tss newsletter 04-09

8/14/2019 TSS Newsletter 04-09

1/12

As all Subscribers shallbe aware by now, on Oc-tober 31st 2009 I wasriding my bicycle to workwhen I was struck frombehind by a motor vehi-

cle. Twenty four plus(24+) fractures later and aTitanium shoulder hasbeen a bit of a shock. Asa result I have been offthe tools now for six (6)months. In that time theworld has turned.

Whilst many politicians indifferent countries havedone all they can to avoidusing the R word(recession), those of us at

the pointy end have seenthings deteriorating forsome time. The purposeof this discussion is toexplore some of the likelyimpacts of the currentsituation on safe work-place behaviours.

The most immediate im-pact is going to be rapidretraction of spendingwithin all aspects of busi-ness operations. That is

to be expected. The

order book, and incomestreams, for many busi-nesses are taking un-precedented hits. Itstands to reason thatthere must be a response,

or the business shall fail.We have already seensome very well knownbusinesses throughoutthe world fall over. Manyof these were thought tobe bastions of their mar-ket space. Clearly not!

My concern here thoughis strategies to determinewhere to carve up busi-ness expenses are verypoorly defined. What we

are seeing is sector man-agers being told youneed to reduce your costsby 15% etc. There israrely any science associ-ated with these cuts.What I am hearing is thatsome sector managersare telling their direct re-ports to cut by 20% etc. Inother words they are try-ing to build fat into thecuts.

This is resulting in bur-

geoning unemployment,and that is always sad!Not an easy place to befor anyone! The correctpeople are not alwaysretrenched by the way.

Not when the bias fordecision making is cost-cutting; rather than opera-tional need.

Another area that is tak-ing a huge hit appears tobe anything to do withtraining and develop-ment. Not all that surpris-ing, it is so easy! Unfortu-nately it similarly demon-strates a sizable lack ofvision for what is required

in harsh times!

There are some big busi-nesses taking this path.Such short sighted deci-sion making continues toreinforce, to me anyway,the lack of relationshipbetween the number onthe boot/trunk of theBMW and the leadershipacumen of the driver.Why do I offer such aprovocative comment?

Heres Why!(Continued on page 3)

Leading Safety in a Global Recession

Common Sense: Is there any such thing in Safety?What a debate!

TransformationalSafety.Commaintains a presence withinmany of the global safetynetworks. One of those isthe ListServ maintained bythe University of Vermont.This is a safety community ofseveral thousand, from allcorners of the globe. Thereare some serious safety pro-fessionals who lurk aroundthis ListServ. If you are not

part of the ListServ con-sider joining. Anyway oneof the most intriguing dis-cussions for some time hasbeen around the questionof common sense and itsapplication to workplacehealth & safety. There issome very thought provok-

ing stuff here so I havedecided to share some ofthat material with Trans-forming Safety subscribers.

For the purposes of pri-vacy I have removed theauthors reference fromthese thoughts. If you findyour own comments hereI express my own thanksto all who take the time toadd value to the safetyjourney of we all who live

within this safety world.

(Continued on page 2)

Special points of interest:

Read how David is travelling after his near-

fatal accident on 31st October last year

Common-sense is dangerous. Read the

thoughts of some leading safety guys.

Come on a brief journey of pain and recoverywith David G Broadbent

David is presenting the Keynote Addresses at

the Safety Institute of Australia Conferences

in Brisbane and Sydney (Australia) for 2009

Leading Safety in a Global Recession 1

Common Sense: is there any such thing in Safety 1

David G Broadbents road to recovery 9

On the tools again! 11

Inside this issue:

TR

ANSFORM

ATIONA

LSAFETY.COM

Volume 5 Issue 2

APRIL 2009


2/12

VOLUME 5 ISSUE 2

I think those who state there is no suchthing as common sense are continuing thepattern of making excuses for people.

Granted, you take someone out of the jun-gle and they probably will not know what a

toilet is or how to use it. But for the majorityof us, with similar social, cultural back-grounds we do have a common sense.

Remember those things we learned in kin-dergarten?

For a long time, educators have told stu-dents not to pre-judge anyone.

That the outside appearance may not re-flect the inner person. To avoid stereo-types. Then several years ago, there wasan article in a Psychological Journal statingwe should listen to our "gut feelings" or"first impressions." That this warning sys-tem goes back to the old days of our first

encounter with a tyrannosaurus and oururge to run from it.

That it is instinctual and a form of self de-fense.

Yes, some things must be learned. But Iwill bet, that with the exception of thosewho cannot feel, that the majority of us over18 years of age, including that person freshout of the jungle, all know that a hot surfacewill burn. Or if you hit your hand with ahammer it is going to hurt. Or that standingin front of a moving object will ultimatelyhurt when it hits you.

To deny common sense is to imply that we

all have to be told everything by someonesmarter. Give us a little credit. There arebasic instinctual things that we all have andbasic things that we all learn as we grow upthat give us a common understanding, acommonality, a common sense.

To deny common sense is to deny ourcommon humanity. (Ooooooo! Thatsounds good!!).

Don't get me wrong in my first statement.Yes, of course, we still have a responsibilityto educate and demonstrate information--tocontinue to teach workers how to do thingscorrectly and safely. But, the basis of eve-rything we teach is an assumption of a

fundamental understanding, a commonsense.

My two cents. Common, everyone, it iscommon sense.

Nice try...name one thing you know withoutlearning it. Wait, if it's so common thissense you speak of feel free to make aLONG list of all those common sensethings we all know.

By the way, if a wood duck is hatched in aT Rex den it will imprint on it as itsMother...until it gets eaten by Mom! So Iguess even T Rex's aren't on your list as

those things we should ALL know. We learnour sense of danger and what is safe bywatching. It's a learned behaviour which

(Continued from page 1) things are good and which things are bad.

If human beings know things by instinct --and it's reasonable to suppose we might,as animals generally do -- it's experimen-tally difficult to prove. The suckling action

would seem to be a prime candidate, butsomehow my distant memory is that it was-n't universally agreed even that suckling isinstinct.

For present purposes, it matters not awhit. Common sense would include anyinstinctual knowledge, but primarily it refersto the vast body of knowledge that we learn

just from the experience of living in theworld and which does not require any sortof training as such. It would not be difficultat all to compile a long list, but it would taketime. And if you can't see it for yourself,nobody owes it to you to compile alist. Nobody in fact teaches us to walk ortalk, though an adult may hold us in a walk-ing position and support us as we learn theskill. Or not. We walk the same way ineither case. And once we do, we know thatwe must keep our legs underneath us whilewalking, if we wish to continue walking.And as we gain size and weight, we learnthat it's quite uncomfortable and unpleasantto hit the floor or the ground in a fall. Veryearly in that process, we learn that falling agreater distance to the floor or ground,hurts more.

We learn that colliding with an object veryrapidly is very unpleasant, and we soonbuild on that knowledge to an understand-ing that there's a limit beyond which we

don't want to go.

We learn that we can see something betterby getting closer to it. We learn that we cangrip an object with a hand, then that we cansequentially grip and pull and then verysoon we know how to climb. The scope ofcommon sense is very broad, far broaderthan the scope of what any of us havelearned through training.

I wanted to wait and let this conversationdie, hoping I wouldn't be tempted to put mytwo cents' worth in, but here goes.

Those of us who have been around a whilehave possibly been exposed to the conceptof "informed consent" - when a surgeon orother medical practitioner offers a patient amini-educational seminar about alternativetreatments, for some or all of which com-mon sense alone is not an adequate judge.Just as the human body's liver does nothave an enzyme in its template library todigest chlorinated biphenyls, the naivehuman does not have in his/her library ofinnate "common sense" any behaviors todeal properly with ionizing radiation, shock-sensitive explosives, invisible fan blades,any number of chronic and acute hazardsof chemicals or other hazards never beforeexperienced or even heard of. I have used

the term "informed common sense" or"educated common sense" for these situa-tions where native "common sense" is not

enough.

Where I work, we sometimes hire city kidsfresh out of college, expecting them tosomehow intuitively know how to drive afour-wheel drive vehicle in the mud, orlaunch a boat off a trailer into a raging river,or gather biological or chemical samples insome unique environments - and then weexpress surprise when they fail, sometimesspectacularly. Common sense fails thembecause they are ignorant (and I really domean that in the nice way). And whosefault is that?

I have read a number of these posts and Isaw a few that touched on this, but I am notsure it was said very plain.

It is not common sense versus training orlearned behavior. Rather, it is a complexrelationship of these with a risk/rewardprofile and other factors.

Common sense can be overcome by train-ing and rewards. I believe the individualsthat built the first skyscrapers are proof ofthis.

For many of the complex tasks that we do,we rely on our common sense and trainingand understand that there are risks andrewards for our actions.

Many of us exceed the speed limit whenwe drive. Why? There is a common un-derstanding that increased speed equalsincreased risk to ourselves and others.However, we have learned through re-peated events that we can handle the ex-

cess speed without "too much risk" to our-selves and others. And maybe the rewardof saving a few minutes is worth the addedrisk.

Some of us do not exceed the speed limitwhen we drive. Why? We have the sameunderstanding that increased speed equalsincreased risk to ourselves and others.However, our experiences may have taughtus that the risks are "too high." And thereward of saving a few minutes is not worththe added risk.

The bottom line for me is that this is a com-plex relationship of common sense, train-ing, risk, rewards, and many other factors.

To argue one factor versus another in anygiven situation would be blinding yourself tothe full story.

At the risk of starting yet another string(then again, what risk? this is all aboutdiscussion and exchange, right??), here's athought on the common sense question. Iskimmed over a few of the messages in thelast string, avoiding the detail (it's easy tosee there are two strong sides to the issuewithout reading all the dirty details).

So here's my nickel's worth (yeah, I thinkit's worth more than two-cents :)

Consider this: would you think that it is


Page 2

Common Sense: Is there any such thing in Safety?(cont)


3/12

VOLUME 5 ISSUE 2

If your business is going through atough time, as we all are at the mo-ment, and you are forced to signifi-cantly reduce your workforce; whatshall your remaining workforce be

doing. The evidence is suggestingthat the majority of businesses arecontinuing to try and produce atthe same or a marginally less rate.By reducing the costs they arereducing the unit cost, which mayor may not allow them to reduce thesale cost; whilst still maintainingmargin. This is all well and good.Where though does the primary sys-tem pressure fall? Not on themechanistic processes generally, asthey appear to be operating at aboutthe same, or slightly less rates. It isclearly placed upon the human ele-ments within the equation.

The above observations have a sig-nificant impact upon the likely safetyoutcomes that shall begin to beseen.

For a start, people are not silly. Theyknow they are working within opera-tions under pressure. Many haveseen friends and colleagues, ofmany years, find themselves withoutemployment. They may already be

vicariously experiencing some of thevery real impacts of these outcomes.Watching, from the sidelines, theysee kids not able to play their sports,houses going on the market(sometimes repossessed), onceseemingly strong relationships fail,and in rare cases suicide. Make nomistake these are some of the veryreal outcomes from the corporateneed to adjust operations, in thecurrent climate.

So what shall your people do if theyare required to operate in a stressedwork environment. Remember, theycan see the downside of being outthe door. It stands to reason thatthe psycho-behavioural response islikely to follow one of two (2) paths.

Firstly there shall be the head downand hide approach. These are TheHiders. There shall be people whobelieve that if they just get on withthings and do not rock the boatthen they shall survive. If things be-come evident that might bring theminto the light they shall invariablyobfuscate, dodge, and make them-

(Continued from page 1)

selves scarce.They do notwant to do any-thing to beseen. They

believe that inthe currentclimate beingseen is tanta-mount to show-ing yourself tothe next round of lay-offs. They maywell allow processes to continue thatare unsafe because correcting themwould require identification andmight label them as a problem. Inextreme cases they will disappearand go and do something else.

The second broad category of re-sponse has been labelled The Pro-ducers. These bods think theyknow what the bosses want, andthey are the ones to deliver. Theyshall make themself appear to behighly productive and the worth oftwo of their peers. When the toughdecisions have to be made they be-lieve they shall be retained becauseof the amount that they are able toproduce. What is scary here is whatthese people are willing to do in or-der to be seen as a Producer.

Shortcuts are one of the most insidi-ous things that occur in our work-places and they occur at every level.

Producers shall model there owndecision-making based upon whatthey deem to be acceptable to thebusiness. They are prone toward theshortcut as it seemingly allows for amore efficient outcome. If the Pro-ducers' shortcut is identified they are

likely to be disciplined. Occupationalshortcuts are often dangerousthings, and there always needs tobe an appropriate organisationalresponse.

Consider this though! Some of theworlds largest companies have re-cently implemented global bans onvarious forms of spending. Manycompanies have cancelled all train-ing (other than regulatory requiredor at least that's what their suppliershave been told), others have imple-mented global travel bans, someothers have implemented globaldelays on all CAPEX spendingabove a certain amount.

Can you see an issue here? Where

is the basis for these decisions?Where is the risk-based decisionmaking evidenced? On the onehand, the organisation is foreverasking their people to apply theirmind in a risk based approach to alltasks they perform at the pointy endof the operation. Which is appropri-ate, by the way. On the other hand,what is their current experience.

When the going gets tough though,what they see is the leaders in theorganisation doing exactly the oppo-

site of what they are expected to do.They experience the business takingall sorts of corporate shortcuts,which directly effect their ability toperform their own work.

To place a ban on all travel demon-strates a knee-jerk reaction to anunexpected event. This style of re-sponse does not take into accountthe individual requirements that maybe associated with that travel, thecontext in which it may have beenrequired etc. What it shows, very

loudly, is a willingness on the part ofthe business to apply a very simplis-tic linear method of thinking, to avery complex process.

The next time they are confrontedwith a challenge, why not take someform of shortcut. After all, that's whatthey are experiencing within the cur-rent culture of the business.

Of equal concern are the globalbans on training and development.Organisations hopefully are provid-ing at least minimum standards of

training (often determined by regu-


Page 3

Leading Safety in a Global Recession (cont.)


4/12

larity authorities), although weknow that quite a few are noteven maintaining that level. Thisshould be very frightening!

What we are seeing is the human

elements of the operational proc-ess being required to operateunder greater strain. This aloneshall increase the likelihood ofhigher error rates. When we thenremove the supplementary sup-port that is available to supportthose human elements, we findsignificant failure events increas-ing. It is therefore a highly dan-gerous position to take when oneassumes that training and devel-opment are optional extras. Ofcourse, in times of financial crisis,there are programs that might beconsidered the cream on thecake. It would be unreasonableto suggest that we should bemaintaining those in the wake ofwhat our organisations are cur-rently confronting. Such would beirresponsible in the extreme, andresult in far greater numbers ofemployees finding themselveswithout safe and meaningful work.

Having said the majority of or-ganisations, who would appear tobe applying these generic trainingand development bans, are notspending any time identifyingwhat is the cream. It's training;so we can do without that.

Heres the dilemma. As the stressand strain on human beings in-creases, the level of support, en-couragement, and other elementsincreases. This observation isactually not rocket science. If youconsider different periods withinyour own life, you shall quickly

draw similar conclusions.

Training and development pro-grams, properly targeted and im-plemented by appropriately quali-fied and professional service pro-viders, have the advantage ofproviding that level of supportwithin times of intense strain.They also act as buffer towarderror and add a level ofcontinuation and normalisationto the remaining workforce.

Again I shall make the point thatthe provision of training, particu-larly safety related training, pro-


vided to reach minimum standardsdefined by the regulators, is criticallydangerous. This is a difficult enoughissue at the best of times. When weare confronting the worst of times (in

many peoples memory) it becomeseven more tragic.

There is little doubt in my mind thatour workplaces are currently con-fronting some of the most significantchallenges for many a year. This ismade all the more so by somewhatineffective safety leadership. Thedamage that the current circum-stances, and particularly organisa-tional responses to it, shall likelyimpart to underlying safety culturescould be highly hazardous. This

damage may well be longstanding.

Let me present this situation from aslightly different perspective.

There are many businesses aroundthe world who have embraced anapproach to safety which has be-come known as Behavioural BasedSafety (BBS). Whilst BBS is a highlysimplistic approach to safety man-agement, it has shown itself to havemerit and value within many opera-tions. The BBS approach is ex-tremely heavily focused upon workerperformance, employee observationand error rates. In short BBS prettymuch places little emphasis uponthe internationally recognized Hier-archy of Control, and sees the be-haviour of the individual worker asthe key element within all accidentcausation. The DuPont organisationis on record as suggesting that ap-proximately 98% of accidents are aconsequence of human error. Manysafety professionals find such anabsolute statement irresponsible

and misleading. Nonetheless it re-mains attractive to business leadersas it appears to minimise the com-plexities of the workplace to errorsmade by workers. Long time sub-scribers to Transforming Safety shallwell be aware that Transformational-Safety.Com does not subscribe tothat view. For the purposes of thisexploration though let us assumethat the employee is the singlebiggest contributor to accident cau-sation within your workplace (youdont know how hard it was for me to

say that!). That being the case, thenanything that is done, or indeed not

done, within the business that is likelyto affect the performance ofemployees within this equation, isonly going to directly impact on theaccidents occurring within your work-

place. The same may be said withreference to quality errors and allsorts of other performance metrics(where the employee is involved).

It is clear that as a business leaderwho is genuinely concerned aboutachieving a zero injury workplace;you cannot achieve that aspirationalgoal whilst you are applying genericcost control measures to a very com-plex organisational process. Therecan be no doubt that many busi-nesses are confronting challenges

around credibility, far exceeding thosethat existed anyway. The single big-gest error that businesses make ispurporting to locate Safety as theirNo 1 Priority. My issue with this sortof approach is that everybody knowsthat priorities change dependantupon this circumstances and contextwithin which they find themselvescompeting. When we conduct Trans-formational Safety Culture Reviewswe regularly hear this observation. Atthe present time the actions that areconsistently being demonstrated bythe majority of business leaders haveclearly demonstrated that workplacesafety has slipped within their priori-ties. Using the argument thatemployees are the key contributor toaccident causation, then it is clearthat investment in employee relatedsafety programs should actually in-crease during times of strain notdecrease as is being practiced

Other powerful examples of this en-veloping situation surround the WorldEngineering Congress held in Bang-kok, Thailand. I was asked to conducta Transformational Safety LeadershipWorkshop at that forum, billed as thelargest single meeting of Engineersanywhere in the World (that in itself isa frightening thought). Flyers wereprinted, flights booked, etc., when wewere advised that the Congress hadbeen cancelled. Further investigationdetermined that the Congress hadindeed not been cancelled. Theworkplace safety component of theCongress had been cancelled. Not

because there were not good speak-ers; the speaker list read like a whos(Continued on page 5)

VOLUME 5 ISSUE 2 Page 4



5/12


who in the world of occupationalhealth and safety. The primary rea-son was that businesses were un-willing/unable to send delegates toattend the Safety Stream. I am sure

you are already ahead of me, allother streams of the World Engi-neering Congress were able to pro-ceed.

Within Australia another leading or-ganisation had an excellent pro-gram. This was an annual forumwhere all the businesses to whomthey contracted came together andshared Best Practice with regard tosafety. That forum has been can-celled. This is a common story.

A major petrochemical safety confer-

ence in Australia has, at this stage,reduced their programme by half.Some of the countries largest petro-chemical producers have said theyshall not be sending delegates, or ifthey do it shall be a minuscule con-tingent.

The above are what we calllighthouse events. They are thebeacons against which people gainknowledge and best practice towardimproving safety in their workplaces.When people see this happening at

the lighthouse level they certainlyknow that things are not well at theoperational level.

What we are seeing, over and overagain, is that safety is not even tak-ing a backseat at the moment; it is inthe trailer. Some companies areactually forgetting safety is part ofthe journey. What distresses me isthat these attitudes are going to con-tribute to greater injures and fatali-ties in our workplaces.

I have spent a lot of time this Editionhighlight the challenges being con-fronted. As you can see they aresignificant and have the potential todamage an organisations culture foryears to come. So the key questionis what can be done to minimise theimpact of these events.

I have to acknowledge that oursafety programs are going to have totake a hit. What we are compelledto do though is ensure that the fundsthat we have available are appropri-ately targeted. That means organi-

sations are now in a place where itis a corporate requirement to ensure


that what they are doing is basedupon sound evidence based prac-tice. Anything less is irresponsibletoward their stakeholders and/orshareholders. I am sorry to say that

a large amount of what is being pro-moted has little evidence behind it.Sadly there are significant numbersof safety consultants who, in myown view, spend much of their timeproviding messages that their clientbase wants to hear. This might begood for business, and make peoplefeel good. It does not do a lot forthe real world of safety though.

So what evidence based interven-tions can safety leaders pursue in atime of extreme challenge, strain,

and turmoil?Well we have acknowledged thatavailability of resources has beenseverely compromised. So, as sug-gested above, we have to strategi-cally target any intervention/s to pro-vide maximum ROI. In short weneed to target the safety leadershipcompetencies of first and mid-levelsupervision - senior leaders need tobe familiar with the constructs andprovide absolute support. I wouldencourage all readers to review prior

Editions of Transforming Safety,read the Conference Presentationsat www.transformationalsafety.com,or just Google safety leadershipand outcomes. In other words dosome research, do not just take myword for it.

What we know, from the peer re-viewed safety journal databases, isthat consistent safety leadership hasthe single biggest influence on thevariance associated with safety out-comes than any other intervention.

The reason is that consistent safetyleadership has an experiential im-pact at the relationship level, andsubsequently has a measurableinfluence on all associated safetyinteractions. In other words consis-tent safety leadership is the gluewhich holds all of these differentsafety focused interventions to-gether. By the way, did I mentionthere is a huge amount of literaturethat also shows a direct relationshipwith productivity increases as well.Now here's the kicker! Productivity

increases without the increased ex-posure to injury rates. Why? Be-

cause the consistent safety leadershipacts as a buffer to that entropic ef-fect, due to the positive relationshipeffects. This is not rocket sciencepeople. It is the application of known

psycho-behavioural experimental psy-chology to the global safety commu-nity.

Incidentally when we talk about con-sistent safety leadership, we are talk-ing about a very specific approach toSafety Leadership. We are talkingabout Transformational SafetyLead-ership (TSL). TSL has been devel-oped around the worlds foremost out-come oriented leadership model; spe-cifically the approach taken by the lateProfessor Bernie Bass and Professor

Bruce Avolio. That approach to trans-formational leadership has becomeknown as the Full Range LeadershipModel (FRLM). TSL shares a syner-gistic relationship with the FRLM, andas such, is able to leverage much ofthe research base relating behavioursto outcomes.

In these particularly trying times thevalue that consistently applying TSLcompetencies to the various opera-tions within the workplace is signifi-cantly magnified. Indeed, with the

level of rationalisation that is currentlyoccurring, I would suggest that to doanything other than integrate evidencebased safety leadership competencieswithin operations is bordering uponbeing irresponsible.

At this point I shall conclude by tellinga true story, that I suspect is far fromunique. A year or so ago I was askedto give a presentation to a group ofsenior leaders within a large nationallyrecognised organisation. The natureof the song n dance was to be aboutleadership. That was fortunate, Ihappen to know more than a little bitabout that subject and the variousimpacts it has upon business outcomeetc. Anyway after the introductions Iasked the room (12 very senior bods)what approach or method of leader-ship they each applied with their directreports. Would you believe we had afew that did acknowledge using a stra-tegic approach to leadership that theypicked up during studies (MBA etc) -they happened to all be using structur-ally different approaches by the way.

We also had a few that said they had(Continued on page 6)

Leading Safety in a Global Recession (cont.)Leading Safety in a Global Recession (cont.)


6/12



developed their own style. Thenthere were others who suggestedthey did what felt right at the time.That one I call the pinball ap-proach to leadership; entirely ran-

dom and confusing for direct re-ports etc.

The point here is that the leaders ofthe business did not apply anystrategy to how the business wasled. There were almost twelve (12)different approaches to leadership,all being seen to be coming fromthe engine room. Such leads tosignificant levels of confusion andrandomness within the business. Itis counter-productive to operationsat all levels. People within the busi-

ness, e.g. middle managers andsupervisors, model their own lead-ership behaviours based upon whatthey experience from their ownleaders.

This haphazard approach to struc-tural leadership within the businesscontributes to failures within qualitysystems, decision making etc at alllevels. Direct reports make deci-sions, not based upon sound princi-ples; they make them based uponhow they think the leader is going

to react/respond. This then contrib-utes to different decisions depend-


ant upon different leaders. Peoplework out who and how to deal withdifferent leadership. This then be-comes a focus of attention, ratherthan the sound forward momentum

of the business itself. We all knowthis stuff happens! Businesses sur-vive in spite of it. Imagine though,how well a business could perform,even now, if they actually confrontedthese issues. If you would like toread a study of some of these chal-lenges read Jim Collins seminalwork Good to Great.

Having made those points it is abso-lutely critical that organisations dealwith the cancer of entropic interac-tion within their businesses. We

know that systems, if left unat-tended, are prone toward systemfailure. When we provide confusionaround leadership, we then add fur-ther infection to the disease itself.

When it comes to safe operationswithin the business, we find thatshortcuts are being taken, incorrectdecisions are being reached, etcand the factors that contribute tomany of those outcomes can wellbe, and often is, a failure of safetyleadership.

Therefore if you wish to lead safely

within this period, when we knowsystem failures are going to be moreprevalent, you must consider apply-ing consistent safety leadership toyour strategic armoury.

I recommend you take the time toexplore Transformational SafetyLeadership (TSL) as the model ofchoice to achieve greater stability ,consistency, and resilience withinyour organisation.

Right now is the right time! Rightnow is when organisations expo-sures to injury and disaster scenar-ios are actually increasing! Rightnow is when organisations need tobe doing something to reduce thelikelihood of these things happening.

To just stop spending on safety,training, and employee developmentis NOT the way to lead a businessthrough the tough times. To just can-cel ALL travel is not the way to leadthrough the tough times.

To lead safety through the globalrecession we must have leaderswho are going to consistently dem-onstrate transformational safetyleadership competencies.

There are just so few!

"common sense" to leave a room thatis filled with the odor of propane?(odorized, retail grade propane). If yousmelled propane in your workspace,would you investigate the source? Ifyou discovered a continuous leak,would you leave the space until theleak was fixed? Would you consider it

"common sense" in the American cul-ture (or any other developed country)to leave that area until the problemwas corrected?

If you disagree that common sense isa learned response , you might beinterested in this video.

http://www.chemsafety.gov/index.cfm?folder=video_archive&page=index#

It was shown recently at a safety meet-ing I attended, and my first thoughtwas "for anyone who thinks 'commonsense' is common, here's proof that itisn't." That is, if you consider it

"common sense" to evacuate an areafilled with a stinky, flammable gas, thenwhat happened to these folks? Why

(Continued from page 2) didn't they have the common sense toevacuate? Because it's not as common asyou think...it really is a learned response.

It seems that most of this discussion, inter-esting as it may be, has been about howpeople acquire common sense and whethercommon sense is critical to safety. So,

here's my two cents worth:I do not want to fly in a plane, ride in anautomobile or take a cruise on a ship, etc.,unless it and particularly its safety systems,have been designed by highly trained andeducated engineers and craftspeople. Com-mon sense is not good enough.

I don't want to work in research or produc-tion utilizing hazardous chemicals or proc-esses unless the project or system hasbeen designed by people who are techni-cally trained and educated in the use ofthose materials and processes. Plain oldcommon sense won't cut it for me. I wantthe kind of technical expertise that my uncle

who managed to live through a lifetime ofjobs from logging to construction just does-n't have. He has never even heard of tur-

bine blade fatigue cracking and certainlywould not know how to establish a bladesafety inspection procedure or replacementcriteria. Maybe we could put him in charge ofspace shuttle safety?

I get paid presumably because I have sometechnical expertise to offer, not to tell peoplethat sticking their hand on a red-hot surfacewill result in a burn. And I don't expect people

to use their common sense to write lockoutprocedures or set up a laboratory for a re-search project. Common sense won't get youthrough your first day in a whole lot of work-places, including some where I have worked.

So, I guess I don't really care if people areborn with common sense or acquire it fromlife's experience. From a safety perspective itis irrelevant because it is not sufficient foranything but the simplest of tasks with minimaland obvious hazards. For the rest, I'll use jobhazard analysis by trained/educated peopleand the usual hierarchy of hazard controls.

First ... dogs and barking. I was just home onleave and we have Grandkids who live down




7/12

VOLUME 5 ISSUE 2

stairs with their parents. Sarah, notquite age 3, was standing in ourkitchen and was pointing and shak-ing her finger and really giving Hakenthe business and telling him to hush

up and go and lay day and behavehimself. Haken is a 125 pound Ger-man Shepherd and she had to tilt herhead up just a little bit to look him inthe eye and let him know she meantbusiness. It was a hoot! None ofthe grandchildren experienceany fear or apprehension when thedogs bark ... we also have an EnglishMastiff and Sarah has a Husky in herfamily. She learned to disciplinethem all by watching her parents andgrandparents.

Second ... falling trees. I met a guywhen I was living on the economy inFairbanks, Alaska in 1969, and this

youngster was on his way from Bar-row (where he grew up andwhere there are no trees and he'dnever seen a live tree before in hislifetime ... except, of course, on theTube which was probably a rareexperience back in remote Alaska 40years ago) to report to physicalexam at Fort Wainwright ashe'd been drafted in the Military Ser-vice. He was dumbfound or awe-struck to see trees really growing out of theground. For him he would likely have hadno "common sense" whatsoever about howfar he needed to stand back to not get hit ifthe tree fell over. I wonder to this day how

it went for him overseas ... namely ... inVietnam ... with his broad sweeping"common sense" but strong sense of patri-otic duty.

Every year there are accidents in the forestwith people harvesting their own wood andexperience trees that fall the wrong waythan they had intended. Or ... better yet ...a breeze causes a giant pine to slip off thestump and the axeman is unable to get outof the way when suddenly there are severaltons of tree overhead that presses thetrunk downward through their leg/foot andpossibly even through their torso into theground within a fraction of a second due togravity . An Unsafe Condition? An Un-safe Act? or a Lack of Common Sense?

Third ... bullets. Two years ago at BagramAir Field, in Afghanistan, we had an inci-dent that illustrates my position about"common sense" which is that it doesn'texist at birth and is only common to twopersons who have had identical upbringingand life's experiences. To wit: A youngman working as a wheeled vehicle me-chanic (he worked on HUMVEE tacticalautos) and had been there for nearly twoyears and demonstrated himself to be asolid and capable employee ... found a 60caliber bullet in a vehicle he was servic-ing.. He'd been taught that all munitions

and rounds and ordinance be dealt with byinforming the supervisor and/or deposit-ing them in a special "Alibi Box" desig-


nated for just such purpose ... this trainingis well documented ... so when he failed totake that action he violated a SOP andcommitted an "unsafe act" as I will illustratewhich will also demonstrate that he

lacked what we who are raised in theStates around guns and especially in theWest (I'm from the high mountains ofUtah) would regard as "common sense."He took the round and mounted it in a viseand then he placed the business end ofa punch directly over the primer and struckthe punch hard with a hammer! Yes, itexploded and a great deal of energy wasreleased with a loud frightening bang ...some of our recent prior military work-ers had immediate reaction to start check-ing themselves to see if they'd been hit ...but luckily no one was injured and themechanic only sustained some minorwounds where he was struck with small

pieces of shrapnel that blew off fromaround the rim of the casing. This youngman had been raised in India and had noclue how a bullet functions. He'd thoughthe was going to get a nice souvenir to sendhome or to hang on his lanyard as he per-ceived the brass plated primer and thebrass jacketed bullet to be one piece andwas going to remove it from the shell so hecould pocket it. He knew how a gun oper-ated ... it was loaded with a round and thetrigger squeezed so that the bullet wouldcome out of the end of the barrel ... but noidea what the connection was between theprimer and the round itself.

Fourth ... Ancestors. Jung theorized thatwe are products of our ancestors experi-ences and I believe those neurons that

automatically connect up to give ussome basic judgment are as close asyou can come to being born with anysense whatsoever ... everything elseis learned and there is no "common"

sense because everyone's experi-ence is different. Personalities ...anyone with more than one childknows that everyone of their kids areentirely different people. Each of usmay have stood in the line and hadour talents passed out to us beforewe were born ... but undoubtedly thechildren of an all-American athlete arelikely to be natural athletes bythe physical attributes they'll haveinherited ... but then may have nointerest in throwing a football andwould far rather work on a puzzle orspend some time with their stampcollection or reading a good book. MyDad is not only 10 inches shorter thanI am but never tossed a ball aroundmuch while growing up while yearround sports was all I lived for as ayouth and as an adult he counted pillsand pounded paste in prescriptionswhile I carried a gun and drovearound aggressively looking for trou-ble makers. His Dad was even ofsmaller stature and seldom left hisdoctors office .... either downtown orwithin the home.

Opinion: We came into this life with nearlynothing but the legacy of our ancestors andthe instinct to suck and swallow ... nearlyeverything else we had to learn includ-

ing not pooping in your pants. Those of uswho have been reading and sharing ideason this thread ... or who have attended aworkshop or seminar where it was dis-cussed ... can built lots of definition anddescription about what we mean when wesay "common sense" but when anyone inthe general populations speaks of it is afterthey have learned of someone doing some-thing that to them was obviously stupid andso they comment ... "what, didn't that per-son have any common sense whatsoever"... or "everyone knows that! it is just com-mon sense."

I aint buying it and will not make excusesfor people from making mistakes either...they will be identified and trained and hope-fully that occurs before they are seriouslyinjured ... and if they repeat then repeatthe mistake it is then that they'll catch thefull weight of sanction. But standing undera falling tree, smacking a bullet with ahammer and punch, or driving over some-one on a forklift are all still unsafe acts.

The previous comments demonstratesome excellent thinking in regard tocommon-sense. We hear it used allthe time when systems failure occurs.Things like if only he showed some

common sense etc.


Page 7



8/12

VOLUME 5 ISSUE 2

Common-sense, like many aspects ofsafety, is frequently misunderstood. Iwould suggest that reliance upon com-mon sense is fraught with danger.Consider referring to Transforming

Safety (Vol 4, No 2) - where we reviewthe existence of shortcutting cultures.Certainly not common-sense, I wouldhave thought.

If you want to develop a commonsense for your business, it is aboutdeveloping a commonality with re-spect to the culture that operates un-der the surface of your business.

If there is such a thing as common-sense, it is about shared understand-ings beliefs, etc which have developedover time. They have developed as a

product of intrinsic and extrinsic proc-esses. They have developed as aproduct of overt and covert processes.They have developed as a product ofthings we still cant put our finger on.

This thing called common-sense isvery deeply grounded within culturalhistories though.

Consider how many words you knowfor the collection of frozen particlesthat fall from the sky.

I come from a culture that is largelydesert, except for the coastal fringeswhere the majority of the populationresides.

My vocabulary for the above consistsof:-

Hail

Snow

Ice

Powder, & thats it Im afraid.

If you come from a culture that has farmore brutal winters etc., then I haveno doubt you have a much larger

snow vocabulary. Take the test? Seehow many words you can come upwith. It has been said that the Es-kimos have words for this phenomenathat number in the hundreds. Makesmy four (4) pretty poor indeed. Takethat a step or two further and we canbe reasonably certain that if I hap-pened to be vacationing in Australiaswinter wonderland amongst the snowcapped peaks, and became lost; I amprobably done for. My level of com-mon-sense as regards survival in thesnow is probably closely correlatedto the number of words in my vocabu-lary. Not all that promising.

(Continued from page 7)Yes, this is a very simplistic example,which is supported by many of thecomments etc from amongst theListServ members. I am sure you canthink of many areas where you mightthink that you have common-sense.

Spend some time really trying to workout where that understanding camefrom. For the most part, I suspect youwill conclude that it came from learntbehaviours.

If we wish to delve a little deeper I amgoing to suggest that this thing we liketo call common-sense might be alsotending toward what might be re-garded as something akin to instinct.

The moment I use that language, largenumbers of you are likely thinking

things like:

Of course we cant reply upon in-stincts to keep us safe.

Birds know where to fly to, peopledont.

...........................................

Most of us have no issue acceptingthat any instinct that might remainwithin the human genome is verysmall indeed.

Whilst the newly born honey-bee is

able to interpret the intricacies of thedance in order to calculate the loca-tion of a food source, the human babywould be said to have retained theinstinct to suckle. Effective communi-cation between human mother-babytakes a lot longer.

What this tells us, and there are nu-merous examples, is that instinct hasno place within the safety equation.

I would put it to you, in much the sameway, common-sense belongs some-where similar.

Allow me to return to a comment madea little earlier.

We do know, and this is borne out bybucketloads of empirical research fromwithin the academic safety community,that there are commonalities predictiveof effective and safe workplaces. Thisis not common-sense at all. It isabout common-understandingsthough. About how we do thingsaround here. This comes from theworld of cultural research, or moreparticularly in regard to this discus-

sion, the world of safety culture.

When we analyse an organisationsSafety Culture, what we are doing isexploring the extent that workplacehas commonality of belief, and follow-ing on from that behaviour, with re-spect to those predictive understand-

ings that we would like to see withinthat workplace.

Why do we really want to do this? Wewant to do this because failure to un-derstand and appropriately addressthose things that we know" may con-tribute to a random approach to eventswithin a workplace, is at the very mini-mum irresponsible.

Our research into the predictive ele-ments around Safety Culture identifiesseventeen (17) areas where we wantto develop common-understandings.

These are:-1. Communication

2. Personal Priority/Need for Safety

3. Supportive Environment

4. Priority of Safety

5. Competence

6. Personal Appreciation of Risk

7. Managing Change

8. Work Environment

9. Co-operation

10. Involvement

11. Safe Behaviours

12. Systems Compliance13. Management Commitment

14. Shared Values

15. Management Style

16. Safety Rules

17. Accidents& Incidents

Now let me tell you, this thing we heartalked about called common-senseshall not get you anywhere near opti-mal performance in any of these ar-eas. They all take consolidated devel-opment, implementation, and integra-tion; with ongoing and consistent pro-

active reinforcement.

The real trick is knowing where thebusiness sits against these parame-ters. That is where the Transforma-tional Safety Culture Assessment cangive real clarify to these often abstractunderstandings.

So maybe it is about time to applysome real common-sense to how youoperate the workplace safety system.

Find out about the commonalities ofunderstanding and behaviour within

your business. Anything less justwould not make sense

Page 8



9/12


10/12

VOLUME 5 ISSUE 2

like It is pretty fing important andgive her the phone. Isaac (who isabout 15) marched straight into thebathroom, pulled back the shower

curtain, and said He said its fingimportant. Mission accomplished and I was stuffed. By now at leastone penny had dropped there wassomething very seriously wrong withmy lungs finding it increasinglydifficult to breathe.

Who knows how much time haspassed. I am back in the Zone wiggling the fingers. Ambos havearrived and the helmet comes off,the mobile phone is located etc.There are some chats amongst the

Ambos about getting the Chopper.Clearly they are in a hurry to get meoff their hands. It is decided thatlights and sirens could do the jobin ten minutes or so. Somewhereduring this confab there is the usualchat about drugs. It seems the drugof choice is Medazolan. Known tobe a quality muscle relax-ant/analgesic and also have an am-nesic effect. A pretty good combina-tion given these circumstances.There is though a small group ofpatients who have an opposite ef-fect. It improves memory and in-creases vigilance. Guess whichprize I won!

For me that is about the time I wastransferred to the Gurney and thelights went out.

So far, my friends you have, at leastto some small degree, vicariouslyexperienced some of what was hap-pening to me as I lay on the side ofthe road, knowing I had been seri-ously injured. At this point unsure

how much?

The next memory though is one thatshall be with me forever. Not be-cause it was particularly good orbad, or even painful (though is mostcertainly was!). More to the point itdemonstrated a level of compassionthat was exceptional beyond belief.With all that is going on in a majortrauma centre, the fact that a medi-cal doctor bothered, shall forevertouch my Heart. Oh, and I shouldmention by this time I am uncon-

scious (or am I). I was still aware,and could hear, what was happen-

(Continued from page 9) ing around me. Despite the eyesbeing closed, not talking or moving.You hear about those awful situa-tions where patients say they wereawake during operations. Thats all Iwas thinking about. I was wanting to

tell the attendings; Hey, Im here. Icould not even blink an eyelid!

Anyway I clearly recall a youngishmale doctor lean down beside myhead and whisper something to me.What he said was I have no ideawhether you can hear me or not.What I have to do now is going tohurt a bit. Im sorry but we have todo this now and cant wait for thedrugs to kick in. Well, he was sureright about that. I then experiencedthe most intense pain of my life, and

I could not even blink an eyelid!What was happening? It may be thatsome of you might be ahead of theStory. The attending was cutting intomy chest wall, and then with his fin-gers separating the muscles, andfinally inserting a tube all the waythough to the bottom of the left lung.Boy, did it hurt! That young guy didnot have to say what he said. To allintensive purposes I was way pastcaring. Seemingly unconscious. Atabout that time the fog began toenvelope me; that fog being phar-maceutically induced. The fog five-ten minutes earlier would have beenhelpful.

The remainder of the day is prettymuch lost. It is interrupted by visitsfrom my wife, and other members ofthe family. Apart from Anne, every-body else is lost in the fog some-where. At this point I have no realawareness of how bad things are, orare yet to become.

Having been directly involved in the

applied injury management field formuch of my clinical career, I didhave an awareness that things werebad. One of my first consciousfears was that I was going to be-come a rehab client. That fear re-mains today. I am the first to admitthat may not necessarily be highlyrational; nonetheless very real.Fortunately for me, as an accreditedinjury management provider, I havesustained the highest successfulRTW rates of any jurisdiction aroundthe world. So I suppose I know howthis world spins.

Anyway, let us move on! Some timeearly Saturday morning I becameaware of someone leaning over thebed talking to me. As it turned out,this was an Orthopaedic Surgeon(Dr Smith) whose first words to me

were look at what youve done toyourself now. Oh, the power of firstimpressions. This guy had someground to make up I had not donethis to myself. It had been done by acar travelling at over 70km/hr. Thisorthopod then went on to say thatthe damage was significant, andwhilst he would try to save theshoulder, he may have to replace it.As far gone as I might have been, Iknew that this was an outcome thatwould not be great.

Heres where things got real inter-esting. I asked him if he could get ahold of Dr Jones for me. He lookedsurprised and asked how I knew DrJones? The response I gave wasthat we shared patients in the past.Dr Jones is a highly regarded ortho-paedic surgeon. This guy then wenton to tell me that hed trained DrJones. Bit of a mistake. My under-standing, be it right or wrong, wasthat Dr Jones had received much ofhis training in some of the large USteaching hospitals. At about thispoint I was getting quite concernedabout this guy, and asked for aphone. I am told I was quite ada-mant on this point. I proceeded toring Anne at home and ask her toopen my database and supply twophone numbers. These were for acouple of emergency service work-ers who were known to me. One ofthese (Fred), had recovered fromshoulder surgery himself. Anyway Irang Fred and before Id said adozen words he was on his way to

the Hospital. I like to think underlights and sirens, but I suspect not.Fred stands at about 65 and canbe a little imposing. In an emer-gency services uniform, with all thebells and whistles, the effect is evengreater. I am told that Fred walkedin to the cubicle, took one look at myinflated left shoulder, and thenlooked at Dr Smith and said ..andwho might you be. Response wasIm the Orthopaedic Surgeon. Ap-parently a bit of a chat ensued whichculminated in a question of sorts.Are you a shoulder specialist. Re-


Page 10

David G Broadbent's Accident and the Road to Recovery (cont)


11/12

VOLUME 5 ISSUE 2

percent (10%). So there remains a

lot of work to do, and we shall seehow much I get back.

September shall be me returning toSouth Africa for a few weeks.

There are a few comments I need tomake here. The understanding andloyalty of the South African compa-nies has been, and continues to be,exceptional.

Only a few weeks after the accidentI was speaking with the MD ofSAFEmap Africa, who is not only a

professional colleague but someonewho I consider a friend. He invitedboth my wife and I to come to SouthAfrica to have some time-out. Suchwas completely unexpected and hasbeen very humbling indeed. Fran-cois, my friend, your kindness andgenerosity of spirit shall remain withme for as long as I walk this planet.

I also have to mention Murray &Roberts in South Africa. My accidentseverely damaged their arrange-ments for the global safety summit.

When I became aware that I would


sponse: No, Im a general ortho-paedic specialist. This guy clearlyneeds a Shoulder Specialist. Canyou arrange that? Conversation

over.

Despite all that had happened in theprevious twenty four hours this waswhen the Good Lord decided tosmile. It just so happened at thattime there was a regional orthopae-dics specialist conference occurringsomewhere in the Hospital. Appar-ently Dr Smith entered the Confer-ence and offered me up on a Plate.A quick glance at the X-Rays andthe queue quickly shrunk. That ishow I became introduced to an ex-

ceptional orthopaedic shoulder spe-cialist, Dr Ed Bateman.

I suppose now might be the besttime, there is never a good time bythe way, to share with you the extentof the injuries.

(Continued from page 10) First off I suppose you alreadyguessed I had a punctured lung.

Next were the fractured ribs all ofthem by the way. Some were flailed(broken both sides) and it was one

of these that decided to visit mylung.

Next was the fractured humerus.This is the big bone in your arm be-tween the elbow and the shouldercapsule They counted eight frac-tures here (whilst suspecting more).

On top of that is what is called theUpper Tuberosity. Think of this asthe ball on the top that sits inside theshoulder socket. This bit had abouta half dozen fractures and wassheared off.

Next was the fractured clavicle(collar bone) They counted fourfractures there.

Next was the fractured scapula(shoulder) They counted 2-3 here.

Page 11

David G Broadbent's Accident and the Road to Recovery (cont)

On the Tools again!

Well, It all stopped on October 31st

2008.

I went from being quite busy to beingquite still in the blink of an eye.

Frantic calls were made to SouthAfrica as I was due to present at theMurray & Roberts global safety sum-mit. That was to be only a week aftermy Accident. Can you believe I wasactually asking the Surgeon if I wouldstill be able to go to South Africa.

I have been off the tools until Apriland currently my medical team has

agreed to allow me to work part-time.The magic number, at the presenttime, is sixteen (16) hours week.

Lets face it. That's actually not toobad. Every doctor I have seen in thelast six months expresses disbeliefthat I am actually still alive. Of coursethe goal is to return to much morethan that.

During June of 2009 I shall be givingthe Keynote Address at the SafetyInstitute of Australia (SIA) Confer-

ence at Brisbane.

In July of 2009 I shall be returning

to India to further explore the devel-opment and integration of TheSafety-Net technologies, within oneof the Worlds foremost foundrybusinesses. This intervention mayalso leverage Quality and Environ-mental systems as an integratewhole.

Toward the end of July the 4th An-nual Total Safety Culture Confer-ence shall be held in Sydney, Aus-tralia. I have been asked to facilitatea Workshop specifically exploring

the competencies around Transfor-mational Safety Leadership. At thisforum we shall introduce the NEWTSL360 - a recent developmentwhich allows for the most effectiveself analysis of safety leadershipcompetencies available anywhere inthe World.

August shall hopefully allow the feetto touch the ground as I continue toinvest in active physiotherapy andother forms of treatment to try andregain as much function as possi-

ble. At the present time the leftshoulder is probably at around ten

All in all, there were more than twenty-four (24+) fractures. They just saidthey stopped counting after that. Manyof these were identified on the table.The surgical procedure went on foralmost six (6) hours. To put that into

some sort of perspective, quadruplebypass surgery often takes less!

Having done the repairs, Ed Bate-man comes to me in recovery and ex-plains what he has done. I retain partsof that conversation only. What standsout was his saying youre going tocome across a lot of people telling youthis is what you need to do for a shoul-der; do the opposite. I had to be bittricky in there, so its going to taketime. As it turned out some of the frac-tures had to be sewn in place. There

was not enough stable bone to providea platform for any hardware.

See Vol 5 (No 3) to continue with theroad to recovery.


12/12

Were on the Web at

www.transformationalsafety.com

David G Broadbent is presenting anExperiential Workshop

at

The 4th Total Safety Culture ConferenceJULY 31st 2009

SYDNEY, AustraliaDavid shall be speaking about:

Transforming Safety Leadership withinHigh Reliability Organisations.

Come to Sydney and be part of this Event.

David's engaging style is sure to educate and entertain. See justone of the comments from David's presentations last year,

"I would never have believed anybody could have a room full of pas-sionate South African rugby supporters singing 'Waltzing Matilda' to

images of the Wallabies scoring tries; and during the World Cup. UN-BELIEVABLE! Truly shows the power of transformational leadership

within a training session. Well Done!"

To Register Contact:

Natalie McLeod [[email protected]]


TransformationalSafety.ComA Division of Strategic Management

Systems Pty Ltd

Unit 3, 12 Ken Tubman DriveMAITLAND, NSW, 2320

AUSTRALIA

October has a week or so away qui-etly with my wife for the first timesince the accident.

Toward the end of the month I shall

be giving the Keynote Address atthe SIA Conference in Sydney(Australia).

We have also used the period of myconvalescence to redevelop theWebsite, which now uses a CMSstructure.

The Transforming Safety distributionlist now is approaching three thou-sand (3000) subscribers. Every timewe publish the numbers go up.Many subscribers forward Trans-forming Safety to friends and col-

leagues, who then subscribe them-selves. Our NEW Transforming

be returning I offered my time againto M&R. Now given I stuffed thingsup last time (even though it was an

accident) I would have understood ifthe response had been a bit cool.Far from it! I shall be spending sometime with an M&R during Septemberand am truly looking forward to intro-ducing the constructs of Transfor-mational Safety to one of South Af-ricas leading businesses.

During the 09 South African safari Ishall be facilitating CompetencyBased Safety Conferences in Jo-hannesburg, Capetown, and Dur-ban. If you would further information

on the CBS Conferences, let meknow and I shall be sure that infor-mation is forwarded to you.

(Continued from page 11)Safety community also continuesto grow. During the remainder of2009 all members of the Trans-forming Safety community shallreceive a twenty five percent

(25%) discount on booked ser-vices (up to a maximum of$5000pretty generous we think).

We have also created a number ofFlyers which summarise some ofthe discreet services available.They are available via the Web-site.

Feel free to contact me at any timeand we shall explore how Trans-formationalSafety.Com can addvalue to where your business

needs to be.STAY SAFE

Phone: 61-2-49342351Fax: 61-2-49343651E-mail: [email protected]: d.g.broadbent

WE EXIST TOASSIST

On the Tools again! (cont)

tss newsletter 04-09

Documents