Vic ohs greglazzo_safteyleadership_080804
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"Don't Walk Pass"

"Don't Walk Pass"

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Vic ohs greglazzo_safteyleadership_080804 Vic ohs greglazzo_safteyleadership_080804 Presentation Transcript

  • Safety Improvement with a leadership focusGreg LazzaroAHRI – Safety Presentation4th August 2009
  • Introduction Safety Improvement Employee Engagement & Culture Change. Personal experience firstly in operational roles and now at GM level with an ASX 200 company. Discuss Safety Leadership and how to engage and influence the culture using safety as a lever. 2
  • Summary of topics Safety Leadership – what does this mean in business change management context ? Safety Improvement – How do we take business forward in this area ? Safety Culture – Identifying, Influencing and changing safety culture ? Practical mechanisms to change perceptions of risk ? Turning risks to opportunities by leading safety change ? People – how do we engage our people to believe in safety ? 3
  • 1. Safety Leadership Safety leaders are identified as passionate and visible. “Leadership is the process of influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. Managers administer; leaders innovate. Managers do things right; leaders do the right things. Managers maintain; leaders develop. Managers rely on control; leaders inspire trust. Managers imitate; leaders originate. Management involves power by position. Leadership involves power by influence. Managers ask how and when; leaders ask what and why 4
  • Safety Leadership Case Study – Safety Awareness Change Process (Orica business) Change process initiated by leader of the site – Site Manager Resultant culture change took about 12 months – 18 months (realistic) Site Site Mgr Shift discussions discussions Supervisor (year 1) 1024 450 25% residual Site management were convinced in the program ~ 6 month mark Systems improved as the discipline in safety heightened KEY Points for change Needs key leadership sponsor – e.g. Site Manager to lead role Needs realistic timelines and clear objectives Communication of outcomes at local levels and in management forums LTI FR LTI FR LTI Free days >500 2.4 <1.0 5
  • Safety LeadershipLearnings on success Need to understand the current safety climate in the workplace - Engagement Develop a high level plan as to what it is the workplace desires to achieve in a given time – Plan Work on targeting the areas where there are identified deficiencies - Execute Measurement of progress to plan and celebration of success - Measure 6
  • Safety Leadership Practical Safety leadership comprises of: Engagement of the workforce Discovering and empowering enablers Safety Leader to be seen as the facilitator Encourage the celebration of success 7
  • 2. Safety Improvements What is Safety improvement within a workplace? Experience has shown that it is not based solely on traditional key performance indicators (LTIFR, TRCFR etc..) but a combination of heightened sophistication in the activity that is demonstrated and heightened awareness of risk and management of the reduction of exposures at the activity level. How do we measure this? Usually when things go wrong, we can narrow it to an event. Therefore focus at the event level is key. In the following example, the mechanism of risk was devised by the engineering team at the site along with the operations staff. 8
  • Example of High Pressure activity Cleaning of a heat exchanger Once a month activity High pressure water cleaning activity Previous manual cleaning using lance Ejection of plastic particles were hazards Equipment was not ideal Solution Manual hydraulic ram was engineered and remote operation as seen in the pictureThe process was instigated by a series of safety awareness discussions on the activity andultimately the operations group gathered support from management and was seen as asuccess for both safety and efficiency. 9
  • 3. Safety Culture What is Safety culture? How do you determine this? What does the general workforce talk to their friends and family about their business? What do contractors expect to see when they approach your workplace? The need to “Walk the Talk” People within the organisation need to understand that they will be assessed on how they interact with the safety protocols and subsequent culture of the organisation in every task they conduct. Case study: Contract gardeners at a major petrochemical facility. Good safety turned to great business 10
  • Safety Culture – when things go wrongCase Study – Influencing by consequence and focusWhen things go wrong!CRISIS MANAGEMENT Safety Leaders must rely on facts. Management Systems are key Crisis Management brings true leaders to the surface. Prioritising events Proper management of expectations from a human factors and legal perspective a must. 11
  • Incident 1 – Typical Autumn Saturday morning Phone call received at 9:00am regarding an incident at a manufacturing site Details become more detailed of an injured employee taken to hospital Employee apparently fell about 2.5 meters from a piece of equipment that was being worked on during a weekend as it was shutdown Upon arrival at the site, the gravity of the incident took more shape A 2.5 tonne bearing housing was found within 0.5m of where the employee grounded When discussed with the site personnel, it was found that the person was standing on the bearing housing when it dislodged and he narrowly missed being crushed. How does this incident then translate to the need for culture change? Safety Leaders are confronted with a decision on how they would deal with this very serious event. 12
  • Consequence translated to actionSafety Leader has path of action to take:1. Fully understand the facts2. Engage the stakeholders to ensure that all factors leading up the incident are accurate3. Root cause analysis4. Communication within stakeholder groups to agree that the causal analysis is correct5. Establish a communication and action planWhere do safety leaders now need to influence?1. Identify and establish key accountable parties2. Take the parties through the investigation3. Ensure senior management attendance4. Identify the worst case scenario and work back i.e. fatality and related repercussions CLARITY of CONSEQUENCE5. Ensure that all parties are given the consequence will ensure feedback and “what if” scenario ACTIONS completed to REMEDY6. Obtain commitment form all to ensure that the actions will be implemented and that senior mgt demand that the findings are closed out 13
  • Safety culture – Building from crisis Safety Leaders influence culture by demanding expectation of system and process Influencing systems compliance by the use of validation checks and audits Enabling stakeholders to understand and identify precursors to hazards Influence “what’s in it for me” approach to safety management Enlisting enablers to carry the messages and stimulate involvement in process’s such as investigations and action plans Decide on the improvement approach that best suits the culture change required Translate the learnings into process 14
  • Incident 2 – Not so typical winter weekday nightshift Major petrochemical operation Shutdown activities into 2nd week spirits high but physical factors of N/S showing 3am Chocolate run and safety discussions underway with shift supervisor A number of safety discussions conducted When walking down pump alley, the most horrifying scenario was discovered Flammable gas – pungent smell and realisation something seriously wrong Emergency called, evacuation of activities and MFB called Managing Crisis What happened then was the most Managing people safety terrifying experience I have ever had Life & Death scenario Unknown cause Emergency services 15
  • What HappenedIn a nutshell: Maintenance was being conducted to Liquefied gas the storage area of the plant Work on particular vessel that took water from the storage vessel High pressure flammable gas pressurised and infiltrated the steam system (reticulated to the whole plant) due to faulty one way valve This delivered flammable gas to nearly the whole plant via steam traps Approximately 4 tonne of gas was lost to atmosphere (390:1 expansion ratio) Only the actions taken that night prevented a major community disaster with potential for multiple fatalities. 16
  • Systems & Crisis Evacuation procedures worked well MFB response – reliance on site leaders Safety Leadership was seen as the re- enforcement of real trust to the group Actions taken were methodical and relied on systems MFB command elected to take instructions from site once they confirmed that the control strategy was sound Plant alarms were saturated Remedial works were carried out with precision and controlled by expertise Site engineers were on site within 30 minutes of alarm Response was systemic clockwork 17
  • Summary System and process being defined, validated and practiced is crucial Safety leaders to ensure that they are facilitators Engagement of stakeholders is essential for holistic change Emphasis on crisis management and expertise to be used for varying task Results Well understood expectations when people enter the facility Desire to comply to rules and procedures if they are checked There is a level of respect given to systems is they are seen to be useful Senior management involvement is key to success 18
  • 4. Turning risk into opportunities Safety Leadership revolves around the need to manage risks People regularly are put off if the risk assessment is too conservative Safety leaders influence the balance between value add and diminishing returns which needs to be very well gauged. Appropriate experience should guide this process The key message for safety leaders is to ensure factual and balanced information is presented to ensure that there is effective risk mitigation coupled with opportunity to conduct activities. 19
  • Conclusion Safety leadership relies on a passion to influence real change Enablers within the facilities are crucial to spread the word Culture change comes with a shift in behaviours and a belief in expectations Engagement of the workforce takes time but is predicated on trust Senior management MUST be involved and seen as sponsors It is the Safety leaders responsibility to seek and influence / coerce support Sometimes, scare tactics work but “Safety leadership is more than just management, and use wisely! refers to not just what, but how a person influences and motivates others.” 20
  • Q&A 21
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