building an incident-free culture in a new organization
TRANSCRIPT
Building an incident-free culture in a new organization
Calin Bagdasar 14 March 2012
1. About Lufkin
2. The safety culture
3. The challenge of building a safety culture in a new organization
AGENDA
Lufkin’s proud past extends back to the early 20th century when the Lufkin Foundry manufactured railroad and sawmill equipment. Soon afterwards, the company expanded into new markets by pioneering oilfield pumping units in the 1920's, and then entering the industrial gear and truck trailer markets in 1939. Today, Lufkin is a world leader in its field, providing precision engineered oilfield equipment and power transmission products to customers around the globe.
Did you know that Lufkin had drilling equipment installed in Romania, in the early 1920s?
Rod to Wellhead Misalignment
Unit overlaps Concrete Base
Gear Reducer Leaking Oil
Wellheads Leaking Oil
Concrete Base and Tie Rod - Bad design
Belt Cover Non Standard – HSE Issue
No Crank Guard Rails
Close Proximity to housing
Perimeter fence is totally inadequate. No warning signs present Did you find
something change ?
Lufkin Romania
Production site with a
total surface of 33 ha.
Employees: 320
Manufacturing capacity:
20 pumping units / week
THE SAFETY CULTURE
What is culture?
Culture
Values
Attitudes
Perceptions
Competencies
Pattern of behaviors
What is the safety culture?
“Shared values and norms that put the SAFETY as the highest priority”
Incident Frequency Rate
Dependent Independent Inter-Dependent
Engineering Control Management System Behavior Based
The three stages of evolution
Lufkin deployed all the phases
Engineering improvements Hardware improvements Safety emphasis E&H Compliance
Integrated HSE-MS Reporting Assurance Competence Risk Management
Behaviour Visible leadership /
personal accountability
Shared purpose & belief
Aligned performance commitment & external view
HSE delivers business value
We Believe: All incidents are preventable.
Meet or exceed
customers’ requirements.
7
Follow safe work
practices and
procedures.
6
Operate within design
and environment
al limits.
5
Maintain integrity of dedicated systems.
4 Ensure safety
devices are in place and functioning
correctly.
3 Operate in a
safe and controlled condition.
2 Comply with
all applicable rules and
regulations.
1
Two Key Principles: 1) Do it safely or not at all. 2) There is always time to do it right
Our strong safety culture:
We will always:
We are committed to a working environment where nothing is so important that it can’t be done safely
Zero Incidents
The challenge
The safety culture ladder
Pathological
Reactive
Calculative
Proactive
Generative
The safety culture ladder:
No-one knows or
cares about safety
PATHOLOGICAL
“ Who cares as long as we’re not caught”
“ Of course we have accidents”
“It’s a dangerous business” “Fire the
person who had the accident”
The safety culture ladder:
PATHOLOGICAL
BARRIERS
No Management Commitment
No HSE Culture
Lack of Behavior &
Attitude
Lack of Awareness & Trainings
The safety culture ladder:
PATHOLOGICAL
REMEDIES
Management Commitment
Training & Awareness
Hiring of trained &
competent staff
Effective Orientation
to new inductees
Appraisal & Reprisal
The safety culture ladder:
Improvements are only
made after a serious incident
REACTIVE
“Safety becomes important after accidents”
“You have to consider the conditions under which we’re working “
The safety culture ladder:
REACTIVE
BARRIERS
No Risk Management
System No Crisis
Management No
Emergency Response
No Communication
The safety culture ladder:
REACTIVE
REMEDIES H.I.T.R.A.
(Hazard Identification &
Task Risk Assessment)
Training & Awareness
Risk Communication & Compliance
The safety culture ladder:
Management systems are
used to encourage & monitor safe
working
CALCULATIVE
“We have system in place to manage all hazards”
“Lots and lots of audits” “We have our
HSE Management System in place”
We collect lots of statistics
The safety culture ladder:
CALCULATIVE
BARRIERS
No HSE Management
System
No Incident Reporting
Mechanism No Audits & Inspections
No History & Statistics
The safety culture ladder:
CALCULATIVE
REMEDIES
HSE Steering
Committee HSE Audits & Reviews
Revenue & Capital Budget
Project Execution
The safety culture ladder:
People try to avoid
problems occurring
& exist in a constant state of
awareness
PRO-ACTIVE
“We work on problems that we still find”
Resources are available to fix things before an incident
Management is open but still obsessed with statistics
Procedures are “owned” by the workforce
The safety culture ladder:
PRO-ACTIVE
BARRIERS
Non-availability of
Funds No SOPs Lack of
Supervision Lack of
Ownership
The safety culture ladder:
PRO-ACTIVE
REMEDIES
Recognition Accountability Team Building
Flexible work
environment
The safety culture ladder:
Safety is integral to everything
we do
GENERATIVE
“Safety is how we do business around here”
Chronic unease is a constant mindset
Safety seen as good business
New ideas are welcomed
The safety culture ladder:
GENERATIVE
BARRIERS
HSE: A separate
entity
Old fashioned practices
No adaptability
No initiatives
The safety culture ladder:
GENERATIVE
REMEDIES
HSE & Business
Integration
New Technology
& New Practices
New Initiatives
Reward & Recognition
Continuous Improvement
Compliance
Safe Operations
Zero Incident
Cost Savings
Healthy Financial Statement
The benefits of a safety culture:
Safety is COOL!
Different people = different mindsets
Managing the change:
How will the change impact me personally?
What's in it for me?
Will I win or lose?
Will I look good?
Will I have enough time to learn my new position?
Can I do it?
What if I don't like it?
When making changes, people will always have individual concerns:
Leadership commitment Employee empowerment
Top Management Commitment HSE Policy HSE Organization Health Management System Safety Management System Environment Management System
Care for others safety Get help from others Comply and personally enforce the rules &
regulations Lead by example
The culture sits on two pillars…
The leadership commitment
Management Behaviors
Decision–making
reflects safety first
Communicate with
employees effectively
Demonstrate an open &
questioning attitude
Encourage employees to raise issues
Express appreciation
when concerns are
raised
Promptly prioritize and
review concerns
Give feedback on resolution of
concerns
Monitor and report any anomalies
You are the key to an incident-free environment
Train your people to observe at-risk behaviors and have safety conversations
Elevate people who support the new culture and eliminate those who tolerate at-risk behavior, even top producers
Follow-up by demonstrating and communicating a personal commitment to safety in all your actions
Accountability gives every employee the right and responsibility to call a time out and rewards them for doing it, even if it is a false
alarm
Support safety as a core value by committing to put human life ahead of all other demands.
Management best practices
Employee empowerment
Employees: what to remember?
In addition to deciding "I'm not going to get hurt", we still consciously need to think through, how am I going to stay safe, despite the potential risks? Whether talking to ourselves or our team, this conversation is the key to our safety
Most injuries and incidents are the result of people's natural risk tolerance
Risk assessment is driven by the task, not by the people doing the task.
Employees: what to remember?
In a strong safety culture, everyone is accountable for speaking up when they observe a person performing an at-risk behavior.
A culture may prevent someone from speaking up because they don't know what to say or how to say it. Therefore, a culture of safety creates a level of thrust that encourages people to speak up.
Decision–making reflects
safety first
Learning is embraced
Trust permeates
the organization
Protect themselves
and their peers
Work safe Work smart
Monitor and report any anomalies
Act calmly and firmly in emergency situations
Our employees believe that… Employee behaviors
Becoming a safety
champion
“People who are lead the change, encourage safety conversations between all levels of staff and ensure behaviors we want to see reward”
What is a safety champion?
Have the courage to keep going
Set clear goals and high expectations
Praise progress as people begin changing behaviors
Build a foundation of trust
The skills necessary to be a good safety leader are the same skills necessary to be a good operations leader and vice versa:
Closing thoughts
When building a safety culture:
1. Don't expect to be popular 2. Recruit help 3. Educate and train 4. Champion change at every opportunity 5. Measure and reward results
Thank you!