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Practical Steps For Improving Culture - Abs Consulting.9!19!09
Practical Steps For Improving Culture - Abs Consulting.9!19!09
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.
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Table 1 – Essential Features of a Good Process Safety/HSE Culture
Once weaknesses are determined, culture improvements can be focused to generate the best,
sustainable process safety/HSE performance improvement.
People at a plant or a company possess shared values about the importance of process safety and
HSE. These values give rise to commitment and a pride in the way that the organization
approaches process safety and HSE issues. Performance tends to be good and improving.
Everyone says that "you can stop production without killing the messenger", and there is
evidence to demonstrate that the plant has shut down a process or not started a process in order to
be certain that it is safe. If it cost them a lot of money, they still praised the individual who took
the action. The following are some typical survey questions used to determine the status of this
culture feature at a plant or a company.
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
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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.
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.
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 company’s 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
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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.
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.
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.
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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.
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.
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.
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.
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• 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
• Planning
• Workforce involvement
Education is given to all layers in a plant/company. Typically, three main audiences are
addressed with approximate initial awareness training durations given:
The following are some example topics used for reach layer of training.
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.
The following steps should be addressed in culture workshops at all levels of the plant/company.
• 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?
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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)
• 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
Normally, a plant or company faces one or more culture issues at the same time. These issues
should be addressed together to avoid adverse interactions of improvement actions and to
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.
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1. Process Safety/HSE Is NOT a Core Value
• Establish a process safety policy
• Communicate the Business Case for Process Safety to senior executives; communicate the process
safety policy regularly
• Hold training courses/workshops on the policy
• Reinforce policy via company newsletters and meetings
• Ask the workforce for feedback on whether they consider process safety to be a core value and
whether management is acting that way
• Demonstrate that process safety is a core value by making decisions and taking visible action in
support of the policy
• Celebrate workforce actions that demonstrate adherence to process safety being a core value
• Encourage senior executives to participate in process safety functions/committees/symposia with
other respected executives
• Widely share the CCPS Process Safety Beacon
• Share significant incidents from similar facilities and relate the broader consequences of a process
safety incident
• Help people at all levels in the organization to understand the importance of process safety
• Appeal to the business case for process safety, the humanitarian case for process safety, and the legal
case for process safety
• Find a process safety champion high in the organization that is willing to try to influence other senior
leadership
• Provide ideas/input for annual reports and other visionary documents that are periodically published
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3. Normalization of Deviance – Not Maintaining High Standards of Performance
• Create reasonable, high standards of performance and communicate expectations
• Create a dialogue within the company on the importance of operational discipline
• Promote accountability throughout the organization
• Institute a constructive discipline policy
• Promote a safe reporting environment; if necessary, create an anonymous reporting system
• Create metrics and communicate results
• Consider a zero-tolerance policy for severe or willful transgressions and for chronic failures. Take
strong action when necessary to protect company performance standards
• Appropriately communicate both positive and negative consequence situations to significant breaches
• Highlight examples throughout the chain of command – not just at the hourly worker level
• Institute some fashion of pay-at-risk for performance failures and reward for performance successes
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6. Lack of Empowerment and Personal Responsibility for Safety
• Clearly define accountability for process safety systems; who is responsible for what
• Effectively communicate expectations by training employees in process safety policies and
procedures
• Implement a policy of zero tolerance for willful violation of process safety policies and procedures
• Be certain that management response to acceptable and unacceptable performance of process safety
responsibilities is timely, consistent, and fair
• Establish annual process safety objectives/goals throughout the organization
• Institute an off-the-job safety program
• Employ an “anyone can and everyone should shut it down” policy
• Provide awareness training on workplace hazards/risks and accident statistics
• Consider adopting an employee-driven behavior-based safety program including peer observations
• Promote highlighting of employee safety concerns through formal and non-traditional means
• Celebrate employee safety decision/action successes
• Establish a Conduct of Operations element that encourages rigorous implementation of process safety
policies and procedures
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
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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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• Make examples of supervisors and management who do things right – and wrong
• Establish/re-invigorate an employee/management safety committee
• Include workforce representatives on a accident investigation committee
• Provide human factors/behavioral safety training
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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 person’s 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.
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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