by Jill Hamma, Global Business Manager - DuPont Safety Resources

Expansion in the drilling industry, fueled by the constant pressure for more hydrocarbons to drive growth, has brought new technologies that allow operators to explore greater depths, as well as move into challenging areas which were previously considered too costly to develop successfully.

These changes have brought additional safety concerns to an industry that traditionally has been categorized as high risk.  Based on our experience with the drilling industry, we know there are unique variables that affect the safety of employees such as remote locations, extreme weather, physically demanding work and danger zones.

In my global role in the safety training industry, I find value in sharing the ways in which companies have used safety training to improve their performance and culture.  Leaders in drilling companies have seen significant improvements in addressing safety challenges by adhering to the following best practices:

• Show that safety is a line responsibility
• Make safety a part of regular meetings and interactions
• Include safety in internal and external communications
• Take a public stand for safety
• Build safety into managing processes including reviews, objectives, HR systems, pay and performance.
• Hold subordinates accountable
• Establish and track metrics
• Participate in audits and inspections

Some drilling companies have also found that seeking outside help from a safety expert can support sustainable improvements. One example I’d like to share with drilling companies is that of Noble Corporation, a leading provider of diversified services for the oil and gas industry with a global fleet of 62 offshore drilling rigs.  Noble’s safety management efforts have been recognized by numerous safety and industry awards in recent years.

Several years ago, Noble — like others in the offshore drilling industry — began experiencing an increase in incidents due to increased activity and turnover and wanted to refocus on the foundations of the company’s safety management system. 

Noble had been using DuPont™ STOP™ programs for many years.  In order to build on this foundation, they decided to use Advanced STOP™ and retrain the Gulf Coast Division on STOP™ and the use of Job Safety Analysis tools.

The refocus resulted in a step-change improvement in Noble’s injury rates. From 1999-2002, the total recordable injury rate (TRIR) at Noble dropped by 60 percent.

So what does Noble’s safety culture look like today?  The philosophy begins with upper management’s strong commitment to safety. Supervisors are responsible for ensuring active involvement in safety and all employees understand that they are expected to work safely. Active participation in safety meetings and a positive safety atmosphere on the rigs continue to drive the company’s safety philosophy and the safe behavior of all employees.

At Noble, every employee takes responsibility for safety. Individuals go beyond the call of duty to identify unsafe conditions and at-risk behaviors — and intervene to correct them. Safe work habits and practices are supported with rewarding feedback. Safety is not considered a priority that can be conveniently shifted depending on the demands of the situation; rather, safety is considered a value linked with every priority of any situation.

Noble and many other drilling companies have witnessed the benefits of a strong safety culture.  In this work environment, owners can achieve more efficient operations and employees maintain their right to return home safely to their loved ones.  In the drilling industry, we can accept nothing less.

• Read the full Noble Corporation case study and other STOP™ successes