Accelerating HSE Culture through HSE Leadership

Breitsprecher, Kathryn; Hinton, Jack Joseph; Harris, Wendy L.; Crabb, Stephen Leslie; Jacques, Peter; Hoedt, Bernie de

doi:10.2118/157313-ms

Cited by 5 publications

(2 citation statements)

References 8 publications

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“…It is known that there is "an innovative approach to accelerating HSE culture in an organization based on the concept that managers, 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" [3]. However, both in Russia and Armenia, the development of HSE culture is accompanied by a number of difficulties of a psychological [4] and organizational and communicative nature.…”

Section: Introductionmentioning

confidence: 99%

Toxic communication as a risk factor when promoting Health, Safety & Environmental culture in an organization

2020

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The study focuses on the problem of toxic communication as one of the risk factors in Health, Safety & Environmental culture development. The data obtained indicate that the effectiveness of Health, Safety & Environmental communication is reduced due to the expansion of toxic communication, which includes such phenomena as intentional confusion, topic overdiscussing, lack of dialogue on equal footing, lack of feedback, and weak corporate culture. It is also shown that in most cases, ineffective Health, Safety & Environmental leadership of managers and chiefs demonstrates the communicative behaviour of a toxic boss. The conclusion is drawn on the need for further studies of toxic communication in order to reduce its negative impact on Health, Safety & Environmental culture promotion.

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Section: Introductionmentioning

confidence: 99%

Toxic communication as a risk factor when promoting Health, Safety & Environmental culture in an organization

2020

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“…The last priority aspect of the SMC Repository results is leadership. According toBreitsprecher et al (2012), this aspect can be improved by utilizing the role of top Proceedings of the 7 th North American International Conference on IndustrialEngineering and Operations Management, Orlando, Florida, USA, June 12-14, 2022 © IEOM Society International management by demonstrating strong and consistent HSE leadership behaviors and characteristics. Provide real examples of positive habits related to work safety aspects that should be applied in daily life.…”

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confidence: 99%

The Development of the Repository Safety Model Canvas as a Database to Improve Safety Culture Maturity (A Case Study of PT. Prima Alam Gemilang)

Proceedings of the International Conference on Industrial Engineering and Operations Management

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Creating a safe work environment is essential and a top priority. One indicator of the work environment assessment is to assess the safety culture applied by the company's management. A good safety culture will successfully prevent potential hazards in the workplace and vice versa. Therefore, this study aimed to develop the Repository Safety Model Canvas (Repository SMC) as a tool to improve safety culture maturity based on best practices in scientific articles about Occupational Health and Safety (OHS). Additionally, it aimed to measure safety culture based on seven dimensions of the safety model canvas (commitment, leadership, responsibility, competence, engagement & involvement, information & communication, and organizational learning). Furthermore, it validated the SMC repository using a case study of PT. Prima Alam Gemilang provided recommendations for improvements to companies implementing the SMC repository. Data was collected by distributing questionnaires based on random cluster sampling to 112 workers. The results of the assessment of the maturity level of safety culture in the observed company obtained a value of 3,428 in the calculative category. This study showed the sequence of safety culture improvement that needed to be addressed by company management, starting from the dimensions of competence (1), commitment (2), engagement & involvement (3), organizational learning (4), information & communication (5), responsibility (6), and leadership (7). The smaller the number in the priority flow, which indicated the level of the tendency, required to be addressed first. Meanwhile, the strategic recommendations for each stage in the SMC Repository were determined based on the needs and suitability of the company's circumstances.

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Organizational Ownership of an Interdependent HSE Culture Yields Quantifiable HSE Performance

Breitsprecher

Ndahbros

Hinton

et al. 2014

SPE International Conference on Health, Safety, and Environment

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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.

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Accelerating HSE Culture through HSE Leadership

Cited by 5 publications

References 8 publications

Toxic communication as a risk factor when promoting Health, Safety & Environmental culture in an organization

Toxic communication as a risk factor when promoting Health, Safety & Environmental culture in an organization

The Development of the Repository Safety Model Canvas as a Database to Improve Safety Culture Maturity (A Case Study of PT. Prima Alam Gemilang)

Organizational Ownership of an Interdependent HSE Culture Yields Quantifiable HSE Performance

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