total safety culture presented by jason thompson

Total Safety CultureTotal Safety CulturePresented by Jason Presented by Jason

ThompsonThompson

Total Safety CultureTotal Safety Culture

ObjectivesObjectives• Safety as a way of lifeSafety as a way of life• Creating ownershipCreating ownership• InfrastructureInfrastructure• Safety as a personal valueSafety as a personal value• Safety LeadersSafety Leaders• Safety PyramidSafety Pyramid• Hazard recognition and controlHazard recognition and control• Near Miss Reporting Near Miss Reporting • Layered Safety InteractionLayered Safety Interaction• Internal Responsibility System (IRS)Internal Responsibility System (IRS)• CultureCulture• CommunicationCommunication• Positive Safety Culture Positive Safety Culture


Safety is a way of life – a process, not a Safety is a way of life – a process, not a programprogram

•This is not something extra to do This is not something extra to do •Safety should be incorporated into how we do Safety should be incorporated into how we do everything:everything:

– ProductionProduction– QualityQuality– Efficiency (controlling costs)Efficiency (controlling costs)

•You can be a You can be a safety leadersafety leader in in your workplaceyour workplace•Encourage others to live safety as a core value Encourage others to live safety as a core value that will not be compromisedthat will not be compromised


The importance of “moving safety to The importance of “moving safety to the next level”the next level”

•Continuing to do what you have always done Continuing to do what you have always done has gotten you to the point you are at today.has gotten you to the point you are at today.•If you want to keep getting what your If you want to keep getting what your getting, keep doing what your doing.getting, keep doing what your doing.•To move safety to the next level, you must do To move safety to the next level, you must do something differentsomething different


• Safety must be in the Safety must be in the heartheart and and mind mind of everyone, everywhere, of everyone, everywhere, everydayeveryday

• Rules, guards, and procedures only Rules, guards, and procedures only

HELPHELP keep us safe – it is up to keep us safe – it is up to

each of us each of your each of us each of your employees to develop a personal employees to develop a personal

commitment to safe behaviourcommitment to safe behaviour


Safety involves more than infrastructureSafety involves more than infrastructure• People get hurt despite good infrastructure.People get hurt despite good infrastructure.• Bad things CAN happen to good people.Bad things CAN happen to good people.• Rules, processes, and equipment have little Rules, processes, and equipment have little

impact on behaviors, actions, and choices people impact on behaviors, actions, and choices people make as they perform their jobs and related tasks.make as they perform their jobs and related tasks.

As workers begin to accept safety as a personalAs workers begin to accept safety as a personal internal valueinternal value that will not be compromised that will not be compromised regardless of the situation, less injuries will occur, regardless of the situation, less injuries will occur, workers will develop pride and ownership in their workers will develop pride and ownership in their actions.actions.


The importance of a caring, trusting “family” The importance of a caring, trusting “family” environmentenvironment

With family members we:With family members we:• Use more rewards than penaltiesUse more rewards than penalties• Do not pick on their mistakesDo not pick on their mistakes• Do not pit one or rank one against anotherDo not pit one or rank one against another• Brag on their accomplishmentsBrag on their accomplishments• Respect their property and personal spaceRespect their property and personal space• Pick up after themPick up after them• Accept corrective feedbackAccept corrective feedback• Correct any at-risk behaviors we observeCorrect any at-risk behaviors we observe• Are our brothers’ keepersAre our brothers’ keepers


• It is up to It is up to YOUYOU to decide what you to decide what you can do as a can do as a safety leadersafety leader to to implement changes needed that implement changes needed that will create a positive safety culture will create a positive safety culture in in your work environmentyour work environment

• You have influence with your You have influence with your employees with your co-workers – employees with your co-workers – by what you say and what you doby what you say and what you do


Bottom LineBottom Line• Safety needs to become a Safety needs to become a personalpersonal

value value that will not be compromised.that will not be compromised.

• As As safety leaderssafety leaders in your in your workplaceworkplace, you need to create and , you need to create and support a culture that coaches and support a culture that coaches and encourages people to work safely.encourages people to work safely.


• CanCan versus versus WillWill

• We know we We know we cancan be hurt but do be hurt but do we believe we we believe we willwill


Nobody comes to work to get injured.Nobody comes to work to get injured.

No one expects to get injured.No one expects to get injured.

If we did expect an injury to occur we If we did expect an injury to occur we would do whatever we could to prevent it.would do whatever we could to prevent it.

If we don’t believe we will get hurt, what If we don’t believe we will get hurt, what incentive is there for not taking incentive is there for not taking shortcuts?shortcuts?

Workers must believe that unsafe Workers must believe that unsafe behaviour leads to injury.behaviour leads to injury.


Safety awareness, Safety awareness, Hazard recognition Hazard recognition and Risk analysis and Risk analysis need to be personalneed to be personal


•How often do you take How often do you take time throughout the day time throughout the day to think about the to think about the hazards that could be – or hazards that could be – or are – associated with the are – associated with the task you are about to do?task you are about to do?


Personal safety awarenessPersonal safety awareness• What is What is personal safety awarenesspersonal safety awareness??

– Always being aware of your surroundingsAlways being aware of your surroundings• What is What is hazard recognitionhazard recognition??

– Being able to identify hazards before they Being able to identify hazards before they result in injuryresult in injury

• What is What is risk analysisrisk analysis??– Analyzing the probability and severity of Analyzing the probability and severity of

risk in order to reduce the possibility that risk in order to reduce the possibility that harm will occurharm will occur

The The SAFETYSAFETY PyramidPyramid

FATALITY

Lost time injury

Recordable injury

Minor injury / first aid

Near misses / Hazard recognition

Personal safety awarenessTake 2, MISS, Tailgate meetings, Work Instructions, SOPs

INJURY ZONE

HEIGHTENEDSAFETY

AWARENESS


• What is a Near MissWhat is a Near Miss? ? Near Miss - An incident or unsafe condition with Near Miss - An incident or unsafe condition with potential for injury or property damagepotential for injury or property damage

• Only a fortunate break in the chain of events Only a fortunate break in the chain of events prevented an injury or fatality. prevented an injury or fatality.

• Near Miss incidents typically out number first Near Miss incidents typically out number first aid injuries by a ratio of 20 - 1. aid injuries by a ratio of 20 - 1.

• They are numerous and we can learn something They are numerous and we can learn something from each one. They are typically small in scale, from each one. They are typically small in scale, relatively simple to analyze and easy to resolve.relatively simple to analyze and easy to resolve.


Why report a Near Miss? Why report a Near Miss? • Near miss incidents should be regarded as early Near miss incidents should be regarded as early

warnings that something is wrong somewhere in the warnings that something is wrong somewhere in the system. The next time we might not be so fortunate system. The next time we might not be so fortunate and someone could be injured. If the Near Miss is and someone could be injured. If the Near Miss is reported and investigated we can learn why it reported and investigated we can learn why it happened and prevent it from occurring again. happened and prevent it from occurring again.

• For every near miss that is reported and For every near miss that is reported and investigated, a potential injury to one of our workers investigated, a potential injury to one of our workers has been prevented.has been prevented.

• In order to reduce the number of injuries, we need In order to reduce the number of injuries, we need to increase the number of reported near missesto increase the number of reported near misses

• Ask all employees to report any Near Miss incidents Ask all employees to report any Near Miss incidents to their supervisor.to their supervisor.


• Near Misses must be addressed quickly and consistently Near Misses must be addressed quickly and consistently -the entire process must maintain a high profile, be openly -the entire process must maintain a high profile, be openly communicated and discussed daily communicated and discussed daily -the process must be kept simple and include those involved-the process must be kept simple and include those involved

• -should include a screening process so more attention is given to -should include a screening process so more attention is given to those with higher potential: those with higher potential: - what learning value does the near miss have? - what learning value does the near miss have? -who benefits from the learning? (few or many) -who benefits from the learning? (few or many) - minor or serious consequence if circumstances were a little - minor or serious consequence if circumstances were a little different? different?

• Some will require a full blown IIR while the bulk of them should only Some will require a full blown IIR while the bulk of them should only require a simple analysis, resolution and communication. (one pager) require a simple analysis, resolution and communication. (one pager) -Most should be resolved by the person who identified it. (hazard -Most should be resolved by the person who identified it. (hazard recognition and resolution) recognition and resolution) -Which then promotes ownership and responsibility which promotes -Which then promotes ownership and responsibility which promotes speedy resolution and increased reporting speedy resolution and increased reporting -Each one documented with root cause and action taken, then -Each one documented with root cause and action taken, then communicated to all communicated to all


• Successful Near Miss Programs: Successful Near Miss Programs: - encourage openness without scrutiny - encourage openness without scrutiny - involvement at all levels - involvement at all levels -openly supported by senior management -openly supported by senior management -documented, tracking and investigative process with -documented, tracking and investigative process with feedback feedback -communication process (open database, postings and -communication process (open database, postings and status updates) status updates) -innovative incentive plan for reporting-innovative incentive plan for reporting

• Effective Near Miss programs average 3 to 5 reports per Effective Near Miss programs average 3 to 5 reports per person, per year. person, per year.

• A workplace of 500 employees should have between 1500 A workplace of 500 employees should have between 1500 and 2500 near miss reports per year. and 2500 near miss reports per year.


Actions driven by organization beliefs can Actions driven by organization beliefs can have significant influence on workers have significant influence on workers actions.actions.

• Safety systemsSafety systems– Are systems in place to encourage people to do Are systems in place to encourage people to do

the job with minimal risk?the job with minimal risk?

• Leadership behaviorsLeadership behaviors– Are at-risk, time saving actions accepted?Are at-risk, time saving actions accepted?– Is there a perception of production vs safety?Is there a perception of production vs safety?

• Peer behaviorsPeer behaviors– Do your co-workers encourage at-risk behavior?Do your co-workers encourage at-risk behavior?


Layered Safety InteractionLayered Safety Interaction• LSI or Layered Safety Interaction is an LSI or Layered Safety Interaction is an

excellent tool that allows managers, excellent tool that allows managers, supts/supervisors, crew leaders, working supts/supervisors, crew leaders, working foremen and safety reps to discuss safe work foremen and safety reps to discuss safe work practices and expectations with employees. practices and expectations with employees.

• It is a means of communicating a It is a means of communicating a positive safety message and re-enforcing positive safety message and re-enforcing your commitment to safety.your commitment to safety.

• They are also a means for employees to talk They are also a means for employees to talk with their supervisor about safety and a with their supervisor about safety and a valuable tool for documenting a supervisor's valuable tool for documenting a supervisor's due diligence.due diligence.


Layered Safety InteractionLayered Safety Interaction

• A process where supervisors, crew leaders & A process where supervisors, crew leaders & working foremen participate in positive working foremen participate in positive discussions with workers about the safety discussions with workers about the safety expectations of their job.expectations of their job.

• An ongoing process that evaluates worker An ongoing process that evaluates worker behaviour specific to their job.behaviour specific to their job.

• Recognizes “safe behaviour” and compliance. Recognizes “safe behaviour” and compliance. Identifies and corrects “at risk” behaviour Identifies and corrects “at risk” behaviour and non-compliance in a positive, non and non-compliance in a positive, non threatening way. threatening way.


Advantages and OpportunitiesAdvantages and Opportunities

• Enhances supervisor visibility and opportunity Enhances supervisor visibility and opportunity to health and safety matters with workers.to health and safety matters with workers.

• Demonstrates your commitment to the Health Demonstrates your commitment to the Health and Safety Program.and Safety Program.

• Sends a clear message to the workforce that Sends a clear message to the workforce that health and safety is important at all levels of the health and safety is important at all levels of the organization.organization.

• Provides the opportunity to speak positively Provides the opportunity to speak positively about the workers safety performance, as well about the workers safety performance, as well as discuss any deficiencies (at risk behaviours) as discuss any deficiencies (at risk behaviours) that are identified.that are identified.

Accident/Incident Iceberg

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Means of Measurement

• Statistics.• Injury related

costs.• MOL/MOE

citations and fines.

• Identification of unsafe acts and conditions

through:

• Good quality safety observation and auditing program.

• Near-miss reporting and investigating.•Employee attitude and perception audits.

25

• Audits/Inspections.• Incident investigation.• Safety meetings.


Benefits of Layered Safety InteractionsBenefits of Layered Safety Interactions

• Helps to maintain established standards and Helps to maintain established standards and identifies deficiencies. (Continuous improvement.)identifies deficiencies. (Continuous improvement.)

• Measures the effects of safety education by Measures the effects of safety education by showing how much it has improved work showing how much it has improved work behaviour.behaviour.

• Reveals weaknesses in the safety system.Reveals weaknesses in the safety system.

• Motivates supervisors and workers by giving Motivates supervisors and workers by giving immediate results of their safety efforts in a clear, immediate results of their safety efforts in a clear, measurable form.measurable form.

• Increases safety awareness and visibility.Increases safety awareness and visibility.


Two Certainties About Positive Two Certainties About Positive InteractionInteraction

• Employee behaviour will reflect Employee behaviour will reflect management’s behaviour.management’s behaviour.

• You get the level of safety that you You get the level of safety that you demonstrate you want.demonstrate you want.


What does a LSI primarily focus What does a LSI primarily focus on?on?

• Safe performance of the task.Safe performance of the task.

• Unsafe acts that could result in Unsafe acts that could result in injury.injury.

• Ergonomic risks.Ergonomic risks.

• PPE and housekeeping compliance.PPE and housekeeping compliance.


Things to Remember!Things to Remember!• Observe people in the workplace.Observe people in the workplace.• Talk with employees.Talk with employees.• Positive comment on safe behaviour.Positive comment on safe behaviour.• Point out observations of unsafe acts or Point out observations of unsafe acts or

conditions.conditions.• Discuss ways to do jobs more safely.Discuss ways to do jobs more safely.• Get agreement to work safely.Get agreement to work safely.• Thank employee.Thank employee.• Document the interaction findings.Document the interaction findings.


Interaction Skills - Interaction Skills - Do’s and Don’tsDo’s and Don’ts

Do’s:Do’s:

• Give positive reinforcement and recognition.Give positive reinforcement and recognition.

• Focus on consequences of any identified risk.Focus on consequences of any identified risk.

• Use your listening skills to understand the Use your listening skills to understand the task.task.

• Question to explore and learn, not teach.Question to explore and learn, not teach.

• Show concern and keep it positive.Show concern and keep it positive.


Don’ts:Don’ts:

• Be negative.Be negative.

• Emphasize mistakes.Emphasize mistakes.

• Overlook learning opportunities.Overlook learning opportunities.

• Instruct employee how to perform Instruct employee how to perform task.task.

• Provoke confrontation.Provoke confrontation.


Summary of LSI ProcessSummary of LSI Process

• A primary objective of safety interactions is to improve the safety A primary objective of safety interactions is to improve the safety behaviour of employees.behaviour of employees.

• Telling employees what they must do to behave more safely is Telling employees what they must do to behave more safely is usually counterproductive.usually counterproductive.

• Reinforce good safety behaviour.Reinforce good safety behaviour.

• Use a questioning approach that leads employees to recognize Use a questioning approach that leads employees to recognize and talk about areas where improvement is appropriate.and talk about areas where improvement is appropriate.

• Emphasize your safety expectations as their supervisor or co-Emphasize your safety expectations as their supervisor or co-worker.worker.

• Thank employees for their participation.Thank employees for their participation.

• Document your interaction findings.Document your interaction findings.

• Follow up on outstanding issues.Follow up on outstanding issues.


• A solid Internal Responsibility System is A solid Internal Responsibility System is essential to worker buy in.essential to worker buy in.

• IRS means everyone in the workplace has a role to play and a duty to actively ensure workers are safe.

• Every worker who sees a health and safety problem such as a hazard in the workplace has a duty to report the situation to management.

• Once a hazard has been identified, the employer and supervisor have a duty to look at the problem and eliminate any hazard that could injure workers.

Reminders: Reminders:Remind each other several times a day to stop and Remind each other several times a day to stop and think about performing the task safely every time.think about performing the task safely every time.

Observations:Observations:

Layered Safety Interactions are an Layered Safety Interactions are an excellent way for supervisors & excellent way for supervisors & workers to keep safety in the workers to keep safety in the forefront.forefront.

Near Miss reporting:

Near Miss reporting:

An excellent tool for hazard recognition and An excellent tool for hazard recognition and control.control.

Review:Review:

Review procedures and work instructions Review procedures and work instructions periodically to refresh your mind on the proper way periodically to refresh your mind on the proper way to do a task so unsafe behaviours do not become to do a task so unsafe behaviours do not become habit. habit.

Tailgate meetings can be used to discuss safe work Tailgate meetings can be used to discuss safe work practices.practices.


Definition of cultureDefinition of culture• Culture is a set of values, behaviors, and Culture is a set of values, behaviors, and

norms that guide interactions between norms that guide interactions between peoplepeople

• It is the “personality” of a workplaceIt is the “personality” of a workplace• It is “how things are done around here”It is “how things are done around here”• It is sometimes difficult to see because It is sometimes difficult to see because

they are deeply held assumptions they are deeply held assumptions developed over time.developed over time.


Culture and individual perceptionCulture and individual perception• Perceptions are “reality” for the Perceptions are “reality” for the

person experiencing themperson experiencing them• Although perceptions may Although perceptions may

sometimes be incorrect, they drive sometimes be incorrect, they drive behaviors and establish culture in behaviors and establish culture in the work environmentthe work environment


Change and resistanceChange and resistance• Change is uncomfortable, presents Change is uncomfortable, presents

risk, and is seldom easyrisk, and is seldom easy• We cannot keep doing the same We cannot keep doing the same

things and expect a different things and expect a different outcomeoutcome

• An organization changes when An organization changes when people changepeople change

• People do not resist change; they People do not resist change; they resist being changedresist being changed


Reasons for resistanceReasons for resistance• Do not believe it will workDo not believe it will work• Leaders do not walk the talkLeaders do not walk the talk• No infrastructure to support changeNo infrastructure to support change• Appropriate behaviors not rewardedAppropriate behaviors not rewarded• Past practicesPast practices• Lack of confidenceLack of confidence• No experience in the new wayNo experience in the new way


Positive reinforcement is keyPositive reinforcement is key• Categories of reinforcement:Categories of reinforcement:

– EconomicEconomic• Monetary valueMonetary value

– SocialSocial• Positive interaction between peoplePositive interaction between people

– MoralMoral• The right thing to do; inner satisfactionThe right thing to do; inner satisfaction

– Peer pressurePeer pressure


• Recognize and reinforce what is Recognize and reinforce what is done well and done safelydone well and done safely

• Recognize small but positive safety Recognize small but positive safety changeschanges

• Communicate positive messages – Communicate positive messages – visual, written, verbalvisual, written, verbal

• Celebrate achievementsCelebrate achievements


Actively caringActively caring• Every decision, action, or behavior has a Every decision, action, or behavior has a

consequenceconsequence• If we say we are committed to Safety, we must If we say we are committed to Safety, we must

care enough to consistently address what we care enough to consistently address what we observeobserve– Reinforcing Reinforcing positive and safe decisions, actions, positive and safe decisions, actions,

behaviorsbehaviors• Acknowledging actions or behaviors with a safe outcomeAcknowledging actions or behaviors with a safe outcome

– Coaching Coaching when observing risky or unsafe actions or when observing risky or unsafe actions or behaviorsbehaviors• When actions or behaviors have the potential to cause harm to When actions or behaviors have the potential to cause harm to

the individual or to othersthe individual or to others


CommunicationCommunication

From John Maxwell’s book:From John Maxwell’s book:Leadership Leadership GoldGold

The author read about a study that stated:The author read about a study that stated:– we hear half of what is being said; we hear half of what is being said; – listen to half of what we hear; listen to half of what we hear; – understand half of it;understand half of it;– believe half of that; and believe half of that; and – remember only half of that.remember only half of that.


Here’s how that breaks down:Here’s how that breaks down:– You spend half of your day – about four You spend half of your day – about four

hours – in listening activitieshours – in listening activities– You hear two hours’ worth of what is saidYou hear two hours’ worth of what is said– You actually listen to an hour of itYou actually listen to an hour of it– You understand only thirty minutes of You understand only thirty minutes of

that hourthat hour– You believe only fifteen minute’s worthYou believe only fifteen minute’s worth– And you remember less than eight And you remember less than eight

minutes of all that is said!minutes of all that is said!


Communication challengeCommunication challenge

The single biggest problemThe single biggest problem

with communication iswith communication is

the illusion that itthe illusion that it

has taken place.has taken place.


Communication Key PointsCommunication Key Points• We communicate through:We communicate through:

– What we say – 7%What we say – 7%– How we say it – 38%How we say it – 38%– Body language – 55%Body language – 55%

• Importance of “active listening”Importance of “active listening”• Why we listenWhy we listen

– To obtain informationTo obtain information– To learnTo learn– To understandTo understand– For enjoymentFor enjoyment


Listening with an Open MindListening with an Open Mind• We all communicate and learn We all communicate and learn

differentlydifferently• The cultures in your individual The cultures in your individual

workplaces, and maybe even in your workplaces, and maybe even in your work crews, may also be differentwork crews, may also be different

• It’s important to understand those It’s important to understand those differences in order to effectively differences in order to effectively communicate.communicate.


Characteristics of a Positive Safety CultureCharacteristics of a Positive Safety Culture• Safety is a Safety is a valuevalue, not a goal or program, not a goal or program• Safety is held as a Safety is held as a valuevalue by all employees by all employees• Each individual feels Each individual feels responsibleresponsible for the safety for the safety

of their coworkers as well as themselves – of their coworkers as well as themselves – safety is personalsafety is personal

• Each individual is Each individual is willingwilling and and ableable to “take to “take action” to ensure the safety of others even when action” to ensure the safety of others even when uncomfortable or unpopularuncomfortable or unpopular

• Each individual routinely performsEach individual routinely performs actively actively caringcaring and/or and/or safe behaviorssafe behaviors for the benefit of for the benefit of othersothers


Characteristics of a person 100% committed to safetyCharacteristics of a person 100% committed to safety

• Unwilling to compromise on safetyUnwilling to compromise on safety• Consciously competentConsciously competent• Internally motivated and accountableInternally motivated and accountable• Rewards safe behaviorRewards safe behavior• Looks to eliminate causes, not place Looks to eliminate causes, not place

blameblame• Actively caring behaviors towards Actively caring behaviors towards

coworkerscoworkers


Positive Safety CulturePositive Safety Culture• The safety The safety environmentenvironment is is positivepositive• Safety Safety talktalk is is positivepositive• Safe behaviorSafe behavior is is rewardedrewarded• Potential Potential hazardshazards are are identifiedidentified, ,

analyzedanalyzed and and controlledcontrolled• Strong safety infrastructureStrong safety infrastructure in in

placeplace

It is very difficult to change the culture of an organization.It is very difficult to change the culture of an organization.

Change is required to create a Positive Safety CultureChange is required to create a Positive Safety Culture

Need to start with the behaviours and values of each individual.Need to start with the behaviours and values of each individual.

Need to better understand why we do things the way we do them.Need to better understand why we do things the way we do them.

Need to understand the risk/reward concept and how it can ease us Need to understand the risk/reward concept and how it can ease us into unsafe behaviour.into unsafe behaviour.

Need to recognize the potential for injury and lack of control we Need to recognize the potential for injury and lack of control we sometimes have.sometimes have.

Remember that bad things happen to good people everyday, don't Remember that bad things happen to good people everyday, don't put yourself in that position.put yourself in that position.

Make your personal safety your personal value - never to be Make your personal safety your personal value - never to be compromised.compromised.

One by one we will "change the way we think about safety"One by one we will "change the way we think about safety"

andand

Develop a new Positive Safety Culture in your workplace.Develop a new Positive Safety Culture in your workplace.

It is very difficult to change the culture of an organization.It is very difficult to change the culture of an organization.

Change is required to create a Positive Safety CultureChange is required to create a Positive Safety Culture

Need to start with the behaviours and values of each individual.Need to start with the behaviours and values of each individual.

Need to better understand why we do things the way we do them.Need to better understand why we do things the way we do them.

Need to understand the risk/reward concept and how it can ease us Need to understand the risk/reward concept and how it can ease us into unsafe behaviour.into unsafe behaviour.

Need to recognize the potential for injury and lack of control we Need to recognize the potential for injury and lack of control we sometimes have.sometimes have.

Remember that bad things happen to good people everyday, don't Remember that bad things happen to good people everyday, don't put yourself in that position.put yourself in that position.

Make your personal safety your personal value - never to be Make your personal safety your personal value - never to be compromised.compromised.

One by one we will "change the way we think about safety"One by one we will "change the way we think about safety"

andand

Develop a new Positive Safety Culture in your workplace.Develop a new Positive Safety Culture in your workplace.

In Closing:In Closing:

total safety culture presented by jason thompson

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