A case study examining the actual impact of safety leadership on employee safety behavior in the OIl & Gas construction sector, over a two year period during the roll-out and execution of 'B-Safe', a behavioral safety process.
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Different Site Areas/ Contractors- Separate BBS Process for each Contractor / Site area- Numerous Activities - Developed Generic and Trade Specific checklists
- Monitored - Total Site Manpower- Number of coordinators / observers per contractor- Ratio of Observers to Personnel- Ratio of Observations Expected/ Received
- % Safe Score - 5 Best / Worst Scoring Behaviors
- Corrective Action Completion Rate- Monthly ‘Lessons Learnt’ Meetings with all contractors
-Lessons Learnt = Carve Project into smaller, manageable, chunks = Monitor overall implementation status = Develop self-sustaining help mechanisms
Project factors that are associated with Reducing Incident Rates
Results show Observation Rate, Corrective Actions and workers recording of Visible Ongoing Support by Safety leaders are very important for reducing Incident Rates
• Employees should observe daily (can take time to get - needs constant attention)• Corrective actions must be fixed• Senior, Middle & Front-line Management Safety Leadership Support is vital• Dedicated project coordinators are vital to keep project on track• Monitor BBS statistics rigorously to keep project on track• Maintain consistency of focus, purpose and execution
According to the International Association of Oil & Gas Producers' (OGP) reports in 2007 & 2008 this company was the safest upstream facility in the world for two years running.
Such results are an 'independent' indicator of the impact that can be exerted by a well designed and run Behavioural Safety process.