Developing a positive HSE culture

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5. HSSE TRAINING FOR ANOH
GAS PLANT PROJECT
TRAINING PROVIDED BY HULL
INSPECTION SERVICES LTD

6. ANOH GAS PLANT
PROJECT
DEVELOPING POSITIVE HSE
CULTURE

7. Objectives
• Improve awareness of Safety as a way of life
• Discuss the roles of top management in developing a positive
Safety culture in an organization
• Explain the impact of Safety Pyramid in enhancing safety culture
in an organization
• Explain the importance of Hazard recognition and control in
promoting a positive safety culture
• Effective Near Miss Reporting as a tool of promoting positive
safety culture in an organization
• Discuss Layered Safety Interaction
• Discuss Internal Responsibility System (IRS)
• Highlight the roles of effective Communication in promoting
safety culture within the workplace
ANOH GAS PLANT PROJECT
POSITIVE HSE CULTURE

8. POSITIVE HSE CULTURE
Safety is a way of life – a process, not a program
•This is not something extra to do
•Safety should be incorporated into how we do everything:
– Production
– Quality
– Efficiency (controlling costs)
•You can be a safety leader in your workplace
•Encourage others to embrace safety as a core value that will not be
compromised
ANOH GAS PLANT PROJECT

9. POSITIVE HSE CULTURE
The importance of “moving safety to the next
level”
•Continuing to do what you have always done has gotten
you to the point you are at today.
•If you want to keep getting what you are getting, keep
doing what you are doing.
•To move safety to the next level, you must do something
different

10. POSITIVE HSE CULTURE
• Safety must be in the heart and mind of
everyone, everywhere, everyday
• Rules, guards, and procedures only
HELP keep us safe – it is up to
each of us, each employee to develop a
personal
commitment to safe behaviour

11. POSITIVE HSE CULTURE
Safety involves more than infrastructure
• People get hurt despite good infrastructure.
• Bad things CAN happen to good people.
• Rules, processes, and equipment have little impact on
behaviors, actions, and choices people make as they
perform their jobs and related tasks.
As workers begin to accept safety as a personal
internal value that will not be compromised regardless
of the situation, less injuries will occur, workers will
develop pride and ownership in their actions.

12. POSITIVE HSE CULTURE
The importance of a caring, trusting “family” environment
With family members we:
• Use more rewards than penalties
• Do not pick on their mistakes
• Do not pit one or rank one against another
• Brag on their accomplishments
• Respect their property and personal space
• Pick up after them
• Accept corrective feedback
• Correct any at-risk behaviors we observe
• Are our brothers’ keepers

13. POSITIVE HSE CULTURE
• It is up to YOU to decide what you can do
as a safety leader to implement changes
needed that will create a positive safety
culture in your work environment
• You have influence with your employees,
with your co-workers – by what you say
and what you do

14. POSITIVE HSE CULTURE
Bottom Line
• Safety needs to become a personal value that
will not be compromised.
• As safety leaders in your workplace, you need
to create and support a culture that coaches and
encourages people to work safely.

15. POSITIVE HSE CULTURE
 Nobody comes to work to get injured.
 No one expects to get injured.
 If we did expect an injury to occur we would do
whatever we could to prevent it.
 If we don’t believe we will get hurt, what incentive
is there for not taking shortcuts?
 Workers must believe that unsafe behaviour leads
to injury.

16. POSITIVE HSE CULTURE
Safety awareness, Hazard
recognition and Risk analysis
need to be of personal value
to everyone in a workplace

17. POSITIVE HSE CULTURE
• How often do you take time
throughout the day to think
about the hazards that could be
– or are – associated with the
task you are about to do?

18. POSITIVE HSE CULTURE
Personal safety awareness
• What is personal safety awareness?
– Always being aware of your surroundings
• What is hazard recognition?
– Being able to identify hazards before they result in
injury
• What is risk analysis?
– Analyzing the probability and severity of risk in
order to reduce the possibility that harm will occur

19. The SAFETY Pyramid
FATALITY
Lost time injury
Recordable injury
Minor injury / first aid
Near misses / Hazard recognition
Personal safety awareness
Take 2, MISS, Tailgate meetings, Work Instructions, SOPs
INJURY
ZONE
HEIGHTENED
SAFETY
AWARENESS

20. POSITIVE HSE CULTURE
What is a Near Miss?
• Near Miss - An incident with potential for injury or
property damage
• Only a fortunate break in the chain of events prevented
an injury or fatality.
• They are numerous and we can learn something from
each one. They are typically small in scale, relatively
simple to analyze and easy to resolve.

21. POSITIVE HSE CULTURE
Why report a Near Miss?
• Near miss incidents should be regarded as early warnings that
something is wrong somewhere in the system. The next time we
might not be so fortunate and someone could be injured. If the
Near Miss is reported and investigated we can learn why it
happened and prevent it from occurring again.
• For every near miss that is reported and investigated, a potential
injury to one of our workers has been prevented.
• In order to reduce the number of injuries, we need to increase
the number of reported near misses
• Ask all employees to report any Near Miss incidents to their
supervisor.

22. POSITIVE HSE CULTURE
• Near Misses must be addressed quickly and
consistently
-the entire process must maintain a high profile,
be openly communicated and discussed daily
-the process must be kept simple and include
those involved
• should include a screening process so more
attention is given to those with higher potential:
-what learning value does the near miss have?
-who benefits from the learning? (few or many)
-minor or serious consequence if circumstances
were a little different?

23. POSITIVE HSE CULTURE
• Successful Near Miss Programs:
- encourage openness without scrutiny
- involvement at all levels
-openly supported by senior
management
-documented, tracking and investigative
process with feedback
-communication process (open database,
postings and status updates)
-innovative incentive plan for reporting

24. POSITIVE HSE CULTURE
Actions driven by organization beliefs can have significant
influence on workers actions.
• Safety systems
– Are systems in place to encourage people to do the job with
minimal risk?
• Leadership behaviors
– Are at-risk, time saving actions accepted?
– Is there a perception of production vs safety?
• Peer behaviors
– Do your co-workers encourage at-risk behavior?

25. POSITIVE HSE CULTURE
Layered Safety Interaction
• LSI or Layered Safety Interaction is an excellent tool
that allows managers, supts/supervisors, crew leaders,
working foremen and safety reps to discuss safe work
practices and expectations with employees.
• It is a means of communicating a positive safety
message and re-enforcing your commitment to
safety.
• They are also a means for employees to talk with their
supervisor about safety and a valuable tool for
documenting a supervisor's due diligence.

26. POSITIVE HSE CULTURE
Layered Safety Interaction
• A process where supervisors, crew leaders & working
foremen participate in positive discussions with
workers about the safety expectations of their job.
• An ongoing process that evaluates worker behaviour
specific to their job.
• Recognizes “safe behaviour” and compliance.
Identifies and corrects “at risk” behaviour and non-
compliance in a positive, non threatening way.

27. Class Discussion
• What are the advantages of positive Safety
Interaction in an organization?

28. POSITIVE HSE CULTURE
Advantages and Opportunities
• Enhances supervisor visibility and opportunity to health
and safety matters with workers.
• Demonstrates your commitment to the Health and
Safety Program.
• Sends a clear message to the workforce that health and
safety is important at all levels of the organization.
• Provides the opportunity to speak positively about the
workers safety performance, as well as discuss any
deficiencies (at risk behaviours) that are identified.

29. POSITIVE HSE CULTURE
Benefits of Layered Safety Interactions
• Helps to maintain established standards and identifies
deficiencies. (Continuous improvement.)
• Measures the effects of safety education by showing how much
it has improved work behaviour.
• Reveals weaknesses in the safety system.
• Motivates supervisors and workers by giving immediate results
of their safety efforts in a clear, measurable form.
• Increases safety awareness and visibility.

30. POSITIVE HSE CULTURE
Two Certainties About Positive Interaction
• Employee behaviour will reflect management’s
behaviour.
• You get the level of safety that you demonstrate
you want.

31. POSITIVE HSE CULTURE
What does a LSI primarily focus on?
• Safe performance of the task.
• Unsafe acts that could result in injury.
• Ergonomic risks.
• PPE and housekeeping compliance.

32. POSITIVE HSE CULTURE
Things to Remember!
• Observe people in the workplace.
• Talk with employees.
• Positive comment on safe behaviour.
• Point out observations of unsafe acts or conditions.
• Discuss ways to do jobs more safely.
• Get agreement to work safely.
• Thank employee.
• Document the interaction findings.

33. POSITIVE HSE CULTURE
Interaction Skills - Do’s and Don’ts
Do’s:
• Give positive reinforcement and recognition.
• Focus on consequences of any identified risk.
• Use your listening skills to understand the task.
• Question to explore and learn, not teach.
• Show concern and keep it positive.

34. POSITIVE HSE CULTURE
Don’ts:
• Be negative.
• Emphasize mistakes.
• Overlook learning opportunities.
• Instruct employee how to perform task.
• Provoke confrontation.

35. POSITIVE HSE CULTURE
Summary of LSI Process
• A primary objective of safety interactions is to improve the safety behaviour
of employees.
• Telling employees what they must do to behave more safely is usually
counterproductive.
• Reinforce good safety behaviour.
• Use a questioning approach that leads employees to recognize and talk about
areas where improvement is appropriate.
• Emphasize your safety expectations as their supervisor or co-worker.
• Thank employees for their participation.
• Document your interaction findings.
• Follow up on outstanding issues.

36. POSITIVE HSE CULTURE
IRS – INTERNAL RESPONSIBILITY SYSTEM
• IRS means everyone in the workplace has a role to play
and a duty to actively ensure workers are safe.
• Every worker who sees a health and safety problem such
as a hazard in the workplace has a duty to report the
situation to management.
• Once a hazard has been identified, the employer and
supervisor have a duty to look at the problem and
eliminate any hazard that could injure workers.

37. POSITIVE HSE CULTURE
Definition of culture
• Culture is a set of values, behaviors, and norms
that guide interactions between people
• It is the “personality” of a workplace
• It is “how things are done around here”
• It is sometimes difficult to see because they are
deeply held assumptions developed over time.

38. POSITIVE HSE CULTURE
Culture and individual perception
• Perceptions are “reality” for the person
experiencing them
• Although perceptions may sometimes be
incorrect, they drive behaviors and establish
culture in the work environment

39. POSITIVE HSE CULTURE
Change and resistance
• Change is uncomfortable, presents risk, and is
seldom easy
• We cannot keep doing the same things and
expect a different outcome
• An organization changes when people change
• People do not resist change; they resist being
changed

40. POSITIVE HSE CULTURE
Reasons for resistance
• Do not believe it will work
• Leaders do not walk the talk
• No infrastructure to support change
• Appropriate behaviors not rewarded
• Past practices
• Lack of confidence
• No experience in the new way

41. POSITIVE HSE CULTURE
Positive reinforcement is key
• Categories of reinforcement:
– Economic
• Monetary value
– Social
• Positive interaction between people
– Moral
• The right thing to do; inner satisfaction
– Peer pressure

42. POSITIVE HSE CULTURE
• Recognize and reinforce what is done well and
done safely
• Recognize small but positive safety changes
• Communicate positive messages – visual,
written, verbal
• Celebrate achievements

43. POSITIVE HSE CULTURE
Communication
• Is there a lack of communication between management and staff
regarding health and safety issues?
• Are workers usually told not to complain when they raise safety
concerns?
• Open communication is important for building a positive
culture, and by stifling it you might achieve the opposite.
• Communication could also break down if managers and
supervisors don’t take the company’s health and safety policies
seriously.
• A positive health and safety culture starts at the top, so it’s
important those in charge lead by example.

44. POSITIVE HSE CULTURE
Characteristics of a Positive Safety Culture
• Safety is a value, not a goal or program
• Safety is held as a value by all employees
• Each individual feels responsible for the safety of their
coworkers as well as themselves – safety is personal
• Each individual is willing and able to “take action” to
ensure the safety of others even when uncomfortable
or unpopular
• Each individual routinely performs actively caring
and/or safe behaviors for the benefit of others

45. POSITIVE HSE CULTURE
Characteristics of a person 100% committed to safety
• Unwilling to compromise on safety
• Consciously competent
• Internally motivated and accountable
• Rewards safe behavior
• Looks to eliminate causes, not place blame
• Actively caring behaviors towards coworkers

46. POSITIVE HSE CULTURE
Positive Safety Culture
• The safety environment is positive
• Safety talk is positive
• Safe behavior is rewarded
• Potential hazards are identified, analyzed and
controlled
• Strong safety infrastructure in place

47. In Conclusion:
• It is very difficult to change the culture of an
organization.
• Change is required to create a Positive Safety
Culture
• Need to start with the behaviours and values of
each individual.
• Need to better understand why we do things the
way we do them.
• Need to understand the risk/reward concept and
how it can ease us into unsafe behaviour.
• Need to recognize the potential for injury and lack
of control we sometimes have.

48. Conclusion continues:
• Remember that bad things happen to good people
everyday, don't put yourself in that position.
• Make your personal safety your personal value - never to
be compromised.
• One by one we will "change the way we think about
safety“
• Develop a new Positive Safety Culture in your
workplace.