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Safety Leadership Doesn’t start with Just a Safety

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worker safety

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  • pg 1
									Safety Leadership Doesn’t start
   with Just a Safety Manual
  It Evolves from a Culture and Grows




           P bar Y Safety Consultants Alberta Canada   1
SAFETY EXCELLENCE MODEL requires…



                Management
                Commitment

                                    Employee
      Systems
                                  Involvement

                Safety and Health
                 Site Leadership

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             We Want We Need

• Change Culture and Behavior - we are building and
  leading a culture of personal accountability for safety
  and operational discipline.
• • Provide Staff with Knowledge and Tools - we have
  established, and will continue to improve,
  communicate, and maintain well-defined standards,
  requirements, and tools that integrate safety into all
  phases of research and operations.
• • Create Safer Workspaces - we are modernizing
  company facilities and reducing/eliminating hazards
  and legacy materials.

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WE GROW they SHOW




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Why manage safety and health at
           work?


   • The liabilities of directors
     and officers of
     undertakings

   • Protecting your
     undertaking’s reputation
     and assets
           P bar Y Safety Consultants Alberta Canada   5
  The culture develops not the fungus

• 1. Everyone behaves as if all accidents are preventable.
• 2. Everyone is prepared to challenge unsafe behavior,
  welcomes challenges, and personally implements
  changes to correct unsafe behavior.
• 3. Each of us is responsible for our own safety and for
  the safety of our co-workers.
• 4. Constant vigilance is maintained, especially on
  routine tasks.
• 5. Managers feel personally responsible for the safety
  of their employees.

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          Say our – your mantra

• I BELIEVE . . .1.Human life and health have
  value above all else; my goal is to prevent all
  incidents2.Human error is inevitable; but I can
  reduce its likelihood and severity3.Safety
  performance is a direct reflection of
  myleadership effectiveness4.Open, timely, and
  self-critical review of events/near-misses is in
  my best interest5.I am accountable for my
  own safety and for the safety of all those
  around me, as is everyone in my organization
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             Become a better Leader

• I KNOW . . .1.My success is dependent on the organization's safety
  performance2.I must create a just environment where open and
  honest inputs are addressed fairly 3.I must constantly ensure
  that:•The scope of the work is defined and monitored for
  changes•The hazards of the work are analyzed•Controls and
  defenses against human error are developed to address hazards
  and keep people safe•Work is conducted in accordance with the
  controls, defenses, andall applicable requirements•The
  effectiveness of processes and products is assessed and continuous
  improvement pursued4.We all have Stop Work authority, and are
  expected to use it whenneeded5.How to reduce the likelihood and
  severity of human error-caused events by:•Motivating others to
  change at-risk behaviors and •Providing adequate defenses to
  protect people from the effects of potential errors6.What to do in
  response to an emergencyI


                       P bar Y Safety Consultants Alberta Canada       8
        Just like in a good marriage
• I DO THE FOLLOWING . . .1.Communicate performance
  expectations regularly, consistently, and sincerely
  2.Ensure there are adequate resources to accomplish
  work safely3.Demonstrate caring for the people and
  the work they do 4.Hold managers and individuals
  accountable for safety and compliance with
  requirements5.Lead by example -practice safe
  behaviors at all times and comply with all
  requirements6.Regularly conduct both formal and
  informal workplace observations and
  coaching7.Actively monitor safety performance and
  the effectiveness of improvement actions8.Always
  have a questioning attitude –avoid complacency and
  continuously improve9.Respond receptively to
  feedback on personal performance10.Reinforce safe
  behavior and reward safety excellence
                  P bar Y Safety Consultants Alberta Canada   9
                Safety Behaviour

• There are several ways of categorizing health and
  safety programs.
• One categorization system breaks these programs
  into engineering, administrative and behavioural
  interventions.
• There is a relationship between safety behaviours
  (behaviors leading to safe performance of a
  particular job) and injury rates.



                  P bar Y Safety Consultants Alberta Canada   10
                                   Safety Behaviour


• At least eight general categories of behaviour
  contribute to safe working performance:
  • Proper use of hazard control systems in the workplace
  • Development of safe work habits
  • Increased awareness and recognition of workplace
    hazards
  • Acceptance and use of personal protective equipment
  • Maintenance of housekeeping and maintenance
    standards

                  P bar Y Safety Consultants Alberta Canada   11
             Safety Behaviour

• At least eight general categories of
  behaviour contribute to safe working
  performance:
  • Maintenance of accepted hygiene practices
  • Proper responses to emergency situations
  • Self-monitoring and recognition of systems of
    hazardous exposure


               P bar Y Safety Consultants Alberta Canada   12
       Motivating Safety Behaviour

• The use of behaviour modification principles
  to increase safety behaviours in the workplace
  has been largely successful.
• The basic model underlying most applications
  of behavioural programming in the workplace
  is the ABC model of behaviour.
   • Antecedent – Behaviour - Consequence


                P bar Y Safety Consultants Alberta Canada   13
                   Motivating Safety Behaviour

• Goal Setting: Setting a specific goal provides an
  antecedent for the behaviour by reminding the
  individual of what they are expected to do. Goals
  serve as antecedents in four ways:
  • Goals direct attention and action to the desired
    behaviour
  • Goals mobilize effort towards actions to achieve the goal
  • Goals increase persistence
  • Goals motivate the search for effective strategies to help
    obtain them
                   P bar Y Safety Consultants Alberta Canada   14
      Motivating Safety Behaviour

• Increasing     Opportunity     for    Safety
  Behaviour: the final component that must
  be in place to promote safety behaviour is
  the provision of resources and organizational
  support.




               P bar Y Safety Consultants Alberta Canada   15
       Motivating Safety Behaviour

• Safety Climate:         reflects the shared
  perceptions among all employees and
  organizational stakeholders regarding the
  importance of safety in the workplace.
• Organizations can also include safety-related
  information in the communication of
  production-related goals.


               P bar Y Safety Consultants Alberta Canada   16
                   Motivating Safety Behaviour


• Safety Compliance: the extent to which employees
  follow safety rules and procedures.
• Safety Leadership: the extent to which employees
  go beyond compliance and work to actively
  improve safety
• Safety Leadership: organizational leadership that is
  actively focused on and promotes occupational
  health and safety

                   P bar Y Safety Consultants Alberta Canada   17
Climb with the pharos or
    live with the dogs
                  Review implementation and training progress
                  * Review how results are achieved, not just the
                  results
                  * Asked:
                  * How the new process is going?
                  * What safety committees are targeting for
                  improvement?
                  * What actions are being taken?
                  * About levels of participation?
                  * What kinds of behavior are being
                  recognized?
                  * What celebrations are planned




     P bar Y Safety Consultants Alberta Canada              18
                         Bringing It All Together:
                      Organizational Health & Safety
                                Programs
• Workplace health and safety plans aimed at
  injury and accident prevention tend to have the
  following elements, designed to ensure an
  efficient implementation:
  •   Identified program objectives
  •   Written policy
  •   Accountability and
  •   An auditing process



                     P bar Y Safety Consultants Alberta Canada   19
Bringing It All Together: Organizational Health
                & Safety Programs
• Health and safety programs should have
  clearly stated goals or objectives.
• The second component of the plan is the
  creation and adoption of a formal policy.
• The policy must be signed by the CEO or
  President of the company.




               P bar Y Safety Consultants Alberta Canada   20
Bringing It All Together: Organizational Health
                & Safety Programs
• A policy that is not enforced is virtually
  useless. After the policy has been approved,
  administrative       regulations    outlining
  responsibility for the program at all levels
  should be established.
• Health and safety programs should undergo
  periodic reviews or audits ensuring they are
  being correctly implemented.

               P bar Y Safety Consultants Alberta Canada   21
BASIC SAFETY PHILOSOPHY FOR
          SUCCESS
                       A NEW SAFETY CULTURE

    All accidents are preventable.
    No job is worth getting hurt for.
    Every job will be done safely.
    Incidents can be managed.
    Safety is everyone’s responsibility.
    Continuous improvement.
    Safety as a “way of life” for 24 hours/day
    All individuals have the responsibility and accountability to
     identify eliminate or manage risks associated with their
     workplace
    Legal obligations will be the minimum requirements fro our
     health & safety standards
    Individual will be trained and equipped to have the skills and
     facilities to ensure an accident free workplace


                  What’s your company approach to safety?
                    P bar Y Safety Consultants Alberta Canada     22
    The Four C’s of a Health &
         Safety Culture
•   CONTROL – through commitment of all employees to
    clear health & safety responsibilities and objectives

•   CO-OPERATION – through encouraging participation
    and involvement of employees and their
    representatives in planning, writing procedures,
    solving problems and reviewing performance

•   COMMUNICATION - of information about health &
    safety to employees – verbal, written, visible

•   COMPETENCE – of all employees through recruitment,
    training and support to make sure that they make the
    maximum contribution to health & safety




                 P bar Y Safety Consultants Alberta Canada   23
Successful Safety Management

                     HSE Performance over time
                             Technology
                                                                                            • Behaviour
                          and standards                                                     • Visible leadership / personal accountability
                                                                                            • Shared purpose & belief
                                                                        HSE
                                                                                            • Aligned performance commitment & external
                                                                                              view
                                                                 Management                 • HSE delivers business value

                                                                    Systems
 Incident rate




                 •   Engineering improvements
                 •   Hardware improvements
                 •   Safety emphasis
                 •   E&H Compliance
                                                •   Integrated HSE-MS
                                                •   Reporting                                            Improved
                                                •   Assurance
                                                •   Competence                                              culture
                                                •   Risk Management



                                         Time   P bar Y Safety Consultants Alberta Canada                                             24
Successful Safety Management
                                                                                                                                             GENERATIVE
                                                                                                                                     HSE is how we do business round here
    Culture Ladder


                                                                                                          PROACTIVE
                                                                                                we work on the problems that we still find
      Increasingly
      informed
                                                                       CALCULATIVE
                                                             we have systems in place to manage all hazards




                                              REACTIVE
                          Safety is important, we do a lot every time we have an
                                                  accident
                                                                                                              Increasing Trust/Accountability

         PATHOLOGICAL
      who cares as long as we’re not caught




                                                     P bar Y Safety Consultants Alberta Canada                                                                              25
Successful Safety Management
Proactive V’s Reactive Safety Culture



  Characteristic Proactive                                                 Reactive
  Primary measure of                Safety of system                       System output
  safety performance

  Incident investigation            Root causes &                          Unsafe conditions &
  focus                             management system                      unsafe acts

  Management safety                 Improving safety                       Absence of injuries
  evaluation based on               systems

  Activites oriented                Improving key system                   Physical hazards,
  towards                           elements & behaviour                   contests & gimmicks

  Employee safety                   Planned and educational                Not well prepared
  meetings

  Safety training                   Planned & linked to                    Conducted in response to
                                    improved understanding                 regualtory requirements
                                    of system
  Group recognition based on        Improving safety & health              Safe work hours without
                                                                           accident
                               P bar Y Safety Consultants Alberta Canada                             26
      Safety Leadership

“The people are fashioned
according to the example of their
king and edicts are less powerful
than the life (example) of the king”
Claudian, c. 365, Egyptian epic poet


         P bar Y Safety Consultants Alberta Canada   27
Managerial Factors for Successful
     Safety Management

• Commitment to Safety: resources given to safety, safety
  program, policies and procedures
• Involvement in Safety: visibility at the worksite,
  informal communications with workers, retaining personal
  responsibility for safety
• Priority of Safety: work planning and scheduling, safety
  practices intrinsic to production
• Leadership Style: decentralisation of power,
  decisiveness, transformational leadership
• Interactions : co-operation between workers and
  management, informal contact between workers and
  management, multiple communication vehicles
• Communication: open door policy by management,
  feedback to employees
• Humanistic Management Practices: appreciating
  employees, demonstrating concern for employees, health
  promotion policies and practices
                 P bar Y Safety Consultants Alberta Canada 28
                   Remember

There is no work so important or so
urgent that it cannot be done safely
        P bar Y Safety Consultants Alberta Canada   29
                 Summary
• A comprehensive approach to increasing
  health and safety in the workplace WILL
  emphasize employees’ ability to act in a safe
  manner, their motivation to do so, and the
  provision of opportunities to perform their
  tasks safely.




               P bar Y Safety Consultants Alberta Canada   30

								
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