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Mr. stuart johnston leading with safety the path to excellence Presentation Transcript

  • 1. Leading with Safety: The path to excellence. Stuart Johnston Business Development- ME Behavioral Science Technology, Inc.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 2. ©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 3. Why is leadership important? 72% All Sites 62% 63% Percent Improvement in Incident Rate Top 25% 55% 52% 46% 47% 45% 33% 25% Year 1 Year 2 Year 3 Year 4 Year 5 Krause, Seymour, and Sloat, “Long-term evaluation of a behaviour-based method for improving safety performance. A meta-analysis of 73 interrupted time series replications” Safety Science, Vd. 32, 1999, pp. 1-18.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 4. “One of the most important things for leaders to keep in mind is that, while we naturally tend to judge ourselves by our intent, others will naturally tend to judge us by our actions.” Jac Cuney, Senior VP McDonnell Douglas Corporation©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 5. Blueprint for Safety Transformation™ Model©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 6. Safety Leadership Model©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 7. Result OCDI Study Result OCDI Study TICR – .8 Overall Percentile by Scale TICR – 1.4 Overall Percentile by Scale 92 98 88 88 94 83 83 84 89 87 89 87 86 86 83Percentile Score 68 Overall Lower Quartile (25th Percentile) Median (50th Percentile) 41 Upper Quartile (75th Percentile) 31 PJ LMX MC POS TW WGR OVS UC AO PJ LMX MC POS TW WGR OVS UC AO Result OCDI Study Result OCDI Study TICR – 4.2 Overall Percentile by Scale Overall Percentile by Scale TICR – 7.8 88 84 59Percentile Score 61 44 43 30 29 25 22 18 16 17 17 10 7 8 6 PJ LMX MC POS TW WGR OVS UC AO PJ LMX MC POS TW WGR OVS UC AO ©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 8. Safety Leadership Model©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 9. Leadership Best Practices Vision – Describes compelling and vivid picture of what desired safety state could/needs to be. Credibility – Perceived as honest and reliable, treats others with dignity, respect; follows through on safety commitments. Action Orientation – Performance oriented, proactive in reducing exposure; persistent solving safety problems. Communication – Actively keeps all people informed about relevant safety information and the big safety picture, as well as details.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 10. Leadership Best Practices Collaboration – Promotes cooperation and collaboration to solve safety problems. Feedback and Recognition – Gives positive feedback about good safety performance, publicly recognizing safety contributions of others and celebrates safety success. Accountability – Communicates clear safety roles and responsibilities, ensures people receive frequent, fair appraisal of efforts and results; holds people accountable for their responsibilities.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 11. Best Practices Composite Workshop Percentile UAE Organization.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 12. Safety Leadership Model©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 13. Transformational Leadership Dimensions • Inspiring – Painting a picture for people about where you see the organisation going, and helping them see (and become enthused about) their role in that future state. • Influencing – Affecting the performance of those around you by acting in ways that build respect, trust, and admiration. • Challenging – Helping people to change their paradigms about how things are done and to think creatively about how to do things differently. • Engaging – Helping each individual be successful, such as by coaching, mentoring, providing feedback, etc.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 14. Lead with Safety… • It drives safety results. • It is “the right thing to do.” • It demonstrates caring and concern. • Excellent safety performance tends to generalise. • It makes good business sense. • It builds a culture of commitment rather than a culture of compliance.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 15. BST Case Study – Hong Kong MTR©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 16. BST Case Study: Hong Kong MTR Situation • The Mass Transit Railway Corporation Limited (MTR) is one of Hong Kong’s major transport operators, with six railway lines serving 2.4 million passengers daily. • MTR has a long-standing record of excellence in safety performance and management supports continuous improvement in all aspects of safety • In 1998 MTR opened the Lantau Airport Railway (LAR). The start-up phase of such an operation typically poses new challenges for an organization and the LAR was no different. During its first years of operation, • Lantau Airport Railway’s personnel had an occupational injury rate noticeably higher than the rest of the organization.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 17. BST Solution • In 2000, MTR decided to carry out a pilot implementation of BST’s Behavioral Accident Prevention Process® (BAPP®) technology on the Lantau Airport Railway line. • The objective of the effort was to improve safety on the line by engaging employees in identifying and managing exposures. • MTR implementation teams analyzed incident reports and developed a list of behaviors critical to safety work: • Before going into a tunnel to carry out drilling work, ensure that you have earplugs with you. • Wear leather gloves when reloading tickets into the Ticket Issuing Machine, to protect from the sharp edge of the magazine housing. • When collecting a coin vault from a Ticket Issuing Machine, use the kinetic lifting technique©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 18. teg.matthews@bstsolutions.com +971 50 272 9760 stuart.johnston@bstsolutions.com +971 50 149 8944 Please join the debate: LinkedIn BBS Group Stuart Johnston Business Development- ME Behavioral Science Technology, Inc.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 19. Reserve Teg Matthews Senior Advisor and Head of Business Development- EMEA Behavioral Science Technology, Inc.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 20. Best Practices Composite Results Vision Credibility Action Orientation Communication CollaborationFeedback & Recognition Accountability 0 20 40 60 80 100 Direct Report Peer Self ©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified or reproduced, or used outside of your organization without written permission from BST.
  • 21. ® BST • Founded in 1979 • Offices globally • 180 Employees • > 3,000 Customers > 50 Countries, 30 Languages • Global contracts • Regionally clients throughout GCC BST helps clients achieve world- class safety performance by aligning their people, processes and metrics on reducing exposure in the workplace.©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may notbe used for training, modified or reproduced, or used outside of your organization without written permission from BST.