Integrating Human Factors into a Comprehensive Safety System May - - PowerPoint PPT Presentation

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Integrating Human Factors into a Comprehensive Safety System May - - PowerPoint PPT Presentation

May 20, 2023 319 likes •546 views

Integrating Human Factors into a Comprehensive Safety System May 2019 Human & Organisational Factors HSEs definition of Human Factors The environmental, organisation and job factors, and human and individual characteristics, which

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Integrating Human Factors into a Comprehensive Safety System

May 2019

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SLIDE 2

Human & Organisational Factors

HSE’s definition of Human Factors

“The environmental, organisation and job factors, and human and individual characteristics, which influence behaviour at work in a way which can affect health and safety” Definition suggests the importance of three interrelated aspects ;

  • The Job
  • The Individual
  • The Organisation

.....A very broad remit

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The Safety Challenge Facing Industry Leaders

Years of industry experience and academic research have produced a wealth of material to help deliver safe

  • perations

Incorporating these incremental changes in to day to day operations can be disjointed / piecemeal This can lead to;

  • Lengthy policy and procedures
  • Duplication and contradiction
  • Emergence of complex solutions rather than putting in the effort to simplify
  • Differences in understanding between senior leaders and those executing in the field
  • Differences in understanding between employees and contractors / sub-contractors
  • Communication / training challenges – how does everyone keep up with change?
  • Not enough emphasis on ‘bottom up’ feedback & input in to the continuous improvement process

Industry leaders must be alive to this continuous challenge

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SLIDE 4

What Distinguishes ‘Safe Companies’? Professor James Reason

“Safe operational organisations have two traits; (1) Always have Chronic Unease, they always think today is going to be a bad day, they are ever vigilant, they are wary ALL the time (2) Are always taking big lessons, not local lessons from failings; asking how can we learn?”

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Comprehensive safety programme

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Plant Design Plant Operation Management Systems Task Procedures Workforce Performance

‘Chronic Unease’ & ‘Continuous Improvement’ apply in all areas

Effective Behavioural Safety enables the entire workforce to understand and apply ‘chronic unease’ and ‘continuous improvement’

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SLIDE 6

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99%+ of Safety Incidents and Injuries result from Management Failure

  • Inadequate Training
  • Inadequate Standards
  • Inadequate PPE / Tools / Plant & Equipment
  • Inadequate Planning / Preparation
  • Inadequate Risk Assessment & Procedures
  • Inadequate Communication / Supervision
  • Poor Safety Culture

Do YOU and ALL Your Management Really Believe This?

Food for thought

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SLIDE 7

What Does a Positive Safety Culture Look Like?

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What Does a Positive Safety Culture Look Like?

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Achieve right balance of teaching / coaching accountability

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What Does a Positive Safety Culture Look Like?

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Achieve right balance of teaching / coaching accountability

  • Compliance
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SLIDE 10

What Does a Positive Safety Culture Look Like?

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Achieve right balance of teaching / coaching accountability

  • Compliance
  • Positive attitude to safety and incident prevention for;
  • Self / Colleagues / Public / Business
  • Workforce & management receptive and responsive

to challenging safety discussion

  • No hesitation in ‘stopping the job’
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SLIDE 11

What Does a Positive Safety Culture Look Like?

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Achieve right balance of teaching / coaching accountability

  • Compliance
  • Positive attitude to safety and incident prevention for;
  • Self / Colleagues / Public / Business
  • Workforce & management receptive and responsive

to challenging safety discussion

  • No hesitation in ‘stopping the job’
  • Questioning attitude – ‘think before you act’ mentality on

all tasks

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SLIDE 12

What Does a Positive Safety Culture Look Like?

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Achieve right balance of teaching / coaching accountability

  • Compliance
  • Positive attitude to safety and incident prevention for;
  • Self / Colleagues / Public / Business
  • Workforce & management receptive and responsive

to challenging safety discussion

  • No hesitation in ‘stopping the job’
  • Questioning attitude – ‘think before you act’ mentality on

all tasks

  • Culture that encourages Incident / Near Miss Reporting
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SLIDE 13

What Does a Positive Safety Culture Look Like?

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Achieve right balance of teaching / coaching accountability

  • Compliance
  • Positive attitude to safety and incident prevention for;
  • Self / Colleagues / Public / Business
  • Workforce & management receptive and responsive

to challenging safety discussion

  • No hesitation in ‘stopping the job’
  • Questioning attitude – ‘think before you act’ mentality on

all tasks

  • Culture that encourages Incident / Near Miss Reporting
  • Desire to investigate and continuously improve
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SLIDE 14

How Do You Achieve a Positive Safety Culture?

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SLIDE 15

How Do You Achieve a Positive Safety Culture?

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Behavioural Safety is Powerless in Isolation;

  • Management must deliver on;
  • Plant Design / Plant Operation / Management Systems / Task Procedures
  • The ‘Inadequates’ must be;
  • Tested
  • Simple
  • Robust
  • Resilient
  • .....and up to date
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SLIDE 16

How Do You Achieve a Positive Safety Culture?

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Behavioural Safety is Powerless in Isolation;

  • Management must deliver on;
  • Plant Design / Plant Operation / Management Systems / Task Procedures
  • The ‘Inadequates’ must be;
  • Tested
  • Simple
  • Robust
  • Resilient
  • .....and up to date

All management MUST believe;

  • All incidents are preventable
  • 99%+ are due to management failings
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SLIDE 17

How Do You Achieve a Positive Safety Culture?

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‘Just Culture’ is Critical

  • Key Enabler for open & honest communication throughout the organisation
  • Without it trust is destroyed & management credibility is lost
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SLIDE 18

How Do You Achieve a Positive Safety Culture?

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‘Just Culture’ is Critical

  • Key Enabler for open & honest communication throughout the organisation
  • Without it trust is destroyed & management credibility is lost

Relentless Communication and Engagement

  • Reinforce standards & ethics
  • Share learning's / Change Management
  • Solicit input / act upon it / feedback
  • Recognition
  • Supervision must really engage with their teams
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SLIDE 19

How Do You Achieve a Positive Safety Culture?

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‘Just Culture’ is Critical

  • Key Enabler for open & honest communication throughout the organisation
  • Without it trust is destroyed & management credibility is lost

Relentless Communication and Engagement

  • Reinforce standards & ethics
  • Share learning's / Change Management
  • Solicit input / act upon it / feedback
  • Recognition
  • Supervision must really engage with their teams
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The Future

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Fundamental Principles will remain – Technology & Social Attitudes Change

  • Materials
  • Automation & Control
  • Facilities Design
  • Data Management
  • Documentation
  • Methods of Communication & Engagement
  • Expectations of Individuals

Intelligently apply / respond to new developments to address evergreen issues Experience shows that the energy industry has made huge progress over the last 30 years Strive for continuous improvement without the ‘help’ of costly major incidents Powering Improvement is an important vehicle in our industry to help make this happen

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SLIDE 21

DNO Fatalities 2003 - 2017 2003 to 2017 - 13 Fatalities

  • 2003 – hit by falling pole
  • 2003 – induced voltage incident
  • 2005 – linesman electrocuted
  • 2006 – linesman electrocuted
  • 2006 – linesman electrocuted in 400kV substation
  • 2007 – jointer electrocuted making a cable joint
  • 2007 – engineer electrocuted from pole mounted transformer
  • 2008 – tap changer explosion
  • 2012 – induced voltage incident
  • 2012 – linesman killed when pole snapped
  • 2013 – linesman fell from pole
  • 2015 – engineer electrocuted at substation – charged cable incident
  • 2017 – apprentice electrocuted making a cable joint