The document discusses how safety efforts and measurements should focus on positive safety behaviors rather than results like zero injuries. It states that focusing on behaviors like safety meetings, inspections, and hazard identifications will lead to improved safety culture and increased likelihood of zero injuries. The document outlines specific safety responsibilities and behaviors that drilling and completions staff are accountable for to actively manage safety performance. The goal is to work towards safety excellence by developing an advanced safety culture and system according to six criteria like top management commitment and employee involvement.

1. take a closer look
Clearwater BU Drilling and
Completions Safety Programs
Q4 2010 and Q1 2011
May 16 | 2011

2. Safety Excellence
Zero Injuries
Safety efforts and
measurements should
focus primarily on
positive safety
behaviours
Safety efforts and
measurement should not
focus on ‘results’ such as
zero injuries.
Leads
to
Focusing on positive behaviours will lead
to zero injuries
Safety efforts should focus on positive things we do to ensure a safe work site. At Encana
these things that can be measured are safety meetings, spot checks, hazard ID’s, rig
inspections and such. When we focus on the positive behaviours we change the way
people who work for us think about safety. This allows us to drive towards safety
excellence. When we get really good at safety then the result is that we increase the
likelihood that we will have zero injuries. Zero; or more realistically, fewer; injuries come
about as a result of safety excellence. As a result of focusing on positive safety efforts.
Conversely, if we focus on zero injuries we are not focused specifically on being safer.
Focusing on the number of injuries that we have (or don’t have) means that our measure
of success is based on THE LACK OF SAFETY or ON OUR FAILING AT BEING SAFE. This is a
horrible measure. It is comparable to Encana measuring its month by month and year end
success by holding everyone accountable for how much gas they were short from their
production targets. Leaders would get no information if they were succeeding at and
meeting production targets, they’d only be told if they were failing
A company doesn’t manage its business and determine its success by measuring the
absence of production; yet that is exactly how safety, by focusing on TRIF and zero injuries,
is measured and managed.
In addition focusing on zero injuries is motivation for not reporting injuries. If nothing is
reported then we can achieve the zero injury goal even though we are not any safer. If
however, the focus is on safety excellence (i.e. doing safety really well) then injury
reporting is encouraged and accepted because that is what you do in a place with an
advanced safety culture.

3. Criteria for Safety Excellence
1. top management is visibly committed
2. middle management is actively involved in:
– doing safety to show commitment
– ensuring supervisory performance
– ensuring quality of supervisory performance
3. safety system mandates supervisory performance
4. system is flexible
5. employees are actively involved
6. safety system is positively perceived by the
workforce
Research in High Reliability Organizations (companies that have been proven to have
advanced safety cultures) all have these 6 criteria in common. It has been shown that
everyone in an organization, at all levels, has a role in creating an advanced safety culture
that strives for safety excellence.
Everyone is key. Top management has traditionally said that they are committed, but is it
always visible? Middle management must get out to the field and engage the field
supervisor in regards to safety and must show, confirm and mandate to the field supervisor
that safety is part of their job. Lead by example.

4. (This is a slide from the SEFL course)
This safety program is moving us from a Traditional Safety System to an Advanced Safety
System. Typically, without further improvements to a safety system the decline in injury
rates plateau and stop dropping significantly. This program is designed to, by bettering our
safety culture, further drive our injury rates down.

5. Business Performance is Actively
Managed
Petersen, D, Safety Management: A Human Approach
Accountability Behaviours Culture ExcellenceExcellence
A Simple Model:
that affectsresults in that leads to
As stated in the first slide; Encana actively manages business performance. People are
accountable for measurable and observable results – they need to drill a certain number of
wells in a month, get a well drilled in a certain amount of time (although not every time),
come in under budget for the well, etc. In order to get these results they must do certain
behaviours – watch costs, order services on time, look at mud/drilling/direction
information, watch invoicing. If people do not do these things consistently then it is
noticed and something is done. They either improve or they (usually) aren't around that
long.
These behaviours and the fact that people are accountable for them has created a culture
where we are highly efficient at drilling wells and getting gas to sales. We are very good at
drilling wells to meet all aspects of the businesses requirements. It could be said that we
are approaching excellence when it comes to drilling (not that we’ll ever completely get
there – there is always room for improvement)
Business performance at Encana is always actively managed!

6. Safety Performance Must be Managed
Petersen, D, Safety Management: A Human Approach
Accountability Behaviours Culture ExcellenceExcellence
A Simple Model:
that affectsresults in that leads to
Safety performance must managed in the same way that business performance is actively
managed in order to achieve safety excellence! But this doesn’t normally happen. You
cannot use TRIF, or the absence of performance, to manage anything on a go forward
basis.
In order to manage safety, which we are achieving with this safety program, we have
determined some very specific safety related behaviours that need to be done on our
worksites. This has not been done in the past – field guys were given a back pack of safety
books, forms and procedures and then sent out to the field. These are safety behaviours
that are/were supposed to be done in the field but there was never any way to ensure that
people were doing them. Where we have improved on this is by setting clear
accountabilities for the use and completion of these safety behaviours. By making staff
accountable for doing safety behaviours we will change the safety culture and get closer to
achieving safety excellence.
The key to managing safety performance is determining behaviours and then finding a way
to measure them. Once they can be measured then people can be held accountable for
doing them.

7. Results of Managing Safety
 Decreased incident rate
 Decreased incident severity
 Increased incident / near miss
reporting
 An improvement in the safety culture
ResultsResults of safety
culture and
performance
 Poor indicators
Safety perception survey
PredictorPredictor of safety performance
 Good indicator
How will we know that managing safety is working ? How will we know that things are
safer out there?
We will not use the incident rate, severity, or numbers of incidents reported as a measure
of success because these are the RESULTS of our safety culture. they are subject to luck –
i.e. on slip could result in no injury or it could result in something horrible and the
difference could be totally based on a lucky fall in one direction or an unlucky fall in
another direction.
Success is to be determined by a measurable improvement in the safety culture. Before
the program was started a survey was given which was used to get a measure of the safety
culture. This spring (3 yrs later) another will be given and used to determine if the culture
has improved. The culture or the way people feel about safety is a predictor of long term
success when it comes to safety performance.

8. Safety Responsibilities (Drilling)
1/qtrReview w/ crew- Safety Alerts
n/an/a(Bonus)Other
n/aReport / follow upReport (Bonus)Near Miss Reporting
n/aReport / follow upReportHID Reporting
1/qtr1/mth1 / 14 work daysSite Inspection
2/yr1/qtr1 / 30 work daysSpot Check
1/qtr1/qtr / staffDone on site rep
by supervisor
Site Safety
Verification
1/qtr1/mth- Emerg Response
1/qtr1/mth1/wkSafety Meeting
LeadCoordinatorWellsite Rep
PositionExpectation
These are the specific ‘behaviours’ that the drilling staff are accountable for. It supports
the fact that top management must show a visible commitment to safety and it forces
middle management to both do safety to show commitment as well as ensure their
report’s safety performance. The verification checks to see how well their reports are
doing safety.

9. Safety Responsibilities (Completions)
1/qtr1 / 30 work days- Emerg Response
n/an/a(Bonus)Other
n/an/aReport (Bonus)Near Miss
Reporting
n/an/aReportHID Reporting
1/qtr (wellview?)n/aSite Inspection
1/yr
1/qtr1 / 30 work daysSpot Check
2/yr1/qtr / staffDone by supervisorSite Safety
Verification
1/qtrReview w/ crew- Safety Alerts
1/qtr group
1/mth field
1/yr
2/mth (field/group)1/daySafety Meeting
LeadCoordinatorWellsite Rep
PositionExpectation
Same as last slide but this is for completions.
Note that the requirements are different. This also supports the criteria for excellence
where by the safety system must be flexible – the drilling and completions groups are
different so it is best to have a system that fits their individual groups

10. Conclusion
Goal
Zero Injuries
Safety
Excellence
Criteria for Safety Excellence
1. Top management visibly committed
2. Middle management actively involved
3. Safety system mandates supervisory
performance
4. System is flexible
5. Employees actively involved
6. Safety system is positively perceived by
the workforce
We perform and will improve!
Accountability
Behaviours
Culture
SafetySafety ExcellenceExcellence
Actively
Manage
Safety
In conclusion, the goal is safety excellence. By getting really good at safety and having a
very strong safety culture we will better the safety culture of our staff and subsequently
decrease the likelihood that people will get hurt and increase the chances of getting to
zero injuries. In order to do this we must first make sure that our safety system has all of
the 6 criteria for safety excellence (everyone must be involved and engaged) and we must
secondly actively manage safety performance by making people accountable for safety
behaviours.