Case studies

Case Study 1: Implementation of a behavioural safety process in an international oil and gas company with operations in UK and North Africa

This major project has involved all of the key elements and delivered in a multi-cultural setting. The work began with the Leadership Team of the company to help them define their values, safety vision, key principles and behavioural expectations. The project then involved a large-scale training programme involving the entire workforce. This training provided the basis for the development of a systematic approach to supervision and coaching, and the implementation of local behaviour change teams. Finally, the focus moved on to assist the company in establishing a performance management process based around the use of local performance matrices.

Case Study 2: Large-scale behavioural audit in a UK train operating company

This project involved taking a fresh look at the problem of train drivers passing red signals ("signals passed at danger" - SPADs). Following a programme of observation and interview a report produced, highlighting key concerns relating to the behaviour of driver managers and the driver performance management system. This was followed by a series of workshops for driver managers targeted at developing their performance management skills using behavioural theory.

Case study 3: Development of a behavioural contractor management strategy in an international oil and gas company

This major oil and gas company employs many contractor companies to conduct its operations and maintenance activity. The starting point was a concern that the contractor companies were falling short in both their safety effort and performance. Following some initial research, an innovative process was developed to encourage contractor companies to increase their safety efforts. The outcome has been a significant improvement in contractor company ownership of safety with a commensurate increased effort to drive continuous improvement. All parties reported high levels of satisfaction with the process and safety performance is extremely high.

Case study 4: Implementation of a behaviour change and performance management process in a UK wide utility company

This major company with international operations recognised the need to introduce a behavioural safety process into its engineering activity as part of its drive to improve safety performance. The challenge here was to design and implement a workable process in a largely itinerant and dispersed workforce. The subsequent approach based on safety teams positioned them as the key safety performance units in the company. Performance was linked to a reward and recognition system designed around behavioural principles.

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