wsh culture
TRANSCRIPT
Goh Chye GuanManaging Director
Workplace Safety and Health Culture
SME Resources
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WSH CultureGoh Chye GuanSME Resources
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Scope
1. Introduction
2. What is Culture?
3. How is Culture Measured?
4. Nurturing Safety Culture
5. Summary
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Introduction
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Four Strategic Outcomes:
1. Reduction in WSH incident rates2. WSH an integral part of business3. Singapore as a renown Centre of
Excellence for WH4. A progressive and pervasive WSH
culture
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The Elephant Metaphor
瞎子摸象
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DependentStage
InterdependentStage
IndependentStage
MentoringWSH
Enforcement
bizSAFE
CultureSAFE
Micro Organisation
SMEs
Large Organisation
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“Culture is a set of shared attitudes,
values, goals, and practices that
characterizes an institution,
organization or group."
Wikipedia:
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1. PATHOLOGYICAL
2. REACTIVE
3. CALCULATIVE
4. PROACTIVE
5. GENERATIVE
1. REACTIVE
2. PARTICIPATIVE
3. PROACTIVE
4. PROGRESSIVE
5. EXEMPLARY
Five Stage of WSH Culture
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1. REACTIVETop down
management of
WSH
2. PARTICIPATIVEStakeholder
participate and
engage in WSH
3. PROACTIVEPre-emptive
address of WSH
issues
4. PROGRESSIVE
Stakeholder
motivated to progress
and pervade WSH
Culture
5. EXEMPLARYInternalisation of
WSH as a non-
negotiable value
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3. How is Culture Measured?
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CultureSAFE Approach
Governance
Work
Management
Systems
Competent &
Learning
Organisation
Ownership &
Teamwork
Communication
& Reporting
Leadership &
Commitment
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Perception-
based Survey
Evidence-based
Assessment
Output Report
Workers = 112
Supervisors = 118
Managers = 135
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Assessing Culture
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Perception-based Survey
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Evidence-based Assessment
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Diagnose
Typical Implementation Cycle
Report
ActionPlanning
Implement
Revise &Evaluate
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4. Nurturing Safety Culture
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“Culture is a set of shared attitudes,
values, goals, and practices that
characterizes an institution,
organization or group."
Wikipedia:
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1. Catastrophes (Chernobyl 1986)
2. Regulations
3. Liability and Lawsuits
4. Enlightened Employees
5. Fast Changing Technology
6. New Media and Public Pressure
7. Competition
8. Corporate Social Responsibility
Believing in Safety
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The New Paper, 21 Mar 2013
• 21 months old
• Rescued once in Apr 2012
• Death due to fall in Jun 2012
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Pfizer Asia Pacific
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As industry leaders we have the
intellect and controls within our
power to ensure every worker
returns safely to his or her family
after a day at work – “it is our
moral obligation…. nothing less”
Collective Leadership
An International Construction Company
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Collective Belief will achieve zero
accidents one day ……how long
is up to you and me
Collective Belief
An International Construction Company
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Accentuate this … Minimise this …
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Active Participation by All
I am an active member of
the WSH team
I choose and want to be
involved
I influence those around
me to be involved
The company empower
me to work safely
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Bad Planning • No preparation
• Lack of thought and
foresight
• Whoever gets it will
have to find a way
• No housekeeping
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Frequent Communication
We talk about safety
openly
I talk about safety to
anyone
Anywhere and at
anytime
Allocate time for
discussion
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Failing to learn from previous incidents
It happened to you because of your luck
It won’t happen to me
I understand, but why should I change?
Not listening to other people’s experiences
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5. Summary
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The next big step is your PEOPLES
afe
ty P
erf
orm
ance
Time
HardwarePPE, Barriers, Lockout Tagout
SystemsSafety Management and Procedures
PeoplePeople and behaviours
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Leadership Sets the Vision
by 20xx we will be “Exemplary”
Our objective is to be free from accident or incident
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