HES Culture & Training


Promoting HSE Performance Excellence through Safety Leadership and ABC-Analysis

Chinemerem Patricks-Ekedede, Ph.D, MPhil, EnvDipNEBOSH, KSJI
Principal Consultant & Director: EHS Research, Learning & Knowledge Management
Centre for Research, Environment Education & Development (CREED): Environment & Millennium Targets Ltd (EMT)

Category: Implementing BBS
Level: Advanced


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The major aim and objective of this paper is to buttress and explore the huge potentials and efficacy that can be derived from effective safety leadership and a sound understanding of major reasons behind certain behaviors in the work place with a view to combining systematic and mainstreamed safety leadership elements and qualities and a psychology based tool of assessing the activators and drivers to behaviors, the consequences of behaviors and overall influence in achieving organizational vision, targets and expectations towards an improved HSE culture and performance excellence.

Considering the growing challenges and expectations from interested parties for organizations to improve their HSE performance and achieve performance excellence and in view of the need to reduce injuries and frequencies of incidents in work places, there is a strong need to understand best proactive pathways to achieve sustainable and excellent organization performance excellence for HSE. The study that resulted to this paper adopted a qualitative research methodology approach that have lasted for eight years by understudying the actions of senior level and top management categories within an organization “XYZ”, the actions of meddle managers and supervisory level roles within same organization and also the actions of general shop floor employees ( junior workers). These different categories were engaged through a face to face interactive and participatory focus group workshop sessions and also through one on one semi-structured interview question and answer sessions regarding what and how they perceive their current organizational HSE culture and HSE performance excellence before, during and after some years of implementation of a structured safety leadership Programme and ABC analysis process for all employees. They were also engaged to understand and speak up to show their understanding on how their leadership impacts on safety performance. Direct work place worker-task inspection was also used to assess the prevalence of unsafe acts or the value of safe behaviours. In doing this workers were engaged to show their understanding of major drivers to possible unsafe acts and behaviours. Fundamentally, considering a major concern and problem associated with the fact that every year several employees suffer injuries or even fatality from occupational health and safety related hazards and work place risks. There was a need to correct this ugly trend and improve cultures, change behaviours and promote excellent HSE performance. A key finding from the analysis of all gathered data indicated that promoting certain safety leadership qualities, elements and expectations and by conscious adoption of these key elements shaped and produced excellent safety leaders within the organization in the last eight years. These leaders in turn through their conscious adoption and understanding of drivers to observed behaviours were able to engage others to adopt best proactive behaviours and there by changing the organizational HSE culture and producing excellent HSE performance in terms of the results gathered from measurable HSE key performance indicators.


Supporting Saipem to Improve HSE Culture & HSE – MS.