mr. stuart johnston leading with safety the path to excellence

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Leading with Safety: The path to excellence.

Stuart Johnston Business Development- ME

Behavioral Science Technology, Inc.



25%

45%

33%

52%

46%

62%

47%

63%

55%

72%

Year 1 Year 2 Year 3 Year 4 Year 5

All Sites

Top 25%

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Krause, Seymour, and Sloat, “Long-term evaluation of a behaviour-based method for improving safety performance. A meta-analysis of 73 interrupted time series replications” Safety Science, Vd. 32, 1999, pp. 1-18.

Why is leadership important?



“One of the most important

things for leaders to keep in

mind is that, while we naturally

tend to judge ourselves by our

intent, others will naturally

tend to judge us by our

actions.”

Jac Cuney, Senior VP

McDonnell Douglas Corporation



Blueprint for Safety Transformation™ Model



Safety Leadership Model



89

83 87 86

89 87

94 98

86

Perc

en

tile

Sco

re

Overall

Lower Quartile (25th Percentile)

Median (50th Percentile)

Upper Quartile (75th Percentile)

Result OCDI Study

Overall Percentile by Scale TICR – .8

PJ LMX MC POS TW WGR OVS UC AO

83 83 84

68

41

31

88 88 92


Result OCDI Study

Overall Percentile by Scale TICR – 1.4

30 29

44

61

18 17

84 88

43

Perc

en

tile

Sco

re

Result OCDI Study



6 7 10

16

8

17

22 25

59

Result OCDI Study


LMX MC POS TW WGR OVS UC AO PJ



Vision – Describes compelling and vivid picture

of what desired safety state could/needs to be.

Credibility – Perceived as honest and reliable,

treats others with dignity, respect; follows through

on safety commitments.

Action Orientation – Performance oriented,

proactive in reducing exposure; persistent solving

safety problems.

Communication – Actively keeps all people

informed about relevant safety information and

the big safety picture, as well as details.

Leadership Best Practices



Collaboration – Promotes cooperation and

collaboration to solve safety problems.

Feedback and Recognition – Gives positive

feedback about good safety performance, publicly

recognizing safety contributions of others and

celebrates safety success.

Accountability – Communicates clear safety

roles and responsibilities, ensures people receive

frequent, fair appraisal of efforts and results; holds

people accountable for their responsibilities.

Leadership Best Practices



Best Practices Composite Workshop Percentile UAE Organization.



Transformational Leadership

Dimensions

• Inspiring – Painting a picture for people about where you

see the organisation going, and helping them see (and

become enthused about) their role in that future state.

• Influencing – Affecting the performance of those around

you by acting in ways that build respect, trust, and admiration.

• Challenging – Helping people to change their paradigms

about how things are done and to think creatively about how

to do things differently.

• Engaging – Helping each individual be successful, such as

by coaching, mentoring, providing feedback, etc.



Lead with Safety…

• It drives safety results.

• It is “the right thing to do.”

• It demonstrates caring and concern.

• Excellent safety performance tends to generalise.

• It makes good business sense.

• It builds a culture of commitment rather than a

culture of compliance.



BST Case Study – Hong Kong MTR



BST Case Study: Hong Kong MTR

Situation

•

The Mass Transit Railway Corporation Limited (MTR) is one of Hong

Kong’s major transport operators, with six railway lines serving 2.4

million passengers daily.

• MTR has a long-standing record of excellence in safety performance

and management supports continuous improvement in all aspects of

safety

• In 1998 MTR opened the Lantau Airport Railway (LAR). The start-up

phase of such an operation typically poses new challenges for an

organization and the LAR was no different. During its first years of

operation,

• Lantau Airport Railway’s personnel had an occupational injury rate

noticeably higher than the rest of the organization.



BST Solution • In 2000, MTR decided to carry out a pilot implementation of BST’s

Behavioral Accident Prevention Process® (BAPP®) technology on

the Lantau Airport Railway line.

• The objective of the effort was to improve safety on the line by

engaging employees in identifying and managing exposures.

• MTR implementation teams analyzed incident reports and developed

a list of behaviors critical to safety work: • Before going into a tunnel to carry out drilling work, ensure that you have earplugs

with you.

• Wear leather gloves when reloading tickets into the Ticket Issuing Machine, to

protect from the sharp edge of the magazine housing.

• When collecting a coin vault from a Ticket Issuing Machine, use the kinetic lifting

technique



[email protected]

+971 50 272 9760

[email protected]

+971 50 149 8944

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Stuart Johnston Business Development- ME


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Reserve

Teg Matthews

Senior Advisor and Head of Business Development- EMEA




Direct Report Peer Self

0 20 40 60 80 100

Vision

Credibility

Action Orientation

Communication

Collaboration

Feedback & Recognition

Accountability

Best Practices Composite Results



• Founded in 1979

• Offices globally

• 180 Employees

• > 3,000 Customers

> 50 Countries, 30

Languages

• Global contracts

• Regionally clients

throughout GCC

BST helps clients achieve world-

class safety performance by

aligning their people, processes

and metrics on reducing

exposure in the workplace.

BST®

mr. stuart johnston leading with safety the path to excellence

Education

informational use

written permission

safety success

good safety performance

throughon safety commitments

clear safety roles

scale overall percentile

leadership important