HSE Culture and

Leadership Enhancement: the next step forward.

Elena Kompasenko, VP HSE, TNK-BP Management May,2012

Time

Inju

ry a

nd

inci

den

t ra

te

The focus is on behaviors

Engineering

Systems

Behaviors Leadership

“…The state of industrial safety in your organization depends largely on the way safety issues are discussed across the Company – from the Board of Directors to employee lounges”

Only personal leadership can ensure compliance with industrial safety requirements.

It is critical that leaders not only talk about safety but they must show sincere concern and continuous commitment to protect employees from injuries at work.

! Leadership is about ACTIONS not WORDS !

Leadership

! Do not try to give appearance of such commitment !

! People tend to emulate their leaders !

Why people act unsafely? “That’s how I always do things

(I have worked here for …. years)

and nothing has ever happened” Unsafe acts will not always result in a fatality …

But all fatalities are caused by unsafe acts.

30 serious injuries

!Fatality 1

300 minor injuries

3000 unsafe acts

Leader, remember...

The role of leaders is to:

be committed to health and safety

lead by example

be the driver for embedding safety

provide communications

A leader must believe that … Zero injury rate is achievable!!!

People want to do their jobs well

People strive to win

Winner sets the tone for others

People want to know their performance results

Leaders have more influence than they think

People directly involved in operations know best

how to achieve improvements

Employee performance

Need to keep the job

Motivation

Outstanding performance

0

40%

80%

100%

Why do people do what they do?

Reinforces behavior

Directives Orders

Work plans Objectives Training Desire

Other person’s smile Rules

B Behaviors

Comply with safety rules Work to high quality standards

Delivery the plan Follow the rules

Smoke Do sports

Feedback, comments Recognition

Encouragement Punishment

Impact on health Nothing

Initiates the action What the persons decides to do

and does

Antecedents

A Consequences

C

90% of problems with attitudes to work are rooted in the inadequate use of

consequence effects

!!!

Consequences

Have a strong influence on future

behavior

Are SUBSEQUENT to behaviors

Must be linked to a specific behavior

Have different effects on different people

Are the most effective means of

influencing people

Consequences

Consequences of ANY action may

be:

Negative

Positive

No consequence

Balance of consequences

To have no reaction to people’s actions is unacceptable!

People want to know how their performance is assessed and what their supervisor thinks of them, therefore his feedback is a critical management tool

Undesired behaviors are often UNKNOWINGLY reinforced by POSITIVE, IMMEDIATE AND SPECIFIC consequences or LACK thereof

Good behaviors NEED to be reinforced by the supervisor by consequences positive to the employee, and bad behaviors need to be corrected by negative consequences

Psychologists have shown that four positive reinforcements should be given by a supervisor for every instance of corrective feedback to ensure that the employee does not feel like a loser.

4 : 1 Rule

Consequences

What combination of consequences has the strongest effect on behavior?

Types of consequences:

Personal Impersonal

Immediate Delayed

Specific General

Effective consequences

Specific - specific and consistent /inevitable

Personal - individual and clearly addressed

Immediate - follow immediately after the completed action and task

Performance assessment: Recognition Reward Punishment

Feedback on employee performance

Remember that consequences drive behaviors

Increase your feedback

based on observations

based on data

Give more recognition

! Supervisor’s feedback is an important form of consequence to behavior !

Do we give the right type of performance feedback?

Effective feedback

Effective performance feedback should … :

… clearly describe the action (who, where, when, how)

… focus on performance not performers

… refer to recent performance

… be based on facts (examples)

Do not forget the 4:1 Rule

Recognition

Effective recognition: • Is expressed personally to the

employee • Immediately follows the

behavior • Reasons are explained • Is sincere • Even small improvements are

noted Recognition is not effective, if:

• It is too frequent

• It precedes performance

• Promises are not kept

• It is not related to specific results

Recognition

Employees may start to feel that their input is not valuable and will stop doing their best

Performance will drop and so will morale

What will the lack of recognition result in?

Changes in the safety culture

• Culture drives BEHAVIORS • Behaviors drive ATTITUDES • Attitudes drive Performance

Changes in ATTITUDES will in due course lead to changes in BELIEFS

Behaviors

Attitude

Beliefs

Values

Thank you for Attention!

Questions?