Enhancing Safety Culture within ENA

Transcription

1 Enabling a better working world Enhancing Safety Culture within ENA Jane Hopkinson, MSc, MBPsS Senior Psychologist, HSE

2 Q: What is safety?

3 What do we mean by safety culture? The safety culture of an organisation is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organisation s health and safety management. HSC s Advisory Committee on the Safety of Nuclear Installations (1993)

4 A three aspect approach to safety culture Safety Culture The product of individual and group values, attitudes, perceptions, competencies and patterns of behaviour that can determine the commitment to, and the style and proficiency of an organisation s health and safety management system. ACSNI Human Factors Study Group, HSC (1993) Psychological Aspects How people feel Can be described as the safety climate of the organisation, which is concerned with individual and group values, attitudes and perceptions. Behavioural Aspects What people do Safety-related actions and behaviours Situational Aspects What the organisation has Policies, procedures, regulation, organisational structures, and the management systems (Based upon Cooper 2000, HSE RR 367)

5 Q: What is your goal? To be compliant? Safety culture excellence? To develop a just culture? To be a high reliability organisation?

6 Safety culture excellence levels *Integral to business activities *Routine, visible senior leadership *Strong partnership working *Anticipate safety issues *Investigate full range of root causes *People have a role to play *H&S team take the lead *Senior leader commitment not realised at lower levels *Some learning of lessons *Safety is a burden; something the H&S team do *Little interest in safety *Accidents are unavoidable *Focus on who to blame *Safety is part of the business *Clear senior leader commitment *Proactive worker engagement *Learning lessons *Recognise importance of safety *H&S team take the lead *Ad hoc worker consultation *Limited investigation of root causes

7 Reduced accident/injury rates /insurance premiums Improved engagement/performance/motivation Measurable business benefits Excellence Predictable Standardised Managed Ad hoc

8 Blame culture Little or no nearmiss reporting Blame Culture No Name No Blame No way to stop accidents from occurring as there is no data to learn from

9 No name no blame culture No accountability Blame Culture Sometimes people have to be held accountable, so it is unworkable No Name No Blame

10 Just Culture Just culture Blame Culture Accountability No Name No Blame Recognition

11 Key to Just Culture: Understanding failure Human Failures Errors Skill-based Mistakes Routine Lapses of memory Slips of action Rule-based Knowledgebased But WHY But WHY But WHY But WHY Violations Situational But WHY Exceptional Taken from HSG48

12 A tale of two captains (local rationality)

13 Your ultimate goal? High reliability organisation (HRO) Organisations dealing with high hazards environments and complex technologies. Operated nearly error-free for very long periods of time. Have capacity to maintain or regain a stable state. Cultivate reporting and a just, learning, flexible culture

14 Characteristics of HRO s) Containment of unexpected events: Valuing technical expertise Back up systems Training and competence Procedures for unexpected events Just culture: Encouragement to report without fear of blame Individual accountability Ability to abandon work on safety grounds Open discussion of errors Mindful leadership: Bottom up communication of bad news Proactive audits Safety-production balance Engagement with frontline staff Investment of resources Problem anticipation: Preoccupation with failure Reluctance to simplify Operational awareness HRO Learning orientation: Continuous technical training Open communication Root cause analysis of accidents/incidents Procedures reviewed in line with knowledge base

15 Moving towards safety culture excellence An An Agency Agency of the of Health the Health and Safety and Executive Safety Executive

16 ASCENT: Safety culture improvement process Intervention impact evaluation Process evaluation Evaluate Senior management commitment Steering group Foundation Project plan Communication strategy Analyse Leading & lagging indicators Survey SMART action plans Act Interventions Workshops Focus Focus groups Interviews Data analysis

17 The process (6-9 months approximately) Foundation visit Evidence collation and review SC excellence assessment Action planning * Presentation to senior managers on HSL s approach * Briefing to HSL on the organisation (business context and SMS) *Safety Climate Tool *Workshops and interviews *Site visits *Sample of documentation reviewed *Data analysis & assessment using HSL s model of safety culture excellence *HSL report submitted * Workshops *Define priority actions to move towards safety culture excellence *SMART action plans

18 Example safety culture excellence assessment result

19 Safety culture excellence actions Typically identify three to five key actions to move the organisation up the maturity ladder e.g. Control of work: Consider what operatives need to do to safely undertake tasks. Ensure that the SMS supports this so that operatives can readily access the relevant system/procedures that they need. Focus effort on empowering the workforce rather than reviewing procedures/documentation in isolation.

20 Make it Happen model for culture and behaviour change Crown Copyright 2018

21 Where does health fit in? Key distinctions between perceptions and understanding of OH and safety hazards e.g. according to: latency, visibility/awareness of hazard, causal attribution. May warrant a separation of OH Cultural Maturity from Safety Cultural Maturity.

22 KEY MESSAGES Ensure those in your business understand what safety culture means and what your goal is. Focus on the development of a just culture. Take a step by step approach to improvement. Consider behavioural influences when developing interventions/actions. Remember health as well as safety.

23 Thank you for listening! Any questions?