The results of the survey indicate that the group feels empowered to keep themselves and others safe, as shown by strong results in the domains of "Caring Actively" and "Impact on Others". Opportunities for improvement lie in the domain of "Inter-connectedness", particularly around policy, processes and procedures. The lowest performing area relates to sharing updates on changes to policies and procedures. Key areas to focus on include trusting the workforce to anticipate issues, seeking input from others, stopping work when unsafe, and sharing improvements.

1. Aggregate Data
Sample Report
Month Year
GROUP NAMEAccredited
Practitioner
Logo

2. ISA 360
GROUP NAME
Results
Summary

3. The results indicate that this group is committed to the safety and wellbeing of team members and feel empowered to keep them selves and
others safe. This is reflected strongly in the Caring Actively domain and in the Impact on Others domain eg ‘Staff Can Stop Job’ and
‘Actively Cares’.
The opportunities for this group lie predominantly in the Inter-connectedness domain, particularly in the area of PPP (policy, processes and
procedures). Specifically, the opportunity to improve and maintain the quality of PPP’s and transform how changes to PPP’s are
communicated across the group.
The lowest performing sub-domain for this group relates to the sharing of updates on changes to policy and procedure which is a common
feature for many organisations. It will be important to understand the drivers for this and develop leaders’ skills in this are a to enable
changes to be implemented effectively and efficiently.
Other key areas to focus on are:
• Trusts Workforce to Anticipate
• Seeks Input from Others
• Stops when unsafe
• Shares Improvements
ANALYSIS| HIGH LEVEL

4. OVERALL
Top 5
Strengths
1. Shares Improvements
2. Trusts Workforce to Anticipate
3. Maintains Best Practice PPP
4. Evaluates Effectiveness of PPP
5. Staff Confident of change
1. Staff Can Stop Job
2. Actively Cares
3. Looks out for Others
4. Speaks Up with Care
5. Staff Safety a Priority

5. OVERALL
Top 5 Areas
to Develop
1. Shares Improvements
2. Evaluates Effectiveness of PPP
3. Maintains Best Practice PPP
4. Trusts Workforce to Anticipate
5. Seeks Input from Others

6. 1. Stops when Unsafe
Stops to attend to an unsafe act/practice
even when busy.
2. Solves with Team
Works with the team to find a solution
when someone speaks up about a safety
concern.
Top 2
Areas to
Develop
1. Encourages Reporting
Encourages staff to report unsafe acts,
hazards, and risks..
2. Demonstrates Commitment
Demonstrates personal commitment to
safety in the workplace.
Top 2
Strengths
COMMITMENT

7. 1. Seeks Input from Others
Seeks input and ideas from others before
offering solutions.
2. Ear To The Ground
Routinely dedicates time to listen to staff
with the most information about safety
practices.
Top 2
Areas to
Develop
1. Asks Questions to Understand
Asks questions to understand a situation
fully
2. Seeks Perspectives
Seeks information from a range of people
to understand all perspectives when
something goes wrong.
Top 2
Strengths
CURIOSITY

8. 1. Shows worth of care
Shows that it's worth looking out for each
other. .
2. Confidence
Is confident we will all go home safely.
Top 2
Areas to
Develop
1. Actively Cares
Actively cares about the safety of
other staff.
2. Looks Out for Others
Looks out for the safety and
wellbeing of colleagues.
Top 2
Strengths
CARINGACTIVELY

9. 1. Shares Improvements
Ensures updates to processes and
procedures are disseminated across the
organisation.
2. Evaluates Effectiveness of PPP
Asks questions about processes &
procedures to determine their
effectiveness..
Top 2
Areas to
Develop
1. Promotes Inter-Unit Teamwork
Encourages the workforce to contact experts
outside the immediate team, if necessary, to
resolve a hazard.
2. Acknowledges Vulnerability
Acknowledges that it's impossible to control for
all risks so builds appropriate layers of
protection.
Top 2
Strengths
INTER-CONNECTNEDNESS

10. 1. Staff Confident of change
I feel confident that changes to
procedures will result in an improved
process.
2. Staff Valued
I feel valued.
Top 2
Areas to
Develop
1. Staff Can Stop Job
I feel I have the ability to stop a job if it's
unsafe.
2. Staff Safety a Priority
I feel my safety and wellbeing is a priority.
Top 2
Strengths
IMPACTONOTHERS

11. APPENDIX

12. Engaging People in
a V,ision...greatjob
safely
Leaders are
absolutely
committed to an
inspirational
safety and
perfom1.ance
vision.. The
possibility of "zero
harm" is
wboleheartedly
embraced. Deep
inte1-personal
connections with
all members of
organisation are
highly valued and
fonu the
foundation of
everything that
occurs.
Personal
responsibility is
valued equally to
inte1-dependent
responsibility­
Nwe need each
other to generat.e
high performance
safety".
Listening to People
Routinely and
systematically
listening to all
views, including
those who
understand the
issues/risks at the
front l.ine.
Listen when
th.ings are going
right as well as
when incidents
occur.
Listening filters:
"Committed
listening" -
listening for
genuine
meaningful
relationships and
high performance.
Reporting to share
lessons learned
There is no such
thing as Nblame"
App1-eciat.e and
acknowledge
what is going well.
Con-ecting what is
not going well in
the spirit of
Iearning - not
bl,ame.
Act on what is
reported.
Coach workforce
to be aware of
latent conditions
and pattems of
cultural disregard
for risks e.g.
autopilot
Mobiliziing Peop'le Renewing Policies
Prac.tices and
Proced11res
Less safe work is Demonsh·ate
constantly awareness of a
reviewed for tendency for
opportunities to processes and
make it More procedures to
safe. drift to
ward
Work is regularly
expediency and
stopped to do
practicality over
"step• backs" and
time so regularly
this is rewarded
and routinely
by management
check these.
etworks of
Assess wheth.e1·
people best suited
p1•ocesses are
to understand and
living and useful
resolve a
t.o staff - involve
wo1·kforce in
hazard/issue
these disoussions·.
occur frequently
both proaotively
and in response to
incidents.
Adaptive
challenges
(complex issues)
are sought out and
constantly tackled.
Building
Overlapping layers
of P,rotection
Regularly assess
for unavoidable
weaknesses in
people e.g. fatigue
management,
mental. health
check ins, building
relationships to
notice.when
'somethings not
quite right.'
Regularly assess
for unavoidabl.e
weaknesses in
processes,
equipment etc.
Extraordinary
relationships with
the organisations
systems and PPP's
is also valued
equally.
Active Ca�ing
Considers how to
support staff to
'be at their best'
so they function
safety
Genuine care and
concern for all
people at work,
their families· and
loved ones.
Genuine believe
that 'it will work.'
and that 'we can
do it together·.'

13. Engaging Peopl!e in Listening to People Reporting to share Mobilizing People Renewing Policies Building Act
ive Caring
a Vision...greatjob lessons learned Practices and Overlapping layers
safely Procedures of Protection
Clea1· drive for Routinely and Con-ecting what is Unsafe work is Implement Hold people Genuine care and
qualityand results systematically not going well stopped effective personally concen1 for
when it comes to listening to those with the spidt of
Organising
processes to responsible for others within my
safety. who understand lea.ruing - not reduce the safety. tean1.
the risks. blame.
response
numbers of
Cornmunicates groups/working
incidents and
Constantly Competitive and
clear vision with Listen when Acknowledging parties ofthose looking to possibly
the workforce. things are going what is going well. people who are
injuries that
improve safety adversarial with
right as well as best suited to
ooour.
management other teams.
Sets long term and Teams may blame
thorough safety
when incidents
other teams for
understand and Seek feedback systems.
Encourages
goals and plans.
occur.
issues·
resolve the hazard. from staffabout
Safety others to be safe.
I
Spends time 'on (competition) and Teams are
processes and
management
Pen'ormance and procedures to see Takes the time to
safety are
the field,' to create seek tomake compared to each
ifthey are useful
systems driven by
get to know the
opportunities for other teams other and results.
inherently linked.
ad hoc listening. accountable. rewarded based on
to them. workforce.
Teams and their performance PPP's are driven "I care mainly at
individuals are
Listening mters:
and safety. by results and the level of
valued based on Continuous oomplianoe is at getting the best
output. Improvement
People a.re
the minimum performance from
mobilised within
"Healthy" "How will this tightly defined
standa.rd. you.
competition is improve our roles. PPP's are
enoour:aged and results?" modified or
rewarded. reduced where
they become
ineffective in
drhring results·.

14. Engaging Peop!e in Listening to People Re1porting to share Mobilizing People
everyone �vii] be
safe.
Share policiesand
procedures with
the workforce and
make sure
everyone is on the
same page
regarding what
they are meant to
do so they don't
'make a mistake.'
Compliance isa
core value. Always
be "audit ready"
and feel pride
People wbo can
recount al1 the
PPP's are highly
valued.
Asks quest,ions
about whether
people are
following
processes.
listens and makes
notes of issues
raised during tool
box meetings or
formal meetings.
listening filter:
"Compliance."
lessonl earned
People
encouraged to
report non­
compliance with
PPP's.
When an incident
is reported, it is
investigated in
line with the
policy. There is· an
underlying view
that someone
must have
breached a PPP
for tbe incident to
occur and so
whilsta"no
blame" policy is in
plaoe, people still
perceive blame.
Unsafe work is
stopped.
Defer hazards to
safety committee or
safety
leaders/department
to resolve.
Renewing Policies Building Active Car,ing
Practkes and Ove�lapping layers
Procedures
PPP's become
more important
than anything
else, if everyone
follows them they
wrn be safe.
Make sure PPP's
are updated and
everyone logs
thei.r update
requests in a
timely manner.
of Prot ection
Make sure
everyone follows
tbe rules - reward
people for
following the
rules and
reprimand those
that do not.
En.surestaff know
they are
responsible for
maintaining their
layers of
protection to be
safe.
Checking in with
a staff member
after an incident
occurs to see if
they are o!t.

15. Engaging People
in a Vision. Great
Job Safely
Listening to
People
Reporting to Share
Lessons Learned
Mobilizing People Renewing Policies
Practices and
Procedures
Building
Overlapping
layers of
Protection
Active Caring
Reactive
Safety becomes high
priority once an
incident has
occurred.
The safety vision is
that we’re a “lean
and mean, keep
costs low, get stuff
done. We’ve got
highly experienced
local “SWAT teams”
that keep things
running.
Beliefs like: “run to
failure, if it isn’t
broke don’t fix it”.
Safety is a high
priority after an
incident.
People are “all ears”
to listen to issues
that are both
important and
urgent, especially if
a “quick fix” is
offered.
Does not go looking
for opportunities to
listen but rather
listens when urgent.
Asks few questions,
and quick to give
instructions
because of high
local knowledge.
Listening filters:
“urgency fix it lens”.
“Tell me if
something IS a
problem.
No need to report
minor
issues/hazards
because they are
“fixed” locally and
frequently occur.
Feel reluctant to
report
serious/complex
safety
hazards/issues
because they’re
unlikely to be
addressed.
Find a person to
blame for issues
once it has been
reported.
Perceived pressure
to “close out”
reported issues
within the allotted
time – even if
they’re not fully
resolved.
People are
mobilized very
quickly during
breakdown/crises
in an almost
“firefighting”
manner.
There’s almost an
excitement to
improvise at the
local level to quickly
and cheaply “fix it”.
“Just do what it
takes to get it back
on line”.
People are rarely
mobilized to tackle
more complex
issues.
PPP’s perceived as
confusing, too
complex and
unhelpful.
New policies (e.g.
blanket policies)
are derived in
reaction to an issue.
Often a mismatch
between the PPP
and how the job is
done at the local
level.
Local
sites/departments
create their own
PPP’s without
consideration to the
whole organisation.
Do not actively look
for opportunities to
optimise PPP’s.
Waits for workforce
to raise issue with
PPE, training or any
other layer of
protection in their
control then resolve
these issues.
Ensure staff know
they are
responsible for
their own safety.
Good ‘mateship’
exists within work
teams/levels and
are strengthened
against a common
“enemy” (usually
management,
design teams etc.).
“Them and Us”
relationships
between sites,
management levels
etc.

16. sJapea1 Ja!es 6u!MOJ6
VSI