This paper will summarize an approach for developing and rolling out high-impact safety leadership training programs to managers and employees of onshore and offshore upstream oil assets. The main objective of the paper is to illustrate how to integrate the Accelerative Learning (AL) methodology in the design of safety leadership trainings in order to enable people throughout the organization to understand and act upon HSE priorities for their company with the ultimate goal to improve safety performance, achieve cost savings, reduce risk and raise employee safety awareness and motivation.

The approach to design and delivery of safety leadership trainings uses the AL Methodology, which is considered to be one of the state-of-the-art learning approaches that are in use today, and which is based on the latest research on reconciliation between the brain physiology and the learning process. The method is based on addressing the Auditory (A), Visionary (V) and Kinaesthetic (K) learning modalities through the AL Cycle. The incorporation of this methodology in the safety training programs design and delivery effectively seeks to de-mechanize and re-humanize the learning process and make it mind and body experience, achieving maximum level of information retention and enhancing a transition from safety management approach to safety leadership mindset.

Incorporation of both active (practice by doing, discussion groups, immediate use of learning) and passive (lecture, reading, audio visual and demonstration) methods of engagement under the AL philosophy into the design and delivery of safety leadership programs helps to achieve up to 95% retention of information, leading to higher competency outcomes and immediate linkage of the concepts back to everyday realities in the field. The following results were achieved with the application of this concept to safety leadership development of personnel in onshore and offshore upstream assets:

  • Developing ability to understand motivational and behavioural profiles of personnel and apply relevant tools to influence, engage and create positive change in the safety performance of organizations (achieving an up to 70% improvement);

  • Developing ability to demonstrate visible and felt safety leadership from front-line level-personnel up to the management teams;

  • Enhancing personal leadership capability to build safety into newly established teams, and prepare them for new responsibilities to pave the road for operational success.

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