Introduction Chart

7/28/2019 Introduction Chart

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Introduction Chart

What We Need From You What Your Company Will Provide To Support You

1 Clear Expectations

Make safety important, follow the rules and procedures and

ensure you understand what is expected of you and your

colleagues. Ensure that you live up to the safety standards you

expect of others.

An induction process which clarifies company and industry

expectations. Clear simple rules and procedures.

2 Effective Communication

Where possible use face to face communication. Always listen

carefully, ask open questions, check understanding and agree

any solutions. Be sure your actions support what you are saying.

Communications in clear and concise language avoiding jargon

and abbreviations. Explanation of changes and encouragement

of feedback. Opportunity to provide open feedback without fear

of retribution .Regular face to face communication with SeniorManagement.

3 Personal Leadership

Lead by example and praise safe behaviours. Have courage to

do the right thing and do not tolerate unsafe behaviour whether

at work, home or leisure. Believe that you can make a

difference.

Senior management commitment to safety and encouragement

for continued safe behaviours at work, home and leisure.

Training in safety leadership and behavioural skills.

Encouragement for the recognition of safety contributions. .

4 Personal Risk Awareness

Stay aware of your surroundings, remain alert to changes and

never put yourself or others at risk. Contribute to discussionsabout risks on the job, share your experiences and question

anything you do not understand. Get involved in practical worksite inspections and recognise the hazards that could cause an

Relevant risk assessment and observation skills training and a

process for the capture and sharing of information and goodpractice. Information on hazards associated with work and home

environments. Experienced personnel assigned to coachinexperienced, new or transferred personnel.


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injury.

5 Planning

Take time to fully familiarise yourself with the safety aspects of

the job and question any areas that are not completely clear toyou. Consider your abilities and interaction with other people.

Ensure you have the time and resources to do the job safely and

request help where needed

Adequate time for planning and the inclusion of everyone

involved in the job. Readily accessible information to supportplanning. A simple and effective Change Management process.

6 The Right and Duty to Intervene

Challenge any unsafe acts or conditions and praise positive and

safe behaviours. Welcome intervention from others.

Commitment to support everyone who intervenes to improve

safety. An environment in which all personnel are encouraged to

welcome interventions. An observation and intervention

programme which provides feedback of actions taken.

7 AccountabilityAccept responsibility for your actions and their consequences

and offer solutions to prevent accidents. Accept responsibility

for improving health and safety in the environments you work

and live in.

Commitment to uphold safety rules and guidelines. Clear

communication regarding the consequences of unacceptable

safety behaviour and the application of fair and consistent

response.

8 Self Evaluation

List your personal commitments to safety and share them with

your colleagues. Regularly request feedback on how you are

doing and use this to help improve your performance.

Encouragement of all personnel to make annual safety

commitments and share these. Guidance and support for the

development of safety commitments An appraisal process which

includes safety performance feedback.

9 Develop Encourage and Sustain Safe Behaviours

Start every day by thinking of how you can keep yourself and

others safe. Practise hazard recognition and make sure controls

are in place. Provide feedback and encouragement on things

Promotion of safe behaviours and practices at work and at

home. Recognition for safe behaviours to encourage

improvement. Encouragement for everyone to contribute to the


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that work or require improvement. improvement of safety and feedback on performance.

Maturity Matrix (Company)

Emerging

(Level 1)

Managing

(Level 2)

Involving

(Level 3)

Co-operating

(Level 4)

Continually Improving

(Level 5)

An inductionprocess exits. All

staff are familiar

with the company

HS&E policy and

procedures. 1.1

1.2a1.2b

Responsibilities andaccountabilities are defined

at job level, together with

task specific safety

guidelines. Consequences of

non compliance are

communicated. 1.2c1.2d

1.41.3a1.3b

All staff are familiarwith personal actions

and behaviours

required by PRfS.

Majority of staff are

trained, willing and

able to intervene in the

workplace.

All Managementand staff share

their safety

commitments

freely with each

other and discuss

openly. Rules and

procedures are

regularly reviewed.

An improvement plan ismaintained which

includes workforce

involvement and is

regularly reviewed and

communicated. PRfS

maintains a high profile

within the organisation.

1.7a1.7b
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1.51.6a1.6b

Communication is

one-way - top

down but processesare being

developed to

promote two-way

communication.

The identification and

communication of solutions

rather than problems isencouraged and relevant

training provided. 2.1

Communications are in

clear and concise

language avoidingjargon and

abbreviations. Face to

face communication is

encouraged. Timely

and effective feedback

is provided on issues

raised highlighting

positive and negative

aspects. Employee

input is collected and

considered when anysignificant change is

planned. 2.22.32.4

2.5

A questioning

approach is

encouraged withopen feedback and

no fear of

retribution. Regular

site visits are

conducted by Line

and Senior

Management to

communicate with

employees. 2.62.7

All safety

communication is two-

way in the form ofconsultation at all levels

of the organisation.

Safety meetings are

lively and constructive

with open discussion of

safety improvement

ideas and concerns. Both

Managers and front line

employees give

presentations.2.8

Documented

Senior

Management

commitment exists

to incorporate

PRfS throughout

its systems,

providing

appropriate

funding and

Training is provided to

support the development of

safety leadership with a

behavioural focus. A

process is in place to

recognise outstanding safety

performance and provide

appropriate responses to

unacceptable behaviours.

3.23.3

A process exists that

encourages all

personnel to document

their Personal Safety

Commitments and

review them on a

regular basis. A

mechanism is in place

to ensure openness and

integrity of reporting

Safe behaviours

outwith the

workplace are

encouraged

through education

and/or practical

support. 3.23.3

Key safety leadership

behaviours are

recognised in appraisal

process and mentoring is

provided where needed.

3.7
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resources toeffectively support

PRfS. 3.1

without fear ofrepercussion. 3.43.5

Risk assessmentpolicies and

processes are in

place and a process

to identify and

report worksite

hazards exists

and/or is being

implemented. 4.1a

4.1b

Training needs of allpersonnel, including

contractors, in hazard

identification and risk

assessment have been

identified and training is

being provided.4.1c4.1d

All personnel arecompetent in hazard

identification and risk

assessment processes

and seek to employ

their skills effectively.

Worksite hazards are

being documented and

communicated across

the organisation. 4.2a

Hazardidentification and

risk assessment has

become an integral

effective part of the

work process for

all personnel.

Personnel are

employing their

knowledge outside

the workplace.

Personnel aresharing their

knowledge and

expertise with

others. 4.2b4.2c

4.3a4.3b4.3c4.4

Regularmonitoring/auditing of

the effectiveness of the

policies and processes

are undertaken with

remedial measures

identified being

implemented. The

benefits of being good at

hazard identification and

risk assessment maintain

a high profile with theorganisation.

Work planning

processes are in

place and are being

revised to integrate

PRfS elements.5.1

5.2

Training needs identified

and training being

implemented where needed.

All staff are familiar

with personal actions

and behaviours

required by PRfS.

Majority of staff are



workplace. 5.3

Safety implications

of changes to the

plan are effectively

managed through

full workforce

involvement. 5.4

Captured learnings are

incorporated into

planning process. 5.5
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There is a policyand a documented

system that

supports the right

and duty of anyperson to intervene

in the interests of

safety. 6.16.26.3

Training in observation andconstructive intervention

skills given to all personnel

to support company

observation and interventionprogrammes. 6.4

Individuals give andaccept constructive

intervention in a

positive manner.

All personnel seethe value of

intervention.

Actions taken are

clearly visible.

Positive behaviours arecontinually reinforced

and proactive safety

behaviours are

recognised as anorganisational value. 6.5

Safety rules and

principles are in

place but unsafe

behaviour

continues. Lack of

accountability

within theorganisation or the

wrong people

being held

accountable. 7.1

Management visible at

worksites. Safety

observation/intervention

system in place.

Consequences of unsafe

behaviour reinforced.

Unsafe behaviour is

not tolerated. All

aware of consequences

of positive and

negative safe

bahaviour. Trust is

building betweenManagement and staff.

7.2

Safety leadership

and commitment is

high with

Management and

workforce actively

demonstrating

proactive safebehaviour and

looking after each

other.

Workforce now exhibit

confidence to engage in

actions to enhance

safety. All incidences of

unsafe behaviours are

reviewed with a view to

learning lessons.

A framework and

requirement exists

for Personal Safety

Commitments but

not fully

implemented. 8.1a

Requirement for Personal

Safety Commitment for

Management. 8.1b8.1c

Extend PSC

requirement across

organisation providing

guidance on content

and evaluating

individual

performance. 8.1c8.1d

8.1e8.2

PSC promotes,

encourages

individual

contributions

towards

organisation and

industry goals.

Evaluation is 360 deg

and feedback received is

acted on.8.3
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A frameworkexists to develop

and encourage safe

behaviours but

organisation notfully engaged. 9.1a

Management activelyencourage and support safe

behaviours. Necessary

training and coaching is

provided. 9.1b9.1c9.29.3a

Workforce engagedand safe behaviours

accepted as the norm.

9.3b9.3c

All personnel seethe value of safe

behaviours and do

not tolerate unsafe

behaviours. Safebehaviours outwith

the workplace are

encouraged

through education

and/or practical

support. 9.3d9.4a

9.4b9.4c

Workforce suggestionsare valued, reviewed and

where relevant included

to improve the

programme.9.5a9.5b

Maturity Matrix (Personal)

Emerging Managing Involving Co-operating Continually Improving
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(Level 1) (Level 2) (Level 3) (Level 4) (Level 5)

An induction

process exits. You

are familar with thecompany HS&E

policy and

procedures.

Your responsibilities and

accountabilities are defined

at job level, together withtask specific safety

guidelines. Consequences of

non compliance have been

communicated to you.

You are familiar with

personal actions and

behaviours required byPRfS. The majority of

your colleagues are



workplace.

All Management

and your

colleagues sharetheir safety

commitments

freely with you

and discuss

openly. Rules and

procedures are

regularly

reviewed with

you.

You are involved in

establishing and

maintaining the safetyimprovement plan for

your site. PRfS maintains

a high profile within the

organisation.

Communication isone way - top down

but processes are

being developed to

promote two -waycommunication

with you.

A questioning approach isencouraged with open

feedback and no fear of

retribution. Regular site

visits are conducted by Lineand Senior Management to

communicate with

employees.

Communications toyou are in clear and

concise language,

avoiding jargon and

abbreviations.Communicaiton is

frequently face to face.

You are given timely

feedback on issues,

highlighing positive

and negative aspects.

Your input is sought

and considered when

any significant change

is planned.

You areencouraged to

provide feedback

and can do so

without fear orretribution. Line

and Senior

Management

regularly visit

your site to

communicate

with employees.

All safetycommunication is two-

way in the form of

consultation at all levels

of the organisation.Safety meetings are

lively and constructive

with open discussion of

safety improvement ideas

and concerns. Both

Managers and front line

employees give

presentations.


9/14

Documented seniormanagement

commitment exists

to incorporate PRfS

throughout itssystems, providing

appropriate funding

and resources to

effectively support

PRfS

Training is provided to youto support the development

of safety leadership with a

behavioural focus. A process

is in place in your worksiteto recognise outstanding

safety performance and

provide appropriate

responses to unacceptable

behaviours.

A process exists thatencourages all

personnel in your

workplace to

document theirPersonal Safety

Commitments and

review them on a

regular basis. A

mechanism is in place

to ensure you can

report issues without

fear or repercussion.

You areencouraged to act

safely outwith the

workplace

through educationand/or practical

support.

Your safety leadershipbehaviours are

recognised in the

appraisal process and

mentoring is provided toyou where needed.

Risk assessment

policies andprocesses are in

place and a process

to identify and

report work site

hazards exists

and/or is being

implemented.

Your hazard identification

and risk assessment trainingneeds and those of your

colleagues, including

contractors, have been

identified and training is

being provided.

You, and the

colleagues around youare competent in

hazard identification

and risk assessment

processes. You seek to

employ these skills

effectively. Worksite

hazards are being

documented and

communicated across

the organisation.

Hazard

identification andrisk assessment is

a routine and

effective part of

the work process

for you and your

colleagues. You

apply this

knowledge

outside the

workplace. Youshare this

knowledge and

expertise withothers.

The effectiveness of the

policies and proceduresused in your workplace

are regularly

monitored/audited.

Remedial measures are

identified and

implemented. You and

all your colleagues

understand the benefits

of being good at hazard

identification and riskassessment and you

support the use of these

in your workplace.


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Work planningprocesses are

established in your

workplace. They

are being revised tointegrate PRfS

elements.

Your training needs havebeen identified and training

is being provided where

needed.

You and yourcolleagues are allowed

adequate time for

proper planning.

Safetyimplications of

changes to the

plan are

effectivelymanaged through

full involvement

of you and your

colleagues.

You have access otlearnings and incorporate

these into the planning

process.

There is a policy

and a documented

system that

supports the right

and duty of any

person to intervenein the interests of

safety.

Training in observation and

constructive intervention

skills is given to you and

your colleagues to support

company observation and

intervention programmes.

You are able to give

and accept

constructive

intervention in a

positive manner.

You and your

colleagues see the

value of

intervention.

Actions taken are

clearly visible.

Your organisation

recognises and values

proactive safety

behaviours. Your

positive behaviours are

continually reinforced.

Safety rules andprinciples are

established in your

workplace but

unsafe behaviour

continues. You see

a lack of

accountability

within your

organisation or you

see the wrong

Management visible atworksites. Safety

observation/intervention

system in a place. You

understand the consequences

of unsafe behaviour.

Unsafe behaviour isnot tolerated. All

aware of consequences

of positive and

negative safe

behaviour. Trust is

building between

Management and staff.

Safety leadershipand commitment

is high in your

workplace. You

and your

colleagues

actively

demonstrate

proactive safe

behaviour and

look after each

Continued monitoringand review.


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people are heldaccountable.

other.

A framework and

requirement existsfor Personal Safety

Commitments in

your workplace but

these are not fully

implemented.

Your Managers commitment

to Personal Safety is arequirement of th2eir job.

Commitment to

Personal Safety isestablished across your

organisation. Guidance

is provided to you and

your safety

performance is

evaluated.

PSC promotes,

encouragesindividual

contributions

towards

organisation and

industry goals.

Evaluation is 360 deg.

You are involved as arecipient or provider.

Feedback is provided and

is acted on.

A framework exists

in your workplace

to develop and

encourage safebehaviours but the

organisation is not

fully engaged.

Your Management activity

encourages and supports safe

behaviours. Necessary

training and couching isprovided to you.

You and your

colleagues accept safe

behaviours as the

norm.

You and your

colleagues see the

value of safe

behaviours andyou do not

tolerate unsafe

behaviours. Safe

behavioursoutwith the

workplace are

encouraged

through education

and/or practical

support.

You see your suggestions

are valued, reviewed and

where relevant included

to improve theprogramme


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Process For Creating Major Change

Process For Creating Major Change

Establishing A Sense of Urgency

Examining the market and competitive realities.


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Identifying and discussing crises, potential crises or major opportunities.

Creating A Guiding Coalition

Putting together a group with enough power to lead change Getting the group to work together like a team

Developing A Vision And Strategy

Creating a vision to help direct the change effort Developing strategies for achieving that vision

Communicating The Change Vision

Using every vehicle possible to constantly communicate the new vision and strategies Having the guiding coalition role model the behaviour

expected of employees

Empowering Broad-based Action

Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging new approaches and non-traditional ideas,

activities and actions

Generating Short-term Wins

Planning for visible improvements in performance or 'wins' Creating those 'wins' Visibly recognising and rewarding people who made the wins

possible

.

Consolidating Gains And Producing More Change

Using increased credibility to change all systems, structures and policies that don't fit the transformation vision Hiring' promoting and developingpeople who can implement the change vision Reinvigorating the process with new projects, themes and change agents


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Introduction Chart

Documents

Transcript of Introduction Chart