CASE STUDY

Implementing Safer Teamwork by Delivering
Behavioural Coaching and Training Workshops
When BP and Amec FosterWheeler faced safety challenges at their worksite, they turned to external assistance for acomprehensive solution.

Client:Timeframe:
Size & Location:
Main services:
Industry:

BP and Amec FosterWheeler
October 2016 – September 2017
Grangemouth, UK (KLPG Project)
Site-Based, Behavioural Coaching
Oil & Gas

BP and Amec FosterWheeler are multinational British companies headquartered in London. BP is one of the world’s largest oil andgas companies, while Amec FosterWheeler is a consultancy, engineering and project management organisation. Amec wascommissioned to replace a refrigeration plant at BP’s KLPG site in Grangemouth, UK. Oil and gas is a high hazard industry inwhich safety must be a top priority. Projects like the one at the KLPG site require a harmonised approach among cooperating
partners. Collaboration between the companies’ teams proved challenging, starting with leadership issues and extending tomeeting efficiency, compliance, quality and rank and file engagement.

Behavioural Coaching for BP & Amec

One-on-one, behavioural coaching took place on a weekly basiswith a focus on engagement. Individual sessions also aimed toimprove the delivery and content of toolbox talks, the quality anduse of BOSS (Behavioural Observation Safety System) cards and thecalibre of audits.
For the HSE team, we offered training modules on risk perception,
hazard awareness and consequences and probability. We also
engaged in site visits with the intention of listening and engaging
with employees and emphasised the importance of theseinteractions. Our intervention aimed to streamline weekly meetings
and transform them into an effective platform for reflection andimprovement. The goal was to counteract what many perceived as alack of visibility and ownership on the part of leadership. To thisend, our coaches encouraged recognition of strong safety
performance and how individuals contribute to it through theirattitude and safety-centred behaviour.

Initial Situation and Requirements

ResultThere were a number of issues prompting the two companies toThe yearlong intervention yielded the desired results. Individual

seek assistance with forging a strong and successful partnershipcoaching showed success in many areas. On the leader care profiles,that prioritised quality and safety. Leadership was in need offor example, which were very well received, levels of integrity,strengthening, compliance was at risk, employee behaviour was not

humanity and competence increased.

aligned with the companies’ safety standards and quality wassuffering.

Here is an example of one of the coachee´s improvements:

The client requested on-site coaching services to address issues
from improving leadership visibility and top-down relationships totackling compliance difficulties, improving meeting efficiency, andIntegrity

HumanityCompetence

4.4

4.4

3.7Integrity

HumanityCompetence

4.8

4.7

4.3

engaging and modifying behaviours at all levels to support quality
and safety.

BEFORE:

Solutions
As a trusted advisor to multinational companies in a range ofindustries, we were well-equipped to provide the intense coaching
and training services required to improve cooperation between BP
and Amec FosterWheeler during their project’s commissioning
phase. We provided two main pillars of support: individual sitebased coaching and behaviour-based training sessions including

AFTER:

leadership coaching to raise the level of safety leadership andparticipation.

2Behavioural Coaching for BP & Amec

“Bitesize” coaching sessions focusing on improving toolbox talksof 15 times per day on account of safety issues. By the end of

were also effective, as participants noted visible improvements: notFebruary 2017, that number had fallen to 3. Communication

only did the content expand to include barrier management andbetween supervisors and their teams as well as peer-to-peer

situational awareness, but the delivery (tone and body language) wasinterventions had resulted in safer behaviours.

more engaging for the audience.

Coaches’ efforts to transform weekly meetings met with success.
Leadership took charge, invited contractors to attend and whittled

The submission of BOSS cards, another focus of one-to-one

the meeting length to 45 minutes, down from an hour and forty-five.

coaching, exploded over the course of the project. The dramaticMore importantly, the agenda was prepared and distributed inincrease indicates not only that employees were advancing fromadvance and action items were rarely carried over to subsequent

safety awareness to advocacy , but also that they felt the value ofmeetings. The heightened efficacy of these meetings meant bettermaking reports. With guidance from our coaches, BOSS cards

communication and a boost to morale.

became a vehicle for improving safety and facilitating
communication. In fact, the striking rise in BOSS submissions wasAlongside other improvements, interactions between supervisors

taken as a sign that the intervention was working.

and their teams improved both quantitatively and qualitatively. Sitetours were emphasised by the coaches who modelled positive
engagement and quality conversations with workers.

BOSS Cards Input
400

The strides made by BP and Amec FosterWheeler in a relatively short300

period of time--in some cases over the course of only one month--200

prove the value of intensive, personalised coaching supplemented

100

with targeted, customised workforce training. This approach
October (2016)

January (2017)

depends on talented coaches who have both expertise in behaviourbased training and the people skills to develop a constructive rapport
with clients. Out of an initial lack of harmony and coordination, weIt took only one month for compliance to improve as a result of

helped BP and Amec build a successful and safe partnership for theintensive coaching. In January 2017, coaches intervened an average

duration of their project.

DEKRA Organisational Reliability
DEKRA Organisational Reliability is a behavioural change consultancy. Working in collaboration with our clients, our approachis to influence the safety culture with the aim of ‘making a difference´. We deliver the skills, methods, and motivation
to change leadership attitudes, behaviours and decision-making among employees. Measurable sustainable improvement of safety
outcomes is our goal. We are a service unit of DEKRA SE, a global leader in safety since 1925 with over 39,000 employees in50 countries.

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