Creating a Culture of Safety l Chevron LinkedIn Group Discussion


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Find out what Chevron's LinkedIn Group members think about how companies can create a culture of safety within their organization.

The report aims to provide an overall snapshot of group opinion expressed in the discussion as
well as insight into the group’s dynamics through commenter demographic analysis.

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  • Hi Mark - Thanks for your thoughtful comments. We appreciate you sharing them!
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  • I am a big fan of safety. I have worked around cranes; on shore and off shore, commercial trawlers in the Bering Sea, GoAlaska and New England. I was fortunate to work as a youngster on pre-cast plank hi-rise projects, safety is not a suggestion it is life or death.

    I think the first thing that will help is a comprehensive survey of all risk potentials. Once the hazards are recognized, the education can begin. Like any initiative, there has to be a decisive plan to execute.

    The benefits of a rewards program are priceless, offer something to the entire staff to come up with suggestions. When engaged employees take ownership of the program, managers will find that being the champion gets easier.

    I would promote enterprise wide rewards vs. departmental ones. I think this can help knock down silos, do not encourage compartmentalization. Reward everyone as one team. Be fully immersed in 5S, explore all safety-training options and recognize all contributors.

    Challenge your people to own the concept and show them that you do too as a manager. Make this safety awareness culture pervasive and for all time. Safety is not a fad; it is a crucial element of our on-going co-existence with our machinery.
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Creating a Culture of Safety l Chevron LinkedIn Group Discussion

  1. 1. A LinkedIn Group Discussion AnalysisCreating a Culture of SafetyApril 2013
  2. 2. © 2013 Chevron 2Overview and MethodologyIn your opinion, what are the most important factors in creating a culture of safety withinan organization or community? Please share your thoughts with the group.Ongoing discussion can be found at: us what you think.
  3. 3. © 2013 Chevron 3Overview and MethodologyThis is one of the most popular discussions on the Chevron LinkedIn Group Page.To create this report, all of the responses were read and categorized and publiclyavailable information from commenter LinkedIn profiles was compiled. The reportaims to provide an overall snapshot of group opinion expressed in the discussion aswell as insight into the group’s dynamics through commenter demographic analysis.201172total commentsuniquecommentersLinkedIn Discussion data as of April 2013.
  4. 4. © 2013 Chevron 4Response Breakdown“What are the most important factors in creating a culture of safety withinan organization or community?”Employee EmpowermentManagementLeadership on the GroundRewards & ConsequencesCommunicationTraining30%24%17%13%9%7%
  5. 5. © 2013 Chevron 5Response BreakdownExecutive management sets the tone for a company and needs to establish clearguidelines for organizational operations that makes safety a core value. The culture willonly succeed if safety is valued more than profits.Safety procedures should be communicated repeatedly to all levels and trainingprovided in various formats. Safety is the responsibility of all, and needs to be achievedby each and every worker. There must be sufficient leadership on the ground so thatmanagement is in touch with the reality of the work.Companies should empower employees to make necessary in-the-moment decisionsand feel encouraged to provide feedback and recommend solutions to superiors. Asystem of rewards and consequences can provide the needed incentive for all partiesto keep safety front of mind, however, it could also give employees reason to hideissues.
  6. 6. © 2013 Chevron 6Response Analysis• Safe behavior is more likely to become habitual if the culture is personalized,extending beyond the organization and into each participant’s home. Keepingone’s family safe and returning safely to them at the end of the work day is a keymotivator for many.• Monitoring and measuring safety performance is key to organizationalimprovement as well as providing structure for employees.Blaine ComeauxI believe that management setsthe tone, and repetition of themessage is key, but employeesmust internalize this as a corebelief that they take home withthem.““Eric WallerGood safe cultures encourage ‘going andseeing the work’. Good leaders ‘go see’what’s going on. Claiming to a commitmentaround safety, and finding time to ‘go see’the places where people work are mutuallyinclusive.““
  7. 7. © 2013 Chevron 7Response AnalysisLara PaulinoSafety is not just a plan. It must beviewed as a continuous process ofimprovement required for a successfulproduct or process delivery. Safety goalsmust be set and performance mustbe measured. People work best whenprogress and contributions to a commonpurpose are measured.““Randy WertA strong safety program starts and endswith each employee sharing their ideas toreach a common goal, which is ensuringeveryone goes home to their families andfriends at the end of the day.““P. (Lucky) ScheppfCSS, REP, CMAS.It must be understood that safe operations isgood business, reduces insurance rates, workerscomp claims, wasted money on medical anddoctor visits or hospital stays and attorneyfees and settlements or jury awards, damageto reputation, civil and criminal damages andresponsibility.““• A culture of safety also requires an environment that is open to feedback. The abilityto report near misses without scrutiny is a primary example.• The best organizations know that safe operations is good business. The human,capital and reputational cost of an accident is much higher than the properpreventative investments.
  8. 8. © 2013 Chevron 8Individual Commenter DemographicsMaster’s Degree or HigherBachelor’s DegreeOther or Not ReportedMaleFemale55-6545-5535-4525-35Number of CommentersAgeEducation Gender*Approximate Commenter Age**Demographic information is based on publicly available information in commenter profiles, therefore breakdowns may not include all commenters.0 6050403020102630565126%42%32%82%18%
  9. 9. © 2013 Chevron 9Group Commenter DemographicsNew YorkGeorgiaColoradoLouisianaCaliforniaTexasTop United States Breakout30 500 10 20 4033562041Number of CommentersTop CountriesNigeriaUSAUKIndiaUnited Arab EmiratesIndonesiaAustralia1063108754
  10. 10. © 2013 Chevron 10Group Commenter DemographicsTop IndustriesConstructionOil and EnergyChemicalsFacilities ServicesInformation Technology and ServicesManagement ConsultingCommenter Frequency15115421234peoplecommentedpeoplecommentedpeoplecommentedpeoplecommentedtimetimestimestimes8354422
  11. 11. © 2013 Chevron 11External PerspectivesThe following resources are meant to provide additional and updated context forthe Chevron LinkedIn Group Discussion as well as serve as points of comparisonfor the Members’ overall responses about building a culture of safety. This is forillustration purposes only and does not reflect Chevron’s opinion on this topic inany way.
  12. 12. © 2013 Chevron 12External Perspectives: OSHA• Management and employee norms, assumptions and beliefs• Management and employee attitudes• Values, myths, stories• Policies and procedures• Supervisor priorities, responsibilities and accountability• Production and bottom line pressures vs. quality issues• Actions or lack of action to correct unsafe behaviors• Employee training and motivation• Employee involvement or “buy-in”In a strong safety culture, everyone feels responsible for safety and pursues it on a daily basis;employees go beyond “the call of duty” to identify unsafe conditions and behaviors, and intervene tocorrect them. For instance, in a strong safety culture any worker would feel comfortable walking upto the plant manager or CEO and reminding him or her to wear safety glasses. This type of behaviorwould not be viewed as forward or over-zealous but would be valued by the organization and rewarded.Likewise coworkers routinely look out for one another and point out unsafe behaviors to each other.”United States Department of Labor: Occupational Safety and Health Administration (OSHA)According to OSHA, some of the issues that play a role in an organization’s culture of safety are:“Source: Creating a Culture of Safety Factsheet
  13. 13. © 2013 Chevron 13External Perspectives: OSHA (cont’d)Creating a safety culture takes time. It is frequently a multi-year process. A series of continuousprocess improvement steps can be followed to create a safety culture. Employer and employeecommitment are hallmarks of a true safety culture where safety is an integral part of daily operations.Top management support of a safety culture often results in acquiring a safety director, providingresources for accident investigations, and safety training. Further progress toward a true safety cultureuses accountability systems. These systems establish safety goals, measure safety activities, andcharge costs back to the units that incur them. Ultimately, safety becomes everyone’s responsibility, notjust the safety director’s.Safety becomes a value of the organization and is an integral part of operations. Management andemployees are committed and involved in preventing losses. Over time the norms and beliefs of theorganization shift focus from eliminating hazards to eliminating unsafe behaviors and building systemsthat proactively improve safety and health conditions. Employee safety and doing something the rightway takes precedence over short term production pressures. Simultaneously, production does notsuffer but is enhanced due to the level of excellence developed within the organization.”Source: Creating a Culture of Safety Factsheet“
  14. 14. © 2013 Chevron 14API Safety Data SheetsPetroleum Industry PracticesFebruary 2009API Industry Commitment to SafetyThe Oil and Natural Gas Industry’s Ongoing Commitment to SafetyJanuary 2011Safety Culture Communicator: Case Study 1June 2009 Collision of Two Washington Metropolitan Area TransitAuthority Metrorail Trains Near Fort Totten Station, Washington, DCJuly 2011BST Making Work Safer5 Ways to Measure Safety PerformanceDecember 2011Safety Culture Communicator: Case Study 4April 2010 Upper Big Branch Mine Explosion—29 Lives LostMarch 2012Flex Monitoring Team Briefing Paper No. 30Promoting a Culture of Safety: Use of the Hospital Survey on PatientSafety Culture in Critical Access HospitalsApril 2012External Perspectives: Additional Reading