7 ½ Things Safety Professionals Can Do to Save … · 7 ½ Things Safety Professionals Can Do to...

7 ½ Things Safety Professionals Can Do to Save Lives &

Bring Value to An Organization

Eldeen E. Pozniak CRSP, CHSC, CHSMSA, MIIRSM, CMIOSH

7 ½ Things that You Can Do to Save Lives & Bring Value to an Organization

1. Basics of Safety

2. Understanding Human Factors

3. Communication to Definitions

4. Ensure People Have What They Need

5. Responsibility & Accountability

6. Do something for you

7. Leadership & Engagement

½ ?


1. Basics of Safety





6. Balance


½ ?

Safety Management SystemDan Peterson – Safety Systems

CULTURE STRUCTURE

Safe

Sustainable

Business

POPULATION SITUATION

Structure

International Labour Organization 2000

Guidelines

CSA Z 1000 & ANSI Z10

CSA Z1000

OHSAS 1800 series

ISO 45001

• Working on release in 2016

• 53 Countries are participating on ISO PC – 283 Committees

• 16 Countries are observing ISO PC – 283 Committees

ISO 45001

• International standard specifies requirements, with guidance for its use

• Enable an organization to control its OHS risks & improve performance

• Does not state specific OHS performance criteria, nor does it give detailed specifications for the design of a management system

Clause 4: Context of the Organization“Your organization & its OH&S is part of a larger ecosystem”

Understand the organization & its context including:• Determination of relevant external & internal issues to the organizations

purpose & its OSHMS• Determination of relevant interested parties & their requirements• Determination of boundaries & applicability (scope) of the MS considering

internal / external issues & interested party requirements• Establish, implement, maintenance, & continual improvement of the

OHSMS in accordance with the standard• Inclusion of all activities, products & services within the control of the

organization• A management system tied to improvement of its OH&S performance.

Key Theme:

• Know your organization’s environment, inside & out, under which it operates its OHSMS & manages its OHS performance


CULTURE STRUCTURE

Safe

Sustainable

Business


Hazard

Identify

Risk

Assess

ControlImplement

Basics of Safety

• Can you make things 100% Hazard or Risk free?

• Do some industries have more or less hazards,… higher or lower risks; can we even break that down to tasks within the occupation,….

• For every occupation & even task, there is a line of reasonable risk as you perform the job / tasks.

Hazard

Identify

Risk

Assess

ControlImplement

Basics of Safety

Tools In Your Tool Kit

Dr. Andrew Hopkins:Framework for the Tolerability of Risk

ALARP

The ALARP principle is that the residual risk shall be as low as reasonably practicable.

• It has particular connotations as a route to reduce risks SFAIRP (so far as is reasonably practicable) in UK HSE, Canada, US,…..

Hazard Identification & Risk Assessment – Fundamentals of Safety

A Job Safety Analysis, a Workplace Risk Assessment,...

• What ever we call it, it is about identifying the Hazards & assessing the Risks so that you can implement suitable controls.

BOW- TIE

Risk Matrix

Haddon Matrix

When the reasonable risk shifts to an unreasonable level, what do organizations & individuals do?

Don’t perform this task

Or

“time to put on the big boys pants & earn the pay”

When the reasonable risk shifts to an unreasonable level, what do organizations & individuals do?

Do they bring out a 12 by 12 matrix

Or

Do they ask the simple questions?

“Bear” Assessment Levels

Hazard

Identify

Risk

Assess

ControlImplement

Basics of Safety

Clause 6: Planning“Plans are critical to managing risks & opportunities”

Actions to address risks & opportunities

Including considerations for the context of the organization & requirements of interested parties; assurances that the OHSMS can meet its intended outcome; management of undesired effects & continual improvements with:• Planned actions for managing risks & opportunities within its

management system• Evaluation of the effectiveness of such actions• Process for identify hazards, legal & other requirements, changes to the

organization• Assessment of OH&S risk

Key Theme:

• If you have or potentially have it, start making plans

Clause 6: Planning“Not just plans, but objectives & the achievement of plans ”

Create OH&S Objectives & plans:• Consistent with the policy, accounts for legal & other requirements & is

measureable, monitored, communicated & update.• Takes into account the assessment of risks & opportunities• Considers technological options, financial, operational & business requirements

Plan to Achieve Objectives that covers:• What will be done (including resources) by who & when• How it will be evaluated• How it will be monitored & integrated into the business• Documented information

Key Theme:

• What are you trying to do?

• Say what you do, do what you say.

Management systems

& their associated policies & procedures

depend upon the actions of

individuals & groups for their successful

implementation.


1. Basics of Safety





6. Balance


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Management of Change

Clause 8: Operations“Where the rubber meets the road”

Implementation & control processes to meet requirements & plans that• Includes specification of criteria, implementation of controls & documented

information that processes were carried out• Address planned changes including mitigation of adverse effects of unintended

changes• Control outsourced processes• Includes procurement controls to conform to the OHSMS requirement• Uses a process for risk reduction using the hierarchy of control• A plan for management of changes• Control risks to and from contractor activities• Assess risks & prepares for emergency situations taking into account the needs &

involvement of relevant interested parties• Provides enforcement / supervision of plans and actions

1. Get human factor & consideration savvy –cannot get to the next step in safety with out understanding people – culture,….

2. Get management system savvy – it is the future – it is the structure,….

• Take a look at ISO 45001 to get a sense of direction

• ISO 45001 Committee Draft http://webstore.ansi/.org/RecordDetail.aspx?sku=iso%2fCD+45001

• Annex SL – high level structure, identical core text, common terms & core definitions http://www.iso.org/iso/home/standards_development/resources-for-technical-work/iso_iec_directives_and_iso_supplement.htm

http://webstore.ansi/.org/RecordDetail.aspx?sku=iso/CD+45001

http://www.iso.org/iso/home/standards_development/resources-for-technical-work/iso_iec_directives_iso_supplement.htm


1. Basics of Safety





6. Balance


½ ?


CULTURE STRUCTURE

Safe

Sustainable

Business


Culture

“,….a way of life of a group of people--the behaviors, beliefs,

values, & symbols that they accept, generally without thinking

about them, & that are passed along by communication &

imitation from one generation to the next.”

Communicate to Others Definitions

• Why do You do Safety,….

• Why do Others do Safety,….

• What makes a person work safe,….

• Dependent on your personal thoughts,…experiences,… history,… attitude,.. what you have been exposed to,…what you value,…..

• Our definitions – how we see the world affect how we act or react,…what we choose to do or not do

Dan Peterson – A Systems Approach

Influence Definitions

• Hazard & Risk Identification

• Control Implementation

Know the Real Cost of Safety

So what does this information mean to us,….

• We can influence peoples risk perception by communicating with these principles,….

• Sandman’s Principles of Risk

Communication

Peter Sandman – CSSE Applied Risk Communication Course

• Voluntariness - Risks from activities considered to be involuntary or imposed are judged to be greater, and are therefore less readily accepted, than risks from activities that are seen to be voluntary

• Controllability - Risks from activities viewed as under the control of others are judged to be greater, and are less readily accepted, than those from activities that appear to be under the control of the individual

• Familiarity - Risks from activities viewed as unfamiliar are judged to be greater than risks from activities viewed as familiar (plant vs household chemicals)

• Fairness - Risks from activities believed to be unfair or to involve unfair processes are judged to be greater than risks from fair activities

• Personal Stake -Risks from activities viewed by people to place them (or their families) personally and directly at risk are judged to be greater than risks from activities that appear to pose no direct or personal threat

We can use peoples “outrage” factors to get engagement & action:

What do you see?

Recognize Different Hazard & Risk Perceptions


1. Basics of Safety





6. Balance


½ ?

Ensure People have What they Need

• Identification of scope & tasks

• Proper tools, equipment or materials, in good repair that they need to do their job

• Capabilities, information, training & skills


1. Basics of Safety





6. Balance


½ ?

CULTURE STRUCTURE

Safety

Productivity

Quality


So How Far Do I go,…

DUE DILIGENCE

• Taking all reasonable care to prevent the incident

• Every precaution reasonable in the circumstances

• Reasonable steps

Three Levels of Due Diligence

Level One Take every precaution reasonable to ensure compliance with external standards – Legislation

Level Two Take every precaution reasonable to ensure compliance with internal standards – Company Standards

Level ThreeTake every precaution reasonable for any residual risk not covered by above – Your Story & Reasonable Peers


1. Basics of Safety





6. Balance


½ ?

Identify Priorities &

Don’t Burn out

• Consider what you want to get out of your work & your personal life, & eliminate the things that don't help you achieve those goals.

• Make those things your top priorities, & do what it takes to make them happen.

Edit Yourself Personally &

Professionally

Let go of the things that are not mission-critical.

Set aside time that is just your time,....

Don’t eat lunch alone:

• learn from people, build relationships,…

• if people would not eat lunch with you, or you with them, why would they listen to you, or you to them,…

Eat lunch alone:

• Its OK to have some space – get away from things so that you can come back to them refreshed,….

Listen More than You Talk


1. Basics of Safety





6. Balance


½ ?

Lead with Style

Fill out the check-sheet to find out where you are as a Safety Leader

(Your Default Approach)

Coercive

• Description: Forceful – “Do what I say”

• Objective: Immediate compliance

• Tendency: no nonsense; clear directive; without input; tight control

• Most Effective With: crisis situations, problem employees

• Least Effective With: self motivated, talented engaged employees

Authoritative

• Description: firm but far – “follow me”

• Objective: long term direction

• Tendency: develops vision with input, but maintains control

• Most Effective With: new vision, new or untalented employees

• Least Effective With: sophisticated knowledgeable employees

Affiliative

• Description: relational – “people first”

• Objective: create harmony

• Tendency: promotes relationships before tasks

• Most Effective With: routine tasks; good performance

• Least Effective With: coaching situations; task oriented staff

Democratic

• Description: participative –”What do you think”

• Objective: build owners through consensus

• Tendency: gets & uses input in setting direction

• Most Effective With: knowledgeable staff; common interest

• Least Effective With: decision –risk staff; non-cohesive teams

Pace Setting• Description: efficient – “Watch me do it; you learn it”

• Objective: high performance

• Tendency: leads by modeling – hands off

• Most Effective With: independent competent workers

• Least Effective With: high maintenance employees; no clearly set direction

Coaching

• Description: Developmental – “Try This”

• Objective: long term professional development

• Tendency: long range development goals; id strengths & weaknesses

• Most Effective With: career minded, innovative staff

• Least Effective With: new employees; high maintenance employees & staff

STYLE DESCRIPTION PRIMARY OBJECTIVE TENDANCY

MOST EFFECTIVE

WITH

LEAST EFFECTIVE

WITH

COERCIVE

forceful "do what I

say"

immediate

compliance

no nosense; clear

directive without

input; tight control

crisi, problem

employees

self motivated;

talented employees

AUTHORITATIVE

firm but fair -

"Follow Me" long term direction

develops vision with

input, but maintains

control

new vision, new or

untalented

employees

sophisticated

knowledgable

employees

AFFILIATIVE

relational "people

first" create harmony

promotes

relationships before

tasks

routine tasks, good

performance

coaching situations;

task oriented staff

DEMOCRATIC

participative - "What

do you thing?"

build owners through

consensus

Gets & uses input in

setting direction

knowledgeable staff;

common interest

decision-risk staff;

non-cohesive team

PACE SETTING

efficient - "watch me

do it, you will learn" high performance

leads by modeiling;

hands off

independent,

competent workers

high-maintenance

employees; no

clearly set direction

COACHING

deevelopmental -

"Try this"

long-term

professional

development

long-range

developmental goals;

IS stretngths &

weaknesses

career-minded

innovative staff

new employees; high

maintenance staff

Dir

ect

ion

Mo

tiv

ati

on

De

plo

ym

en

t

Leadership Style Comparison

Safety Leadership Style Level of Engagement Your Role

DEPLOYERS- Pacesetting- Coaching

Engagedhigh performers

Liberator

MOTIVATORS- Affiliative- Democratic

Un-Engagedsolid contributors

Enabler

DIRECTORS- Coercive- Authoritative

Dis-Engagednon-performers

Regulator

Identify an employee related safety culture situation that requires your leadership attention

Answer the following:

1. How effective will your preferred style be in this situation? (Scale of 1-10)

2. What style might be a better choice & why?

3. What will you do differently in this situation?

• I would describe this person as who would rather do it their own way, someone who does not want to follow the authority give, a rule bender – but someone who has great talent.

• Often need extra coaching, like assignment of special tasks,…

• Find their trigger – find out what frustrates them,…. the more you focus on strengths & personally motivated desires, the more you reap from these people,..

The Wildcard

Pain in the Ass People

2 kinds of Pain in the Ass People:

1.They are a pain to everyone in the company!

2.They are only a pain to you!

1.They are a pain to everyone in the company• Grumbling, complaining, always breaking the rules & usually in some

form of trouble or at least an accident waiting to happen

• Which is approach is best?

2.They are only a pain to you:• Set meetings with the person & begin to builds a relationship

• Get more personal about why they are working for the company & what you can do to help them achieve their goals and success there

• Find their passion & identify their barriers – help them achieve.

• Also reach out to those people they are affecting, & let them know you are aware of the situation & handling it.


1. Basics of Safety





6. Balance


½ ?


1. Basics of Safety





6. Do something for you


½ Passion

My Wish for You,….

Eldeen E. Pozniak

[email protected]

www.pozniaksafety.com

Questions? More Information?

http://www.pozniaksafety.com/

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