wsh culture

Goh Chye GuanManaging Director

Workplace Safety and Health Culture

SME Resources

© 2015 SME Resources

WSH CultureGoh Chye GuanSME Resources

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Scope

1. Introduction

2. What is Culture?

3. How is Culture Measured?

4. Nurturing Safety Culture

5. Summary

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Introduction

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Four Strategic Outcomes:

1. Reduction in WSH incident rates2. WSH an integral part of business3. Singapore as a renown Centre of

Excellence for WH4. A progressive and pervasive WSH

culture

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The Elephant Metaphor

瞎子摸象

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DependentStage

InterdependentStage

IndependentStage

MentoringWSH

Enforcement

bizSAFE

CultureSAFE

Micro Organisation

SMEs

Large Organisation

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“Culture is a set of shared attitudes,

values, goals, and practices that

characterizes an institution,

organization or group."

Wikipedia:

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1. PATHOLOGYICAL

2. REACTIVE

3. CALCULATIVE

4. PROACTIVE

5. GENERATIVE

1. REACTIVE

2. PARTICIPATIVE

3. PROACTIVE

4. PROGRESSIVE

5. EXEMPLARY

Five Stage of WSH Culture

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1. REACTIVETop down

management of

WSH

2. PARTICIPATIVEStakeholder

participate and

engage in WSH

3. PROACTIVEPre-emptive

address of WSH

issues

4. PROGRESSIVE

Stakeholder

motivated to progress

and pervade WSH

Culture

5. EXEMPLARYInternalisation of

WSH as a non-

negotiable value

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3. How is Culture Measured?

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CultureSAFE Approach

Governance

Work

Management

Systems

Competent &

Learning

Organisation

Ownership &

Teamwork

Communication

& Reporting

Leadership &

Commitment

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Perception-

based Survey

Evidence-based

Assessment

Output Report

Workers = 112

Supervisors = 118

Managers = 135

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Assessing Culture

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Perception-based Survey

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Evidence-based Assessment

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Diagnose

Typical Implementation Cycle

Report

ActionPlanning

Implement

Revise &Evaluate

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4. Nurturing Safety Culture

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“Culture is a set of shared attitudes,

values, goals, and practices that

characterizes an institution,

organization or group."

Wikipedia:

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1. Catastrophes (Chernobyl 1986)

2. Regulations

3. Liability and Lawsuits

4. Enlightened Employees

5. Fast Changing Technology

6. New Media and Public Pressure

7. Competition

8. Corporate Social Responsibility

Believing in Safety

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The New Paper, 21 Mar 2013

• 21 months old

• Rescued once in Apr 2012

• Death due to fall in Jun 2012

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Pfizer Asia Pacific

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As industry leaders we have the

intellect and controls within our

power to ensure every worker

returns safely to his or her family

after a day at work – “it is our

moral obligation…. nothing less”

Collective Leadership

An International Construction Company

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Collective Belief will achieve zero

accidents one day ……how long

is up to you and me

Collective Belief

An International Construction Company

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Accentuate this … Minimise this …

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Active Participation by All

I am an active member of

the WSH team

I choose and want to be

involved

I influence those around

me to be involved

The company empower

me to work safely

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Bad Planning • No preparation

• Lack of thought and

foresight

• Whoever gets it will

have to find a way

• No housekeeping

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Frequent Communication

We talk about safety

openly

I talk about safety to

anyone

Anywhere and at

anytime

Allocate time for

discussion

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Failing to learn from previous incidents

It happened to you because of your luck

It won’t happen to me

I understand, but why should I change?

Not listening to other people’s experiences

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5. Summary

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The next big step is your PEOPLES

afe

ty P

erf

orm

ance

Time

HardwarePPE, Barriers, Lockout Tagout

SystemsSafety Management and Procedures

PeoplePeople and behaviours

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Leadership Sets the Vision

by 20xx we will be “Exemplary”

Our objective is to be free from accident or incident

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