Abstract
The frequency of hazards in the oil and gas supply chain is extremely high in certain regions. Despite growing calls for alternatives, certain oil and gas products continue to be necessary for economic growth and sustainability in developing countries. This study aims to develop a conceptual framework for understanding the impact of internal stakeholders' perceptions of organizational safety culture on operational environmental risk management in the oil and gas supply chain. This study uses high reliability theory, failure mode and effect analysis, and risk-mitigation strategies to gain insight into risk perception among employees in the oil and gas supply chain and access relative importance. The study finds that organizational safety culture has a significant impact on stakeholder analysis of severity and risk mitigation strategy, but the ease of detection and frequency are insignificant. The findings show that human-caused environmental risk is perceived as the most important across different employee groups, and more integration is needed to ensure that stakeholders address an improved safety culture to facilitate the development of effective risk management strategies by improving detection and frequency analysis. This study highlights the need for a more comprehensive approach to safety culture and environmental risk management in the oil and gas industry, focusing on the importance of stakeholder analysis, risk mitigation strategies, and improved detection and frequency analysis.