Abstract
This paper will describe the approach utilized by ExxonMobil Development Company to align key Safety, Security, Health, and Environment (SSH&E) actions of project leaders with performance expectations using a unique combination of commonly available tools. A discussion will be presented which describes the difference in influence and efficacy between activities associated with the management of operational risks, through the implementation, resourcing, and stewardship of structured management systems, compared to the visible leadership behaviors that promote and sustain a healthy SSH&E "culture". Only through developing and sustaining a healthy culture can the desired performance be maintained, particularly amidst the flux of a global organization challenged with implementing multi-billion dollar upstream development projects, in locations of varying cultures and infrastructure maturity.
The application of the described tools can be undertaken in any context, but the approaches utilized by ExxonMobil Development Company (EMDC) have been particularly useful in addressing the challenges associated with the execution of large projects. The approaches discussed in this paper include the use of safety culture surveys, collaborative development of SSH&E Strategies and Tactics, Safety Leadership Workshops, and development of Personal SSH&E Leadership Plans by senior leaders. These approaches continue to evolve and produce results, and some members of the contractor community have begun to apply them throughout individual projects and sites.
The paper will describe recent performance results that support validation of the approaches in use. Statistical results (e.g., performance metrics) will be presented, as well as qualitative accounts of behaviors supportive of the underpinning "lead by example" philosophy.
