Achievement and Milestone
Key Achievement Milestones
Montara incident has reminded us that NOTHING supersedes safe working practices and that SSHE cannot be compromised. It has proved that SSHE is a License to Operate and has triggered for SSHE reinforcement. In order to achieve PTTEP's vision of becoming a leading Asian exploration and production company, we shall have strong foundation on both SSHE management system and SSHE culture that allow us to work without incidents. Our ultimate goal is to have zero fatalities and no injuries that harm our employees and contractors.
In April 2011, corporate SSHE has an organizational reform to support PTTEP growth in international arena. Sustainable Development (SD) is officially established which marks a step towards PTTEP sustainable growth in delivering PTTEP environmental sustainability initiatives.
Recognizing the company growth in a fast-paced, moving towards SSHE excellence and becoming the top-quartile SSHE performer among IOGP members shall not be gradually achieved. In September 2011, corporate SSHE has launched a Step Change in SSHE Program based on the core beliefs that the goal of zero injury is achievable and SSHE is a core value that must be integrated into every aspect of our business. The Step Change in SSHE Program has implemented throughout PTTEP and is committed to achieving an LTI-Free organization by 2013.
Through the comprehensive 5-Act Step Change in SSHE Program, new campaigns are introduced and existing campaigns are reinforced. SSHE moment in all meetings has adopted to raise SSHE awareness of all PTTEP staff and to encourage the concept of SSHE is everybody's responsibility. In ensuring that our daily operations do not result in harmful impacts on people and the environment, corporate SSHE continuously review and improve the SSHE Management System (SSHE MS). Corporate has a major undergo the complete SSHE MS standards, in alignment with IOGP, international standards and relevant legislation, to ensure that they describe the minimum requirements in managing SSHE.
To emphasize that SSHE is core value of PTTEP and to enhance PTTEP SSHE performance, in October 2011, the strengthened the SSHE KPIs structure that has been developed and implemented in all PTTEP functional groups. The main elements are the incorporation of process safety into SSHE KPIs and the reinforcement of two dimensional KPIs, i.e. leading and lagging indicators of personal safety as well as leading and lagging indicators of process safety. To accommodate all functional groups in implementing SSHE KPIs effectively, corporate SSHE has nominated corporate SSHE representatives, called SSHE Line Partners. He/she acts as a focal point not only in developing the SSHE KPIs but also in communicating all SSHE issues.
To further improve our SSHE performance, in Q3 2011, a SSHE climate survey was conducted with the objective to measure the level of SSHE Culture based on the IOGP Safety Cultural Maturity Model. The average survey result is 3.3 (from a scale of 0-5), or Calculative organization. The result provides a framework to assist in the selection and implementation of appropriate behavioural interventions in order to become at least a 4+, or Proactive organization.
Through the strong determination and contribution from PTTEP staff at all levels, PTTEP SSHE statistics has significantly improved. This is a remarkable step towards becoming an LTI-free organization
The Step Change in SSHE journey will be profoundly continued in 2012. Aiming for SSHE excellence and LTI-free is a major challenge, yet achievable, goal we all face. It is a task that complacency must never be allowed. All incidents that occurred warn us that we cannot afford to become complacent. Top management leadership and everyone's participation and commitment are the most important parts of our success. We need to get a commitment, support and reassurance from you all in the drive for LTI-frees. Since our workforce is our most valuable asset, we all have a moral obligation to ensure that everyone goes home safely and nobody gets hurt.
In 2014, therefore, a “Strong SSHE Culture for SSHE Excellence Roadmap” and SSHE culture workshop was initiated and carried out. This is to strengthen SSHE leadership and accountability, a compliance culture, and competency among all staff and contractors. This is through an effective SSHE culture implementation and promotion campaign, including the setting up of a SSHE operating model. Furthermore, baseline data on process safety and occupational health were collected to support the setup of key performance indicators (KPI).
Key highlighted activities in 2015 were for process safety and occupational health. The process safety KPIs and implementation roadmap were established, measured and monitored on a regular basis. Occupational health KPIs were regularly determined and reported. Additionally as global risks and threats have been growing during the past few years, the identification and planning for emerging security threats and responding proactively to emergencies and crisis to protect the organisations economic security was taken into account. Indeed, these key areas of concern were implanted in the revised SSHE policy.
This year, 2016, all SSHE activities identified in the SSHE culture roadmap will be carried out and their progress monitored as per the SSHE operating model. This includes, for example, strengthening injury prevention campaigns, elevated strategic SSHE campaigns, process safety management roadmap implementation, contractor SSHE management, SSHE audit and compliance, SSHE culture implementation, etc. Furthermore, the SSHE culture survey will be conducted by mid-2017.