2012 FEPA Presentation: Don Thorn
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The document discusses safety culture in the pipeline industry, defining it as the behaviors and beliefs developed through training that result in preventing incidents, injuries, and losses. It emphasizes that safety must be a core value, not just the number one priority, and that all accidents are preventable by focusing on safe behaviors and decision making through improved training, education, and coaching of the workforce from management. The purpose is to provide methods for observing worksites to identify and correct unsafe behaviors and conditions through casual, special, and formal observations coupled with coaching employees to ensure their safety.
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1. Unsafe Conditions – faulty equipment and dangerous environment
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90% of all workplace accidents are caused by unsafe acts.
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1. Ensure all top management are on board
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Similar to 2012 FEPA Presentation: Don Thorn
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This document discusses making safety happen through strengthening safety culture. It outlines three goals: 1) strengthening the safety culture by reinforcing safety as a cultural value, 2) speaking out about safety hazards and near misses, and 3) motivating individual safety ownership. It also presents a three dimensional safety culture model and the DuPont Bradley Curve to illustrate the relationship between safety actions and motivation. The document provides examples of project activities and an ongoing safety day initiative to inspire the safety culture.
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2. Principles also stress the importance of focusing on behaviors and conditions over just compliance, standardizing processes, continuously developing safety leadership at all levels, and analyzing "why" incidents occurred rather than blaming individuals. The goal is to prioritize safety, minimize risks, and avoid recurrences.
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A POSITIVE SAFETY CULTURE
A positive safety culture is a shared set of values and practices that guide the behavior of all employees.
It is what the employees do and how they act even when nobody is watching.
CAUSES OF WORKPLACE ACCIDENTS
1. Unsafe Conditions – faulty equipment and dangerous environment
2. Unsafe Acts – actions, attitudes, habits and practices
90% of all workplace accidents are caused by unsafe acts.
Good leaders know that safety rules and equipment are critical to preventing on the job accidents, lost productivity and big loss to a company’s bottom line
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1. Ensure all top management are on board
2. Create a safety committee made up of employees from all departments and levels
3. Conduct a companywide assessment of your safety culture. This will help identify what is working, what training is needed and help the safety committee to determine the goals and monitor the company’s progress.
4. Training and awareness – Hold sessions with management and supervisors first then use team meetings and regular companywide communication and periodic updates to Train every employee to keep the momentum going. For Training, remember to not only conduct Health and Safety training but also team building and hazard identification and always encourage open communication throughout the process.
5. Incentivize – The safety committee should create a system of accountability and recognition.
Incentives for safe behavior can range from loud of applause in a company, gifts, awards, promotion etc
At the end of the day a positive safety culture is up to all of us and it benefits all of us.
An unsafe act is one man’s job that can put everybody into a disaster, a safe act is everyone’s business.
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Hospitality industry is a major economic mover for many countries. People travel at great length and it is important to ensure all the guest staying in our hotels / resorts are safe. All the facilities provided for guest use needs to be constantly maintained to ensure a seamless experience for the guest. Technicians in the hotel industry are kept on their toes to ensure and provide a safe place of stay for the guest. In the process, the engineering team are often exposed to various hazards and it associated risk. It is important for them to accept the hazards and it associated risk, plan the risk mitigation process and execute on time. This will save the industry in terms of cost and reputation as well as having a motivated work force. Happy work force provides excellent service. The training material covers basic safety for the engineering department team by taking into consideration the hazards prevalent in their daily task and its associated risk. Process of risk mitigation is discussed to ensure the risk is managed to an acceptable level.
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The document discusses developing a positive health, safety, and environment (HSE) culture at an Anoh Gas Plant project through training provided by Hull Inspection Services Ltd. It emphasizes improving safety awareness, hazard recognition, and developing safety as a core personal value. Some key aspects discussed include the importance of near miss reporting, layered safety interactions between supervisors and workers, and developing a caring workplace environment with an emphasis on coaching safe behaviors.
Board_WeCare
This document outlines the key aspects of a safety culture at an organization. It discusses commitment to safety as a core value reflected in individual and team behaviors. It emphasizes awareness of risks and learning from past incidents. Employees have a responsibility to prioritize safety in their own work and ensure the safety of others through open communication and accountability. Empowerment is described as enabling individuals to control their work safely and make decisions that promote safety. The overall safety culture involves how the organization and all employees behave when no one is watching to ensure safety is the top priority.
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When we decide to make something compensable we assert its value.pdf
When we decide to make something \"compensable\" we assert its value, relative to other factors.
For your response, consider the following two questions: 1) As you observe our society what are
some of the key compensable factors that affect who gets paid what? 2) Given those factors,
what can you surmise/deduce are some of the key assumptions (about work and pay or about
society in general) underlying the relative distribution of values?
Solution
These 10 elements describe the specific job requirements in terms of compensable factors. The
primary compensable factors that affects are:
1. Experience- How long should the incumbent have workrd in this job or in closely related jobs
to be fully qualified? It is important that the experience be within or outside the organisation.
2. Education- What does the job require in terms of formal schooling, training, certificate or
knowledge of a specialized field?
3. Responsibility- Is the employee responsible for the safety of other employees or for the loss or
damage to tools, materials or equipement?
4. Complexity of duties- Does the job require the incumbent to show judgement and initiative or
to make independent decisions?
5. Supervision received- How closely does the incumbent\'s immediate suoervisor or manager
check his or her work?
6. Supervision exercised- How many people does the incumbent\'s supervise, directly or
indirectly?
7. Consequences of error- If the incumbent made an error, what dollar loss would be likely to
result?
8. Working conditions- Is there anything in the work environment that is unusually hazardous or
uncomfortable?
9. Mental, Physical and visual demands- What degree of concentration is required? Are there
special physical demands?
10. Confidential data- To what extent is the incumbent responsible for confidential information?
To what extent are integrity and discretion important?.
Step Change Safety Culture Strategy.pdf
The document outlines 6 steps that Journey Partners uses to develop positive safety cultures in organizations: 1) Create a safety culture plan, 2) Engage all stakeholders, 3) Build safety leadership, 4) Improve hazard controls, 5) Imbed 'people based safety' tools and approaches, and 6) Build team safety skills. For each step, Journey Partners provides training programs, workshops, and tools to assess safety culture, develop strategic plans, provide leadership training, teach hazard management, build positive safety attitudes and behaviors, and strengthen team-based safety. The goal is to help organizations achieve a "step change" in safety performance through developing systems, culture and skills.
Thinking the unthinkable with Modern Agile
A brief look into Modern Agile, with a special emphasis in Make Safety a Prerequisite, and a deeper look into psychological safety
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
Behind some of the worst safety disasters of our time lies a predictable array of causes, many of which speak to the culture that surrounds safety.
These terrible events show us that successfully managing risk and protecting people’s lives doesn’t just involve having robust systems and controls in place.
Equally as important is the influence of leadership, the quality of communication, and the attitudes that drive the way safety is done.
Join Sentis Positive Safety Specialist Dr Vanessa Thiele as she contemplates what happens when culture goes wrong, and how a positive safety approach is necessary to avoid future disasters.
Throughout this webinar she will discuss:
• Using Positive Safety to drive positive change
• Understanding the physical, social and psychological dimensions of safety
• The role of the board in empowering a positive safety approach
• The role of senior leaders in demonstrating commitment to safety.
Operational Leadership and Critical Risk Management
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.
Raising Awareness on S&S Management at workplace
This document discusses techniques for raising safety and security awareness in the workplace. It identifies why awareness is important, which is to help staff understand safety arrangements, risks, and their roles. Several methods for raising awareness are proposed, including a top-down approach, appointing champions, campaigns, and empowering staff. The document also covers focusing on health, safety, and security, and involving staff in decision making. It concludes with proposing a group exercise to generate ideas for awareness topics, challenges, and innovative promotion strategies.
BUILDING A SAFETY CULTURE.pdf
A safety culture is characterized by shared beliefs, values and attitudes regarding safety. It is a subset of overall organizational culture. Key aspects of a positive safety culture include employees understanding the importance of safety and exhibiting safe behaviors like wearing PPE. Developing a strong safety culture should be a top priority as it has the greatest impact on reducing accidents. Objectives of a safety culture include connecting all employees around reducing incidents through following not just procedures but also being accountable for safety. Management must be committed to enforcing standards while employees follow and ensure compliance. Developing a culture of safety is an ongoing process that requires continuous efforts like training, feedback, and recognizing safe behaviors.
SLC_Presentation_D.Stauffer_SBM
The document outlines SBM Management's approach to implementing a safety focus at sites with safety challenges. It discusses that these challenged sites represented 50% of injuries and had higher turnover and lost work days. The safety focus process involves 9 critical components, including employee observations, engagement, recognition programs, audits, and communication. Implementing this process led to increased leading indicators and decreases in recordable injuries, first aids, and recordable incidents. The focus is on leadership, goal setting, supporting employees, and creating a strong safety culture.
Social Psychology
This document discusses social psychology and its application to aircraft maintenance engineering. It covers several key topics:
- Social psychology examines how social interactions and culture can influence individuals. Organizational culture, peer pressure, motivation, and safety culture all impact aircraft maintenance engineer performance.
- Effective teamwork requires good communication, cooperation, coordination, and mutual support between team members and leaders. Supervisors and managers must reinforce safe practices and prevent unsafe norms from developing.
- A leader motivates their team, reinforces positive behavior through example, and fulfills management responsibilities to maintain the group. Understanding social and organizational factors is important for ensuring safety in aircraft maintenance.
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ANOH GAS PROJECT Developing a positive HSE culture.ppt
ANOH GAS PROJECT Developing a positive HSE culture.ppt
When we decide to make something compensable we assert its value.pdf
When we decide to make something compensable we assert its value.pdf
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
Operational Leadership and Critical Risk Management
Operational Leadership and Critical Risk Management
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- 1. Ownership, Responsibility, and Expectations
- 2. What is Safety Culture?? ◦ Culture (noun) 1) the behaviors and beliefs of a particular social, ethnic, or age group; 2) development or improvement of the mind by education or training. ◦ Safety (noun) 1) freedom from the occurrence or risk of injury, danger, or loss. 2) the quality of averting or not causing injury, danger, or loss. 2
- 3. SAFETY CULTURE The results of developing and training the behaviors and beliefs of individuals within the pipeline industry resulting in the averting of incidents, injuries, and losses. 3
- 4. What’s YOUR’S? 4
- 5. ALL Accidents are preventable – starting with the challenge of one action or task, one hour, one day at a time Safety is not the number one priority, Safety must be a VALUE… BECAUSE --- 5
- 6. It is the right thing to do!! We can prevent all accidents- caused by people and their behaviors Which person among us wants to be the person who is injured?? Injuries affect our families 6
- 7. Individual Lives are changed FOREVER !! Family relationships are effected – not in a positive manner Economic ($$$) cost to injured employee & company Client relationships injured – current & future 7
- 8. Starts with Management – We are in charge and responsible Improved safety training and education of workforce and actions Bring about safe work practices Coach behavior and decision making of all work force 8
- 9. Doing the right thing, leading with proper, safe behaviors, being examples, planning safe action --results in all WE do becoming the right action for our fellow workers. Putting people in unsafe situations IS NOT acceptable behavior – 9
- 10. 10
- 11. Purpose: Provide methods of observing the worksite for unsafe Behaviors/Conditions & Correcting through Coaching
- 12. Casual - In regular visit with crews Special- On occasion of unusual task about to be performed Formal– Joint observation of two or more people with intent to detail behavior 12
- 13. Getting the Attention of the Employee Identify the Reason for the Behavior • Training • Resources • Belief 13
- 14. Make it Personal for Employee Get Employee to Agree Make a Contract between You & Employee! 14