Building a Strong Safety Culture
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Dr. Bob Baron presented on building a strong safety culture. He defined safety culture as the enduring value and priority placed on safety by everyone in an organization. He discussed attributes of an unsafe culture such as profit before safety and ineffective leadership. He outlined steps to building a strong safety culture, including implementing a safety management system, demonstrating management trust through a non-punitive reporting system, and ensuring safety is transparent. The presentation concluded by emphasizing that building a safety culture requires buy-in from all levels of an organization's leadership.
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Mr. Y, I understand the production pressure and want to help achieve the numbers safely. However, skipping safety steps risks injuries that hurt us all. Let's take a moment to review the lockout procedure together - with both our heads in the game, I'm sure we can find a way to do this job right without falling behind. Safety should never take a backseat to production. What do you say we tackle this challenge step-by-step, protecting each other along the way? I'm here to help however I can.
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The document outlines a workshop on safety culture. It begins with an introduction and overview of the workshop topics which include safety culture theory, models of safety culture, integrating safety culture into a systems approach, and the role of leadership. The workshop aims to help participants understand the relationship between culture and safety, dimensions of a positive safety culture, and how to assess and improve safety culture. It provides examples of safety culture models and frameworks as well as strategies for assessing, planning, and enhancing an organization's safety culture.
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Presented by Mark Cooper, Principal Consultant, Sentis
Whats covered?
High hazard activities rely on rules, procedures and standards to specify ‘safe operation’. While these standards are usually written by experts, they may not universally apply to every situation or operational context. A recent review of over 160 serious incidents across multiple industry sectors, identified that 49% of control failures involved intentional ‘workarounds’. This is not to suggest that workers are defiantly flouting rules or expectations. In fact, often workaround behaviours can be linked back to operational leadership and organisational factors.
Operational leaders set the tone and help shape the environment within which critical controls are managed. They act as role models, define what’s expected and influence behaviours and attitudes through their actions and words. In this webinar we’ll target the role of leadership in critical control management processes.
In this webinar, Sentis Principal Consultant Mark Cooper will explore:
• The psychology of risk, risk taking and risk management
• Strategies for leaders to promote, influence and reinforce the importance of critical control management
• The benefits of examining the ways your work is affected by latent operational and corporate influences.
Presentations - DAY 1 - NXT 2019: The Future of EHS - eCompliance
Presentations from eCompliance's annual conference: NXT 2019.
Presentations include:
- Customer Showcase: Roseburg Forest Products, John Myers
- Customer Showcase: Avenge Energy Services, Andrew Bursey
- eCompliance Session: Safety Program Reporting vs. Safety Performance Reporting - Marta Montero, Sr. Success Coach, eCompliance
- The Future of eCompliance - Harish Pandian, Director of Product, eCompliance
safety culture. What it is and the six steps to achieve it
This document outlines the six steps necessary to achieve a safety culture:
1. Establish a just culture where honest mistakes do not result in discipline and reckless behavior is clearly defined.
2. Develop a trusting culture with high levels of cooperation between management and employees.
3. Implement a reporting culture that allows the organization to learn from errors, near misses, and other lessons.
4. Foster a learning culture where safety training is provided and data is analyzed to continuously improve safety.
5. Maintain an informed culture where safety policies, goals, and commitments are clearly communicated to all employees.
6. Embrace a flexible culture with a willingness to change safety practices and an awareness that human error cannot be entirely
bass13dupont.ppt
This document outlines the six steps necessary to achieve a safety culture:
1. Establish a just culture where honest mistakes do not result in discipline and reckless behavior is clearly defined.
2. Develop a trusting culture with high levels of cooperation between management and employees.
3. Implement a reporting culture that allows the organization to learn from errors, near misses, and other lessons.
4. Foster a learning culture where safety training is provided and data is analyzed to continuously improve safety.
Leadership and safety culture
This document discusses leadership and safety culture. It begins by outlining the objectives of exploring concepts of leadership and how they can be applied to workplace health and safety. It then discusses what leadership is not, such as power, status, authority, or management. True leadership shapes culture and influences performance outcomes. As a safety leader, visible commitment and leadership in the field are keys to achieving safety success. The document provides tools for safety leaders, including understanding behavior using the ABC model, influencing others positively through RAS questions, and leading effective toolbox talks. It emphasizes that safety leaders must lead by example, recognize workers, and inspire others to behave safely.
Cultural risk november 2013
The document discusses cultural risk and how boards can better manage it. It notes that boards are responsible for the long-term health of businesses but many companies have failed due to issues with senior executive behaviors like lying about finances or taking on excessive risk. To address this, the document suggests that boards more actively observe executives, set up protected whistleblower processes, conduct regular 360 reviews of executives, and ensure the HR function has a direct line to the board chair on ethics issues. This would help boards better understand and manage cultural risks posed by executives' conduct.
constructionsafetymanagement-EAA.pdf
This document discusses construction safety management. It covers the roles and responsibilities of various parties in ensuring construction safety such as top management, site managers, supervisors, safety officers, and general employees. It also discusses approaches to improving safety through organizational, physical, and behavioral changes. Key aspects of safety management discussed include developing safety manuals, committees, training programs, inspections, investigations, and incentives.
Construction Safety Management
This document discusses construction safety management. It covers the roles and responsibilities of various parties in ensuring construction safety such as top management, site managers, supervisors, safety officers, and general employees. It also discusses approaches to improving safety through organizational, physical, and behavioral changes. Key aspects of safety management discussed include developing safety manuals, committees, training programs, inspections, investigations, and incentives.
BBS Training Program system2020 CCI.pptx
Mr. Y, I understand the production pressure and want to help achieve the numbers safely. However, skipping safety steps risks injuries that hurt us all. Let's take a moment to review the lockout procedure together - with both our heads in the game, I'm sure we can find a way to do this job right without falling behind. Safety should never take a backseat to production. What do you say we tackle this challenge step-by-step, protecting each other along the way? I'm here to help however I can.
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二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
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◇回国时间很长，忘记办理；
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◇企事业单位必须要求办理的
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1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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3:国家专业人才认证中心颁发入库证书
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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Building a Strong Safety Culture
- 1. BUILDING A STRONG SAFETY CULTURE Presented by: Dr. Bob Baron, Ph.D The Aviation Consulting Group tacgworldwide.com Copyright © 2018
- 2. • Approx. 60 min. presentation followed by 30 min. Q&A • Prefer to take questions at conclusion • Slides will be made available after presentation Dr. Bob Baron, Ph.D President/Chief Consultant The Aviation Consulting Group Myrtle Beach, SC, USA
- 3. Safety Culture Defined Safety culture is the enduring value and priority placed on safety by everyone in every group at every level of an organization ~Wiegmann (2002)
- 4. Outcome of a poor safety culture
- 5. One-Two-GO Airlines Flight 269
- 6. Unsafe Culture Attributes • Profit Before Safety- • Productivity always comes before safety, as safety is viewed as a cost, not an investment • Fear- • Problems remain hidden as they are driven underground by those trying to avoid sanctions or reprimands • Ineffective Leadership- • Leadership, and the prevailing corporate culture, prevents the recognition of risks and opportunities
- 7. Unsafe Culture Attributes • Non-compliance- • To standards, rules and procedures by managers and the workforce • Miscommunication- • Critical safety information not relayed to decision-makers and/or the message becomes diluted • Ignoring Lessons Learned- • Safety critical information is not extracted, shared, or enforced
- 9. Measuring Safety Culture • Typically done through surveys • Can be supplemented by objective interviews and observations • Ancillary measures • Various SPIs, such as- • Voluntary safety reporting intake • Safety newsletter number/frequency • Safety meeting number/frequency • CPA closure times • Etc…
- 10. Results?
- 11. Regardless of Your Results… •You can always improve your safety culture! • Generative safety culture- • Great! • But it takes effort to keep it that way (you can downgrade pretty quickly) • Safety complacency is possible • Pathological safety culture (lots of work to do)- • No safety culture exists • Accident is imminent • Trigger pullers
- 12. Steps to Building a Strong Safety Culture
- 13. Line Personnel Supervisors Middle Management Senior/Upper Management President/CEO It all starts at the top!
- 14. However… • You will not, and cannot, build a healthy safety culture if you have leadership that- • Is blind • Clearly puts profit before safety • Doesn’t listen to line personnel • Doesn’t understand the relationship between production and safety • Is toxic (toxic CEO/President) Frank Lorenzo CEO- Eastern Airlines (and others) Udom Tantiprasongchai CEO- Orient Thai/One-Two-GO Airlines
- 15. Line Personnel (trigger pullers) Supervisors Middle Management Senior/Upper Management President/CEO It all starts at the top!
- 16. Assuming There is Proper Leadership • The biggest challenge has been overcome!
- 17. Steps to Build/Strengthen Your Safety Culture • Implement a Safety Management System (SMS) • An effective SMS is the heart of a healthy safety culture
- 18. • Management trust Steps to Build/Strengthen Your Safety Culture
- 19. • Non-punitive, confidential reporting system with feedback and action • Employees are comfortable reporting things they see, as well as their own errors • Management trust Steps to Build/Strengthen Your Safety Culture
- 20. • Demonstrable buy-in from top management Steps to Build/Strengthen Your Safety Culture
- 21. • Everyone has a responsibility and accountability for safety (top-down) • And they know it! • Beliefs, perceptions, and values about safety are aligned, at every level of the organization Steps to Build/Strengthen Your Safety Culture
- 22. • See something, say something Steps to Build/Strengthen Your Safety Culture
- 23. • Safety is transparent • Things are not being hidden or covered up Steps to Build/Strengthen Your Safety Culture
- 24. • Risks are being managed using the ALARP principle • Issues are being closed in an appropriate amount of time Steps to Build/Strengthen Your Safety Culture
- 25. • Safety meetings are conducted regularly Steps to Build/Strengthen Your Safety Culture
- 26. Thank You! Bob’s direct contact info: bbaron@tacgworldwide.com Skype: bob.baron4 TACG conducts safety culture assessments Let us know if we can help! tacgworldwide.com/Consulting/Safety-Culture- Assessments Articles, papers, presentations tacgworldwide.com/TACG-Papers