Creating a Culture to Deliver Sustainable HSE Performance

Abstract

Demands on the petroleum industry are driving continual improvement of Health, Safety, and Environment (HSE) performance. It has become widely recognized that the deliberate and structured creation of HSE culture directly affects HSE performance. Developing HSE culture is a complex recipe that combines values, leadership, management systems and processes, behavioral and cognitive psychology, technology, equipment, and HSE expertise. This combination creates a culture or " way of working in the organization." There are many theoretical and practical papers on the creation and assessment of HSE culture. For a leader in Exploration and Production (E&P) operations, the distillation of this large body of knowledge into an appropriate course of action can be a daunting task. A generic HSE cultural maturity model is provided in this work. HSE culture is further defined in terms of cultural dimensions. To improve HSE performance, development of culture cannot be confined within an E&P operator's organization. Contractors, partners, service providers, and suppliers must also be included in the development of HSE culture. Guidance is provided to help the E&P practitioner work collaboratively with contractors to develop, sustain, and improve HSE culture and performance. Pragmatic examples are provided for diagnosing HSE culture. Introduction Petroleum industry stakeholders (e.g. communities, governments, shareholder, employees, and NGO's) are requiring ever improving HSE performance. Today, delivering world-class HSE and operational excellence performance cannot be realized through policies, management systems, processes, and technology alone. While the foregoing aspects are important prerequisites to establishing world-class HSE performance, more is needed. HSE culture is recognized today as one of the key ingredients to delivering world-class HSE performance in E&P operations as well as numerous other industries. [1–10] Quantitative relationships have been established between HSE culture and HSE performance based on workforce cultural surveys[10–12] as given in Table 1. In this example, high favorability based on a workforce survey is indicative of a mature HSE culture, which has a statistically significant relationship with lower incident rates. HSE culture must be consciously developed, monitored, and have continual improvement. This paper builds on the current body of work on HSE culture. Provision of methods and techniques for creating the enabling culture and mind-set required to sustain and maintain continual improvement of HSE results are given. Creating a strong HSE culture with E&P company employees only is not adequate to produce world-class HSE performance. Today, HSE performance and culture for E&P operations is measured on a total workforce basis. Contractors typically comprise a significant proportion of the workforce, which can be from 50% to 90% of the workforce. In addition to employees, the definition of workforce members includes contractors, service providers, and suppliers. These members are either dedicated, co-located, or take the majority of work directions from a specific E&P operation. One of the challenges the E&P operator faces is the integration of diverse cultures from the different organizations that comprise the workforce. Specific experience and recommendations are provided to address this challenge.

Applying Lean Thinking to Improve Operational Safety in Oil and Gas Industry

“…HSE management system is a tool to control and improve the performance of health and safety and environment in all development programs of industrial and other structural organizations. This is in fact an integrated system, so that all human financial and equipment resources will support each other to provide a healthy and convenience environment with no any accident and injuries [53]. The oil and gas offshore activity is one of the high-risk industries.…”

Proposta de método de diagnóstico simplificado de um modelo de maturidade em ecodesign

“…Existem aqueles genéricos, que visam à implementação da sustentabilidade de forma ampla nas empresas; modelos voltados para manufatura, àqueles direcionados à sustentabilidade de sistemas de informação e tecnologia de informação; modelos que contemplam a gestão do conhecimento, e aqueles voltados para o processo de desenvolvimento de produtos (PIGOSSO;NGAI et al, 2013;BABIN;NICHOLSON, 2011;BUELL, 2006;HYNDS et al, 2014;TRIFILOVA et al, 2013;EREK, 2011;OKONGWU;MORIMOTO;LAURAS, 2013;MASALSKYTE et al, 2014;STANDING;JACKSON, 2007;SRAI;ALINAGHIAN;KIRKWOOD, 2013;ROBINSON et al, 2006).…”

“…NGAI et al, 2013;BABIN;NICHOLSON, 2011;BUELL, 2006;HYNDS et al, 2014; TRIFILOVA et al, 2013;EREK, 2011;OKONGWU;MORIMOTO;LAURAS, 2013; 24 MASALSKYTE et al, 2014; STANDING; JACKSON, 2007;SRAI;ALINAGHIAN;KIRKWOOD, 2013;ROBINSON et al, 2006).…”