Leadership For Safety - ENG

Leadership for Safety Workshop | | Aug 2019
LEADERSHIP FOR
SAFETY WORKSHOP
INTRODUCTION
• Name
• Job/Title
• Company
• Years of Experience
• Write a couple of sentences on “What

consequences my family will experience if I am
seriously injured and disabled”
2
OBJECTIVES
1. Focus leaders on the most effective ways to contribute to safety

improvement and to enhance the organizational culture.
2. Specify tools and methods which leaders should use in their

daily work
3. Focus leaders on the importance and most effective ways of

communicating HSE Management System requirements to the
project personnel
4. Develop specific actions that leaders can apply to their own

Personal HSE Action Plan.
DISCUSSION TOPICS
• Value of safety
• Leader`s Qualities
• Why to lead for safety
• HSE Culture
• HSE Processes Overview
• ZERO Incident
• HSE R&R
• Behaviours
• Effective Communication
• Expectations
• Personal Action Plan
DEFINITION OF SAFETY
Who is responsible for your

safety?
Who is responsible for safety of

your colleague?
Who is responsible for safety of

a place you are in?
• Working without injury or damage.

What is the
• Freedom from loss
• Not having injury or illness
Definition of Safety?
• Not being exposed to hazards

Managing and Leading

Risk Reduction
Controlling Exposures
(For Self and Others)
When can we measure success?

Value Priority
• Important • Important
• Willing to • Urgent
sacrifice for it • Rank Ordering
• Personal • Changes
• Self Chosen Rapidly
• Slow to change • Often given by

• Helps Pre-make Others
Decisions
Is Safety a Value or a Priority?

LEADER`S QUALITIES
• Integrity • Good listener

• Vision • Self confident
• Trust • Risk taker
• Coach • Honest
• Trainer • Builds consensus
• Gives recognition • Shares authority

• Positive attitude • Manages conflict
• Has initiative • Courage
• Timely decisions • Good communicator
LEADER`S QUALITIES
MANAGERS LEADERS
Accountable Responsible
Have employees Create fans
Maintain status-quo Challenge status quo
Think short-term Stay motivated long-term
Create goals Create vision
Build systems and processes Build relationships

Assign tasks and provide guidance Motivate people
Give directions Coach people
Control risks Take risks
Rely on proven skills Grow personally
Adopt their leadership style Define their own leadership style
Interested in productivity Interested in efficiency
www.forbes.com
10 MINUTES` BREAK
LEADING FOR SAFETY
• True
To work
costsafely is a right
of accident is athing. Why?
lot higher than most people realize.
• To work safely is good investment. Why?
• To motivate people for working safely is a right thing. Why?
Direct Costs
Indirect Costs
• Stand-down
• Productivity
• Investigation
• Schedule
• PM-Customer
• Rework
• Staffing
• Replacement Parts
• Training
• Replace specialist
• Legal - Insurance Premiums
SAFETY CULTURE AND CLIMATE
• The product of individual and group values, shared perceptions of
safety as value
• The style of safety leaders and managers proficiency
• Is more objective and can be immediately spotted by an OUTSIDER

upon indicators
• Can be influenced by:

o Management/Supervision
o Peer pressure
o Training
o Job design
o Organizational structure and style
o Effectiveness of communication
Organizational Culture defines Climate
• The indicators of HSE culture as it is perceived by individuals

or work groups at a point of time
• Strong/ Positive culture creates good climate
• Is more subjective because it is an INSIDER`S view that is

more difficult to obtain and needs in-depth analysis
SWAMP (safety without any management process)
Management Characteristics: Organizational Impacts:

• Accidents just happen • High insurance cost
• Autocratic style • Excessive losses
• Planning minimal • Poor employee relations
• Communications – fear-based • Statutory ignorance

• Min employee involvement
• Adversarial relationships
Safety Responsibility: Not recognized – rejected

NORM (naturally occurring reactive management)

• Accidents excused away/fault-based • Blood cycles
• Do what’s easy • Committees
• High visibility – many labels – little • Quick-fix programs
results
• Results (only) measured
Safety Responsibility: Not recognized – rejected

WORLD CLASS

• Accidents can be prevented • Zero Accident concept is a reality
• Continuous planning • Progressive employee
• R&Rs clearly defined involvement
• Employee-centered • “Walking the Talk”

• Communication encouraged
• Efforts measured, responded to
Management-Driven/Employee-Owned
Safety Responsibility:
Good Business Investment
Traditional management system usually

(tries to) combine characteristics of all three:
• Requirements-based (legislation, procedures etc.)

• Hazard identification and control
• Reactive approach
• Management driven
Employee owned???
From: To:
• Injury Statistics • Safety Activities/Leading Indicators
• Employee Driven
• Management-Driven • Responsible
• Accountable • Teamwork
• Individualism •
Fact-finding
• Fault-Finding • Proactive
• Reactive • Continuous Improvement
• Quick Fit • Value
• Priority
FOUNDATION FOR GOOD SAFETY CULTURE

• Roles and responsibilities are clear
• Safety goals and expectations are consistently communicated
• HSE Processes are used effectively to mitigate/minimize risks

• Behaviors are enforced (or reinforced) with positive and negative

consequences
HSE PROCESSES
WHAT HSE PROCESSES DO WE HAVE AT AGPP?
• Planning: MS; RA; JHA; PTW; STARRT

• Training: Induction; specific topic
• Incident reporting: near miss and unsafe conditions
• Incident investigation: cause and effect;
• Inspections: daily; weekly; monthly; etc

• Assessments: Walkdowns; corporate
• Consequence: Incentives; disciplinary
• People-Based Safety: ?
ZERO ACCIDENT/ INCIDENT
“SWISS CHEESE” MODEL
Accident: High
Low
Less Probability?
Probability
People Based Safety

Inspections/Assessments
Incentives/Discipline
JHA/STARRT/PTW
Training
Managers/Supervisors
Policy/Procedures/KPIs/
Management System
Potential
Accidents
10 MINUTES` BREAK
Incident Root Causes up to date

35
30
25
LTI RWC MTC FAC NEAR MISS
20
CONTRACTOR
15
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10
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0
HSE PROCESSES
• Key Points to Zero Philosophy:

o Accidents are preventable
o We learn from our mistakes and make improvements
• Getting to zero is difficult, but not impossible

• We must believe that Zero is not only Possible but Probable

HSE ROLES AND RESPONSIBILITIES
RESPONSIBILITIES OF HSE
• Training • Motivation
• Coaching • Monitoring
• Procedures • Investigation
• Analysing • Advising
• Observing • Supervising
• Feedback
IT IS NOT POLICING AND NOT CONTROLLING

• Everyone has HSE Responsibilities
• Communication of HSE responsibilities to those who work for

us is essential to ensure everyone is doing what they are
supposed to and there are no gaps in the processes.
• YOU are critical to making HSE successful.
• Taking on your HSE responsibilities is required to make the

HSE program on this site effective.
LEADERSHIP CONSIDERATIONS AS THEY RELATE TO:
• Training • Resources
• Planning • Policy/Standards
• Behavior Observation • Coaching
• Communications • Discipline
• Subcontractors • Visibility
• Recognition • Injury/Incident Analysis
• Positive Reinforcement • Stop Work
• Assessments • Hazard Identification
DIVISION OF HSE
RESPONSIBILITIES
What are the key HSE Roles and Responsibilities on site
for each of the following levels of Site Leadership?
SUB Craft Worker
SUB Foreman
SUB Supervisor
Sub Superintendent
Sub Site Management Team
SUB HSE Team
YOU
10 MINUTES` BREAK
BEHAVIOR-BASED SAFETY
• Behavioral mechanism
• Effective communication
Consequences
Time
Probability
Severity
EFFECTIVE COMMUNICATION
Feedback
• None
• Neutral
• Negative
• Constructive
«What to do», vs. «What NOT to do»:

 Do not dare grind without a face shield!
 While grinding, use a face shield.
Clearly:
 Hey, that`s wrong!
 Hold the grinder under correct angle.
Opinion, not the fact:

 You will hurt yourself if you hold the grinder under this angle.
 I think, you will agree that it is risky to hold the grinder under such an
angle.
Avoid absolutes – much, always, never etc.:
You always forget to check color coding.
I see color coding is wrong. Forgot to check?
Communication should come from multiple channels by all parties
• HSE
• Operations
• Procurement
• Commercial
• Subcontractors
Do you communicate HSE expectations?

How and when?
What type of message is it? Verbal? Nonverbal?
Do you later see the desirable result?
And…
Words The words you say
are only 10% of
Verbal Content
(3-4% of Total)
35%
Verbal So, what are the other
Verbal factors that
65% influence the

Non-Verbal effectiveness of your
& Symbolic communications?
What are the Non-Verbal factors

that influence the effectiveness
of your communications?
1. We may have strong opinions about groups:
- You, new comers, are always slow.
2. We are easier with those we like.
3. We are harsher with those we dislike.
4. For others, we tend to blame internal factors:
- You cut yourself because you did it wrong.
5. For ourselves, we tend to blame external factors:

- I cut myself because they gave me a wrong knife.
6. We tend to focus on negative things rather than on
positive.
7. We tend to impose our experience or personality:
- It helped me, it will help you.
EXPECTATIONS
• Understanding that HSE is a VALUE
• Alignment of Company policy/strategy with safety goals

•
• Integration of HSE processes in the daily work planning cycle.
• Visible leadership (regular on-site presence)

• Open and honest communication across roles and levels, including SUBCONTRACTORS
• Regular monitoring, controls, evaluation and risk assessment
• Leading role in getting colleagues/site employees involved in the Zero Accidents/Incidents

processes.
• Increased use and effectiveness of the tools and techniques to prevent injuries and
illnesses
PERSONAL HSE ACTION PLAN
HSE LEADERSHIP QUALITIES
Identify one quality you need to develop to make you a better HSE leader.
Develop a SMART Objective to achieve this.
HSE ROLES & RESPONSIBILITIES

Identify how you will communicate HSE roles and responsibilities to your
team? Develop a SMART Objective to achieve this.

HSE PROCESSES
Identify a process that you are involved in. Develop a SMART Objective on
how you can improve the effectiveness of your part of that process
BEHAVIOURS
Identify a behaviour that you observe regularly that might lead to a significant
injury. Develop a SMART Objective on how you can change this behaviour.
PERSONAL HSE ACTION PLAN
S – Specific
M – Measurable
A – Achievable
R – Relevant
T – Time-based
Thank you!

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Leadership for Safety Workshop | | Aug 2019

• Write a couple of sentences on “What

1. Focus leaders on the most effective ways to contribute to safety

2. Specify tools and methods which leaders should use in their

3. Focus leaders on the importance and most effective ways of

4. Develop specific actions that leaders can apply to their own

Who is responsible for your

Who is responsible for safety of

Who is responsible for safety of

• Working without injury or damage.

• Not being exposed to hazards

Managing and Leading

(For Self and Others)

When can we measure success?

• Slow to change • Often given by

Is Safety a Value or a Priority?

• Integrity • Good listener

• Gives recognition • Shares authority

Build systems and processes Build relationships

• The style of safety leaders and managers proficiency

• Is more objective and can be immediately spotted by an OUTSIDER

• Can be influenced by:

Organizational Culture defines Climate

• The indicators of HSE culture as it is perceived by individuals

• Strong/ Positive culture creates good climate

• Is more subjective because it is an INSIDER`S view that is

SWAMP (safety without any management process)

Management Characteristics: Organizational Impacts:

• Communications – fear-based • Statutory ignorance

Safety Responsibility: Not recognized – rejected

NORM (naturally occurring reactive management)

Management Characteristics: Organizational Impacts:

Safety Responsibility: Not recognized – rejected

Management Characteristics: Organizational Impacts:

• Employee-centered • “Walking the Talk”

Traditional management system usually

• Requirements-based (legislation, procedures etc.)

FOUNDATION FOR GOOD SAFETY CULTURE

• Safety goals and expectations are consistently communicated

• HSE Processes are used effectively to mitigate/minimize risks

• Behaviors are enforced (or reinforced) with positive and negative

WHAT HSE PROCESSES DO WE HAVE AT AGPP?

• Planning: MS; RA; JHA; PTW; STARRT

• Inspections: daily; weekly; monthly; etc

People Based Safety

Incident Root Causes up to date

Unsafe Condition/ Act

• Key Points to Zero Philosophy:

• Getting to zero is difficult, but not impossible

• We must believe that Zero is not only Possible but Probable

IT IS NOT POLICING AND NOT CONTROLLING

• Everyone has HSE Responsibilities

• Communication of HSE responsibilities to those who work for

• YOU are critical to making HSE successful.

• Taking on your HSE responsibilities is required to make the

LEADERSHIP CONSIDERATIONS AS THEY RELATE TO:

«What to do», vs. «What NOT to do»:

Opinion, not the fact:

Communication should come from multiple channels by all parties

Do you communicate HSE expectations?

65% influence the

What are the Non-Verbal factors

5. For ourselves, we tend to blame external factors: