Building Blocks for Zero Injury Culture2013 ASSE Heart of America Regional

PDC Session

Calvin (Cal) BeyerApril 19, 2013

Ice-Breaker

• How many different industries are represented in this session?

• How many companies have successfully adopted a behavioral based

safety program?

• How many companies have successfully adopted a Zero Injury Culture?

• How many companies have aborted an unsuccessful Zero Injury mission?

Building Consensus for the Safety ABCs

Strategies for Making Safety “Win-Win”

Root Causes of “At-Risk” Behaviors

Barriers to Adopting Zero Injury Culture

Discussion Topics

Accountability

Responsibility

Reinforcement

Recognition & Rewards

Buy-In

Awareness

Education

Compliance

Enforcement

Commitment

Investment

Continual Learning

Process Improvement

Safety Culture: The ABC’s

Overview of Corporate Safety Culture

• Elements of safety culture

Copyright © 2012 Rockwell Automation, Inc. Used with permission.

Beliefs Values

Assumptions Norms

Attitudes

Challenging Status Quo

Overcoming Resistance to Change

Renewing Focus

Convincing Stakeholders

Raising Up Leaders (“Torch Bearers”)

Zero Injury Safety Culture Life Cycle Process

Zero Injury Safety Culture Development Life Cycle

Source: Building Profits (Jan/Feb 2013; Construction Financial Management Association. Used with permission.

Life Cycle Elements

Conceiving Phase

Adopting Phase

Implementing Phase

Multiplying Phase

Sustaining Phase

Exercise #1: Barriers to Overcome

Think about companies that you work for, have worked for or that you

are engaged with as a consultant.

What are common barriers or obstacles that need to be overcome to

successfully institute a Zero Injury Culture?

Obstacles to Overcome

• Creative, innovative problem solving abilities fosters shortcuts• Rationalization of inherent hazards• Changing field jobsite conditions• Resistance to change (status quo)• Production/schedule pressures• Traditional work methods: “Old guard” mentality • Organizational silos• Industry norms

Employ change management techniques to institute cultural change

Exercise #2: “At-Risk” Root Causes

1. What are the root causes of “at-risk” attitudes, behaviors and

conditions that lead to preventable injuries in the workplace or un-

or under-protected hazardous exposures in the workplace?

2. How are these “at-risk” attitudes, behaviors and conditions

identified?

Exercise #3: Making Safety “Win-Win”

Employee involvement and engagement is a necessary element for

instituting a successful Zero Injury Culture.

What strategies have proven effective at creating a win-win

partnership for safety in your company or in companies that you are

aware of?

Accountability Defined

• Being answerable for your actions• “Walking the talk”: backing-up your words with actions• Understanding and accepting the consequences resulting

from either:– Fulfilling/executing your commitments– Failing to do so and not meeting expected standards

Responsibility vs. Accountability

• Responsibility is an obligation to perform assigned duties• Accountability: – Fulfilling the obligation to perform the assigned duties – Performing to a defined standard– Accepting the associated positive and negative

consequences of these actions or inactions

Pitfalls of an Accountability Program

• Not a panacea or cure-all• Not one size fits all • No quick fixes • Possible Pandora’s Box of unexpected reactions• Can lead to frustration due to constant sense of pressure to

live up to ever-raising bar of expectations• Inconsistent application leads to resentment and lack of buy-

in• Can contribute to fear of reporting problems (underreporting

of accidents)

Gateway to Accountability

• Accountability is the cornerstone of an effective safety culture

• Responsibilities and accountabilities must be assigned, understood and measured

• Requires adequate– Job-related knowledge, skills & abilities– Resources– Orientation & training (assimilation = enculturation)– Supervisory oversight & enforcement– Consequences (recognition/rewards & corrective actions)

Elements of Accountability

• Vision and goals• Management commitment• Active participation by supervisors• Employee involvement & “buy-in”• Communication• Performance monitoring and evaluations• New employee assimilation• Loss cost chargeback

Building an Accountability Culture

• Establish clear, measurable goals• Communicate expectations• Assign responsibilities • Establish milestones• Measure performance (metrics)

– “Upstream” or activities– “Downstream” or results

• Act on results (consequences)– Recognize/rewards– corrective actions

Why Accountability Breaks-Down

• Unclear, unrealistic or too broad objectives • Only negative consequences (punishment)• Complex, multi-taking responsibilities leads to some

accountabilities not being assigned, performed or measured • Responsibilities assigned, but needed authority or resources

not provided• Failure to provide adequate training • Not linked to individual performance management and

compensation

Safety Accountability Objectives: Examples

• Poor: Improve safety culture in your operation next year.

• Needs improvement: Improve safety performance in your department next month.

• Better: Reduce OSHA recordables by 20% next quarter.

• Best (because more directly in supervisors’ control): Conduct daily “walk-throughs” at 3 projects for 2 weeks to identify and correct all unsafe behaviors observed. Document your findings & provide recommendations for improvement.

Supervisory Safety Performance Matrix

Supervisory Performance Matrix Criteria

1. Safety Influence & Leadership (30 pts)2. Pre-Planning & Task Analysis (15)3. Job-Specific orientation & Training (15)4. Jobsite Controls (15) 5. Accident Reporting, Investigation & Claim Management (15)6. Subcontractor Management (15)7. Accident and Loss Prevention Statistics (up to 20)

Cal BeyerMurray Securus

39 N. Duke StreetLancaster, PA 17608

Phone: 717.397.9600www.murrayins.com

cbeyer@murrayins.com

www.linkedin.com/in/calvinbeyer/

@Riskleadership & @ContractorRisk

Contact Information