To ensure the safety of all field workers, we provided specific direction using training and continuous communication about how to meet new safety protocols, including adjusting shifts to maximize social distancing, supporting medical screenings, and quarantining crews traveling to and from field sites where necessary.
For personnel assigned to facility activities, as appropriate, we implemented various levels of medical screening, and elevated the cleaning protocols for our facilities and equipment. Where possible, we shifted employees to remote work-from-home status, and encouraged our employees and customers to collaborate virtually by using online tools.
Despite the disruptions caused by the pandemic,our safety performance improved in 2020. As shown in our HSE and SQ metrics in this chapter, we remained focused on controlling risks and maintaining safe work practices across all our critical business operations.
Journey to ZERO
Journey to ZERO is our vision to achieve ZERO safety incidents, ZERO environmental incidents and ZERO non-productive time. This vision expresses our dedication to setting the highest standards, embracing all challenges, and making no compromises in fulfilling our commitment to our employees, customers and communities. Every year, we set strategic Journey to ZERO objectives, and in 2020, we achieved 100 percent of the goals we set for ourselves.
The key elements of our Journey to ZERO vision include:
- Leadership and oversight provided by our management and Board of Directors
- Robust capabilities of our Halliburton Management System
- Training and education to ensure necessary competencies
- Programs to identify and communicate personal and process safety risks
- Our commitment to continuous process improvement
- Constant verification of our health, safety and service quality performance
Leadership and Oversight
The Board of Director’s HSE Committee oversees the HSE and Sustainable Development (SD) Committee, and reviews reports at each meeting of the HSE Committee. The HSE/SD Committee is responsible for setting annual strategies and goals to ensure that actions are aligned to HSE statistics and data, and also for monitoring the HSE audit program implemented by our IAS group. The Chief HSE Officer leads our programs to improve individual safety, process safety and environmental performance, and chairs the quarterly HSE/SD Committee meetings.
Our Occupational Safety – Journey to ZERO Sustainability Commitments:
- Improve our TRIR, LTIR, PRVIR and REIR by ≥ 5% year on year compared to prior year’s performance and target outperforming TRIR and LTIR in International Association of Drilling Contractors sector benchmarking.
- Achieve HSE training compliance ≥ 95%, driver competency ≥ 95% and 100% completion of our annual Journey to Zero strategic objectives performance.
Halliburton Management System
The Halliburton Management System (HMS) sets standards and procedures used by our employees and contractors to execute work processes safely, consistently and effectively.
The HMS documents reliable standardized processes, such as Design of Service, which defines the documentation that captures the operational plan and outlines how we will execute to customer requirements. Control Points are defined within the HMS to prevent and avoid incidents by assigning roles and responsibilities for critical activities so that everyone in the organization understands their part in the execution of our service delivery.
The HMS is designed to comply with, or exceed, the requirements of all relevant recognized management system standards, including those for quality management (ISO 9001), environmental management (ISO 14001), and health and safety management (OHSAS 18001/45001). The HMS also meets and exceeds the requirements of industry-specific American Petroleum Institute (API) standards for manufacturing and service supply organizations (API Q1 and API Q2) and the API RP 75 standard for offshore safety and environmental management.
In particular, the API Q2 certification represents compliance with the first international standard that outlines fundamental, risk-based quality management systems for oil and natural gas services companies. This standard focuses on competency, service design, contingency planning, supply chain controls, preventive maintenance, inspection, service quality plans and the management of change process. Halliburton leads the industry with 27 API Q2-certified facilities, located in 12 countries.
More HMS details can be found on the Halliburton Management System section of our website.
Identifying and Communicating Safety Risks
The HMS incorporates several programs that play a key role in preventing incidents by identifying potential risks and providing processes to communicate those risks to employees and contractors.
Halliburton has identified five Critical Focus Areas (CFAs) that represent the highest potential process safety risks. Our training and education programs communicate the importance of paying extra attention and adhering to safety protocols involving these CFAs, which include:
- Well Barriers – Managing well barriers to prevent uncontained releases of formation fluids
- Hydrocarbons to Surface – Controlling the well to prevent unintended flow to the surface
- Pressure Control – Controlling pressurized systems at all times
- Well Proximity – Planning and maintaining non-intersecting drilling trajectories
- Radiation and Explosives – Adhering to regulatory safety requirements at all times
As a foundational element of our Journey to ZERO vision, Halliburton has adopted the International Association of Oil & Gas Producers (IOGP) industry-standard life-saving rules, which cover the key actions to prevent serious and fatal injuries. Our Halliburton Life Rules communicate universal health and safety practices that apply to all Halliburton job sites, along with those of our customers. The Halliburton Life Rules and CFAs are an essential part of our mandatory HSE training and incident classification.
Our global Stop Work Authority (SWA) program gives all employees and contractors the authority – and the responsibility – to stop a task if they observe an unsafe action or condition at a worksite or have a concern regarding the control of an HSE or SQ risk. In 2020, the number of SWA observations increased despite the overall decrease in activity/operating hours.
Our Management of Change (MOC) process is designed to control change-related risk when we identify new risks or adjust the approved operational plan. The MOC process requires that all operational and process changes are planned, reviewed and approved before implementation in order to reduce the potential for service disruption or the creation of new hazards.
We have immediate visibility to high-risk incidents through our Significant Incident Review process, which prioritizes incidents in terms of severity and consequence. This process brings immediate visibility to high-risk incidents after they occur, thus enabling timely and rigorous investigations to determine root causes.
Line of Fire safety awareness campaign:
The Halliburton Eurasia, Europe and Sub-Saharan Africa (EESSA) region initiated a Line of Fire safety awareness campaign. Line of Fire injuries occur when a worker is in the path of a moving vehicle or object. The region’s campaign engaged with employees through weekly talks, posters and videos, including employee contests to submit the best Line of Fire picture or video. The EESSA region’s Line of Fire video won the global HalTV award for Best Overall Video.
Process Verification and Continuous Improvement
Halliburton is committed to verifying our performance on key HSE and SQ metrics through our Tiered Assurance Program, a systematic self-verification process consisting of a job site or location assessment, a management system assessment, and global oversight by our IAS group. Results are used to assess and verify that the HMS processes are being implemented in all work locations, and to drive our focus through the associated corrective action process. In 2020, we performed 2,457 audits under the Tiered Assurance Program.
We encourage improvements of our HSE policies and programs to ensure that our health and safety processes are properly focused and keeping up with changes in the workplace. Our manufacturing division has implemented a global initiative to empower small teams of employees, known as E4 teams (Every Employee Engaged Every day), to identify risks and to brainstorm and implement solutions to make a safer workplace. This collaborative effort has enabled employees to engage in problem-solving efforts related to safety during the manufacturing process. In 2020, approximately 1,300 ideas from the E4 teams were implemented.
In 2020, we introduced an HSE Recognition program to recognize the efforts of our HSE staff in promoting HSE improvements. This biannual award highlighted many excellent practices that are being shared across the organization.
Hands and Fingers awareness campaign
Halliburton Latin America created an online newsletter, Hands & Fingers News, as part of its safety awareness program. This program includes microlearning videos and regular Safety Moments, and has helped reduce the number of serious hand and finger injuries. Halliburton had zero injuries in the third quarter of 2020.
Health and Safety Training and Awareness Programs
All Halliburton employees are required to complete introductory HSE training to reinforce the Halliburton core value of safety in all that we do. Employees involved in certain activities receive additional training, administered through our HSE representatives in all regions, to ensure that they have the competencies necessary to execute their jobs safely and responsibly.
For specialty job functions, such as radiation and explosives safety, specific training curricula are embedded in our automated learning management system and linked to individual employees by role to ensure that mandatory training is delivered and completed as required.
In 2020, Halliburton offered 1,109 HSE training courses to our employees, who completed 942,540 hours of HSE training. During the COVID-19 pandemic, to ensure that learning would continue in a safe environment and that competencies would still be developed, we enabled employees to complete training virtually with online classes and instructors by using our Learning Management system. The number of completed HSE training hours decreased compared to 2019, due primarily to fewer new hires. New hires typically receive the largest number of HSE training hours assigned to them as part of their onboarding.
By pivoting our learning content to allow for remote learning, in 2020, 63 percent of our training hours were completed through remote/virtual learning. In addition to HSE training, Halliburton reinforces our culture of safety through active safety awareness communications and targeted campaigns. As an example, a global 2020 campaign covering our Hands and Fingers safety awareness campaign achieved a 33 percent reduction in recordable hand and finger injuries Company-wide compared to 2019.
We begin every meeting at Halliburton with a Safety Moment, a short message covering one of a wide variety of topics such as fatigue, ladder safety, heat exhaustion and water contamination. In 2020, we also developed Safety Moment messages that focused on mental health issues, such as recognizing and coping with depression in the time of the COVID-19 pandemic.
More information on slides of Safety Moment messages is available on the Halliburton website. We share these slides publicly to promote a culture of safety that applies not just for our employees and contractors, but for everyone.