This paper will review the leading indicator research findings drawn from analyzing a large Energy industry data set. The source of research includes data sets and Safety business practices spanning operating sites in over 100 countries involving some global industry leading companies such as ExxonMobil, ConocoPhillips, Shell, Total, OMV, and multiple others.

From the analytical research and careful review with industry Safety executives and Subject Matter Experts, it was clear that attaining a strong Reporting Culture is a critical milestone necessary to begin the process of proactively driving Safety performance. The factors that best predicted the Safety outcome performance of an organization included measurements of (a) proactive event reporting (Reporting Culture), (b) the discipline and consistency in execution of HSE processes, (c) the timeliness in closure of important corrective / preventive actions, and finally (d) the responsiveness and accountability of supervisors and line managers.

In each of these key areas, solid performance can be attributed to the tone set by leadership and the influential day-to-day behavior of field supervision and line management. So, we will explore how these leaders can be engaged to improve the above factors.

This paper will also review the measurable leading factors that have been found to be uniquely strong in organizations that have sustained top-level Safety lagging performance. We will review some examples of creative technology solutions to reach out to front-line workers and leaders to engage them directly in the reporting process.

Lastly we will discuss the affects of risk-aware, accountable leadership in each of the key leading areas. And finally, we will demonstrate a process for implementing practical, "actionable" leading metrics in each key area to drive line manager / leadership behavior and ultimately improve HSE performance outcomes.

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