Date post: | 13-Apr-2017 |
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Business |
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Organisational Safety
Colin Baldwin
Training Manager
Sustainability East Asia LLC
Driving Performance Through Training, Leadership and
Communications
Who Are We
• A team of management consultants specialising in consulting, auditing, contracting & training for environmental, safety and security management
• Working in Mongolia since 2002, with a permanent office in Ulaanbaatar since 2008
Today’s presentation
• Organisational safety maturity
• Incident causes
• Link between incident causes and organisational safety maturity
• How leadership, communications and training influence safety maturity
Safety Maturity Model
Kiel Centre 1999
5 Stage Model
Safety Maturity Model
Safety not seen as a key business risk
Safety team has primary responsibility
Incidents are seen as unavoidable
What is not seen didn’t happen
Safety is someone else’s responsibility
Safety Maturity Model
Safety seen as a business risk
Safety defined by adherence to rules and procedures
Performance measured solely using lag indicators
Senior managers are reactive
Safety Maturity Model
Incident rates reduce but performance plateaus
Frontline staff seen as key and integrated into management considerations
Management recognises that a wide range of factors cause accidents
Staff accept personal responsibility for safety
Safety Maturity Model
Health & Safety is important both morally and economically
Effort placed into both preventative and proactive strategies
Active monitoring of safety performance
Engagement with all levels of staff
Safety Maturity Model
Prevention is a core value
Safety is now take home and not only a work requirement
All staff believe safety is part of their job
A range of indicators are used to measure performance
Change is collaborative
Safety Maturity Model
Where do you fit?
Organisationally
Culturally
Individually
Incident Causation vs Organisational Maturity
• Incident Causation
– Poor communication between management levels
– Lack of leadership focus and goals
– Training is non existent or poorly targeted
– Segmented organisation and poor team cohesion
– Supervision is not effective
– Processes and work procedures are minimal and poorly understood
Incident Causation vs Organisational Maturity
• Organisational Maturity– Safety Leadership is effective with strong goal
setting– Training and Education lead to safety competence
instead of safety awareness– Communications enable holistic organisational
change and understanding– Strong safety processes and checkpoints– Supervision and quality checks a daily routine
• These reduce the latent errors that can lead to an accident
Leadership
• Visible
– Out with the workers
– Driving change and performance
• Professional
– Knowledge
– Appearance
• Approachable
– 360 degree communications
– Point of contact and resolution
Commuinications
• Regular– People enjoy routine– Sets expectations
• Proactive– Information before the event– Outline the plan
• Responsive– Address the issues– Provide a response
• What’s in it for me?– How are the staff part of the plan
Training
• Targeted– Meet business requirements
– Useable training outcomes
• Skills and Knowledge– Not just an information session
– Demonstrate competence
• Responsive to Change– Train before change
– Organisational enabler
Conclusion
• Leadership
• Communications
• Training
Questions