This document discusses safety culture and behavior in the workplace. It notes that behaviors turn systems and procedures into a safe culture. Unsafe behaviors are a factor in 95% of incidents. To improve safety, key behaviors include involvement, risk awareness, communication, and following standards. Assessing behaviors using tools like the SHE Behavior Standard can identify strengths and areas for improvement. Changing culture requires understanding factors that influence individual behaviors and involving all people to promote safe behaviors.

1. Section 8 SHE Culture and Behavior @ DNP Ian Simpson SHE Culture and Behavior @ DNP

5. Managing Defenses – Swiss Cheese Model HAZARD Hardware SHE Systems Design; Machine safety Technical Integrity Slips, mistakes, unsafe acts, awareness Control INCIDENT Risk assessment, Change Control Work permits, Training, Procedures Defenses People

6. What is the Impact of Behavior on Defenses? Hazard Incident Control Defenses

8. What are the Key Safe Behaviours? Key Safe Behaviours Empirical Research by Wood Group

9. Key Safety Behaviors Supervisors Ensure compliance Encourage the team Promote risk awareness Involve the team Managers Set high expectations Communicate openly Concern for people Involve the workforce Everyone Follow rules Speak up Be aware Get involved

10. DSM SHE Behaviour Standard Managers Supervisors Everyone Topic Involve the workforce Involve the team Get involved Involvement Confront risk Promote risk awareness Be mindful Risk Management Communicate openly Encourage the team Speak up Communication Set high standards Ensure compliance Follow rules Standards

11. An Example Set of Safety Behaviours Management Behaviours

12. Validity results summary  Validity demonstrated

14. Post Incident - SHE Behaviour Review Friday, May 14 th 2010 d uring unloading of a tandem axle trailer, a fork-lift (FLT) driver involved in a serious near-miss while he was driving out of the trailer. As the FLT was driving out of the trailer, the back of the trailer suddenly collapsed and the FLT slipped rapidly to the end of the trailer. Fortunately, the FLT driver used the hand brake immediately and was wearing a seat belt.

15. Post Incident - SHE Behaviour Review But, rear stand not used Wheel chock in place The truck driver had secured the trailer using the wheel chock. However, this kind of trailer also have support stands that have to be put out to stabilise the trailer. This was not done by the truck driver and not checked by the FLT driver.

16. Post Incident - SHE Behaviour Review X X √ Managers Supervisors Everyone Topic Proactively involve Involve the team Get involved Involvement Concern for each other Promote risk awareness Be mindful Risk Management Communicate openly Encourage the team Speak up Communication Set high standards Deliver SHE excellence Follow rules Standards

17. Safety Culture Maturity Model ® Emerging Level 1 Managing Level 2 Continually improving Level 5 Involving Level 3 Cooperating Level 4 Develop management commitment Realise the importance of frontline staff and develop personal responsibility Engage all staff to develop cooperation and commitment to improving safety Develop consistency and fight complacency Improving safety culture Increasing consistency

22. SHE Behaviour Assessment: Summary                               Managers Supervisors Everyone Topic Involve the workforce Involve the team Get involved Involvement Confront risk Promote risk awareness Be mindful Risk Management Communicate openly Encourage the team Speak up Communication Set high standards Ensure compliance Follow rules Standards

23. People + Risks = Accidents Poor Excellent Good PEOPLE RISKS Communication Involvement Standards Risk Management Limited Awareness Limited Participation Mindfulness of New Risks Awareness of Known Risks

24. Human Factors Tools

26. Human Error Analysis of Unintended Behavior Analysis is supported by a software package

28. ABC Analysis For Life Saving Rules Break LSRs Pre-conditions What‘s in it for me? Comply with LSRs

29. Personal Consequences Compliance with the Life Saving Rules C I N Avoid criticism/consequence management by manager/supervisor Tangible (punishment) C I P Satisfy internalised beliefs/values – feel in control Psychological C I P Feel accepted by work team/leader Social U F P Incentives (prizes, bonus payments) Tangible (reward) U I P Praise by manager/supervisor Tangible (reward) U I N Avoid criticism by colleagues/team Tangible (punishment) U F P Avoid death or serious injury to self or others. Natural C/U I/F P/N CONSEQUENCE TYPE

30. Personal Consequences Non - Compliance with the Life Saving Rules C I P Satisfy internalised beliefs/values – need to feel in control - avoid need to change - different risk perception/tolerance Psychological C I P Work is easier and/or takes less time Tangible (reward) C/U I/F P/N CONSEQUENCE TYPE