The safety culture of the exploration and production (E&P) industry must change to produce long-term results and keep pace with emerging quality and technology advancements in the industry. Reengineering of safety management processes is not enough to produce quality performance. The corresponding values, norms and customs of the safety culture can be shifted in an elemental manner to produce behavior modification levels necessary to produce quantifiable results. Four case studies are utilized to present a methodology to close this "cultural gap" and produce results beyond traditional safety parameters.

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