ONE HSE CULTURE FRAMEWORK

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1 HSE CULTURE ONE HSE CULTURE At CIMIC Group, we all play a part in creating our O HSE Culture we do this through our attitudes and behaviours. This is why it is important that we all demonstrate the behaviours that will help to create and maintain a strong culture. Research in our industry sectors has helped identify certain behaviours that are particularly important in creating our desired culture. We have used this knowledge to identify the behaviours that underpin our O HSE Culture. Focusing on improving our O HSE Culture at CIMIC Group will be an important step in helping us to achieve our quality, safety, environmental and operational objectives. ONE HSE CULTURE FRAMEWORK Our number O priority is to kp our people safe. Program O and the O HSE Culture framework guides our behaviours and defis what each of us can do to build and maintain O HSE Culture. We all have a part to play in creating our O HSE Culture and therefore the behaviours are defid for supervisors, managers and everyo. The everyo behaviours apply to everyo, regardless of their role. In addition, employs in supervisory and management roles should also demonstrate the behaviours relevant to their role. The behaviours underpinning our O HSE Culture framework are grouped into four broad themes: Risk management Standards Communication Involvement Each theme is supported by a set of detailed positive ( I will ) behaviours. HOW TO USE OUR ONE HSE CULTURE FRAMEWORK There are many ways to use our O HSE Culture framework in your area of the busiss. The framework should be integrated into existing operational processes to ensure that it becomes a visible and integral part of the way we do busiss. Some examples of how the framework can be used include: Inductions to communicate expected behaviours to staff, subcontractors and workforce Audits and reviews to identify and close gaps in our existing culture Leadership programs to build and reinforce the skills nded to achieve our desired culture Reward and recognition programs to recognise people or projects that are demonstrating positive behaviours and making a contribution to achieving excellence Incident reviews to ensure the behavioural aspects of our incidents are captured and addressed.

2 HSE CULTURE Each of our themes have supporting behaviours, the everyo behaviours apply to all people regardless of their role. In addition, employs in leadership roles should also demonstrate the supervisor or manager behaviours. THEME EVERYONE SUPERVISORS MANAGERS Risk management Understand hazards Promote risk awaress Challenge and improve Standards Follow rules Positively reinforce Set high standards Communication Speak up Encourage the team Maintain openss Involvement Get involved Involve the team Provide support

3 Everyo behaviours including supervisors and managers Maintain awaress of the hazards in my work area. Understand hazards Understand the critical risks in my area, and regularly review the effectivess of critical controls. Take time to plan the cessary steps and resources to do the job well. Always ask what could go wrong. Check my own and others understanding of the work and avoid assumptions. Reassess hazards if changes occur in the work area. Familiarise myself and apply the standards and procedures relevant to my job. Challenge impractical standards and procedures, and suggest improvements. Follow rules Sk approval or advice if there are changes or deviations to the plan. Use the right tools and equipment for the job. Take appropriate time to complete the task. Speak up Actively listen to others views and concerns. Report incidents, ar misses or unsafe conditions promptly. Always raise any concerns with my supervisor, including issues with my fitss for duty. Challenge any unsafe or irresponsible behaviour. Stop the job if in doubt and fix the problem or warn people of any danger. Support and encourage others in my team. Get involved Contribute to team discussions and mtings. Share my knowledge with others. Suggest innovative ways to improve how my work is do. e e Ask for support and sk out additional resources where they are required

4 Supervisors behaviours Promote risk awaress Take time to plan the work with my team to identify hazards, assess risks and implement controls. Reassess hazards, risks and controls when changes occur. Challenge habits and assumptions about routi work. Promote the reporting of incidents and unpland events. Initiate and stay involved in incident investigations to identify learnings and improvements. Actively apply learnings from investigations into planning for future work activities. Lead by example and model good work practices. Positively reinforce Check that my team have the required competence and capability. Interve to understand and change unacceptable behaviour and encourage learning. Recognise work demands and create an environment where production does not override health, safety, environmental or quality issues. Regularly engage with my team to maintain compliance to standards and procedures. Allocate appropriate time and resources to perform the work. Continually review work methods to identify opportunities for improvement. Encourage the team Always be available to my team, particularly in challenging times. Sk and be receptive to my team s suggestions, concerns and ideas about how work is do and how changes are implemented. Share lessons leard with your team members. Recognise and reinforce positive performance in my team members. Act on concerns and conflict to achieve a prompt resolution. Empower my team to stop the job if there are concerns. Work with my team to ensure they understand their roles and responsibilities. Involve the team Initiate team discussions and encourage questions. Spend time with my team to identify their strengths and development opportunities. Coach, mentor and develop team members. Support, promote and encourage my team in implementing improvements and innovations. Reach out for support when nded or when something changes.

5 Managers behaviours Acknowledge and act on risks associated with change. Challenge and Improve Actively sk out and act on early warning signals. Encourage the team to remain alert to the potential for failure. Be actively involved in incident investigation reviews and outcomes. Monitor learnings from incident investigations to ensure they are implemented. Be visible and talk face-to-face with the team about how work is do. Lead by example and model good work practices. Monitor resources and workloads and take appropriate action. Set high standards Set high standards, clearly explain expectations to my team and hold people to account. Promote a focus on innovation and identifying w and better ways to deliver work. Manage production to ensure that health, safety, environment and quality is not compromised. Regularly check for full implementation of our management systems. Address significant issues without delay and follow up on agrd actions. Maintain openss Listen to, act and provide prompt, host fdback on concerns raised by staff and workforce. Respond in a positive manr to the reporting of concerns, incidents or unpland events. Clearly communicate to my staff and workforce how they contribute to company objectives. Clearly communicate lessons leard and provide fdback to the entire team. Promote and recognise good individual and team performance. Promote a positive, fair and inclusive work environment. Provide support Take owrship and allocate sufficient time for agrd initiatives. Provide adequate resources for the development and maintenance of workforce competencies. Delegate responsibility and encourage team members to make decisions that will improve their work. Coach, mentor and develop team members. Take personal action to improve performance, showing enthusiasm and support.