Enhancing Safety Culture within ENA...Mindful leadership: Bottom up communication of bad news...

Enabling a better working world © Crown Copyright, HSL 2015

Enabling a better working world

Enhancing Safety Culture

within ENA

Jane Hopkinson, MSc, MBPsS

Senior Psychologist, HSE


Q: What is safety?


What do we mean by safety culture?

“The safety culture of an organisation is the

product of individual and group values,

attitudes, perceptions, competencies, and

patterns of behaviour that determine the

commitment to, and the style and proficiency of,

an organisation’s health and safety management.”

HSC’s Advisory Committee on the Safety of

Nuclear Installations (1993)


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)

(Based upon Cooper 2000, HSE RR 367)

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


Q: What is your goal?• To be compliant?

• Safety culture excellence?

• To develop a just culture?

• To be a high reliability organisation?


Safety culture excellence levels

*Integral to business activities*Routine, visible senior leadership*Strong partnership working*Anticipate safety issues*Investigate full range of root causes *Safety is part of the business

*Clear senior leader commitment*Proactive worker engagement*Learning lessons

*People have a role to play*H&S team take the lead*Senior leader commitment not realised at lower levels*Some learning of lessons

*Recognise importance of safety*H&S team take the lead*Ad hoc worker consultation*Limited investigation of root causes*Safety is a burden; something the

H&S team do*Little interest in safety*Accidents are unavoidable*Focus on ‘who’ to blame


Measurable business benefits

Excellence

Predictable

Standardised

Managed

Ad hoc

Imp

rove

d e

nga

gem

ent/

per

form

ance

/mo

tiva

tio

n

Red

uce

d a

ccid

ent/

inju

ry r

ates

/in

sura

nce

pre

miu

ms


Blame culture

No Name No

Blame

• Little or no near-

miss reporting

• No way to stop

accidents from

occurring as there

is no data to learn

fromBlame

Culture


No name no blame culture

No Name No

Blame

• No accountability

• Sometimes people have to

be held accountable, so it

is unworkable

Blame

Culture


Just culture

Blame

CultureNo Name No

BlameJust C

ulture

Accountability Recognition


Key to Just Culture: Understanding failure

Human Failures

Lapses of memory

Slips of action

Rule-based

Knowledge-based

Errors

Violations

Skill-based

Mistakes

Routine

Situational

Exceptional

Taken from HSG48

But WHY

But WHY

But WHY

But WHY

But WHY


A tale of two captains (local rationality)


Your ultimate goal?

High reliability organisation (HRO)

Organisations dealing with

high hazards environments

and complex technologies.

Operated nearly error-free for

very long periods of time.

Have capacity to maintain or

regain a stable state.

Cultivate reporting and a just,

learning, flexible culture


Characteristics of HRO’s)

HROProblem anticipation:

Preoccupation with failure

Reluctance to simplify

Operational awareness

Containment of unexpected events:

Valuing technical expertise

Back up systems

Training and competence

Procedures for unexpected events

Just culture:

Encouragement to report without fear of blame

Individual accountability

Ability to abandon work on safety grounds

Open discussion of errors

Mindful leadership:

Bottom up communication of bad news

Proactive audits

Safety-production balance

Engagement with frontline staff

Investment of resources

Learning orientation:

Continuous technical training

Open communication

Root cause analysis of accidents/incidents

Procedures reviewed in line with knowledge base

www.hsl.gov.ukAn Agency of the Health and Safety Executive

www.hsl.gov.ukAn Agency of the Health and Safety Executive

Moving towards safety culture excellence


ASCENT: Safety culture improvement

process

Focus groups

Interventions

SMART action plans

Intervention impact

evaluation

Senior management commitment

Project plan

Survey

Data analysis

Steering group

Communication strategy

Interviews

Leading & lagging

indicators

Workshops

Foundation

Analyse

Focus

Act

Evaluate

Process evaluation


The process (6 - 9 months approximately)

Evidence collation and

review

*Safety Climate Tool

*Workshops and interviews

*Site visits

*Sample of documentation reviewed

SC excellence assessment

*Data analysis & assessment using HSL’s model of safety culture excellence

*HSL report submitted

Action planning

* Workshops *Define priority actions to move towards safety culture excellence

*SMART action plans

Foundation visit

* Presentation to senior managers on HSL’s approach

* Briefing to HSL on the organisation (business context and SMS)


Example safety culture excellence

assessment result


Safety culture excellence actions

Typically identify three to five key actions to move the

organisation up the maturity ladder e.g.

Control of work: Consider what operatives need to do to safely

undertake tasks. Ensure that the SMS supports this so that operatives

can readily access the relevant system/procedures that they need.

Focus effort on empowering the workforce rather than reviewing

procedures/documentation in isolation.


Where does health fit in?

Key distinctions between perceptions andunderstanding of OH and safety hazards e.g.according to:

latency,

visibility/awareness of hazard,

causal attribution.

May warrant a separation of OH Cultural Maturity fromSafety Cultural Maturity.


Ensure those in your business understand what

safety culture means and what your goal is.

Focus on the development of a just culture.

Take a step by step approach to improvement.

Consider behavioural influences when

developing interventions/actions.

Remember health as well as safety.

KEY MESSAGES…


Thank you for listening!

Any questions?

Enhancing Safety Culture within ENA...Mindful leadership: Bottom up communication of bad news...

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