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Certainly every large corporation has recognized the need to build a strong safety culture in today's business climate. The senior management teams of these corporations implemented policies, standards, and processes to facilitate building this culture. Both leading and lagging systems have been developed to measure the improvement. Additionally, line management is expected to set the example and be actively involved in the process. Patrick Hudson has written about the stages of organizational development, the highest level being the generative organization. E. Scott Geller has written of the need to keep the right people on the bus and ask those who do not fit to please get off the bus. While both of these philosophies are accurate, organizational development must occur at the local level. It must start at the grass roots of an organization and work its way outward to a global level. Some localized groups have indeed created and maintained a culture of performance excellence, not just in the realm of safety but in every facet of operation. These groups all share several common traits: The reputation of the group is paramount to everyone and accomplishments are celebrated with a strong sense of pride.Communication constantly flows through the group at all levels and includes immediate peer-to-peer coaching and mentoring.Diversity is embraced. There is respect for everyone, rooted in the knowledge that every team member brings individual strength and contribution.Group members recognize that they must be adaptive to maintain peak performance in an ever-changing workplace. This is a case study of how several groups have achieved excellence. Major corporations operating in the oil and gas industry today, both exploration and production companies, as well as service companies, have developed and implemented management systems. This frame work provides the documents, tools and processes that make success possible. This is the Schlumberger vision statement for the Quality, Health, Safety and Environment (QHSE) Management System: "QHSE, a line management responsibility, requires visible commitment, leadership and involvement. Our proactive QHSE culture shall be understood, shared and practiced by all employees as an integral part of everyday business. Fundamental to this culture is our belief that all losses of people, property and process result from management failure and are preventable." The words indicate a company that understands the corporate responsibilities and the executive management team will lead the organization on a course to achieve vision. Policy documents signed by senior management can point the organization in the right direction and shape the culture, but the real culture must be developed at the grass roots level and bubble up through the organization. |
