Transcript Improving HSE Cultures - Institution of Occupational

Improving Safety Cultures
(A personal perspective)
Paul Eyre CMIOSH
35+ Years working in a Petrochemical Environment
Branch Chair: Manchester and Northwest Districts (IOSH)
Networks Committee Member (IOSH)
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Agenda
The purpose of the presentation is to explore and determine your
individual perception and understanding with respect to the Safety
Culture within your working environment.
This will be achieved by providing information, examples
and interactive discussions. We will cover the following steps,
Step 1. What are the Barriers which may undermine the Safety Culture?
Step 2. Where do you believe you are in the Safety Culture Journey?
Step 3. What are the opportunities for improving the Safety Culture?
Step 4. How can we Sustain the Safety Culture going forwards?
Questionnaire: Please provide feedback as appropriate. Thanks
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Step 1. What are the Barriers which may
undermine the Safety Culture
• Poor and/or ineffective leadership
• Management visibility in the Organisation is either low or non
existent.
• Organisational structures are unclear.
• Ineffective systems and procedures.
• Custom and practice routines considered the norm.
• Communication and feedback mechanisms do not work or
non existent
• No engagement with employees and/or contractors
• A state of un-happiness (low moral) exists in the workplace
Do you recognise any of these in your workplaces?
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Step 2 -Where do you believe you are in the
Safety Culture Journey?
• HSE Climate / Culture Surveys
• Behavioural Based Surveys
• In House Arrangements
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Safety Culture Model
How does safety culture fit in with
reducing accident rates?
Process/Plant Equip
Where do your Values, Beliefs,
Attitudes and Behaviours fit?
Systems/Procedures
HASAWA – Section 7
Safety is the
Responsibility of
Management!
I can prevent
my own injury!
I can prevent my colleague
from being injured!
Little employee
involvement
Increased employee
involvement
100% employee
involvement
Dependent
Independent
Inter-dependent
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Step 3 -What are the opportunities for improving
the HSE Culture?
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Leadership
Systems and Procedures
Engagement of all stakeholders
Empowerment of Individuals
Communication (Two way feedback)
Competence and Training
Behavioural Based Safety
Human Factors
Contractor Management
Just Culture
Learning Culture – incident reporting, workplace observations
investigation, inspections, audits
Remember that Safety Cultures do not happen overnight. Be
vigilant, and monitor very carefully. Even small changes within
the organisation can have far reaching consequences!!
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LEADERSHIP
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Leadership Quotes
• "Leadership is practiced not so much in words as in attitude
and in actions.”
• "Leadership is a process that involves: setting a purpose and
direction which inspires people to combine and work towards
willingly.”
• "Leadership is the art of getting someone else to do
something you want done because he/she wants to do it."
— Dwight D. Eisenhower
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Leadership Definitions
• Leadership examples are:
– Responsibility
– Visibility
– Accountability
– Commitment
– Believing
– Taking Action
– Motivation
– Selecting the Right People
– Perseverance
– Vision
– Credibility
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Who are Leaders?
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Clearly, Leadership from the top is not only important but also sets the
agenda for how the Safety Culture will develop now and into the future.
It is also important to have strong, effective and underpinning
Leadership platforms at all levels throughout the Organisation to ensure
a solid support structure is in place.
So the question was “who is a leader?” In my view everyone is a leader.
Leadership, accountability and ownership. It’s about
finding the way to make the right thing happen.
A typical example is a CDM project. The success of the project very
much depends on the people involved at every level, from decision
makers, to those that carry out the work.
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MANAGEMENT
SYSTEMS
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Operational Management System
PLAN
UPDATE
SYSTEMS
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Operational Standards
EXECUTE
DO
Engineering Design Standards
Process Technology
Process Safety Information
Competency and Expectations
ACT
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Recognition
Action Item Resolution
Technical Directives
Technical Advisories
CHECK
Lessons Learned Library
Standard Revisions
ANALYZE
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Incident Investigations
Audits
Self Assessments
Internal & External Reviews
Benchmarking
MEASURE
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Risk Assessment & Management
Hazard Identification
Facility Siting
Operating Procedures
Alarm Management
Operations Communications
Life Critical Standards
Management of Change / PSSR
New Manager PS Review
Training & Coaching
Asset Integrity Standard
Stationary Equipment
Rotating Equipment
A I & E Equipment
Emergency Response & Management
Metrics & KPI’s
Management System Reviews
HSG65 Successful health and safety management is changing to reflect the model
Plan, Do, Check, Act approach from POPMAR (Policy, Organisation, Planning,
Measuring, Audit). Improved integration process, rather than standalone model
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All for one – The
MeerKat way
Together, We can get home Safe
& Healthy Everyday
Main Menu
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BEHAVIOURAL
BASED SAFETY
PROCESS
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Behavioural Based Safety Process
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Inventory of Critical Behaviours.
PPE / Equipment / Vehicles / Housekeeping.
Criteria to support the Critical Behaviours.
Observer training / role play.
Observation Process – Safe and At Risk Behaviours
Two Way Discussions – Critical element of the Process
Data Collection / Trends
Action Planning (Reduction of At Risk Behaviours)
How might this work in the Public Sector /Health Care/Industrial
based working environment?
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ABC Human Performance Model
(Triggers / Behaviours / Consequences)
Anything that results
from a behaviour
Can be positive or
negative consequence
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Effective Consequences
Type
– Positive / Negative
Timing
– Immediate / Future
Consistency
– Certain / Uncertain
PIC (Positive, Immediate, Certain) – Most effective
NIC (Negative, Immediate, Certain) – Second most effective
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HUMAN FACTORS
You cannot change the human condition, but
you can change the conditions under which
people work.
(James Reason)
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Human Factors
HSG48 – Reducing error and influencing behaviours
• Everyone can make errors no matter how well trained and
motivated they are.
• Sometimes we are ‘set up’ by the system to fail. The challenge
is to develop error tolerant systems and to prevent errors
from occurring.
• Failures arising from people other than those directly involved
in operational or maintenance activities are important.
• Managers’ and designers’ failures may lie hidden until they
are triggered at some time in the future.
Consider the last bullet point in terms of the CDM Co-ordinator
and the designer. (active and latent failures)
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Action not as planned
Slips of Action
Skill –Based Errors
“Action”
Lapses of memory
Inadvertent
Errors
Rule Based
Mistakes
Human failures
Mistakes
“thinking”
Action as planned
Knowledge based
mistakes
Routine
Deliberate
Violations
Situational
Exceptional
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Human Factors
Slips are failures in carrying out the actions of a task.
Lapses cause us to forget to carry out an action, to lose our place in a task or
even to forget what we had intended to do
Mistakes
Rule-based mistakes occur when our behaviour is based on remembered rules
or familiar procedures.
Knowledge-based mistakes including over reliance on personal experience
which might not be the correct course of action
Violations
Routine violation, breaking the rule or procedure has become a normal way of
working within the group
Situational violations breaking the rule is due to pressures from the job
Exceptional violations rarely happen and only then when something has
gone wrong.
Human Factor assessments are very useful for Process Safety Critical Tasks
carried out in a Petrochemical environment. How may they fit within other
types of organisations. Construction, Public Sectors etc?
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Step 4 – How would you Sustain the Safety
Culture going forwards?
Examples for Sustainability
• Effective Leadership throughout the Organisation.
• Effective Engagement with all Stakeholders (employees and contractors)
• Effective Change Management (plant equip/processes/personnel)
• Effective Systems and Workplace Processes.
• Effective ‘Learning Culture’ System
• Effective Inspection and Auditing Programmes (internal and external)
Examples: Checks and Balances
• Leading and Lagging Indicators (what’s important to you?)
- Developing metrics
- Workforce involvement ( everyone has a part to play)
- Effective communications/engagement/empowerment
- Others??
It is important to identify and tailor the elements within your organisation which will
ensure that the Safety Culture is not only maintained, but is sustained now and into the
future.
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Summary
Today we have :• Identified some of the Barriers which may undermine the
Safety Culture.
• Identified (perceived) where we are in the Safety Culture
Journey.
• Identified and discussed opportunities for improvement.
• Identified some factors which may assist us in Sustaining the
Safety Culture.
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