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Safety Culture

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How does behaviour modification link to safety ... Behaviour turns systems and ... Unsafe behaviour may have been the final act in an accident ... – PowerPoint PPT presentation

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Title: Safety Culture


1
Safety Culture?
  • How to Improve HSE Performance through Measuring
    and Developing Safety Culture

2
Summary of Presentation
  • Purpose and Objectives
  • What is Safety Culture?
  • What influences Safety Culture?
  • When to use Behaviour Interventions
  • Diagnostic and Measuring Tools
  • Advantages and Disadvantages
  • ModuSpec Self Assessment Process
  • Report Information

3
Summary of Presentation (cont)
  • Climate Survey demo
  • Conclusions

4
Objectives
  • To provide
  • An insight into the topic of Safety (HSE) Culture
    and what it takes to establish a successful
    culture
  • An understanding of why measuring safety culture
    is an important pre-cursor to applying any
    Behavioural Safety intervention or modification
  • An overview of a Safety Climate process through
    demonstration and use of the tools

5
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9
Poor Safety Culture
  • Accidents that result in severe injuries may not
    be random events, rather their causal factors may
    derive from an accumulation, over time, of
    deficiencies in an organizations safety culture
  • We are convinced that the management practices
    overseeing the Shuttle program were as much a
    cause of the accident as the foam that struck the
    left wing CAIB Report

10
A Good Example of Safety Culture
  • E. I. Dupont starting manufacturing explosives in
    the early 1800s
  • Developed concept of separation distances for the
    powder mills and designed buildings so that
    explosions would go upwards or away from occupied
    buildings
  • Built his house inside the plant and insisted
    managers also live inside the plant
  • Developed plant rules and procedures

11
Definitions
  • Safety Culture
  • The collective values and attitudes of people in
    the organization Step Change Behavioural Issues
    Task Group
  • The knowledge, values, norms, ideas and attitudes
    which characterize a group of people
  • Seldom a unified or homogenous quantity, usually
    diversified, fragmented and split into
    sub-cultures

12
Definitions
  • Safety Climate
  • Surface snapshot of the state of safety providing
    an indicator of the underlying safety culture
    Step Change Behavioural Issues Task Group
  • Behavioural Aspects of Safety
  • The way organizations act out their safety
    management systems and how systems operate in
    reality. Includes safety culture, safety
    leadership and behaviour modification

13
Safety Culture What is it?
  • The product of individual and group values,
    attitudes, perceptions, competencies and patterns
    of behaviour that determine the commitment to and
    style and proficiency of an organizations health
    and safety management ACSNI 1993
  • The way we do things around here CBI 1990

14
Safety Culture What is it?
  • As the Board investigated the Columbia accident,
    it expected to find a vigorous safety
    organiztion, process and culture at NASA, bearing
    little resemblance to the ineffective silent
    safety system identified during Challenger
    Disaster (86)
  • NASAs initial briefings to the Board on its
    safety programs espoused a risk averse philosophy
    that empowered any employee to stop an operation
    at the mere glimmer of a problem
  • Unfortunately, NASAs views of its safety
    culture, did not reflect reality CAIB Report
  • Imagine the difference if a Shuttle Program
    Manager had simply asked Prove to me that
    Columbia has not been harmed by the foam strike

15
Frequently Asked Questions
  • What does a good safety culture look like?
  • How do you know if the safety culture is
    improving?
  • What are the key issues to focus upon first?
  • When to stop working on a specific safety culture
    issue and move onto the next
  • Is it always necessary to survey staff to measure
    safety culture?
  • How does behaviour modification link to safety
    culture improvement?

16
Improvements in Safety Performance
17
Road to QHSE Culture
  • Warning signs
  • Training
  • Inspections / Maintenance plans
  • Regulatory compliance
  • Incident reporting / investigations
  • Performance Analysis
  • Refresher training
  • Auditing and Management Review
  • Change Management process

Reduction through TRADITIONAL QHSE PROGRAMS
Incident Frequency
  • Human Behavioural Implications
  • Procedural compliance
  • - Obligation to intervene
  • Empowerment to stop the job

Reduction through addition of ADVANCED
APPROACHES WITH SUPPORTING SYSTEMS
Time - Maturity of QHSE Approach
Reduction through further addition of MODERN
APPROACHES
18
Safety Culture Change
  • Peoples attitudes and opinions have been formed
    over decades of life and cannot be changed by
    having a few meetings or giving a few lectures
  • (Mao Tse Tung)

19
Sound Safety Culture
  • A sound safety culture is INFORMED
  • Good reporting systems
  • Just and fair
  • Learning from experiences
  • Flexible and adaptable
  • James Reason 2001

20
Sound Culture
  • Reporting Culture
  • Organizations with little trust often find it
    difficult to get people to admit to their own
    mistakes
  • Just and Fair
  • Reaction to the reporting of events should be
    proportionate to the intentions behind and the
    consequences of an action
  • Organizations which apply sanctions in a fair and
    just manner will build trust and creativity

21
Sound Culture
  • Flexible and adaptable
  • Organizations which want creative contributions
    from its employees must have a degree of
    tolerance. E.g. value a verbal exchange of
    experience and creativity if it means work will
    be safer.

22
Sound Safety Culture
  • Learning
  • The ability to share knowledge across
    organizational boundaries is a key aspect of a
    sound safety culture e.g. are employees fully
    involved in decisions affecting their safety and
    health?
  • Conflicting objectives are a way of life i.e. do
    the job quickly and efficiently, but do it safely
    without getting hurt

23
Management and Culture
  • The significance of the way managers speak and
    behave is often underestimated
  • Managers who only get involved after the event
    e.g. an accident will not enjoy the same
    credibility as those who were involved all the
    time

24
Behavioural Issues
  • Behavioural issues are extremely important
  • Behaviour turns systems and procedures into
    reality
  • Good safety performance is determined by the way
    an organization lives its systems and processes
  • Example of airlines -
  • Fly similar aeroplanes
  • Similar standards of pilot training
  • Risk to passengers varies by a factor of 42

25
What Influences Safety Culture?
  • Interaction between
  • The person
  • The job
  • Organizational factors
  • Unsafe behaviour may have been the final act in
    an accident sequence, but worker behaviour will
    have been influenced by the job, work environment
    and the organization

26
What Influences Safety Culture?
Safety Climate
27
What Influences Safety Culture?
  • Safety performance is improved when all factors
    job, environment and organization are considered
  • Requires behavioural changes at all levels in the
    organization, not just at workplace
  • People behave the way they do because of the
    consequences that result for themselves after
    doing it.

28
Who Influences Safety Culture?
  • If there are safety problems, it is because the
    behaviours producing the problems are being
    reinforced
  • Managers and supervisors change worker behaviours
    by their own action or inaction
  • Focusing only on the front line worker will not
    result in positive changes

29
Who Influences Safety Culture?
  • Management has the most influence
  • How do they walk the talk and demonstrate
    safety leadership?
  • Field visits to talk knowledgeably about safety
    e.g. accident stats and near misses
  • Safety manager is a full member of the senior
    management team

30
Demonstrate Management Commitment
  • Senior managers meet to discuss safety
    performance against objectives and targets
  • Time off provided for safety training.
  • Managers safety leadership appraisal and self
    assessment questionnaire
  • Managers lead Safety Orientation training
  • Adequate of safety professionals are available
    to assist operational and field staff. (Not to
    take over!!)

31
Behaviour Modification Pre-conditions
  • Is a significant proportion of accidents
    primarily caused by the behaviour of front line
    workers?
  • Do a majority of managers and supervisors want to
    reduce the current accident rate?
  • Will management be comfortable with empowering
    and delegating some authority for safety to
    workers?
  • Is management willing to trust the results
    produced by the workers?
  • Are the workers willing to trust management?

32
Behaviour Modification Pre-conditions
  • Is there a high level of management involvement
    in safety?
  • Is management willing to provide the necessary
    time and resources for workers to be trained and
    to carry out observations?
  • Has a program champion or champions been
    identified?
  • Are the existing communication processes adequate
    for the increased communication and feedback
    between management and workers?

33
Behavioural Change Conclusions
  • Any behavioural modification program needs a
    strongly implemented and robust HSE MS as a
    foundation
  • Research and practical evidence shows significant
    improvements can be achieved by implementing
    appropriate behaviour interventions
  • Behavioural modification initiatives unlikely to
    be successful unless job environment and
    organization factors also considered

34
Behavioural Change Conclusions
  • Intervention tools which work at one location,
    may not work at another
  • Suitability of behavioural tools is influenced by
    the existing safety culture
  • A Safety Culture model provides a framework to
    identify current level and identify appropriate
    action to improve and move to next level

35
Cultural maturity model
Improving Safety Culture
Ensure consistency
Develop cooperation between management and
frontline workers
Involve frontline staff and develop personal
responsibility
Reinforcement of desired behaviours
Develop management commitment
Kiel Centre
36
The Journey
37
Safety Culture Assessment
  • Diagnostic tools
  • Safety climate surveys
  • Structured workshops
  • Combination of the above
  • Results assist in selection of appropriate
    behaviour modification program and planning in
    how to implement

38
Tools to Improve Safety
  • Diagnostic
  • Used to identify issues, which require
    improvement
  • Intervention
  • Improve safety by addressing specific safety
    behaviours
  • Establishing where an organizations safety
    culture maturity lies is key to selecting
    appropriate behaviour modification programs and
    implementing them effectively

39
Safety Culture Improvement Process
  • Assess current level
  • Develop plan to improve
  • Implement plan
  • Monitor implementation
  • Re-assess to evaluate success and identify
    further actions

40
Questionnaires Pros and Cons
  • Wide coverage
  • Can ask for yes/no or sliding scale responses
  • Flexible timing for respondents
  • Standard format easy to summarize
  • Limited explanation, understanding of responses
  • No discussion of remedies, improvements
  • No commitment to change

41
Regular Meetings Pros and Cons
  • Regular, frequent opportunities
  • Real players are in the room
  • Decisions can be made
  • Commitment to act
  • Regular agenda items intrude
  • No fresh perspectives
  • Unequal status of participants
  • Internal problems go unchallenged

42
Self Assessment
  • Carefully considered evaluation resulting in a
    judgment of the effectiveness and efficiency of
    the organization and the maturity of its HSE
    Management System
  • Self Assessment provides fact based guidance on
    where to invest resources for optimum improvement

43
Self Assessment and Audit
  • Self Assessment
  • those who have the knowledge and expertise
    perform the evaluation
  • Audit
  • auditee provides information to auditor who
    performs the evaluation

44
ModuSpec Self Assessment Process
  • Combination of Survey Questionnaire and
    Facilitated workshop
  • Complements the audit process by focusing
    resources on prioritized areas
  • Where to use?
  • Need to measure status of HSE MS performance and
    the safety culture

45
Self Assessment Deliverables
  • Comprehensive review of HSE MS to provide status
    of
  • Compliance, performance and effectiveness
  • Reliable identification of HSE Culture and all
    major concerns and strengths
  • Full understanding of underlying factors
  • Prioritized action plan for continual improvement
  • Commitment and support from all levels

46
Facilitated Workshop Pros and Cons
  • Brainstorming plus standard questions
  • Key players in room
  • Focus and equality
  • Deep discussion
  • New benchmarks
  • Electronic voting speed, anonymity
  • Time consuming for participants
  • Limited coverage
  • Participants all come to location
  • Is there adequate time to develop action plans?

47
Workshop principles
  • Open, frank communication
  • Trust
  • Everyone's input is important
  • The person who performs the task understands it
    better than anyone else
  • Group comments may be shared externally but
    individual anonymity is preserved

48
Combination HSE Self Assessment Process
Employee Questionnaire
Preliminary Analysis
Mixed Team Workshops
Analyze
Management Workshop(s)
Prioritized Action Plan
Decisions
No Action
Audit Key Risks
49
Combination Advantages
  • Wide coverage to gather data
  • Deep discussion to understand
  • Managers/staff collaborative effort
  • Accurate final analysis
  • Graphic Qualitative reporting
  • Save audit for key risk areas
  • Management workshop takes decisions and feeds
    into business (action) plan

50
This Company Walks the Talk on Safety
51
Just What Were Looking For
52
A Specific Problem Known Only to a Few
53
Abandon Ship!!
54
HSE Corporate Profile
55
BU Comparisons
56
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57
Workshop Output
58
Conclusions
  • The need to understand Safety Culture or Human
    Factors is the way of the future if we are to
    improve safety performance
  • Everyones doing it!
  • UK - Culture Maturity Model and Climate
    Questionnaires
  • Canada Safety Stand Down Week Perception
    Survey, Imperial, CPC, Shell Hearts and Minds
  • US Dan Petersen Perception Surveys started in
    the early 90s on railroads

59
Conclusions
  • In the 80s, there was UPITFOS, which initiated
    the Basic Safety Program (BSP) and Certificate of
    Recognition (COR)
  • Is Safety Culture the step change needed for the
    beginning of the 21st century?
  • Should we draw closer parallels to Quality
    Management and use Six Sigma Safety Culture
    approach?
  • Statistical information from the UK offshore and
    North America would suggest that significant
    improvements are resulting from Safety Culture
    initiatives
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