fax 01-972-952-9435. Abstract-As part of the process of attaining accident free operations, the UK Step Change in Safety organization has suggested that 'Personal Responsibility for Safety' (PRFS ) (1) will build on the existing safe plant and equipment in addition to the safe systems that hitherto have been the mainstay of safety improvements creating a change in our safety behaviour and ultimately performance. This paper demonstrates one organization's innovative approach to engaging staff in PRFS. It addresses the challenge faced in moving the nine key elements of PRFS from a paper based work pack to an inherent behaviour exhibited by the organization and our colleagues PRFS is composed of a template of ideal behaviours by which the individual and the organization can assess their performance leading them to self evaluation and hence to improvement. Personal Responsibility for Safety cannot be a short term programme but must be undertaken as a continuing long term process of improvement or culture change.It must be stressed that PRFS is not simply a programme for laying complete responsibility on those in the front line in the work place.The methodology employed used a combination of live theatre, based on the elements of PRFS, and mirrored existing business processes. Through this the leadership team was introduced to their own behaviours and those of the PRFS model. The participants were invited to self evaluate their PRFS maturity before being given independent assessment based on the PRFS maturity matrix.More traditional approaches of engagement had been previously rejected as they were not believed to be effective enough in communicating and involving the appropriate staff.A number of important initial lessons can be learnt from this process which will be valuable even outwith the UK and for those wanting to stimulate change. These are shared regarding the engagement process and the participant's own preconceptions of their performance versus the independent assessment are discussed.

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.

The Hook-up and Commissioning program for the BP operated Clair Ridge facility was conducted over a period of three years, starting with the accommodation platform in 2015/16, and then the Production and drilling platform over 2017 and 2018. The total topsides weight is 53,000 tonnes, and the field is located in the harsh waters of the Atlantic West of Shetland. Typically 750 persons were based offshore, but over the life of the program some 7000 individuals worked offshore at some point on the project. Recognizing the safety leadership challenges with such a major hook-up and changing workforce a huge amount of effort went into preparation and working with our contractors to onboard the workforce. Over the first months of the campaign the safety metrics were healthy and there was a good reporting culture, however an increase in incidents was seen, including one late in 2015 where a medical evacuation was required from the platform. The individual made a full recovery and returned to work however it caused the Operator and Contractor project leaders to reflect on their safety leadership and how they were working with and engaging with the workforce. It was a catalyst for change as the team was determined that no other serious incidents would happen during the project delivery. In this paper we will share the Clair Ridge safety leadership journey and the steps taken by the operator, with the support and collaboration of the main contractors, to set a new approach to safety through the development of a genuine Culture of Care. This included: Building of trust and credibility between leadership and the workforceLeadership openness and transparency in communicationEmpowering front-line supervision to be safety leaders and giving them the skills and tools to do this well As a result of the approach the Clair Ridge team is proud that, in the three years since the incident in 2015, over 9 million offshore workhours have been completed without any other Lost Time Incident, and a safe start-up was achieved with no process safety related incidents. Clair Ridge realised some of the highest participation in safety observations and near miss reporting across the Operator's global projects portfolio, a continual and significant reduction in all injuries and benefited from an excellent reporting culture. A Culture of Care has been owned by all, and been recognised and commended by the contractor workforce and visitors to Clair Ridge.