Incident Performance
Our primary goals are to safeguard the health and safety of our employees and communities while protecting the environment. Annual goals, established following a critical evaluation of our current HSE performance, are aligned with our overall strategies. The strategies are designed to address key issues facing the organization, and are documented and communicated via the HSE Roadmap, a three-year plan for HSE improvement. A dashboard comprising key metrics will guide Baker Hughes to success in meeting our goals.
Injury/Illness Performance
In 2010, employee injury and illness cases decreased for the tenth consecutive year due to continued diligence in recognizing and reducing risks.
The 2010 Total Recordable Incident Rate (TRIR) was reduced by 4% compared with 2009 results. Lost workday cases, a reflection of more serious injuries, also decreased in 2010 with a 10% reduction in the Days Away From Work Case (DAFWC) rate.
The integration of pumping services into the Baker Hughes portfolio has resulted in notable changes to the company’s risk profile and TRIR. These increased risks are common to the industry and are associated primarily with crew size and activities, increased manual handling of equipment, increased job site footprint due to equipment requirements, and a substantial increase in the number of kilometers driven.
The International Association of Drilling Contractors (IADC) benchmark rate references industry performance in TRIR and DAFWCR. The Baker Hughes performance in these key metrics exceeds the IADC benchmark.
Incident Reporting and Investigation
Baker Hughes has a tracking system in which HSE incidents are logged into our FIRST Alert Field Incident Reporting SysTem, an enterprise-wide application. Incident details, investigation findings, and corrective actions are recorded, categorized, and communicated throughout the enterprise. We are moving to a new integrated incident reporting and investigation management system that will allow improved data management.
We investigate all incidents to determine their root causes. We also require relevant personnel and management to participate in this process to determine and implement effective corrective and preventive actions to eliminate their recurrence.
In addition, recordable injuries, vehicle accidents, and high-potential near misses are assessed in our Executive Incident Review Board (IRB) meetings.
Driving Safety Performance
The motor vehicle accident rate was reduced by 6% over 2009 performance. Driving hazards remain a concern for Baker Hughes, with an increased number of vehicles and miles driven with the integration of BJ Services. Efforts are underway to implement more robust processes to manage transportation for Baker Hughes employees and contractors.


































































