IMPACT OF SAFETY CULTURE ON EMPLOYEES’ PRODUCTIVITY IN SELECTED OIL AND GAS COMPANIES IN RIVERS STATE

Okeoghene Okpako Egbeku; J. N. Ugbebor; G. O. Avwiri

Authors

Okeoghene Okpako Egbeku
J. N. Ugbebor
G. O. Avwiri Centre for Occupational Health, Safety and Environment (COHSE), Faculty of Engineering, University of Port Harcourt, Rivers State, Nigeria

Keywords:

Safety culture, Employees' productivity, Oil and gas industry, Stop Work Authority, Management commitment, Safe Systems of Work (SSoW), Rivers State, Petroleum Industry Act (PIA).

Abstract

This study assessed the impact of safety culture on employees’ productivity in five selected indigenous oil and gas companies in Rivers State, Nigeria. Using a mixed-methods cross-sectional design, 366 structured questionnaires were distributed across managerial, engineering/operational, administrative, and HSE cadres, yielding 333 usable responses (90.98% valid response rate), complemented by 12 semi-structured qualitative interviews. Data were analysed using descriptive statistics, Pearson product-moment correlation, hierarchical multiple regression, and one-way ANOVA at p < 0.05. Results revealed an exceptionally strong generative safety culture maturity (composite M = 4.60 on a 5-point scale), the highest documented in an emerging-economy high-risk environment. Safety communication (M = 4.65) and worker empowerment through Stop Work Authority (M = 4.65) represented the highest-scoring dimensions. Inferential testing identified a near-perfect correlation (r = .912, p < .001) between safety culture and employee productivity. Hierarchical regression established that management commitment, transparent communication, and frontline involvement collectively explained 91.8% of the variance in productivity outcomes (R² = .912, Adjusted R² = .918, F = 1118.42, p < .001). Employees overwhelmingly reported that robust safety practices enhance motivation (M = 4.84), minimize operational downtime (M = 4.87), and drive operational innovation (M = 4.78). Significant differences emerged across the sampled operators (F = 6.842, p < .001), with post-PIA fully indigenous firms outperforming legacy joint-venture operational structures. The study concludes that embedding generative safety culture transforms compliance from a cost burden into a formidable competitive advantage. It recommends formalizing leading safety KPIs in annual appraisals, scaling digital hazard reporting, and establishing an industry peer-benchmarking consortium.