Company contractor safety performance has improved dramatically over the past 10 years (Appendix A, Chart 1) due to commitment from both the contracting community and the entire organization, particularly from senior leadership. The foundation upon which this success story is written is the company's Contractor HSE Management Process (CSMP). Utilizing a risk-based approach and a "fit-for-purpose" schema that is owned and driven by line management, CSMP principles provide the foundation for integration of health, safety and environment (HSE) into the company's everyday business. At the heart of this process is "Stoplight", a tool that provides an initial assessment of contractors that have a medium to high degree of risk. First introduced into our midstream business and subsequently adopted throughout the company, Stoplight requires demonstration of alignment with the company's HSE Management System (HSE MS) as well as documented continuous performance improvement. This approach has provided the focus necessary to achieve the outstanding performance exhibited to date. The integration of CSMP into the company's business strategy is key to its success. Through our Procurement Councils and Business Performance Reviews conducted in conjunction with our contractors, clear expectations and aligned messages become apparent. Both relationships and time are maximized when these and other "face-to-face" meetings are held on a regular basis between designated company contacts and their contractor counterparts. Contractors now share key learnings and collectively develop improved practices that benefit the entire industry. Successful creation of a partnering atmosphere with our contractor community is crucial to safeguard people and our assets. This collaboration has provided the foundation for meeting the myriad of challenges that exist in the demanding oil and gas environment and in such diverse regions as South Texas, the Gulf of Mexico and Michigan. Introduction In 1991, the company reviewed the safety performance of its contractors based on a recognized, objective industry indicator, the OSHA Total Recordable Incident Rate (TRIR). Alarmingly, contractor incident rate was 300% higher than company incident rate (Appendix A, Chart 1). Historically, due to the high risks and exposures involved, poor contractor safety performance was accepted as a natural by-product of producing oil and gas. For many years industry took a reactive approach to this problem, often stating that accidents "just happen" and are inherent with such work activities. Line management realized that traditional reactive techniques were not effective in the long term and that managing safety was not "hard engineering", but "human engineering". Since contractors were providing the majority of the work force for everyday activities, leadership identified the need to build partnerships to collectively identify opportunities for safety performance improvement. Based on this realization and the supporting data, "Vision 2000" was developed.1 (Appendix A, Chart 1). This plan to dramatically improve safety performance (combined company and contractor TRIR of 0.5 by YE 2000) was conveyed by company leadership to all employees and contractors.
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