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Step Change: Getting to Zero

Corinne Gediman
Managing Principal
Proactive Safety Performance
www. proactive-safety.com

Safety Culture Maturity Model
Reactive
Skyrocketing injury rates, failing compliance
audits, risk uncontrolled, catastrophic event
Empowered
Safety as a precondition of work is habitual;
Employees are the drivers of safe-production
Proactive
Safety managed with workforce involvement and
lead indicators management system in place
Calculative
Safety is managed internally on the basis of
procedures, documentation and rules policing
Compliance
Development of procedures, policies and rules
with a focus on legal compliance and protection
Leading Indicators
Lagging Indicators
Time
HSE
Management
Systems
Technology
and standards
People
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Industry Safety Performance Over Time
Step
Change
Culture


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 managements
radar screen
5 Date/reference/classification


Safety Wave Incidents
Taming the Wave
6 Date/reference/classification
Employee Driven Culture Change

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Management View






Employee View



Culture Improvement Challenge

You cant change
what you cant 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. Its difficult to manage and lead what you cant see

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

4. Safety Oversight resources are few and stretched

5. You cant 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
Management
Systems
Technology
and standards
People
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Transferring Ownership
Step
Change
Culture
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 dont
get into trouble
Management Individual Team
I do it so I dont
get hurt
Independent
I do it so no
one gets hurt
Interdependent
Bradley Curve Culture Interdependence
In the end management doesnt change the
culture; management invites and enables the
workforce itself to change the culture.

Lou Gerstner
Former CEO IBM

Parting Words
THANK YOU!
Any Questions?