Post on 28-Dec-2015
transcript
Building Blocks for Zero Injury Culture2013 ASSE Heart of America Regional
PDC Session
Calvin (Cal) BeyerApril 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?
Building Consensus for the Safety ABCs
Strategies for Making Safety “Win-Win”
Root Causes of “At-Risk” Behaviors
Barriers to Adopting Zero Injury Culture
Discussion Topics
Accountability
Responsibility
Reinforcement
Recognition & Rewards
Buy-In
Awareness
Education
Compliance
Enforcement
Commitment
Investment
Continual Learning
Process Improvement
Safety Culture: The ABC’s
Overview of Corporate Safety Culture
• Elements of safety culture
Copyright © 2012 Rockwell Automation, Inc. Used with permission.
Beliefs Values
Assumptions Norms
Attitudes
Challenging Status Quo
Overcoming Resistance to Change
Renewing Focus
Convincing Stakeholders
Raising Up Leaders (“Torch Bearers”)
Zero Injury Safety Culture Life Cycle Process
Zero Injury Safety Culture Development Life Cycle
Source: Building Profits (Jan/Feb 2013; Construction Financial Management Association. Used with permission.
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 un-
or 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 buy-
in• 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 “walk-throughs” at 3 projects for 2 weeks to identify and correct all unsafe behaviors observed. Document your findings & provide recommendations for improvement.
Supervisory Performance Matrix Criteria
1. Safety Influence & Leadership (30 pts)2. Pre-Planning & Task Analysis (15)3. Job-Specific orientation & Training (15)4. Jobsite Controls (15) 5. Accident Reporting, Investigation & Claim Management (15)6. Subcontractor Management (15)7. Accident and Loss Prevention Statistics (up to 20)
Cal BeyerMurray Securus
39 N. Duke StreetLancaster, PA 17608
Phone: 717.397.9600www.murrayins.com
cbeyer@murrayins.com
www.linkedin.com/in/calvinbeyer/
@Riskleadership & @ContractorRisk
Contact Information