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When No Ones Watching Understanding the concept of Safety CultureGround RulesDont Take Copious NotesAsk Frequent QuestionsFeel Free to Stop By our Booth if you have Questions or want more info We are likely not to be able to get through all of the content!3What Event Lead to the Term Safety Culture4Challenger DisasterBhopal India Union CarbideChernobylTitanic3-Mile IslandWhat does the Term Safety Culture actually mean???5I dont knowWhat my people doThe way my organization actsNothing, its not a valid conceptShared beliefs about safetyWhat is safety culture?A constituent of Workplace CultureThe key component to determining if a workplace safety process is successful or not (Erickson 1994, Petersen 2001, Krause, 2006 etc)An idea that is not difficult to understand, but is difficult to defineA LEADING INDICATOR6What is a Leading Indicator7A process-oriented metric that predicts success or failureA validated measure that has value by not relying on outcomesA metric that can be used to evaluate a process before outcomes occurThe Term Safety CultureUsed over and over and over (53,000,00 Google Hits September 23, 2012)Not well understood by many in the field of safetyHow do you know if you have a safety culture or not?Generally used to describe an overall sense of they way it feels like employees, supervisors, and managers engage in safety 8A Key Component of Workplace Culture?Some authorities completely discount the concept of safety cultureOthers view it as a component of overall workplace cultureMany Safety Professionals view it as a distinct entity in and of itselfSome advocate that it is a leading indicator and others state it is lagging9Our Description of Safety CultureA CRITICAL PART OF THE OVERALL CULTURAL FRAMEWORK OF AN ORGANIZATIONThe way we do things around hereWhat employees do when no one is watchingThe beliefs, actions, behaviors, values, and traditions of safety activities for a company tied together with a historical context10Common Misconceptions of Safety CultureOnly set by the management Safety processes such as employee engagement initiatives or Behavior Based Safety will immediately improve the cultureCulture cant be controlled or changed, it just is11Where does Safety Culture Really Come From?The Larger Organizational CultureThe Founder Effect!Regional and Societal NormsIndustry Specific Values and TraditionsEnvironmental or Objective Driven CultureManagement Influence (management often rose through the ranks and was selected because they conform to the culture)
12How to Change/Improve an Existing Safety Culture13Lets Talk about Employee Motivation What are the two primary motivators for employees to work safely???If you want to get different results change the fundamental motivation.If you want Different Results Do Something DifferentTransition from a culture of blame to one of accomplishmentMove from Fault-Finding to Fact-FindingCreate a fully Engaging Culture15How is Safety Culture Usually Evaluated?Safety SurveysSafety Cultural InterviewsBehavioral and Situational Observation Each of these evaluates a slightly different manifestation of safety culture (perception, beliefs, and actions)16Has your current company Used a perception survey?17
Yes Both Safety and EngagementYes Just EngagementYes Just SafetyNo None at AllAllows for Anonymous Involvement of EmployeesAutomatically Becomes EmpiricalNot Difficult to AdministerTypical Participation can be as High as 90%According to the Petersen Study (2001) is the indicator that is directly linked with outcome performance18Using a Perception SurveyA survey can accomplishQuantified Culture Evaluation Allows an Organization to Determine Gaps in Perception Between Management and EmployeesEstablish A Baseline to Measure the Results of Safety Initiatives AgainstDemonstrates Concern for EmployeesCan Benchmark with Other OrganizationsProvides information on a number of Demographics19What To Look For in ResultsInternal comparisonsExternal comparisonsStrengths or weaknesses in SMSGaps in perceptions based on:Employee TenureEmployee GradeLocations20
21What have we found with regards to Safety Culture from our CARES SurveyCATEGORY 2011 RCI Safety Data BaseAverageControl Questions4.44Safety Training and Safety Fluency4.23Employee Ownership and Engagement in Safety 4.13Safety Communication 4.09Safety Systems/Policies and Procedures4.08Management Ownership and Involvement in Safety4.08Performance Management4.07Reporting and Investigation4.05Safety Department Functionality4.00Risk Identification and Control3.94Supervisor Ownership and Involvement in Safety3.91Workplace Systems3.89Employee Empowerment3.86General Cultural Questions3.83Safety Versus Production 3.73Overall Average 4.01Your Safety Training is Effective. (4.23)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeYour Employees are Engaged in Safety. (4.13)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeManagement Takes Ownership for Safety. (4.08)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeEmployees Receive Sufficient Feedback and Coaching for Their Safety Activities. (4.07)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeSupervisors Take Ownership for Safety and Model Safe Behavior. (3.91)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeYour Company is Ethical and Provides Opportunities for Advancement. (3.83)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeProduction Demands are not Valued more than Safety. (3.73)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeEmployees are Comfortable Reporting Accidents, Injuries, and Near Misses. (3.65)
Strongly DisagreeSomewhat DisagreeNeither Agree or DisagreeSomewhat AgreeStrongly AgreeWhat are we seeing with companies that have taken more than one CARES SurveyWhen conducted in Conjunction with BBS or other Safety Culture Improvement Initiatives 1) The Safety Culture Score Improves from 10% - 15%2) Injuries Decline 35% - 65%3) Production and Profitability is not Impacted
Other Trends/CommonalitiesBusiness Acquisitions/DivestituresManagement Support for Safety Appears to have Paramount ImportanceOrganizations with the strongest Safety Cultures tend to Be smaller organizationsPerceived to have strong Safety DepartmentsConsistently Rank Production VS Safety as the lowest categoryOther CARES Survey ResultsSafety Culture Norms Based on Tenure not as Divergent as other DemographicsGaps Based on Employee Class can be Significant or FlatGaps Based on Locations and Departments are Typically very Large33Why Conduct Interviews?To Gain Additional Knowledge About the Safety CultureTo Obtain Specific InformationTo Validate the Results of Specific InitiativesTo Provide Relevant Location Information34Why Observe Behaviors?To Validate the Results from Surveys and InterviewsTo Obtain the REST-OF-THE-STORYTo Accumulate Any Other Relevant Information
35What are some indicators of a Strong Safety Culture?Management that Consistently Sets the ExampleAn Organization that is Willing to Ask and Answer Hard QuestionsAn Empowered Workforce that is Able to Make Meaningful Contributions to the Safety Process36Strong Cultural Characteristics ContinuedHigh-Functioning Safety CommitteesWell Written Safety Mission and Values StatementsA Professional Safety DepartmentNot JUST Starting Organizational Meetings with Safety 37Strong Cultural Characteristics ContinuedA Process of Self Auditing, Risk Assessment, or Formalized Hazard IdentificationPresence of a Plan for Mergers, Acquisitions, and Sale of Business UnitsLinkage of Safety to all Levels of the Business38Weak Cultural CharacteristicsUsing only lagging indicators to measure performanceThese measure failure ratesThey manage safety by looking at what has happened not what will happenMay encourage injury hiding Recordability or Severity is influenced by many factors AFTER the even39Weak Characteristics contPoor Incentive ProgramsA vigilant focus on the outcomes not the processToo much safety trainingAccident Investigations that result in causal factors like wasnt paying attention, needs to be more careful 40Weak Characteristics contUse of Punishment in Accountability StandardsPunishment does not reinforce anythingPunishment becomes part of a repeating cycleHas the use of punishment ever inspired anyone?41Accountability vs PunishmentPunishment can become an organizational valuePunishment is needed under certain circumstances however, it will only generate malicious compliance (at best)Balance is KEY!A couple of Examples that Government is Beginning to Get ItOSHA Letter of InterpretationFAA Rules for Air Traffic Controllers
43WHAT ABOUT CULTURE VERSUS CLIMATE?Safety Climate and Safety Culture are often used as one in the same concept, but there are significant differencesCulture is the underlying belief system that drives innate actions. Culture is generally a company concept (but not always) Climate is a specific measure in time that describes how things are at a location or other sub-unit level. 44
To Create an Optimal Condition after Culture has been EvaluatedBegin to Approach Safety With Integrity!46IntegrityIntegrity is defined as always being true to your core valuesDoing the right thing when no one is watchingDemonstrating a repeatable and predictable pattern of always engaging in actions that are ethical, moral, and always contribute to the betterment of society Safety Safety represents the preservation of life, health, and well-being. It is the fundamental condition of being protected against physical, financial, occupational, educational or other types of failure, damage, error, accidents, harm or any other event which is not desirable. When done the right way, Safety must inherently have IntegritySome Classic Examples of words Lacking Integrity Elliott SpitzerTiger WoodsPete RoseBill ClintonMark SanfordRichard NixonOthers?Consider these WordsSafety is our Most Important ValueBe mindful of risk all the timeAlways be carefulBe aware of your surrounds at all timesExpect the UnexpectedIf it can go wrong it will?What words are importantSafety Vision and Mission StatementWell-Designed Written ProgramsWritten Management CommitmentsAppreciative Feedback Education and Direction
INTEGRITY-BASED SAFETYDoing the Right Thing, Because it is the Right Thing To DoKnowing Your Companys Safety CultureCulture influences everything that an organization undertakes as an initiativeCulture is the most important Leading Indicator and an Upstream Metric with predictive valueCulture can Change Given Directed EffortsOrganizational Behavior influences culture and vice-versa53What Occurs when the Safety Culture is Strengthened?Morale ImprovesProductivity goes upEmployee Engagement Improves DramaticallySafety Results are Greatly EnhancedA System of Continuous Improvement is Established 54
The Pinnacle of Workplace Safety!Senior leadership provides a concrete vision of ethical safety that is demonstrated by the alignment of organizational actions within this visionContinuous improvement is measured using leading indicators Full and complete employee engagement is attained and demonstrated as employees take personal ownership for their own safety and the safety of their co-workersAll elements of the Safety Management System (SMS) are fully integrated Strategies for controlling risk are customized to the environment where they are employed
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