Colin Baldwin, Training Manager, Sustainability East Asia LLC

1. Organisational Safety
Colin Baldwin
Training Manager
Sustainability East Asia LLC
Driving Performance Through
Training, Leadership and
Communications

2. Who Are We
• A team of management
consultants specialising in
consulting, auditing, contracting
& training for environmental,
safety and security
management
• Working in Mongolia since
2002, with a permanent office
in Ulaanbaatar since 2008

3. Today’s presentation
• Organisational safety maturity
• Incident causes
• Link between incident causes and
organisational safety maturity
• How leadership, communications and training
influence safety maturity

4. Safety Maturity Model
Kiel Centre 1999
5 Stage Model

5. Safety Maturity Model
Safety not seen as a key business risk
Safety team has primary responsibility
Incidents are seen as unavoidable
What is not seen didn’t happen
Safety is someone else’s responsibility

6. Safety Maturity Model
Safety seen as a business risk
Safety defined by adherence to rules and
procedures
Performance measured solely using lag indicators
Senior managers are reactive

7. Safety Maturity Model
Incident rates reduce but performance plateaus
Frontline staff seen as key and integrated into
management considerations
Management recognises that a wide range of
factors cause accidents
Staff accept personal responsibility for safety

8. Safety Maturity Model
Health & Safety is important both morally and
economically
Effort placed into both preventative and
proactive strategies
Active monitoring of safety performance
Engagement with all levels of staff

9. Safety Maturity Model
Prevention is a core value
Safety is now take home and not only a work
requirement
All staff believe safety is part of their job
A range of indicators are used to measure
performance
Change is collaborative

10. Safety Maturity Model
Where do you fit?
Organisationally
Culturally
Individually

11. Incident Causation

12. Incident Causation vs Organisational Maturity
• Incident Causation
– Poor communication between management
levels
– Lack of leadership focus and goals
– Training is non existent or poorly targeted
– Segmented organisation and poor team
cohesion
– Supervision is not effective
– Processes and work procedures are minimal and
poorly understood

13. Incident Causation vs Organisational Maturity
• Organisational Maturity
– Safety Leadership is effective with strong goal
setting
– Training and Education lead to safety competence
instead of safety awareness
– Communications enable holistic organisational
change and understanding
– Strong safety processes and checkpoints
– Supervision and quality checks a daily routine
• These reduce the latent errors that can lead to
an accident

14. Leadership
• Visible
– Out with the workers
– Driving change and performance
• Professional
– Knowledge
– Appearance
• Approachable
– 360 degree communications
– Point of contact and resolution

15. Commuinications
• Regular
– People enjoy routine
– Sets expectations
• Proactive
– Information before the event
– Outline the plan
• Responsive
– Address the issues
– Provide a response
• What’s in it for me?
– How are the staff part of the plan

16. Training
• Targeted
– Meet business requirements
– Useable training outcomes
• Skills and Knowledge
– Not just an information session
– Demonstrate competence
• Responsive to Change
– Train before change
– Organisational enabler

17. Conclusion
• Leadership
• Communications
• Training

18. Questions