Abstract
Many Exploration and Production (EP) companies world-wide have made significant investments in setting up formal Health, Safety and Environmental management systems. The challenge is now to convert these investments into performance improvements. In this paper it is argued that a good "return on investment" will depend on:
The level of integration with general business controls and management systems: more integration means more impact,
The strength and quality of feedback loops: good feedback loops make the useful elements of a management system more effective and ensure timely removal of uncontrolled growth,
The clarity of the longer-term vision: an HSE management system is a means to an end. Without a clearly defined "end" vision and policies, even the best HSE-MS may result in only marginal improvements and consequently disappointments.
The question "Is your HSE-MS in Action?" has to be answered negatively. In the end it is people, not Management Systems, who get into action. Which is why the clear longer- term vision is so important. Management systems alone do not motivate people to get into action. Motivation is created by building a shared vision on shared values and by translating this into a concrete strategy and goals.
