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 Build a strong and strategic Are effective workplace approach to influencers culture around health and safety 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 Create a shared vision Persuade others of its importance and value Role model the standards expected 8

Building a safety culture Mindset of a safety leader •Authentic •Responsible •Reflective •Adaptive •Ethical 9

Behavioural competencies Developing workforce capability Enabling Committing safety to health systems and safety Orienting (Mindset) Sense- Strategising Making Consulting

Introducing the LEAD Safety Culture Toolkit Dr Tristan W Casey Safety Science Innovation Lab

Toolkit Overview 1 2 3 4 Preparation Baseline Implementation Embedding Measurement 6-9 1-6 1-2 2-3 weeks months months months Safety Science Innovation Lab

Release Schedule 1 2 3 4 Preparation Baseline Implementation Embedding Measurement 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 Safety Science Innovation Lab

PHASE 1 Preparation

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 Safety Science Innovation Lab

LEAD Preparing to improve safety culture at the University of Queensland Jennie Trinder Associate Director Health Safety and Wellness Division

Backstory…the early bit • 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 LEAD case study | 26 March 2019 CRICOS code 00025B 23

Backstory…beyond compliance • “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 CRICOS code 00025B 24 LEAD case study | 26 March 2019

Backstory…the middle bit • 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 LEAD case study | 26 March 2019 CRICOS code 00025B 25

LEAD Safety Culture Project Status Survey Baseline Strategy Supervisors Workers Follow-up Validation Assessment Workshop training training assessment Aug 2017-Feb 2018 Sep-Oct 2018 Nov 2018 Feb-Mar 2019 Feb-Apr 2019 Aug 2019 LEAD case study | 26 March 2019 CRICOS code 00025B 26

An iterative process… LEAD case study | 26 March 2019 CRICOS code 00025B 27

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 LEAD case study | 26 March 2019 CRICOS code 00025B 28

Senior Leaders Workshop – Iterative development Trial in other Trial at UQ with Steering Current organisations Committee Duration 6 hours 2 hours 2 hours Agenda Warm-Up Activity Warm-Up Activity LEAD Model LEAD Model LEAD Model Baseline results discussion Organisational Assessment Baseline results discussion Brainstorm Actions Vision Vision Draft Action Plan Goals Goals Action Plan Action Plan Communication Strategy Communication Strategy Level of Outcomes Strategic Operational Operational • From strategic to operational • What was meaningful for each organisational unit • Take away - draft action plan with initiatives for each area LEAD case study | 26 March 2019 CRICOS code 00025B 29

Iterative workshop development process • 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 LEAD case study | 26 March 2019 CRICOS code 00025B 30

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 LEAD case study | 26 March 2019 CRICOS code 00025B 31

Thank you hsw@uq.edu.au

PHASE 2 Baseline measurement

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 Safety Science Innovation Lab

Be Best P t Pract ctice i in Ad Administeri ring a a Su Survey Measuring your safety culture and establishing a baseline

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

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 Safety Science Innovation Lab

Initiating safety culture change - developing an action plan and implementing training Lorraine Dawson Alexandria Nash

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