safety leadership at work conference 2019 presentation slides · how can lead tools and concepts be...

Making your business thrive

5

Give your business the edge

Safety leaders

Take a planned and strategic approach to health and

safety

Are effective influencers

Build a strong workplace

culture around safety

6

Planned and strategic approach

Use safety management systems to see the big picture

Effective influencers draw their audience into the conversation

As catalysts safety leaders develop a positive and proactive approach to engaging others

7

Effective influencers

8

Create a shared vision

Persuade others of its importance and value

Role model the standards expected

Building a safety culture

9

Mindset of a safety leader•Authentic•Responsible•Reflective•Adaptive•Ethical

Behavioural competencies

Orienting (Mindset)

Developing workforce capability

Committing to health

and safety

Strategising

Consulting

Sense-Making

Enabling safety

systems

Introducing the LEAD Safety Culture Toolkit

Dr Tristan W CaseySafety Science Innovation Lab

Safety Science Innovation Lab

Toolkit Overview

1 2 3 4Preparation Baseline

MeasurementImplementation Embedding

1-2 months

2-3 weeks 1-6 months

6-9 months


Release Schedule

1 2 3 4Preparation Baseline

MeasurementImplementation Embedding

March 2019 June 2019 Post-June 2019


Suitability Criteria At least 6 people to conduct the survey Assign resources (governance structure) Provide work time to complete survey Conduct the action planning session Suitable trainer to implement modules Commitment to ongoing measurement and improvement

PHASE 1

Preparation


Phase 1 Goals Secure management support Allocate suitable resources Implement governance structure Engage workforce


Phase 1 Tips LEAD is not a silver bullet

Toolkit is designed to initiate the change process A multilevel approach is vital People are one component; structures and social context Emphasise ‘spill over’ effects of safety interventions Link to existing initiatives and strategies Consider sustainability and integration from Day 1 Combine top-down with bottom-up approaches

LEADPreparing to improve safety culture at the

University of QueenslandJennie TrinderAssociate DirectorHealth Safety and Wellness Division

• Robust OHS System• Claims experience low• Claims cost low• No enforcement notices• F2F training over 4,000 people

And yet….in contrast, incidents were not reducing

Backstory…the early bit

CRICOS code 00025BLEAD case study | 26 March 2019 23

• “Keeping high levels of health and safety is a priority at UQ” – 88%• “UQ leaders demonstrate their commitment to safety through their

action” – 80%• Plateauing effect….third wave of HSW gains through people and

culture• Opportunity – move beyond compliance• Adopt a positive mindset to improve HSW culture

Backstory…beyond compliance


• There is good evidence of the positive association between positive safety culture and safety outcomes

Good safety culture = better health and safety performance

• Development of HSW Strategy 2017 – 2021 aligned with the UQ Strategic Plan

• One of the priorities of the Strategy – Culture andCapability

• Partner in the LEAD project

Backstory…the middle bit

CRICOS code 00025B 25LEAD case study | 26 March 2019

26CRICOS code 00025BLEAD case study | 26 March 2019

LEAD Safety Culture

Project Status

Survey Validation

Aug 2017-Feb 2018

Baseline Assessment

Sep-Oct 2018

Strategy Workshop

Nov 2018

Supervisors training

Feb-Mar 2019

Workers training

Feb-Apr 2019

Follow-up assessment

Aug 2019


An iterative process…


Baseline Assessment Report• One page with survey results

• Open-ended answers clustered by recurrent themes on the

reverse

• Concise communication of benchmark data

• Distinct for the organisational units

• Easy to interpret and useful for prioritising


Senior Leaders Workshop – Iterative development

• From strategic to operational

• What was meaningful for each organisational unit

• Take away - draft action plan with initiatives for each area

Trial in other organisations

Trial at UQ with Steering Committee

Current

Duration 6 hours 2 hours 2 hours

Agenda Warm-Up ActivityLEAD ModelOrganisational AssessmentVisionGoalsAction PlanCommunication Strategy

Warm-Up ActivityLEAD ModelBaseline results discussionVisionGoalsAction PlanCommunication Strategy

LEAD ModelBaseline results discussionBrainstorm ActionsDraft Action Plan

Level of Outcomes Strategic Operational Operational

• Feedback and learnings from each

session incorporated into subsequent

sessions:

• Leadership skills workshop

• Safety culture skills workshop

• Improvements reflected in upwards

trajectory of workshop feedback

Iterative workshop development process



Lessons learned- Project Manager is essential

- The heads of the organisational areas

participating to form the steering committee

- Keep key stakeholders involved in the process

– HR, Safety Network

- Keep it short and punchy

- Communicate often

Thank you

[email protected]

PHASE 2

Baseline measurement


Phase 2 Goals Generate interest and uptake of survey tool Ensure data collected is high quality Develop insights into baseline culture Drive workforce engagement in change


Phase 2 Tips A survey process is a social exchange

Provide facilitating conditions Don’t underestimate the importance of trust Maintain strict confidentiality provisions Be humble Reinforce importance at all levels Close the loop swiftly and meaningfully

Measuring your safety culture and establishing a baseline

Best Practice in Administering a

Survey

Logan City Council

Logan City Council 26 Branches providing services to the community and internal service

groups

Approximately 1750 employees.

2.3 Million hours per year.

Key challenges:• Contractor management• Broad range of risk exposures• Exposure to the public• Political expectations• Moving beyond compliance• Embracing change: ‘How can we do it better?’

Background

2015. Health and Safety Performance was not acceptable– Committed Senior leadership and Management group

2016. Safety Culture Action Plan developed– Behavioural and compliance driven– Safety Climate Survey– Safety Management System

2018. ‘From Now On…This is Safety’– Safety is valued – Individuals empowered to challenge the norm

2018. 2nd stage of ‘From Now On’ needed.– LEAD Program identified – Initiating the survey

Survey tips

• Early communication. ‘Why are we doing this?’• Develop relationships to build trust• Build support through HSR’s• Respect history and business knowledge• Manage data gathering

– On shifts– Accessibility, literacy and ‘tech savvy’– Paid time – What resources will you need

• Anonymity of responses• Ensure results are shared

So where are we now?

Next Steps

• Extend to the whole organisation

• Looking for key themes

• Monitor through conversations and observation

• Maintain the momentum

PHASE 3

Implementation


Phase 3 Goals Initiate change at multiple organisational levels Create a customised and relevant training experience Deliver impactful training that ‘transfers’ to the workplace Monitor implementation and drive continuous improvement


Phase 3 Tips Implement meaningful and sustainable change

Involve key decision makers Set clear goals and actions Drive ownership and accountability for action plans Provide ongoing and meaningful feedback to workforce Involve the working party Be open and receptive to feedback

Initiating safety culture change -developing an action plan and

implementing trainingLorraine DawsonAlexandria Nash

Background

Initial Safety Climate Evaluation Findings

• Concern and intention to be safe is almost universal. The evaluation shows that managers and employees want to be safe and to work safely.

• There is evidence that resources (people, time and equipment) are placing limitations within work environment.

• There is a gap between managers’ and field based workers perceptions about safety.

• There is evidence that communication may not always be effective, targeted or relevant to some workers.

• There is a perception that safety rules and procedures are not always appropriate or applicable.

Why we Looked to Implement Lead Model

-

500,000.00

1,000,000.00

1,500,000.00

2,000,000.00

2,500,000.00

3,000,000.00

TSC WC Premium Industry Tarrif Rate Linear (TSC WC Premium)

Workers Compensation Premium Experience 2010- 2019

Link to Strategic Planning

Implementation

Leveraging off LEAD principles.

Leverage through collaborating with the representative Union on annual picnic days

Energise through coordinating social events such as health and wellbeing educational talks and work/home life balance sessions that remind all workers why we practice good safety

Adapt through showcasing good examples of safe work practices through internal communication mediums including publications and pod casts with workers

Defend through acknowledging corrective actions, safety improvements and initiatives by management hosted on site BBQ lunches for workgroups

PHASE 4

Embedding


Phase 4 Goals Transfer training into the workplace Integrate into existing systems and processes Maintain change momentum Generate a commitment to continuous improvement


REFLECT

Co-Worker Support

Opportunity to Apply

Reinforcement Consequences

Leadership Support

Safety Training Transfer Climate


Phase 4 Tips Embed and sustain change

How can LEAD tools and concepts be used in your business? Link to KPIs and other performance accountabilities Integrate LEAD and HR functions (e.g., performance appraisal,

on-boarding and induction, leadership development, recognition programs)

Define and encourage LEAD practices specific to your business

Safety LEADership at Teys Australia

Who are we?

Primary Processing Facilities

Rockhampton

Biloela

Tamworth

Wagga

Naracoorte

Beenleigh

Condamine

Jindalee

Charlton

Feedlot

TAFS Cooked Deli

TAFS Retail Ready

Value Add

Murgon

Hide Processing

Wholesale Joint Venture

Melrina

Melrina

Melrina Melrina

6 x Primary Processing Sites3 x Feedlots

1 x Hide Processing Facility2 x Value Add Facility

1 x Distribution Centre

4860 Employees64 Different Nationalities

50/50 joint venture with Cargill

Second largest meat processor and exporter in

Australia

Our LEAD JourneyManagement Commitment

Feedback & Redevelopment

Collaboration with WHSQ

Deploying the Pilot Program

Developing a Pilot Program

Identification of LEAD Champions

Train the trainer

Full implementation

Site deployment strategies

• Key Performance Indicators-- Supporting and Promoting the Safety LEADership Program- Identifying LEADers and embedding the Program- Collaboration with LEADers

Embedding & Monitoring

• Early results- Improved reporting, increased recognition, safety vision recognition

Where are we now?- Approximately 70% implementation across 8 sites – variety of approaches- Resources – Workbooks & folders, site champions, video content, slide deck- Promoting our safety vision- ‘nothing we do is worth getting hurt for’- Keeping the momentum going!

Where to from here?• Redevelopment of program for Feedlots and Hide Processing Facility- content, approach

& delivery• Online refresher and assessment for existing managers & supervisors• Online training course and learning platform and face-to-face assessment for new

managers & supervisors• Tool for measuring effectiveness of the LEAD program• Monitoring & reviewing KPI’s for next financial year• Continuing to promote our vision and speaking the LEAD language

PRACTICAL APPLICATIONS

Ways to get started effectively

Unavoidable realities

There are times in life we are small:

fearful, jealous, insecure or nasty.

And there are times when we are big:

sure, humble, patient, or strong.

We are bigger than the problem at hand

and bigger than those involved.

This is a small giant.

Small Giants offer more, add more

and achieve more because they are more.

The creation of workplaces that enhance the human experience

Implementation PsychologistFounding Director

HIGH-VALUETEAMING

Safety-IIImplementationsVIA

Safety-IIImplementations

You get what pay for

This is a world class program available to you

for no monetary costs.

Just the investment in time.

LBSafety Culture

If, as a leader, you are not actively

engaged the relentless pursuit of being

brilliant in the role then you should get

out of the way and for someone who

understands its importance”

BRILLIANT BUT NOT ENOUGH

“Listened to us and our ideas”

“Asked my opinion of the work”

“Only one to acknowledge my 22 years

experience.”

“Asked about my family by name”

LB

We’d say ‘we’ve got a problem’

He’d say ‘got a solution?'

We’d say. ‘no‘

He’d say. ‘come back when you do’


1/3 of the Act’s requirements are dedicated to participation

and consultation

“Listened to us and our ideas”

“Asked my opinion of the work”

“Only one to acknowledge my 22 years

experience.”

“Asked about my family by name”

LB

We’d say ‘we’ve got a problem’

He’d say ‘got a solution?'

We’d say. ‘no‘

He’d say. ‘come back when you do’


https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0020/58205/WHS-consultation-coop-coord-COP-2011.pdf

HUMAN-CENTERED DESIGN

One Solution for all your participative and consultative needs


DESIGN THINKING,USER CENTERED DESIGN, SERVICE DESIGN, USER EXPERIENCE,

INSTRUCTIONAL DESIGN, LEARNER EXPERIENCE DESIGN, PLAYER-CENTERED DESIGN, HUMAN-MACHINE INTERFACE DESIGN, HCD,

DT, DTh, UX, LX, UI

Scandinavia 1960


US via IDEO 1980’s

First safety ref 1992

WHAT IS HUMAN-CENTRED DESIGN?

This includes observing the problem within context,

brainstorming, conceptualizing, developing,

and implementing the solution.

You do it with them not for them.

…is a design and management framework that develops solutions to problems by

involving the end user in all steps of the problem-solving

process.

…is a design and management framework that develops solutions to problems by

involving the end user in all steps of the problem-solving

process.

DOES IT WORK??Western Markets

standard product development

60% fail before they get to

market

60% generate revenue

40% will fail

Western Markets Human-Centered Design product

development

82-84% succeed

DOES IT WORK IN OUR WORLD?

Yeah. OK.That’s fine, but 2 days?

Really?

1. Define the problem in its context along with the parameters

2. Establish what we think we know and what we know for sure

3. Divergent broad thinking on possible ways forward

4. Convergent narrowing thinking on which ideas have merit taking into account the defined problem in context

5. Ecology Check. Upstream, downstream implication

6. Iterate or micro-experiment

7. Implement and broadcast

Questions, comments or

violent objections

??

Jonathan: 0419 171 131

Ellen: 0447 856 696

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