30.11.2011 organizational safety, colin baldwin

Organisational Safety

Colin Baldwin

Training Manager

Sustainability East Asia LLC

Driving Performance Through Training, Leadership and

Communications

Who Are We

• A team of management consultants specialising in consulting, auditing, contracting & training for environmental, safety and security management

• Working in Mongolia since 2002, with a permanent office in Ulaanbaatar since 2008

Today’s presentation

• Organisational safety maturity

• Incident causes

• Link between incident causes and organisational safety maturity

• How leadership, communications and training influence safety maturity

Safety Maturity Model

Kiel Centre 1999

5 Stage Model

Safety Maturity Model

Safety not seen as a key business risk

Safety team has primary responsibility

Incidents are seen as unavoidable

What is not seen didn’t happen

Safety is someone else’s responsibility

Safety Maturity Model

Safety seen as a business risk

Safety defined by adherence to rules and procedures

Performance measured solely using lag indicators

Senior managers are reactive

Safety Maturity Model

Incident rates reduce but performance plateaus

Frontline staff seen as key and integrated into management considerations

Management recognises that a wide range of factors cause accidents

Staff accept personal responsibility for safety

Safety Maturity Model

Health & Safety is important both morally and economically

Effort placed into both preventative and proactive strategies

Active monitoring of safety performance

Engagement with all levels of staff

Safety Maturity Model

Prevention is a core value

Safety is now take home and not only a work requirement

All staff believe safety is part of their job

A range of indicators are used to measure performance

Change is collaborative

Safety Maturity Model

Where do you fit?

Organisationally

Culturally

Individually

Incident Causation

Incident Causation vs Organisational Maturity

• Incident Causation

– Poor communication between management levels

– Lack of leadership focus and goals

– Training is non existent or poorly targeted

– Segmented organisation and poor team cohesion

– Supervision is not effective

– Processes and work procedures are minimal and poorly understood

Incident Causation vs Organisational Maturity

• Organisational Maturity– Safety Leadership is effective with strong goal

setting– Training and Education lead to safety competence

instead of safety awareness– Communications enable holistic organisational

change and understanding– Strong safety processes and checkpoints– Supervision and quality checks a daily routine

• These reduce the latent errors that can lead to an accident

Leadership

• Visible

– Out with the workers

– Driving change and performance

• Professional

– Knowledge

– Appearance

• Approachable

– 360 degree communications

– Point of contact and resolution

Commuinications

• Regular– People enjoy routine– Sets expectations

• Proactive– Information before the event– Outline the plan

• Responsive– Address the issues– Provide a response

• What’s in it for me?– How are the staff part of the plan

Training

• Targeted– Meet business requirements

– Useable training outcomes

• Skills and Knowledge– Not just an information session

– Demonstrate competence

• Responsive to Change– Train before change

– Organisational enabler

Conclusion

• Leadership

• Communications

• Training

Questions