Transforming Safety Performance by Unlocking the Power of ...
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Transforming Safety Performance by Unlocking the Power of People and Processes Geni E. Stevens
Transcript of Transforming Safety Performance by Unlocking the Power of ...
Transforming Safety Performance by Unlocking the Power of People and Processes
Geni E. Stevens
Transforming Safety Performance by Unlocking the Power of People and Processes
Geni E. Stevens Environmental Resources Management
Rising expectations
Safety performance expectations rising on the back of
• Declining tolerance of risk generally
• 24-7 media, chasing the story
• Company’s own actions
• Tightening regulation and more strident regulators
Improvement in performance must keep pace with rising expectations.
Costs of failure continue to ratchet up.
Time
Performance Expectations
Actual Performance
Perf
orm
ance
December 2-3, 2014
Safety leadership and performance on the front line
Time
Performance Expectations
Actual Performance
Perf
orm
ance
December 2-3, 2014
Leaders’ Behaviors, Culture they Create, and Processes they use
Behaviors of Front-Line Personnel
Risk Control/ Incidents and
Accidents Compliance /
Non-Compliance Acceptable / Unacceptable
Impacts on People
December 2-3, 2014
Behavior =
We can only change how people act if we get them to think differently
Thought
Behavior
+ Action
December 2-3, 2014
• Better outcomes will occur only if front line personnel change their behaviors
• Behaviors on the front line will only change if front line leaders and their leaders up the line change
• Their behaviors
• Create different culture in their teams ….
• Use different processes and/or use the process they have in a different way …. to induce behavioral change on the front line
Having the right intent is critical … but not sufficient
Improving performance outcomes
Safety processes account for >20% of OpEx and >10% of non-material project costs
Performance Metrics/
Reporting Safety
Moments
Permit to Work
Job Hazard
Analysis
Leaders’ Engagements in
the Field
Tool Box Talks
Behavioral Observation
Programs
Management of Change Processes
Training
Auditing
What percentage of this effort really impacts front-line behaviors?
In practice no more than 5-10% of this effort really impacts how people think and act
Performance Metrics/
Reporting Safety
Moments
Permit to Work
Job Hazard
Analysis
Leaders’ Engagements in
the Field
Tool Box Talks
Behavioral Observation
Programs
Management of Change Processes
Training
Auditing
? ? ?
Leaders can unlock massive value from the processes by focusing on behaviors
Permit to Work
Job Hazard
Analysis
Leaders’ Engagements in
the Field
Tool Box Talks
Behavioral Observation
Programs
Management of Change Processes
Training
Auditing
Safety Moments
Performance Metrics/
Reporting
December 2-3, 2014
Three imperatives to improve performance
1. Creating a personal and organizational imperative for leaders* to change and making it personal
2. Equipping leaders to deliver cultural and behavioral change on the front line …. not by inventing new stuff, but helping them to make much better use of established programs and processes
3. Making it self-sustaining within the organization
*Front line leaders and those they report to up the line
December 2-3, 2014
Creating an imperative for leaders to raise their game
• Use incident/near miss data (event descriptions -- not numbers)
• Share observations of at-risk conditions and behaviors. Use photos. Focus on consequences.
• Identify causes of failure and animate these with quotes from leaders and folks on the front line.
• Help the leaders understand the impact they have on the behaviors of their people…. they get to decide if their people will have accidents. Telling leaders they should change doesn’t
work. Need to build a data driven case for change – focused on events and actual conditions.
December 2-3, 2014
Equipping leaders to deliver change
• Harnessing the full weight of the approaches they use to deliver performance in the areas they are passionate about and
• Teaching leaders to focus on areas of greatest need … hazard recognition skills so they recognize at-risk conditions and behaviors
• Coaching them to have transformational interactions with folks in the field, that change the culture in their teams.
• Educate them to breath life into established programs and processes
• Providing them with tools to measure performance
Equipping leaders to deliver cultural and behavioral change on the front line …. not by inventing new programs, but helping them to make much better use of established ones.
December 2-3, 2014
B
A
C
D
COACH
Transformational engagements with teams
December 2-3, 2014
B
A
C
D
Permit Writer
COACH
Leaders breathing life into safety critical processes
December 2-3, 2014
Making it self sustaining Building capacity within the organization to coach leaders to engage habitually with their people in a style which will impact their behaviors
• Carefully selected individuals plus safety functional staff
• Teaching them to target the leaders who need most help
• Working with them to develop their coaching skills
• Putting in place the tools to measure individual effectiveness
Designing additional support for the short- and medium-term
Building capacity within the organization to coach leaders to engage habitually with their people in a style which will impact their behaviors
December 2-3, 2014
Delivering Results
72% reduction in TRCF on $9B construction project
60% reduction in incidents at a refinery in Singapore
27% reduction in incidents at an integrated oil sands operation in northern Alberta
18 months without a recordable at a Gulf Coast petrochemical plant
