Michael J. Turner
HSE Manager ORYX GTL
Abstract: In December 2009, our Chief Executive Officer Abdulrahman Al-Suwaidi, initiated ORYX GTLs highly successful safety culture transformation programme called Road to Zero Harm Campaign. The primary objective of this, being to introduce and embed the companywide-shared value that, Safety is Our Way of Life. In August 2012, following a consistently high level of commitment from all levels of our business, we reached Total Recordable Injury Rate (TRIR) of Zero. We did not see this as the end of our safety journey, but as a milestone on a continuous journey. Following a variety of activities and changes in our practices we now face new challenges in how we go Beyond Zero. We see Beyond Zero as a challenge to move away from controlling safety to assuring safety. This behaviour change involves everyone. We consider we have reached Zero TRIR through the rigors of a robust safety control system. Going Beyond Zero is not about an even more robust safety control system, but about transferring its ownership from HSE practices to the whole company including our contractors. HSE can then focus on assuring the controls applied.
1. Introduction
ORYX GTL, a joint venture between Qatar Petroleum and Sasol, is a Gas-to-Liquids (GTL) plant converting natural gas into high-performing, ultra-clean liquid fuels. Its another way to monetize gas reserves. The ORYX GTL plant has been running since 2006 and as the first plant of its kind and scale has proven this new and emerging technology. In that time we have faced a variety of challenges and passed a great variety of operational milestones. Our Vision: We are a principled, environmentally responsible company committed to creating an efficient diversified energy business, developing our people and adding value to Qatars natural resources. Qatar's health, safety and environment (HSE) regulatory regime is developing as the countrys economy continues to grow and expand. Although existing legislation in Qatar addresses various aspects of HSE, the need for a robust HSE regime is becoming increasingly evident. Ensuring compliance with the requisite provisions of various laws and regulations, in the absence of centralised legislation, presents additional and unique demands from senior management and HSE practitioners that are not always encountered in other HSE regulatory regimes. In addition to making a contribution to the development of progressive, centralized HSE legislation, ORYX GTL adopted a unique approach to safety to ensure a world-class performance that would meet the expectations of the Companys employees, shareholders and other stakeholders, including Qatari society. Thus, in December 2009, the Chief Executive Officer (CEO), Abdulrahman Al-Suwaidi, initiated ORYX GTLs highly successful safety culture transformation programme. Called Road to Zero Harm Campaign, the expectation was for all contractors and staff to go home following a safe shift at work. The primary objective of the Campaign is to introduce and embed the companywide-shared value that Safety is Our Way of Life. Our senior management were all committed to making this a reality which they matched with a willingness to do whatever is required.
3. The Results
The most obvious result for us is the above graph showing our attainment of Zero TRIR. This alone is not enough as we also look at our safety culture.
Every year we undertake an engagement survey with all of our staff as a temperature check for our culture. Shown is the top scoring safety related questions answered by employees, which clearly shows the strength, depth and sustained safety culture in ORYX GTL. We have seen this score progressively increase in the past three years, as shown in the increment gained last year.
This is our incident triangle for the total plant shutdown we ran in February and March this year. This represents about 1.8 million manhours of work and as our third major shutdown was our first with a zero TRIR. We had a lot of contractors and new staff on site for this event and we were very tough with everyone on our safety requirements. This was in zero tolerance of PPE non-compliance and in a willingness to stop any job anyone was not happy with. We had a safety stand down at two points du ring the shutdown due to concerns of increasing near miss trends and every week worked without a first aid case was celebrated with chocolate and soda. Although we had 6 first aid cases, we still handed out over 12,000 bars of chocolate.
5. Conclusion
We have achieved these results through a lot of safety controls, by increasing our safety personnel presence and trying to ensure things are done correctly. This policing approach gets results, but has limited sustainability. The challenge we now face is how we assure things are done correctly and that it is part of our culture and that of our contractors. This move from control to assurance is our biggest challenge yet and our primary driver to go Beyond Zero Harm.