Corporate Culture
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Making Safety Part of your Corporate Culture Presented By Chris Budzich
www.a-m-c.ca
What is Safety? Î Identification
and control of hazards to obtain an acceptable level of risk Î Specific attitudes and behavior
www.a-m-c.ca
2
What is Culture? ÎShared
values, beliefs, attitudes and knowledge of a group that define and shape the way individuals in the group feel, act and make decisions ÎCan be positive or negative
www.a-m-c.ca
3
Safety Management System Î3
main components Î Administrative Î Operational Î Cultural Î All 3 sides must receive equal time and effort
www.a-m-c.ca
4
Administrative Î Most
commonly contains Management activities Î Building strategic plans and setting objectives Î Performance management Î Compliance with regulatory bodies Î Record keeping www.a-m-c.ca
5
Operational Î Inspections Î Job
Hazard Analysis Î Workplace design Î Incident reporting and investigation Î Emergency Planning Î PPE Î Etc.
www.a-m-c.ca
6
Cultural Î Making
safety a value Î Communication Î Training Î Orientations Î Safety meetings Î Employee involvement Î Rewarding behavior www.a-m-c.ca
7
Phases of Safety Excellence Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Phase 6
What is Safety?
Don’t shut us down
Costs are too high
Safety is a top priority
Safety is a shared value
Safety excellence is instinctive
Inju ry
www.a-m-c.ca
Rate
s
8
Safety Culture Model Culture Stories, Legends, Myths Priorities, Decisions, Actions Policies, Practices, Procedures Beliefs, Attitudes, Values, Principles
www.a-m-c.ca
9
Safety Culture Model Î It
is essential that leaders believe in safety as a priority Î Their actions must consistent with the stated values Î Policies and procedures must back up the safety values www.a-m-c.ca
10
Safety Culture Model Î Policies
and procedures must be backed up with resources, training, accountability and follow through Î Failing to do so will result in a negative culture Î Employees must see the new policies and procedures in action www.a-m-c.ca
11
Is Safety Part of your Strategy? Î What
does your organization value? Î Is it related to safety? Î What are your leaders’ attitudes towards safety? Î Do you have consistent safety practices?
www.a-m-c.ca
12
Is Safety Part of your Strategy? Î When
a decision has to be made between safety and production, which one wins? Î What stories or myths about safety exist at your facility? Î Are they positive or negative? Î What is your Culture? www.a-m-c.ca
13
Key Requirements 1.
2. 3. 4.
Management commitment and leadership Employee involvement Measurement Continuous improvement
www.a-m-c.ca
14
Management Commitment and Leadership Î Create
the safety vision Î Communicate it to everyone in the organization Î Create policies, procedures and practices that support it Î Keep priorities consistent with it Î Allocate resources Î Make decisions that are consistent with the vision www.a-m-c.ca
15
Create the Vision Î Leaders
must sincerely believe in the importance of safety Î The safety vision must be in writing Î Safety must be equal to production and quality Î Senior manager must have the ultimate responsibility for providing a safe and healthy workplace
www.a-m-c.ca
16
Communicate the Vision Î Distribute
written vision to all employees Î Leaders should talk with employees about it regularly Î Keep safety in written communications consistently Î Train Managers and Supervisors on how to communicate the vision Î Publish regular health and safety reports for all to see www.a-m-c.ca
17
Create Policies, Procedures and Practices Î Policies
MUST support the vision Î Have regular safety meetings Î Leaders must track safety performance Î Leaders must have safety contact to learn about issues and concerns Î Involve employees when creating procedures Î Perform JHA’s Î Perform Inspections Î Perform investigations www.a-m-c.ca
18
Set Priorities Î Make
safety responsibilities part of job descriptions Î Hold everyone accountable Î Analyze data gathered Î Set goals for all levels Î Require action plans from departments Î Redesign workplace to minimize risk www.a-m-c.ca
19
Allocate Resources Î Have
a safety budget Î Include training costs Î Give time to complete JHA’s, inspections, etc. Î Require minimum safety training for employees annually Î Allow Supervisors time for regular safety meetings www.a-m-c.ca
20
Decisions Î When
production schedules are tight, safety activities must still be required Î Redesign work areas rather than compromise safety Î Safety must be the highest priority in emergency situations Î Employees must be taught that safety is more important than getting the product out the door.
www.a-m-c.ca
21
Employee Involvement Î Have
employees assist in the work planning, problem solving and decision making Î Use them when performing JHA’s and writing procedures Î Set goals for involvement Î Encourage employees to voice opinions Î Leaders must act on employee suggestions www.a-m-c.ca
22
Measurement Î The
process of assessing an organization’s activities and assigning them a value Î Helps to focus efforts and set priorities Î Allows you to track the progress of your safety management system Î Must be done at all levels www.a-m-c.ca
23
Proactive Measures Î Proactive
measures can give information about the quality, efficiency and/or effectiveness of your activities Î Could include: ¾ Inspections ¾ Training ¾ Safety meetings ¾ JHA’s completed
www.a-m-c.ca
24
Reactive Measures Î After
the fact measurements that focus on past failures and incidents Î Could include: ¾ Near misses ¾ First Aids ¾ Lost time accidents ¾ Costs www.a-m-c.ca
25
Proactive vs. Reactive ÎBoth
measures should be used ÎThey should be inversely proportional ÎIf the number of safety activities for a particular group goes up, the incident rate should go down www.a-m-c.ca
26
SMART Measurement Î Measurements
should be:
Specific ¾ Measurable ¾ Aligned with your vision ¾ Reliable ¾ Time bound ¾
www.a-m-c.ca
27
Continuous Improvement PLAN DO
ACT CHECK
www.a-m-c.ca
28
Plan Î Effective
safety management will not happen by chance Î It must be built into all other business plans Î Set goals and identify strategies
www.a-m-c.ca
29
Do ÎThis
is making the plan happen ÎEveryone needs to know that safety is just as important as production and quality ÎKeep the employees involved
www.a-m-c.ca
30
Check Î Learn
what works and what doesn’t Î Use the measurements previously established
www.a-m-c.ca
31
Act Î Discard
what didn’t work Î Come up with a new plan Î Continue the cycle
www.a-m-c.ca
32
Questions?
www.a-m-c.ca
33
www.a-m-c.ca
What is Safety? Î Identification
and control of hazards to obtain an acceptable level of risk Î Specific attitudes and behavior
www.a-m-c.ca
2
What is Culture? ÎShared
values, beliefs, attitudes and knowledge of a group that define and shape the way individuals in the group feel, act and make decisions ÎCan be positive or negative
www.a-m-c.ca
3
Safety Management System Î3
main components Î Administrative Î Operational Î Cultural Î All 3 sides must receive equal time and effort
www.a-m-c.ca
4
Administrative Î Most
commonly contains Management activities Î Building strategic plans and setting objectives Î Performance management Î Compliance with regulatory bodies Î Record keeping www.a-m-c.ca
5
Operational Î Inspections Î Job
Hazard Analysis Î Workplace design Î Incident reporting and investigation Î Emergency Planning Î PPE Î Etc.
www.a-m-c.ca
6
Cultural Î Making
safety a value Î Communication Î Training Î Orientations Î Safety meetings Î Employee involvement Î Rewarding behavior www.a-m-c.ca
7
Phases of Safety Excellence Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Phase 6
What is Safety?
Don’t shut us down
Costs are too high
Safety is a top priority
Safety is a shared value
Safety excellence is instinctive
Inju ry
www.a-m-c.ca
Rate
s
8
Safety Culture Model Culture Stories, Legends, Myths Priorities, Decisions, Actions Policies, Practices, Procedures Beliefs, Attitudes, Values, Principles
www.a-m-c.ca
9
Safety Culture Model Î It
is essential that leaders believe in safety as a priority Î Their actions must consistent with the stated values Î Policies and procedures must back up the safety values www.a-m-c.ca
10
Safety Culture Model Î Policies
and procedures must be backed up with resources, training, accountability and follow through Î Failing to do so will result in a negative culture Î Employees must see the new policies and procedures in action www.a-m-c.ca
11
Is Safety Part of your Strategy? Î What
does your organization value? Î Is it related to safety? Î What are your leaders’ attitudes towards safety? Î Do you have consistent safety practices?
www.a-m-c.ca
12
Is Safety Part of your Strategy? Î When
a decision has to be made between safety and production, which one wins? Î What stories or myths about safety exist at your facility? Î Are they positive or negative? Î What is your Culture? www.a-m-c.ca
13
Key Requirements 1.
2. 3. 4.
Management commitment and leadership Employee involvement Measurement Continuous improvement
www.a-m-c.ca
14
Management Commitment and Leadership Î Create
the safety vision Î Communicate it to everyone in the organization Î Create policies, procedures and practices that support it Î Keep priorities consistent with it Î Allocate resources Î Make decisions that are consistent with the vision www.a-m-c.ca
15
Create the Vision Î Leaders
must sincerely believe in the importance of safety Î The safety vision must be in writing Î Safety must be equal to production and quality Î Senior manager must have the ultimate responsibility for providing a safe and healthy workplace
www.a-m-c.ca
16
Communicate the Vision Î Distribute
written vision to all employees Î Leaders should talk with employees about it regularly Î Keep safety in written communications consistently Î Train Managers and Supervisors on how to communicate the vision Î Publish regular health and safety reports for all to see www.a-m-c.ca
17
Create Policies, Procedures and Practices Î Policies
MUST support the vision Î Have regular safety meetings Î Leaders must track safety performance Î Leaders must have safety contact to learn about issues and concerns Î Involve employees when creating procedures Î Perform JHA’s Î Perform Inspections Î Perform investigations www.a-m-c.ca
18
Set Priorities Î Make
safety responsibilities part of job descriptions Î Hold everyone accountable Î Analyze data gathered Î Set goals for all levels Î Require action plans from departments Î Redesign workplace to minimize risk www.a-m-c.ca
19
Allocate Resources Î Have
a safety budget Î Include training costs Î Give time to complete JHA’s, inspections, etc. Î Require minimum safety training for employees annually Î Allow Supervisors time for regular safety meetings www.a-m-c.ca
20
Decisions Î When
production schedules are tight, safety activities must still be required Î Redesign work areas rather than compromise safety Î Safety must be the highest priority in emergency situations Î Employees must be taught that safety is more important than getting the product out the door.
www.a-m-c.ca
21
Employee Involvement Î Have
employees assist in the work planning, problem solving and decision making Î Use them when performing JHA’s and writing procedures Î Set goals for involvement Î Encourage employees to voice opinions Î Leaders must act on employee suggestions www.a-m-c.ca
22
Measurement Î The
process of assessing an organization’s activities and assigning them a value Î Helps to focus efforts and set priorities Î Allows you to track the progress of your safety management system Î Must be done at all levels www.a-m-c.ca
23
Proactive Measures Î Proactive
measures can give information about the quality, efficiency and/or effectiveness of your activities Î Could include: ¾ Inspections ¾ Training ¾ Safety meetings ¾ JHA’s completed
www.a-m-c.ca
24
Reactive Measures Î After
the fact measurements that focus on past failures and incidents Î Could include: ¾ Near misses ¾ First Aids ¾ Lost time accidents ¾ Costs www.a-m-c.ca
25
Proactive vs. Reactive ÎBoth
measures should be used ÎThey should be inversely proportional ÎIf the number of safety activities for a particular group goes up, the incident rate should go down www.a-m-c.ca
26
SMART Measurement Î Measurements
should be:
Specific ¾ Measurable ¾ Aligned with your vision ¾ Reliable ¾ Time bound ¾
www.a-m-c.ca
27
Continuous Improvement PLAN DO
ACT CHECK
www.a-m-c.ca
28
Plan Î Effective
safety management will not happen by chance Î It must be built into all other business plans Î Set goals and identify strategies
www.a-m-c.ca
29
Do ÎThis
is making the plan happen ÎEveryone needs to know that safety is just as important as production and quality ÎKeep the employees involved
www.a-m-c.ca
30
Check Î Learn
what works and what doesn’t Î Use the measurements previously established
www.a-m-c.ca
31
Act Î Discard
what didn’t work Î Come up with a new plan Î Continue the cycle
www.a-m-c.ca
32
Questions?
www.a-m-c.ca
33
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