Professional Documents
Culture Documents
Steve Arendt, Vice President (speaker) Organizational Performance Assurance ABS Consulting Houston, Texas +1-281-673-2914
sarendt@absconsulting.com
Lelio DePaiva SaFreitas IMS Manager, Quality Assurance American Bureau of Shipping Houston, Texas +1-281-877-6576
Lsafreitas@eagle.org
Rick Curtis. Senior Risk Consultant ABS Consulting Houston, Texas +1-281-673-2780
RCurtis@absconsulting.com
Ron Henderson Manager, EHS Training and Management Systems ABS Consulting Houston, Texas +1-281-673-2816
RHenderson@absconsulting.com
1. Introduction
Some companies wonder why they keep experiencing the same process safety problems. Others wonder why they seem to have plateaued in process safety performance. Culture has also been recognized as a contributor to major accidents; these have been termed organizational accidents. Understanding and improving Culture is KEY. Culture is the individual and organizational DNA that represents our tendency to want to do (1) the right thing in (2) the right way at (3) the right time, (4) ALL the time even when if no one is looking. The safety culture that exists in a plant or company is the result of all the actions - and inactions - in institutional/workforce memory.1 Many facilities use management systems to help control risks of hazardous processes. These management systems are operated by people people whose inherent attitudes about safety can affect the choices they make in operating these systems and, thus, the overall safety performance of the facility. This paper presents lessons learned from companies implementing process safety/HSE culture improvements involving the following steps: education, planning, workforce involvement, and providing remedies for culture weaknesses.
Table 1 Essential Features of a Good Process Safety/HSE Culture 1. Establish process safety/HSE as a core value 2. Provide strong leadership 3. Establish and enforce high standards of performance 4. Formalize the process safety/HSE culture approach 5. Maintain a sense of vulnerability 6. Empower individuals to successfully fulfill their HSE responsibilities 7. Defer to expertise 8. Ensure open and effective communications 9. Establish a questioning/learning environment 10. Foster mutual trust 11. Provide timely response to process safety/HSE issues and concerns 12. Provide continuous monitoring of performance
Once weaknesses are determined, culture improvements can be focused to generate the best, sustainable process safety/HSE performance improvement.
This feature is marked by people throughout the organization that lead by example. They do not simply talk about the importance of process safety/HSE; their daily actions show that they believe it. For example, management provides sufficient resources to support safety programs. Plant manager and operations managers are frequent visitors, they ask questions, and people feel comfortable telling them what they think. Supervisors and hourly workers speak up in safety meetings and voice their concerns or praise for those that have acted in supported of the company safety goals. The following are some example survey questions for this feature. Site management visits my work area on a regular basis. Site management often takes time to discuss process safety with us. My manager/supervisor sets a good example when it comes to process safety he/she is committed to keeping us safe. When my manager/supervisor evaluates my work, he/she includes my process safety behaviors.
3. Establish and enforce high standards of performance The feature is marked by evidence that an organization holds itself accountable for the requirements and standards of care that it accepts. Documentation (procedures, records, etc.) are kept up-to-date. If you ask someone or observe work, you notice that the practices they use are always consistent with procedures. Shortcuts are not encouraged and if someone does, their peers call them out on it. Typically, the plant has excellent housekeeping. Personal safety equipment is ALWAYS used and employees take action (and contractors) if they don't use it. The following are some typical survey questions for this feature. Process safety procedures are mandatory here anyone who ignores them is disciplined. I fully understand what the company expects of me when it comes to process safety and my job. My coworkers always follow the correct work procedures. We have good routines for housekeeping and equipment maintenance at this site.
4. Formalize the process safety/HSE culture approach For this feature, the plant/company has taken action to understand and improve its process safety/HSE culture. Company web sites, policies, and communication refer to the importance of process safety/HSE and the company has a plan for periodically evaluating culture. For example, they have done a culture survey or have sponsored some seminars/training on safety culture. The following are some typical survey questions for this feature. The companys process safety policies are clearly understood by all employees. I have attended one or more meetings/classes on the importance of good safety attitudes and behaviors. I have participated one or more safety-improvement activities (such as doing work observations in a behavior-based safety program).
This feature is marked by a pervasive awareness of the hazards of the plants they operate and the activities undertaken. Everyone has an idea of what the worst case scenario is. People remember notable incidents at the site or in the company/industry and what was important about them to prevent recurrence. The following are some example survey questions. Everyone at this site is strongly aware of the consequences (injuries, fires, etc.) of unsafe actions or conditions. We do a good job of sharing the lessons learned from near-misses and hazard studies. Before starting any work, our standard routine is to make sure it is safe to proceed.
6. Empower individuals to successfully fulfill their HSE responsibilities Company management provides the training, tools, resources, and - most importantly the time for people to do their job safely. Everyone says that "you can stop production if you think there is a safety problem without retribution". There is evidence that people have used company resources to improve safety. Safety/HSE training is taken seriously and is up-to-date. The following are some survey questions for this feature. I would feel comfortable shutting down a process or equipment for safety reasons. I have the resources I need (equipment, tools, procedures) to do my job safely. I have the training I need to do my job safely. I have the time I need to do my job safely.
7. Defer to expertise Employee involvement in planning, preparing and executing process safety/HSE activities is the norm. Workers say that their opinions matter. If a labor union is on site, its leadership is engaged with management. When important decisions are made, people always take the time to seek out evidence or experienced people to provide their input. The following are some typical survey questions for this feature. X is committed to a high standard of safety training for its employees. When key process safety decisions are made (such as changes to process, equipment), people with process safety expertise are always involved in the process. In my work area, safety-trained people always check the process before we start a hazardous job.
8. Ensure open and effective communications There are multiple, active lines of communication frequently used up and down the organization and across departments. Workers say that their supervisors and management frequently ask for their opinions. There are frequent, effective town hall meetings. Here are some typical questions used to elicit insight into this feature at a company.
Our reporting processes work well all near-misses, accidents and injuries are fully reported. My manager/supervisor encourages our feedback on safety issues. Overall, we do a good job here on communicating about work and safety issues.
9. Establish a questioning/learning environment Workers are not afraid to ask their supervisors for reasons why they take decisions or perform certain actions. They speak up often and are engaged in process hazard review meetings. Safety meetings where incident lessons are discussed are remembered by the workforce. Executives and senior management respond to tough questions about their decisions in a non-defensive manner. This feature can be investigated in a survey using the following questions. In my work area, our safety training keeps us very aware of potential hazards and how to prevent them. We have a good process for routinely reviewing hazards and risks. We do a good job of investigating process safety incidents and near-misses.
10. Foster mutual trust There is a strong spirit of teamwork in place at the plant. The constructive discipline process is implemented in a just way. Workers say they trust each other and their supervision and management. The following are some typical survey questions dealing with trust. I trust site management to do the right thing when it comes to process safety. Honest safety mistakes are treated fairly by site management. I trust my coworkers to do the right thing when it comes to safety. We all feel comfortable raising process safety issues with management, with no fear of reprisal.
11. Provide timely response to process safety/HSE issues and concerns When you look around the work site, it is apparent that housekeeping is important. Backlogs of work requests and corrective actions are low. Process safety metrics relating to inspections are "in the green". Audit findings are taken seriously and responses are completed quickly, not waiting for the last minute. This feature can be investigated using the following questions. In my work area, any changes to safety procedures are promptly updated. My manager/supervisor always acts promptly on safety issues reported to him/her. Changes recommended by hazard assessments and investigations are put in place as soon as possible. Process safety issues are always satisfactorily corrected.
Metrics exist, are used throughout the departments and are visible to all employees. Employees are aware of the HSE and process safety performance. Management reviews are frequently conducted on-site and at corporate offices to encourage good performance and refocus on areas that need improvement. The following are some example survey questions for this feature. We have a good process for noticing potential site process safety problems (e.g., frequent safety walk-arounds). Process safety performance indicators are routinely tracked (e.g., incomplete inspections, number of injuries). Our company takes appropriate action whenever process safety performance is poor (e.g., injury rates increase).
Frequently, it is convenient and necessary to develop process safety/HSE culture insights via the use of targeted or layered interviews. This tactic can help reveal some of the reasons why worker opinions exist. It is also easier to resolve questions behind the culture questions regarding root causes of organizational dysfunction. Interviews can be formal or casual conversations. In either case, it is important to have in mind the focus of the culture inquiry. Typically, narrative answers are given that are reduced to the interviewer assessing whether the interviewee exhibited the following overall response to a feature: Doing a Good Job, Needs Improvement, or Do not know/not relevant.
Education is given to all layers in a plant/company. Typically, three main audiences are addressed with approximate initial awareness training durations given: 1 to 1-days for plant management or corporate executives 4 to 6-hours for supervisors, engineers, and team leaders 1- to 2-hours for all employees (including contractors) for awareness
The following are some example topics used for reach layer of training. Management and Supervision Course Topics and Activities Addresses organizational culture as a key element in the successful implementation of both process safety and conventional safety programs. Attendees learn how to: 6
Assess current plant culture Determine changes that need to be made Establish an environment to foster change Measure the effect of culture change Discuss suggestions for ways to correct process safety cultural problems Management courses should include how to design and implement a management system for evaluating and nurturing plant process safety culture. Courses should revolve around facilitated workshop exercises; however, the number and timing of such activities will be limited in the shorter duration course. Employee and Contractor Awareness Level Course Topics This training focuses primarily on: Examples of accidents that occurred due to process safety culture problems 12 essential features of a good process safety culture Taking personal responsibility for evolving your process safety/HSE culture Understanding potential historical root causes for culture problems Soliciting ideas for improving culture
Culture Workshop Ideas Such training, whether for executives or hourly workers, is more effective is the delegates are fully engaged and thinking about culture change. Their opinions matter and it is important that we discover their ideas for culture change. Interactive, facilitated workshops provide an effective means for dialogue, soliciting ideas, engagement, and learning. These workshops are most effective if done using small groups that consider some of the following issues: 1. What can you do to assess the culture in your company and/or your facility? 2. What can you do to identify which of the process safety culture features will have the greatest impact in your company; which is the weakest in your company? 3. Pick one of the culture areas and develop an action plan to address the following issue at your company/site. Develop a culture improvement plan for your company/site. Be as specific as possible. Decide which culture elements you are going to address Decide who in management is needed to support your efforts Develop a plan for the next month, the next six month, the next year, and the next three years. Determine what metrics will be used to monitor progress
Identify Culture Improvement Options The following steps should be addressed in culture workshops at all levels of the plant/company. 7
1. Identify possible culture weakness root causes. Brainstorm what has happened in the past that could be in the memory of the work force Look at culture survey/interview results by feature. What is going on the past year/recently that could affect this feature? 2. Identify existing activities that could be used or amended to help correct the cultural issues. What things are going on now in the plant/company that could improve or adversely affect this issue? o Capital expansion/operations contraction o Employee welfare o Workforce changes o Implementation of new safety programs (e.g., Behavior Based Safety)
3. Look at the PSM/HSE audit finding resolution actions. See how they could be done in a culture-smart way Avoid initiative overload and unfunded mandates that could adversely affect culture efforts
4. Identify additional actions to fix the culture issues. See the list of potential remedial actions in the next section as a starting point. Have small groups during culture awareness training develop company and personal culture action plans using this list.
5. Develop an overall, integrated list of activities to help deal with the culture challenges. Work the plan as you would any process safety/HSE action plan Monitor implementation Develop culture improvement metrics
increase efficiency. The following tables give some examples for each culture essential feature of possible remedies that have been used by many companies to address culture weaknesses.
Attend process safety training courses/workshops Address process safety issues in every company/work group meeting Discuss process safety during day-to-day conversations Visit workers and discuss process safety issues Investigate lapses in process safety performance Participate in external venues to promote process safety as a core value Participate in industry groups that support process safety Establish a process safety management review system
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Expand MOC to non-traditional change types (e.g., organizational, policy, budget changes) Formalize the process for making risk decisions; itemize types; consider procedures and requirements Ensure SMEs are included in the decision making loop; seek out SME input Develop a process safety training competency matrix for all levels of the organization Consider designating a facility or company process safety authority
8. Ineffective Communications
Encourage senior management in the facility to be in the plant frequently to be available to listen and respond to employee concerns. Remember to seek input from professional staff as well as hourly employees Provide a mechanism for anonymous input to management so that those that have fear of reprisal have an avenue to provide input Do not shoot the messenger Praise bad-news messengers in visible, public ways Provide frequent status of lengthy projects that are important to employees so they are aware that the project is progressing Help management include process safety messages in their periodic newsletters or other communications Establish process safety committees that include a vertical slice of the organization Hold regular process safety management reviews Provide communications training to everyone Solicit workforce opinions on effective communication means and frequency Create newsletters, increase safety meeting frequency and effectiveness Emphasize communication throughout chain of command Develop/improve communications response discipline for phone mail, email, and web responses
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Hold meetings specifically to question issues Demonstrate the questioning attitude in designed situations and then walk the talk In company meetings, invite people to question senior management on issues model positive approaches to the workforce Institute a formal hazard evaluation system Consider using peer feedback of work practices
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Provide awareness and detailed training as needed Include metric in employee accountability and performance reviews
6. Conclusions
If we want to have sustainable improvement in process safety and HSE performance, it is vital that we address individual and organizational culture issues. Safety/HSE culture for an individual is the complex product of a persons life experiences on and off the job. In order to have a non-temporary impact on these lifetime-learned attitudes and habits, we must seek new ways to re-map the process safety/HSE DNA in us. Re-mapping requires that we know what the problems are to begin with. The CCPS Culture Essential Features and the PAR approach provides a reliable, reproducible, and defensible way to discern culture weaknesses and focus attention on those challenges that spark the greatest risk to future process safety/HSE performance. Once those weaknesses are identified, companies must courageously look in the mirror, be vulnerable, and be willing to change. Such culture change will take time, but such journeys are more likely to achieve the type of performance improvement that has always be promised by applying quality principles except this time, we not only fix the system, but we fix the human tendencies in we who operate the process safety/HSE systems.
References
1. Chapter 3 Process Safety Culture in Risk Based Process Safety, Center for Chemical Process Safety, Wiley, March 2007.
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2. Center for Chemical Process Safety, Building Process Safety Culture: Tools to Enhance Process Safety Performance, http://www.aiche.org/CCPS/ PSCulture.aspx. 3. Frank, W. L., Essential Elements of a Sound Safety Culture, AIChE, Process Plant Safety Symposium, Atlanta, GA, April 2005. 4. Arendt, J.S. et al, "Connecting Process Safety Performance Outcomes to Process Safety Cultural Root Causes", 1st Latin American Process Safety Conference, 26-28 May 2008, Buenos Aires.
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