V1.2 A LEADER S GUIDE TO DR. MARK FLEMING CN PROFESSOR OF SAFETY CULTURE SAINT MARY S UNIVERSITY

Transcription

1 A LEADER S GUIDE TO SAFETY CULTURE DR. MARK FLEMING CN PROFESSOR OF SAFETY CULTURE SAINT MARY S UNIVERSITY MARK.FLEMING@SMU.CA

2 Outline Background Safety culture overview Analysis of major incidents Safety culture improvement Measuring what matters Conclusions

3 Cross industry collaboration V1.2

4 Piper Alpha

5 Safety Culture Definition Safety culture is the product of individual and group values, attitudes, competencies and patterns of behaviour that determine the commitment to, and the style and proficiency of an organization s health and safety programmes. (Advisory Committee for Safety in Nuclear Installations, 1993; p. 23)

6 Safety culture typology Safe Strong Weak Unsafe

7 Safety culture threats Graphic courtesy of the NEB

8 Safety culture and disasters Reviewed 17 offshore disasters to identify cultural causal factors 14 disasters contained cultural causes Tolerance of inadequate systems and resources (identified 10 times) Normalization of deviance, (identified 9 times) Complacency, (identified 8 times) Work pressure/ cost (identified 4 times)

9 Safety culture protection Graphic courtesy of the NEB

10 Improvement strategies Change management systems to support the desired culture For example perceived management commitment can be improved by: Providing managers with the skills to be effective safety leaders Motivating managers to change by monitoring performance (leading indicators) Rewarding effective performance

11 Review systems that drive culture Safety Culture Improvement Audit Process (SCIAP) developed to assess culture without the need to survey workers Rational for SCIAP Employee perceptions are based in reality i.e. perceptions of management commitment reflect their interactions with managers Organisations with different cultures have different practices Safety culture improvement involves system change e.g. perceptions of management commitment is improved through training and evaluating leadership practices

12 Safety Culture Improvement Audit V1.2 (SCIAP) Based on research conducted in healthcare Safety culture reflects the shared experience of members, Organisations with different cultures have different practices Safety culture improvement involves system change Safety culture improvement provides insight into the culture

13 Development of SCIAP Literature review Interviews with Subject Matter Experts Pilot study (with contracting organisation) Open ended questions did not work Reliability testing Can two managers reach the same conclusion Validation Does the audit measure culture

14 SCIAP elements Organisational learning Incident Investigation Team Workforce involvement Workforce Involvement Training Frontline Worker Safety Training Supervisor Safety Training Manager Safety Training

15 SCIAP elements Safety performance evaluation Manager Safety Performance Evaluation Supervisor Safety Performance Evaluation Communication Safety Communication Commitment to safety Planned Maintenance Rules and Procedures Managers Visiting the Worksite Supervisors Visiting the Worksite

16 Sample: Supervisor Training Front line Supervisor Safety Training Supervisors do not receive health and safety training 0 Select level Supervisor safety training is limited to informing supervisors about their responsibilities as specified by legislation and safety program Supervisors are offered fundamentals of safety course (which covers more than just system or legal responsibilities). Supervisors are trained to be effective safety leaders, through skill based training and development (course must include leadership practice e.g. role play or leadership demonstration based on real life scenario by senior leader) Supervisor safety leadership training and development tailored to individual needs, as identified through 360 degree evaluation. Ongoing coaching is provided Training varies between supervisors based on individually identified needs

17 Sample: Management commitment V1.2 Managers Visiting the Worksite Select level Managers do not visit worksite to specifically discuss safety 0 Managers visit worksite regularly to discuss safety as specified by a formal policy/ program (e.g. STOP) There is a formal manager worksite visit program that specifies the number of visits to be conducted by each manager and tracks completion. There is a comprehensive program that specifies how to perform a worksite visit, trains managers how to conduct a visit, evaluates managers to ensure they are competent and tracks frequency of visits and close out of actions. There is a comprehensive program described above plus the quality of the managers visits is evaluated by workers and anonymous feedback is provided

18 How to use the audit Self assessment of systems supporting the safety culture Completed by safety department to assist in annual planning Completed by senior management team to form basis for improvement workshop Self assessment

19 Safety culture improvement system Safety culture vision Review and refine Audit Responsibilities Assessment Plans and actions Dr. Mark Fleming Saint Mary s University

20 Safety improvement?

21 Dangers of over reliance on V1.2 injury rate statistics Questionable assumptions The causes of minor injuries are the same as those of more serious events. Focus safety effort on investigating and preventing minor injuries Absence of minor injuries equals safety Use individual injuries as primary/ sole safety performance measure

22 Good indicators Accurate Direct relationship with system status Difficult to manipulate Predictive Related to future system states and performance Current Real time information

23 Safety culture metrics Designed to gain more insight into the health of the safety culture on a ongoing basis Based on the logic that if safety culture is meaningful then there should be evidence of the health of the culture The metrics focus on the quality of activities rather than quantity 20 metrics have been developed

24 Safety culture metrics Number Dimension Metric criteria Metric data collection 1 Leadership The amount and degree of Review minutes/ notes/ integration of safety discussion action items from daily in operational meetings is a operational meetings. Select reflection of leader priority for 10 meetings at random and safety. Ideally safety will be review the minutes or notes discussed as a part of every and compare to previous item on the agenda. reporting period. Disimprovement Less discussion of safety Rating No change No change Improvement More integrated discussion of safety Metric score 9 Presence of safety in daily meetings The degree of compliance to safety rules and procedures is a reflection of employee Empowerment commitment to safety. The and higher the degree of Accountability compliance the better. Review records of management inspections and count the number of observed procedural noncompliance during the reporting period and compare to previous reporting period. Less compliance (greater number of observed non compliance) No change Increased compliance (fewer observations of non compliance) Compliance with rules and procedures

25 Summary statistics Total dis-improved Total no change Total improved Average Total Leadership Empowerment and accountability Resiliency Vigilance

26 Forgetting to be afraid! Protection Bankruptcy Better defences converted to increased production Increased investment in protection Catastrophe From Reason 1997 Production

27 It won t happen to me... When anyone asks me how I can best describe my experiences of nearly forty years at sea, I merely say uneventful. I have never been in an accident of any sort worth speaking about...i never saw a wreck and have never been wrecked, nor was I ever in any predicament that threatened to end in disaster of any sort." Edward J. Smith (Captain of the Titanic)