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Culture & Safety – Leadership and Business Growth. Safety Convention & Exposition CII Eastern Region – Raipur 31 st July 2013. Accident Statistics – An Overview. NEWS Headlines …. Developed countries have fairly low amount of accidents than developing countries. HSE – UK Statistics.
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Culture & Safety – Leadership and Business Growth Safety Convention & Exposition CII Eastern Region – Raipur 31st July 2013
Developed countries have fairly low amount of accidents than developing countries
Is Accident statistics alone reveals the safety culture of the Country, Industry or Organization ???
Safety culture is the way in which safety is managed in the workplace and often reflects “the attitudes, beliefs, perceptions ,values & behavior that employees share in relation to safety”
Safety Culture • Reflection of risk awareness • the product of individual and group values, attitudes, competencies and patterns of behaviour that determine the commitment to and the style and proficiency of, an organization’s health and safety programs. • Safety culture is how the organization behaves when no one is watching
Causes of Incidents In the past, the main causes for incidents, were considered as technical issues! Then the incidents happened considered as inadequate implementation of HSE Management System!! And now, the lack of HSE Culture exposes human error, as the main cause of incidents!!!
The Challenge… “If you always do what you’ve always done, you’ll always get what you’ve always got”
Moving towards Excellence Stage 5 Certainty Stage 4 Wisdom High Sustainability Stage 3 Enlightenment Behavior based Interventions Stage 2 Awakening (Cosmetic) Stage 1 Crisis Management Self Assessments Improvement program TQM Maturity Measurement Program Supporting MIS Satisfaction Surveys, ISO 9000. ISO 14001, OHSAS 18001 Business Processes Mapped SHEQ Strategic Planning Ad-Hoc Risk Assessments Immature Organizations Ad-hoc Training Ad-Hoc Management Reviews Ad-Hoc Annual Audits Low Crisis Management 10 – 12 Years Time
HSE Culture Step Ladder GENERATIVE HSE is how we do business round here PROACTIVE Safety Values and Values drive continuous improvement Increasingly informed CALCULATIVE We have systems in place to manage all hazards REACTIVE Safety is important, we do a lot every time we have an accident Increasing Trust and Accountability PATHOLOGICAL Who cares as long as we’re not caught
Common Myths about Safety Culture Top Management is only responsible Organization Culture and Safety Culture are Different Culture cannot be changed
Organization Safety Culture Core business and supporting processes, Social relationships, Communication, Interactional aspects. Roles, Responsibilities, Control and Authority Ref: EU-OSHA-European agency for safety and health at work, Occupational Safety and Health culture assessment – A review of main approaches and selected tools, Working environment information – working paper
In the same organization culture varies from place to place Does it reflect the real safety culture of the organization?
Core characteristics of safe culture Informed culture – Senior management commitment, support and cooperation i.e. when all stakeholders have the necessary knowledge about the personal, technical and environmental components of a systematic approach to managing safety. Reporting culture – based on openness, transparency and trust across the whole team. People are not only encouraged and supported but also literally conduct hazard reporting, near misses and incidents Learning culture – lessons learned are regularly communicated across the business so continual improvement is achieved. Risk aware and planning culture – People focus on identification of hazards prior to exposing others. Being proactive in hazard identification, control and removal, and accident and injury protection as well as health preservation and promotion is important. Caring culture – no blame is applied to those who proactively report and there is an environment of trust. Individuals are programmed to be fair, firm and friendly on their daily encounters.
In simpler words, the core characteristics • Safety is a clearly recognized value • Accountability for safety is clear • Safety leadership is clear • Safety is integrated into all activities • Safety is learning driven
Assessment of Safety Culture Ref: EU-OSHA-European agency for safety and health at work, Occupational Safety and Health culture assessment – A review of main approaches and selected tools, Working environment information – working paper
Case Study – Safety Perception Survey @ Project sites
Methodology Adopted • Customized questionnaire to meet the requirements of the client’s safety management system. • Different questions for each category of employees under the same 17 elements • One to one interview with selected cross section of employees • Collected data analyzed using software
Audience Response System • Questions will be displayed in the form of presentation • Voting for each option using the device • Results will be immediately displayed on the screen
Key Factors Influencing Safety Perception Survey Results • The safety culture survey outcome depends on: • Sample size (Min. 10%) • Sample spread (Across departments) • Customized questionnaire (to suit the safety management system of the organization) • Administration of questionnaire (Ability of engineer to convincingly explain the employee) • Definition of Acceptable Safety Perception Level (ASPL) • Interpretation of scores obtained
Trends in Practice … Shifts noticed in recent times Sustainable culture improvement cannot be achieved overnight
Building & Sustaining safety culture involves improving competency & execution in all of the cultural elements • Management Commitment • Safety policy • Safety Goals & Plans • Performance standards • Organization responsibility & accountability. • Progressive motivation • Effective two way communication • Safety training • Accident reporting and investigations • Safety auditing • Contractor Safety
The Benefits of Excelling in Safety • Improves business • performance by creating • safe work environment. • Helps protect brand and • public image • Leverages current • strengths of the • organization
Leadership traits or qualities • Establishing priorities • Setting and maintaining level of expectations • Enforcing accountability • Challenging the attainment of excellence
Evolution of Safety Culture At Risk Behaviours and Operational Discipline can better be addressed through Safety Culture
Safety Management System Vs. Safety Culture The culture of the organization is much more
Positive safety culture Indicators • Visible management commitment at all levels in the organization. • Good knowledge and understanding of health and safety throughout the • organization • Clear definition of the culture that is desired • Lack of competing priorities with health and safety (e.g.Prduction and • quality) • A realistic idea of what is achievable while being challenged • Visible evidence that investment is made into helath and safety, including • the quality of working environment, equipment provided • Being proactive so opportunities for improvement are dealt with before • problem arise • Good communication up, down and across the organization • A fair and just discipline system • Meaningful involvement of the workforce in all elements of health and • safety
Poor Safety Culture Indicators • Routine procedural violations • Failure of compliance with and health and safety systems • Management decisions that put production or cost before safety • Incidents not analyzed in depth and lessons not learned • Employee safety concerns not dealt with promptly • Disproportionate focus on technical issues • Lack of self assessment processes • Lack of learning • Unwillingness to share or cooperate • Failure to deal with findings from independent review
