Safety performance, safety awareness, and safety reporting are becoming more and more prevalent in the industry today, with progressively more operators paying greater attention to contractor Quality Health Safety and Environment (QHSE) Management. Contractor effectiveness in QHSE management is being used as means to eliminate a contractor who does not meet minimum established standards. Consequently, more resources now being placed upon preventative measures which reduce accidents and incidents, some of which are described in this paper.

Many QHSE Management programs fail due to a "Top Down" only approach. If the entire workforce, from bottom to top, is not convinced, an organization will just be going through the motions. They will not realize any real benefit and more importantly, will not be instilling the safety habits that make an HSE program successful. As managers supervisors and engineers, we recognize the importance and value added to an operation by implementing safety systems and by setting safety targets that continuously challenge us to improve safety. The question then becomes how to build safety compliance by engraining a safety culture into everyday activities and into each individual employee, using cost effective resources and with a synergy that compliments, not compromises, service delivery to the customer.

This paper outlines how to move from a "Top Down" safety management approach to one balanced by both employee and management feed back. The balanced approach to safety, through an example of the efforts made in one Oilfield Service Company operating location will be demonstrated. It explains how the message is passed on to and ingrained into the workforce to solicit their understanding, participation and "Buy-In". Once the workforce buys in, it is demonstrated that QHSE becomes second nature to all personnel. As everyone becomes involved, the number of days without a Lost Time Accident (LTA) starts to become a part of his or her daily life, rather than an abstract figure reported monthly by the manager. The importance of visible closure of action plans with continual feedback, has been shown to play a very important role in convincing the workforce that the system is real and that the company is serious about QHSE. This, together with a consistent zero tolerance policy and a no blame culture, will reinforce the most important factor - commitment.

This paper will also demonstrate that with the use of available management tools such as communication, management visibility, standard practices, employee empowerment, leadership by example, training, delegation, quality control, recognition & reward, and the setting of challenging and achievable objectives, a sustainable, successful QHSE program can be developed.

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