Safety and Employee Behavior ERAPPA. October 5, 2015

Transcription

1 Safety and Employee Behavior ERAPPA October 5, 2015

2 The WOW Begins with Safety

3 Background Introduction EH&S Management & Services Firm 480 People Various services performed Offices from Maine to Florida Focused on four vertical markets (Higher Ed) Our background on safety

4 Pre-2011, Safe by Accident? 2009 through 2011 our safety record started to slip: Injury rates were increasing Severity of injuries were increasing We felt a lack of control surrounding our safety results Employees felt like we weren t serious about safety We always had great intentions! But in fact, we were safe by accident.

5 Health & Safety Efforts Pre-2011 Focused on lagging indicators Incentives for not getting injured Training program was awareness based. Safety signage was prevalent Mistakes were handled in a negative light Near misses were not tracked and not well understood Problem solving was checklist orientated

6 A Turning Point It was time to transform our words around being safe into action! Our ownership and senior management took the challenge head on Investments were necessary and were now funded

7 Why?

8 Behavioral Safety We have policies, training programs, and PPE. However, we still have incidents and injuries. Why? The fact is, regardless of the environment, training, and equipment that we provide to our employees, EMPLOYEES are ultimately the ones who must evaluate the risk and decide whether it is acceptable.

9 ABC Model Antecedents Behavior Consequences Training Procedures Signs Rules Checklists Positive/Negative Immediate/Future Certain/Uncertain The pattern of consequences determines the performers behavior. Agnew, J and Daniels, A. Safe by Accident?, Performance Management Publications, 2010

10 Consequences Type of Consequence: Positive (P) Negative (N) When the consequence follows the behavior: Immediately (I) Future (F) Probability of the consequence occurring: Certain ( C ) Uncertain (U) Agnew, J and Daniels, A. Safe by Accident?, Performance Management Publications, 2010

11 Consequences PIC NIC PIU PFC NFC NIU PFU NFU Most Powerful Least Powerful Agnew, J and Daniels, A. Safe by Accident? Performance Management Publications, 2010

12 Our Approach has Changed From Focused on lagging indicators Incentives for not getting injured Training program was awareness based To Focused on leading and lagging indicators Removing incentives for not getting injured (PIC/NIC) and creating incentives for reduced risk Training program transforming to skill based Safety signage was prevalent Mistakes were handled in a negative light Near misses were not tracked and not well understood Problem solving was checklist orientated Safety signage remains, with limitations understood Mistakes are used to understand root cause Near misses more frequently reported (+180%), tracked and corrected Problem solving based on dialog and search for understanding

13 It Works! 8 OSHA Total Recordable Injury Rate (TRIR) % Improvement YTD

14 For Consideration Do you and have written safety goals in your performance review process? Do you regularly publish leading and lagging metrics showing performance? Do you regularly and positively discuss safe work performance? Do you require pre-job plans, use of a Job Hazard Analysis or another technique to identify and control risks? How many of you have a near miss reporting mechanism? Have you considered how the consequences you ve established are impacting safe work performance?

15 Tribal Knowledge Significant research on safety culture has been undertaken throughout industry e.g. The DuPont Bradley Curve Management Systems Injury Rates Individual or Personal Values Group Culture Instinctual /Reactive Dependent Safety Culture Independent Safety Culture Interdependent Safety Culture Common sense Everyone for themselves Self preservation Management intent Systems/Rules/Procedures Goals established Management by Authority/Fear/Discipline Condition of employment Supervisor Control HSE Dept & Training Visible management commitment Personal value/care for self Good safety awareness Good Practices & Habits People begin to believe that all injuries are preventable Reward for good performance Leadership High safety consciousness People believe that all injuries are preventable Helping others/working together Open reporting culture Group accountability Pride in safety achievements 15

16 Example: A event/consequence framework will segment operations to assist in prioritization Consequence Likelihood Minor Intermediate Serious Major Catastrophic Almost Certain Moderate High Critical Critical Critical Likely Moderate High High Critical Critical Possible Low Moderate High Critical Critical Unlikely Low Low Moderate High Critical Rare Low Low Moderate High High 16

17 QUESTIONS 10/14/