Culture eats strategy Tips for Creating and Sustaining a Workplace - - PowerPoint PPT Presentation

“Culture eats strategy”

Tips for Creating and Sustaining a Workplace Safety Culture

Forum Agenda

WorkCover Queensland welcome Dr Tristan Casey John Leigh Morning Tea PFD Food Services George Williams Q&A Panel Networking over a light lunch

Safe ty Cultur e :

We c a n’ t se e the fo re st fo r the tre e s

• Dr. T

ristan Case y L e ade rship & Culture Unit, WHSQ

Culture

Culture Culture

In the be ginning…

What lur ks be low

Or ganisational c ultur e pr e dic ts pe r for manc e

Dir e c tly Indir e c tly

It all be gan with Che r nobyl

We c a n’ t miss o ur la unc h sc he dule Pro duc tio n inve stme nts a re mo re impo rta nt We c a n’ t sto p wo rk whe n we ’ re b e hind I t’ s ha ppe ne d b e fo re so its no t a risk

Cultur e c an

DEFEAT

• r

ENABLE

T he ac ade mic vie w

T he analytic al vie w

T he pr agmatic vie w

Safe ty c ultur e is:

Shared beliefs

That interact with

systems

To produce

behaviour

Safe ty c ultur e mode l

Behaviour Practices Beliefs

Unde rsta nd Cha ng e Outc ome s

An E xample

Delivery drivers fail to respect forklift exclusion zones when on premises Standard procedures and standard induction training “It won’t happen to me” attitude – importance of personal experience and stories

Safe ty c ultur e in r e tail

3 3.5 4 4.5 5 5.5 6

Safe ty c ultur e in r e tail

42%

Risks are unavoidable in our workplace

25%

Minor ac c ide nts a re a

no rma l pa rt o f wo rk Co nditio ns a t the wo rkpla c e

stop us fo llo wing rule s

22%

• 1. Se c ur

e suppor t

• 2. Me asur

e c ur r e nt state

• 3. De sign inte r

ve ntion

• 4. Imple me nt ac tions
• 5. Me asur

e pr

• gr

e ss

Me asur ing c ultur e

Beliefs Practices Behaviour

Triangulation

E xample positive be lie fs

Around here, we use our initiative when it comes to safety – we don’t wait to be told what to do. We need to think beyond the person involved when accidents happen Rules are in place to help us be safe, not to constrain us or make work difficult We need to cooperate and work together to achieve our work productively and safely

E xample positive pr ac tic e s

Consultation & Participation Readiness & Learning Planning & Coordination Monitoring & Enforcing

E xample positive be haviour s

Visioning, commitment, empower Vigilance, risk assessment and control Recognition, goal-setting, feedback Open culture, listening, stimulate

Sa fe ty Culture Re sourc e s

• Safety Leadership at Work resources

–Upcoming toolkit pilot testing

• HSL UK (www.hsl.gov.uk)
• ISCRR (www.iscrr.com.au)

Young Worke r Sa fe ty

trista n.c a se y@ justic e .q ld.g o v.a u

JOHN LEIGH Principal Advisor IPaM

What does the WHS Act say?

Leaders

• Broadly, the Work Health and

Safety (WHS) Act 2011 requires all Persons Conducting a Business or Undertaking (PCBU) to ensure the health and safety of workers.

• In addition to this, it is the duty
• f an officer of a PCBU to

exercise due diligence to ensure the PCBU complies with its

• bligations. An officer is defined

as a person who makes, or participates in making, decisions that affect the whole,

• r a substantial part, of an
• rganisation’s activities

Workers

• Workers also have
• bligations under the same
• act. Workers are required

to take reasonable care for their own health and safety and that of others who may be affected by their actions

• r omissions.
• They must cooperate with

any reasonable instruction given by the PCBU and any reasonable policy or procedure of the PCBU to comply with the WHS Act and WHS Regulation.

• Safety Culture

exists at a high level, relating to

• verarching

policies & goals of the senior leadership team

• Safety Climate

is influenced by how the workforce behaves, how they think & feel about safety issues

What’s in culture?

• Safety Management Systems
• Incident Rates
• Return to work arrangements
• Level of legislative compliance
• Physical workplace environment

The opinions of Workers, as markers for Safety Climate The opinions of Leaders, as indicators of Safety Culture IPaM have developed a tool kit that allocates scores to both:

Planning for change

Where are we now?

Seeking opinions

Focusing on specific issues

Ideas into actions

• IPaM Advisors help employers to identify
• pportunities for improvement
• Working together, Advisors and employers

create a tailored business improvement plan

• Responsibilities and time frames are agreed
• n
• Advisors provide support and guidance to help

employers make the most of opportunities

Morning Tea Break

Queensland Industry Forum

42

Presented by; Scott Mulholland (Executive General Manager) Tim Whitham (Eastern Regional OHS Advisor)

Contents:

About PFD Food Services The Journey Tools Used Designation ZERO HARM

43

44 44

National Footprint

Sites Workers Trucks

X 72

SA

X 6 X 251 X 14 X 452 X 133

QLD

X 14 X 492 X 161

NSW TAS

X 4 X 163 X 40

VIC

X 16 X 623 X 151

WA

X 8 X 172 X 67

PFD

X 69 X 2,445(FTE) X 676

X 5 X 231 X 37

FTG

X 2 X 61 X 15

NT

KEY

45 45

= 2,445 (FTE) PFD Total Employees

Admin – 29 Sales – 6 Drivers – 51 Store – 27 Production – 118 Total = 231 Drivers = 639 Telesales = 176 Storepersons = 595 Admin = 385 Sales Reps = 281 National Office = 138

Employee Composition

46 46

PFD QLD

Revenue Contribution 2015 Foodservice Segments

FOOD SERVICE QSR KEY ACCOUNT FAST FOOD RESTAURANTS HEALTHCARE EDUCATION ACCOMMODATION PETROL & CONVENIENCE ALL OTHER FOODSERVICE

47 47 47

Our Vision

“Providing great products to our customers with exceptional service”

48 48 48

PFD Values

49 49 49

Our Journey to Date

3 3 4 4 4 1 2 1 1 2 4 1 1 5 1 1 1 1 1 2 2 2 4 1 2 2 1 0 0 1 0 0 0 1 1 1 1 0 0 0 1 1 1 1 1 1 4 3 3 2 2 1 2 4 2 3 2 3 3 2 5 2 2 3 5 4 7 7 3 5 2 2 4 5 5 7 3 4 6 1 3 5 8 6 4 5 5 3 1 3 8 4 5 3 3 3 5 7 3 1 3 3 4 4 2 2 LTIs MTIs

50 50 50

Our Journey to Date

PFD Statistical Data Journey

Year # LTIs # MTI # TI # Staff Inj/Wkr Ratio # Days lost Hours Wkd LTIFR MTIFR TIFR

PFD Total 2011 135 100 235 2069 11% 4323.76 3206212.22 42.11 31.19 73.30 2012 108 133 241 2363 10% 4775.14 3634602.78 29.71 36.59 66.03 2013 67 165 232 2428 10% 2690.06 4067849.14 16.47 40.56 55.56 2014 53 182 235 2608 9% 2391.27 4118967.07 12.87 44.19 55.11 2015 38 209 247 2641 9% 3187.16 4508450.77 8.43 46.36 54.79 2016 46 223 269 2826 10% 3015.71 4727582.00 9.73 47.17 56.90

• 66%

123% 14% 37%

• 16%
• 37%

47%

• 77%

51%

• 22%

QLD 2011 31 13 44 412 11% 557.51 679221.07 45.64 19.14 64.78 2012 25 28 53 431 12% 869.61 710702.29 35.18 39.40 74.57 2013 13 46 59 420 14% 466.24 707130.91 18.38 65.05 83.44 2014 13 47 60 440 14% 538.87 716820.14 18.14 65.57 83.70 2015 8 57 65 445 15% 532.82 782749.77 10.22 72.82 83.04 2016 8 41 49 477 10% 457.08 806903.14 9.91 50.81 60.73 YTD 2017 7 37 44 477 9% 176 813289.34 8.61 45.49 54.10

• 74%

215% 11% 16%

• 4%
• 47%

19%

• 78%

165%

• 6%

51 51 51

Tools

1300 362 128 www.worksafe.qld.gov.au/

PFD Injury management guideline Reporting Tools Safety Pack Injury Pack

52 52 52

PFD’s reporting culture

53 53 53

Engagement Brand & Fun Competition

Total Rank Fresh to Go 58 1 WA 52 2 NSW 49 3 QLD 44 4 TAS 39 5 SA / NT 36 6 VIC 30 7 PFD Seafood 15 8

Rank TIFR Hazards Days lost used Audit score Initial Audit score Follow up LTIFR TOTAL INCIDENTS YTD 1 in x staff members injured % of incidents preventative WA 1 4 8 1 7 4 1 2 1 TAS 7 5 1 8 1 1 7 7 5 QLD 4 2 5 6 5 5 2 4 4 NSW 3 3 7 2 2 7 3 3 2 SA / NT 5 6 2 7 4 3 6 5 6 VIC 6 8 2 4 6 6 5 6 7 Fresh to Go 2 1 4 3 3 2 4 1 3 PFD Seafood 8 7 6 5 8 8 8 8 8 Points TIFR Hazards Days lost used Audit score Initial Audit score Follow up LTIFR TOTAL INCIDENTS YTD 1 in x staff members injured % of incidents preventative WA 8 5 1 8 2 5 8 7 8 TAS 2 4 8 1 8 8 2 2 4 QLD 5 7 4 3 4 4 7 5 5 NSW 6 6 2 7 7 2 6 6 7 SA / NT 4 3 6 2 5 6 3 4 3 VIC 3 1 6 5 3 3 4 3 2 Fresh to Go 7 8 5 6 6 7 5 8 6 PFD Seafood 1 2 3 4 1 1 1 1 1

54 54 54

What gets Measured gets done

QLD WHS Hazard, Incident and Objectives report.

55 55 55

Destination Zero Harm

• Continued focus on hazard identification
• Ensure all hazards are fixed with urgency
• Safety share – internal and external meetings
• Education – employee and commercial impacts
• Celebrate the mile stones
• Create a safe environment for staff to have a voice

Brilliant Thinking.

The Hidden Cost

• f Poor Workplace

Culture.

A Common Law Perspective. George Williams

Culture and Common Law Claims

• Common law claims:
• Retail
• Aged Care and Nursing
• Transport, Port and Logistics
• Processing
• 3 common motivator’s
• Equity/ compensation
• Retribution/ punishment
• Change in the workplace
• The impact of good safety culture

Equity/ Compensation

• Most common group of Claimants
• Characteristics include:
• Good safety culture
• Good relationship with WorkCover/ Insurer and the

employer

• Motivated to return to health and get back to work
• Have concerns about how the injury will affect their

life and work

• Empathetic employer
• Common law claim achieves closure for the injured

work and experience for the employer

• Generally favourable outcome for the Claimant and

employer

• Retains employment

Retribution/ Punishment

• Hostile Claimants
• Characteristics include:
• Poor safety and work culture
• Poor relationship with employer and WorkCover/

Insurer

• Employer and Claimant no invested in RTW
• Unrealistic expectations of employment and

WorkCover

• Personal agenda against employee
• Common for secondary psychiatric injuries
• Often difficult and costly to resolve
• Resolution is generally unfavourable for both

worker and employer

• Employment has been terminated or ceased

Change in the Workplace

• Unpredictable Claimants
• Characteristics include:
• Culture which has seen a lot of change
• Long-term employees
• Often good relationship with employer and

WorkCover/ Insurer

• Is often disgruntled about the “event” and the

employer’s apparent lack of action to prevent it

• They strive to be an agent of change in the

workplace to prevent further injuries

• They can have unrealistic expectations about

process because its not about “money”

• Resolution is generally unfavourable for both

worker and employer

Positive Safety Culture

• Large stevedoring/ port employer
• Employs 500-1000 staff
• Horrendous claims history influenced by poor work

culture

• Regular common law claims from repeated tasks
• 5 year period of claims cost upwards of $3,000,000
• Change in culture
• Improved processes, invested in safety culture and

became accountable to staff

• Statutory and common law claim costs decreased

significantly

• No common claims for first time in 2016

Q & A Panel

Dr Tristan Casey John Leigh Tim Whitham George Williams Dr Sid O’Toole Jane Stevens

Useful links

• WorkCover Queensland - Retail and Wholesale industry site
• Young Workers' Toolkit
• Safety Leadership at Work
• Tools and Resources for Safety Culture
• Webinar - Minor injuries add up! Simple solutions to reduce

your injuries and costs

• Young workers - how employers can influence their safety
• Health benefits of work video
• Realising the health benefits of work
• Your accident insurance policy explained in 90 seconds
• Smart Business Bulletin January 2017
• Worker Assist smartphone app
• How to register, login, and use WorkCover Connect for

employers and WorkCover Connect new features

• Understanding Common Law

worksafe.qld.gov.au 1300 362 128