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Subject: MailChimp Template Test - "Safety Thinking. Edition #3 - 30/9/14" From: <kristy.mcgrath@generativehse.com> Date: 24/11/14 9:36 AM To: <kristy.mcgrath@generativehse.com>

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Safety Thinking. Edition #3 Follow us

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The changing role of the HSE professional As organisations' safety management systems & practices continue to mature, safety accountabilities are increasingly shifting away from HSE professionals to operational line managers. While this is an important move in understanding true accountability for safety it can often lead to a poorly managed change process, where safety either falls through the cracks or an unhelpful â&#x20AC;&#x153;turf warâ&#x20AC;? that takes place. This change process, which is happening across a broad range of industries, is leading to a fundamental recasting of the role of HSE professionals. This is creating at times both opportunities and challenges. Generative HSE is working with a number of organisations to improve HSE professionals & management's OHS role clarity and provide a clearer definition of safety accountabilities and responsibilities.

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'Why Safety Cultures don't work' by Professor Andrew Hopkins - Marc McLaren's response. Professor Hopkins’ key phrase “the way we do things around here” raises an important question: How do leaders in high risk work environments close the gap between the way work is imagined and the way its is actually done in the field? When it comes to major accidents and hazard awareness this challenge is not some quaint academic debate about the best approach to process safety risk management, it’s about preventing rare catastrophic events from occurring. The gap between the way work is imagined versus the way work is done, is also referred to as cognitive dissonance. Cognitive dissonance goes someway to explain how an individual goes about updating or not updating their perception of reality, it does not drill down to the shared perceptions of safety at a workgroup level, which is also an important predicator of process safety decision making. There are two obvious dangers in believing that changing the “hearts and minds” of an organisation‘s safety culture is a short to mid term project. Firstly, it is a difficult position to defend that safety culture is a unique construct, separate from the wider organisational culture - So what are we really trying to change? Secondly, the idea that the construct can be directly managed and is easily malleable can potentially set leaders up for an inadvertent failure. Part of the problem is that many of the tools that purport to measure safety culture, do not adequately define the construct that is being measured, nor the dimensional elements, so in the end they potentially offer little evidence for leader-led decision making around process safety. I whole heartedly agree with Professor Hopkins’ conclusion, “It is up the organisation to step in and find ways of shortcircuiting the collective drift toward experience-based

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standards of behaviour, which do not take into account extremely rare events.”

Collaborating with Principle and Key Contractors to improve safety Improved safety performance cannot be achieved without effective collaboration between principles and key contractors. All too often safety is viewed as an “us and them” exercise, which leads to counterproductive management practices. As the commercial partnerships mature the relationships with contractors needs to move to a greater reliance on collaboration. Generative HSE has seen this first hand through our work with organisations of being clear about what the collaboration looks like on the ground, and in the field. We have facilitated a number of Forums with staff and contractors to develop and refine shared safety goals, plans and strategies. The Forums have led to increased engagement and shared understanding, resulting in strengthened relationships and optimum safety performance.

Maximise the effectiveness and enhance the leadership skills of HSE Professionals in your organisation. It could be argued that the most effective HSE professionals are those who have a broad range of non-technical skills. They can “influence with integrity”, coach and develop operational leaders, be credible change agents, provide clear strategic direction, develop solid implementation strategies for HSE programs, focus on ongoing HSE system effectiveness, drive for continual system simplification, whilst also being recognised as having solid technical HSE technical skills.

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The HSE Professional Development Program is designed to maximise the effectiveness and efficiency of HSE professionals within organisations, with the intent of assisting those professionals to become better leaders within their organisations. It's a structured, experiential program that takes participants through a stepped learning program designed to improve both the application of technical skills and the ability of participants to assist their organisation drive towards the development of high performing safety climate.

Upcoming Events Please join us at one of our free upcoming events for information gathering and networking opportunities: Safe by Choice Showcase - Sydney - 24 Oct TBC Safety Climate Benchmarking - Sydney - 14 Nov Safety Climate Benchmarking - Brisbane - TBC Email info@generativehse.com to RSVP or for more information.

Join the discussion - LinkedIn Follow Generative HSE on LinkedIn to participate in informative and relevant discussions about safety and risk leadership in Australia.

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