Safety Leadership that Engages the Workforce to Create Sustainable HSEQ Performance
- Brett Robert Read (Safety Leaders Group) | Angelika Zartl-klik (OMV A.G.) | J.D. Winter (OMV A.G.) | Christopher Veit (OMV A.G.) | Reinhart Samhaber (OMV A.G.)
- Document ID
- Society of Petroleum Engineers
- SPE European Health, Safety and Environmental Conference in Oil and Gas Exploration and Production, 22-24 February, Vienna, Austria
- Publication Date
- Document Type
- Conference Paper
- 2011. Society of Petroleum Engineers
- 1.12.2 Logging While Drilling, 3 Production and Well Operations, 6.6.1 Integrating HSSE into the Business, 5.1.2 Faults and Fracture Characterisation, 1.6.9 Coring, Fishing, 1.6 Drilling Operations, 4.3.4 Scale, 6.1 HSSE & Social Responsibility Management, 6.3.3 Operational Safety, 1.1 Well Planning, 6.1.5 Human Resources, Competence and Training, 6.1.2 HSSE Reporting, 7.5.1 Ethics, 1.10.1 Drill string components and drilling tools (tubulars, jars, subs, stabilisers, reamers, etc), 7.2.1 Risk, Uncertainty and Risk Assessment
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This paper focuses on what it takes to create sustainable HSE performance. It outlines the journey that an Oil & Gas Producer in Central Europe has taken to create a HSE Culture where health, safety and environment are an integral part of business. Since September 2004 this E&P company has been on a journey to change its HSE culture. This has required new understanding of what safety leadership actually is and the very powerful role that leadership has in engaging the workforce to create a HSE Culture which is committed to an injury free workplace.
The results achieved in HSE performance improvement that are presented in this paper are well documented through KPIs over a 5 year period. The business case and the commercial sustainability of the Safety Leadership approach is clearly presented through multi-million dollar savings. The experience of this change in approach is that it is sustainable and readily implemented; however, the fundamental principles are not well understood by many E&P companies. Many E&P companies are continuing to invest heavily in a flawed approach.
The story of the first 18 months of this journey has been told in a previous SPE Paper (SPE 98584) presented at the 2006 SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. The results of the first 18 months were encouraging and what the authors seek to do now is detail the continued development of the understanding and application of a Safety Leadership approach that has successfully created workforce level commitment to a no incident, no harm approach to HSE. In addition to the moral imperative that everyone returns home safely, this paper presents a Return on Investment (ROI) Analysis which demonstrates the commercial advantages and a strong business case for investing in Safety Leadership and HSE.
Before we explore and discuss the results achieved in HSE performance improvement we will discuss what we have learned on this journey and what we now mean when we talk about the three key concepts in this paper. The focus of our efforts and the main theme of this paper is sustainable HSE Performance. The catalyst that initiates that performance improvement has been Safety Leadership. We think of Safety Leadership as the fuel, while the engine that really drives the performance improvement is engaged workers who are committed to Health, Safety and Environment as values. The engagement of our workers is one of the major aspects that we look for in our Safety Culture.
|File Size||1 MB||Number of Pages||18|