The document summarizes a presentation on safety improvement with a focus on leadership. It discusses how safety leaders can engage employees, influence culture, and drive positive change. Key points include the need for safety leaders to be visible, develop realistic improvement plans through engagement, and celebrate successes. Safety culture is influenced over time through communication, enforcing expectations, and ensuring systems are validated and followed, especially during crises. Turning risks into opportunities requires experience to balance mitigation and productivity.
Leadership in a crisis responding to the coronavirus outbreakGraham Watson
What leaders need during a crisis is
not a predefined response plan but
behaviours and mindsets that will prevent
them from overreacting to yesterday’s
developments and help them look ahead.
Leadership in a crisis responding to the coronavirus outbreakGraham Watson
What leaders need during a crisis is
not a predefined response plan but
behaviours and mindsets that will prevent
them from overreacting to yesterday’s
developments and help them look ahead.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
In a crisis, we want people to follow systems and processes. But there is a time and place for employees to act with initiative.
About this event
In a crisis, we want people to follow systems and processes.
But there is a time and place for employees to act with initiative.
As leaders, how do we get the balance right between compliance and initiative when dealing with an emergency situation at work?
Playing it too safe can sometimes be problematic.
What are the situations and circumstances were you want employees to be proactive accountable?
This presentation explores these situations and defines the term: "proactive accountability" and how it applies to real work issues.
Poster
Davidson R, Denyer D, Pilbeam C (2014) Safety Leadership.
Exhibited at the Mindfulness At Work 2014 Conference #MAWC14
View a related video at http://somresearchinsights.com/2013/09/12/safety-leadership-in-service-organisations
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
In a crisis, we want people to follow systems and processes. But there is a time and place for employees to act with initiative.
About this event
In a crisis, we want people to follow systems and processes.
But there is a time and place for employees to act with initiative.
As leaders, how do we get the balance right between compliance and initiative when dealing with an emergency situation at work?
Playing it too safe can sometimes be problematic.
What are the situations and circumstances were you want employees to be proactive accountable?
This presentation explores these situations and defines the term: "proactive accountability" and how it applies to real work issues.
Poster
Davidson R, Denyer D, Pilbeam C (2014) Safety Leadership.
Exhibited at the Mindfulness At Work 2014 Conference #MAWC14
View a related video at http://somresearchinsights.com/2013/09/12/safety-leadership-in-service-organisations
Hailed as the conference for safety experts to explore topics ranging from zero harm methods and best practices, cultural change, leadership and employee buy in, contractor management, report and investigation methods – this is a conference not to be missed. Conference presentations include case studies led by industry experts, and discussion panels by industry leaders, professionals.
www.trueventusnews.com
Microsoft Navigating Incident Response [EN].pdfSnarky Security
The document titled "Navigating the Maze of Incident Response" by Microsoft Security provides a guide on how to structure an incident response (IR) effectively. It emphasizes the importance of people and processes in responding to a cybersecurity incident.
This guide, developed by the Microsoft Incident Response team, is designed to help you avoid common pitfalls during the outset of a response. It's not meant to replace comprehensive incident response planning, but rather to serve as a tactical guide to help both security teams and senior stakeholders navigate an incident response investigation.
The guide also outlines the incident response lifecycle, which includes preparation, detection, containment, eradication, recovery, and post-incident activity or lessons learned. It's like a recipe for disaster management, with each step as crucial as the next.
The guide also emphasizes the importance of governance and the roles of different stakeholders in the incident response process. It's like a well-oiled machine, with each part playing a crucial role in the overall function.
So, there you have it. A snarky Microsoft's guide to navigating the maze of incident response. It's a wild, complex, and often frustrating world, but with the right plan and people, you can navigate it like a pro.
ISO 27001, the international standard for information security management
‘’ "ISO 27001" (or ISO/IEC 27001:2013, "Information Security Management Systems") is a standard that provides a good practical framework for establishing, implementing, operating, monitoring, reviewing, maintaining and improving an ISMS. The key purpose of the ISMS is to bring information risk and security under management control.’’
Fostering a Robust Process Safety Culture in the Oil & Gas Industrysoginsider
In this SlideShare presentation, learn about the integral role that a robust Process Safety Culture plays in the Oil and Gas Industry. Explore key aspects, such as employee involvement, leadership responsibility, regulatory compliance, and open communication. Understand the magnitude of the influence a positive Process Safety Culture can have on an organization’s overall safety and success. Dive into a focused discussion on actionable measures you can take to strengthen the safety culture within your organization.
Serious Incident Prevention (SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Operational Leadership and Critical Risk Managementmyosh team
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.
Corporate Safety Governance and Role of LeadeshipConsultivo
Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence.
This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.
Similar to Vic ohs greglazzo_safteyleadership_080804 (20)
1. Safety Improvement with a leadership focus
Greg Lazzaro
AHRI – Safety Presentation
4th August 2009
2. Introduction
Safety Improvement
Employee Engagement &
Culture Change.
Personal experience firstly in
operational roles and now at GM
level with an ASX 200 company.
Discuss Safety Leadership and
how to engage and influence the
culture using safety as a lever.
2
3. Summary of topics
Safety Leadership – what does this mean in business change management context ?
Safety Improvement – How do we take business forward in this area ?
Safety Culture – Identifying, Influencing and changing safety culture ?
Practical mechanisms to change perceptions of risk ?
Turning risks to opportunities by leading safety change ?
People – how do we engage our people to believe in safety ?
3
4. 1. Safety Leadership
Safety leaders are identified as passionate and visible.
“Leadership is the process of influence in which one person can enlist the aid and
support of others in the accomplishment of a common task”.
Managers administer; leaders innovate. Managers do things right; leaders do the right things.
Managers maintain; leaders develop. Managers rely on control; leaders inspire trust.
Managers imitate; leaders originate. Management involves power by position. Leadership
involves power by influence.
Managers ask how and when; leaders ask
what and why
4
5. Safety Leadership
Case Study – Safety Awareness Change Process
(Orica business)
Change process initiated by leader of the site – Site Manager
Resultant culture change took about 12 months – 18 months (realistic)
Site Site Mgr Shift
discussions discussions Supervisor
(year 1)
1024 450 25% residual
Site management were convinced in the program ~ 6 month mark
Systems improved as the discipline in safety heightened
KEY Points for change
Needs key leadership sponsor – e.g. Site Manager to lead role
Needs realistic timelines and clear objectives
Communication of outcomes at local levels and in management
forums
LTI FR LTI FR LTI Free days >500
2.4 <1.0
5
6. Safety Leadership
Learning's on success
Need to understand the current safety climate in the workplace - Engagement
Develop a high level plan as to what it is the workplace desires to achieve in a given
time – Plan
Work on targeting the areas where there are identified deficiencies - Execute
Measurement of progress to plan and celebration of success - Measure
6
7. Safety Leadership
Practical Safety leadership comprises of:
Engagement of the workforce
Discovering and empowering enablers
Safety Leader to be seen as the facilitator
Encourage the celebration of success
7
8. 2. Safety Improvements
What is Safety improvement within a workplace?
Experience has shown that it is not based solely on traditional key performance
indicators (LTIFR, TRCFR etc..) but a combination of heightened sophistication in the
activity that is demonstrated and heightened awareness of risk and management of
the reduction of exposures at the activity level.
How do we measure this?
Usually when things go wrong, we can narrow it to an event. Therefore focus at the
event level is key.
In the following example, the mechanism of risk was devised by the engineering team at the site
along with the operations staff.
8
9. Example of High Pressure activity
Cleaning of a heat exchanger
Once a month activity
High pressure water cleaning activity
Previous manual cleaning using lance
Ejection of plastic particles were hazards
Equipment was not ideal
Solution
Manual hydraulic ram was engineered and
remote operation as seen in the picture
The process was instigated by a series of safety awareness discussions on the activity and
ultimately the operations group gathered support from management and was seen as a
success for both safety and efficiency.
9
10. 3. Safety Culture
What is Safety culture? How do you determine this?
What does the general workforce talk to their friends and family about their business?
What do contractors expect to see when they approach your workplace?
The need to “Walk the Talk”
People within the organisation need to understand that they will be assessed on how they
interact with the safety protocols and subsequent culture of the organisation in every task
they conduct.
Case study: Contract gardeners at a major petrochemical facility. Good safety turned to great
business
10
11. Safety Culture – when things go wrong
Case Study – Influencing by consequence and focus
When things go wrong!
CRISIS MANAGEMENT
Safety Leaders must rely on facts.
Management Systems are key
Crisis Management brings true leaders to the surface.
Prioritising events
Proper management of expectations from a human factors and legal perspective a
must.
11
12. Incident 1 – Typical Autumn Saturday morning
Phone call received at 9:00am regarding an incident at a manufacturing site
Details become more detailed of an injured employee taken to hospital
Employee apparently fell about 2.5 meters from a piece of equipment that was being
worked on during a weekend as it was shutdown
Upon arrival at the site, the gravity of the incident took more shape
A 2.5 tonne bearing housing was found within 0.5m of where the employee grounded
When discussed with the site personnel, it was found that the person was standing on
the bearing housing when it dislodged and he narrowly missed being crushed.
How does this incident then translate to the need for culture change?
Safety Leaders are confronted with a decision on how they would deal with this
very serious event.
12
13. Consequence translated to action
Safety Leader has path of action to take:
1. Fully understand the facts
2. Engage the stakeholders to ensure that all factors
leading up the incident are accurate
3. Root cause analysis
4. Communication within stakeholder groups to agree
that the causal analysis is correct
5. Establish a communication and action plan
Where do safety leaders now need to influence?
1. Identify and establish key accountable parties
2. Take the parties through the investigation
3. Ensure senior management attendance
4. Identify the worst case scenario and work back
i.e. fatality and related repercussions CLARITY of CONSEQUENCE
5. Ensure that all parties are given the consequence will ensure
feedback and “what if” scenario ACTIONS completed to REMEDY
6. Obtain commitment form all to ensure that the
actions will be implemented and that senior mgt
demand that the findings are closed out
13
14. Safety culture – Building from crisis
Safety Leaders influence culture by demanding expectation of system and process
Influencing systems compliance by the use of validation checks and audits
Enabling stakeholders to understand and identify precursors to hazards
Influence “what’s in it for me” approach to safety management
Enlisting enablers to carry the messages and stimulate involvement in process’s such
as investigations and action plans
Decide on the improvement approach that best suits the culture change required
Translate the learnings into process
14
15. Incident 2 – Not so typical winter weekday nightshift
Major petrochemical operation
Shutdown activities into 2nd week spirits
high but physical factors of N/S showing
3am Chocolate run and safety discussions
underway with shift supervisor
A number of safety discussions conducted
When walking down pump alley, the most
horrifying scenario was discovered
Flammable gas – pungent smell and
realisation something seriously wrong
Emergency called, evacuation of activities
and MFB called
Managing Crisis
What happened then was the most Managing people safety
terrifying experience I have ever had Life & Death scenario
Unknown cause
Emergency services
15
16. What Happened
In a nutshell:
Maintenance was being conducted to
Liquefied gas the storage area of the plant
Work on particular vessel that took water
from the storage vessel
High pressure flammable gas pressurised
and infiltrated the steam system (reticulated
to the whole plant) due to faulty one way
valve
This delivered flammable gas to nearly the
whole plant via steam traps
Approximately 4 tonne of gas was lost to
atmosphere (390:1 expansion ratio)
Only the actions taken that night prevented
a major community disaster with potential
for multiple fatalities.
16
17. Systems & Crisis
Evacuation procedures worked well
MFB response – reliance on site leaders
Safety Leadership was seen as the re-
enforcement of real trust to the group
Actions taken were methodical and relied
on systems
MFB command elected to take
instructions from site once they confirmed
that the control strategy was sound
Plant alarms were saturated
Remedial works were carried out with
precision and controlled by expertise
Site engineers were on site within 30
minutes of alarm
Response was systemic clockwork
17
18. Summary
System and process being defined,
validated and practiced is crucial
Safety leaders to ensure that they are
facilitators
Engagement of stakeholders is essential
for holistic change
Emphasis on crisis management and
expertise to be used for varying task
Results
Well understood expectations when
people enter the facility
Desire to comply to rules and procedures
if they are checked
There is a level of respect given to
systems is they are seen to be useful
Senior management involvement is key
to success
18
19. 4. Turning risk into opportunities
Safety Leadership revolves around the
need to manage risks
People regularly are put off if the risk
assessment is too conservative
Safety leaders influence the balance
between value add and diminishing
returns which needs to be very well
gauged. Appropriate experience
should guide this process
The key message for safety leaders is to ensure factual and balanced information is
presented to ensure that there is effective risk mitigation coupled with opportunity to conduct
activities.
19
20. Conclusion
Safety leadership relies on a
passion to influence real change
Enablers within the facilities are
crucial to spread the word
Culture change comes with a shift
in behaviours and a belief in
expectations
Engagement of the workforce takes
time but is predicated on trust
Senior management MUST be
involved and seen as sponsors
It is the Safety leaders responsibility
to seek and influence / coerce
support
Sometimes, scare tactics work but “Safety leadership is more than just management, and
use wisely! refers to not just what, but how a person influences and
motivates others.”
20