the role of the safety manager - bsi group · year 1 year 2 yr 3 q1 yr 3 q2 yr 3 q3 yr 3 q3 ... to...

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The Role Of The Safety Manager

Gary KinseyKevin Martin

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Responsibilities of the Health and Safety manager

• Defining the purpose of the role of the H&S Manager?

• Identifying the key capabilities required to fulfill the role

• Methods and tools for the effective implementation of the role

• ie how to get buy-in from senior management

• How to influence others in theorganization

• How to bring about change

• How to measure the change (roi)

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QSMAn Exploration Of …

1. The Role of the Safety Manager

2. How to influence Business Leaders in terms of OHS and risk management

3. What “OH professionals” need to do to be effective in their influencing role

4. How to make sense of organisational complexity

5. What is required for change to happen

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QSMAgenda

• Background to Quarto Safety Management

• Case Study example

• Changing Paradigms

• Developing a Consultative Approach

• Implementing Change

• Summary of the Safety Professional's Skills Set

and “Toolkit”

• Quarto Development Programmes

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A Case Study

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QSMHow We Became Involved…

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QSMA Case Study In Safety Change

• Demonstrated ability to influence senior team around “terms and conditions” culture change

• Change project had demonstrated tangible results

• Recognition that safety was a management and mindset issue and the responsibility of the “line”

• Dramatically re-shaped the mind-set and approach of the OHS professionals

• Could link safety with our ability to bring about change? The client thought so…

• The Being Healthy Being Safe Project was born…

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QSMThe Skills We Brought To Bear

• Understanding of the process of change

• Understanding of the organization’s real issues

• Ability to link the need for change to the organisation’s key business objectives

• Consultative skills both in terms of organizational change and ability to influence the leaders in the

organisation (at all levels)

• Ability to engage with people from the boardroom to the shop floor

slide number 9

A Client's Perspective

Gary Kinsey

BombardierSenior Adviser Learning and Development

(UK, Nordic and Central Europe Region)

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The Role of the Safety Manager

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QSMThe Role Of The Safety Manager

• Creating a clear vision and role for OHS and a

way of engaging within the whole organization

• Promoting ownership of OHS in the “Line”

• Forging excellent working management relationships

• Developing a competent delivery team with excellent advisory and influencing skills

• Being the centre of technical knowledge and expertise

• Creating and delivering OHS systems and processes

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QSMTwo Very Different Paradigms for OHS

Takes responsibility Encourages responsibility

“Policeman” “Advisor”

Telling focus Consultative focus

Prescriptive solutions “Line owned” solutions

Focuses on “content” Focuses on “process”

Focuses on “what” Focuses on “how”

Focuses on “Safety” Focuses on “Business”

Focuses on compliance Focuses on improvement

Status Quo Change Agent

From To

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Achieving OHS Change…Core Principles

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QSMA Basic Quarto Consulting Premise

“You cannot

influence what

you don’t

understand”

…unless you have a gun!

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QSMSafety Manager’s Tools

• Need for behaviour skills (consulting skills)

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QSMThe Phases of EDICT®

Entry

Getting In

The process of preparing for, and building a

working relationship with the client.

Diagnosis

Finding Out

The process of gathering and assessing

relevant information about the client and

their current situation

Influencing

Gaining Movement

The process of influencing individuals and

situations in order to gain commitment to

the desired outcome.

ContractingReaching Agreements

The process of clarifying what has been

agreed and what will happen next.

TransitionMoving Forward

The process of implementing and

monitoring what has been agreed while

maintaining the client relationship.

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QSM

Unified

Cultural

Underpinning

Executive BoardExecutive Board PolicyPolicy

SeniorManagement

SeniorManagement StrategyStrategy

MiddleManagement

MiddleManagement ImplementationImplementation

SupervisorsShopfloor


Action and Improvement


Board WorkshopsBoard Workshops

Strategy WorkshopsStrategy Workshops

Being Healthy Being Safe (BHBS)


At Risk and Local Initiatives


Unified

Cultural

Underpinning

Executive BoardExecutive Board PolicyPolicy

SeniorManagement


MiddleManagement












Unified

Cultural

Underpinning

Executive BoardExecutive Board PolicyPolicyExecutive BoardExecutive Board PolicyPolicy

SeniorManagement

SeniorManagement StrategyStrategySeniorManagement


MiddleManagement

MiddleManagement ImplementationImplementationMiddleManagement
















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QSM

• Change and the role of the Safety

Manager

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QSMEDICT The Twin Tracks

Influencing and Relationship Track

Building

Relationships

Understanding

People

Ensuring

Follow- through

Influencing

People

Gaining

Agreement

OHS Technical Solutions Track

Ensuring

Follow- Through

Proposing

Changes

Creating

Plans

Understanding

Complexity

Setting

Goals

E D I C T

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QSMThe 7P™ Model

Positioning

Purpose

Processes

Plans

Power

Product

People

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QSMAnd finally …

1. Modelling the Change

2. Communicating the Change

3. Involving Others in the Change Process

4. Helping Others Break From the Past

5. Creating a Supportive Environment in which to Learn

Five Keys to Success for the Safety Manager

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QSMCompany Case Example: Days Lost

Days lost fell by 60% in the first year

0

20

40

60

80

Year 1 Year 2 Yr 3 Q1 Yr 3 Q2 Yr 3 Q3 Yr 3 Q3

100

% Total of Days Lost

Days Lost

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QSMCompany Case: Defects Per Vehicle

0

25

50

75

100


% Change Defects per Vehicle

Zero Defects per Vehicle – first time in Rail history

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QSMCompany Case Example: Accident Levels

0

50

100

150

200


Accident levels halved in the first year – Zero accidents in 6 periods (a first)

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QSM10 Common Errors

1. Need for change not established - under estimate the difficulty

2. Not creating a powerful enough steering group

3. An unclear vision - if we don’t know where we are going how will we know if we have got there

4. Under communicating the vision by a factor of 10 - generate cohesion by incorporating message in hour-by-hour activities

5. Not walking the talk - unless managers change, staff will not bother

6. Employees not empowered to act – or not equipped to enable them to behave differently (training, skill acquisition and development)

7. Not removing the barriers

8. No short-term wins - prioritise and manage by results

9. Declaring a victory as the war won

10. Not cementing changes as the way we do things round here - part of culture

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QSMOmissions and Implications

Model

the

Change

Commun-

icate the

Change

Involve

Others in

Change

Help Break

from

Past

Create

Supportive

Environm’t

+ + + + =Cynicism

and

mistrust

=Confusion,frustration,

no commitment

Model

the

Change

Commun-

icate the

Change

Involve

Others in

Change

Help Break

from

Past

Create

Supportive

Environm’t

+ + + +

=Felt imposition,

pushback and

resistance

Model

the

Change

Commun-

icate the

Change

Involve

Others in

Change

Help Break

from

Past

Create

Supportive

Environm’t

+ + + +

=Superficial,

cosmetic and

transient change

Model

the

Change

Commun-

icate the

Change

Involve

Others in

Change

Help Break

from

Past

Create

Supportive

Environm’t

+ + + +

=Repeated

mistakes andslow learning

Model

the

Change

Commun-

icate the

Change

Involve

Others in

Change

Help Break

from

Past

Create

Supportive

Environm’t

+ + + +

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QSMKotter’s Reflections On Change

• Establish a sense of urgency

• Form a powerful coalition

• Create a vision

• Communicate the vision

• Empower others to act on the vision

• Plan to create short-term wins

• Consolidate improvements and produce still more change

• Institutionalise new approaches

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Developing A Consultative Approach

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QSMWhat is a “pure” Consultative Approach

Doesn’t take final

responsibility

Listens and reflects

Clarifies

Interprets

Probes

Diagnoses

Forms judgements

Adds new data

Identifies options

Proposes criteria

Recommends

Prescribes

Plans and undertakes implementation

“Facilitator”

Process Manager

Technical Expert

“Expert”

Greater use of

“consultants”

experience,

skills andknowledge

Greater use

of “client’s”

experience,skills and

knowledge

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QSMAdopting A Consultative Approach

Ability to:

1. Build effective relationships with key business leaders

2. Understand organizational complexity and business needs

3. Influence OHS “mind-set” and improvement mentality in “business leaders” and their teams

4. Manage the process of change

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Influencing Change

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QSMEDICT® – The Consultative Process

Value of process models:

• Help us prepare

• Help us react appropriately in real-time

• Help us review successes and failures

• Help us understand development needs

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QSMEDICT® – A Single Meeting

Entry

Getting In

Preparation. Ice breakers, climate and

agenda-setting. Introductions, agreeing role

and expectations.

Diagnosis

Finding Out

The two-way process of gathering and

assessing relevant information, needs,

views and opinions.

Influencing

Gaining Movement

The process of exploring and making

proposals for moving forward the

opportunities under discussion.

Contracting

Reaching Agreements

The process of clarifying what has been

agreed and what will happen next and

gathering firm commitment to action.

Transition

Moving Forward

The process of managing the close and

exit. Setting out the communication and

support processes between meetings.

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Understanding Complexity

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QSM

RiskManagement

Responsibilityand Risk Control

Measure andMonitor

Review, Learnand Improve

QSM’s Risk Management Framework

Hazard andRisk

Evaluation

Policyand

Commitment

Organisationand

People

MetricsandKPIs

Monitoringand

Measurement

ManagementSystemAudit

Reviewand

Improve

Communicationand

Consultation

ImplementControl

Measures

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ImplementingChallenges

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QSMNow Here’s A Thought

“There is nothing more difficult to carry out, nor

more doubtful of success, nor more dangerous to

manage, than to initiate a new order of things. For

the initiator has the enmity of all who would profit

by the preservation of the old system, and merely

luke-warm defenders in those who would gain by

the new one” …

Niccolò Machiavelli “The Prince”

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QSMImplementation Challenges

SeniorManagement

MiddleManagement

OperationalGroups

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QSMImplementation Process

Align the Leadership team

Engage Middle Management

Install The Change

Leadership Team Workshops

Management WorkshopsTraining and Development

Communication EventsTraining and Development

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QSMOur Approach at Each Level

1. Establish strategic direction

2. Set strategic objectives

3. Check alignment with culture and values

4. Formulate a strategy

5. Create a plan for deploying and aligning the strategy

6. Establish what different or new behaviours are sought

7. Set key performance indicators

8. Review strategic performance

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QSMThe BREL Approach

Unified

Cultural

Underpinning

Executive Board Policy

SeniorManagement Strategy

MiddleManagement Implementation

SupervisorsShop floor


Board Workshops

Strategy Workshops



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Developing Competence

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QSMQuarto’s Core “Toolkit”slide number 44

QSMKPI’s

Learning and Growth

Days Lost

Internal Processes

Overdue

Actions

Finance

Budget (+ -)

Customer

Ambience

Identify Specific KPI’s with top team e.g.

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QSMQuarto Development Programmes

• Consulting Skills Programme

• Safety Leadership Programme

• Business Organiser Programme

• Safety Management For Projects

• Safety Technical Programmes

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The Role Of The Safety Manager

Kevin MartinEugenio Grandi

the role of the safety manager - bsi group · year 1 year 2 yr 3 q1 yr 3 q2 yr 3 q3 yr 3 q3 ... to...

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