Culture & Safety – Leadership and Business Growth

Safety Convention & Exposition

CII Eastern Region – Raipur

31st July 2013

In this presentation…

Accidents – An Overview

Safety Culture & its core characteristics

Measurement of Safety Culture with Case Study

Positive & Negative Safety Culture - Metrics

Management System vs Safety Culture

Building Positive Safety Culture at WorkPlace

Accident Statistics – An Overview

NEWS Headlines …

Developed countries have fairly low amount of accidents than developing countries

HSE – UK Statistics

Japan Accident Statistics

Singapore Accident Statistics

Is Accident statistics alone reveals the safety culture of the Country, Industry

or Organization ???

What is Safety Culture ?

Safety culture is the way in which safety is managed in the workplace and often reflects “the attitudes, beliefs, perceptions ,values & behavior that employees share in relation to safety”

Safety Culture

Reflection of risk awareness

the product of individual and group values, attitudes, competencies and patterns of behaviour that determine the commitment to and the style and proficiency of, an organization’s health and safety programs.

Safety culture is how the organization behaves when no one is watching

What does this depict?

Do these depict contrasting cultures?

16

Causes of Incidents

In the past, the main causes for incidents, were considered as technical issues!

Then the incidents happened considered as inadequate implementation of HSE Management System!!

And now, the lack of HSE Culture exposes human error, as the main cause of incidents!!!

Traditional Safety

Traditional Safety…

“If you always do what you’ve always done, you’ll always get what you’ve always got”

The Challenge…

Where are we?…

Moving towards Excellence

Time

TQM

Mat

urit y

Ad-Hoc Annual AuditsAd-Hoc Management Reviews

Ad-hoc Training

SHEQ Strategic Planning

ISO 9000. ISO 14001, OHSAS 18001Satisfaction Surveys,

Supporting MIS

Ad-Hoc Risk Assessments

Measurement ProgramImprovement program

Stage 1CrisisManagement

Crisis Management

Stage 3Enlightenment

Behavior basedInterventions

Stage 4Wisdom

Self Assessments

Sustainability

Stage 5Certainty

10 – 12 Years

Immature

Organizations

Stage 2Awakening(Cosmetic)

Low

Hig

h

Business Processes Mapped

HSE Culture Step Ladder

GENERATIVE HSE is how we do business

round here

PROACTIVESafety Values and Values drive

continuous improvement

CALCULATIVEWe have systems in place to

manage all hazards

REACTIVESafety is important, we do a lot every time we have an accident

PATHOLOGICALWho cares as long as we’re not

caught

Increasin

gly inform

ed

Increasin

g Trust

and Accountabilit

y

Common Myths about Safety Culture

Top Management is only responsible

Organization Culture and Safety Culture are Different

Culture cannot be changed

Culture

Processes

Structure

Organization Safety Culture

Roles, Responsibilities, Control and Authority

Core business and supporting processes, Social relationships, Communication, Interactional aspects.

Ref: EU-OSHA-European agency for safety and health at work, Occupational Safety and Health culture assessment – A review of main approaches and selected tools, Working environment information – working paper

Safety culture varies with different organizations

In the same organization culture varies from place to place

Does it reflect the real safety culture of the organization?

Core characteristics of safe culture

Informed culture – Senior management commitment, support and cooperation i.e. when all stakeholders have the necessary knowledge about the personal, technical and environmental components of a systematic approach to managing safety.

Reporting culture – based on openness, transparency and trust across the whole team. People are not only encouraged and supported but also literally conduct hazard reporting, near misses and incidents

Learning culture – lessons learned are regularly communicated across the business so continual improvement is achieved.

Risk aware and planning culture – People focus on identification of hazards prior to exposing others. Being proactive in hazard identification, control and removal, and accident and injury protection as well as health preservation and promotion is important.

Caring culture – no blame is applied to those who proactively report and there is an environment of trust. Individuals are programmed to be fair, firm and friendly on their daily encounters.

In simpler words, the core characteristics

Safety is a clearly recognized valueAccountability for safety is clearSafety leadership is clearSafety is integrated into all activitiesSafety is learning driven

Measuring Safety Culture

Academic (Anthropological)

• Field Work, Document Analysis, observations, focus groups and interviews etc

Analytical (Psychological)

• Safety Climate Scales, Questionnaires

Pragmatic (Experience based)

• Behaviourally Anchored Rating Scales (BARS)

Assessment of Safety Culture

Ref: EU-OSHA-European agency for safety and health at work, Occupational Safety and Health culture assessment – A review of main approaches and selected tools, Working environment information – working paper

Case Study –

Safety Perception Survey @ Project sites

Survey Elements

Group Elements

Safety Leadership Management Climate Management Commitment Quality of Supervision Employee Empowerment Recognition of Performance

Safety Management Safety Concerns OHS Care Employee Training Inspections Accident Investigation New Employee Emergency Management

Safety Climate Attitude Towards Safety Employee Participation Discipline

Safety Promotion Awareness Programmes Communication

Methodology Adopted Customized questionnaire to meet the requirements of the client’s safety

management system.

Different questions for each category of employees under the same 17 elements

One to one interview with selected cross section of employees

Collected data analyzed using software

Snap Shot of Software Used

Audience Response System• Questions will be displayed in the form of presentation

• Voting for each option using the device

• Results will be immediately displayed on the screen

Attitude towards Safety

Management Commitment

Employee Empowerment

Key Factors Influencing Safety Perception Survey Results

• The safety culture survey outcome depends on:

– Sample size (Min. 10%)

– Sample spread (Across departments)

– Customized questionnaire (to suit the safety management system of the

organization)

– Administration of questionnaire (Ability of engineer to convincingly explain

the employee)

– Definition of Acceptable Safety Perception Level (ASPL)

– Interpretation of scores obtained

Trends in Practice … Shifts noticed in recent times

Past Present

Safety : an additional factor Integral with organizational business plan, as business indicator

Focus on lagging Indicators Focus on leading Indicators

Regulatory driven Performance driven

Only Safety department responsibility to deliver safety

Safety department: Co-ordination, Advising, Training, Auditing & facilitating

Sustainable culture improvement cannot be achieved overnight

Building & Sustaining safety culture involves improving competency & execution in all of the cultural elements

Basic

Awareness

SkillExcellence

World Class

Management Commitment Safety policy Safety Goals & Plans Performance standards Organization responsibility & accountability. Progressive motivation Effective two way communication Safety training Accident reporting and investigations Safety auditing Contractor Safety

The Benefits of Excelling in Safety

Improves business performance by creating safe work environment. Helps protect brand and public image Leverages current strengths of the organization

Leadership traits or qualities

• Establishing priorities• Setting and maintaining level of expectations• Enforcing accountability• Challenging the attainment of excellence

Evolution of Safety Culture

At Risk Behaviours and Operational Discipline can better be addressed through Safety Culture

Philosophy of our Operation

Safety Management System Vs. Safety Culture

The culture of the organization is much more

Positive safety culture Indicators

Visible management commitment at all levels in the organization. Good knowledge and understanding of health and safety throughout the organization Clear definition of the culture that is desired Lack of competing priorities with health and safety (e.g.Prduction and quality) A realistic idea of what is achievable while being challenged Visible evidence that investment is made into helath and safety, including the quality of working environment, equipment provided Being proactive so opportunities for improvement are dealt with before problem arise Good communication up, down and across the organization A fair and just discipline system Meaningful involvement of the workforce in all elements of health and safety

Poor Safety Culture Indicators

•Routine procedural violations•Failure of compliance with and health and safety systems•Management decisions that put production or cost before safety•Incidents not analyzed in depth and lessons not learned•Employee safety concerns not dealt with promptly•Disproportionate focus on technical issues•Lack of self assessment processes•Lack of learning•Unwillingness to share or cooperate•Failure to deal with findings from independent review

Fostering a strong safety

culture

Top management commitment, support

and leadership

Training for attitude, belief etc

Total employee empowerment

Stake holder and supply chain

member involvement

Safety management

standards, systems

Life cycle safety risk management

MIS

Rewards and recognition

Art of safety management

Science of safety management

Safety Culture

For a zero-injury safety culture, the key organization attributes are -

Openness to change

Organization citizenship behaviour Excellent communication and cooperation

Job satisfaction

Organization commitment

Mutual trust and respect between management and worker

Best Practices in

India

This is just a beginning . Many more such efforts are required for building good safety culture in the construction sector of India.

Peoples attitudes and opinions have been formed over

decades of life and

cannot be changed by having a

few meetings or giving a few lectures

- Mao Tse Tung

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