Making your business thrive 5 Give your business the edge Safety - - PowerPoint PPT Presentation

Making your business thrive

5

Give your business the edge

Safety leaders

Take a planned and strategic approach to health and safety Are effective influencers Build a strong workplace culture around safety

6

Planned and strategic approach

Use safety management systems to see the big picture Effective influencers draw their audience into the conversation As catalysts safety leaders develop a positive and proactive approach to engaging others

7

Effective influencers

8

Create a shared vision Persuade others of its importance and value Role model the standards expected

Building a safety culture

9

Mindset of a safety leader

• Authentic
• Responsible
• Reflective
• Adaptive
• Ethical

Behavioural competencies

Orienting (Mindset)

Developing workforce capability Committing to health and safety Strategising Consulting Sense- Making Enabling safety systems

Introducing the LEAD Safety Culture Toolkit

Dr Tristan W Casey Safety Science Innovation Lab

Safety Science Innovation Lab

Toolkit Overview

1 2 3 4

Preparation Baseline Measurement Implementation Embedding 1-2 months 2-3 weeks 1-6 months 6-9 months

Safety Science Innovation Lab

Release Schedule

1 2 3 4

Preparation Baseline Measurement Implementation Embedding March 2019 June 2019 Post-June 2019

Safety Science Innovation Lab

Suitability Criteria

• At least 6 people to conduct the survey
• Assign resources (governance structure)
• Provide work time to complete survey
• Conduct the action planning session
• Suitable trainer to implement modules
• Commitment to ongoing measurement and improvement

PHASE 1 Preparation

Safety Science Innovation Lab

Phase 1 Goals

• Secure management support
• Allocate suitable resources
• Implement governance structure
• Engage workforce

Safety Science Innovation Lab

Phase 1 Tips

• LEAD is not a silver bullet
• Toolkit is designed to initiate the change process
• A multilevel approach is vital
• People are one component; structures and social context
• Emphasise ‘spill over’ effects of safety interventions
• Link to existing initiatives and strategies
• Consider sustainability and integration from Day 1
• Combine top-down with bottom-up approaches

LEAD Preparing to improve safety culture at the University of Queensland

Jennie Trinder

Associate Director

Health Safety and Wellness Division

• Robust OHS System
• Claims experience low
• Claims cost low
• No enforcement notices
• F2F training over 4,000 people

And yet….in contrast, incidents were not reducing

Backstory…the early bit

• “Keeping high levels of health and safety is a priority at UQ” – 88%
• “UQ leaders demonstrate their commitment to safety through their

action” – 80%

• Plateauing effect….third wave of HSW gains through people and

culture

• Opportunity – move beyond compliance
• Adopt a positive mindset to improve HSW culture

Backstory…beyond compliance

• There is good evidence of the positive association between positive

safety culture and safety outcomes Good safety culture = better health and safety performance

• Development of HSW Strategy 2017 – 2021 aligned with the UQ

Strategic Plan

• One of the priorities of the Strategy – Culture and

Capability

• Partner in the LEAD project

Backstory…the middle bit

LEAD Safety Culture

Project Status

Survey Validation

Aug 2017-Feb 2018

Baseline Assessment

Sep-Oct 2018

Strategy Workshop

Nov 2018

Supervisors training

Feb-Mar 2019

Workers training

Feb-Apr 2019

Follow-up assessment

Aug 2019

An iterative process…

Baseline Assessment Report

• One page with survey results
• Open-ended answers clustered by recurrent themes on the

reverse

• Concise communication of benchmark data
• Distinct for the organisational units
• Easy to interpret and useful for prioritising

Senior Leaders Workshop – Iterative development

• From strategic to operational
• What was meaningful for each organisational unit
• Take away - draft action plan with initiatives for each area

Trial in other

• rganisations

Trial at UQ with Steering Committee Current Duration 6 hours 2 hours 2 hours Agenda Warm-Up Activity LEAD Model Organisational Assessment Vision Goals Action Plan Communication Strategy Warm-Up Activity LEAD Model Baseline results discussion Vision Goals Action Plan Communication Strategy LEAD Model Baseline results discussion Brainstorm Actions Draft Action Plan Level of Outcomes Strategic Operational Operational

• Feedback and learnings from each

session incorporated into subsequent sessions:

• Leadership skills workshop
• Safety culture skills workshop
• Improvements reflected in upwards

trajectory of workshop feedback

Iterative workshop development process

Lessons learned

• Project Manager is essential
• The heads of the organisational areas

participating to form the steering committee

• Keep key stakeholders involved in the process

– HR, Safety Network

• Keep it short and punchy
• Communicate often

Thank you

hsw@uq.edu.au

PHASE 2 Baseline measurement

Safety Science Innovation Lab

Phase 2 Goals

• Generate interest and uptake of survey tool
• Ensure data collected is high quality
• Develop insights into baseline culture
• Drive workforce engagement in change

Safety Science Innovation Lab

Safety Science Innovation Lab

Safety Science Innovation Lab

Safety Science Innovation Lab

Safety Science Innovation Lab

Safety Science Innovation Lab

Safety Science Innovation Lab

Phase 2 Tips

• A survey process is a social exchange
• Provide facilitating conditions
• Don’t underestimate the importance of trust
• Maintain strict confidentiality provisions
• Be humble
• Reinforce importance at all levels
• Close the loop swiftly and meaningfully

Measuring your safety culture and establishing a baseline

Be Best P t Pract ctice i in Ad Administeri ring a a Su Survey

Logan City Council

Logan City Council

26 Branches providing services to the community and internal service groups Approximately 1750 employees. 2.3 Million hours per year. Key challenges:

• Contractor management
• Broad range of risk exposures
• Exposure to the public
• Political expectations
• Moving beyond compliance
• Embracing change: ‘How can we do it better?’

Background

• 2015. Health and Safety Performance was not acceptable

– Committed Senior leadership and Management group

• 2016. Safety Culture Action Plan developed

– Behavioural and compliance driven – Safety Climate Survey – Safety Management System

2018. ‘From Now On…This is Safety’

– Safety is valued – Individuals empowered to challenge the norm

2018. 2nd stage of ‘From Now On’ needed.

– LEAD Program identified – Initiating the survey

Survey tips

• Early communication. ‘Why are we doing this?’
• Develop relationships to build trust
• Build support through HSR’s
• Respect history and business knowledge
• Manage data gathering

– On shifts – Accessibility, literacy and ‘tech savvy’ – Paid time – What resources will you need

• Anonymity of responses
• Ensure results are shared

So where are we now?

Next Steps

• Extend to the whole organisation
• Looking for key themes
• Monitor through conversations and observation
• Maintain the momentum

PHASE 3 Implementation

Safety Science Innovation Lab

Phase 3 Goals

• Initiate change at multiple organisational levels
• Create a customised and relevant training experience
• Deliver impactful training that ‘transfers’ to the workplace
• Monitor implementation and drive continuous improvement

Safety Science Innovation Lab

Safety Science Innovation Lab

Safety Science Innovation Lab

Safety Science Innovation Lab

Phase 3 Tips

• Implement meaningful and sustainable change
• Involve key decision makers
• Set clear goals and actions
• Drive ownership and accountability for action plans
• Provide ongoing and meaningful feedback to workforce
• Involve the working party
• Be open and receptive to feedback

Initiating safety culture change - developing an action plan and implementing training

Lorraine Dawson Alexandria Nash

Background

Initial Safety Climate Evaluation Findings

• Concern and intention to be safe is almost universal. The evaluation shows that managers and employees want to be

safe and to work safely.

• There is evidence that resources (people, time and equipment) are placing limitations within work environment.
• There is a gap between managers’ and field based workers perceptions about safety.
• There is evidence that communication may not always be effective, targeted or relevant to some workers.
• There is a perception that safety rules and procedures are not always appropriate or applicable.

Why we Looked to Implement Lead Model

• 500,000.00

1,000,000.00 1,500,000.00 2,000,000.00 2,500,000.00 3,000,000.00

TSC WC Premium Industry Tarrif Rate Linear (TSC WC Premium) Workers Compensation Premium Experience 2010- 2019

Link to Strategic Planning

Implementation

Leveraging off LEAD principles.

Leverage through collaborating with the representative Union on annual picnic days Energise through coordinating social events such as health and wellbeing educational talks and work/home life balance sessions that remind all workers why we practice good safety Adapt through showcasing good examples of safe work practices through internal communication mediums including publications and pod casts with workers Defend through acknowledging corrective actions, safety improvements and initiatives by management hosted on site BBQ lunches for workgroups

PHASE 4 Embedding

Safety Science Innovation Lab

Phase 4 Goals

• Transfer training into the workplace
• Integrate into existing systems and processes
• Maintain change momentum
• Generate a commitment to continuous improvement

Safety Science Innovation Lab

REFLECT

Co-Worker Support Opportunity to Apply Reinforcement Consequences Leadership Support Safety Training Transfer Climate

Safety Science Innovation Lab

Phase 4 Tips

• Embed and sustain change
• How can LEAD tools and concepts be used in your business?
• Link to KPIs and other performance accountabilities
• Integrate LEAD and HR functions (e.g., performance appraisal,
• n-boarding and induction, leadership development,

recognition programs)

• Define and encourage LEAD practices specific to your

business

Safety LEADership at Teys Australia

Who are we?

Primary Processing Facilities Rockhampton Biloela Tamworth Wagga Naracoorte Beenleigh Condamine Jindalee Charlton Feedlot TAFS Cooked Deli TAFS Retail Ready Value Add Murgon Hide Processing Wholesale Joint Venture Melrina Melrina Melrina Melrina

6 x Primary Processing Sites 3 x Feedlots 1 x Hide Processing Facility 2 x Value Add Facility 1 x Distribution Centre

4860 Employees 64 Different Nationalities 50/50 joint venture with Cargill Second largest meat processor and exporter in Australia

Our LEAD Journey

Management Commitment Feedback & Redevelopment Collaboration with WHSQ Deploying the Pilot Program Developing a Pilot Program Identification of LEAD Champions Train the trainer Full implementation Site deployment strategies

• Key Performance Indicators-
• Supporting and Promoting the Safety LEADership Program
• Identifying LEADers and embedding the Program
• Collaboration with LEADers

Embedding & Monitoring

• Early results- Improved reporting, increased

recognition, safety vision recognition

Where are we now?

• Approximately 70% implementation across 8 sites – variety of approaches
• Resources – Workbooks & folders, site champions, video content, slide deck
• Promoting our safety vision- ‘nothing we do is worth getting hurt for’
• Keeping the momentum going!

Where to from here?

• Redevelopment of program for Feedlots and Hide Processing Facility- content, approach

& delivery

• Online refresher and assessment for existing managers & supervisors
• Online training course and learning platform and face-to-face assessment for new

managers & supervisors

• Tool for measuring effectiveness of the LEAD program
• Monitoring & reviewing KPI’s for next financial year
• Continuing to promote our vision and speaking the LEAD language

PRACTICAL APPLICATIONS

Ways to get started effectively Unavoidable realities

There are t imes in life we are small: fearful, j ealous, insecure or nast y. And t here are times when we are big: sure, humble, patient , or st rong. We are bigger t han the problem at hand and bigger t han t hose involved. This is a small giant . Small Giant s offer more, add more and achieve more because t hey are more.

The creation of workplaces that enhance the human experience

Implementation Psychologist Founding Director

HIGH-VALUE

TEAMING

S a fe ty-II

Implementations

VIA

S a f e t y -II

Implementations

You get w hat pay f or

This is a world class program available to you for no monetary costs. Just the investment in time.

LB

S afety Culture

If , as a leader, you are not act ively engaged t he relent less pursuit of being brilliant in t he role t hen you should get

• ut of t he way and f or someone who

underst ands it s import ance”

BRILLIANT BUT NOT ENOUGH

“ Listened to us and our ideas” “ Asked my opinion of the work” “ Only one to acknowledge my 22 years experience.” “ Asked about my family by name”

LB

We’ d say ‘ we’ ve got a problem’ He’ d say ‘ got a solution? ' We’ d say. ‘ no‘ He’ d say. ‘ come back when you do’

BRILLIANT BUT NOT ENOUGH

1/ 3 of the Act’s requirements are dedicated to participation and consultation

“ Listened to us and our ideas” “ Asked my opinion of the work” “ Only one to acknowledge my 22 years experience.” “ Asked about my family by name”

LB

We’ d say ‘ we’ ve got a problem’ He’ d say ‘ got a solution? ' We’ d say. ‘ no‘ He’ d say. ‘ come back when you do’

BRILLIANT BUT NOT ENOUGH

HUMAN-CENTERED DESIGN

One Solution for all your participative and consultative needs

HUMAN-CENTERED DESIGN

DESIGN THINKING,

USER CENTERED DESIGN, SERVICE DESIGN, USER EXPERIENCE, INSTRUCTIONAL DESIGN, LEARNER EXPERIENCE DESIGN, PLAYER- CENTERED DESIGN, HUMAN-MACHINE INTERFACE DESIGN, HCD, DT, DTh, UX, LX, UI

Scandinavia 1960

HUMAN-CENTERED DESIGN

US via IDEO 1980’s

First safety ref 1992

WHAT IS HUMAN- CENTRED DESIGN?

This includes observing the problem within context, brainstorming, conceptualizing, developing, and implementing the solution.

You do it with them not for them.

… is a design and management framework that develops solutions to problems by involving the end user in all steps of the problem-solving process. … is a design and management framework that develops solutions to problems by involving the end user in all steps of the problem-solving process.

DOES IT WORK??

Western Markets

standard product development

60% fail before they get to market

60% generate revenue 40% will fail

Western Markets

Human-Centered Design product development

82-84% succeed

DOES IT WORK IN OUR WORLD?

• Yeah. OK.

That’s fine,

but 2 days?

Really?

1. Define the problem in its context along with the parameters 2. Establish what we think we know and what we know for sure 3. Divergent broad thinking on possible ways forward 4. Convergent narrowing thinking on which ideas have merit taking into account the defined problem in context 5. Ecology Check. Upstream, downstream implication 6. Iterate or micro-experiment 7. Implement and broadcast

Questions, com m ents or violent objections ??

Jonathan: 0 419 171 131

Ellen: 0 447 8 56 696