gediman, corinne - safety culture step change
TRANSCRIPT
8/11/2019 Gediman, Corinne - Safety Culture Step Change
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Step Change: Getting to ZeroCorinne Gediman
Managing Principal
Proactive Safety Performance
www. proactive-safety.com
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Safety Culture Maturity Model…
ReactiveSkyrocketing injury rates, failing compliance
audits, risk uncontrolled, catastrophic event
EmpoweredSafety as a precondition of work is habitual;
Employees are the drivers of safe-production
ProactiveSafety managed with workforce involvement and
lead indicators – management system in place
CalculativeSafety is managed internally on the basis of
procedures, documentation and rules policing
ComplianceDevelopment of procedures, policies and ruleswith a focus on legal compliance and protection
Leading Indicators
Lagging Indicators
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Time
HSE
ManagementSystems
Technology
and standards
People
I n c i d e n t r a t e
Industry Safety Performance Over Time
Step
ChangeCulture
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Regulatory
Compliance
Re-engineering
People
Time
Incidents
Employee Indifference
Employee Ownership
The Safety Wave Incidents
Management
Systems
Human Factors &
Cultural Issues
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Over 95% of incidents, in mature
organizations, occur at the worker interface
and are the result of human factors and
cultural issues that fall below management’s
radar screen
5 Date/reference/classification
Safety Wave Incidents
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Taming the Wave
6 Date/reference/classification
Employee Driven Culture Change
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Management View
Employee View
Culture Improvement Challenge
You can’t change
what you can’t see
Safety Waves
Human Factors
Cultural Deficiencies
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Management Driven Culture Change
Employees
Team Leaders
SM
Front Line Supervisors
Middle Management
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1. Senior Management gets the view from the top of the iceberg
2. It’s difficult to manage and lead what you can’t see
3. Safety messaging gets diluted and bottlenecked at the worker interface
4. Safety Oversight resources are few and stretched
5. You can’t inspect in 100% safety
5. Human factors and cultural issues fall below the radar screen of
management systems
6. Mixed messages and trust issues continue at the worker interface
7. Engagement Programs and Ownership are not the same thing
Top Down Change Barriers
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Employee Drive – Management Supported
Employees
Team Leaders
SM
Front Line Supervisors
Middle Management
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1. Do the math…. Engage the masses
2. Employees are on the job sites making risk based decisions every day
3. Employees can monitor the safety performance of others
4. Natural safety champions are engaged as mentors and role models
5. Supervisors are engaged as safety advocates and coaches
6. People are more committed when they have a say and are owners
7. Management empowers, provides resources and builds a bottom up safety
system
Employee Driven – Management Supported
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Employees are Your Most Powerful Change Catalyst
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Time
HSE
ManagementSystems
Technology
and standards
People
I n c i d e n t r a t e
Transferring Ownership
Step
ChangeCulture
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Programs & Processes
DuPont™ STOP™ Slam Risk
Near Miss
Job Hazard Analysis
Employee Suggestions
Empowerment
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System Elements Employee Ownership
Policy Workforce development and review
Organizing
•Control
•Communication•Competence
•Co-Operation
•Health and Safety Responsibilities
•Delivering Health and Safety Messages•Hiring, Training, Mentoring
•Safety Committees; Suggestion Schemes
Planning
•Objectives/Plans
•Risk Assessment
•Procurement
•Design
•Problem Solving
•Risk Control System
•Setting H&S plans/objectives
• Engagement in risk assessment processes
• Procuring of equipment and materials
•Design of safer ways of working
•Participation in problem-solving
• Employee engagement in planning risk
control systems
•Measurement
•Active monitoring
•Reactive monitoring
• Involvement in inspections, observations
• Involvement in accident and near miss
investigation and hazard spotting
•Audits and Review • System review and performance monitoring
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Injuries
Time
Dependent
“I do it so I don’t
get into trouble”
Management Individual Team
“I do it so I don’t
get hurt”
Independent
“I do it so no
one gets hurt”
Interdependent
Bradley Curve Culture Interdependence
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“In the end management doesn’t change the
culture; management invites and enables the
workforce itself to change the culture.”
Lou Gerstner
Former CEO IBM
Parting Words
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THANK YOU!
Any Quest ions?