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Changing Minds A practical guide for behavioural change in the oil and gas indu

Changing Minds A practical guide for behavioural change in the oil and gas industry 1 A practical guide for behavioural change in the UK oil and gas industry Preface Behaviours and human factors are widely recognised as having an important effect on accident causation and accident prevention. Many researchers have done work to investigate these effects and to develop tools and methods to modify behaviours. The Behavioural Issues Task Group was set up to review the large amount of information that is currently available and to provide the industry with practical guidance on how to select and implement suitable programmes. In compiling the report, the Task Group has reviewed the available research and then developed a model to assist the user through the process of identifying behavioural issues, developing action plans, implementing corrective actions, and evaluating the effectiveness. Where there are uncertainties or gaps in the available research, the Task Group has exercised its judgement to lead the user from one part of the process to the next. This decision was taken to help deliver the practical guidance that is required. The views expressed are those of the Task Group. It should be noted that the report has been written with a focus on the UK oil and gas industry. This has led the task group to make assumptions about the current level of safety development that are considered to be valid for the UK oil and gas industry but may not be valid for other industries or other parts of the world. The safety culture maturity model, presented in the report, should not be seen as a new initiative. It is a framework to assist the development of a strategy and plans to address behavioural issues, and to help the selection of appropriate interventions. Use of the model should help to avoid the introduction or continuation of unnecessary initiatives. It must be emphasised that behavioural approaches should not be seen as the panacea for all safety problems. Behaviour modiﬁcation is not an alternative to sound safety management policies, systems and procedures. However, when these are well established and functioning effectively, behaviour modiﬁcation can play an important role in achieving further improvements in safety performance. Changing behaviours is not easy nor a quick ﬁx to improve safety performance. People need the time and space in their work schedules to be able to work on the changes. It will take time for beneﬁts to show through as measurable changes in lagging performance measures. We hope that the contents of this report will help, and encourage, companies to make the changes necessary to improve performance. 2 A practical guide for behavioural change in the UK oil and gas industry Behavioural issues task group members Champion/Leader Mike Straughen AMEC Process & Energy Facilitator/Support Stephen Williams Step Change / Shell UK Exploration & Production UKOOA Mark Wilkinson Arco OCA Ross Robb AMEC Process & Energy IADC Ross Richardson KCA Drilling OIM Network John Smith Shell UK Exploration & Production David Carroll Step Change / BP Amoco Elected Safety Mick McGurk Shell UK Exploration Representatives & Production, Fulmar Graham Stewart Wood Group, Brent Delta Steve Walton Wood Group, Brent Charlie Alan Thomson Step Change / AMEC Process & Energy Human Factors/ Bob Miles Health and Safety Executive psychology input Mark Fleming The Keil Centre, Edinburgh 3 A practical guide for behavioural change in the UK oil and gas industry Table of Contents Preface 1 Part one: Framework for behavioural issues 5 1.1. The importance of behavioural issues 5 1.1.1. The impact of behaviour on safety 5 1.1.2. Behaviour, safety culture and safety climate 6 1.1.3. Definition of terms 7 1.1.4. Improving safety and business performance together 9 1.1.5. Total quality management: Applying business models to safety 10 1.2. A model for safety improvement 11 1.2.1. Safety culture maturity model (SCMM) 12 1.2.2. A safety culture improvement process 14 1.3. Conclusions from Part one 16 Part two: Toolkit and guidance on implementation of safety culture improvement process 17 2.1. The safety culture improvement process 17 2.1.1. The ‘Assess’ Stage; use of diagnostic tools 17 2.1.2. The ‘Plan’ Stage; selection of intervention tools 22 2.1.3. The ‘Do’ Stage 27 2.1.4. The ‘Monitor’ Step 34 2.1.5. The ‘Re-assess’ Stage 36 2.2. Inter-company interfaces 36 2.3. Individual behaviours 36 4 A practical guide for behavioural change in the UK oil and gas industry Appendices Appendix 1: Overview of safety culture improvement process 38 Appendix 2: Key learning points from guide 40 Appendix 3 : Summary of review of six safety climate survey tools 42 Appendix 4: Upward appraisal questionnaire 47 Appendix 5: Summary results from the Step Change survey of offshore experience with behaviour modification programmes 52 Appendix 6: Summary of guidance for implementation: pre-conditions and key success factors 54 Appendix 7: Task group activities 58 Appendix 8: References and resources 59 Acknowledgements 61 5 Part one: Framework for behavioural issues Framework for behavioural issues Over the past ﬁve years, wide interest in the role of behaviours has led to the development of numerous safety climate tools and behavioural modiﬁcation programmes. However, experience with these programmes has been variable with some companies reporting good success whilst other companies using the same programmes have not been successful. This report aims to provide a practical framework for the process of identifying behavioural issues and taking effective action to address them. The report is aimed primarily at the UK oil and gas industry and is based on the assumption that the industry has already reached a fairly well developed position on safety management as shown by: • There is a wide awareness of safety issues and the need to improve safety, • Safety is considered during the design and fabrication of equipment and facilities, • Safety management systems and procedures are in place, • There have been large improvements in safety but performance has plateaued in recent years. Different conditions may be applicable for other industries in the UK, or the oil and gas industry in other parts of the world. The above assumption is important as addressing ‘behaviours’ must not be seen as an alternative to ensuring that adequate engineering design and effective safety management systems are in place. The importance of behavioural issues 1.1.1. The impact of behaviour on safety There are good reasons to target the behavioural aspects of safety, as part of an integrated approach to safety management. During the past 10 years, large improvements in safety have been achieved through improved hardware and design, and through improved safety management systems and procedures. However, the industry’s safety performance has levelled out with little signiﬁcant change being achieved during the past few years. A different approach is required to encourage further improvement. This next step involves taking action to ensure that the behaviours of people at all levels within the organisation are consistent with an improving safety culture (Fig. 1). Part one: 1.1. Engineering Systems Behaviours 6 A practical guide for behavioural change in the UK oil and gas industry Figure 1: The impact of behaviour on safety Unsafe behaviours play a major role in many of the accidents that are still occurring in the offshore oil and gas industry. In November 1998, a series of workforce workshops were held to identify priority areas for improving safety. These workshops concluded that safety leadership and behaviour modiﬁcation programmes were amongst the most important issues for improving safety in the UK oil and gas industry. Behavioural issues are important, because behaviour turns systems and procedures into reality. It is not enough for an organisation to have good systems, because performance is determined by how organisations actually ‘live’ or ‘act out’ their systems. This point is illustrated by the fact that although airlines across the world ﬂy similar types of aircraft, with crews who are trained to similar standards, the risk to passengers varies by a factor of 42 across the world’s air carriers 1. Since these organisations have very similar technology, systems and structures, the difference in performance is largely attributable to systematic differences in the behaviour of their employees . 1.1.2. Behaviour, safety culture and safety climate Safety culture has been described as the collective values and attitudes of the people in the organisation; “it is the way we do things around here.” This can also be considered as the result of the interactions between the ‘person’, the ‘job’ and the organisational factors. Safety climate is the surface features of the safety culture reﬂected in employees’ attitudes and perceptions. These elements have been combined in the model shown in ﬁgure 2. Time Accident/Incident rates 7 Part one: Framework for behavioural issues Figure 2: Human and organisational aspects of safety An important implication of the interactions shown in ﬁgure 2 is that whilst the unsafe behaviour of an individual is often the ﬁnal act in an accident sequence, their behaviour will have been inﬂuenced by the job, environment and the organisation within which they work. People don’t simply do what they are told, e.g. work safely or stop the work. They uploads/Management/ changing-minds-guide.pdf