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ExxonMobil provides a true example of ensuring safety is an integral part of their operating culture, where they strongly believe protecting the safety and health of their workforce is fundamental to its business. In 2007, ExxonMobil drillers in the Gulf of Mexico asked if they could stop drilling the Blackbeard West at 30,000 ft (the goal was 32,000) as they felt it was too dangerous to drill deeper, having experienced a ‘kick’ that made the platform tremble. The prize was over a billion barrels of oil and the geologists wanted to continue because of the rewards on offer. The decision was pushed right up to the CEO, who erred on the side of safety, saying the ‘Well’ had only cost $180 million dollars to date. He received strong criticism from Wall Street but no lives were lost. In contrast, the Deepwater Horizon drillers were ignored when they expressed similar concerns about the Macondo Well. This ultimately cost 11 lives, the loss of a platform, an environmental disaster, with BP’s costs and fines reaching $42 Billion to date. Clearly, executive level managers who consider the safety element in all their decisions can guide and impact others decision-making and actions to prevent disasters and personal injuries. This