Transcript DOP Template 08655 - American Society of Safety Engineers

Building Blocks for Zero Injury
Culture
2013 ASSE Heart
of America Regional
PDC Session
Calvin (Cal) Beyer
April 19, 2013
Ice-Breaker
• How many different industries are represented in this session?
• How many companies have successfully adopted a behavioral based safety
program?
• How many companies have successfully adopted a Zero Injury Culture?
• How many companies have aborted an unsuccessful Zero Injury mission?
Discussion Topics
Barriers to Adopting Zero Injury Culture
Root Causes of “At-Risk” Behaviors
Strategies for Making Safety “Win-Win”
Building Consensus for the Safety ABCs
Safety Culture: The ABC’s
Accountability
Buy-In
Commitment
Responsibility
Awareness
Investment
Reinforcement
Education
Recognition &
Rewards
Compliance
Continual
Learning
Enforcement
Process
Improvement
Overview of Corporate Safety Culture
•
Elements of safety culture
Attitudes
Assumptions
Copyright © 2012 Rockwell Automation, Inc. Used with permission.
Beliefs
Values
Norms
Zero Injury Safety Culture Life Cycle Process
Challenging
Status Quo
Convincing
Stakeholders
Overcoming
Resistance to
Change
Raising Up Leaders
(“Torch Bearers”)
Renewing
Focus
Zero Injury Safety Culture
Development Life Cycle
Source: Building Profits (Jan/Feb 2013;
Construction Financial Management
Association. Used with permission.
Life Cycle Elements
Conceiving Phase
Adopting Phase
Implementing Phase
Multiplying Phase
Sustaining Phase
Exercise #1: Barriers to Overcome
Think about companies that you work for, have worked for or that you
are engaged with as a consultant.
What are common barriers or obstacles that need to be overcome to
successfully institute a Zero Injury Culture?
Obstacles to Overcome
•
•
•
•
•
•
•
•
Creative, innovative problem solving abilities fosters shortcuts
Rationalization of inherent hazards
Changing field jobsite conditions
Resistance to change (status quo)
Production/schedule pressures
Traditional work methods: “Old guard” mentality
Organizational silos
Industry norms
Employ change management techniques to institute cultural change
Exercise #2: “At-Risk” Root Causes
1. What are the root causes of “at-risk” attitudes, behaviors and
conditions that lead to preventable injuries in the workplace or unor under-protected hazardous exposures in the workplace?
2. How are these “at-risk” attitudes, behaviors and conditions
identified?
Exercise #3: Making Safety “Win-Win”
Employee involvement and engagement is a necessary element for
instituting a successful Zero Injury Culture.
What strategies have proven effective at creating a win-win
partnership for safety in your company or in companies that you are
aware of?
Accountability Defined
• Being answerable for your actions
• “Walking the talk”: backing-up your words with actions
• Understanding and accepting the consequences resulting
from either:
– Fulfilling/executing your commitments
– Failing to do so and not meeting expected standards
Responsibility vs. Accountability
• Responsibility is an obligation to perform assigned duties
• Accountability:
– Fulfilling the obligation to perform the assigned duties
– Performing to a defined standard
– Accepting the associated positive and negative
consequences of these actions or inactions
Pitfalls of an Accountability Program
•
•
•
•
•
Not a panacea or cure-all
Not one size fits all
No quick fixes
Possible Pandora’s Box of unexpected reactions
Can lead to frustration due to constant sense of pressure to
live up to ever-raising bar of expectations
• Inconsistent application leads to resentment and lack of buyin
• Can contribute to fear of reporting problems (underreporting
of accidents)
Gateway to Accountability
• Accountability is the cornerstone of an effective safety
culture
• Responsibilities and accountabilities must be assigned,
understood and measured
• Requires adequate
–
–
–
–
–
Job-related knowledge, skills & abilities
Resources
Orientation & training (assimilation = enculturation)
Supervisory oversight & enforcement
Consequences (recognition/rewards & corrective actions)
Elements of Accountability
•
•
•
•
•
•
•
•
Vision and goals
Management commitment
Active participation by supervisors
Employee involvement & “buy-in”
Communication
Performance monitoring and evaluations
New employee assimilation
Loss cost chargeback
Building an Accountability Culture
•
•
•
•
•
Establish clear, measurable goals
Communicate expectations
Assign responsibilities
Establish milestones
Measure performance (metrics)
– “Upstream” or activities
– “Downstream” or results
• Act on results (consequences)
– Recognize/rewards
– corrective actions
Why Accountability Breaks-Down
• Unclear, unrealistic or too broad objectives
• Only negative consequences (punishment)
• Complex, multi-taking responsibilities leads to some
accountabilities not being assigned, performed or measured
• Responsibilities assigned, but needed authority or resources
not provided
• Failure to provide adequate training
• Not linked to individual performance management and
compensation
Safety Accountability Objectives: Examples
• Poor: Improve safety
culture in your operation
next year.
• Needs improvement:
Improve safety performance
in your department next
month.
• Better: Reduce OSHA
recordables by 20% next
quarter.
• Best (because more directly
in supervisors’ control):
Conduct daily “walkthroughs” at 3 projects for 2
weeks to identify and
correct all unsafe behaviors
observed. Document your
findings & provide
recommendations for
improvement.
Supervisory Safety Performance Matrix
Supervisory Performance Matrix Criteria
1.
2.
3.
4.
5.
6.
7.
Safety Influence & Leadership (30 pts)
Pre-Planning & Task Analysis (15)
Job-Specific orientation & Training (15)
Jobsite Controls (15)
Accident Reporting, Investigation & Claim Management (15)
Subcontractor Management (15)
Accident and Loss Prevention Statistics (up to 20)
Contact Information
Cal Beyer
Murray Securus
39 N. Duke Street
Lancaster, PA 17608
Phone: 717.397.9600
www.murrayins.com
[email protected]
@Riskleadership & @ContractorRisk
www.linkedin.com/in/calvinbeyer/