(104ae) Using Research-Vetted, Actionable Leading Indicators to DRIVE Safety Performance and Operational Excellence

This paper will review the leading indicator research findings drawn from analyzing a large Energy industry data set.  The source of research includes QHSE management system practices and data spanning over 100 countries involving some global industry leading companies such as ExxonMobil, ConocoPhillips, Shell, Chevron, OMV, and multiple others. 

From the analytical research and careful review with industry QHSE executives and Subject Matter Experts, the factors that were found to best predict the Safety outcome performance of an organization included measurements of (a) proactive event reporting (Reporting Culture), (b) the discipline and consistency in execution of QHSE processes, (c) the timeliness in closure of important corrective / preventive actions, and finally (d) the responsiveness 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, throughout this paper we will emphasize how engaging these leaders is imperative to improving the above factors and driving QHSE outcome performance.

This paper will also review some actionable leading metrics which can be calculated to measure the factors that have been found to be uniquely strong in organizations who continue to sustain top-level Safety lagging performance.  We will review some creative solutions to reach out to front-line workers and leaders to engage them directly in the process of continuously improving these factors.

And finally, we will outline a sample process for implementing practical, “actionable” leading metrics in each key area to drive line manager / leadership behavior and ultimately improve QHSE performance outcomes.