American Oil and Gas Reporter - December 2018 - 85

SpecialReport: Insurance Update
the best way to build this degree of conviction because they are practical, immersive and engaging for participants.
Most importantly, they allow participants
to discover lessons for themselves, rather
than being taught by PowerPoint® slides.
If a true zero-incidents culture is to
prevail, the following conviction must be
built into every single person: "Stuff
should not happen that I can control."
Executive Commitment
The body follows the head. In any organization and on any topic, the most
powerful influencers of behavior are the
leaders of that organization. An employee
looks to his or her leaders to learn what's
important and how to respond or behave.
This information is communicated primarily by what leaders do and only partially by what they say.
To create a culture where the safety
of every person is truly of paramount
importance, senior leadership must model
that importance. When visiting a site or
a rig, their first few sentences and actions
need to reflect their personal commitment

to maintaining a safe work environment.
The visit must include things such as
using and wearing the right protective
gear on arrival; immediately asking to
meet with the safety head, the safety
committee, and employees in safety support roles; and making a point of discussing
results from recent safety metrics.
Leaders also should ask to meet personally with those individuals who have
proactively demonstrated a personal
commitment to ensuring a safe work
environment through application of company policy or procedures and recent
training received.
When requests or discussions such as
these are the very first topics of conversation on arrival, the message is sent that
senior management is paying very close
attention in practice, not just in words, to
the company's commitment to safety.
There are several other ways senior
management can influence the company's
commitment to a safe workplace, including:
· Responding quickly and decisively
when employees raise safety-related con-

cerns, needs or equipment issues;
· Holding front-line management accountable to personally model safe behavior, coach the staff on proper safety
behaviors whenever necessary, and require
strict adherence to safety policy and procedures (this level of accountability can
be addressed monthly by including it as
an agenda item at regularly scheduled
department meetings, and it is important
to review not only safety metrics, but
also the leadership behaviors that are
leading to those metrics).
· Initiating and sustaining companywide messages (digital, print, video, etc.),
personally speaking to their own commitment to safety and celebrating those
employees whose behavior exemplifies
a personal commitment to creating a safe
environment;
· Being personally involved in safety-related training sessions, both as a
participant and as a "drop-in" guest to
reinforce the importance of the topic;
· Publicly acknowledging and commending positive organizational progress
and results related to safety; and

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DECEMBER 2018 85
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American Oil and Gas Reporter - December 2018

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