Cultural Safety. Kevin Hard

Transcription

1 Cultural Safety Kevin Hard

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5 Where are you now?

6 Score SCDL 5D Profile - Hutchison Ports, July Procedures 2. H&S/Profit Balance 3. Investigation and Incident Reporting 4. Training and Competence 5. Safety Communication Hutchison Ports Felixstowe Harwich Executive All Managers Felix Hourly Felix Hourly Sh A Felix Hourly Sh B Felix Hourly Sh C Felix Hourly Sh D Felix Port Ops Felix Engineers Harwich PO Harwich Engineers One organisation - multi site cultures

7 What do we mean by a Cultural Safety 4 elements in building a sustainable safety culture Your influence and the power of the positive How the 4 elements of engaging leadership leads to improved business performance

8 What do we mean by a Cultural Safety

9 Why organisations focused on Behavioural Safety? 90% of all accidents are caused by human failure (Heinrich, 1950s) True. BUT 99%* of human failure is caused by the prevailing conditions (Levin, 1930 s)

10 Universal Model of Culture

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13 Artefacts EXIT Entrance

14 4 elements in building a sustainable safety culture

15 What is Cultural Safety? A process which looks at what drives behaviours i.e. Safety from the People perspective based on: A Just Culture: Leadership and an approach which is seen as fair and consistent Psychology: Why we do what we do Human Factors: Designing Jobs and the workplace for ease of operation. Try the task Leadership : Consistent and authentic

16 What is Cultural Safety? A process which looks at what drives behaviours i.e. Safety from the People perspective based on: A Just Culture: Leadership and an approach which is seen as fair and consistent Psychology: Why we do what we do Human Factors: Designing Jobs and the workplace for ease of operation. Try the task Leadership : Consistent and authentic

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18 Just Culture Decision Tree Was the behaviour planned / intentional? Did the person(s) believe they were behaving appropriately? Was the behaviour in accordance with existing procedure? Was custom and practice to ignore the existing procedure? Was there high risk / extreme difficulty preventing the person(s) following the procedure? Did the person(s) believe the behaviour was for the good of the organisation? Was the person(s) motivated by personal gain? Slip / Lapse Mistake Knowledge Based Error Routine Violation Exceptional Violation Situational Violation Organisatio nally Driven Violation Personal Gain Violation Increasing individual culpability Increasing organisational responsibility to establish and remove root causes

19 Incident investigations most often result in Front line workers feel like incident investigations are there to learn or to find blame? People on site cover up or under report accidents, injuries or incidents

20 What is Cultural Safety? A process which looks at what drives behaviours i.e. Safety from the People perspective based on: A Just Culture: Leadership and an approach which is seen as fair and consistent Psychology: Why we do what we do Human Factors: Designing Jobs and the workplace for ease of operation. Try the task Leadership : Consistent and authentic

21 I m only human after all don t put your blame on me Rag n Bone Man

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23 This is a test to determine if you already have a corrupted mind. If it is hard for you to find the dolphins within six seconds, your mind is indeed corrupted.

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26 What is Cultural Safety? A process which looks at what drives behaviours i.e. Safety from the People perspective based on: A Just Culture: Leadership and an approach which is seen as fair and consistent Psychology: Why we do what we do Human Factors: Designing Jobs and the workplace for ease of operation. Try the task Leadership : Consistent and authentic

27 Human Factors WHAT IS IT?

28 The Job Fatigue from shift work Alarm handling Communications (e.g. shift handover) Plant & equipment design Try the task

29 Your influence as leaders and the power fo the positive

30 Leaders Think of the best leader from your past

31 Good Communicator Good Listener Visible Respectful Builds trust Encourages Leads by example Integrity Decisive Emotional Caring intelligence Consistent Fair Supportive Calm Likes people Motivates

32 Leadership Integrity

33 Safety Leadership Integrity - Please avoid these I ve been told to tell you Ok, just this once but be careful Lets clear the safety stuff first (& then get on to the important stuff?) X but Y (leaking is subconscious!) You must never do this yourselves Authentic Consistent Positive

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38 The golden rule +ve The only thing you are allowed to tell people is what they have done well Everything else has to be asked as a curious why question and coaching

39 Getting the balance right - Does it work? 78% reduction in LTI s in 18 months Jennifer Swaim, Senior VP HSE We are now delivering a collective, consistent safety message across the business and to key clients Venessa Wise, Safety Director By understanding not just the what but the why people think we are where we are, we were able to gain an in depth understanding of our culture and therefore improve on it Tony Roscoe, Behavioural Safety Lead 60% accident reductions within a year Sanjay Marne, HSE and ISO operations

40 How the 4 elements of engaging leadership leads to improved business performance

41 The four pillars of engaging leadership Engage for success task force

42 Strategic Narrative WiiFM

43 Engaging managers

44 Employee Voice

45 Authentic, Consistent Leadership

46 Improving business performance through engagement

47 The impact of engagement Leaders should have - No narcissism of small differences! CARING Hard- Girling Integrated Improvement model

48 Organisational risk Cortisol Oxytocin

49 Didn t care about their people - productivity focussed Blinded Ken Woodward 2.6 million fine from HSE Cared about their people Reduced procedures by 40% 20% increase in productivity 40% improvement in incidents

50 Does it work? Engage for success state that those organisations with engagement in the bottom quartile averaged 62% more accidents than those in the top quartile (Gallup, 2006). The single greatest influence on profitability and productivity within an organization is the ability of leaders to spend more time and effort developing and recognizing their people, welcoming feedback, including criticism, and fostering co-operation among staff. "Improved employee engagement in the vital subject of safety, with significant productivity and efficiency improvements as a result Russ McCallion Group HR Director (Brookfield Asset management)

51 Have you CIA potential?

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53 Here are some useful links: Eddie Izzard Death Star Canteen (Management (mis-)communication?) o Embrace Life seatbelt video o Hello phone safety video o Homesafe (worksafe) video o German coastguard (English communication/shift handover) video o Wordle free word cloud creator o