Social Sustainability: Case Studies

Step Change in Safety initiative - improving safe working practices in the offshore sector

Background

Step Change in Safety was launched in September 1997 in recognition that progress in reducing accidents and injuries had begun to plateau in the UK offshore oil and gas sector. Since its launch, safety performance has improved steadily and Step Change has become recognised world wide because of the quality of its guidance and approach to safety improvement.

Uniquely at the time of the launch, industry leaders, representatives from trade associations, trade unions and the government regulator agreed that enhanced co-operation between all was the way forward. A commitment was made to work in partnership, sharing safety information and good practice, to secure a step change in the UK's offshore safety performance. The target in 1997 was a 50% reduction in all injuries.

In 2002 a more global outlook was taken with industry leaders agreeing to aim for world-class safety performance. The new vision was:

"In 2010, the UK is the safest place to work in the world wide oil and gas industry"

Step Change currently has 135 member organisations. Strategy is set by a leadership team of 25 senior personnel from companies throughout the supply chain, trade associations, trade unions and the HSE Regulator. This leadership team is currently chaired by Gary Luquette, President and Managing Director of Chevron Upstream Europe. Day-to-day business is conducted by a support team seconded full time from member organisations.

Step Change targets all levels within companies organising regular information exchanges between safety professionals, Offshore Installation Managers (OIMs) and elected Safety Representatives across the industry.

Figure 23: Themes Supporting the "Step Change in Safety" Vision 2005

Strategy

In 2004, a new strategy was agreed by the Step Change leadership team to achieve the vision. This involved rationalising activities and aligning all stakeholders in the industry to focus on three principal areas that could deliver the vision:

• Recognising hazards and reducing risks
• Personal ownership for safety
• Asset integrity

Successful delivery of the strategy is based on ownership and involvement at all levels and relies on leadership, communication and cooperation.

Successful implementation relies on commitment at all levels. Various models have been tried but the most successful is when leaders set demanding expectations for their organisations. The Step Change leadership team are encouraging this role by partnering other Managing Directors of key companies, to share learning, expectations and progress.

Personal Responsibility for Safety, launched in May 2005, is seen as an essential building block in making the next Step Change. This initiative is about getting everyone, regardless of position, to work safely, look after themselves, their colleagues and others, and always intervene when unsafe behaviours or conditions are observed. It aims to harmonise the critical processes that support and sustain safe behaviours and make personal responsibility a shared value across the industry.

Global Recognition

Step Change in Safety is recognised globally for its unique approach and success. Many interested parties have set up or are looking to set up similar initiatives in other countries including Norway, Australia, Mexico, Cuba and Malaysia. There is global interest in Step Change publications and the website, http://step.steel- sci.org has thousands of users outside the UK.

In 2005 Step Change in Safety was awarded the Carolita U. Kallaur Award for Outstanding International Safety Leadership by the international Regulators forum in recognition of its achievements.