The organisation was experiencing increased operational risk exposure amid rising industry fatality rates, with a strategic requirement to strengthen safety culture, leadership behaviours, and non-technical skills across the fleet. A review of Human Factors capability was commissioned to assess progress against industry best practice and define the path to sustainable, organisation-wide impact.
Business need
To design, deploy, and scale an IOGP-aligned Human Factors and Crew Resource Management (CRM) programme capable of measurably improving situational awareness, leadership, communication, teamwork, and decision-making across rigs. The organisation needed to move beyond episodic training toward a critical mass of trained personnel per rig, embed behavioural change into daily operations, reduce exposure to high-potential incidents, and create internal capability to sustain safety culture improvement at scale.What was delivered
A fleet-wide, industrialised Human Factors and CRM programme, aligned to IOGP 502 requirements and endorsed against industry standards. Delivery included multiple four-day residential CRM programmes incorporating assessed simulator scenarios, rig-specific action plans, and role-based training for safety-critical positions. A parallel RSTC (Rig Site Training Coordinator) CRM and Train-the-Trainer pathway was introduced to build internal instructional capability. The programme was delivered by qualified CRM instructors and aviators, supported by structured feedback, action planning, and evidence-based review. A formal Human Factors Review assessed saturation levels, behavioural indicators, and provided clear recommendations for completion and sustainment.
Outcomes
- 637 personnel trained across 35 courses, representing 55 rigs, with consistently high delegate satisfaction (4.7/5; 94%).
- 100+ rig and personal action plans initiated, targeting improvements in situational awareness, briefings, debriefings, feedback quality, and near-miss reporting.
- Clear evidence of strengthened non-technical skills across leadership, teamwork, communication, and decision-making domains.
- Independent analysis confirmed that while progress was significant, full safety-culture impact requires completion of fleet saturation—leading to a clear, phased roadmap for H2 completion and long-term internal ownership of CRM delivery.
- The programme is on track to deliver a measurable shift in safety culture and behaviour once training recommences and reaches critical mass.
