Improving Job Safety Analysis (JSA) Quality through Leadership Coaching & Feedback

Abstract

Abstract In 2008, Chevron Upstream and Gas implemented a procedure called "Leadership Behaviors to support the Managing Safe Work (MSW) Process". The implementation of this procedure has shown that regular leadership engagement with field-based workforce has led to an increased use of Chevron's Stop Work Authority policy. We are also beginning to see a reduction in personal safety related incidents. Annually, Chevron conducts a major incident study to identify incident root cause analysis trends across the corporation. The last several studies have identified, "inadequate Job Safety Analysis (JSA)/hazard analysis" as one of the top five most frequently cited root causes in the incident investigation reports that were reviewed. These circumstances led the Managing Safe Work community in Chevron Upstream and Gas to take the leadership engagement program one step further. We developed a JSA focused leadership engagement which incorporates a JSA review and feedback session with workers. The aim of the JSA focused engagement is to proactively improve the quality of JSAs through immediate, specific feedback and coaching. The JSA focused engagement was piloted in October 2011 through December 2011. This paper discusses the learnings from the pilot and the improvements the team has made to the focused engagements that we believe are a key to driving improved quality and effectiveness of JSAs in our operations.