ZERO INCIDENTS ACHIEVING A NEW SAFETY CULTURE

1. ZERO INCIDENTSACHIEVING A NEW SAFETY CULTURE

2. SAFETY TOPIC

3. ZERO INCIDENT AND CULTURE CHANGE

4. ZERO INCIDENTS • What is all the talk about ZERO Incidents? • Is there any truth to the concept? • Can it be achieved? • What is a safety culture? • Why is it important?

5. ZERO INCIDENTSDEFINED • Loss producing events that results: • In an injury. • Property damage/loss. • Lost workday. • Restricted workday.

6. OBJECTIVE FOR ZERO • Provide management with resources, funding, and training. • Identify and implement policies and procedures. • Eliminate incidents by providing guidelines and techniques for observing and correcting unsafe acts and conditions.

7. OVERVIEW • A mind set • An attitude. • Safety controls must be designed into every aspect of an organization. • Must be a company vision - a value.

8. OVERVIEW (continued) • Safety goals must be. • Communicated. • Realistic. • Reflect the “safety culture” of the organization.

9. OVERVIEW (continued) • Safety must be a # 1 priority. • Integral part of business. • Safety is everyone’s responsibility.

10. SAFETY CULTURE

11. SAFETY REQUIRES STRONG COMMITMENT FROM THE TOP

12. YOU WILL ACHIEVE THE LEVEL OF SAFETYTHAT YOU DEMONSTRATE YOU WANT TO ACHIEVE

13. CULTURE-BASED APPROACH • A world class safety program. • A management system. • A set of assumptions, benefits, and beliefs about reality. • The way we make decisions, feel, think, and act. • An attitude developed over time • Based upon learning • Personal experiences • Beliefs • Upbringing

14. WHAT IS CULTURE CHANGE? • Culture change is evolution and revolution. • Changing a basic perception of reality.

15. WHAT DOES THIS MEAN FOR SAFETY? • Paradigm Shift. • Old Way. • Improving Safety Performance by Focusing on operator error.

16. WHAT DOES THIS MEAN FOR SAFETY? (continued) • New Way. • Improving Safety Performance by Focusing on the cultural and management system that influence safety behavior. • Using the position of leadership to empower employees at all levels to take responsibility for safety.

17. BASIC SAFETY PHILOSOPHY • Every incident can be avoided. • No job is worth getting hurt for. • Every job will be done safely. • Incidents can be managed. • Most importantly safety is everyone’s responsibility.

18. PHILOSOPHY (continued) • Safety/Best Management Practices. • Line management function. • Safety standards. • Define various safe procedures and management practices. • Training. • Everyone understands and meets requirements.

19. PHILOSOPHY (continued) • Audits - Conformance Appraisals. • Evaluates implementation of the programs. • Investigations. • Used detect to problems in the implementation of responsibilities, standards, training, and auditing. • Involvement. • Builds ownership.

20. BENEFITS • Safety standards are communicated to all employees. • Responsibilities for implementing standards are understood and accepted. • Records document how standards/BMP are met. • Internal management control.

21. BENEFITS (continued) • Cost avoidance. • Improved quality. • Better productivity. • Team building.

22. BENEFITS(continued) • Unsafe behavior stands out. • Unsafe behavior is unacceptable. • Safe work is influenced through peer pressure. • Consistent planning and task execution.

23. HOW CAN WE CHANGE CULTURE? • Grassroots up - Empower the Team. • Top-Down Leadership Actions with Support Systems.

24. KEY SAFETY PRINCIPLES • Working safety is a condition of employment. • Each employee is expected to give consideration to the prevention of injury to self and to coworkers. • Involvement and thinking of all people in the safety process is valued and expected. • Continual improvement is the goal. • Individual and teams must be recognized for their adherence to and advancement of safety.

25. CONCERNS • A “quick fix” to stop incidents? • Implementing new goals not projecting zero incidents. • Driving injury reporting underground.

26. NORMS • Part of the safety program. • The things that we do every day without thinking - become the accepted way we do our business.

27. CHANGING NORMS(continued) • Understand why unsafe norms exist. • Plan system changes to reinforce new norms, communicate the way you want the program to work. • Define the unstated norms (unwritten rules) behind those actions.

28. ACCOUNTABILITY • An action taken to develop self-control, character, orderliness, and efficiency. • Exercise strict control to enforce a system of rules/procedures. • Goal is to invoke desired change. • Intervention. • Positive Reinforcement. • Action.

29. ACCOUNTABILITY INTERVENTION Accomplishes several objectives: • Stops unsafe acts before they lead to an incident. • Replaces unsafe behavior with safe habits. • Helps employees make better choices about working safely.

30. ACCOUNTABILITY INTERVENTION (continued) • Employees: • Acknowledge unsafe behaviors. • Point out unsafe behaviors. • Understands the risks. • Understands benefits of working safely.

31. ACCOUNTABILITY INTERVENTION (continued) • Agrees that unsafe behaviors are not worth the consequences. • Suggest proper safe behaviors. • Agree to a formal contract for improvement.

32. ACCOUNTABILITYPOSITIVE REINFORCEMENT Reinforcing safe work habits. • Employees repeat behaviors that result in positive consequences.

33. ACCOUNTABILITYPOSITIVE REINFORCEMENT (continued) • Reward of safe behavior. • Verbal Acknowledgment. • Public Praise. • Material Awards.

34. ACCOUNTABILITYACTION • Keys to success. • Consistentancy. • Approach with best interests of employees. • Remind employees of external effects of incidents.

35. HOW CAN WE GET THERE? • Long term achievement/commitment is a product of day to day efforts.

36. PREREQUISITES • Strong commitment from top management. • Good safety program. • Established safety culture. • Safety accountability in place.

37. INCIDENTFREE CULTURE • A shared vision. • Cultural alignment. • Common goals. • Focus on incidents control. • Upstream systems in place. • Feedback.

38. ACHIEVING A CULTURE

39. DEFINING AND COMMUNICATINGTHE NEED FOR CHANGE • What are the internal and external drivers for the change? • Why must this change take place? • How will the organization benefit from this change?

40. WHAT ARE THE KEY DRIVERS?

41. CULTURE CHANGE • Defining and communicating the need for change. • Employee Participation. • Envisioning a Desired Result. • Assessment and Feedback. • Strategic Planning.

42. CULTURE CHANGE (continued) • Implementation. • Evaluation, Control, and Measurement. • Worksite Analysis. • Training.

43. EMPLOYEE PARTICIPATION • Provides input to management. • Shared vision.

44. ENVISIONING A DESIRED RESULT • Top Management provides direction, purpose, and goals. • Demonstrated commitment from all levels of management. • Must be capable of inspiring commitment.

45. SYSTEMS NEEDED TO SUPPORTNEW CULTURE • Technology. • Is safety engineered to the full potential? • Structure. • Is the structure of the H&S department designed to support desired behaviors? • Are the policies and procedures packaged in a manner that supports the new safety culture?

46. SYSTEMS NEEDED TO SUPPORTNEW CULTURE(continued) • Social Processes. • Develop trust, open communication, and employee participation. • Rewards. • Are desired behaviors rewarded? • Do employees understand how to earn the rewards?

47. SYSTEMS NEEDED TO SUPPORTNEW CULTURE (continued) • Measurement System. • Are you measuring the safety process or just the end results? • Are your measurements tied to the reward system?

48. MANAGER IN THE NEW SAFETY CULTURE • Task Planning. • Education of direct reports. • Enforcement. • Leadership by example. • A clear communicator.

49. EMPLOYEES IN THE NEW CULTURE • Participate in program. • Report unsafe conditions/acts. • Shared vision.

50. CONTRACTOR IN A SAFETY CULTURE • Screened and selected. • Viewed as partners. • Performance is measured. • Established accountabilities. • Must fit/accept the culture requirements.