Advances in Consumer Research
Issue 2 : 1-7
Original Article
Safety Culture Maturity Survey in Oil & Gas Construction, Installations, Drilling and Commissioning in Malaysia
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1
Author is a Professional Technologist in Oil and Gas, Senior Lecturer with the Faculty of Industrial Sciences and Technology, Universiti Malaysia Pahang Al-Sultan Abdullah, Kuantan, Pahang, Malaysia
2
Author is with the Department of Emergency & Incident Investigation Group HSE, Sapura Energy Berhad, Seri Kembangan, Malaysia
3
Author is with the Faculty of Industrial Sciences and Technology, Universiti Malaysia Pahang Al-Sultan Abdullah, Kuantan, Pahang, Malaysia
Abstract

This paper presents findings from Company X Group's comprehensive Culture Maturity Survey (CMS) assessing safety culture across international operations. The study achieved exceptional employee participation (88% response rate, n=2,046) spanning eight countries, utilizing the well-established E&I Hudson framework for evaluation. Results indicate an organizational safety culture maturity score of 3.58/5.00, classifying the current state as "Calculative" - a level characterized by robust procedural systems and reactive safety management, where safety is systematically managed but not yet fully internalized as a shared value. Comparative analysis reveals meaningful insights: while exceeding the energy sector benchmark (3.25±0.18) and showing steady improvement (+0.16 since 2020), performance gaps remain relative to industry leaders (specifically, Company A at 4.05 and Company B at 3.98). The data reveals important internal variations, with leadership teams scoring significantly higher (3.82±0.21) than frontline staff (3.41±0.32), and ASEAN operations trailing the global average by 0.15 points. The research methodology employed an innovative approach, deploying 28 HSE professionals to conduct face-to-face survey sessions across all operational regions. This personal engagement strategy mitigated common response biases while addressing potential cross-cultural and language barriers, yielding high-quality data (α=0.89 reliability, validated through 200-employee pilot testing). These findings have directly informed the development of our three-year Safety Transformation Program (2024-2026), structured around three strategic priorities: 1) Aligning leadership and frontline safety perceptions and practices, 2) Facilitating cross-regional knowledge transfer and best practice implementation, and 3) Establishing metric-driven continuous improvement mechanism. While acknowledging the inherent limitations of organizational self-assessment, this study provides both a rigorous diagnostic baseline and a targeted action framework for advancing safety culture maturity in complex multinational operations..

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