Enabling a better working world. Safety culture excellence. Phoebe Smith CPsychol, CSci, AFBPsS, Prof (Hon)

Transcription

1 Enabling a better working world Safety culture excellence Phoebe Smith CPsychol, CSci, AFBPsS, Prof (Hon)

2 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)

3 Safety culture assessment Attitudes, values, perceptions Safety-related behaviours Risk controls

4 Railway Management Maturity Model

5 Risk Management Maturity Model (RM3) hat-we-do/riskmanagementmaturity-model--- Enabling a better working world Crown Copyright, rm3 HSL 2016

6 Policy, leadership and governance Policies are forward-thinking are based on solid evidence of what is achievable. promote a consistent approach at all levels. Leaders at all levels set and communicate clear direction reinforces a consistent approach reinforce the values, ethics and culture needed to meet objectives. Governance arrangements ensure the organisation remains accountable for the health and safety of its workers and members of the public affected by their work.

7 Organising for delivery of control and communication Excellent organisations: are structured to aid implementation of the organisation s policies into practice as efficiently as possible. provide highly effective communications up, down and across the organisation. ensure there is a clear understanding of how each person s targets achieves the overall business objectives. provide the framework for using people, plant and processes successfully.

8 Cooperation, competence and development of employees at all levels Excellent organisations ensure that: the competencies (knowledge, skills, experience and abilities) needed to work effectively, efficiently and safely are understood by the organisation. employees are actively involved in developing processes and making the business successful and safe. recruitment, selection, training and continued development focus on meeting the organisation s objectives.

9 Planning and implementing risk controls Excellent organisations ensure the systematic implementation of processes to make sure that the plant, people and processes are continually improving their effectiveness and efficiency to achieve the organisation s objectives safely.

10 Monitoring, review and audit Excellent organisations: Fully understand the risks of the organisation Monitor, audit and review the risk controls, based on the criticality and vulnerability of them Use appropriate monitoring at all levels Recruitment, selection, training and continued development focus on meeting the organisation s objectives Review variations from expected outcomes Seek good practice from inside and outside of the organisation

11 Organising for delivery of control and communication: Organisational culture

12 High reliability organisations (HROs) Are organisations dealing with high hazards environments and complex technologies. Have operated nearly errorfree for very long periods of time. Are not disabled by errors. Have capacity to maintain or regain a stable state.

13 Learning from HROs Anticipation Preoccupation with preventing potential failures Avoid simplifying interpretations Sensitivity to operations Containment Cultivate resilience Deference to expertise

14 HROs positive safety culture Informed culture: Reporting (people report error/ near miss) Just (clear criteria on what is acceptable/ unacceptable behaviour; reward for reporting) Flexible (adaptable in the face of danger; access to relevant expertise) Learning (lessons learnt shared and implemented) (Reason, 1997)

15 HSL s research on HROs High reliability organisations: A review of the literature Chrysanthi Lekka, Health and Safety Laboratory 2011 RR899 Research Report HSE. (

16 Organising for delivery of control and communication: Organisational culture An organisation with an excellent culture shows a culture which helps deliver excellence in risk controls and a commitment to continuously improve risk controls. is not complacent respects, anticipates and responds to risks develops a fair, learning, flexible, adaptable, prepared and informed culture aims to be resilient shows excellent leadership relating to safety has an excellent two-way communication between management and employees, excellent employee involvement, an excellent culture of learning and mutual trust where management and employees agree on acceptable and unacceptable standards

17 Safety culture assessment: Manchester Patient Safety Framework

18 Safety culture assessment

19 Safety culture excellence SMS & documentation review Leading & lagging indicators Focus groups & interviews

20 HSL s Safety Climate Tool

21 SCT analysis

22 Lagging indicators Important but not sufficient for establishing an informed culture. Focus on what has already occurred If solely used, more typical of a compliance-based, reactive approach. Number of accidents Fatalities Body part affected Time of injury Reasons why the injury occurred Profile of the injured worker Direct or worker compensation costs Number of lost workdays

23 Leading indicators Measures that can prevent incidents and mitigate risks include: Near misses Lessons-learnt databases Job safety analyses completed and trends therein Surprise inspections and their results Case studies highlighting good practices Results of suggestion programs and changes made Training opportunities Resources Behavioural observations completed Safety coaching programs Information sharing People perceptions of work-related safety practices (e.g safety climate survey).

24 Safety culture excellence levels

25 Safety culture excellence ratings

26 ASCENT: A framework for safety culture excellence Intervention impact evaluation Evaluate Senior management commitment Steering group Foundation Project plan Communication strategy Leading & lagging indicators Process evaluation Analyse Survey SMART action plans Act Interventions Workshops Focus Focus groups Interviews Data analysis

27 Phoebe Smith