Publications

A strong HSE Culture in VICO Indonesia started in 1992 with the development of a Health, Safety & Environmental (HSE) Management System using ISRS (International Safety Rating System) consisting of 20 elements.Three pillars that are identified to be the main foundation to achieve a Strong HSE Culture are:1. Leadership2. HSE Management System3. and Employee EngagementThis paper discusses VICO Indonesias strategy and effort to build a strong HSE culture and reduce the LTA (Lost Time Accident) from 1995 (0.2) to 2010 (0.02), which is four times better from the world frequency rate of 3.40 in 1995 and 0.45 in 2009.Internally, VICO Indonesias Recordable Injury Cases also dramatically reduced from 5.00 in 1995 to 1.04 in 2009. Traffic Accidents also had a positive impact with a reduction from 3.35 in 2003 to 1.05 in 2009.VICO has also received the PROPER (Company's Environmental Performance Rating Program - outlined in Figure 1) award from the Ministry of Environment since 2006. From the ten Companies in Indonesia that received the Green Proper Award in 2010, two were from VICO Indonesia fields. The Badak Field and the Nilam Field have received this prestigious award two times and three years in a row respectively.A thorough assessment of historical VICO safety performance and influential factors which are affected by the organizations belief and attitudes toward safety, have successfully have been conducted to lead to a better understanding of comprehensive strategy and dynamic effort needed.An accident/incident analysis and safety survey have been carried out by VICO internally, with relevant reference as assistance. The objective of the assessment is to provide a good understanding of the basic causes and the level of satisfaction among employees and contractors in order to appropriately design a comprehensive strategy to reduce the possibility of reoccurrence and improving HSE culture.The specific scope and aims of the assessment are: to identify “the thin red line basic causes of most accident/incident and the potential of reoccurrence to the same or similar activities, to evaluate and administer survey and to show how the result for such survey can be used to help improve the satisfaction and HSE culture of the organization, to provide direction for the development of such strategies, and finally to provide the correct and appropriate programs for reducing accident/incident and improving the HSE culture.HSE culture itself is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behavior that determine commitment to, and the style and proficiency of, an organization's safety management. Therefore, it is very complex, especially with the diversity of the ethnic, culture and the level of education.Several programs have been applied in the past and used as reference for development of future program: Senior Management Inspection Tour (SMIT) has been a planned and formal inspection in the VICO sites has been conducted by Senior Leadership Team since 1998 as required by VICO HSE Management system. This program has given significant contribution to VICO HSE performance improvement by means of:- Demonstrating the Senior Leadership Teams commitment on HSE.- Providing direct communication with Field Management and Work force.- Reinforcing accountabilities for delivering improvement in HSE performance.- Collecting real HSE issue in the field as an input to support SLT commitment to drive HSE improvement. Continuous communication and promotion in order to reinforce and improve awareness. Celebration and appreciation as part of encouragement for positive safety behavior or achievement.Further, long term monitoring may be needed in the future as part of assessment and mitigation program.The results of 1995 to 2009 HSE performance shows that LTA has been reduced at a significant level and is even better from the OGP frequency rate.The final objective of building strong HSE culture is to sustain the progress of HSE performance, awareness and continual improvement.