Safety is often overlooked as a way to achieve competitiveness in business. What is required to drive the safety performance of the Indonesian oil and gas industry beyond current levels as a method of attracting increased investment?rnEnergy companies have many reasons to significantly improve safety performance regardless of existing standards. Global expectations for safety performance in energy companies continue to rise as communities and individual workers see the consequences of lapses in safety performance through catastrophic loss. Perhaps the most compelling reason to pursue a high level of sustainable safety performance is the realization that this can also equate to improved, sustainable business performance and increased investment.rnThe journey to significantly improved safety performance can be daunting and laced with many challenges. Some companies encounter pitfalls as they tackle the objective aspects of their safety management systems. However, even with the existence of comprehensive safety management systems, improvement trends can plateau and sometimes follow a reversing trend unless leadership commitment is genuine and the organization as a whole feels ownership for safety improvements at an organic level.rnDuPont believes that an organization's leadership must be aligned around the competitive business case in order to achieve great safety performance and must engage the workforce to create:rn1. A vision for the future state of their safety culture;rn2. A realistic assessment of major barriers to improved safety performance;rn3. A robust, multi-dimensional plan for moving forward.rnTo perform at a very high level relative to industry peers, it is necessary, therefore, to engage the entire organization, identify the organization's key safety improvement issues and barriers, and plan deliberately for their resolution. A key consideration is the generation of employee buy-in through a say in the development of the safety vision with direct input in support of the vision.
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