Layer | Fill | Outline |
---|
Map layers
Theme | Visible | Selectable | Appearance | Zoom Range (now: 0) |
---|
Fill | Stroke |
---|---|
Collaborating Authors
Results
Abstract This paper describes how an oilfield services company in Colombia implemented a new program to complement its traditional safety training, to ensure that new recruits receive not only health, safety and environment (HSE) knowledge but also a strong message from the company about the safety culture inherent in its values. The HSE culture maturity model developed by the oil and gas industry indicates that having a management system is necessary yet not always sufficient to ensure continuous improvement. The authors argue that companies consider a more integral approach and take into account human behavior, corporate values and the culture forming the environment in which the company operates. This integral approach requires a long term strategy allowing some time to pass before the company can see changes in its HSE performance. This becomes challenging when a company enters a period of growth with high staff turnover. In that case, the company needs to be more creative to ensure the full integration of the new employees into its safety culture. This paper examines a program developed for new employees to get them involved in the building of houses for underprivileged families in the communities where the company operates. Each employee receives comprehensive HSE training prior to starting the project. The program objectives include providing new employees with opportunities for community outreach, management visibility and teamwork as well as the hands-on HSE training to give the new employees a chance to put acquired HSE knowledge into practice and demonstrate competency before being exposed to the front line risks of the industry. This paper also describes how the program contributes to the company's long term strategy to minimize HSE risks and develop a more mature HSE culture.
- South America > Brazil (0.28)
- North America > Canada (0.28)
- South America > Colombia (0.25)
- Instructional Material > Course Syllabus & Notes (0.47)
- Public Relations > Community Relations (0.35)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility (1.00)
- Health, Safety, Environment & Sustainability > Health (1.00)
- Health, Safety, Environment & Sustainability > Safety > Human factors (engineering and behavioral aspects) (0.95)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > Human resources, competence and training (0.90)
Abstract In the last two decades, organizations have used safety programs and advanced safety management systems to improve their safety performance. Safety management systems, policies, procedures and standards along with better tools and equipment have played an important role in decreasing incident and injury frequencies in the oil and gas industry. However the industry has realized that employee participation is the key to success for all safety programs. Unless employees demonstrate a positive behavior in actively enforcing the safety programs and standards in place, the organization's safety programs remain virtually ineffective. A review of the integrated project management (IPM) arm of an oilfield services company incident reporting database revealed that most of the risk identification reports (RIRs) logged in the system were related to unsafe conditions, whereas only a few were related to unsafe acts. In an effort to reduce this trend, a decision was made to launch a behavior based safety (BBS) program called observation intervention program. The program had already been introduced in some parts of the company but was not formalized. The program was implemented through the company's health, safety and environment (HSE) management system utilizing the company's existing BBS-based program. To measure the success of the program, a number of leading and lagging indicators were chosen from the driving and injury prevention areas. There were four specific areas of observations created in the reporting system: driving, injury prevention, environmental and general observation interventions. The campaign was launched in 2010, and the indicators were monitored for 2010, 2011, and 2012. An analysis of the results revealed that these indicators showed a remarkable improvement with increased employee participation in the BBS program. This paper describes the process of the successful development and implementation of a BBS program and the essential factors that need to be considered in order to improve employee participation and avoid failures.
- Health, Safety, Environment & Sustainability > Safety > Safety risk management (1.00)
- Health, Safety, Environment & Sustainability > Safety > Human factors (engineering and behavioral aspects) (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > HSSE management systems (1.00)