MOVING TOWARD THE ZERO HARM CULTURE

Transcription

1 MOVING TOWARD THE ZERO HARM CULTURE Teerapong Raksasang BSc, MSc, Occupational Health & Safety Vice President Health, Safety & Environment NS BlueScope Thailand 1

2 Contents Chapter I Introduction Chapter II Material and Method Chapter III Results and Discussions Chapter IV Conclusions and Recommendations 2

3 Steel Manufacturing Upstream Processes 3

4 Background 18 LTIFR A big improvement in LTIFR in , BlueScope have engaged DuPont focus on Leadership and approaching on safety system. Beliefs, Policy, Management System had been established and year on year improvement BlueScope World Steel Association 4

5 Introduction BlueScope have improved Occupational Health Safety and Environment Management System linked to loss control management process over past 10 years. This process was adopted and applied throughout the organization which there are 18 countries of operational plants in the varying culture on safety and environment. BlueScope developed 14 elements of a HSE management standard and aligned of Our Bonds, Safety Beliefs and The Health, Safety, Environment and Community Policy (HSEC Policy) and statement on policy We aspire to achieve Zero Harm topeople is key focus. BlueScope have a good and strong HSE system resulting of MTIFR and LTIFR below the average number of world steel industry but the company have yet reach to outstanding safety performance which indicate zero harm to people. We believed that a good safety culture ensuring organization have a strong safety leadership to driving safety performance across the business will drive an outstanding safety performance as a good safety culture is believed to positively impact upon a company s quality reliability competitiveness and profitability. 5

6 HSE at BlueScope is managed as per hierarchy of documents We work in a safe and satisfying environment We aspire to achieve Zero Harm to people. Our fundamental belief is that all injuries can be prevented. Responsibility starts with each one of us. As such we will consult with our employees and relevant stakeholders in decisions that affect the health and safety aspects of our workplaces, products and services. 6

7 Objectives o To understand key factors of building a good safety culture. o To reflect result from cultural survey and identify cultural action plan. o To study impact of safety performance and trend after safety intervention implementation. Expected Benefits o More understanding on the impact of safety culture to safety performance measuring and trend of risk associated within organization. o Gain benefit from using zero harm culture to provide proactive business HSE strategic plan. o Alignment direction of moving toward the zero harm culture to people within organization and partnership of BlueScope 7

8 8 Conceptual Framework

9 Material and Method Safety Cultural Perception Survey: safety assessment questionnaire of to identify level of safety in organization though 24 questions compiling to 3 categories, Leadership, Structure, Process and Actions. The survey categorized in 4 differences level in organization such as Management Level, Manager Level, Working Level and Professional Level Safety Leadership 360 Degree Survey: BlueScope have launched the training of safety leadership in 2013 and conducted safety leadership survey based on DuPont 9 characteristics. The survey had been conducted in the pattern of 360 degree feedback from people in organization called 360 Safety Leadership Survey using blind method selected 5 people (1 Manager, 2 Peers and 2 Subordinates) to complete survey for individual participant. Participant separate into Management, Manager, Supervisor and Team Leader. Feedback scoring from 0-5 (poor excellent). Result of leadership survey to discuss as a group of manager, leader and send individual result to all participant to put into personal development plan. 9

10 10 DuPont Safety Culture Principle

11 Managing World Class Safety James Melville Stewart

12 Material and Method Characteristic of Safety Leadership: 9 characteristics survey in 360 degree (manager, peers, subordinates) Safety Leadership by example Frequent and consistent safety communication messages Personal interest in Safety Commitment to BlueScope Safety Systems Support and resources for Safety Understands the use of important safety metrics (measure, analysis, action) Provides Structured follow-up on Safety related matters Rituals - Starts with safety messages to reinforce its importance within the company Demonstrates genuine care for his/her staff 12

13 Overall Survey Results vs Benchmark best, sorted by strength 13 Leadership Overall Leadership Q7a Presence of safety values Q1 Priority individuals give to safety Legend Q14 Extent safety rules are enforced (disciplinary actions) Benchmark Q7b Influence of safety values Survey score Q3 Belief that injuries can be prevented r < 15 Q2 Priority respondents think others give to safety r= Q9a Involvement in safety activities r > 25 Q6 Extent that safety is built in Q19 Recognition for safety achievements Structure Overall Structure Q13b Extent that safety rules are obeyed Q8 Extent line management is held accountable for safety Q5 Level of safety where the cost-benefit break-point occurs Q21 Knowledge of safety performance Q13a Quality of safety rules Q22 Rating of the safety organization Q23 Rating of the safety department Q4 Effect of a drive for safety on business performance Q24 Satisfaction with the safety performance of the organization Processess and Actions Overall Processess and Actions Q12b Safety meeting attendance Q15 Thoroughness in investigation of injuries and incidents Q12a Frequency of safety meetings Q16a Extent of involvement in safety audits Q12c Quality and effectiveness of safety meetings Q17 Rating of modified duty and return-to-work systems Q11 Extent of safety training Q20 Rating of the safety of facilities and equipment Q16b Quality of safety audits Q18 The presence of off-the-job safety programs Q10 Extent individuals feel empowered to take action in safety

14 14 Survey Results by Job Category A: Manager B: Supervisor C: Working Level D: Professional Overall Leadership A B C D Q1 Priority individuals give to safety Q2 Priority respondents think others give to safety Q3 Belief that injuries can be prevented Q6 Extent that safety is built in Q7a Presence of safety values Q7b Influence of safety values Q9a Involvement in safety activities Q14 Extent safety rules are enforced (disciplinary actions) Q19 Recognition for safety achievements Overall Structure A B D E Q4 Effect of a drive for safety on business performance Q5 Level of safety where the cost-benefit break-point occurs Q8 Extent line management is held accountable for safety Q13a Quality of safety rules Q13b Extent that safety rules are obeyed Q21 Knowledge of safety performance Q22 Rating of the safety organization Q23 Rating of the safety department Q24 Satisfaction with the safety performance of the organization Overall Processess and Actions A B D E Q10 Extent individuals feel empowered to take action in safety Q11 Extent of safety training Q12a Frequency of safety meetings Q12b Safety meeting attendance Q12c Quality and effectiveness of safety meetings Q15 Thoroughness in investigation of injuries and incidents Q16a Extent of involvement in safety audits Q16b Quality of safety audits Q17 Rating of modified duty and return-to-work systems Q18 The presence of off-the-job safety programs Q20 Rating of the safety of facilities and equipment

15 Where we are in the Bladley Curve? Felt Leadership Employee Engagement Midstream Downstream 15

16 16 Results and Discussions Safety Leadership 360 Survey

17 Injuries per million hours worked Results and Discussions Impact of Safety Interventions Injury Frequency Rate Year MTIFR LTIFR Linear (MTIFR) Injury frequency rate linear line trend down over past 10 years, from 1.4 down to 0.5 per million man-hours 17

18 18 Results and Discussions Impact of Safety Interventions

19 Results and Discussions Impact of Safety Interventions B2B Strategy Deployment, 2012 Safety Audit Program Monthly Basis 19

20 Results and Discussions Impact of Safety Interventions Safety Training Program, Safety Achievement Celebration, 2015

21 Conclusions Although safety lagging indicator such as MTI or LTI is low or touch to Zero but from other leading indicator we still found risk at work to people both at-risk condition and at-risk behaviour. The Zero Harm Culture is an indicator we are working around people perception of safety and willingness to work in satisfy environment by it definition of physical and mental, it still be a key driven factor to moving the safety journey to zero harm. As BlueScope cultural survey result classified into Dependent Culture. We are clearly identify gap and need to put appropriate action focus on felt leadership and employee engagement to shift the culture evolutionarily from from Dependent Culture to Independent Culture and sustain in Interdependent Culture 21

22 Recommendation & Further Actions Follow the Managing World Class Safety booklet, moving forward action for building a good safety culture at NS BlueScope Thailand to set series of future stage employee workshops to identify what the future safety culture will look like. Throughout this journey, the cultural perception survey need to be conducted from time to time. Aim to monitor culture shift from current Dependent Culture reach to Independent Culture. However end stage of NS BlueScope intent to see shifting of culture move and sustain at Interdependent Culture accordingly in next 3-5 years. 22