Making safety as a value in an organization through transformation.

1. SAFETY AS A VALUE.
Safety Specific Transformational Leadership towards Safety Citizenship Behavior.
Sivasubramaniam Subramanian
ME.OSH Mgt. UTM

2. WHAT IS AN OCCUPATION
• The principal activity that you do in your life to earn money.
WHAT IS A VALUE
• An individuals acceptance of a standard that is right or wrong.
WHAT IS A CITIZENSHIP
• An acceptance of a place and to practice the values imbedded.
WHAT IS….
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3. STATISTICS……
4% of annual global GDP, or US$2.8 trillion, is lost due to the direct and
indirect costs of occupational accidents .(World Congress on Safety
and Health at Work Place.2014)
Globally, an estimated 2.3 million workers die every year from
occupational accidents and work related diseases. .(World Congress on
Safety and Health at Work Place.2014)
In Malaysia for the year ending 2014, in the manufacturing sector
alone, 45 accidents that resulted in death has taken place. (SOCSO
Report 2015.)
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4. MALAYSIAN SCENARIO
• Malaysia fatality rate was at 6.45 per 100,000 workers in 2010 & 4.84 in 2016.
• Non fatal accident rate 3.68 per 1000 workers in 2010 and 2.88 in 2016
• Target under 2020, 4.36 per 100,000 workers for fatality rate & 2.53 per 1000 workers for non fatality accident
rate (OSHMP 2016-2020).
• Highest accident rate in Malaysia is in the manufacturing industry.
• DOSH Report 2011 to 2016, 11,607 out of 17,887 cases reported.
• SOCSO report 2010 to 2015, 211,437 cases form manufacturing industry. Constitutes to 57.3% of total
cases reported for claims from 2010 to 2015.
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5. CURRENT SITUATION
WHY?
What are the possible causes,
despite having and providing the
necessary tools and trainings to
perform the job?
This brings us to the next question of
what needs or can be done
differently to ensure our workers are
safe.
Source : WTW Bovis Lead Lease
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6. Incidents are derived from a
damaged relationship and not
through broken parts (Dekker:
2011).
The human factor is one of the
most important elements of
any accident prevention
program (Alston, 2003;
Hollnagel, 2009; Fukui, 2001).
A look into the aspects of HUMAN ELEMENTS (HE ) is needed.
Accident is 85% caused by
employees unsafe
acts.(Heinrich,H.W. 1931)
WHY HUMAN ELEMENT?
WHAT DO WE MEAN BY HE?
HOW TO TACKLE HE?
CONCERN……
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7. An unsafe act or unsafe condition if not
attended to may result in :
Near Misses
Incident
Accident ( TIR / LTI )
Can we blame it on LUCK or BEHAVIOUR ?
INCIDENT CAUSES…
98% of accidents are caused by at RISK
BEHAVIOURS and CONDITIONS.
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8. HUMAN ELEMENTS
PEOPLE……. PEOPLE……. PEOPLE……
They are every where….
Everything is created by them….
Everything in run by them….
Nothing moves without their interference……
CAN WE DENY THIS FACT ?
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9. TACKLING THE HUMAN
THE OLD WAY THE NEW WAY
Safety
Compliance
Safety Culture
A process on
how the
company will
comply to OSH
Acts and
standards.
The way things
are done
through
ownership,
values, belief
and trust.
Safety in the heart &
mind of everyone,
everywhere, everyday
& every time.
A personal value that will not be
compromised no matter what.
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10. BE A LEADER IN SAFETY
You do not know what you think you know
You do not know what you do not know
 Have the desired safety knowledge
 Demonstrate and learn from them
 Share your knowledge and find out what others know
 Be stern and be approachable
 Every problem has a solution, understand that
 Learn from the past, live the present and plan the future.
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11. TRANSFORMATIONAL LEADERSHIP.
 To lead someone to places they would not have gone and lead them to do things that they
would not have done….
 Employees’ perceptions of safety leadership/commitment to safety is the SINGLE MOST
IMPORTANT determinant of their safety behavior.
 SSTL associated with improved attitudes, perceived safety climate, safety knowledge,
safety behavior, safety events and injuries
As a leader you are either a good safety leader or a bad safety leader
there is no “neutral position”
Leaders who ignore safety actively destroy the safety climate of the organization
E. Kevin Kelloway, Ph.D.
Canada Research Chair in Occupational Health Psychology2/26/2018 SSTL - SCB S.SIVA 11

12. WHAT CAN TRANSFORMATIONAL
LEADERSHIP DO
• motivate superior employee task and extra role performance
• creating a positive vision of the organization’s future
• empowering employee and placing importance on their needs
• encourage and influence employee participation in safety
(Conger & Kanungo, 1998).
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13. SAFETY SPECIFIC TRANSFORMATIONAL
LEADERSHIP (SSTL)
• Safety performance does not rely on the technical solution only, it’s about people related
issues
• Supervisors emphasize, discuss, reward & encourage safe performance, safe performance
ensues
• Enhance the safety outcomes through a better safety climate, safety consciousness and
safety behaviors.
Understand the present and plan the future
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14. 4 I’s OF SSTL.
“Setting an example is not the
main means of influencing another,
it is the only means.”
Albert Einstein2/26/2018 SSTL - SCB S.SIVA 14

15. DESIRED OUTCOME…..
SSTL
Safety
Engagement of
workers
Safety Citizenship
Behavior
Safety Culture
Safety
Performance
Safety ValueInteraction
and trust
creates
confidence in
risk control
management
Leadership at
all levels
through the
belief of
genuine
concern, care
and regard for
all
Organizations
are a culture
themselves
stabilized
through
positive safety
culture
Safety is
highly valued
and people
are the
organizations
core
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16. FOCUS…..
Visible Commitment to
Safety by Leaders.
Resources and
Responsibility
Trust Between Employees
and Management Interaction and
Empowerment
Procedural fairness
and People Person
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17. SAFETY AS A VALUE
What does it mean to you?
Why is it important ?
Which type of contribution best suits you ?
Who will be your target ?
When can you start contributing ?
How can you contribute ?
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18. What we do must be visionary and meaningful as a team.
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19. Our agreement is our commitment
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20. TERIMA KASIH / THANK YOU / NANDRI / SEAH SEAH NII
A reason not to try is not
a reason at all …..
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