3. Approach in Transforming the Safety Culture

7/30/2019 3. Approach in Transforming the Safety Culture

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BackgroundChemical Engineer

Henkel experience: 15 years

Several functions: Technical Services / Process Control Eng.

Consultancy / Optimization Projects

SHE Local / Regional / Corporate

Production Manager, Vienna

SHE Manager TO (5th of January 2004)

Behavior Based Safety Approach inTransforming the Safety Culture

4. Sep 2012COSH 2012, Kuala Lumpur, Malaysia

Dr. Volker Mann

VOMA Consulting Ltd. - www.voma.asia

Dr. Volker Mann 2012, VOMA Consulting Limited 103.09.2012


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Concept

What is behaviour

How behaviour is contributing to accidents

Concept of Behaviour Based Safety

How behaviour based programs supplement existing safetyconcepts

Why BBS often fails

Rolls and responsibilities

Behaviour based leadership approach



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Behaviour

Behaviour-based safety is focussed on behaviour

Behaviour = Observable Act, without judgement

Behaviours, observable actions, are the proper upstream focus

for safety for two reasons:

1) At-risk task-related behaviours are the final common

pathway for almost all incidents.

Factor that paves the way for many pre-existing factors to

come together in a negative way.

2) Most at-risk behaviours common at a site are supported by

the culture and systems of the site.



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Factors for Incidents

Incident

Hazard:

hazard + personOccurrence at the

same time and place

Potential factors leading

to an incident:Technical T

Organisational O

Behavioural B

Dont knowDont want to

Don't have to

Not able to do

Not allowed to do

Enabled / Difficult

Non-Enabled



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Managing Safety

Maturity of SHE management

Safety

Haz

ards

Engineering

Systems Behaviour

(Leadership & Culture)

Safety Tripod

Behaviour-based safety, goodengineering and procedures- need each other- strengthen each other- bring out the best in each other



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Five Qualities of an Injury-Free Culture

Injury-free culture = No acceptance for injuries!

An injury-free culture includes the characteristics:

1) A shared vision of safety

2) Cultural alignment = we walk the same talk

3) Focus on behaviour versus incidents

4) Upstream system in place: highly proactive, focus on root

causes

5) Feedback is the norm



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What is Behavior Based Safety?

Behaviour-based safety is a process approach to improving safety

performance by helping workgroups to:

1) Definition:

Identify safety-related behaviours that are critical to

performance

2) Observation:

Gather data on workgroup safety excellence

3) Feedback:

Provide on-going, two-way performance feedback

4) Remove system barriers:

Eliminate underlying factors for continuous improvement



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Safe and At-Risk Behaviour

List and Analyse your TOP 10 At-Risk Behaviours

Sources: Worker !

Worker involved or exposed to at-risk situation every day

Know how things are done here

Tools

Reporting

Incident Investigation Job Safety Analysis (SHRA)

Short Safety Discussion (Toolbox meeting)

Red dot activity



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Safety Observation

Is only focused on safety aspects

Shows, how far safety measures have been understood

Identifies working areas, where safety systems have been wellimplemented

Serves to identify safety barriers

Serves to make safety standards clear

Increases safety awareness

Makes it clear where employees take risks

Helps to prevent injuries



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Two-Way Feedback

Providing on-going, two-way feedback

Immediate after observation

Start with feedback about safe behaviour

Inform about observed at-risk behaviours Ask questions to find out reason for at-risk behaviour

Show at-risk aspects if not registered by employee

Record worker suggestions and thoughts about systembarriers

Offer thanks



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Eight Barriers to Safe Behaviour

Why do employees behave in ways that put them at-risk?

Underlying factors are barriers to safe behaviour:

1) Hazard Recognition

2) Disagreement on Safe Practices

3) Personal Choice

4) Personal Factors

5) Culture

6) Business System

7) Inappropriate Rewards

8) Facilities and Equipment

Requires work withindividuals or small

groups of employees

Best addressed by

management action

Interface



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Behavior-Based Safety Contribution toHierarchy of Safety Controls

1. Substitutionor

Elimination

2. EngineeringControls

3. AdministrativeControls

4. Warnings 5. PPE

Very limited

exposure, if any.

Could beexposure in

emergency, but no

routine access.

Safety depends

LEAST

on employee behaviour

Safety depends

MOST

on employee behaviour

Routine exposure of

production operations.

Personnel need to be

protected.

Detailed

procedures to be

followed regularly

by a large segment of

production population.

Administratively

limited routine

access.

As a control strategy becomes more dependent on procedures, warnings, and

PPE, worker behaviour becomes increasingly more important.

However, Behaviour-based safety WILL NOT take place of the hierarchy of

safety controls!



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Benefits of Behaviour-Based Safety

Safety Related

Redefines safety as anoperational initiative

Shifts safety culture toenable workforce to

POSITIVELY impactoperational change

Reinforces and designsdesired safe work methods

Reduces worker injury

potential Incidents become less

frequent and less severe

Operational Related

Raises leadership awareness

Increases employeeinvolvement

Fosters immediate problemsolving

Stimulates effectivecommunication & Team Work

Emphasizes systems-thinking

Workforce moral improves,since efforts lead to significantdifferences in an importantarea



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Cost AspectsCoverage of Costs by Insurance

1 Euro*

Insurance covered costs:

injury ill health product and material damage

plant and building damage clearing site if outside impact production delays and

contigency expenses (partly) Profit losses < 5 years

Costs NOT covered by insurance can include: over plan profit losses partly: clearing of site, contigency expenses etc. profit losses > 5 years :

loss of market shares and customers loss of margins due to damaged product and company image

company share price losses loss of property value in case of sale

legal costs, fines expenditure to emergency suppliers tool and equipment damage overtime working temporary labour Investigation time

2 - 36 Euro*

* estimated figures

Henkel 2005


supervisors time diverted

clerical effort loss of expertice/experience loss by additopnal advertising

cost to improve image loss by additional recruitement

expenses


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Disciplinary Actions

Punishment? Making an Example? Correction?

Better: Personal Behavior-Based Intervention

Objective is to replace

an undesired behaviorwith a desired behavior

Disciplinary actionsmake sense where:

undesired behavior is

being performed byconscious choice, and

the choice is within thecontrol of the personwho is punished



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Common pitfalls

All to often safety initiatives start with lots of noise and activities,just to see that after a few years or even month no evidence of thisprograms remains than a few dusty manuals.

Another failed safety program

Why?

In a nut shell, the safety initiative is not compatible with thecompanys culture

A company culture exists on 3 levels

Level 1 - Artifacts: practices, observable things, etc.

Level 2 - Values: reason given to explain artifacts

Level 3 - Assumptions: basic beliefs



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Successful Concept:Active Engagement of All Employees

Every level of employee with specific role,accompanied by defined critical behaviours

Steering

Committee

Employees

Worker

Managers

Supervisors



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Steering Committee

Members

Worker- trusted and respected of staff- good people skills and task competence- competent communicators

- well organized and systematically working Management representative

Facilitator/Guide: safety professional or consultant

Activities

Analyze data from observation reports, incident reports, etc.

Analyze at-risk trends and define observation categories

Provide recommendation to remove system barriers

Communicate with management about suggested measures,e.g. equipment, training, personnel, procedures, etc.



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Roles for Involvement at All Levels

Worker

Data collection and analysis

Supervisor

Work with employee steering committee to resolve action plan Review and use change-effort data

Preserve confidentially of data

Serve as technical source

Help identify and remove barriers

Model identified safe behaviours



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Roles for Involvement at All Levels

03.09.2012 Dr. Volker Mann 2012, VOMA Consulting Limited 21

Middle Management

Model procedures and identified behaviours

Provide recognition to employees

Include needs for safety in annual budgets, allow time to staff

Interact regularly with safety committee incl review and support Provide information about change-effort in organization

Ensure that employee involvement does not lead to disciplinaryactions

Top Management

Set and communicate expectations of safety performance

Give feedback to upstream/downstream indicators

Review and approve appropriate safety budget

Express support for safety program


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Employee Activation and Involvement

Reason:

Worker involved or exposed to at-risk situation every day

Know how things are done here

Tools:

Reporting

Incident Investigation

Job Safety Analysis (SHRA)

Short Safety Discussion 5S or Continuous Improvement Programs

Red dot activity, Safety Calendar, etc.



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Alignment of Management

Reason:

Managements role is to

enable employees to do and use data collection andanalysis to identify barriers to safety performance

commit company resources to address those identifiedbarriers

Tools:

Safety leadership training

Training: OHS as management task

etc.



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Behaviour Based Leadership

In a aligned safety culture the vision and values are consistentwith the actual day-to-day practices,in simple: employees at all levels walking the talk

Creating Strategic Alignment by Behaviour-based Leadership:

1. Develop realistic vision, mission and valuesExample Vision and Values

2. Create operational definitions for each level of employee

3. Develop data gathering system

4. Action planning to remove identified barriers

http://localhost/var/www/apps/conversion/releases/20121116002900/tmp/scratch_4/example_visionvalues.pdfhttp://localhost/var/www/apps/conversion/releases/20121116002900/tmp/scratch_4/example_visionvalues.pdf


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Behavior Based Safety Approach inTransforming the Safety Culture

Summary Principles of BBS are:

definition of positive behavior, observation, 2-way feedbackand removal of barriers

BBS program can improve safety performance of worker byremoving underlying barriers

BBS program can also increase the operational skills of worker

BBS program can only be successful if all levels of employeesfulfill their roles and tasks

Principles of BBS can be used in Behavior Based Leadership

approach to transform safety culture

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Thank you !References

1. Henkel Asia Pacific, Shanghai/China

2. Thomas Krause: Current issues in Behavior-Based Safety, 1999 by BST Inc.

3. Kirchstein & Partner, Hamburg/Germany

Any question?

Contact: Dr. Volker Mann

www.voma.asia

+60 17 2892378

2603 09 2012

3. Approach in Transforming the Safety Culture

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