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Jared Dwyer - Port Hunter Conveyors - Bottom up safety management – a psychological approach?
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Jared Dwyer - Port Hunter Conveyors - Bottom up safety management – a psychological approach?

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Jared Dwyer delivered the presentation at the 2014 Safety in Action Conference Sydney. …

Jared Dwyer delivered the presentation at the 2014 Safety in Action Conference Sydney.

The 2014 SIA Sydney Safety Conference at Sydney Olympic Park featured a wide range of practical case studies directly from the organisations involved with developing their health, safety and wellness protocols. Learn from their experiences and take back techniques for the enhancement of your own WHS policy.

For more information about the event, please visit: http://bit.ly/SIASydney14

Published in: Leadership & Management
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  • 1. A psychological approach
  • 2. Port Hunter Conveyors “Belt Safe” High Risk Hazards (HRH) 1. Work Around Moving Conveyors 2. Inadequate Energy Isolation 3. Electrical Safety 4. Working at Heights 5. Lifting Operations 6. Confined Spaces 7. Fire and Explosions 8. Inadequate Emergency Response 9. Mobile Equipment 10. Exposure to Chemicals “be wary of HRH combo’s 1. Work Around Moving Conveyors does not mix well with 2. Inadequate Energy Isola<on. The combo’s are endless, iden:fy ALL HRH and implement controls…….”
  • 3. STATISTICS Reduction by 60% in Lost Time Injury Frequency Rate (LTIFR) from 13.3 in 2012 to 5.4 in 2013 Reduction by 90% in Lost Time Injury Days (LTID) from 2012 to 2013 Reduction in 40% in Medical Treatment Injury Frequency Rate (MTIFR) from 26.6 in 2012 to 16.2 in 2013 33% reduction in Workers Compensation tariffs compared to the total industry premium
  • 4. Common Safety Issues – Safety Documentation Ineffective use of safety documentation through:  Safety documentation not meeting actual worked performed;  Workers not reporting issues with the documentation or management not consulting workers or implementing identiAied issues;  Safety documentation not practical or not tailored to the target employees or task.
  • 5. Common Safety Issues – Poor Discipline System Poor utilisation of the discipline system through:  Discipline system not developed, enforced or adequately communicated;  Workers not following the safety rules;  Workers not held accountable for wrong actions;  Unfair discipline system where rules are enforced differently across the company.
  • 6. Common Safety Issues – Safety System Not Meeting Actual Work Performed  System says one thing and what actually happens is completely different;  Safety system is too advanced or ‘out of touch’ with the employees;
  • 7. Esso’s Longford Gas Explosion VIC 1998 Reports following the Esso’s Longford gas plant explosion that it’s advanced safety management system did not reAlect what was happening in the Aield.
  • 8. Gretley Mine Disaster NSW 1996 Discussing 1996 Gretley mine disaster Andrew Hopkins said “experience is teaching us that safety management systems are not enough to ensure safety”1 1 Hopkins, A. (2007). Lessons from Gretley: Mindful leadership and the law.
  • 9. Common Safety Issues – Inadequate Consultation Inadequate consultation through:  Management not providing good consultative arrangements such as meetings or toolbox talks or not asking workers input into safety concerns or taking on board identiAied issues;  Workers not wanting to participate such as reporting hazards or communicating safety concerns.
  • 10. DeAinition – Bottom Up Safety Management A safety system that has greater involvement and consultation from the workers. A greater extension of the OHS Committee and enhance the HSR’s role within the company.
  • 11. DeAinition – Safety Champion Motivated, safety conscious workers who genuinely want to help improve the safety culture for the company. Workers to be trained to be better informed and more risk aware. “Safety Champions” to help audit the system, identify common issues and implement appropriate controls
  • 12. Safety Champion – Bottom Up Safety Management “Safety Champion” -­ bottom up safety management involvement: Audits, inspections, safety observations; Safety documentation development & improvement; Running “safety champion” toolbox talks; Input in developing and communicating the discipline system. Safety initiatives and promotion;
  • 13. Selecting “Safety Champions” How do you Aind, train and develop “Safety Champions” who lead by example, develop and continually improve the safety system? Selecting the “Safety Champions” is a important part of the program you want people who genuinely want to help keep the fellow workers safe and to beneAit the company. The selection process needs to take into consideration of the teams, how these people work together and then how the teams work with the company as a whole.
  • 14. Training “Safety Champions” As workers become more informed and risk aware they are more likely to report hazards and offer suggestions for safety improvements. They will also gather greater conAidence from the other workers to discuss safety matters. Budgets and available resources will determine the level of training offered. Ideally “Safety Champions” will be put through a combination of internal training (speciAic to the industry, company and department) and external training (HSR, CertiAicate IV in WHS etc)
  • 15. Discipline System The “bottom up” approach is aimed at giving workers positive psychological beneAits with involvement and input. The aim is to for the workers to have ownership of the system and will hopefully take on the system more. The system needs to be just and fair. There needs to be a no blame approach to safety.
  • 16. Discipline System “Bottom up Safety Management” system approach to discipline: Get copies of the discipline procedure/policy, give them to the HSR’s/safety champions to review and consult with the workers. Organise a combined toolbox talk to discuss in a open forum, with the HSR’s/safety champions leading the talk. Workers to have input in developing ‘Golden Rules’. Finish off with a meeting with safety champions from each group, and representatives from the management team.
  • 17. Safety Documentation How does the current system of completing safety documentation affect the average workers perception on safety? Are workers just going through the motions? Can the current system be improved more to be more practical and meet actual worked performed rather than work imagined in the managers ofAice? Review, consult and update with input from trainee workers to supervisors through “Safety Champions”
  • 18. Safety at Home / Safety at Work What do you wear when you cut the lawns at home?
  • 19. Safety at Home / Safety at Work The safety controls at home should be used because the person believes they reduce risk. On the Alip side the controls that are put in place in the workplace need to be practical and not make tasks difAicult to perform. Real commitment to safety cannot be turned on at the start of the day and turned off when you leave at the end of the day.
  • 20. Positive Reinforcement  Ideas on what workers would prefer  Safety BBQ’s  Gift voucher draws, multi-­‐ tool giveaway  Social events – go-­‐carts, paintball, lawn bowls  Recognition for safe behaviours
  • 21. Safety Sharing With the advancement of technologies, social networks and collaboration tools the advancement of safety sharing could be the way to share safety initiatives, deAine common issues and develop potential solutions.
  • 22. Bringing It All Together How the system was developed is that it will have a snow ball effect and as each stage is implemented it will expand and compliment each other as it goes on: 1. Workers are selected and recognised for good safe behaviours; 2. “Safety Champions” are trained and there knowledge expands, this knowledge is transferred to the ground; 3. Safety documentation improves 4. Discipline system improves
  • 23. Bringing It All Together 5. Physiological concepts and ideas such as “home safety and work safety” are incorporated 6. Hopefully safety culture improves as a natural progression of all the other previous stages 7. At Airst reported hazards and issues will increase. BeneAits start to emerge:  Near hits & incidents reduce;  Injuries are eliminated or are less severe;  Insurance premiums reduce.
  • 24. QUESTIONS / COMMENTS WHAT GOOD CONSULTATION METHODS DO YOU USE IN YOUR WORKPLACE? jared@phconveyors.com.au

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