SAFE AND HAPPY NEW YEAR

SAFETY IS OUR GOAL...SAFETY IS OUR GOAL...

WHATS YOURS?

OHSC Inc. www.ohsconsultants.ca

P-519-758-0146 F-519-753-5332

-AN ATTITUDE FOR ACCIDENT PREVENTION-

“BUILDING A SAFETY CULTURE”

Presented By: Chet Ramphal-CRSP,CHSC,DOHS,COHS,COSS

OHSC Inc. www.ohsconsultants.ca P-519-758-0146 F-519-753-5332

TO UNDERSTAND HOW THE

SAFETY

IRS

SAFETY CULTURE BEHAVIOUR

OHSA

ATTITUDE

Work together

BASIC SAFETY PHILOSOPHY

• Every incident can be avoided.

• No job is worth getting hurt for.

• Every job will be done safely.• Every job will be done safely.

• Incidents can be managed.

• Most importantly safety is

everyone’s responsibility.

SAFETY IS A STATE OF MIND -- ACCIDENTS ARE AN ABSENCE OF MIND

Hurt at Work

• You've carefully thought out all the angles.

• You've done it a thousand times.

• It comes naturally to you. • It comes naturally to you.

• You know what you're doing, its what you've been trained to do your whole life.

• Nothing could possibly go wrong, right ?

Safety starts with "S" but begins with "YOU"

Think Again!

Think smart before you start.

Rights of Workers

Right To Know Right To Participate

Right To Refuse

What do you know about the IRS?

� WHAT IS THE OVERALL FRAMEWORK OF IRS?

� “WHO’S WHO” IN THE IRS?

�Who Are The Major Players Of The IRS?

IRS

�Who Are The Major Players Of The IRS?

�Who Are The Minor Players Of The IRS?

� CONNECTING IRS TO ERS

Overall Framework ERSIRS Overall Framework

OF IRS

ERSIRS

OHSA

“Who’s Who” in the IRS?

SupervisorsWorkers

Major Players

Employers

JHSCDirectors

& Officers

Workers

“Who’s Who” in the IRS?

VisitorsSuppliers

Minor Players

Contractors

VisitorsSuppliers

Linking The IRS To The ERS

If the IRS does not appear to be working well, the

Internal Auditors are supposed to draw the attention

of the ERS to the problem.

RoutineRefusalsComplaints

Routine

Inspections

JHSC FailuresInvestigations

RefusalsComplaints

JHSC Disputes

Attitudes vs. Behaviour

Attitudes Are… Subjective

• Hard to Measure

• Hard to Change

Positive attitudes have positive influence on safety

Pinpointed Behaviours Are…

• Measurable

• Observable

• Reliable

A person, place, thing or event that

happens before a behaviour takes

place that encourages you to

perform that behaviour.

Activators

Activators only set the stage for

behaviour or performance - they

don’t control it.

Examples of Desirable Behaviour

Examples of Undesirable Behaviours

The Three Types Of Consequences

Reinforcement

Punishment

Neutral Consequences

SAFETY CULTURE

• Safety requires strong commitment from the top.

• You will achieve the level of safety that you

demonstrate you want to achieve.

Safety Culture

Take a moment and

rate your organizational

Symptoms

Line/Staff Behaviors/ Committees

Quick Fix

Conflict

Quiet Transparent Integrated

Equal WORLD CLASS

TraditionalTraditionalTraditionalTraditional

ProgressiveProgressiveProgressiveProgressiveBe honest about it.

Safety Without Any Management Process

High

Insurance Excessive Employee

Statutory

Costs Losses Relations Litigation

Ignorance

Conflict

SWAMPSWAMPSWAMPSWAMP

TraditionalTraditionalTraditionalTraditional

Perhaps somewhere

in between?

SWAMP(Safety Without Any Management Process)

SAFETY RESPONSIBILITY: Not Recognized/RejectedPERCEIVED: As a “Burden”

MANAGEMENT CHARACTERISTICS:

• Accidents are Accepted • One Way Communication – Fear Based

• Production Compromised by Safety • My Way or The Highway

• Planning - Minimal; Reactive; Short Term • “Make Do/Make Fit” Approaches

• Adversarial Relationship - Ops vs Safety • Minimal Employee • Adversarial Relationship - Ops vs Safety • Minimal Employee

• Lacking HR Policies/Procedures Involvement/Interaction

ORGANIZATIONAL IMPACTSNegative Business Impact Excessive Losses Poor Employee Relations

Statutory Ignorance High Insurance Cost Blame Others

Poor Incident Rates-- High Frequency/ High Severity OSHA Citations/Repeat Violations

Them vs Us(Labor vs Management) Employee Complaints

No Company Loyalty Morale Very Low

TRADITIONAL

SAFETY RESPONSIBILITY: Not Understood -

PERCEIVED: As a “Cost”

MANAGEMENT CHARACTERISTICS:

•Accidents are “Excused” Away • Programs/Campaigns - Short Lived

•Recognized Problems - Unwilling/Unable to Solve • Go Through Motions

•Fix the Symptoms, Not the Cause • Not Quite Sold - Willing To Go Halfway•Fix the Symptoms, Not the Cause • Not Quite Sold - Willing To Go Halfway

• Line “Accountability” Lacking Inconsistent • Expect Safety Department to Run Safety

ORGANIZATIONAL IMPACTS

Quick Fix Programs Reactive Management - Find It/Fix It

Set up for Failure Supervisors Ignore /Employees Reject

Repetitive Conditions And Problems

WORLD CLASS

SAFETY RESPONSIBILITY: Line Management Owned/DrivenPERCEIVED: As a Good Business “Investment”

MANAGEMENT CHARACTERISTICS: •Accidents Are Intolerable - There Are No Excuses •Safety Isn’t Safety - It’s Management

•Employee Centred Decisions Effectiveness

•Communication - Informal, Open, Encouraged •Planning - Long Term - 3 to 5 Years

• Responsibilities & Expectations - Clearly Defined And Accepted • Responsibilities & Expectations - Clearly Defined And Accepted

•Efforts “Closely Measured” and Responded To •Management Personnel are Personally Involved

•Line Accountability is Standard Practice •Safety Has a Sense of Urgency

ORGANIZATIONAL IMPACTS

Positive Good Safety Integrated

Business Impact Employee Relations To Production

More Business Employee Morale High Employees Promote The Company

New Business

ACHIEVING A CULTURE

PREREQUISITES

• Strong commitment from top management.

• Good safety program.• Good safety program.

• Established safety culture.

• Safety accountability in place.

DEFINING AND COMMUNICATING

THE NEED FOR CHANGE

• What are the internal and external drivers for the change?

• Why must this change take place?

• How will the organization benefit from this change?

Safety is as simple as ABC...Always Be Careful.

WHAT ARE THE KEY DRIVERS?

CULTURE CHANGE

• Defining and communicating the need for change.

• Employee Participation.• Employee Participation.

• Assessment and Feedback.

• Strategic Planning.

• Training.

EMPLOYEE PARTICIPATION

• Provides input to management.

• Shared vision. (IRS)• Shared vision. (IRS)

• Report unsafe conditions/acts.

CONTRACTOR IN A SAFETY CULTURE

• Screened and selected.

• Viewed as partners.• Viewed as partners.

• Performance is measured.

• Established accountabilities.

• Must fit/accept the culture requirements.

SIGNS OF CULTURE CHANGE

• True management commitment.

• Reduced injury rates.

• Changes in employees attitudes to safety.• Changes in employees attitudes to safety.

• Heightened participation by employees.

• Near miss reporting increase.

• More conversations regarding safety.

• Employee morale is high.

HOW CAN WE GET THERE?

• Long term achievement/commitment is a

product of day to day efforts.

• Consistentancy.

Coincident or Not ?If,A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

Equals,

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

Then,K + N + O + W + L + E + D + G + EK + N + O + W + L + E + D + G + E11 + 14 + 15 + 23 + 12 + 5 + 4 + 7 + 5 = 96%

H + A + R + D + W + O + R + K8 + 1 + 18 + 4 + 23 + 15 + 18 + 11 = 98%Both are important, but the total falls just short of 100%

But,A + T + T + I + T + U + D + E1 + 20 + 20 + 9 + 20 + 21 + 4 + 5 = 100%

Safety really is about attitude. Make 100% Safe Behavior your choiceboth ON and OFF the job

© 2009 OHSC Inc.

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OHSC Inc. www.ohsconsultants.ca P-519-758-0146 F-519-753-5332