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WSH CultureGoh Chye Guan
SME Academy
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Scope
1. Introduction1. Introduction
2. What is Culture?
3. How is Culture Measured?
4. Nurturing Safety Culture4. Nurturing Safety Culture
5. Summary
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Introduction
The Four Strategic Outcomes:
• Reduction in WSH incident rates
• WSH as an integral part of business
• Singapore as a renowned Centre of Excellence for WSH
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of Excellence for WSH
• A Progressive and Pervasive WSH Culture.
2. What is Culture?
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The Elephant Metaphor
瞎瞎瞎瞎瞎瞎瞎瞎
子子子子
摸摸摸摸
象象象象象象象象
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DependentStage
InterdependentStage
IndependentStage
CorpSAFE
Large Organisation
MentorSAFEEnforcement
bizSAFE
CorpSAFE
SMEs
Micro Organisation
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“Culture is a set of shared attitudes,
Wikipedia:
“Culture is a set of shared attitudes,
values, goals, and practices that
characterizes an institution,
organization or group."
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5. GENERATIVE 5. EXEMPLARY
Five Stage of WSH Culture
3. CALCULATIVE
4. PROACTIVE
3. PROACTIVE
4. PROGRESSIVE
1. PATHOLOGYICAL
2. REACTIVE
1. REACTIVE
2. PARTICIPATIVE
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4. PROGRESSIVE
Stakeholder
motivated to progress
and pervade WSH
5. EXEMPLARYInternalisation of
WSH as a non-
negotiable value
2. PARTICIPATIVEStakeholder
participate and
3. PROACTIVEPre-emptive
address of WSH
issues
4. PROGRESSIVE and pervade WSH
Culture
1. REACTIVETop down
management of
WSH
2. PARTICIPATIVE participate and
engage in WSH
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3. How is Culture Measured?
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CultureSAFE Approach
Competent & Learning Leadership &
Commitment
Governance
Learning Organisation
Ownership & Teamwork
Commitment
Work Management
Systems
Communication & Reporting
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Perception- Output Report
Workers = 112
Supervisors = 118
Managers = 135
Assessing Culture
based Survey
Evidence-based AssessmentAssessment
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Perception-based Survey
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Evidence-based Assessment
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Diagnose
Typical Implementation Cycle
ReportRevise &Evaluate
ActionPlanning
Implement
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4. Nurturing Safety Culture
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“Culture is a set of shared attitudes,
Wikipedia:
“Culture is a set of shared attitudes,
values, goals, and practices that
characterizes an institution,
organization or group."
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1. Catastrophes (Chernobyl 1986)
2. Regulations
Believing in Safety
2. Regulations
3. Liability and Lawsuits
4. Enlightened Employees
5. Fast Changing Technology
6. New Media and Public Pressure6. New Media and Public Pressure
7. Competition
8. Corporate Social Responsibility
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The New Paper, 21 Mar 2013
• 21 months old
• Rescued once in Apr 2012
• Death due to fall in Jun 2012
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Pfizer Asia Pacific20
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As industry leaders we have the
intellect and controls within our
power to ensure every worker
Collective Leadership
power to ensure every worker
returns safely to his or her family
after a day at work – “it is our
moral obligation…. nothing less”
An International Construction Company22
Collective Belief will achieve zero
accidents one day ……how long
Collective Belief
accidents one day ……how long
is up to you and me
An International Construction Company23
Accentuate this … Minimise this …
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Active
Participation
by All
� I am an active member of
the WSH team
by All � I choose and want to be involved
� I influence those around
me to be involved
� The company empower � The company empower me to work safely
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Bad
Planning• No preparation
• Lack of thought and • Lack of thought and foresight
• Whoever gets it will have to find a way
• No housekeeping
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Frequent
Communication
� We talk about safety
openlyCommunication
� I talk about safety to anyone
� Anywhere and at
anytime
� Allocate time for � Allocate time for discussion
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Failing to
learn from
previous
� It happened to you because of your luck
It won’t happen to meprevious
incidents� It won’t happen to me
� I understand, but why should I change?
� Not listening to other people’s experiences
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5. Summary
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The next big step is your PEOPLES
afe
ty P
erf
orm
an
ce
SystemsSafety Management and Procedures
PeoplePeople and behaviours
Sa
fety
Pe
rfo
rma
nce
Time
HardwarePPE, Barriers, Lockout Tagout
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Leadership Sets the Vision
� by 2015 we will be “Exemplary”
� Our objective is to be free from accident or incident� Our objective is to be free from accident or incident
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