SAFETY

CONTACT
LEADERSHIP expertise@icsi-eu.org
PROGRAMME

Key points WHO’S IT FOR? CONTEXT & CHALLENGES

a pragmatic approach: tools and methods, Frontline managers Making frontline managers better safety leaders is a lever to sustainably
case studies, improve the performance and safety practices of staff. It requires a
feedback from industrial experience, change in managers’ attitudes and their day-to-day behaviour.
discussion among participants,
real-life scenarios, GOALS The frontline manager is at the heart of developing a safety culture.
a personal roadmap for each participant. Their strategic position, which is at the crossroads of managerial
 ake frontline managers
M requirements (the directive component), reality on the ground,
better safety leaders by and feedback from the field (the participative component),
changing the attitude of the means that he or she is at the core of many trade-offs.
Icsi’s philosophy entire managerial hierarchy

Icsi’s philosophy is that internal or external facilitators should

take over once the pilot project is successfully completed. The
aim is for the company to be able to deploy the programme by
FIND OUT MORE OBJECTIVES
itself as soon as possible. At this stage, the Institute becomes a This programme helps frontline managers to improve
 eadership in safety,
L
scientific and methodological advisor during the deployment. their key operational skills in order to:
industrial practices, Industrial
Safety Reports, Icsi 2011
To enable this to happen, Icsi Give meaning to the organisation’s safety policies
helps you to identify the conditions needed for a successful handover Make trade-offs between management
provides you with a deployment kit for the requirements and realities on the ground
programme and provides training Encourage staff buy-in and engagement
Align words and practices about safety
Foster mutual help and information-sharing
Icsi runs the pilot Icsi ensures the The entity is able Exercise vigilance and share it within the team
programme and handover to internal/ to deploy the Acknowledge efforts in the right direction
exploits its results external facilitators programme by itself and respond to bad practices.

Institute for an industrial safety culture - 6 allée Émile Monso - Zac du Palays - BP 34038
31029 Toulouse cedex 4 - T. (+33) 05 32 09 37 70 - contact@icsi-eu.org - www.icsi-eu.org
 SAFETY
LEADERSHIP
PROGRAMME CONTENT TEACHING PROGRAMME
The key competencies of safety leadership A three-stage journey

KNOW WHAT TO DO,

THE FRONTLINE MANAGER’S THE KEY SAFETY INTRODUCTORY ROUND-UP
ASSOCIATED KNOWLEDGE SKILLS ACQUIRED
ACTIVITIES LEADERSHIP SKILLS SEMINAR SEMINAR
(KNOW-HOW & INTERPERSONAL SKILLS)

 ision and
V Summary
challenges Downstream
 nderstand risk analysis methods appropriate
U
Know how Presentation of self-diagnosis
to the interventions to be carried out
PREPARE to conduct
a risk analysis
Involve the team in risk analysis and
the common
thread
safety measures to be implemented
Upstream PREPARE ORGANISE SUPERVISE CONSOLIDATE ARBITRATE EVALUATION
self-diagnosis of skills
and progress
EVALUATION
of current skills
 nsure that during the pre-job
E and roadmap From 2 to 16 months
briefing the team is made aware of
Know how
the importance of risk prevention and
ORGANISE to lead a pre-
job briefing
compliance with safety measures 1 month 3 months 3 months 3 months 3 months 3 months 1 month
Encourage dialogue and active participation
during the pre-job briefing

DETAILS OF THE ACQUISITION OF EACH SKILL

Identify safe or risky behaviours

Know how
Respond appropriately to reinforce safe
to react in a
SUPERVISE way that is
behaviours and correct risky behaviours
Encourage the team to identify corrective
KICK-OFF
WORKSHOP
GROUP
COACHING
CHECK POINT
appropriate Intermediate
actions that work for them
 raining time
T Sharing assessment
– action Time to experiences Time to with the N+1
Presentation acquire skill Problem acquire skill Validation of
of the resolution skill acquisition
 ncourage, analyse and exploit
E competence 1 month Consolidation 1 month
the flow of information Group and
Know how to discussion strengthening
Encourage the team to propose improvements
integrate lessons
CONSOLIDATE learned from
Draw any positive and negative lessons from
events that happen in the workplace
Role playing
feedback
Ensure that corrective actions have been carried
out, and that the team has received feedback The times given are estimates
and can be adapted to each entity.

Know how  nsure that safety issues are always

E
to arbitrate taken into account in trade-offs
between Know and respect no-goes
ARBITRATE management
requirements
Set up compensation mechanisms
in unsafe working conditions
and reality on Check with superiors that unsafe
the ground working conditions are temporary

This content can be adapted to each entity.