Amec Foster Wheeler Safety Culture Fundamentals June 2017 - - PowerPoint PPT Presentation

June 2017

Amec Foster Wheeler Safety Culture Fundamentals

► Establish company values ► Set and enforce company policies ► Consistently demonstrate commitment ► Be the “role model” for desired behavior ► Communicate expectations ► Create desired work culture ► Stay on top of things, and follow up

Leadership – The Starting Point

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How do we define a culture?

 A common set of attitudes, values and beliefs shared by

an organization

 The way things are around here

Creating a culture

 Every incident could have been avoided  No job is worth getting hurt over  Every job will be done safely  Most importantly, we believe that safety is

everyone’s responsibility

 “I am my brother’s keeper”

Common beliefs

Safe work cultures start with simple, common beliefs that are supported by all employees in an organization:

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► Assume primary responsibility for the

safety program

► Establish policies, goals, objectives and

measurements

► Push authority and accountability down

to supervisor level

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Management responsibilities

► Know the safe work practices/pertaining to his / her job ► Accept responsibility to ensure the application of safe

work practices

►Explain all applicable safe work practices ►Ensure employees are trained and competent

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Supervisor responsibilities

Supervisor responsibilities

 Consistently enforce safety

regulations

 Perform daily inspections of

his/her respective work

 Report / correct unsafe

conditions

 Assist in incident

investigations

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► Regardless of the type of work you are doing,

do you know that you can never deviate from an established safe work procedure?

► Do you know you have the right to discuss

any work assignment with your supervisor that you think is unsafe or you are unsure of?

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Communicate responsibilities to your employees

►Unsafe behavior stands out ►Unsafe behavior is unacceptable ►Safe work is influenced through peer

pressure

►Consistent planning and task

execution

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Safety culture benefits

Who should be held accountable?

►Pay attention to employees who

deviate from known safe work procedures either before, during or after completion of their assigned tasks

Managers and supervisors Employees

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► Whenever an employee is behaving in an

unsafe or unhealthy way, supervisors have a moral and legal obligation to intervene immediately

► If the employee knows the supervisor has

seen the unsafe behavior and has not intervened, the employee (and everyone else watching) will think the supervisor does not regard working safely as essential

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Accountability: Intervention

► Intervention should accomplish several goals: ► Stop an unsafe act before it leads to an incident or

illness

► Replace an unsafe behavior with a safe one ► Help employees learn to make better choices

about working safely

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Accountability: Intervention

 Point out the unsafe behavior  Get the employee to acknowledge the

safe behavior

 Get the employee to suggest proper

safe behavior

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You must intervene Key steps in performing an effective intervention:

 Most people tend to repeat behaviors

that result in positive consequences and discontinue those that result in negative consequences

 Positive reinforcement is the only means

available to maintain existing good behavior

Accountability: Positive reinforcement Reinforcing safe work habits is just as important as eliminating unsafe behavior

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There are several ways in which supervisors can reward safe behavior

 Verbal acknowledgment  Public praise  Recognition

Positive reinforcement

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►Unsafe behavior stands out ►Unsafe behavior is unacceptable ►Safe work is influenced through

peer pressure

►Consistent planning and task

execution

Safety culture benefits

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Where are common weaknesses?

Where are common weaknesses that don’t support

Our Safety Culture

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Link in the process chain

► Reviewing, scoring, providing feedback on JSA ► Holding subordinates accountable for improvement

Weakening the system

► Hazards allowed to remain uncorrected ► Management not holding people accountable

Forging a stronger link

► System of documenting, tracking and communicating hazards ► Management owns correcting open hazards ► People are held accountable for repeat, negligent issues

HSSE Managers

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Link in the process chain

► Reviewing, scoring, providing feedback on JSA ► Holding subordinates accountable for improvement

Weakening the system

► JSA not including all task ► Not all hazards identified & controlled ► Subordinates not growing skill ► People not held accountable

Forging a stronger link

► Improving both JSA process & skills ► Better hazard identification & control

General Foremen & Superintendents

(Self-perform)

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Link in the process chain

► Leaders of site safety process ► Owns the success & failure of site safety systems

Weakening the system

► Not getting in the field during work hours to show visible

support for safety

► Not looking for hazards ► Not holding people or subcontractors accountable

Forging a stronger Link

► Get out there: walk, talk, observe, correct, praise ► Avoid “other priorities” until this is done.

Site Managers

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Link in the process chain

► Supreme Leaders of the HSSE Process

Weakening the system

► Ignorance: allowing subordinates to filter perceptions, “Paint a

pretty picture”

► Denial: When your experts tell you there are issues, but you

know better.

► Apathy: Making excuses for performers who contaminate the

HSSE Process because of other reasons

Forging a stronger link

► Be visible & Verbally committed to safety ► Get in the field to see the pictures yourself ► Not only listen to your experts but get engaged in improvements ► Hold your subordinates accountable. When was the last time you

did that?

President, VP’s & Directors

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How do we measure our success?

How Do We Measure Our Success?

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1.

Operations Leadership Engagement

2.

Planning for Safety

3.

Training and Education

4.

Front Line Craft Engagement

5.

Incident Reporting and Investigation

Five Elements of the Project Safety Culture

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 A member of operations leadership address all new hires.  A member of operations is visible and vocal during all site –wide

safety meetings.

 A member of operations is involved in all safety walks  Project has a written recognition program  The projects regularly recognizes the safe behaviors and

accomplishment of groups

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• 1. Operations Leadership Engagement Elements

• 2. Planning for Safety

 Are JSA’s developed for all work activities  The project Incident Prevention Plan is distributed and reviewed with

front line supervision

 Foremen are developing their plan of the day by the prior afternoon  Pre-work task plans are undergoing group reviews prior to scope of

work commencing.

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• 3. Safety Training

 An approved site specific training plan is developed and followed  A weekly and monthly training schedule is posted.  Project is using a training assessment tool for instructor feedback  Safety training is being shared with the corporate office  Supervisors are current on required training.

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• 4. Front line craft engagement

 The project has implemented the Employee Observation Card

Program (EOC)

 Safety Committee meets weekly to discuss observations and trending

information.

 Project has implemented the People Based Safety (PBS) process.  Observers are trained and rotate through the committee every three

months.

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• 5. Incident Reporting and Investigation

 Employees understand the reporting

process

 A 5-Why is being conducted on near

miss, FA and minor equipment incidents.

 Project is developing Best Practices and

lessons learned.

 Effective solutions and best practices

from other projects are implemented.

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Overall Project Safety Culture Status 0.0%

SECTION 1: Operations Leadership Commitment (Safety Manager, Project Manager) 0=Never/No 1=Sometimes Expectation: Site Management champions the overall safety process and culture. 2=Always/Yes Potential Points Points Earned

• 1. A member of operations leadership addresses all new hire employees at the

Site Orientation and communicates expectations for safety performance. 2

• 2. A member of operations leadership is visible and vocal during site-wide

safety meetings. 2

• 3. A member of operations leadership leads AND attends meetings of the

Project Safety Committee. 2

• 4. A member of operations leadership is involved in jobsite Safety Walks.

2

• 5. A member of operations leadership meets with supervision to communicate

expectations. 2

• 6. Safety is the starting topic at every site meeting.

2

• 7. A member of operations leadership champions the PBS process. (0 or 2
• nly)

2

• 8. Members of operations leadership attend gang box meetings daily.

2

• 9. A member of operations leadership is involved in the Jobsite Compliance

Inspection. 2

• 10. Operations leadership has a regular meeting (i.e.: Safety Committee) to

analyze project safety data (injury trends, RCA's, PBS info, site assessment data, etc.) and develop effective solutions. 2

• 11. Project has a written recognition process.

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• 12. Project regularly recognizes the safe behaviors and accomplishments of

individuals. 2

• 13. Project regularly recognizes the safe behaviors and accomplishments of

groups. 2 TOTALS 26 0.0% COMMENTS

Measuring project safety culture

Best practices

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Monday Tuesday Wednesday Thursday Friday

Project Mgr. Safety Meeting Electrical Hazards Assessment Dropped Object Assessment Crush Point Assessment Housekeeping Evaluation Site Manager JSA Development Safety Meeting Electrical Hazards Assessment Dropped Object Assessment Crush Point Assessment Pipe Supt. Lead Stretch & Flex JSA Development Safety Meeting Electrical Hazards Assessment Dropped Object Assessment Civil Supt Site Safety Walk Lead Stretch & Flex JSA Development Safety Meeting Electrical Hazards Assessment

• Project. Engineer

Housekeeping evaluation Site Safety Walk Lead Stretch & Flex JSA Development Safety Meeting Scheduler Crush Point Assessment Housekeeping evaluation Site Safety Walk Lead Stretch & Flex JSA Development Safety Mgr. Dropped Object Assessment Crush Point Assessment Housekeeping evaluation Site Safety Walk Lead Stretch & Flex QA/QC Electrical Hazard Assessment Dropped Object Assessment Crush Point Assessment Housekeeping evaluation Site Safety Walk Project Supt. Excavation Assessment Electrical Hazard Assessment Dropped Object Assessment Crush Point Assessment Housekeeping evaluation

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