safety culture (unknown source)
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ZERO INCIDENTSACHIEVING A NEW SAFETY
CULTURE
SAFETY TOPIC
ZERO INCIDENT AND
CULTURE CHANGE
ZERO INCIDENTS
What is all the talk about ZERO Incidents? Is there any truth to the concept? Can it be achieved? What is a safety culture? Why is it important?
ZERO INCIDENTS DEFINED
Loss producing events that results: In an injury. Property damage/loss. Lost workday. Restricted workday. Interrupted work flow
OBJECTIVE FOR ZERO
Provide management with resources, funding, and training.
Identify and implement policies and procedures.
Eliminate incidents by providing guidelines and techniques for observing and correcting unsafe acts and conditions.
Eliminate incidents by developing company Safety Plan which develops and sustains Safe work habits as an internal culture within the company.
OVERVIEW
A mind set An attitude. Safety controls must be designed into
every aspect of an organization. Must be a company vision - a value.
OVERVIEW (continued)
Safety goals must be. Communicated. Realistic. Reflect the “safety culture” of the organization.
OVERVIEW (continued)
Safety must be a # 1 priority. Integral part of business. Safety is everyone’s responsibility.
SAFETY CULTURE
SAFETY REQUIRES STRONG COMMITMENT
FROM THE TOP
YOU WILL ACHIEVE THE LEVEL OF SAFETY
THAT YOU DEMONSTRATE YOU WANT TO ACHIEVE
CULTURE-BASED APPROACH
A world class safety program that is a documented plan.
A management system. A set of assumptions, benefits, and beliefs
about reality. The way we make decisions, feel, think, and act. An attitude developed over time Based upon learning Personal experiences Beliefs Upbringing
WHAT IS CULTURE CHANGE?
Culture change is evolution and revolution. Changing a basic perception of reality.
WHAT DOES THIS MEAN FOR SAFETY?
Paradigm Shift. Old Way.
Improving Safety Performance by Focusing on operator error.
WHAT DOES THIS MEAN FOR SAFETY? (continued)
New Way. Improving Safety Performance by Focusing on
the cultural and management system that influence safety behavior.
Using the position of leadership to empower employees at all levels to take responsibility for safety.
Management and Supervision demonstrating responsibility and accountability every second of every minute of every hour of every day.
BASIC SAFETY PHILOSOPHY
Every incident can be avoided. No job is worth getting hurt for. Every job will be done safely. Incidents can be managed. Most importantly safety is everyone’s
responsibility.
Tell me, what risk is worth loosing your life?
PHILOSOPHY (continued)
Safety/Best Management Practices. Line management function.
Safety standards. Define various safe procedures and management
practices. Training.
Everyone understands and meets requirements.
PHILOSOPHY (continued)
Audits - Conformance Appraisals. Evaluates implementation of the programs.
Investigations. Used to detect problems in the implementation of
responsibilities, standards, training, and auditing.
Involvement. Builds ownership.
BENEFITS
Safety standards are communicated to all employees.
Responsibilities for implementing standards are understood and accepted.
Records document how standards/BMP are met.
Internal management control.
BENEFITS (continued)
Cost avoidance. Improved quality. Better productivity. Team building.
BENEFITS (continued)
Unsafe behavior stands out. Unsafe behavior is unacceptable. Safe work is influenced through peer
pressure. Consistent planning and task execution.
HOW CAN WE CHANGE CULTURE?
Grassroots up - Empower the Team. Top-Down Leadership Actions with Support
Systems.
KEY SAFETY PRINCIPLES
Working safely is a condition of employment. Each employee is expected to give consideration
to the prevention of injury to self and to coworkers.
Involvement and thinking of all people in the safety process is valued and expected.
Continual improvement is the goal. Individual and teams must be recognized for
their adherence to and advancement of safety. Tangible rewards soon become an entitlement,
and lose their value specific to enhancing Safety.
CONCERNS
A “quick fix” to stop incidents? Implementing new goals not projecting
zero incidents. Driving injury reporting underground.
NORMS
Part of the safety program. The things that we do every day without thinking
- become the accepted way we do our business.
CHANGING NORMS (continued)
Understand why unsafe norms exist. Plan system changes to reinforce new
norms, communicate the way you want the program to work.
Define the unstated norms (unwritten rules) behind those actions.
ACCOUNTABILITY
An action taken to develop self-control, character, orderliness, and efficiency.
Exercise strict control to enforce a system of rules/procedures.
Goal is to invoke desired change. Intervention. Positive Reinforcement. Action.
ACCOUNTABILITY INTERVENTION
Accomplishes several objectives: Stops unsafe acts before they lead to an
incident. Replaces unsafe behavior with safe habits. Helps employees make better choices
about working safely.
ACCOUNTABILITY INTERVENTION (continued)
Employees: Acknowledge unsafe behaviors. Point out unsafe behaviors. Understands the risks. Understands benefits of working safely.
ACCOUNTABILITY INTERVENTION (continued)
Agrees that unsafe behaviors are not worth the consequences.
Suggest proper safe behaviors. Agree to a formal contract for
improvement.
ACCOUNTABILITYPOSITIVE REINFORCEMENT
Reinforcing safe work habits. Employees repeat behaviors that result in
positive consequences.
If employees are practicing unsafe behaviors, and receive rewards because of some statistic such a zero lost time accidents, this action drives more unsafe behavior, and will result in a catastrophic incident.
ACCOUNTABILITYPOSITIVE REINFORCEMENT (continued)
Reward of safe behavior. Verbal Acknowledgment. Public Praise. Material Awards.
ACCOUNTABILITYACTION
Keys to success. Consistentancy. Approach with best interests of employees. Remind employees of external effects of
incidents.
HOW CAN WE GET THERE?
Long term achievement/commitment is a product of day to day efforts.
PREREQUISITES
Strong commitment from top management. Good safety program. Established safety culture. Safety accountability in place.
INCIDENT FREE CULTURE
A shared vision. Cultural alignment. Common goals. Focus on incidents control. Upstream systems in place. Feedback.
ACHIEVING A CULTURE
DEFINING AND COMMUNICATINGTHE NEED FOR CHANGE
What are the internal and external drivers for the change?
Why must this change take place? How will the organization benefit from this
change?
WHAT ARE THE KEY DRIVERS?
CULTURE CHANGE
Defining and communicating the need for change.
Employee Participation. Envisioning a Desired Result. Assessment and Feedback. Strategic Planning.
CULTURE CHANGE (continued)
Implementation. Evaluation, Control, and Measurement. Worksite Analysis. Training.
EMPLOYEE PARTICIPATION
Provides input to management. Shared vision.
ENVISIONING A DESIRED RESULT
Top Management provides direction, purpose, and goals.
Demonstrated commitment from all levels of management.
Must be capable of inspiring commitment.
SYSTEMS NEEDED TO SUPPORTNEW CULTURE
Technology. Is safety engineered to the full potential?
Structure. Is the structure of the H&S department designed
to support desired behaviors? Are the policies and procedures packaged in a
manner that supports the new safety culture?
SYSTEMS NEEDED TO SUPPORTNEW CULTURE (continued)
Social Processes. Develop trust, open communication, and
employee participation. Rewards.
Are desired behaviors rewarded? Do employees understand how to earn the
rewards?
SYSTEMS NEEDED TO SUPPORTNEW CULTURE (continued)
Measurement System. Are you measuring the safety process or just the
end results? Are your measurements tied to the reward
system?
MANAGER IN THE NEW SAFETY CULTURE
Task Planning. Education of direct reports. Enforcement. Leadership by example. A clear communicator.
EMPLOYEES IN THE NEW CULTURE
Participate in program. Report unsafe conditions/acts. Shared vision.
CONTRACTOR IN A SAFETY CULTURE
Screened and selected. Viewed as partners. Performance is measured. Established accountabilities. Must fit/accept the culture requirements.
A SAFETY CULTURE WHAT IT ISN’T
Exclusive. Created by mandate. A regulatory requirement. Created in a short time. Created with little effort. Maintenance free.
FOUR A’s FOR SAFETY
Attitude. Awareness. Action. Accountability.
SIGNS OF CULTURE CHANGE
True management commitment. Reduced injury rates. Changes in employees attitudes to safety. Heightened participation by employees. Near miss reporting increase. More conversations regarding safety.
COMMON BELIEFS
Every incident can be avoided. Every job will be done safely. Incidents can be managed.
CULTURE CHANGE
Management must define and communicate the need for change. Why the change must occur. Benefits from the change in safety culture.
COMMITMENT
“To be successful, safety must be more than a program or a book/procedures. It must be a company philosophy - an attitude that is unquestioned.”
COMMITMENT (continued)
“The first duty of business is to survive, and the guiding principle of business economics is not the maximization of profit; but, the avoidance of loss.”
SUMMARY
Any management system will work if top management and employees work together toward a common vision of zero incidents.
In a zero incident safety culture, one focuses on real time issues.
SUMMARY (continued)
Ultimate satisfaction can be reached when the desired goal is the vision of zero incidents that one should strive for.
Zero incidents concept is achievable and can work when properly communicated.
Everyone has their own way of solving problems.
SUMMARY (continued)
Create a safety culture that drives each employees’ thoughts and actions in their personal and professional lives.
More than a regulation.
SUMMARY (continued)
Creates an environment where employees are responsible for their safety and the safety of their fellow employees.
A safety culture is built through the establishment of a fundamentally sound safety program.
SUMMARY (continued)
Employee Owned. Management Driven. Operationally Consistent. Maximize Creativity and Innovation. Learn by trial and error.
SUMMARY (continued)
Essential Components. Management Commitment. Policy Statement - Vision. Program Goals. Employee Recognition. Employee Training. Hazard Analysis/Correction.
SUMMARY (continued)
Key to success of any SAFETY ENDEAVOR.
P.E.P.
PRIORITY - ENTHUSIASM - PRIDE
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