Dupont de Nemours

1Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.

Report outReport outPDOPDO

STOP Progress STOP Progress AssessmentAssessment

May 4 & 5 May 4 & 5

May 7 2002Wil Kolk

Sen. Consultant


Scope of the AssessmentScope of the Assessment

To make a quick assessment of the progress made by PDO with the STOP program, since the introduction in 1999

To offer recommendations to support PDO’s efforts to obtain the full benefits of the STOP program


MeetingsMeetings

Fahud

- Cross section of the PDO organization, (Operators through Site manager)

- HSE manager Galfar

Main office in Muscat - PDO HSE managers/professionals (5)

- HSE manager BEC


Gratitude Gratitude

I like to express my gratitude for the hospitality,

co-operation and openess experienced during my

visit and in the meetings


Objective of STOP for Objective of STOP for SupervisionSupervisionTo train each member of line management to eliminate injuries from his or her area of responsibility by: Skillfully observing people while

they work Reinforcing safe work practices Correcting and preventing

recurrence of unsafe acts


•

• Unsafe acts & Unsafe conditions

• 96% / 4 %

Fatalities

Lost Time Injuries

Medical Treatment

First-aid Cases

The causes of injuriesThe causes of injuries

Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.

Injuries

The Dynamics of Safety Culture

Dependent Independent Interdependent

Management CommitmentCondition of EmploymentDisciplineRulesSupervisory ControlValue for People

Personal CommitmentSelf-ManagingSelf-DisciplineSelf-ResponsibilityPersonal GoalsCare for Self

Team BuildingTeam CommitmentDevelopment in TeamHelp Others ConformValue for Each OtherTeam Goals

Time


How did the STOP training go How did the STOP training go in PDO ?in PDO ?

Fahud OFO & OFE

- Recommended cascade steps were strictly followed, with exception that the focal point remained the leader

- Goal group was expanded with senior technicians and technicians


How did the training go How did the training go (cont’d) ?(cont’d) ?

HES and Drilling Department

- Not all members of goal groups were trained (availability, turn over)

- Short cuts were taken in the recommended steps (STOP program came together with other initiatives)


Recommendations for STOP Recommendations for STOP trainingtraining

Identify who need “fresh” STOP training or who need to complete their STOP training

Provide STOP training as identified to be required

Use leaders of the original multiplier team


On going phase in STOP On going phase in STOP programprogram

Scheduled safety observation tours (STOP audits) - always reported

Ad Hoc observations - reported/not reported


Successes in on going phaseSuccesses in on going phase

Fahud

- safety awareness increased - line management takes more action - more insight into what is going on - friendship increased - good quality observations and actions - operators & technicians participate - site manager plays an active role, reviews quality and quantity of cards (awards)


Successes in on going phase Successes in on going phase (cont’d)(cont’d) At several other operations, the site manager or the HSE manager push the system , resulting in a high number of reported observations

The corporate HSE group has energy for the program (demonstrates to have value for it)

Contractors have active STOP programs, and their data are shared


Known PitfallsKnown Pitfalls

Lack of demonstrated commitment from

Top management Line management

Not using the STOP Safety Observation Cycle

Failure to Decide To insist on immediate action


DuPont Safety PrinciplesDuPont Safety Principles

All injuries and occupational illnesses can and must be prevented.

Safety is everyone’s responsibility.

MANAGEMENT IS DIRECTLY ACCOUNTABLE FOR PREVENTING INJURIES & OCCUPATIONAL ILLNESSES

Safety is a condition of employment.

Safety AUDITS must be conducted.


OrganizationOrganizationPolicyPolicy

Responsibility & Accountability

Responsibility & Accountability

Goals & ObjectivesGoals &

Objectives

StandardsStandards

MotivationMotivation

CommunicationCommunication

TrainingTrainingAuditsAudits

SupportiveSafety

Personnel

SupportiveSafety

Personnel

IncidentInvestigations

IncidentInvestigations Visible

ManagementCommitment

VisibleManagementCommitment

People Safety Management People Safety Management


Known PitfallsKnown Pitfalls

Lack of demonstrated commitment from

Top management Line management

Not using the STOP Safety Observation Cycle

Failure to Decide To insist on immediate action


DECIDE

STOP

OBSERVE

ACT

REPORT

The Safety Observation Cycle The Safety Observation Cycle


Known Pitfalls (cont’d)Known Pitfalls (cont’d)

Setting up unhealthy competitions and card quotas

Viewing STOP as punitive


Identified obstacles Identified obstacles (challenges)(challenges)

Language problems

Cultural differences

Difficult to find people at certain locations

Short term contractors


Recommendations for on Recommendations for on going phasegoing phase

Move from quota for number of cards to

number of scheduled observation tours

Determine safety statistics per location, celebrate successes

Share best practices - link with contractor programs - audit results as leading indicator


Recommendations for on Recommendations for on going phase (cont’d)going phase (cont’d)

Review STOP administration

Review observation tours in accident/incident investigations as one of the possible key factors (why did we not see this before?)

Repeat a progress assessment after some time


Scheduled safety observation Scheduled safety observation tourstours

Develop schedule - ~ 30-45 minutes- cross boundaries

Follow-up that schedule is adhered to Restrict delegates Dedicate audits to safety Decide on reporting ad hoc

observations


Concluding Concluding

The STOP program requires time and effort from the entire organization, and in particular from Management

But this pro active tool also yields a lot - less pain and suffering - less costs, time and effort associated with injuries

Shukran and much success with STOP


How to contact us How to contact us

Dubai:

[email protected]

The Netherlands

[email protected]

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Dupont de Nemours