Cultural Safety ®

Kevin Hard

Where are you now?

2.81

2.39

2.963.06

2.23

2.69

2.34

2.87

3.06

2.08

3.91

2.75

3.86

3.08

3.57

2.67

3.00

3.503.33

3.00

3.81

3.15

3.833.70

4.01

2.58

2.16

2.67

2.96

1.81

2.61

2.39

2.66

2.96

1.80

2.76

1.93

2.74

2.93

1.85

2.50

2.26

2.71

2.96

1.94

2.43 2.39 2.38

3.03

1.64

2.55

1.36

2.82

3.00

1.32

2.64

2.83

3.39

2.67

2.47

3.19

2.50

3.00

2.76

1.56

3.83

3.00

4.54

3.33

3.00

0.00

1.00

2.00

3.00

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5.00

1. Procedures 2. H&S/Profit Balance 3. Investigation and Incident Reporting 4. Training and Competence 5. Safety Communication

Sco

re

SCDL 5D Profile - Hutchison Ports, July 16

Hutchison Ports Felixstowe Harwich Executive All Managers Felix Hourly Felix Hourly Sh A Felix Hourly Sh B Felix Hourly Sh C Felix Hourly Sh D Felix Port Ops Felix Engineers Harwich PO Harwich Engineers

One organisation - multi site cultures

• What do we mean by a Cultural Safety ®

• 4 elements in building a sustainable safety culture

• Your influence and the power of the positive

• How the 4 elements of engaging leadership leads to improved business performance

• What do we mean by a Cultural Safety ®

Why organisations focused on Behavioural Safety?

90% of all accidents are caused by human failure (Heinrich, 1950s)

True…. BUT

99%* of human failure is caused by the prevailing conditions

(Levin, 1930’s)

Universal Model of Culture

EXIT Entrance

Artefacts

4 elements in building a sustainable safety culture

What is Cultural Safety ® ?

A process which looks at what drives behaviours i.e.Safety from the People perspective based on:

– A Just Culture: Leadership and an approach which is seen as fair and consistent

– Psychology: Why we do what we do

– Human Factors: Designing Jobs and the workplace for ease of operation …. Try the task…

– Leadership : Consistent and authentic

What is Cultural Safety?

A process which looks at what drives behaviours i.e.Safety from the People perspective based on:

–A Just Culture: Leadership and an approach which is seen as fair and consistent

– Psychology: Why we do what we do

– Human Factors: Designing Jobs and the workplace for ease of operation …. Try the task…

– Leadership : Consistent and authentic

Was the

behaviour

planned /

intentional?

Did the

person(s)

believe they

were behaving

appropriately?

Was the

behaviour

in

accordance

with existing

procedure?

Was custom

and practice

to ignore the

existing

procedure?

Was there

high risk /

extreme

difficulty

preventing the

person(s)

following the

procedure?

Did the

person(s)

believe the

behaviour was

for the good of

the

organisation?

Was the

person(s)

motivated by

personal gain?

Slip / Lapse MistakeKnowledge

Based

Error

Routine

Violation

Exceptional

Violation

Situational

Violation

Organisatio

nally Driven

Violation

Personal

Gain

Violation

Increasing individual culpability

Increasing organisational responsibility to establish and remove

root causes

Just Culture Decision Tree

People on site cover up or under report accidents, injuries or incidents

Incident investigations most often result in …

Front line workers feel like incident investigations are there to learn or to find blame?

What is Cultural Safety ® ?

A process which looks at what drives behaviours i.e.Safety from the People perspective based on:

– A Just Culture: Leadership and an approach which is seen as fair and consistent

–Psychology: Why we do what we do

– Human Factors: Designing Jobs and the workplace for ease of operation …. Try the task…

– Leadership : Consistent and authentic

“I’m only human after all – don’t put your blame on me”

Rag’ n’ Bone Man

This is a test to determine if you already have a

corrupted mind.

If it is hard for you to find the dolphins

within six seconds, your mind is indeed

corrupted.

What is Cultural Safety ® ?

A process which looks at what drives behaviours i.e.Safety from the People perspective based on:

– A Just Culture: Leadership and an approach which is seen as fair and consistent

– Psychology: Why we do what we do

–Human Factors: Designing Jobs and the workplace for ease of operation …. Try the task…

– Leadership : Consistent and authentic

WHAT IS IT?Human Factors

The Job

• Fatigue from shift work

• Alarm handling

• Communications (e.g. shift handover)

• Plant & equipment design

• Try the task

Your influence as leaders and the power fo the positive

Think of the best leader from your past ……

Leaders

Fair

Motivates

Integrity

Builds trust

Leads by example

VisibleGood

Communicator

Calm

Good Listener

Decisive

CaringSupportive

Respectful

Encourages

Likes people

Emotional intelligence

Consistent

Leadership Integrity

Safety Leadership Integrity - Please avoid these

• “I’ve been told to tell you …”

• “Ok, just this once but be careful…”

• “Lets clear the safety stuff first …” (& then get on to the important stuff ?)

• “X but Y” (leaking is subconscious!)

• “You must never do this yourselves …”

• Authentic• Consistent• Positive

38

The only thing you are allowed to tell people is what they have done well

Everything else has to be asked as a “curious why” question and coaching

The golden rule +ve

“60% accident reductions within a yearSanjay Marne, HSE and ISO operations”

“We are now delivering a collective, consistent safety message across the business and to key clients”Venessa Wise, Safety Director

“By understanding not just the what but the why people think we are where we are, we were able to gain an in depth understanding of our culture and therefore improve on it”Tony Roscoe, Behavioural Safety Lead

“78% reduction in LTI’s in 18 months”Jennifer Swaim, Senior VP HSE

Getting the balance right - Does it work ?

How the 4 elements of engaging leadership leads to improved business performance

The four pillars of engaging leadership

Engage for success task force

Strategic Narrative

WiiFM

Engaging managers

Employee Voice

Authentic, Consistent Leadership

Improving business performance through engagement

The impact of engagement

Leaders should have -

No narcissism of small differences !

CARING

Hard- Girling Integrated Improvement model

Cortisol Oxytocin

Organisational risk

£ 2.6 million fine from HSE

Didn’t care about their people - productivity focussed

Reduced procedures by 40%

20% increase in productivity

Blinded Ken Woodward

Cared about their people

40% improvement in incidents

Does it work ?

Engage for success state that those organisations with engagement in the bottom quartile averaged 62% more accidents than those in

the top quartile (Gallup, 2006).

“The single greatest influence on profitability and productivity within an organization… is the ability of leaders to spend more time and effort

developing and recognizing their people, welcoming feedback, including criticism, and fostering co-operation among staff.”

"Improved employee engagement in the vital subject of safety, with significant productivity and efficiency improvements as a result“Russ McCallionGroup HR Director (Brookfield Asset management)

Have you CIA potential?

Here are some useful links:

• Eddie Izzard Death Star Canteen (Management (mis-)communication?)o https://www.youtube.com/watch?v=Sv5iEK-IEzw

• Embrace Life seatbelt videoo https://www.youtube.com/watch?v=h-8PBx7isoM

• Hello phone safety videoo https://www.youtube.com/watch?v=w-bc3VN0XdU

• Homesafe (worksafe) videoo https://www.youtube.com/watch?v=Qz0uPA5ZAi8

• German coastguard (English communication/shift handover) videoo https://www.youtube.com/watch?v=0MUsVcYhERY

• Wordle free word cloud creatoro http://www.wordle.net/