The 2010 Deepwater Horizon explosion and loss and the Piper Alpha Disaster of 1988 resulted in sweeping changes across the industry, both in their respective countries and around the world. Changes were in reaction to these major events from the event itself and the governmental actions that compelled changes to the industry. The events were too horrific for the public to contemplate or to absorb and governments projected these public reactions into regulations and new oversight structures to allow the industry to move forward: protect people, environment and property: and restore economies, public trust and work. The events define themselves uniquely by their own circumstances but each contain similar reactions to tragedy, grief, anger, reaction, response, questions and answers, followed by resolve, regulation and restoration. Latent in these histories is an unsolved and pragmatic question: Could each of these disasters have been avoided where management shapes a permanent safety culture to not lose the rationale or articulation of risks? An answer is provided to us by governmental mandated reorganization and regulations that bind a cohesive framework that endeavors to fit an industry into expanded and ever encompassing tasks. The better answer is for industry to organize management actions now that create predictable future successful outcomes which I paraphrase with the catch phrase "Create Futures Today". That is, each company creates its own management plan which is incentivized, organized, staffed and resourced to deliver an expected safety culture in the future, at expected timeframes, through management champions and a comprehensive and integrated integrity management (IM) program. This program operates within the regulatory framework which has its external factor in shaping safety culture.
INTRODUCTION Trevor Kletz's many influential and proactive safety publications provide reference points in time by reason of their effect on safety culture and organizational safety process.