A variety of industries, oil and gas included, have tried and have progressed a variety of approaches to improve HSE performance. Unfortunately, while incidents still occur, it is the general consensus that most workplaces across the vast majority of industries are safer today than they were 20 years ago, 50 years ago; and particularly, more than they were 100 years ago. Not to understate the role that the change in societal demand has had, safer workplaces are in large part due to the efforts of regulatory bodies, academia, specialized consultants, HSE professionals, and industry leaders who have advanced attention and improvements in not only workplace safety, but focused on the occupational health implications of work, and the impact work can have on the environment. Early on, these improvements were based on simple recognition and elimination of obvious hazards. Through time, particularly over the past couple decades, efforts have focused on the role that culture and human factors play in the workplace as the present frontier to drive HSE performance improvements. Typical to most human factor and culture approaches, at their center are: behavior, leadership and/or interdependency. Historically, the attempt has been to pursue each of these separately, though sometimes in combination, as evidenced through the myriad variations of Behavior-Based Safety programs, Safety Leadership programs, and Safety Culture programs used across the industry today. In 2010, Baker Hughes internally developed an approach that uniquely linked each of these central ingredients to capture the synergy of the interactions between behavior, leadership and interdependency. The approach, launched as the HSE Leadership Academy, successfully evolved the organization's culture to produce the belief that being incident free is possible. Coined the Perfect HSE Day, this mindset says zero incidents is not only achievable, it is sustainable. The Perfect HSE Day is now a central feature of the company's solutions to making zero HSE incidents a reality. The performance improvements that have occurred since its introduction in 2013 are pronounced, and are in large part attributed to it being a natural, self-introduced creation of the synergy that is being witnessed through real change in employee HSE Behaviors, real change in HSE Leadership and a palatable shift further in Interdependent HSE Culture. This paper addresses the concept of collective ownership and the key actions that Baker Hughes has taken to use the Perfect HSE Day as the next step in the journey to an Interdependent HSE Culture that will deliver Zero Incidents. The evidence this step is real and sustainable is: the authentic HSE ownership by employees;the bridging of the cultural differences across a multinational workforce;the affinity established between the company's values and each individual's values;the command it requires for interdependence and team effort to accomplish;the simplicity for everyone to understand and internalize; and,the direct connection of employees with a personalized measure of HSE performance.

Human factors approach in oil and gas industry is still an emerging science compared to other industries, where most human factors publications focus their application in the design stage. However, human factors methods can be applied at any stage; contributing to bridging the gap between "work imagined" and "work done" concepts. This paper aims to provide an alternative approach in Service Company's complex activity for hazard identification and risk assessment. A commonly utilized tool, Human Reliability Assessment (HRA), includes human factors in a risk assessment process, however, this method is time consuming and not easily adopted without extensive effort spent on training and operationalization. The approach proposed by the authors represents a simplified method focusing on key factors from Human Error Assessment & Reduction Technique (HEART), relevant to the nature of the Service Company's Operations. This is integrated into our existing qualitative risk assessment to recalculate the overall risk of a certain task. The process and the template for risk assessment is modified to include sections for human factors. Ongoing field rollout tests show positive indications in regard to improved error capturing for error producing conditions during the task that'll be consolidated by end of Q1-2018 after field test completion. Modified risk assessment approach will reshape the standard risk assessment practices, moving the focus to and targeting the inherent unreliability of the task as a result of error producing conditions caused by unavoidable human interactions within complex systems. This method will include a matrix for measuring operators’ understanding of the potentially existing risk through a dedicated questionnaire. This matrix measures improvements in the overall understanding of risk involved from the front line employees’ prospective. Expected benefits also include further improvements for risk assessment training and competency by the company. The hypothesis is that by introducing key human performance factors to the risk assessment will help build awareness of human factors and their relationship to the probability of an existing risk. Utilizing an already effective system – risk assessment – to introduce human factors methods will help avoid the complexity associated with its implementation and still get the benefit of key elements of a well-established method. This approach compares a standard risk assessment to one with integrated human factors. This comparison allows for assessing the gap between "work imagined" and "work done" practices, and for feedback from front-line employees as end-users of company procedures. This paper provides insights on how human factors can impact the level of risk and outlines the control measures targeted at such factors that can be missed if a standard risk assessment is applied.

The current traditional method of well control drills has several weaknesses. It is highly reactive and essentially only focuses on the right-hand side of a BowTie risk assessment. The method's assumption is that we must focus our drill efforts on personnel responses when the top event (on a BowTie) presents itself. Little or no action focuses on conducting threat response drills to address the full spectrum of the proactive left-hand side of the BowTie risk assessment. Additionally, because effective wellsite risk management requires active collaboration among parties, existing well control drills lack a holistic approach. They tend to be limited to the involvement of operators and drilling contractors with little or no participation from service providers that deliver the critical products and services at the wellsite. Service providers play a vital role in detecting weak signals and precursor events on the left-hand-side of the BowTie. These insufficiencies are further exacerbated by the transitory nature of crews, as well as products and services being delivered at the wellsite. Changing market conditions, dwindling capital expenditure and budgets, and the ever-increasing complexity of exploring and recovering hydrocarbons call to question our reliance on traditional safety approaches. Industry incidents continue to demonstrate that the traditional way of thinking and managing wellsite risks may not be sufficiently comprehensive. So, the question is: How can we ensure that transitory local crews will effectively respond to threats that pose an imminent risk to loss of well control? How do we validate operational readiness and optimize crew performance/response times? This paper represents the authors’ work continuation on the issues raised in their last year's paper, SPE-183462-MS "Proactive Learning from Process Safety Events to Prevent Process Safety Events in an Oilfield Services Provider". The deep-dive into the lessons learnt from the Upstream Process Safety incidents indicated that collaboration, coordination between the different stakeholders (operators, drilling contractors, and service providers) and their mutual well barrier understanding are critical in ensuring well integrity during operational execution. Certain pathways were identified as a necessity to develop a spirit of interdependence for collaborative barriers management. This paper aims at presenting one such pathway, developed to create a new approach for conducting collaborative drills at the right time, the right location, and with the right personnel to maximize the likelihood that we can effectively respond in a timely manner to major disruptions. This new approach proactively manages risk, drives operational and safety assurance. It develops a collaborative approach in managing threats at the wellsite, and optimizes the performance of local crews while minimizing human errors. The experiences in the Middle East of performing this novel approach to threats/major disruptions that can escalate into a loss of well control will be shared.

As an oil and gas industry, we are committed to "Getting to Zero" and to collaborating on our mutual goal of an incident free workplace. This paper describes our company's journey to embrace our industry's collective learnings, take action, and achieve a step change in HSE performance using a concept called "The Perfect HSE Day". The first phase of our journey involved benchmarking best efforts and addressing the learnings identified in various SPE "Getting to Zero" workshops since 2010. These learnings include visible leadership, engaging employees and the pervasiveness of lagging indicators. While we developed methods to address these issues, such as our leading indicator scorecards, we realized we needed to do more. We also needed to adjust our mindset and really embrace the idea that getting to zero is possible. The real barrier was quite simply that to achieve it, you must first believe it. It was absolutely essential for all company leaders to believe, take a stand, and publicly declare our goal to "Make Every Day a Perfect HSE Day". The second phase included defining the standard and metrics. Instead of focusing solely on safety, we chose a broad, well rounded approach, incorporating personal safety, transportation and also environmental aspects. The most critical part was employee engagement, to capture their hearts and minds using personal testimonials and a host of other means. It also meant celebrating success through daily email progress updates and enhancements to our HSE recognition program, among others. The third and final phase is the continual evolution of The Perfect Day. This is a journey, and we must keep the momentum going to keep it alive. We've used a variety of strategies, including a personal renewal of employee commitment through what has now become an annual "HSE Commitment Day". Using The Perfect HSE Day concept, we've achieved step change HSE performance improvement, far surpassing the incremental progress from prior years. This trajectory is dramatic and continues, as we are on track to achieve a 500% improvement since the Perfect HSE Day concept was introduced in 2012. And, the concept has been embraced by Quality and other groups, further expanding towards true operational excellence. This paper describes our journey to zero, using a novel approach that connects broadly with employees on a personal level, in a way that statistical improvement goals never could. HSE goals that change from year to year can leave employees disconnected and feeling that they are back at square one. Instead, "The Perfect HSE Day" illustrates how breakthrough performance improvement can be achieved using an evergreen concept that can evolve and grow indefinitely.

Human performance principles, which are well developed in aviation and healthcare, still represent an emerging science within the oil and gas industry. The industry managed to significantly reduce injuries over the last decade with multiple programs ranging from HSE Leadership to Behavior-Based Safety to the point when the incidents plateaued according to IOGP and IADC incident statistics. This triggered a deeper look into human performance best practices and their applicability within the oil and gas sector. This paper aims to provide an alternative approach to adopt Human Performance science to the dynamic operations risk assessment process within an Oilfield Services Company. After the analysis of the existing human reliability assessment tools, a decision was made to adopt a human performance tool known as Human Error Assessment & Reduction Technique (HEART) into a service provider’s risk assessment process with a primary focus on Error Producing Conditions (EPC). An internal survey was undertaken to define Error Producint Condition, which are most relevant to the dynamic nature of oil and gas services operations and couple them with the Reasons’s performance modes and their effect on error appearance. This approach allowed to significantly simplify the risk assessment process and adequately focus on key factors known to produce conditions for human error. This naturally integrated into our existing qualitative risk assessment to recalculate the overall risk of a certain task and enhanced workers’ ability to recognize potentially dangerous external and internal factors. The field tests of the improved human performance risk assessments reshaped the standard risk assessment practices, moving the focus to and targeting the inherent unreliability of the task as a result of error producing conditions caused by unavoidable human interactions within the complex systems. This approach proved effective in improving the overall understanding of dynamic human reliability related risks among the front line employees by around 30%. The hypothesis is that by introducing key human performance factors to the day-to-day risk assessment will help build awareness of human factors and their relationship to the probability of an existing risk. At the same time, utilizing an already effective system – risk assessment – to introduce human factors methods will help avoid the complexity associated with its implementation of an additional human reliability tool and still get the benefit of key elements of a well-established method. This approach has undertaken to combine two existing effective systems: a standard risk assessment with integrated human factors under a customized umbrella fully suitable for Oilfield Service Company’s work specifics. This paper provides insights on how human factors can impact the level of risk and outlines the control measures targeted at such factors that can be missed if a standard risk assessment is applied.