ZERO INCIDENTS ACHIEVING A NEW SAFETY CULTURE

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ZERO INCIDENTSACHIEVING A NEW SAFETY CULTURE
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SAFETY TOPIC
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ZERO INCIDENT AND CULTURE CHANGE
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ZERO INCIDENTS

• What is all the talk about ZERO Incidents?
• Is there any truth to the concept?
• Can it be achieved?
• What is a safety culture?
• Why is it important?

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ZERO INCIDENTS DEFINED

• Loss producing events that results
• In an injury.
• Property damage/loss.
• Lost workday.
• Restricted workday.

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OBJECTIVE FOR ZERO

• Provide management with resources, funding, and
  training.
• Identify and implement policies and procedures.
• Eliminate incidents by providing guidelines and
  techniques for observing and correcting unsafe
  acts and conditions.

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OVERVIEW

• A mind set
• An attitude.
• Safety controls must be designed into every
  aspect of an organization.
• Must be a company vision - a value.

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OVERVIEW (continued)

• Safety goals must be.
• Communicated.
• Realistic.
• Reflect the safety culture of the organization.

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OVERVIEW (continued)

• Safety must be a 1 priority.
• Integral part of business.
• Safety is everyones responsibility.

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SAFETY CULTURE
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SAFETY REQUIRES STRONG COMMITMENT FROM THE TOP
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YOU WILL ACHIEVE THE LEVEL OF SAFETYTHAT YOU
DEMONSTRATE YOU WANT TO ACHIEVE
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CULTURE-BASED APPROACH

• A world class safety program.
• A management system.
• A set of assumptions, benefits, and beliefs about
  reality.
• The way we make decisions, feel, think, and act.
• An attitude developed over time
• Based upon learning
• Personal experiences
• Beliefs
• Upbringing

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WHAT IS CULTURE CHANGE?

• Culture change is evolution and revolution.
• Changing a basic perception of reality.

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WHAT DOES THIS MEAN FOR SAFETY?

• Paradigm Shift.
• Old Way.
• Improving Safety Performance by Focusing on
  operator error.

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WHAT DOES THIS MEAN FOR SAFETY? (continued)

• New Way.
• Improving Safety Performance by Focusing on the
  cultural and management system that influence
  safety behavior.
• Using the position of leadership to empower
  employees at all levels to take responsibility
  for safety.

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BASIC SAFETY PHILOSOPHY

• Every incident can be avoided.
• No job is worth getting hurt for.
• Every job will be done safely.
• Incidents can be managed.
• Most importantly safety is everyones
  responsibility.

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PHILOSOPHY (continued)

• Safety/Best Management Practices.
• Line management function.
• Safety standards.
• Define various safe procedures and management
  practices.
• Training.
• Everyone understands and meets requirements.

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PHILOSOPHY (continued)

• Audits - Conformance Appraisals.
• Evaluates implementation of the programs.
• Investigations.
• Used detect to problems in the implementation of
  responsibilities, standards, training, and
  auditing.
• Involvement.
• Builds ownership.

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BENEFITS

• Safety standards are communicated to all
  employees.
• Responsibilities for implementing standards are
  understood and accepted.
• Records document how standards/BMP are met.
• Internal management control.

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BENEFITS (continued)

• Cost avoidance.
• Improved quality.
• Better productivity.
• Team building.

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BENEFITS (continued)

• Unsafe behavior stands out.
• Unsafe behavior is unacceptable.
• Safe work is influenced through peer pressure.
• Consistent planning and task execution.

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HOW CAN WE CHANGE CULTURE?

• Grassroots up - Empower the Team.
• Top-Down Leadership Actions with Support Systems.

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KEY SAFETY PRINCIPLES

• Working safety is a condition of employment.
• Each employee is expected to give consideration
  to the prevention of injury to self and to
  coworkers.
• Involvement and thinking of all people in the
  safety process is valued and expected.
• Continual improvement is the goal.
• Individual and teams must be recognized for their
  adherence to and advancement of safety.

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CONCERNS

• A quick fix to stop incidents?
• Implementing new goals not projecting zero
  incidents.
• Driving injury reporting underground.

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NORMS

• Part of the safety program.
• The things that we do every day without thinking
  - become the accepted way we do our business.

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CHANGING NORMS (continued)

• Understand why unsafe norms exist.
• Plan system changes to reinforce new norms,
  communicate the way you want the program to work.
• Define the unstated norms (unwritten rules)
  behind those actions.

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ACCOUNTABILITY

• An action taken to develop self-control,
  character, orderliness, and efficiency.
• Exercise strict control to enforce a system of
  rules/procedures.
• Goal is to invoke desired change.
• Intervention.
• Positive Reinforcement.
• Action.

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ACCOUNTABILITY INTERVENTION

• Accomplishes several objectives
• Stops unsafe acts before they lead to an
  incident.
• Replaces unsafe behavior with safe habits.
• Helps employees make better choices about working
  safely.

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ACCOUNTABILITY INTERVENTION (continued)

• Employees
• Acknowledge unsafe behaviors.
• Point out unsafe behaviors.
• Understands the risks.
• Understands benefits of working safely.

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ACCOUNTABILITY INTERVENTION (continued)

• Agrees that unsafe behaviors are not worth the
  consequences.
• Suggest proper safe behaviors.
• Agree to a formal contract for improvement.

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ACCOUNTABILITYPOSITIVE REINFORCEMENT

• Reinforcing safe work habits.
• Employees repeat behaviors that result in
  positive consequences.

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ACCOUNTABILITYPOSITIVE REINFORCEMENT (continued)

• Reward of safe behavior.
• Verbal Acknowledgment.
• Public Praise.
• Material Awards.

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ACCOUNTABILITYACTION

• Keys to success.
• Consistentancy.
• Approach with best interests of employees.
• Remind employees of external effects of incidents.

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HOW CAN WE GET THERE?

• Long term achievement/commitment is a product of
  day to day efforts.

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PREREQUISITES

• Strong commitment from top management.
• Good safety program.
• Established safety culture.
• Safety accountability in place.

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INCIDENT FREE CULTURE

• A shared vision.
• Cultural alignment.
• Common goals.
• Focus on incidents control.
• Upstream systems in place.
• Feedback.

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ACHIEVING A CULTURE
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DEFINING AND COMMUNICATINGTHE NEED FOR CHANGE

• What are the internal and external drivers for
  the change?
• Why must this change take place?
• How will the organization benefit from this
  change?

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WHAT ARE THE KEY DRIVERS?
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CULTURE CHANGE

• Defining and communicating the need for change.
• Employee Participation.
• Envisioning a Desired Result.
• Assessment and Feedback.
• Strategic Planning.

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CULTURE CHANGE (continued)

• Implementation.
• Evaluation, Control, and Measurement.
• Worksite Analysis.
• Training.

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EMPLOYEE PARTICIPATION

• Provides input to management.
• Shared vision.

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ENVISIONING A DESIRED RESULT

• Top Management provides direction, purpose, and
  goals.
• Demonstrated commitment from all levels of
  management.
• Must be capable of inspiring commitment.

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SYSTEMS NEEDED TO SUPPORTNEW CULTURE

• Technology.
• Is safety engineered to the full potential?
• Structure.
• Is the structure of the HS department designed
  to support desired behaviors?
• Are the policies and procedures packaged in a
  manner that supports the new safety culture?

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SYSTEMS NEEDED TO SUPPORTNEW CULTURE (continued)

• Social Processes.
• Develop trust, open communication, and employee
  participation.
• Rewards.
• Are desired behaviors rewarded?
• Do employees understand how to earn the rewards?

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SYSTEMS NEEDED TO SUPPORTNEW CULTURE (continued)

• Measurement System.
• Are you measuring the safety process or just the
  end results?
• Are your measurements tied to the reward system?

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MANAGER IN THE NEW SAFETY CULTURE

• Task Planning.
• Education of direct reports.
• Enforcement.
• Leadership by example.
• A clear communicator.

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EMPLOYEES IN THE NEW CULTURE

• Participate in program.
• Report unsafe conditions/acts.
• Shared vision.

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CONTRACTOR IN A SAFETY CULTURE

• Screened and selected.
• Viewed as partners.
• Performance is measured.
• Established accountabilities.
• Must fit/accept the culture requirements.

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A SAFETY CULTURE WHAT IT ISNT

• Exclusive.
• Created by mandate.
• A regulatory requirement.
• Created in a short time.
• Created with little effort.
• Maintenance free.

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FOUR As FOR SAFETY

• Attitude.
• Awareness.
• Action.
• Accountability.

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SIGNS OF CULTURE CHANGE

• True management commitment.
• Reduced injury rates.
• Changes in employees attitudes to safety.
• Heightened participation by employees.
• Near miss reporting increase.
• More conversations regarding safety.

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COMMON BELIEFS

• Every incident can be avoided.
• Every job will be done safely.
• Incidents can be managed.

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CULTURE CHANGE

• Management must define and communicate the need
  for change.
• Why the change must occur.
• Benefits from the change in safety culture.

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COMMITMENT

• To be successful, safety must be more than a
  program or a book/procedures. It must be a
  company philosophy - an attitude that is
  unquestioned.
• Less McGraw, Fluor Daniel.
• ABC Magazine.

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COMMITMENT (continued)

• The first duty of business is to survive and the
  guiding principle of business economics is not
  the maximization of profit but the avoidance of
  loss.
• Peter Drucker.
• Management Consultant.

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SUMMARY

• Any management system will work if top management
  and employees work together toward a common
  vision of zero incidents.
• In a zero incident safety culture, one focuses on
  real time issues.

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SUMMARY (continued)

• Ultimate satisfaction can be reached when the
  desired goal is the vision of zero incidents that
  one should strive for.
• Zero incidents concept is achievable and can work
  when properly communicated.
• Everyone has their own way of solving problems.

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SUMMARY (continued)

• Create a safety culture that drives each
  employees thoughts and actions in their personal
  and professional lives.
• More than a regulation.

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SUMMARY (continued)

• Creates an environment where employees are
  responsible for their safety and the safety of
  their fellow employees.
• A safety culture is built through the
  establishment of a fundamentally sound safety
  program.

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SUMMARY (continued)

• Employee Owned.
• Management Driven.
• Operationally Consistent.
• Maximize Creativity and Innovation.
• Learn by trial and error.

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SUMMARY (continued)

• Essential Components.
• Management Commitment.
• Policy Statement - Vision.
• Program Goals.
• Employee Recognition.
• Employee Training.
• Hazard Analysis/Correction.

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SUMMARY (continued)

• Key to success of any SAFETY ENDEAVOR.
• P.E.P.

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PRIORITY - ENTHUSIASM - PRIDE