With HSE as much our purpose as energy, we made it integral to the company and outlined a business framework for it, just as we did for other key aspects of the business.
We took a very pragmatic approach – convinced that if we used the right “lenses” to guide us, we could drive non-conformances out of our system and at the same time, improve effectiveness and efficiency. After much searching and testing, we landed on four sustaining “lenses” through which we would view and manage HSE and build our culture going forward.
- Business based – everything we did in HSE had to be aligned in support of the business
- Risk based – our focus had to be on our risks, the hazards intrinsic to our business and our product lines
- Culture based – our HSE conscience had to be believed from within and it had to start with our leadership
- Best organizational practices based – we’ve worked to learn from others and modify those practices to fit our risks and activities. Best organizational practices must be implemented.
These are the lenses we still use today.