CARE Operational Framework

Purpose

Health and safety has the power to start a chain reaction

throughout an organization driving performance to

achieve high reliability, high quality, increased tool time

and ability to work in high risk environments with high

efficiency. Health and safety provides a structure to

create a habit of excellence in all business functions.

IMAGINE the ability to evaluate, improve and monitor an evolving safety culture in real time

IMAGINE the capability to drive culture to achieve safety excellence with a process that:1. Is simple – focuses on what matters most

2. Reconnects safety to operations

3. Produces action oriented performance measures that drive vital behaviors.

Framework

100% vigilance by 100% of the workforce 100% of the time always asking ‘what if’…”

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ObjectivesMindfulness

When an incident occurs the organization will learn from it and fix it such that the same conditions never come together again to cause a similar incident.”

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ObjectivesOrganizational Learning

What distinguishes reliability enhancing organizations is not their absolute error of accident rate, but their effective management of innately risky technologies…”

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ObjectivesSensitivity to Operations

Element Measurement Theory Intervention

Surface Beliefs Focus is on attitudes, feelings, thinking and believing (perception surveys, interviews)

If people have a bad safety attitude they will behave in an unsafe manner

Change people’s thoughts attitudes etc. Requires specialized expertise. Expensive and not sustainable

What you say

What you doFocus is on how well the safety process is executed at the behavioral level

People behave because of the way that their environment and the system dictates they behave

Change the environment, program design and adopt performance metrics that drive behavior. Reconnects safety and operations. Inexpensive and sustainable.

CultureCulture is the collection of self-sustaining patterns of:• feeling, • thinking, and • believing, the patterns that dictate the way we do things around here.

“The way we do things every day" is what we call Culture

Strategy Needs to Be Aligned with Culture

Management System

(Functional Attributes)

CulturalAttributes

EffectiveOutcomes

(Measures)

Alig

nmen

t

Culture Eats Strategy for Breakfast

• People don’t behave as they believe.

• People behave as they believe their bosses, the level of fear, the performance metrics, the compensation structure and the recognition and reward system want them to behave.

• People’s thoughts, beliefs and ultimately their behaviors are a product of the organizations systems and environment that drives culture

Behavior

Our Process

MonitorImproveEvaluate

Evaluate the effectiveness of safety performance not by measuring WHAT you do

but rather, HOW well you do it.

Focus on a few VITAL behaviors that well executed yields big RESULTS.

What we do

< Alignment >

Investigations Process

Critical SystemsHigh Consequence Job Tasks/Factors

ObjectivesMetrics

Recruitment & Onboarding

Project Management

Management of Change

Contractor Management

H2S

Confined Space

Angle Grinder Use

Secondary Controls

Safety Stand Downs

Field Level Hazard Assessments

Safe Work Observations

Inspections

Meetings

Audits

High Consequence Hazards

(IMPLICIT VALUE)

Cyclical Improvement

Control Failure Analysis

System Failure Analysis

Root Cause Analysis

Corrective Actions

Senior Leadership

Safety Sensitive Reinforcement

Evaluates System Integrity & Conformance (How rather than What)

Focus on High Consequence

Terms of Reference

• Irrefutable – common person standard of reasonably practical• Creates alignment• Basis of measurement

MeasurementCritical Factors• Provides an operational definition that allows for a

common understanding and agreement of what is being measured and how it is being measured.

• Achieve sustainable safety performance (what gets measured gets managed)

• Measures process execution• Outcomes are a by-product of how well process is

executed• Drives cultural attributes to achieve program objectives

(worker and organizational behaviors).• Informs the organization• Maintains attention• Focuses on what’s important• Reconnects operations and safety

Culture – Three Critical Behaviors

Worker and Organizational Behaviors

Cause and Effect

Reduction in Outcome Measures

Utilizes the Pareto Principle

< Alignment >

Investigations Process

ObjectivesMetrics

Secondary Controls

High Consequence Hazards

(IMPLICIT VALUE)

Reinforcement

Cyclical Improvement

Corrective Actions

Senior Leadership

Safety Sensitive

• Top leadership truly invested• Safety /Production balance• Engagement with front line staff• Measures what matters most• High level of execution and

accountability

• Incidents seen as an opportunity for learning• Commitment to continuous improvement (resilience)• Open discussion of errors

Fix

InvestigateFind

• Encouraged to report without blame (see more)

• Mindfulness to failure• Ability to constantly

confront the unexpected • High quality and reliability

• Sensitivity to operations• Operate with remarkable

consistency & effectiveness• Competency to work in high risk

with high efficiency• Defers to front line experts

• Measures effective process• Drives right behaviours• Aligns organization

Control Failure Analysis

System Failure Analysis

Root Cause Analysis

Critical SystemsHigh Consequence Job Tasks/Factors

© Intactix Systems Inc 2014

A few vital behaviors well executed, will yield big results(High Reliability Organization Characteristics)

“In order to achieve goals we have never achieved we have to do things we have never done before.”