Four Corners Safety Network : A Look at What’s Next for Safety

© 2006-2009 JMJ Associates, LLP. All Rights Reserved. | v063009 | Included content contains trademarks and U.S. registered trademarks of JMJ Associates, LLP.

Four Corners Safety Network:

A Look at What’s Next for Safety

Michael HuvaneJMJ Associates


Purpose of this SessionPurpose of this Session

To stimulate your thinking as a leader for safety such that you:

• take away one new incite or perspective

• leave the meeting committed to taking one action that will impact your company’s safety culture


Who is JMJ?Who is JMJ?

• Global consultancy; founded in 1987

• Strategic implementation partner, catalyzing human intervention for breakthrough results

• 150 people operating from 6 offices

• Industries: Oil and Gas; Mining and Metals; Shipbuilding; Large scale construction


JMJ GLOBALJMJ GLOBAL

JMJ JMJ AmericasAmericas

JMJ JMJ EuropeEurope

JMJ QatarJMJ QatarJMJ JMJ SingaporeSingapore

JMJ JMJ AustraliaAustralia

JMJ AfricaJMJ Africa

Last Updated: 10 December 2007


JMJ Specializes InJMJ Specializes In

• Major capitol project execution

• Incident and Injury Free

• Leadership Development


San Juan BasinSan Juan Basin

• A cultural change in safety

• At first led by operators; now major suppliers

• The message has landed

• People have not died as a result of your work


An Industry-Wide PerspectiveAn Industry-Wide Perspective


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1900 19801940 1950 1960 1970 1990

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History of Safety PerformanceHistory of Safety Performance


1980 20051985 1990 1995 2000 2010

2015

Workplace Fatalities in USWorkplace Fatalities in US

© 2006-2009 JMJ Associates, LLP. All Rights Reserved. | v063009 | Included content contains trademarks and U.S. registered trademarks of JMJ Associates, LLP. 10

Hispanic worker deaths Hispanic worker deaths

on the riseon the rise• US worksite fatalities down 9% since 1992

• Hispanic population deaths at worksites up 57% in same period (17% of USA total)

• Hispanic workforce has only increased by 3.5% since 1992

• In 2007 Natural Resources and Mining (includes Oil and Gas operations) Industry #3 in Hispanic worksite fatalities

© 2006-2009 JMJ Associates, LLP. All Rights Reserved. | v063009 | Included content contains trademarks and U.S. registered trademarks of JMJ Associates, LLP. 11

• Common Root Causes to Hispanic Fatalities– Language barrier– Lack of Training– Exploitation of this work force in general

• Human and Cultural Behavior Component – Hispanic workers less inclined to join a Union (especially

those without Legal documentation in the U.S.)– Less likely to protest when conditions seem dangerous

• Stop the Job!!!!

– More willing to except line authority as Gospel

Hispanic worker deaths Hispanic worker deaths

on the riseon the rise


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1900 19801940 1950 1960 1970 1990

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Tremendous Improvement: Tremendous Improvement: What is Next?What is Next?


4 Key Challenges4 Key Challenges


4 Key Challenges4 Key Challenges1. Sufficient awareness of risk

• Keep the bear real (bear or rabbit?)

• Mindfulness (antidote to complacency)

• Does it take a Charlie Morecraft experience?

• Young workers

• If not sufficient mindfulness, no need to follow polices and procedures

• What are we doing to reinforce the proper amount of fear?


4 Key Challenges4 Key Challenges2. Paper safety VS real safety

• Disconnect for many at worker level

• 2 stories from the basin – is it about the paper or about safe action/going home

• Culture is, in part, a function of what leaders pay attention to, measure and control on a regular basis (Ed Schein)

• Reinforced by management – Florida plant manager

• Airline pilot “checklist” – a different culture


4 Key Challenges4 Key Challenges3. Relationship with Policies and Procedures =

weak in this industry

• A function of mindfulness??

• Cultural strengths = safety disadvantage– Independence– Get the job done

• Jim Weatherbee: only 2 problems with p/p

• A different culture and relationship to p/p in military and aviation


4 Key Challenges4 Key Challenges4. Bottoms-Up Leadership

• Story

• Investment at BP San Juan in Safety Excellence Team

• Contributed to 50% decline in TRIR in 09

• Monthly meetings/individual coaching– Related to as leaders– Given tools– Requested to act– Held to account


What is Needed Now What is Needed Now From Us As Leaders?From Us As Leaders?

More engagement and less preaching

Engagement = a function of conversation

Conversation = speaking and listening

Get yourself a compelling question and go on a Listening Tour


SummarySummary4 Key Challenges1. Sufficient awareness of risk (Is the bear real?)2. Paper safety VS real safety3. Relationship with Policies and Procedures = weak in this industry4. Bottoms-Up Leadership

What is needed: more engagement and less preaching

4. Bottoms-Up Leadership


What Could I Do?What Could I Do?• Ask myself – do I have the proper amount of

fear or wariness?

• Have a conversation with a person who I think does not have the proper amount of fear vis a vis safety? Ask (inquire) why?

• Notice which Key Procedures are related to as “paper safety”. Engage the workforce in a conversation about why workers feel this way.


What Could I Do?What Could I Do?• Identify what I am paying attention to with

regard to safety. Is it the “paper” or the real thing?

• Think about Bottoms Up Leadership and how you could institute in your organization.


Purpose of this SessionPurpose of this Session

To stimulate your thinking as a leader for safety such that you:

1) take away one new incite or perspective

2) leave the meeting committed to taking one action that will impact your company’s safety culture

Turn to the person next to you and share your 1 take-away and your 1 action.

Four Corners Safety Network : A Look at What’s Next for Safety

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