Belief Based Safety Leadership. Building a High Performance Safety Culture

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Mary Hoover
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1 Belief Based Safety Leadership Building a High Performance Safety Culture

Measurably Improving Safety, Productivity, Customer Service and Employee Engagement Belief Based Safety Leadership addresses the barriers to the achievement of a true safety culture that can exist at

Assess HIGH PERFORMANCE & TRUE SAFETY CULTURE POTENTIAL B ELIEFS E XPECTATIONS H ABITS A TTITUDES V ALUES E FFICACY ACTUAL PERFORMANCE Sustain Align Engage The Pacific Institute defines a true safety

2 Measurably Improving Safety, Productivity, Customer Service and Employee Engagement Belief Based Safety Leadership addresses the barriers to the achievement of a true safety culture that can exist at the corporate, team and individual level namely beliefs, expectations, habits, attitudes, values and efficacy. Assess HIGH PERFORMANCE & TRUE SAFETY CULTURE POTENTIAL B ELIEFS E XPECTATIONS H ABITS A TTITUDES V ALUES E FFICACY ACTUAL PERFORMANCE Sustain Align Engage The Pacific Institute defines a true safety culture as an unrelenting commitment to safety at the corporate level while making safety personal at the individual and team level. The core objective of Belief Based Safety Leadership TM is to develop individuals who are independent, self-directed and accountable within the context of organisational or company values, policies and procedures.

3 Better safety decision-making and greater personal accountability Through its social cognitive interventions, Belief Based Safety Leadership has the capacity to build an internal mechanism within every individual that leads to better decision making around personal and team safety. As a result, individuals assume greater personal accountability for managing their own safety and well-being as well as that of their team members. High Performance Safety Leadership While each Belief Based Safety Leadership program is customised to meet the unique needs and goals of the client, the core element is The Pacific Institute s world-famous leadership and personal development curricula, Investment In Leadership Excellence (IILE) and Investment In Personal Excellence (IIPE). Developed over a 45-year period and based on social cognitive psychology, IILE and IIPE emphasise the process of creating new habits, beliefs, attitudes and expectations that drive higher performance and results. Both personal and leadership mastery and strategies are covered in depth enhancing the ability of leaders to create internal commitments to a safety culture. Driving core safety values and creating a want to rather than have to culture The Pacific Institute works with the values of the client organisation to ensure alignment of mission, values, policies and procedures, creating a want to rather than have to culture. Such a culture develops sustainably positive attitudes and beliefs towards safety. Action Learning An internal Harvard-style action-learning program forms an integral component of Belief Based Safety Leadership. This ensures practical application of the learning to specific high priority challenges and opportunities relevant to the client. Belief Based Safety Leadership does not replace traditional behaviour-based safety management and skills-based safety training courses, but provides a mechanism for greater employee engagement with all corporate safety interventions. Developing Internal Capacity As part of The Pacific Institute s unique and proven 40-year methodology our clients have the option of developing their own internal delivery capacity for Belief Based Safety Leadership. This approach means that our clients can cost effectively achieve both a top-down and bottom-up approach to building a true safety culture. All meaningful and lasting change starts first in the mind and works it s way out. Lou Tice, Founder of The Pacific Institute

4 Results Snapshot: Client case study profile Schneider National USA 2006-present A major US transport enterprise, Schneider National, operates trucks and logistics across the USA, Mexico, Puerto Rico, Canada and China. It has an annual loaded haulage rate of some 2.2 billion kilometres a year - around oneeighth of Australia s total. Keen to improve its safety record whilst enhancing productivity, Schneider wanted to instil a true safety culture that viewed safety measures as something the management and staff wanted to do, rather than had to. Safety, productivity, customer services and employee engagement improvements The Pacific Institute s Belief Based Safety Leadership approach and partnering with the Senior Leadership Team helped to deliver the following: Reduced fatal crashes by 59% Reduced potentially severe crashes by over 50% Reduced fatigue - related crashes by 27% Reduced preventable crashes by more than 12% year over year $24m in productivity savings Daily customer contacts up by 600% Loads per day up by 27% Experienced driver hires up from 38% to 100% year over year Reduced carbon emissions by 1.2 billion pounds per annum (approx. 544, 311 tonnes) 25 customer recognition awards over 3 years. The Safety & Leadership Award awarded to Don Osterberg, Senior VP. Awarded by USA Truck Safety Coalition, June Through his leadership, there is now absolute, hard, solid proof that safety need not be sacrificed to promote productivity. Enhanced social and community responsibility through an improved safety record and a positive, constructive culture with sustainable results. tpiaust@pacificinstitute.com.au

5 Belief Based Safety Leadership Building a High Performance Safety Culture Detailed Workshop Outline Day One - Personal Mastery Building personal efficacy, optimal thinking styles, changing personal beliefs, attitudes, values, habits and expectations. This first day of the two-day Belief Based Safety Leadership program challenges and often changes the key underlying paradigm s that the participant has about self that impact on their growth and their personal and safety performance. Are my truths really the truth? How could I change my limiting attitudes and expectations even if I wanted? How much of my success (or failure) is caused by something inside of me or something outside of me? Do I have potential to be more and to do more? What value lies in being more positive and optimistic? Does goal setting really work and how does it work? Day one also explores the lessons learnt from a major coal mining disaster, that illustrates the impact of conditioning and habitual patterns on the identification of risk and the formation of organisation-wide scotomas. All program content and concepts on day one are referenced to their implications on personal and team safety. Day Two - Leadership Mastery Application of the Belief Based Safety Leadership Toolbox to all levels in the workplace, engaging and motivating others, creating aspiration and accountability, belief and attitude as a motivating force. During the course of the second day participants will have the opportunity to examine a comprehensive case study into how these very practical concepts from day one were applied within a major organisation of 18,000 staff to achieve significant improvement in both productivity and safety. Participants are also challenged on day two to develop safety strategies and actions around: Developing and sharing their personal safety philosophy and vision Serving as a safety role model Coaching others to take action Encouraging people to challenge assumptions Showing interest when others improve safety Letting people know when they meet or exceed expectations Celebrating and rewarding success in safety improvement Empowering people through providing autonomy and resources

6 Belief Based Safety Leadership Building a High Performance Safety Culture 2 3 December 2014 Time: 9.00am pm Location: Pullman Auckland Hotel, Corner Waterloo Quadrant & Princess Street, 1010 Auckland, New Zealand Bankside St Shortlard St Princes St Pullman Hotel Emily Pl Waterloo Quadrant Price: NZ$1,250 Registration Form Name:... Position:... Company:... Address: Tel:... Fax: Payment: Mastercard Visa Please Invoice Card Number Expiry Date / Amount Paid Signature Name (please print) to: tpiaust@pacificinstitute.com.au Fax to: or Mail to: The Pacific Institute, PO Box 7786, Cloisters Square WA 6850 Upper Ground Level, Ashton Chambers 189 St Georges Terrace, Perth Western Australia 6000 tel: +61 (0) fax: +61 (0)

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