In this section, Part Three, we’re now going to take a look at how Badak LNG used communication and promotion techniques and applied them to sustainability-related issues in the organization.
Beginning in 2006, Badak made a conscious effort to implement an overall 3-year ‘umbrella’ campaign, ‘The Year of Safety Culture Change.’ This theme was publicized company-wide, including with a catchy, colorful patch affixed to all employee uniforms with the overall goal being that employees would carry this message, literally, with them for a period of at least three years.
Culture that needed to be changed was support with various sub-themes, in addition to Badak efforts to improve their Vision and Mission, along with the company Policy.
Here are some sub-theme examples:
1. Improving Employee Behavior, by the use of BBS (Behavior-based Safety) tools; in this case reporting events using the Badak ‘AWAS Online’ reporting system.
- Main Theme: ‘The Year of Improving Safe Behavior,’ including:
- Every employee was given observation targets; use of AWAS Online reporting a minimum of 3 times per month in the plant, and twice a month in non-plant areas (such as offices).
- The best and the most cards / reports submitted were given rewards, with a procedure providing formal reward guidance for management.
- The AWAS Online system had its own Administrator, as the program generated tens of thousands of reports per month.
- This program was valid for both Badak employees and contractor employees as all had computer access for reporting purposes.
- Reportable events included behavior, physical conditions, and/or near-miss events, so as to also contribute to data for the Badak’s event ratio data.
Communication / promotional slogans used for this theme included:
- ‘Record and Report all use of First Aid kits.’
- ‘All work must be accompanied with a HIRA – Hazard Identification and Risk Assessment document.’
- ‘Do your safe work behavior observations regularly and report them via AWAS ONLINE.’
From this theme, Badak has reported the following ‘payback’ realized by the company:
- More focus provided to maintain and/or reduce incidents / accidents, along with improvement in recording near-miss and first-aid data.
- Increased levels of awareness and application of the HIRA process among workers.
- Increases in the production of valuable data for statistical and preventive purposes: observation data helped improved focus in critical areas for improvement, such as leadership, weaknesses in procedures, use and availability of PPE, taking remedial actions for many reported sub-standard conditions, etc.
2. Improving Process Safety Management, through better application and implementation of procedures.
- Main Theme: The Year of Process Safety and Reliability Improvement program, including:
- Taking a team approach, especially focused on identifying and analyzing weaknesses that cause plant unplanned shutdowns, trips, etc., known in the program as ‘BAD ACTORS.’
- The team presented their findings and the programs needed based on their identification and analysis results.
- Determination of indicators / parameters to measure achievement.
- Launch and implementation of the program and promotion, including measurement and monitoring of program results.
- Printing of large posters and banners placed strategically at all plant entrances and exits for all employees to see at least twice a day.
From this specific PSM-focused theme, Badak has reported the following ‘payback’ realized by the company:
- Successfully reduced, by a large amount, the number of plant trips during the period.
- Successfully raised worker / operator confidence in doing their work (without fear of the work), including infrequently performed tasks.
- Successfully identified and increased levels of critical stock materials to ensure the availability and reliability of the plant / operations.
3. Rationale for communication and promotions focus: Badak personnel further add that the logic for the choice of these themes was based on results of studies, DNV GL audits / assessments and their recommendations contained therein, and indicators of the poorest performance that needed to be improved.
Another key issues was the aspect of leadership accountability, where prior to this, leaders did not feel personally responsible if an event occurred – this was the ‘culture!’ What Badak did was to finance a series of formal workshops, off site for a better, focused learning environment, whereby both Badak and contractor leaders were gathered for sessions to focus on improving process safety culture, management, and other relevant implementation details.
4. Communication mechanisms implemented. According to Badak LNG HSE personnel, these were the main techniques and drivers applied in the promotions:
- Each person / department was requested to be involved and was given the freedom to communicate in any relevant forum they thought useful: meetings, safety talks, tool box meetings, and TAKE-2 personal risk assessments.
- Every employee was given the right and the freedom to STOP WORK for any HSEQ reason with the use of a signed permit and reporting the situation to the Control Room. (This, by the way, is a key ‘do’ in developing the right safety culture!)
- Each and every time there is a meeting, the first agenda items discussed are safety performance, AWAS cards, substandard conditions reported, and workers who have not met their targets yet.
- Each department has been allotted their own SHEQ MS (Safety, Health, Environment, and Quality Management System) Coordinator, tasked as the ‘right hand’ person to the Senior-most department manager for managing SHEQ performance AND communications, as well as liaising with the Badak SHEQ Department.
- Numerous and various banners / posters according to need and what needs to be promoted as freely made available and budgeted for in order to visually communicate any message required to be implemented, obeyed, etc.
In the last Section, I will summarize some of the overall benefits that Badak LNG has realized from their ongoing communications and promotion activities, and how these have contributed in their own way to sustaining Badak LNG’s business, not to mention assisting in maintaining their good reputation with both their internal and external stakeholders in the region.