Crew and Colleagues
We believe in Zero Harm to People, Environment, Cargo and Property with a commitment to return safely to our families and friends.
BW LPG has in place an established, holistic approach to Health, Safety, Security, Environment and Quality (HSSEQ) across our operations. Our safety vision of Zero Harm is a journey, and initiatives are put in place each year to support our ambition. Our current safety statistics, which are better than industry benchmarks, indicate that these efforts are having an impact.
Towards Zero Harm
BW LPG Lost Time Injury Frequency (LTIF)
BW LPG Total Recordable Case Frequency (TRCF)
Improving Safety Standards
Each year, BW LPG Improves on its safety performance. This is an ongoing journey towards Zero Harm.
Lost Time Injury Frequency
2017 (Actual) 0.23
2017 (Baseline) 0.4
Total Recodable Case Frequency
2017 (Actual) 1.28
2017 (Baseline) 1.5
LTIF: Lost Time Injury Frequency target 2017 was 0.4 which corresponded to 3
TRCF: Total Recordable Case Frequency target 2017 was 1.5 which corresponded to 10 cases.
BW LPG and BW Fleet Management (BWFM) continue to work systematically to encourage the right behaviours across shore and sea organisations. In 2016, the Zero Harm vision was refined into a strategic roadmap which focuses on three main pillars – Visible Leadership, Learning from Incidents, and Zero Harm Behaviours. Within the Visible Leadership pillar, a key initiative is the newly rolled out BW Life-Saving Rules. These rules now apply to both sea and shore organisations and reflect BW’s core safety principles.
BW LPG is committed to fostering, cultivating and preserving a culture of diversity and inclusion. The collective sum of the individual differences, life experiences, knowledge, inventiveness, innovation, self-expression, unique capabilities and talent that our employees invest in their work represents a significant part of not only our culture, but our reputation and company’s capabilities as well. We embrace and encourage our employees’ differences such as age, ethnicity, family or marital status, socio-economic status, and other characteristics that make our employees unique. We value diversity as an opportunity to learn and grow.
In 2017, we welcomed another female representation on the BW LPG Board of Directors, Ms Martha Kold Bakkevig. She joins Ms Anne Grethe Dalane. Ms Bakkevig is a Norwegian citizen, and resides in Norway.
Who We Are
Total Workforce on Shore 46
Percentage of Shore Employees
The BW LPG Board of Directors
Percentage of Women in Management Level
Case Study: BW Life-Saving Rules
Management recognises the value of providing clear, simple and consistent communication regarding risks in the workplace. The BW Life-Saving Rules focus on modifying behaviours by raising awareness of activities which are most likely to result in fatalities. They highlight simple actions one can take to protect colleagues and ourselves.- Lars Pedersen, MD BWFM
The purpose of the Life-Saving Rules is to have a set of simple rules which, if followed, reduces the chance of personal accidents. Ivar Wilhelmsen, BWFM Head of HSSEQ, says: “These rules, ranging from good housekeeping to good work practices and safe driving habits, are simple to understand and follow. The rules are binding for everyone, including contractors, and has been formed because of our commitment to return home safe.” Whilst the word “Rules” have a normative and slightly punitive meaning, the wording chosen to express each rule is positive. Instead of saying “don’t do”, we mostly say, “always do”. This wording has been chosen in recognition that most of the time our people do the right things. The Life-Saving Rules act as a nudge, a prompt, to continue to do so.
Piracy and Global Security
Political uncertainties, natural disasters, man-made disasters, and piracy are all threats to the safety of our crew. We have an Operational Risk Manual, which provides an overview of the processes and activities that crew will engage in, and provides an assessment on the risks inherent in these processes and activities. Risk assessments will be followed through with control actions to manage and reduce risk. A 2017 review of the Operational Risk Manual identified that Navigation and Security, especially the strengthening of anti-piracy management for vessels trading in West Africa with reference to Bonny, should be a focus for Management.
Our counter-piracy strategy is guided by the principle of defence – that we have measures in place to deter attacks and safeguard the well-being of all on board. BW’s fleet security team follows a set of rigorous operational procedures, and relies on many intelligence resources to evaluate the risk of sea routes, and provide guidance on the most strategic route of travel.
We are pleased to report that in 2017 BW LPG did not experience any hijacking attempts, largely due to our anti-piracy management efforts
Training and Development
BW LPG believes in the importance of investing in the learning and development of employees to achieve overall excellence and business goals. We recognise that the continued success of BW LPG is dependent on our employees’ ability to provide the necessary skills and confidence levels in the team. BW LPG offers learning and development trainings to all employees related to improving knowledge and working performance. This learning may be in the form of on-the-job-training, oneon-one trainings, company workshops, sponsorship to external workshops, coaching, mentoring, or self-pacedlearning.
We also attempt to promote from within. Internal promotion considers the combination of the requirements of an individual’s role, and the historic A pilot program was launched in 2017 to ensure that our crew can “be well” at sea. Called “BW Wellness Program”, it is a holistic approach to encourage a healthier lifestyle for seafarers. The health of our team is a priority, bearing in mind the unique work environment for our sea staff where a vessel is home and office for many months. At the same time, it makes good business sense to have a healthy workforce, as the cost of dealing with illness is high in a maritime environment. The philosophy behind the BW Wellness Program is to create a continuous and sustainable organization change, instead of single events, that holistically supports the performance and capabilities of the individual. When opportunities for promotion arise as the result of departure of more senior employees, internal candidates will be considered for promotion to the role prior to recruiting externally.
For crew at sea, we also offer competitive salaries and provide timely payment and sign-offs. Crew can look forward to a safe workplace where everyone is treated with respect and dignity, and has long-term professional development. BW has comprehensive crew welfare and training policies which is MLC 2006 compliant. Programmes and resources include good provisions and catering, health awareness programs, VSAT broadband internet and free email.
Case Study: Be Well @ Sea
A pilot program was launched in 2017 to ensure that our crew can “be well” at sea. Called “BW Wellness Program”, it is a holistic approach to encourage a healthier lifestyle for seafarers. The health of our team is a priority, bearing in mind the unique work environment for our sea staff where a vessel is home and office for many months. At the same time, it makes good business sense to have a healthy workforce, as the cost of dealing with illness is high in a maritime environment.
The philosophy behind the BW Wellness Program is to create a continuous and sustainable organisation change, instead of single events, that holistically supports the wellbeing of seafarers. Being well means being well physically (where your body is cared for to achieve optimum performance), mentally (educating oneself and challenging the mind to learn more), and socially (to connect well with others).
Health data such as age, weight and blood pressure will be keyed into the platform, and the platform provides every individual with opportunities for improvement. Participants in the pilot program access the platform using their personal mobile devices, or on shared computers onboard. Ten vessels’ crew have been issued wearable devices to track challenges as part of a test group.