The document discusses the importance of safety and health culture within organizations, highlighting the roles of Electrocomponents and Toyota in fostering a positive environment. It emphasizes employee engagement as a key factor in driving business performance and reducing accidents, supported by case studies and metrics on the benefits of high engagement. Various strategies, including leadership involvement and continuous improvement practices, are explored as means to enhance safety culture.

1. Safety and health at work is everyone’s concern. It’s good for you. It’s good for business.
Workshop 4
The Health and Safety Culture of an Organisation
A Joint Exploration of Safety Culture with Electrocomponents and Toyota

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Purpose of the Session
 What is the definition of culture?
 What makes a culture good or bad?
 What can you measure?
 What does this tell you?
 Case Studies

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Who are we?
Dave Mason
Electrocomponents
Head of Global Health and Safety
Peter Carlsson
Toyota Material Handling Europe
Vice President Production Powered Trucks

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Dave Mason
My Background:
 18 years in the British Nuclear Industry – Variety of roles, before I
left, I was the Head of Assurance for a Category 1 Nuclear Facility.
 5 years running my own consultancy – corporate clients both
nationally and internationally.
 Currently with RS Components as Global Head of Health and
Safety, responsible for the H&S of 7500 employees located in 32
countries over four regions.

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5
Who is Electrocomponents?

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1. DEFINITIONS

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Culture Definition
Group exercise:
Define: “what is culture?”

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Culture Definition
Some common definitions:
 The way we do things around here
 A collective vision applied as a group
 A shared set of values being applied in a
consistent way

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2. WHAT MAKES UP A CULTURE?

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What Makes up a Culture?
Some Generic Examples:
• Vision Statements
• Visible leadership
• Values and Behavioural Initiatives
• Employee competency
• Performance measurements and KPIs
• History – where have you come from

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Examples

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Cultural Influences
Group Exercise:
List signs that might suggest :
A Positive Culture....
A Negative Culture....

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3. WHAT CAN YOU MEASURE?

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Some Examples:
• Employee surveys – How do our employees feel
• Pro-active measures – Dual Assurance
• External benchmarking - Performance
• Leadership behaviours – Visible and tangible
• The „X‟ Factor – What we see and feel/instinct
• How H&S is managed – Professional networks
• H&S Communication - Evidence and age
Cultural Indicators

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4. CASE STUDY:
‘The importance of continuous employee
engagement to improve health and safety
culture and business performance’

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Why does employee engagement matter to us?
Shareholder returns Profits / Operating
Margins
Customer Loyalty Employee Productivity
High engagement
organisations generate
22% above average
returns for shareholders
(Source: Aon Hewitt)
High engagement
businesses have operating
margin up to three times
better than low
engagement businesses
(Source: Towers Watson)
High engagement teams have
a very positive measure of
customer loyalty – low
engagement teams had a
negative measure (Source:
Serco Plc / Aon Hewitt)
Business units with
engaged employees are an
average 18% more
productive (Source:
Gallup)
Health and Safety Employee Wellbeing Retaining Key Employees Continuous Improvement
62% more accidents in
low engagement
businesses compared to
others (Source: Gallup)
A major retailer reported
33% fewer days off sick
among employees in
stores with high levels of
engagement (Source: Aon
Hewitt)
Turnover in low engagement
teams at a Fortune 100
company was three times
higher compared to high
engagement teams (Source:
Wellin et al 2005)
Encouraging shop floor
input at BAE and creating
a more engaged workforce
has reduced the time taken
to build fighter planes by
25%. (Source: BAE)

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My voice is designed to answer two key questions
for Electrocomponents
1. How engaged are employees?
Engagement
Behaviours
2. What factors are driving levels of engagement ?
Culture &
Environment
Leadership &
Vision
People
Management
Employee
Growth &
Development
Communication
SAY
STAY
STRIVE

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Employee Engagement
It‟s having employees
who are intellectually and
emotionally involved in
their work.
Engaged employees have
a strong and loyal desire
for their organisation to
be successful.
One of many similar definitions…

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Why Engagement and not Satisfaction?
Employee Research Over Time
PositiveCorrelation
WithBusinessPerformance
Lower
Higher
Commitment
Engagement
Business
Results
How much people WANT to
contribute to business
success
How much people
like it here
How much people
WANT and actually DO
to improve business
results
Satisfaction

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5. CASE STUDY:
‘How the implementation of TPS - Toyota
Production System- has strengthened the health
and safety culture in one of Toyota’s factories’

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Peter Carlsson
My Background:
 Master of Science in Mechanical Engineering, Linköping University
 Joined the company in 2000
 2002-2008: Production Manager
 2009-Present: Vice President Production Powered Trucks Division, BT
Products AB

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Mjölby factory Sweden
Sheet etal omponents
elded omponents
Spare arts
and rucks
Special roducts
IS I
owered rucks

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History
• 1926 Toyota Industries Corporation (TICO) was founded by Japan’s
“master of invention” Sakichi Toyoda.
• 1946 BT founded (BT = Construction & Transport Economy Inc)
• 1968 BT factory opens in Mjölby, Sweden
• 2000 BT joins the Toyota family
• 2002 TPS Implementation (TPS = Toyota Production System)
• 2010 Safety Dojo
• 2012 Certification OHSAS 18001

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Printed document is an unregistered copy. Verify the validity in the management system.
Name of meeting Manager‟s organisation Staff
Safety and Health Committee,
Company
(twice a year)
Plant Safety & Health
Committee
(twice a year)
Dept. S&H Committee
Meeting
(twice a year)
S&H Meeting
(twice a year)
General S&H Supervisor,
Company, President
Senior S&H delegate
S&H delegate
S&H Engineer
Senior S&H delegate
S&H delegate
S&H Engineer
Senior S&H delegate
S&H Engineer, Occupational
S&H services,
Union representatives,
HR Manager
General S&H Supervisor, Plant
Plant General Manager
S&H Promotion member,
Manager of each workplace
Dept. S&H Supervisor
Manager
Safety and Health Promotion Organization and
Structure
S&H Administration
S&H Meeting
(once a month)
S&H Department,
(Plant General Manager)
Senior S&H delegate
S&H Engineer, Dept. S&H
Supervisor Manager
Union representatives,
HR Manager

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Continuous Improvement Respect for People
THE TOYOTA WAY - Our Philosophy and values
Genchi
Genbutsu
Kaizen
Challenge
Respect
Teamwork

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Aim for ”Zero Accident” Workplaces
Challenge
• Safe Work
• Reliable Work
• Skilled Work
• Safe Work is “the door” to all work (By Eiji
Toyoda, Honorary Advisor, who was the General Safety and
Health Supervisor in 1957, constitute Toyota´s basic
philosophy)
• Let us always pass through this door first
• All work must be performed under safe conditions
• The resolutions and actions not only of those directly
involved in work operations but also of supervisors are of
paramount importance

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Risk assessments
Continuous improvements
• Risk assessments
• Countermeasures
• Supervisor and S&H delegate
• Kaizen Board at the Shopfloor
Kaizen

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Daily management
Daily check-ups
• Daily regularly meeting
• Daily management in
the workplace
Agenda:
• Accidents – incidents
• Quality
• Delivery
• Productivity
Genchi
Genbutsu

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Safety Dojo
• One of TMHE‟s safety initiatives is
the unique Safety Dojo concept. This
is a dedicated area where employees
receive mandatory safety training and
learn the best practice to prevent risks.
• Policy, rules and regulations
• Induction training
• Every two years
• 10 stations
Respect

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Safety Inspection
Teamwork
Safety Inspection
• Supervisors
• Safety Engineer
• Senior Safety
Delegate
• Safety Delegate
• Risk assessments
• Action plans

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Positives
• The movie “Safer together”
• Staff engagement survey
• Improvements of the safety figures
Positives / Our Challenge
Our Challenge
Personal protective equipment
• Increased understanding
• Importance of using protective equipment
• Welding helmet – shoes – jacket - gloves
Technical protective equipment
• Integrated welding extraction

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Conclusions
• Some measures can be copied but not easily
benchmarked
• Results are generally unique to the organisation
• Used for indicators – not always as black and
white measures
• Essential for organisations truly wanting to
change

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THANK YOU FOR YOUR ATTENTION !
Q&A