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Summary Slide

Tutorial 1

Safety Culture & Safety Management

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Tutorial 1

Safety Culture & Safety Management

SK Poon

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Tutorial

Purpose of the tutorial The assignment How to tackle the Problems Action Strategies Critical issues Improvement opportunities Reflection

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Assignment No. 1

How significant is safety culture to the effective implementation of safety management? In attempting the assessment task, you should consider the following:

1. In your opinion, how easy is it to establish a positive safety culture in an organization which has ineffective, mediocre or a negative safety culture?

2. In your opinion, how can a poor safety culture be changed, or how can an effective, proactive safety culture be improved?

3. From the readings, the modules you have consulted and your own experience, which are the safety management tools and practices that can introduce effective safety culture, or change a negative safety culture?

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Safety Culture – an overview

Definition of “Safety Culture”? Why “Safety Culture”? Historical path from safety engineering to

culture change (Simon & Leik)

Stages of safety culture (Barrachough & Carnino. 1998)

Management role & actions (Barrachough & Carnino. 1998)

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Definition of TSM

How about if you don’t know the answer?

Tips:

Refer to the course materials providedBrain-storming through group discussionAsk an expertConduct an intensive library/internet search using the

right keywords and searching techniquesSummarize the findings and make sense of the

meaningPut it in your own wordsPut the new ideas into practiceReview the results (reflection)

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Pre-tutorial Readings

Read Reading 3 - Goetsch, D.L. 1998, 'Establish a TSM culture', in Implementing Total Safety Management: Safety, Health, and Competitiveness in the Global Marketplace, Prentice Hall, pp 215-231, and

Reading 10 - Simon, R.A. & S.I. 1996, 'Improving safety performance through cultural interventions', in Essentials of Safety and Health Management, ed. R.W. Lack, CRC Press Inc. U.S.A., pp. 521-534, and consider the questions set out in Assignment No. 1.

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80-90% of all industrial accidents are attributable to 'human factors'

"Investigations into major disasters such as Piper Alpha, Zeebrugee, Flixborough, Chapham Junction, and Chernobyl have revealed that complex systems broke down disastrously, despite the adoption of the full range of engineering and technical safeguards, because people failed to do what they were supposed to do.  These were not simple, individual errors, but malpractices that corrupted large parts of the social system that makes organizations function.  ...  Safety experts now estimate that 80-90% of all industrial accidents are attributable to 'human factors'.  It is now widely accepted that the most effective way to reduce accident rates is to address the social and organizational factors.“

-- Mark Fleming and Ronny Lardner

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Definition of TSM Culture

A TSM culture is the everyday manifestation of a deeply ingrained set of values that makes continually improving the work environment one of the organization’s highest priorities. It shows up in procedures, expectations (performance), habits and traditions that promote safety, health, and competitiveness. (Page 40)

Goetsch, D.L. 1998, 'Establish a TSM culture', in Implementing Total Safety Management: Safety, Health, and Competitiveness in the Global Marketplace

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Establish a TSM Culture

TSM cultural characteristics (P217) Identifying and removing organizational

roadblocks (P218) Turn key people into advocate Gaining a commitment to safety (P51)

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Historical path from safety engineering to culture change

E1

E1 E2(E1)

Engineering

(E2)Enforcement

E1 E2

(E2)Education

E3

E1 E2

(BB)Behaviour-based

E3 BB

E1 E2

(CC)CultureChange

E3 BB

CC

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Advice from BehavioristsE. Scott Geller. . . “The Psychology of Safety”

“The intent must not be to control people, but to help them control their own behavior for the safety of themselves and others. This is why the terms such as behavior modification, discipline and enforcement are inappropriate. They carry the connotation of outside control. The bottom line is that behavior is motivated by consequences that are obvious and immediate”

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Behavior-Based Safety vsHierarchy of Control of Hazards

Behavior-Based Safety1. The belief that worker behavior is the precursor to safety

or injury

2. Implementation must be achieved through training (lots!)

3. High participation is critical for success

4. Management commitment to the process is essential

5. Behavior is objective and can be observed

6. Unsafe or at-risk behavior can be objectively measured

7. Improving safe behavior and minimizing at-risk behaviors reduces injuries

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Hierarchy of Health & Safety Controls

1. Elimination or substitution

2. Engineering controls

3. Warnings

4. Training and Procedures/Administrative controls

5. Personal Protective Equipment

National Safety Council & UAW Paper on “A Union Critique of Behavior Safety

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Employees Complaints about Behavior-Based safety

Ignores hierarchy of risk controls Not a risk management approach Puts responsibility of worker Creates climate of fear Rules based approach only Takes employer and regulator off the hook Research based on false and questionable

logic

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Health & Safety Process Model

Identification Evaluation Control

Data Analysis

Claims assessment

Surveys & Questionnaires

Interviews

Worker Complaints

Government Regulations

Inspections/Audits

Risk Assessment

Hazard Analysis

Select Controls based on Hierarchy

UAW Safety Model

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Assignment 1 (a)

How easy is it to establish a positive safety culture in an organization which has ineffective, mediocre or a negative safety culture?

Hints:Find out from p. 32, 33 and 217 and the article of

Barraclough & Carnino about the characteristics of a positive safety culture.

Based on the findings, comments on the how difficult is it to achieve the performance characterized by those features of a positive safety culture.

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Assignment 1 (b)

In your opinion, how can a poor safety culture be changed, or how can an effective, proactive safety culture be improved?

Hints:Read Page 33-35Understand the “Culture Iceberg” concept illustrated on

Page 34.Use GOOGLE to conduct a search on “Cultural

Change” and “Management of Change” Summarize what Action Strategies could be adopted.Comments on their limitations and implications

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Actionable Model

Theories of Actions

Chris Argris & Donald Schön

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Assignment 1 (c)

Which are the safety management tools and practices that can introduce effective safety culture, or change a negative safety culture?

HintsUnderstand the safety management conceptsMake reference to the “TOOLKITS” Webpage at URL:

http://www.ic.polyu.edu.hk/safety/toolkits/index.htmSearch and select SM tools and good practices that can

be put into practice

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What Characterizes a Good Safety Management System?

Discuss in groups Summarize and present the results of

discussion by a group representative

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Case Study

An integrated SMS of an airport (http://icnet.polyu.edu.hk/d3/airport/final%20report/final-report-presentation.ppt)

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•Stakeholders•Regulating Agencies/units•Stakeholders•Regulating Agencies/units

The ExternalEnvironment

Continuous ImprovementIntegrationSafety Management Review

Continuous ImprovementIntegrationSafety Management Review

CommunicationAudit / ReviewCommunicationAudit / Review

Evaluation of Performance

OSH PolicyGoals & ObjectivesPerformance StandardsOverall Safety PlanningManual & Guidelines [to be prepared by Line Departments]

OSH PolicyGoals & ObjectivesPerformance StandardsOverall Safety PlanningManual & Guidelines [to be prepared by Line Departments]

Formulation

OSH Process

OSH TrainingRisk Management ProgramsOperational Safety ProceduresPrevent / Correct ActionsProcurement / ContractorsEmergency preparedness

OSH TrainingRisk Management ProgramsOperational Safety ProceduresPrevent / Correct ActionsProcurement / ContractorsEmergency preparedness

Implementation / Operations

•Meeting OSH Goals & Objectives•Accident & Injury Rates•Changes in Efficiency•Overall Safety Performance [to be prepared by Line Departments]

•Meeting OSH Goals & Objectives•Accident & Injury Rates•Changes in Efficiency•Overall Safety Performance [to be prepared by Line Departments]

Safety Performance(Outputs)

Corporate Safety Management[reference Recommendation No. 3(b)]

Management Commitment and ResourcesSafety Policy, Goals & Objectives

Safety SectionOSH AdvisorOverall Planning and Performance Monitoring

Corporate Safety Management[reference Recommendation No. 3(b)]

Management Commitment and ResourcesSafety Policy, Goals & Objectives

Safety SectionOSH AdvisorOverall Planning and Performance Monitoring

Initiation(OSH inputs)

L1 L2 L3

Contractors

Line DepartmentsEmployee Participation

Contractors Contractors

Integrated Performance-basedSafety Management System

Safety Management System

Safety Management Structure