Exhibition & Conference

13-16 September 2021

Singapore EXPO, Singapore

Technical Programme

Garry Ford

Executive Vice-President, Resource sector Americas and Asia Pacific


17:00 - 17:30

Wednesday, 18 September 2019

T2.6 RESERVE: HSE Journey to a TRIFR of Zero - Case study

The health and safety community has long been divided about whether a total recordable injury frequency rate (TRIFR) of zero is achievable.

The SNC-Lavalin Oil and Gas Sector in Australia has proven, that a TRIF of zero is not only possible, but it can be maintained at this high level of HSE performance over the long-term. This milestone was achieved while constructing several major LNG projects in Australia.

Was it easy? “No”. Did it take time? “Yes”. Is it achievable for other organisations? Definitely.

The paper will how discuss how an EPC company achieved a TRIF of zero while carrying out front-line, high-risk work during a number of major LNG projects in Australia. After a run of poor safety performance over the festive period in 206/2017, it became clear that a new approach and attitude to safety was required. The fresh mindset focused on targeted programs and re-defining processes to bring about and reinforce major changes in employee performance.

This presentation reviews a case study in Australia and the “Journey to a TRIFR of Zero”. The paper outlines the key focus areas that were necessary to transform employee thinking and behaviour on HSE. The results from this program achieved a LTIFR of 0.00 over 50,000,000+ person hours and a TRIFR of 0.00 over 10,000,000+ person hours. All were accomplished during new LNG construction projects. Key focus areas include:

  • Perfect Days: Safety performance was measured as a “perfect day,” defined as no safety injuries (first aid and above), security events, or environmental releases occurred.  Measuring performance in this manner made the data more tangible; the workforce felt greater ownership over their performance.
  • Innovation and Continuous Improvement: The workforce was empowered to “think outside the box” and to develop innovative ideas. Local subject-matter experts worked with employees to bring their concepts to life.
  •  Safety Culture Transformation Program: Modules from the Safety Culture Transformation Program were rolled out to supervisors. These modules focused on teaching effective safety leadership and developing habits, skills, and behaviours that drive an evolved safety culture.
  • Visible, Felt and Credible Leadership: Leaders and managers had resources to credibly engage with the frontline workforce about health and safety on a personal level.

With a similar scope of work and workforce size on the project as the previous year, the 2017/2018 festive period had zero recordable incidents.

Is it possible to sustain a zero TRIFR over the long term? Now, the challenge is ensuring that the workforce and supervision do not let lag indicators lull everyone into a false sense of security and fall back into old habits.