1、.,0,What we dont know will hurt us - using safety leading indicators as the next step in controlling risk,Tyrone Kalpee HSSE Director bp Trinidad and Tobago Amcham HSSE Conference 2009,.,1,Judging our Safety performance,How would you describe your safety performance? Can this be solely based on inci

2、dents reported? Can you test the level of reporting on your sites? Is there a “healthy” ratio of minor incidents and events to more serious occurrences? Are we surprised frequently with a pattern of relatively “safe” periods interrupted by a surprising incident? Are you seeing year on year improveme

3、nt in parallel with an improved reporting culture?,.,2,The Safety Journey where do you want to be?,Increasingly Informed,Increasing Ownership, Trust/Accountability,Adapted from BPs Safety Culture Team,Assuming that intervention is only required when big things go wrong,Capturing a lot of data but no

4、t making early interventions,Acting on lagging indicators,Using the right engagement and data to make early interventions,Safety is held as a value . The way business is run. Deeply owned by the line. Self correcting,.,3,The Birds Triangle How outcomes relate,In many cases, Leadership reviews HSSE p

5、erformance by assessing lagging indicators These show incidents which have occurred, injuries sustained and losses which have resulted These are outcomes. Reactions to these, though important, are like reacting to a stock market change rather than predicting the change to protect investments Birds t

6、riangle does help, however, to determine the health of our incident reporting process by comparative ratios of incidents.,Medical Recordable,Near Miss incident occurred,First Aid,Lost Time/ DAFWC,Fatality,Beyond the tip - signs of emerging risk trends,Leader site visits; Leader Audits/conversations,

7、Permit to Work audits; JSA Audits ; HSE Training,Safety Critical Equipment PM; PM backlogs,Closure of actions - investigations; audits; hazids,Safety Observations; Proactive Near-Miss reports,These are the outcomes we try to avoid,see the Risk,Reading the signs of emerging risks,Fatality,Lost Time/

8、DAFWC,Medical Recordable,First Aid,Near Miss incident occurred,Leading indicators check safety program gaps,Lagging indicators,Intervention opportunity,Leader site visits; Leader Audits/conversations,Permit to Work audits; JSA Audits ; HSE Training,Safety Critical Equipment PM; PM backlogs,Closure o

9、f actions - investigations; audits; hazids,Safety Observations; Proactive Near-Miss reports,Management intervention more difficult,Points of intervention,Fatality,Lost Time/ DAFWC,Medical Recordable,First Aid,Near Miss incident occurred,Managing at this level means that you have injure people to lea

10、rn,.,6,8,TRAINING,PERMIT AUDITS,LEADER SITE VISITS,NEAR MISSES,LAST BARRIER,Event without loss,STOP,FIRST AID,RECORDABLES,DAFWAC,FATALITY,Existing Barriers,INCIDENTS,Incidents Involving Loss,Opportunity to intervene earlier when warning signs are seen through deficiencies in people readiness or proc

11、ess,Event Stopped,PROACTIVE NEAR MISS,Event has occurred,Creating the intervention on the barriers,.,7,Planning: ALL energy is controlled Competent workers Fit workers Inspected equipment Clear Procedures,Inherently Safe Designs: Gas Detection Relief valves Emergency Shutdown Devices,Execution Tool

12、Box talks Site Inspection/SOCs Permit audits Supervision PPE,Separating energy from people ,ENERGY,NEAR MISS,RECORDABLE,DAFWC/ LOST TIME,Leading indicators measure work planning and execution controls,.,8,Safety Leading indicators measure,Leadership presence on sites and involvement in incisive audi

13、ts Engagement of the workforce in owning safety Level of adherence to company standards Weakening of controls Early signs of complacency Preventative maintenance not being completed Level of deficiency in risk assessment and Permit to Work Understanding of hazards,.,9,How relevant for these leading

14、trends?,Over 4 years observed negative trends in relevant leading indicators precede accidents by 6 months Provides a source of proactive intervention to motivate leaders Allows proactive communication with the workforce Allows you to regain control Can plan ahead when you expect seasonal downward t

15、rends Allows full participation of all Moves safety to being predictable rather than luck,.,10,Management tools understanding the pulse,.,11,What the trends predict,.,12,Deviations observed from leader conversations on site,.,13,Deviations from leader audits,.,14,Deficiencies in Permits from site le

16、ader audits,.,15,Workforce Observations,.,16,Input Frequency Increasing,HIPO 50% RIF 30% First Aid 20%,SOCs and equivalent- 30%; STOPs - 20% Training hours - 20%; Near Miss 10%; Closure of actions on time 20%,Decreasing Injuries,Driving improvement with leading indicators,The chart shows the movemen

17、t of teams over the last 3 months.,.,17,Risks?,Persons who are not used to predictive intervention will consider these to be an over-reaction Without the proper training and coaching this can result in getting numbers without quality leading indicators There must be leadership buy-in to make the intervention without waiting until accidents begin Leading indica