Gediman, Corinne - Safety Culture Step Change

8/11/2019 Gediman, Corinne - Safety Culture Step Change

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Step Change: Getting to ZeroCorinne Gediman

Managing Principal

Proactive Safety Performance

www. proactive-safety.com



Safety Culture Maturity Model…

ReactiveSkyrocketing injury rates, failing compliance

audits, risk uncontrolled, catastrophic event

EmpoweredSafety as a precondition of work is habitual;

Employees are the drivers of safe-production

ProactiveSafety managed with workforce involvement and

lead indicators – management system in place

CalculativeSafety is managed internally on the basis of

procedures, documentation and rules policing

ComplianceDevelopment of procedures, policies and ruleswith a focus on legal compliance and protection

Leading Indicators

Lagging Indicators



Time

HSE

ManagementSystems

Technology

and standards

People

I n c i d e n t r a t e

Industry Safety Performance Over Time

Step

ChangeCulture



Regulatory

Compliance

Re-engineering

People

Time

Incidents

Employee Indifference

Employee Ownership

The Safety Wave Incidents

Management

Systems

Human Factors &

Cultural Issues



Over 95% of incidents, in mature

organizations, occur at the worker interface

and are the result of human factors and

cultural issues that fall below management’s

radar screen

5 Date/reference/classification

Safety Wave Incidents



Taming the Wave

6 Date/reference/classification

Employee Driven Culture Change



Management View

Employee View

Culture Improvement Challenge

You can’t change

what you can’t see

Safety Waves

Human Factors

Cultural Deficiencies



Management Driven Culture Change

Employees

Team Leaders

SM

Front Line Supervisors

Middle Management



1. Senior Management gets the view from the top of the iceberg

2. It’s difficult to manage and lead what you can’t see

3. Safety messaging gets diluted and bottlenecked at the worker interface

4. Safety Oversight resources are few and stretched

5. You can’t inspect in 100% safety

5. Human factors and cultural issues fall below the radar screen of

management systems

6. Mixed messages and trust issues continue at the worker interface

7. Engagement Programs and Ownership are not the same thing

Top Down Change Barriers



Employee Drive – Management Supported

Employees

Team Leaders

SM

Front Line Supervisors

Middle Management



1. Do the math…. Engage the masses

2. Employees are on the job sites making risk based decisions every day

3. Employees can monitor the safety performance of others

4. Natural safety champions are engaged as mentors and role models

5. Supervisors are engaged as safety advocates and coaches

6. People are more committed when they have a say and are owners

7. Management empowers, provides resources and builds a bottom up safety

system

Employee Driven – Management Supported



Employees are Your Most Powerful Change Catalyst



Time

HSE

ManagementSystems

Technology

and standards

People

I n c i d e n t r a t e

Transferring Ownership

Step

ChangeCulture



Programs & Processes

DuPont™ STOP™ Slam Risk

Near Miss

Job Hazard Analysis

Employee Suggestions

Empowerment



System Elements Employee Ownership

Policy Workforce development and review

Organizing

•Control

•Communication•Competence

•Co-Operation

•Health and Safety Responsibilities

•Delivering Health and Safety Messages•Hiring, Training, Mentoring

•Safety Committees; Suggestion Schemes

Planning

•Objectives/Plans

•Risk Assessment

•Procurement

•Design

•Problem Solving

•Risk Control System

•Setting H&S plans/objectives

• Engagement in risk assessment processes

• Procuring of equipment and materials

•Design of safer ways of working

•Participation in problem-solving

• Employee engagement in planning risk

control systems

•Measurement

•Active monitoring

•Reactive monitoring

• Involvement in inspections, observations

• Involvement in accident and near miss

investigation and hazard spotting

•Audits and Review • System review and performance monitoring



Injuries

Time

Dependent

“I do it so I don’t

get into trouble”

Management Individual Team

“I do it so I don’t

get hurt”

Independent

“I do it so no

one gets hurt”

Interdependent

Bradley Curve Culture Interdependence



“In the end management doesn’t change the

culture; management invites and enables the

workforce itself to change the culture.”

Lou Gerstner

Former CEO IBM

Parting Words



THANK YOU!

Any Quest ions?

Documents

Gediman, Corinne - Safety Culture Step Change