Transcript The Safety Professionals Role in Leading Cultural Change

The Safety Professional
&
The Bottom Line
ASSE SF PDC 2010
Steve Bowers, CSP
President
1
Safety Professional Defined
• ASSE defines a Safety Professional as:
“an individual who by nature of academic
preparation, work experience, and
accredited certification or licensing has
mastered and applies a recognized body of
knowledge to prevent injury, illness,
property and environmental damage, while
adhering to the code of professional
conduct.”
2
Safety Professional Requirements
– Education, training and experience in a
common body of knowledge;
– A fundamental knowledge of:
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•
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•
•
•
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•
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Physics
Chemistry
Biology
Physiology
Statistics
Mathematics
Computer science
Engineering mechanics
Industrial processes
Business
Communication
Psychology.
3
Safety Professional Qualifications
• Expertise
– Specialist
– Generalist
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•
•
•
•
•
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Experience
Knowledge
Leader
Educator
Creator/Writer
Coach & Mentor
Change Agent
Improvement Oriented
• Skills
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Technically Proficient
Interpersonal Intelligence
Management
Computer literacy
• Word, Excel, PowerPoint, etc.
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Communicator
Strategist
Statistician
Tactician
Motivator
Visionary
4
Safety Professional Knowledge
 Industrial Hygiene and
Toxicology
 Design of Engineering Hazard
Controls
 Fire Protection
 Ergonomics
 Risk Assessment/Mitigation
 System and Process Safety
 Safety and Health Program
Management
 Accident Investigation and
Cause Analysis
 Product Safety
 Construction Safety
 Education and Training
methods
 Measurement of Safety
Performance
 Human Behavior
 Environmental Safety and
Health
 Insurance
 Current knowledge of EHS
Laws, Regulations and
Standards
 Management and Business
Administration
 Engineering
 Physical, Social Sciences
 and…
5
Safety Professional Role
• Protect PPE:
– People
– Property
– Environment
• Serve the Public, Employees, Employers, Clients and
the Society with Fidelity, Honesty and Impartiality.
• Achieve & Maintain Competency
• Avoid Conflicts of Interest and Compromise of
Professional Conduct.
• Maintain Confidentiality of Privileged Information.
6
What About Our Industry?
• Everyday in construction we are Challenged with:
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Problems, Incidents, Near Misses
Employee Injuries & Illness
New Projects/Staffing Issues
New Regulations/Interpretations
Communication Issues
• Our companies look to us to do all the right things
• We are responsible to do what Safety Professionals do
So… How are WE doing in the Construction Industry?
7
Construction Safety Today
• ~ 1,200 workers die each year in the Construction
Industry, the highest of all industries.
• In contrast we lost 750-800 service men and women
every year in Iraq at the peak!
• The construction industry reported 155,420 disabling
work-related injuries in 2005.
• Of these, 109,400, or 70 percent, fell into five categories:
overexertion, same-level falls, bodily reaction, falls from
heights, and struck by object.
• Falls continue to be the leading cause of death.
• Hispanic workers and Laborers are the most “at risk”.
8
How WE Compare!
9
Death Rates by Industry
Rate per 100,000 full-time workers
Agriculture
30.9
Mining
20.7
Transportation
12.7
Construction
11.1
Public admin
4.5
Wholesale and Retail
3.0
Manufacturing
2.3
Services
2.1
Finance
All industries
1.0
4.2
10
20
07
20
06
20
05
20
04
20
03
20
02
20
01
20
00
19
99
19
98
19
97
19
96
19
95
19
94
19
93
1,300
1,200
1,100
1,000
900
800
700
600
500
400
300
200
100
0
19
92
Number of deaths
Total Annual Deaths
Year
Self-employed
Wage-and-salary
11
Death Rate by Trade
Number of deaths per 100,000 full-time workers
Ironworker
Power installer
Roofer
Truck driver
Laborer
Welder
Helper
Op engineer
Foreman
Electrician
Heat A/C mech
Brickmason
Construction manager
Painter
Plumber
Carpenter
Drywall
All construction
68.9
57.3
29.6
26.5
25.5
21.0
20.1
16.3
11.1
11.0
9.1
8.8
8.7
8.5
7.6
7.2
5.6
11.6
12
Total Deaths by Trade
2003-2005
Number of deaths
Laborer
Carpenter
Foreman
Construction manager
Electrician
Roofer
Truck driver
Op engineer
Painter
Plumber
Ironworker
Heat A/C mech
Helper
Welder
Power installer
Brickmason
Drywall
884
316
297
220
202
198
159
152
143
108
98
70
65
65
54
53
36
13
Leading Causes of Deaths
450
400
Number of deaths
350
300
250
200
150
100
50
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Year
Fall to lower level
Contact with electric current
Highway accident
Struck by object
14
DAWC Rate Trend
Rate per 10,000 full-time workers
600
500
400
300
200
100
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Year
Construction
Agriculture
Mining
Manufacturing
15
Recordable Injury Trend
10.00
8.00
6.00
US Construction Industry
(OSHA), 5.4
4.00
2.00
0.00
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
16
Challenges or Excuses?
• Many reasons are given for the poor safety
performance in today’s Construction Industry:
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Lack of substantial safety training of workforce
Old School methods & mentalities
Shortage of skilled & experienced workers
Acknowledgement of OSHA as a maximum, not minimum compliance
Meeting Customer & Industry Demands
Failure of management to accept responsibility for current safety
performance
Workforce failing to take responsibility for their own safety
Owners not understanding their responsibility to a safe project.
Not enough training!
???
17
Acceptable Performance?
• What is “acceptable” performance?
– Average construction RIR is 4.7 (2008)
• Do you think that the actual number of injuries
reported is higher or lower? Why?
• How many use safety incentive programs to
reduce injuries?
• How do you calculate your injury/incident rates?
– Include management & administrative hours?
18
Performance Discussion
• Why have injury rates dropped while death
rates remain steady?
– Is construction just Inherently Dangerous?
– Can we eliminate ALL of the risk?
– Are we doing everything possible?
– Are employee acts and behaviors the real problem?
Could WE be part of the problem?
19
Our Current State
• Over 50% of the “safety people” I have worked with
are not Safety Professionals!
• Too many “Safety Professionals” are ineffective
• Need for more “expertise” in Construction
• Many lack knowledge/understanding of regulations
& best known methods:
– silo effect
– failure to benchmark
• Many companies don't see safety as an expertise
• WE are not aligned on critical safety management
practices
20
What is our Greatest Value?
LEADERSHIP
OUR ABILITY TO AFFECT CHANGE!
21
Safety Leadership Qualities
• Safety Leaders are responsible for:
– Establishing Corporate Goals/Vision
– Creating Safety Leaders/Role Models
– Implementing World Class Safety Programs
– Developing Safety Expertise of Staff & Management
– Evaluating Cultures, Behaviors & Trends
– Enabling Change at ALL levels
– Role Modeling Trust & Respect
– Taking Ownership for Cultural Change!
22
SAFETY’S ROLE IN THE VISION
• Successful Safety Leaders possess:
– Excellent Leadership Skills
– Excellent Management Skills
– Ability to Coach & Mentor Project Executives
– Even Keel and Cool Demeanor
– Trust & Respect of Workforce
– Vision, Passion and Tenacity
THE ABILITY TO AFFECT CHANGE!
23
Vision & Change
• Vision is the ability to look ahead and
define what you want the future to look
like.
• Vision is about establishing Change
• A defined & shared Vision empowers
both Leaders & Followers to embrace
Change
• We can Change our industry thru a
Collective Vision!
24
Changing a Safety Culture
• Culture Change is dependent on 5 Critical
Elements:
– Co-Created & Shared Vision of the Change
– Demonstrated Executive Leadership
– 100% Commitment from all levels
– Effective Communication
– Accountability to Embrace the Change!
25
Our Role in Leading Change
• Which role will you assume in embracing Cultural
Change?
–Domain Defender?
–Reluctant Reactor?
–Anxious Analyzer?
–Or… Enthusiastic Prospector?
Which of these describe a LEADER?
26
Managements Role
• Executive Leadership is vital to creating Change
– Nearly impossible to sustain without it. (flavor of the month)
• Executive Management MUST be responsible for:
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Sharing the Vision
Establishing Success Criteria/Performance Goals
Communicating Expectations
Role Modeling Expected Behaviors
Holding Management Accountable
Rewarding & Recognizing Acceptable Performance
Leading the Organization to Success!
27
Management & Safety Culture
• Once leadership establishes its commitment
to safety, Cultural Boundaries are formed.
• Your Leaders Actions demonstrate their
commitment:
– What management pays attention to:
• SAFETY vs. SCHEDULE vs. CO$T
• Decisions that are made & why
– What management ignores:
• Employee concerns, feedback, suggestions
• Production or Schedule overriding safety issues
– What management measures and how they respond:
• What does management really care about?
28
Culture, Behavior & Leadership
• Culture is to a group as personality is to an
individual.
• Cultural behaviors are learned… from the beliefs,
values and shared assumptions of both the
workforce and management.
• Cultures, like humans, strive for stability,
consistency and meaning.
• Mutual Trust & Respect between leadership and
workforce is the foundation for a thriving,
participative and engaged culture.
GSMC/CCWD
29
Management Engagement
• Key Management Leadership Qualities
– Personal Commitment to Safety
– Positive Role Model of Safe Behaviors
– Open 2-way Communication at all levels
– Demonstrated Engagement in all aspects of the Safety
Program
– Understanding of “Behavior Based Safety”
– Management Accountability
– Active Participation in the Recognition Program
30
Employee Engagement
• Key employee needs:
– Appreciated
– Respected
– Feel that management “cares” about their safety
• Employee perceptions represent the true safety culture
• The employees at greatest risk of injury must be:
– Engaged
– Enabled
– Empowered
Before Cultural Change will be realized!
31
The 3 E’s in Employee
• Engaged in the development, implementation and
continuous improvements of the safety program
• Enabled to participate in safety committees, task
forces, provide direct feedback, recognize other
employees, provide feedback on supervisors
• Empowered to coach peers, subordinates and
supervisors, to stop unsafe acts and correct unsafe
conditions.
High levels of Trust and Respect must exist
between management and employees
before sustainable change can occur!
32
Effective Safety Training
• Most training programs are dry, boring and
ineffective in educating the workforce
• Effective Training must be designed to address the
needs of the employees, not to satisfy regulatory
requirements
• Training should include feedback from trainees to
enable continuous improvements
33
Elements of Effective Training
• Key Elements of an Effective Safety Training
Program include:
– Trainers have the Greatest Impact on Effectiveness!
– Delivery is EVERYTHING! - the average attention span
is 12 minutes
– Interaction - employees must be engaged to learn
– Clear, Concise & To The Point - remove non value
added material
– Test for Competence – ensure that knowledge has
been transferred
34
Best Known Methods
• World Class Results depend on utilizing
Best Known Methods
• Improve your methods by Benchmarking:
– World Class Organization
– Competitors
– Trade Organizations
– Consultants
35
Executive Safety Structure
• Ideal Safety Structure:
– VP level or higher with Safety Responsibilities
– Safety department Head is a VP or reports directly to
President… but NEVER to operations
• Safety is embedded as a Core Value
• Safety staff are highly respected and recognized as an
integral component of the corporation
• Safety is acknowledged as a
Strategic Business Partner
36
Setting Goals
Effective Goals & Indicators
• Setting safety goals other than zero sends the
wrong message to your employees
• Reactive or lagging indicators measure what
happened to Prevent Recurrence
• Proactive or leading indicators measure
Culture, Leadership, Behaviors & Conditions to
Prevent Occurrence
38
Proactive Indicators
• Behaviors
– Behavioral Observation Process
• Conditions
– Collecting data from field walks and employee feedback
• Training
– Competency, Compliance and Retention testing of
employees
• Work Planning
– Use of JHA’s, Pre Task Planning, permits
• Management Leadership & Commitment
– Measure time in field, Classroom Instruction, Leadership
efforts, % complete of assigned safety tasks
• Project’s Cultural Maturity
– Project team performance assessments,
contractor
rd
feedback, Safety Self Assessments, 3 party audits
39
Recognition not Incentives
• Incentives create undesired results:
– Non reporting of incidents
– Hiding of injuries
– Creates feelings of entitlement
• Positive Recognition Benefits:
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Rewards Observed/Desired Behaviors and Performance
Effective as Spontaneous and Milestone Recognition
Encourages Employees to Maintain Recognized Behaviors
Employees Feel Appreciated
Engages Management and Field Personnel
Helps Sustain Functioning Culture
40
Continuous Improvement Processes
Keys to Sustaining a World Class Safety Culture
• All Injuries & Incidents must be analyzed to
determine Root Cause & Preventative Measures
• Review (include employees) all Programs, Policies
& Procedures annually to ensure material is up to
date and useful to end users
• Self-performed or 3rd party assessments should
be conducted to ensure the overall safety culture
is healthy and program is meeting the needs of
the organization
41
World Class Safety Programs
• Most organizations have safety programs that are
designed to meet regulatory requirements…
NOT EMPLOYEE NEEDS!
• Safety Programs should:
– Go above and beyond OSHA requirements
– Engage employees in their development
– Be living documents that change as conditions and
needs change
– Protect your most valuable asset, your employees!
42
Value to the Bottom line
• World Class Safety Cultures instill loyalty and caring
among employees.
• Managements role is to Empower, Engage &
Energize Employees through committed leadership!
• Committed employees work harder, longer, more
efficiently and have better attitudes about their job!
• Employees that BELIEVE their company cares about
them, care about their company and the quality of
the work they perform!
Benefits of World Class Safety
• Many studies* show a direct link between World
Class Safety & Organizational Excellence in:
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Quality
Reliability
Competitiveness
Employee Morale
Profitability
• But How & Why?
*Improving Safety Culture, Dominic Cooper.
Safety Culture & Teamwork
• Survey of over 600 companies found that the quality of the
safety culture was directly related to:
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Advanced Work Methods (Competitive Advantage)
Reduced Absenteeism (Improved Productivity).
Improved Organizational Performance (Quality, Reliability & Teamwork)
Employee Commitment & Trust of Management
• World Class Safety:
– Enables high performing teams that will improve profitability.
– Motivates employees to work harder, longer and with less errors.
– Makes employees feel like their company cares about them.
World Class Programs
• World Class Safety Programs demand excellent
processes, procedures and policies to exist.
• Surveys of companies with World Class Safety Cultures
show:
– Safety process expectations are mirrored across all other
functional areas.
– Reliability improvements as high as a factor of 10 due to:
• Fewer human errors
• Continuous Improvement Processes
• Feedback Mechanisms
– Improvements in employee attitudes towards safety
transferred over to all other functional areas.
Proof is in the Numbers
• A World Class Safety Culture:
– Can cost up to 2.5% of total labor costs…
– Can save an average of 6.5% in overall costs, netting a 4%
savings.
• Savings result from reduced:
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Injuries & Incidents
Employee errors & production losses
Insurance rates
Absenteeism
Medical expenses
Morale & Motivation performance issues
47
In Review
• Obtaining the FULL value from a World Class Safety
Culture depends on:
– Knowledgeable, Engaged, Committed & Respected Safety
Leadership
– Executive Leadership & Commitment
– World Class Processes & Best Known Methods
– Employee Engagement, Trust & Respect
– Recognition of Desired Behaviors
– Leading & Lagging Indicators
– Effective Goals
– Effective Training & Communication
48
How Do We Add to the Bottom Line?
By Being the Best
Safety Professional
Possible!
49
So What Will Matter
From
“A Life That Matters”
Ready or not, some day it will all come to an end.
There will be no more sunrises, no minutes, hours or days.
All the things you collected, whether treasured or forgotten,
will pass to someone else.
Your wealth, fame and temporal power will shrivel to irrelevance
Your grudges, resentments, frustrations and jealousies will finally
disappear.
So, too, your hopes, ambitions, plans and to-do lists will expire.
The wins and losses that once seemed so important will fade away.
It won’t matter where you came from, or on what side of the
tracks you lived at the end.
It won’t matter whether you were beautiful or brilliant.
Even your gender and skin color will be irrelevant.
So, what will matter? How will the value of your days be measured?
What will matter is not what you bought, but what you built.
What will matter is not what you got, but what you gave.
What will matter is not your success, but your significance.
What will matter is not what you learned, but what you
taught.
What will matter is every act of integrity, compassion,
courage or sacrifice that enriched, empowered or
encouraged others to emulate your example.
What will matter is not your competence, but your character.
What will matter is not how many people you knew, but
how many will feel a lasting loss when you’re gone.
What will matter is not your memories, but the
memories that live in those who loved you.
What will matter is how long you will be remembered,
by whom and for what.
Living a life that matters doesn’t happen by accident.
It’s not a matter of circumstance… but of choice.
Choose to live a
that matters!