & get feedback from, those observed
Capture the results in the database

NO NAMES ARE RECORDED

EXCEPT THE OBSERVERS
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Some Key Benefits

Since you are measuring behaviour you do not have to
wait for an incident to occur first.
Identification of at-risk behaviour becomes an early-warning
[predictive] system for accidents

Involving the workforce in developing a list of

behaviours critical to safety
Is specific to their work environment
Is a strong enrolling factor in site safety awareness and
developing a personal commitment to improving site safety

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OBSERVATION DATA SHEET

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ORCA DATA AT RISK BEHAVIOURS

PREDICTIVE DATA SHOWING

WHERE ACCIDENTS ARE
MOST LIKELY
TO
OCCUR!
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ORCA DATA BARRIERS TO SAFE BEHAVIOURS

Sodasorb Storage
Obstructed Walkways
Isolation Oxygen Valve Management

6%

49%

45%

Failure to wear Eye Protection

Ear Defenders not available
Failure to wear harness during overboarding

Not aware of Safety Precautions

Not aware to don Lifejackets

Temporary measures for lowering gangwayetc

Lack of Personnel Awareness

Incorrect Lifting Techniques

Incorrect Lifting Techniques

Failure to wear correct PPE (Eye, Ear etc.)

Power cables on deck unprotected

Wrong PPE supplied for task

No PTW for Overboarding

Ear Defenders not available

Lack of Barriers

Lack of Storage Space

Lack of Signage and Safety Notices

Housekeeping no skip for rubbish

Deck Lighting very bright
Communications 5 pieces of gear in use at 1 time
Ergonomics

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ORCA Successes and Challenges

REAL IMPROVEMENT
IN
SAFETY CULTURE

REMOVING BARRIERS
TO
SAFE WORKING

A Group wide process not a

(nother) safety programme

Worksite/Vessel ownership
takes sustained effort

Implementation on Alliance the

process is now part of the way
they work

Its hard work!

Implementation on Wellservicer
launched in May

People feel awkward &

embarrassed when giving
feedback

Implementation planned for

Orelia Q3
Elsewhere in the Group PTI
Jupiter; CSO Venturer; CSO
Brazil; Deep Blue

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Observation Planning

Data extraction & understanding

its NOT a numbers game!!

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Comparisons Between Near Miss Reporting & ORCA

Every Near Miss report is a surprise
Not all Near Miss Reports are welcomed as they sometimes reflect poorly on
worksite supervision
Personnel the subject of a Near Miss Report are often unaware one has been
raised - so the opportunity to influence future behaviour is lost
The quality and value of Near Miss Reports varies widely
By the time a Near Miss is submitted, its too late

Every ORCA Observation is part of a planned process

We dont have to invent near misses to meet targets
ORCA is about behaviour,
behaviour not quality of performance
Observations are made against set criteria developed from CSOs specific
incident history
Observers are formally trained
Observation results are discussed with personnel at the time - the opportunity
is there to positively influence future behaviour
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How This Important Initiative Can Be Destroyed 2

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Undermining it through ignorance

I dont know what its about but it sounds rubbish to me

Using the results to beat people around the head

I want a 10% increase in % safe behaviour by next week - or
else

Using the results as a contest between sites

Youre at the bottom of the league, whats wrong with you!

Allowing your Clients to hijack the results

That 40% score is unacceptable, we / you must do
something!

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Finally .How You Can Help

Understand it

Ask questions, particularly of the trained ORCA Observers

Support it

Provide positive support and commitment - & especially

encourage Observations to be undertaken regularly

Dont make it a contest

The results will differ between sites - accept it, and use them
carefully

Identification of at-risk behaviour represents a REAL

opportunity for improvement
Not a mandate to discipline people..

Dont expect overnight results

Changing behaviour, then attitude, then culture, takes time

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