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“Behavioural Safety Leadership” March 2009 For Technip Facilitated by John Dillon

“Behavioural Safety Leadership” March 2009 For Technip Facilitated by John Dillon. Course Aims:-. To introduce delegates to “Behavioural Safety Management”. To discuss the notion of the person in safety as it relates to Technip.

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“Behavioural Safety Leadership” March 2009 For Technip Facilitated by John Dillon

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  1. “Behavioural Safety Leadership” March 2009 For Technip Facilitated by John Dillon

  2. Course Aims:- • To introduce delegates to “Behavioural Safety Management” • To discuss the notion of the person in safety as it relates to Technip • To develop some tools and techniques that will help delegates be a more effective leader…

  3. Ice Breaker

  4. Ice Breaker…

  5. Behavioural Safety Management. • Get out and about often enough and at the right time • Asking the right questions about the right things … • In the right way … leading to… • Astute targeted action OR if that’s not possible to get a:- • Glad not a grudging promise…

  6. Behavioural Safety Management. • Traditional “STOP THAT” approaches • Behavioural Safety (Daily Behaviour and Ownership) • Just Culture (Analysis) • Psychology (Influencing skills) All overlap but also interlink

  7. Module 1 “Behavioural Safety Management” in Context

  8. Safety Culture …

  9. WE FEEL A LOCAL PULSE SPECIFIC SLIDE ON CULTURE AND PERCEPTION AND RESEARCH RESULTS WOULD BE VERY USEFUL

  10. Generative Safety is how the company runs its business, possesses a healthy safety paranoia Proactive Safety managed with workforce involvement and lead indicators Calculative Safety is managed on the basis of procedures and documentation and uses trail indicators Reactive Safety an issue once an accident has occurred Safety Culture Maturity Model… Pathological Safety, something that prevents the company doing business. Do not get caught!

  11. Six Habits of Pro-Active Companies 1 Good communication 2 Analysis before blame … 3 Lead Measures 4 Challenging 5Workforce involvement (day to day) 6 Modelling 100%

  12. 100% Modelling … PPE and … Gordon Brown …

  13. Safety Wave at BAE • No Name, No Blame…. ! • “Just Culture”

  14. Safety Wave at client Y • No Name, No Blame…. ! • “Just Culture”

  15. Client X Performance LTIFR 2000 – 2006

  16. Bradley Curve … Injuries Dependent Independent “I do it so I don’t get hurt” “I do it so I don’t get into trouble” Interdependent “I do it so no one gets hurt” Management Individual Team Time

  17. Basketball … how many yellow passes?

  18. Basketball…

  19. What is an Effective Safety Leader? • Split into pairs • Think of some managers within DHL • Individually put them in order from most effective to least effective based on your own opinion • Together, discuss and agree what characteristics are common to the top two in each of your lists that are different to the one at the bottom of your list • Feedback your results to the group (without any names!)

  20. Two by Two Matrix Imagine the room is a two by two matrix… Where should the typical supervisor stand based on current performance

  21. Mindset and Safety … Two mindsets and 4 squares …

  22. “The Secret Weapon” – A Video • How does your company score? • What issues should your company address?

  23. 10 Core Values is Too Many … We’d like no more than 7 to apply to Technip…

  24. The “No Name…” Controversy • No Name, No Blame…. ! • “Just Culture”

  25. The Human Brain … is fantastic at collating information but also flawed…

  26. ..\Desktop\The_Human_Brain.pps

  27. T DYW R E E N B M O A N R R NOW TRY AND REMEMBER

  28. he_Human_Brain.pps

  29. Human Failure: (Just Culture) Unsafe Act Error Violation Optimising Situational Individual Knowledge Rule Slip

  30. Module 2 Day to Day Behaviour is Vital…

  31. Attitudes, Behaviour, Pub Arguments, Sigmund Freud and Harry and Martin …

  32. 54,000 5 263,000 3 400,000 2 142,000 4 31,000 9 50,000 6 43,000 7 34,000 8 Hospital Treatment – USA 2002 2,000,000 1

  33. Ideally a Technip specific slide/ exercise will be used here which we anticipate will broadly reflect the principles discussed re the generic exercise…

  34. Outcomes (No Control) Outcomes No Control, only reaction Near- Hits or First Aid Inputs (control) Inputs Management control Performance Standards & Measures 1 Fatal MajorLTI’s 30 Minor ADI’s -Medical Treatment cases 300 3,000 30,000 Hazards- ‘At Risk’ Behaviours

  35. 1 Fatal 30 Major 300 Minor Heinrich’s Triangle: Main Points: 1. Direct Ratio

  36. One in 100,000 ? …

  37. 1 300 30,000 Heinrich’s Triangle: Main Points: 1. Direct Ratio 2. Combinations

  38. Items can combine Three items from a measure in a pallet factory Item 3: Employees should not take short cuts between work benches Item 5: Air powered tools should be placed in holsters Item 8: Employees are not bombing objects

  39. A Tragic Example…

  40. Mindset and Statistics …

  41. 1 300 30,000 Heinrich’s Triangle: Main Points: 1. Direct Ratio 2. Combinations 3. Learning Opportunities

  42. Exercise Why don’t people wear face masks when they know they need to?

  43. Behavioural RCA … Please all stand…

  44. PPE Category Safe Unsafe Root Cause Analysis

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