Strategies to Sustain Safety Performance

2

Sustained Performance

CULTURE

3

BRIEF OVERVIEW Washington State Workers Compensation Statistics

1.5 Billion

In 2015, benefits incurred as

an estimate of the total cost

of claims from workers injured

in Washington State exceeded

1.5 Billion Dollars.

Lost Workdays

7 million

Time loss claims have slowly

trended downward from 8

million days in 2010 to just

above 7 million in 2014.

In 2014, employees filed over 106K claims on employers.

14K of which were denied. Sprains and strains are the

most frequent and severe injury type and account for

over 98 million dollars in workers compensation costs.66 FatalitiesIn 2016, 66 workers

Died from traumatic

On-the-job injuries in

Washington State

2016 Most Dangerous Industries

Agriculture, Forestry, Fishing and Hunting

Construction

Transportation and Warehousing

$98 MillionSprains accounted for

over $98 million in

medical costs in WA

FACTS

Falls

Assaults/Struck By

Caught-In/Between

Toxins/Chemicals

Sprains/Strains

106,903 Claims Filed

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OBJECTIVES

01

02

03 Attendees will review and discuss leadership strategies to

influence and sustain safety performance.

Attendees will review and discuss why safety prevention is critical to

business performance and why companies get safety wrong.

Attendees will review and discuss the three-elements of safety

performance.

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WHY COMPANIES GET SAFETY WRONGSafety vs Risk

We should stop talking about “safety” and talk about “risk”. If we want words to describe how we help people to manage risk then perhaps “care” and “empathy” are more appropriate than “safety” – Alan Quilley - What is Safety

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WHY COMPANIES GET SAFETY WRONGManager vs Leader

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WHY COMPANIES GET SAFETY WRONGDriving, Messaging and Alignment

1. Safety is our No1 Priority

2. Take 5 and Stay Alive

3. The Key To Safety Is in Your Hands

4. Safety Is Choice You Make

5. No Safety, Know Pain

6. Safety Is a Choice You Make

7. A spill, a slip, a hospital trip

8. Safety glasses: All in favour say “Eye!”

9. Safety rules are your best tools.

10. Stay Alert – Don’t Get Hurt

“Change the Future NOT Blame for the Past”

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Silo Thinking

OperationsDoes not communicate safety

related issues to leadership team..

SupervisorsSupervisors are told that

safety is very important, but

have little understanding or

direction

SafetyIs given to one person to

manage and that person

owns it.

Human ResourcesReceive claims and incidents

from multiple sources, submits

reports to third-party

Owner/CEOOwner CEO is not informed or

understands how to integrate safety.

WC and Risk is part of doing business.

WHY COMPANIES GET SAFETY WRONGSilo Effect

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WHY COMPANIES GET SAFETY WRONGNo Injuries No Problem and Lagging Indicators

“Measuring Safety Performance by the number of injuries you have is like measuring parenting by the number of smacks you give” – Dr Robert Long

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Performance

Helix

STRATEGIES TO SUSTAIN SAFETY PERFORMANCE

Three Lenses of Safety Performance

SustainedPerformance

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Focus on DNA Data not AccidentsUse workers compensation, compliance and

insurance data to pinpoint system gaps.

Leading and Lagging Indicators

Strategic PlanningStrategically plan how well you will target

risk. Set measurable objectives that align

with business plan.

Monitoring and ReviewMonitor and review safety performance on

an ongoing basis.

Safety System IntegrationDevelop internal systems to impact goals, prevention

and cost controls.

PREVENTION STRATEGIESLens One: Performance Helix

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PREVENTION STRATEGIESFocus on DNA

Lens One: Performance Helix

2017 Injuries COST$

Sprains STOFs Cuts Struck by

• Survey

• Safety Orientation

• Job Hazard Analysis

• Hazards Corrected

• Audits/Inspections

• Industry Risk

• Risk Classes

• Insurance Costs

• Staff Turnover

• Sickness absence data

• Frequency / Severity Rate

• Benchmarking

• Injury Type

• SIFs

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PREVENTION STRATEGIESLeading / Lagging Indicators

Lens One: Performance Helix

Leading IndicatorsCorrective actions, near misses, perception survey, %

employees trained, hazard corrections, safety participation.

Lagging IndicatorsFrequency, severity, DART, Experience Modification

Factor, Loss Raito.

Strategic Planning Use leading and lagging indicators to set

goals for strategic plan and intervene on the

plan.

Lagging

Indicators

Leading

Indicators

Strategic Plan

Leading/

Lagging

Data

Set

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Strategic Planning

Measured Regularly

Goals Measured on a

regular basis. (ix.

100% new hire

training within 1st 30

days).

Measurable Goals

and Objectives

Performance based

goals and objectives

Review PerformanceReview performance

measures to see if

objectives need

modified.

Specific GoalsAnnual Measurable

Goals.

Streamlined into

SystemOperations / Planning

meetings include

safety performance.

Planning at least

annually. Aligned

with business plan

PREVENTION STRATEGIESLens One: Performance Helix

Planning

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Risk Analysis

System Controls

Supervisor Training

Incident Analysis / Corrective Action

Performance Monitoring/ External

Auditing

Performance Management

PREVENTION STRATEGIESSafety System Integration

Lens One: Performance Helix

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PREVENTION STRATEGIESMonitoring and Review

Lens One: Performance Helix

ActCheck

Do

DO

PLAN

CHECK

ACT

Performance

Monitoring

Annual review of

company

performance.

0

5

10

15

20

25

30

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

2014 2015 2016 2017

Lagging Indicators Track Performance

EMR Base Rate Frequency Rate

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Cost Control

SiloPerformance

Helix

STRATEGIES TO SUSTAIN SAFETY PERFORMANCE

Three Lenses of Safety Performance

SustainedPerformance

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Point Person

Return to Work Program

Injury Management System used

to increase employee/employer

engagement..

Supervisor Training

CONTROL STRATEGIESLens Two: Cost Control Silo

Person in charge to monitor

and drive injury

management program.

Supervisors need to know

why they are completing

incident form, benefits of

light duty and the

importance of

interaction/engagement with

injured employee.

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RTW Program is a strategy companies should use to control WC cost. This

includes a plan for what happens when an employee is injures. This includes

KOS / light duty.

Stay at Work Program is an incentive program that allows employers to be

reimbursed monies for providing light duty jobs.

Establishing relationship with local provider.

How to analyze and review incidents following an injury. Understanding of

why it is important.

Corrective actions that resulted in near miss incidents. Leading indicators

point to potential risk exposure. Intervention at this level can facilitate

awareness and improved performance.

Return to Work Program

Medical Provider

Corrective Actions

SAW Program

Supervisor Training

CONTROL STRATEGIESInjury Management Program

Lens Two: Cost Control Silo

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Leadership

Matrix

Cost Control

Silo

Performance

HelixSustained

Performance

STRATEGIES TO SUSTAIN SAFETY PERFORMANCE

Three Lenses of Safety Performance

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01

04 05

Understanding Safety

Collaboration Creating Culture

06

Engaging

08Humble Inquiry

.

02Safety/

Business Performance

03Vision

07Coach

LEADERSHIP STRATEGIESLens Three: Leadership Matrix

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LEADERSHIP STRATEGIESSafety Leadership Starts with Understanding Core Concepts

Lens Three: 01

• Understanding Injury Data“Increase in claim frequency must mean there is a serious issue”

• Safety awareness and Cynicism “We are preached to be more aware, but haven’t fixed drain in 5 months”

• Leading Indicators and Longitudinal Root Cause AnalysisSafety leadership best practices, % safety participation, corrective actions

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Safety Brings People Together

Safety brings people together across all levels and functions to contribute to a common goal. .

Safety Cultivates Leadership

Supervisors tend to find support through social influences/relationships rather than authority.

Social influence is a powerful skill to possess and safety provides the platform to develop this skill.

LEADERSHIP STRATEGIESLens Three: 02

Return to Work

Vocational

Rehabilitation

Review

Improves Organizational

Culture

Safety performance leads business performance

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LEADERSHIP STRATEGIESSet Expectations through Vision and Planning

Lens Three: 03

• Vision to set sustainable goals

• Strategic Planning

• Performance Management

• Succession Planning

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Strategic Planning

Measured Regularly

Goals Measured on a

regular basis. (ix.

100% new hire

training within 1st 30

days).

Measurable Goals

and Objectives

Performance based

goals and objectives

Review PerformanceReview performance

measures to see if

objectives need

modified.

Specific GoalsAnnual Measurable

Goals.

Streamlined into

SystemOperations / Planning

meetings include

safety performance.

Planning at least

annually. Aligned

with business plan

Performance

Monitoring

Within 30 days of

receipt of claim, then

recurring every 30 to

60 days depending on

claim type.

ActCheck

Do

DO

PLAN

CHECK

ACT

LEADERSHIP STRATEGIESLens Three: 03

Planning & Integration

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CEO Operations Human Resources Sales Supervisor Safety

LEADERSHIP STRATEGIESLens Three: 04

Safety brings people together

Collaboration

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LEADERSHIP STRATEGIESLeadership is always creating culture for better or for worse

Lens Three: 05

Leading• Understands correlation b/w business / safety

performance

• Safety aligned to strategic goals / objectives

• Safety Managed like other business elements

• Say it, mean it, do it

• Initiate

• Lead / Pick-up Phone

• Plans and anticipates problems

• Invests Time with People

• Fill Calendar by priorities

• Visible

• Accessible

Managing• Follows orders on safety but does not understand

• No direction, goals or alignment

• Safety not managed as other elements of business

• Say it, mean it, do it

• React

• Listen; wait for phone to ring

• Spend time living day – to – day reacting

• Spend time with people

• Fill calendar by request

• Non – Visible

• Closed Door

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LEADERSHIP STRATEGIESLens Three: 06 - 07

Coaching and Leading• Showing and mentoring

• Leads by example

• Bottom – up Problem Solving

• Safety ideas recognized /

encouraged

• Employee Empowerment

Engaged• Knows employees

• Shares information with

employees

• Recognition in front of peers

• Encourages participation

• Positive Reinforcement good

behavior

• Happiness

• Proactive

• HAC

Leadership Strategies

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LEADERSHIP STRATEGIESMake Others Feel Special

Lens Three: 08

• Leadership begins with heart, not the head

• Possess a genuine love for people

• Look from employee’s perspective

• Pay attention / Take Note of concerns

• Art of Asking

“If you talk to a man in a language he understands, that goes to his head. If you talk to him in his language, that goes to his heart.” – Nelson Mandela

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UNPACKING Why is sustained safety performance critical to business performance?

Sustained Performance

ComplianceProactive safety performance will result in improve

compliance that is employee driven.

MoraleProactive safety prevention provides improved

employee morale by aligning team members

on a common goal.

Reputation

Proactive safety prevention shows company

commitment which provides an external

compass of company commitment.

Valued Assets

Proactive safety prevention shows

team members they are a valued asset

to the organization.

Sustainability

Sustainability is a result of proactive

prevention strategies that cultivate the

conditions for culture change.

CostsBoth human and financial capital to bottom

line. Sustainable safety performance is a

profit center companies can tap into.

ProductivityImproved safety performance leads to

improved productivity.

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RESOURCES

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RESOURCESBell, L. K. & Krause, R. T. (2015). 7 insights into safety leadership.

Dupont www.sustainablesolutions.com website, 2017

Geller E. S. (2017). Leadership lessons for OSH professionals: How to nurture engagement for injury prevention.Professional Safety, 63-71.

Geller E. S. (2010). 10 leadership qualities for a total safety culture: Safety management is not enough.Professional Safety, 38-41.

Hawk, Richard (2017). Making others feel special. Safety + Health, pg. 100

Janicak, C. A. (2015). Safety Metrics – Tools and Techniques for measuring performance. 3rd Addition.

Maxwell, C. J. (2002). Leadership 101: What Every Leader Needs to Know

Preparing the business case for investment in safety – A guide for safety practitioners. National Safety Council website www.nsc.org/journey

Spigener, J. (2012). Changing the Game in Safety Performance: The Leader’s Role. ASSE Whitepaper Session No. 664

Washington State Department of Labor and Industries Workers Compensation Data website, 2017.

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Michael Octave, CSP, CHST

Director of Safety and Loss Control

Employer Resources Northwest

Phone: 253.237.0812

Email: moctave@ernwest.com

CONTACT INFORMATION