Petrochemical Corporation of Singapore (Private) Limited

PCS 1st Quarter 2019 Contractors Dialogue / Jurong

Island Vision Zero Open Sharing
7 March 2019

VISION ZERO
A Sustainable Safety Culture with
Behaviour Based Safety
 A Sustainable Safety Culture

1. Transformation to Zero Incident

2. Workplace Safety and Health
Programmes
3. Behaviour Based Safety
a. A Journey to Workplace Safety and Health
Success
b. Management to take Lead – Top-down and
Bottom-up
c. Challenges on Sustainability
4. Takeaway

2
 A Sustainable Safety Culture

1. Transformation to Zero Incident

2. Workplace Safety and Health
Programmes
3. Behaviour Based Safety
a. A Journey to Workplace Safety and Health
Success
b. Management to take Lead – Top-down and
Bottom-up
c. Challenges on Sustainability
4. Takeaway

3
 1. Transformation to Zero Incident

PCS had painful falling from height

incident in 2004  Management
made major transformation

Achieved: >14
Major Believe Believe Zero
years + >40
transformation solutions to incident target
million worked
to Total WSH problems achievable
hours LTI Free
2011 bizSAFE
Mentor

Sharing on Health and Safety to industry

- content as reference  modify to suit situation
- work at it with all your heart, save lives

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1. Transformation to Zero Incident
HSE Journey for Continuous Improvement
Launched BBSO
in 2004
 Central HSE Committee
till 2Q 2004

2009: SS 506
2004: 2Q Part 3
Established
 HSEMS 1st issued RC
1999:
Jan 1997 Subscribed Committee
Responsible

Safety and OHS elements)

Singapore Standard SS

(amalgamation of Process
506 Part 3 in Dec 2009
Care®; SCIC
1997: HSE +
Process Safety

 OHSAS 18001
Mgt System

– Nov 2002
– Jan 2000
 ISO 14001
1980s: Health,
Safety &
Environment
(HSE)

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1. Transformation to Zero Incident

Senior Management Ownership & Responsibility

PCCA contractors’ representative as a

member of RC Committee since 2004

6
1. Transformation to Zero Incident

Always feel vulnerable; chronic unease

Concerns
numerous health and safety incidents occurred elsewhere

Never “bet on luck” – understand cause-and-effect

never provide budget “waiting” to cover incident cost

Design for workplace health and safety

plan for incident-free workplace

Management ownership / responsibility

not sole duty of health and safety personnel

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1. Transformation to Zero Incident

Sense of Vulnerability – zeal to continuous improvement

Uncover Pathway Challenge

• Potential known • Ensure
Black Swan • Black Swan Swan
Events becomes remains
White Swan White
In-situ Risk
Assessment
Eliminate Black Swan Events
[Black swan events are typically random and are unexpected]
[“Surviving the black swan, strategies for process safety…”, John F. Murphy]

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 A Sustainable Safety Culture

1. Transformation to Zero Incident

2. Workplace Safety and Health
Programmes
3. Behaviour Based Safety
a. A Journey to Workplace Safety and Health
Success
b. Management to take Lead – Top-down and
Bottom-up
c. Challenges on Sustainability
4. Takeaway

9
2. Workplace Safety and Health Programmes

Risk Risk Permit-to-

Safety Culture
Management Assessment Work System
• Hierarchy of • Formal Risk • Permit-to- • Individuals
Risk Control Assessment work follow rules
• Elimination • In-situ RA / authorisation and
• Substitution KYT just form regulations
• Engineering before • Workplace / even if no
/ Isolation performing condition one around
• Admin / task, or verification • Self control
Training MOM called • Supervision • Safe
• Personal it Last behaviour
Protective Minutes Risk
Equipment Assessment
(LMRA)

Always be Anticipate Resolve

Prepared Risks Issues

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2. Workplace Safety and Health Programmes

Hierarchy of Risk
Control

Best Control Effectiveness

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2. Workplace Safety and Health Programmes

In-situ Risk
Assessment (since 2006)
Workplace Ensure
Re-assess
conditions safe to
at site
changing work

Risk In-situ Risk

Plan Assessment Assessment
Work (RA) (iRA)

Workplace Permit-to- Commence

Preparation Work Work
Approved

In-situ Risk Assessment (iRA)

 derivative of KYT - Kiken Yochi Training (Japanese 危険予知訓練)

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2. Workplace Safety and Health Programmes

Occupational
Safety
+
Process Safety Safety

Health & Wellbeing at Work

 Environmental –
atmosphere, ergonomics Health
 Physical – age, health
conditions
 Emotional – relationships, Wellbeing
care
 Organisational – schedules,
expectations

Towards Zero Incident

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2. Workplace Safety and Health Programmes
Health & Wellbeing at Work
Environmental Physical Emotional Organisational

• Atmosphere • Fitness • Relationships • Schedules

• Noise • Age • Family • Expectations
• Dust • Health • Workplace • Relationships
• Heat conditions • Mental health • Peers
• Chemical • Fatigue • Suffering • Superiors
• Electrical • Weight losses • Partnerships
• At height • Height • Care • Associations
• Ergonomics • Height • Listening • Contractors
• Rest area phobia relief • Counselling • Teamwork
Culture

Design for Education, Recognise Promotional HSE

Safety Health Capacity Issues at Activities / Promotion
Wellbeing Building Work Programmes Committee

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 2. Workplace Safety and Health Programmes
 WRMSD, NID, Hygiene thrusts
Ensure compliance to safe levels of toxic substances in air specified in
the First Schedule of the Workplace Safety and Health (General
Provisions) Regulations

Monitoring / intervention Noise Mapping

 monthly chemical exposure monitoring
(Benzene, Butadiene)
 three-yearly “Workplace Noise
Monitoring”
 annual “hearing/audiometry test”

Prevention
 100% PPE compliance (hearing protection)
 warning signages displayed at high noise areas
 annual “Hearing Conservation” refresher training
(Hearing Conservation Programme)
 Designated Workplace Doctor consultation on
WRMSD
 talks on work posture (Administrative and Site
work)
 Behaviour Based Safety observation /
intervention on “Body Use and Ergonomics”

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 2. Workplace Safety and Health Programmes
28 In-house
Contractors; 2011
many since bizSAFE
1980s Mentor

2001 PCCA Min bizSAFE Level 3;

Formation; most at Level Star,
2004 3 at Partner
Restructured

Petrochemical Complex Contractors Association (PCCA)

Collaboration – unite Contractors companies

Self-regulating – challenge: healthy and safe workplace

Manage ATO – train workforce for HSE excellence

PCS safety culture sink roots – workers take ownership

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 2. Workplace Safety and Health Programmes
All-inclusive
Partnership
Levelling-up  Contractors
association PCCA
 Competency training on managing ATO
work skills, WSH skills  Sponsor core group for
and basic language external WSH training
skills (English) and seminars
Capability Building  Joint team in external
 Engaging Contractors
on WSH culture events
 Monthly training
building (CultureSAFE)
sessions, sharing
incident lessons
Management learnt
Commitment  Monthly Mass Tool
Box meeting
 Quarterly dialogue with  Engagement /
Contractors communication
Management
 Annual Contractors’
HSE meeting with
Contractors Senior
Management

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2. Workplace Safety and Health Programmes

Partner with Contractors’ Management

All-inclusive
Partnership
 Contractors
association
PCCA
managing ATO
 Sponsor core
group for
external WSH
training and
seminars
 Joint team in
external events

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2. Workplace Safety and Health Programmes

Close Communication with Contractors’ Workers

All-inclusive
Partnership
 Contractors
association
PCCA
managing ATO
 Sponsor core
group for
external WSH
training and
seminars
 Joint team in
external events

Monthly Mass Tool Box

Meeting

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2. Workplace Safety and Health Programmes
Integrating Safety and Health in the Workplace
Vision Zero
Safety Behaviour
Culture Based Safety
Observation

Suggestion STop-And-
Scheme Human Report
Wellbeing-
Make our ideas Safety-
work Health
Programmes

Near Miss Speak Out

Report for Safety
Heinrich 300-29-1 Model

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 A Sustainable Safety Culture

1. Transformation to Zero Incidents

2. Workplace Safety and Health
Programmes
3. Behaviour Based Safety
a. A Journey to Workplace Safety and Health
Success
b. Management to take Lead – Top-down and
Bottom-up
c. Challenges on Sustainability
4. Takeaway

21
3. Behaviour Based Safety
A Journey to Workplace Safety and Health Success

Hierarchy of Risk
Control

Best Control Effectiveness

Behaviour
Based
Safety

22
3. Behaviour Based Safety
A Journey to Workplace Safety and Health Success

Behaviour Based Safety Creates a safety partnership between

Management and Employees

Focuses People’s attentions and actions,

daily safety behaviour

Focuses on what People do – Peer-to-Peer

• Analyses why they do it  arrive at strategic solutions

• Applies intervention strategy to improve what people do
• Scientific approach in dealing with behaviour based safety

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3. Behaviour Based Safety
A Journey to Workplace Safety and Health Success

Acronym of PCS’ BBS Observation - TRUsT

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3. Behaviour Based Safety
A Journey to Workplace Safety and Health Success

PCS Behaviour Based Safety Acronym

Behaviour You have TRUsT in me
Based because you know I care
Safety
Observation

Respect
I Respect our work together
and I am going to watch your
work to give you behaviour-

TRUsT
No based feedback
Name
Us
We trust, respect and coach
each other. This is about Us
No
Blame Truth The Truth of this behaviour-
based safety is Trust,
Respect and Unity

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3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up

BBS process / activities must include all Employees, from CEO

Successful BBS Process to managers, frontline workers, contractors

Changes in behaviour, policy, procedures and/or systems must

have buy-in and support by all who are involved in making
decisions

BBS initiatives and supporting programmes must be based on

scientific knowledge

• Line of fire – in the direction of (potential) energy source;

unprotected; exposed; endangered; unguarded
• Body use and ergonomics
• Repeated actions – Work-Related Musculoskeletal
Disorders (WRMSD), Noise Induced Deafness (NID)

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3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up

Preparation and Launching of BBS

PLAN  SOP, TOR, CBIs, Organisation, Process
Name/Logo

DO  Launching BBS, Implementation, WSH + BBS

training
CHECK  Statistical analyses, KPIs, % at-risk
behaviour

ACT  Proactive actions, Promotions for

sustenance

CBIs = Critical Behaviour Inventory:

PPEs for fall, respiratory protection, head/foot protection,
eyes/face/hearing protection, line-of-fire, pre/post job inspection, etc.

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 3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up

BBS Steering Committee Organisation

Management (GM of Plant)

Mgt Sponsor (Appointment Holder

(HSE Manager) (Advisory) Facilitator – rotate half-yearly)

Fire &
HSE Security Operations Maintenance Admin Contractors

PCCA
Peer-to-Peer Observers from Staff and Contractors (Petrochemical
Complex Contractors
Association)

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3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up
Launch of BBS TRUsT Process - 16 Aug 2004

MD Mr. S Tajima gave the opening GMP Mr. Lucas Ng HK

address and declared the official DMD Mr. Philip Parker
introduced the members of the
kick-start of BBS implementation closing address
TRUsT Steering Committee

A well attended ceremony Lecture and demonstrated Behaviour Based Safety

as this photograph shows safety tips and safe behaviour Commitment
for scaffold users

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3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up

Two-way
Communication

Talk Message Listen

Sender Receiver
Feedback

Feedback Improves Communication

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3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up

Two-way Communication – Top-down

• Be vigilant in all safety risks

Proactive • Sense of vulnerability / chronic unease –
Leadership pointers for risk elimination
• Cultivate and preserve safety culture

Senior • Be visible, accessible, walk at sites

Management • “See for yourself”, walk the talk
with Line • Know status of facilities, support for timely
Managers rectification of defects

Senior • Treat Contractors as partners

Management • Work with Contractors Association
with Contractor • Include Contractor Representative in
Management Responsible Care® Committee

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3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up

Two-way Communication – Bottom-up

• Peer-to-peer Behaviour Based Safety

Blame-Free Observation (BBSO TRUsT)
Environment • Speak Out for Safety (SOS)

Empowered to • Stop ongoing unsafe activities and report to

superior
Intervene and • STop And Report (STAR) complementing
Report BBSO and SOS

Platform for • Suggestion and find-and-report schemes for

facilities integrity and reliability
Suggestion and • Prompt and positive response from senior
Feedback management made possible Make our ideas work

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 3. Behaviour Based Safety
Management to take Lead – Top-down and Bottom-up

Monthly Management Review of TRUsT Statistics

NUMBER OF BBS OBSERVATIONS

1400

1200
1203 Action items for Capacity Building
NUMBER OF OBSERVATIONS

1008
1000
Focus-Area
796 801 779 Observation Sheet Action
800 746 755 764 738 738 Comments Wrong
695 672 Quality Alignment
in Order CBI
600
CBI-1.1: Line Of Fire This at-risk behaviour should
be learnt so that we can
While loosening bolts and nuts for the prevent repeating it.
400 feed blind, he was loosening the bolt

200
and nut closest to him first because of
convenience.  Action: When loosening
bolts, always start with the
bolt further away from the
person to keep out the line of
0 fire.
Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 CBI-5.5: Fall Protection The comment writing is too
long winded. Need to
While erecting scaffold pt F-180 Ole -1 improve quality writing of the
9th level, scaffolder hook 2 lanyards on

Ole-I PERCENTAGE AT-RISK IN PCS PCS

permanent h/r but below waistline
because busy attending erection &  Observation Sheet.
Action: To coach (the
assured already hook. (Educate Observer) on proper writing
Ole-II 10 10 QCL
scaffolder to hook above waistline to of comments on at-risk
9 9 prevent height of falling.) vindes observation.
7.72 7.86 7.91
8 7.10 5.22 7.31 7.36 8 CBI-1.1: Line Of Fire Observer mistaken this CBI-
7.17
6.92 6.76 1.1 as at-risk behaviour,
6.39 While cycling along Ave C, cycling in
7 7
 which was not correct.

Percentage (%)
parallel because momentarily forget
Percentage (%)

5.79 safety rules of complex. (Constantly Action: To coach observers

6 6
remind cyclist in line.) that such at-risk behaviour is
5 5 not CBI-1.1.
3.37 3.84 3.22 3.57 3.37
4 2.89 3.37
3.00
3.37 3.13 4 CBI-5.5: Fall Protection Observer miss-
2.52 2.62 understanding the act as an
While painting new piping on the at-risk behaviour.
3 3.70 3
2 2.56
3.10 3.04
1.99
2.49
2.38
2.94
2.83
2.79 2.52
2.93
2.60 2
scaffolding above 2 meter, he was not
wearing safety harness because he
thought the scaffolding was enough to
 Action: To coach observers
that there is no need to use
2.16 1.92
1 1.88 2.20 1 protect him. safety harness when
1.87 1.69 1.68 standing on proper scaffold.
1.43 1.29 1.10 1.36
0 0
Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19

Olefin I Olefin II PCS QC

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 3. Behaviour Based Safety
Challenges on Sustainability

Year Month Behaviour Based Safety Activities

Brief History of Success Journey

2004 16 Aug  Launched BBS TRUsT Process

2005 Mar ~ Nov  Launched Reduction of Enabled At-Risk Behaviour (REAR) programme
 2 Admin Departments joined BBS TRUsT
 Formed Barrier Removal Team – tackled Difficult and Non-enabled At-Risk Behaviour
 Implemented Departmental Capacity Building programme
 Conducted BBS TRUsT Awareness Training to SOC and In-house CSIT programmes
2006 Jan ~ Aug  Launched BBS TRUsT Incentive scheme
 Extended BBS TRUsT Awareness Training to Business Departments and Ad-hoc
contractors
 Reviewed BBS TRUsT and its Sustainability
 Implemented High Intensity BBS TRUsT Observation (HIBTO) programme in PCS-II
Turnaround
2007 Feb ~ Jul  Implemented BBS TRUsT High Profile into mainstream operations
 Launched BBS TRUsT Champion scheme
2008 Aug  Implemented HIBTO in PCS-I Turnaround (henceforth future TAs and de-centralised TAs)
2009 Apr  Rejuvenated BBS TRUsT process
 Launched Quality BBS Submission (QBS) scheme
2011 Mar ~ Aug  Produced BBS TRUsT Video for Champion training and PCS-II Turnaround (LCD display)
2014 Sep  Celebrated BBS TRUsT 10th Anniversary
2015 Jun  Launched Exemplary Safe Staff / Worker Role Model (of the Month) campaign
2016 Jul  Implemented BBS Star Model Awards in PCS-II Turnaround
2018 Jul  Implemented BBS Star Model Awards in PCS-I Turnaround with relatively major revamp
2019 Current  Planned and working towards 15-year anniversary commemoration ceremony

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3. Behaviour Based Safety
Challenges on Sustainability

Examples of Percentages of At-risk Behaviours

35
3. Behaviour Based Safety
Challenges on Sustainability

BBS Steering Committee meets Monthly

Ensure Good Communication – custodians, etc

Agenda – Statistics, quality, KPIs, improvement

Capacity building – training, improvement sharing

Promotional activities – TRUsT Champion, QBS

BBS incentive – Exemplary Safe Staff / Worker

Success also hinges on PCS’ unique teamwork Culture

36
3. Behaviour Based Safety
Challenges on Sustainability

37
3. Behaviour Based Safety
Challenges on Sustainability

38
3. Behaviour Based Safety
Challenges on Sustainability

39
3. Behaviour Based Safety
Challenges on Sustainability

Quality BBS (QBS) submitted by

BBS TRUsT Champions

40
3. Behaviour Based Safety
Challenges on Sustainability

41
3. Behaviour Based Safety
Challenges on Sustainability

Monthly Exemplary Safe Staff and Workers

42
 A Sustainable Safety Culture

1. Transformation to Zero Incidents

2. Workplace Safety and Health
Programmes
3. Behaviour Based Safety
a. A Journey to Workplace Safety and Health
Success
b. Management to take Lead – Top-down and
Bottom-up
c. Challenges on Sustainability
4. Takeaway

43
4. Takeaway

• High hazards installations and complex facilities

require holistic safety management system and
beyond
• Behaviour Based Safety – employee-driven safety
process
 Support by Senior Management
 Work closely with contractors for productive process
 Take time to cultivate behavior based safety culture

“Senior Management commitment with

Top-down and Bottom-up two way
approach will lead to Sustainable Safety
Culture towards Vision Zero”

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 PCS 1st Quarter 2019 Contractors Dialogue /
Jurong Island Vision Zero Open Sharing (7 March 2019)

THANK YOU

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