SAFETY CULTURE The key elements
By Eskild Lund Sørensen HSE Professional
Behavioural-based Safety The Leadership challenge in safety: For any safety programme to be efficient, it requires six pillars Leadership: to lead by example and support the process Engagement: to increase participation and develop commitment to continuous improvement Coaching: to increase understanding and reduce resistance Communication: to recognise and praise good safety performance and seek understanding of why unsafe acts may occur Recognition: to objectively identify systemic drivers of unsafe behaviour and to allow for targeted recommendations for improvement Measurement: to provide a pro-active means of measuring daily safety performance The senior management of the company must provide clear and visible leadership that challenges and improves health &safety performance influence working practices, systems and behaviours so as to make a significant improvement to heath & safety performance
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How can you implement behaviour-based Safety?
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The following slides will give some information on what you need to work with in order to ensure the behaviour-based Safety Programme is in place and effective.
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Leadership - Management Commitment
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Where is safety perceived to be placed among management’s priorities
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(Senior/supervisors/workers)? How does management show this? How often are they seen in the workplace? Does management talk about safety when in the workplace and is this visible to the workforce? Do they ‘walk the talk’? Do they deal quickly and effectively with safety issues raised? What balance do their actions show between safety and production? Is management trusted on safety?
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Motivation
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Do managers give feedback on safety performance (& how)? Are they likely to notice unsafe acts? Do managers (all levels - Senior/Managers/Supervisors) always confront
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unsafe acts? How do they deal with unsafe acts? Do employees feel they can report unsafe acts? How is discipline applied to safety? What do people believe to be the managers’ expectations? Do people feel that this is a good place to work (why/why not)? Are they proud of their company?
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Engagement - Employee involvement
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How are people (all levels, especially operators) involved in safety? How often are individual employees asked for their input to safety issues? How often do operators report unsafe conditions or near misses etc.? Is there active, structured operator involvement e.g. workshops, projects, safety
circles? Is there a continuous improvement / total quality approach? Whose responsibility is safety regarded to be? Is there a genuine cooperation on safety – a joint effort between all in the company?
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Communication
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Is there effective two-way communication about safety? How often are safety issues discussed;
-With line manager (up)/subordinate (down)? -With colleagues (sideways – avoid silo thinking)? What is communicated about the safety programme of the company? How open are people about safety?
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Training and Information
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Are roles and responsibilities clearly defined? Do employees feel confident that they have all the training they need according
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to their job descriptions? How accurate are employees’ perceptions of hazards and risks? How effective is safety training in meeting the actual needs (Safety Training should be mandatory for all employees - including managers!)? How are needs identified? How easily accessed is safety information?
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Compliance with Procedures
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What are written procedures used for? What and who defines whether a particular task will be captured in a written
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procedure? -Are they read? -Are they helpful? What other rules are there? Are there too many procedures and rules? How well are people trained in them? Are they audited effectively? Are they written by the users? Are they linked to risks?
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The Learning Organisation
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Does the company really learn from accident history, incident reporting and
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other key events? Do employees feel confident in reporting incidents or unsafe conditions? Do employees report unsafe acts and conditions? Do reports get acted upon and does management allocate resources? Does the company’s management insure feedback to the involved parties?
ESSOR FEBRUARY 2017