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Four Corners Safety Network : A Look at What’s Next for Safety

Four Corners Safety Network : A Look at What’s Next for Safety. Michael Huvane JMJ Associates. Purpose of this Session. To stimulate your thinking as a leader for safety such that you: take away one new incite or perspective

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Four Corners Safety Network : A Look at What’s Next for Safety

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  1. Four Corners Safety Network:A Look at What’s Next for Safety Michael HuvaneJMJ Associates

  2. Purpose of this Session To stimulate your thinking as a leader for safety such that you: • take away one new incite or perspective • leave the meeting committed to taking one action that will impact your company’s safety culture

  3. Who is JMJ? • Global consultancy; founded in 1987 • Strategic implementation partner, catalyzing human intervention for breakthrough results • 150 people operating from 6 offices • Industries: Oil and Gas; Mining and Metals; Shipbuilding; Large scale construction

  4. JMJ GLOBAL JMJ Europe JMJ Americas JMJ Qatar JMJ Singapore JMJ Africa JMJ Australia Last Updated: 10 December 2007

  5. JMJ Specializes In • Major capitol project execution • Incident and Injury Free • Leadership Development

  6. San Juan Basin • A cultural change in safety • At first led by operators; now major suppliers • The message has landed • People have not died as a result of your work

  7. An Industry-Wide Perspective

  8. History of Safety Performance Number & Severity of Injuries 1900 1940 1950 1960 1970 1980 1990 2000

  9. Workplace Fatalities in US 1980 1985 1990 1995 2000 2005 2010 2015

  10. Hispanic worker deaths on the rise • US worksite fatalities down 9% since 1992 • Hispanic population deaths at worksites up 57% in same period (17% of USA total) • Hispanic workforce has only increased by 3.5% since 1992 • In 2007 Natural Resources and Mining (includes Oil and Gas operations) Industry #3 in Hispanic worksite fatalities

  11. Hispanic worker deaths on the rise • Common Root Causes to Hispanic Fatalities • Language barrier • Lack of Training • Exploitation of this work force in general • Human and Cultural Behavior Component • Hispanic workers less inclined to join a Union (especially those without Legal documentation in the U.S.) • Less likely to protest when conditions seem dangerous • Stop the Job!!!! • More willing to except line authority as Gospel

  12. Tremendous Improvement: What is Next? Number & Severity of Injuries 1900 1940 1950 1960 1970 1980 1990 2000

  13. 4 Key Challenges

  14. 4 Key Challenges 1. Sufficient awareness of risk • Keep the bear real (bear or rabbit?) • Mindfulness (antidote to complacency) • Does it take a Charlie Morecraft experience? • Young workers • If not sufficient mindfulness, no need to follow polices and procedures • What are we doing to reinforce the proper amount of fear?

  15. 4 Key Challenges 2. Paper safety VS real safety • Disconnect for many at worker level • 2 stories from the basin – is it about the paper or about safe action/going home • Culture is, in part, a function of what leaders pay attention to, measure and control on a regular basis (Ed Schein) • Reinforced by management – Florida plant manager • Airline pilot “checklist” – a different culture

  16. 4 Key Challenges 3. Relationship with Policies and Procedures = weak in this industry • A function of mindfulness?? • Cultural strengths = safety disadvantage • Independence • Get the job done • Jim Weatherbee: only 2 problems with p/p • A different culture and relationship to p/p in military and aviation

  17. 4 Key Challenges 4. Bottoms-Up Leadership • Story • Investment at BP San Juan in Safety Excellence Team • Contributed to 50% decline in TRIR in 09 • Monthly meetings/individual coaching • Related to as leaders • Given tools • Requested to act • Held to account

  18. What is Needed Now From Us As Leaders? More engagement and less preaching Engagement = a function of conversation Conversation = speaking and listening Get yourself a compelling question and go on a Listening Tour

  19. Summary 4 Key Challenges 1. Sufficient awareness of risk (Is the bear real?) 2. Paper safety VS real safety 3. Relationship with Policies and Procedures = weak in this industry 4. Bottoms-Up Leadership What is needed: more engagement and less preaching 4. Bottoms-Up Leadership

  20. What Could I Do? • Ask myself – do I have the proper amount of fear or wariness? • Have a conversation with a person who I think does not have the proper amount of fear vis a vis safety? Ask (inquire) why? • Notice which Key Procedures are related to as “paper safety”. Engage the workforce in a conversation about why workers feel this way.

  21. What Could I Do? • Identify what I am paying attention to with regard to safety. Is it the “paper” or the real thing? • Think about Bottoms Up Leadership and how you could institute in your organization.

  22. Purpose of this Session To stimulate your thinking as a leader for safety such that you: 1) take away one new incite or perspective 2) leave the meeting committed to taking one action that will impact your company’s safety culture Turn to the person next to you and share your 1 take-away and your 1 action.

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