In spite of many years of research and discussions on the importance of safety culture, this concept remains as pertinent today as any time before for the HSE performance of an organization. This paper describes an innovative approach to accelerating HSE culture in an organization based on the concept that mangers, particularly senior managers, through their influence on employees, can strongly affect the HSE performance and HSE culture of an organization. For this influence to be beneficial to the organization, managers need to consistently demonstrate behaviors and characteristics of strong HSE leadership. When senior managers accept ownership of HSE, and set and consistently motivate towards clear HSE expectations, other managers, and then supervisors and ultimately employees will consistently follow. An HSE leadership program for senior managers was developed, utilizing findings from previous psychological research on the role of managerial leadership in determining workplace safety outcomes and the application of the Antecedent-Behavior-Consequence model. The aim of the project was to increase HSE leadership by senior and middle managers and thereby to accelerate the development of a strong HSE culture. A process of remote coaching was implemented following completion of the HSE leadership academy to support senior and middle managers with the application of HSE leadership behaviors in the workplace. Remote coaching was designed to increase the application of HSE leadership behaviors and to support the creation of habitual HSE leadership behaviors. This paper discusses the HSE leadership academy and its psychological research basis, remote coaching, preliminary findings and critical aspects for success. Given the inherent HSE risk of our industry, it is proposed that HSE leadership training based on psychological research and the use of remote coaching can offer value to our industry as a means to meet the evolving challenges of protecting people, assets and the environment.

Traditional approaches to safety culture improvements generally focus on factors such as behavioral safety programs, human error and leadership skills. Programs tend to focus exclusively on the employees and managers. All too often the important role of HSE staff in the development of a safety culture is neglected. Yet, the organization turns to the HSE function for expertise, advice, and support. Thus, it is essential that the HSE organization is competent in technical matters and behavioral knowledge. Neglecting the role of the HSE staff reduces the effectiveness of safety culture improvements. However, when HSE staff is competent and consistently motivating the organization towards a strong safety culture, operational managers, and then supervisors, and ultimately employees will consistently follow. An HSE technical program for HSE staff was developed, providing core technical and behavioral skills for them to fulfil their roles efficiently and effectively as business partners in the organization. The aim of the project was to increase technical and core non-technical competencies of HSE, thereby accelerating the development of a strong safety culture. This paper discusses the HSE Technical Academy Program, the benefits to the business, preliminary findings, and critical aspects for success. It is proposed that increasing technical and core non-technical competencies of HSE staff offers value to our industry as a means to support the continuing journey towards creating a safe industry.

fax 01-972-952-9435. AbstractHazard identification and risk assessment are at the core of an effective health and safety system. Despite this fundamental, during incident and accident investigation risk assessment processes are sometimes not used effectively and found to be deficient.Possible further developments are considered and in particular how this simulation can be used in the context of both new employees with lack of experience, and experienced staff who may be complacent, as the both groups are vulnerable.

A major oilfield service company began the journey to create a stronger safety culture in its organization. This journey was rooted in the belief that if a company has a mature, interdependent HSE culture, its employees are more likely to recognize and act upon hazardous work conditions than at a company without this culture. It was also firmly believed that HSE leadership skills and operational HSE ownership are important tools in achieving this HSE culture shift. Therefore, to facilitate the cultural shift, an HSE leadership program was developed and instituted. This paper describes the case study of the Africa region of this oilfield service company following a two-year time period of implementing the HSE Leadership Program. It was expected that the implementation of the HSE Leadership program would lead to HSE culture improvements and furthermore result in HSE performance improvements. Results of the program implementation were highly successful. In addition to a genuine concern for the employee workforce from senior and middle managers, the performance improvements have been remarkable in both leading and lagging indicators.