Shelco she culture and behavior in dnp sept 2011

DNP Global SHE For internal use only

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Section 8

SHE Culture and Behavior @ DNP

Ian Simpson

SHE Culture and Behavior @ DNP


What are we talking about ?

What is your first thoughts when you think about SHE culture and behavior?


“The way we do things around here”

Safety Culture:


SHE Performance Development Line

Time

Nu

mb

er

of

Inci

den

ts

Hardware

SHE Systems

People

• Engineering• Equipment

integrity• Standards

• SHE procedures

• Competence• Risk

Assessment

• Behaviour• Leadership • Attitudes

Good behaviors turn good hardware, systems and procedures into a safe culture


Managing Defenses – Swiss Cheese Model

HAZARD Hardware

SHE Systems

Design; Machine safetyTechnical Integrity

Slips, mistakes, unsafe acts, awareness

Control

INCIDENT

Risk assessment, Change ControlWork permits, Training, Procedures

Defenses

People


What is the Impact of Behavior on Defenses?

Hazard

Incident

Control Defenses


Frequently Asked Question

What are the key SHE behaviours to focus upon to improve safety culture?


What are the Key Safe Behaviours?

Key Safe Behaviours

Empirical Research by Wood Group


Supervisors Ensure complianceEncourage the team Promote risk awareness Involve the team

ManagersSet high expectationsCommunicate openlyConcern for peopleInvolve the workforce

EveryoneFollow rulesSpeak upBe awareGet involved

Key Safety Behaviors


DSM SHE Behaviour Standard

Topic Everyone Supervisors Managers

Standards Follow rules Ensure compliance Set high standards

Communication Speak upEncourage the

team Communicate openly

Risk

Management Be mindful

Promote risk awareness

Confront risk

Involvement Get involved Involve the team Involve the workforce


An Example Set of Safety Behaviours

Management BehavioursManagement Behaviours

Positive indicatorsPositive indicators Negative indicatorsRegularly explains SHE expectations,

and verifies understanding and compliance.

Focuses on sustainable SHE performance improvements in process & occupational

safety, and monitors progress.

Continually emphasises that production will not compromise SHE.

Consistently recognises good SHE behaviours and performance and tackles

poor SHE performance.

Reacts to circumstances; does not plan how to achieve desired SHE performance.

Delays following up on agreed safety actions

Tolerates variable and inconsistent SHE standards.

Allows short-term production pressures to win over SHE.

M

P1.1

M

P1.2

M

P1.3

M

P1.4

M

P1.5

M

P1.6

M

P1.7

M

P1.8

Places undue emphasis on occupational safety, to the detriment of process safety

M

P1.9


Validity results summary

Face validity

Content validity

Convergent validity

Criterion validity

Our Safety Culture framework

Self reported injury, first-

aid case and near miss incidents

Injury, first-aid

case and near miss frequency

rates

All injury rate,

reportable injury rate (UK data)

Process safety

incident rate

Everyone behaviours

Supervisor behaviours

Manager behaviours

Validity demonstrated


Ways to use the SHE Behaviour Standard

• Employee selection (all levels)• Employee orientation (all levels)• Setting behavioural expectations• Management and supervisor development• Enhancement of personal HSE action plans• Individual, team or site gap analysis, with

improvement action plan• Toolbox talks• SHE days• 360 degree feedback• Coaching• During auditing, alongside technical issues• Reward and recognition• Contractor selection & management• Post-incident review

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The SHE Behaviour Standard should be built into SHE and HR management systems and practice,

and reinforced at every opportunity


Post Incident - SHE Behaviour Review

Friday, May 14th 2010 during unloading of a tandem axle trailer, a fork-lift (FLT) driver involved in a serious near-miss while he was driving out of the trailer.

As the FLT was driving out of the trailer, the back of the trailer suddenly collapsed and the FLT slipped rapidly to the end of the trailer. Fortunately, the FLT driver used the hand brake immediately and was wearing a seat belt.



But, rear stand not usedWheel chock in place

The truck driver had secured the trailer using the wheel chock. However, this kind of trailer also have support stands that have to be put out to stabilise the trailer. This was not done by the truck driver and not checked by the FLT driver.



Standards Follow rulesDeliver SHE excellence

Set high standards


teamCommunicate openly

Risk

ManagementBe mindful


Concern for each other

Involvement Get involved Involve the team Proactively involve


X X √


Safety Culture Maturity Model ®

Emerging Level 1

Managing Level 2

Continuallyimproving

Level 5

Involving Level 3

Cooperating Level 4

Develop management commitment

Realise the importance of frontline staff and develop personal responsibility

Engage all staff to develop cooperation and commitment to improving safety

Develop consistency and fight complacency

Impro

ving safety culture

Increasing consistency


Ten Elements of Safety Culture Maturity®

• Visible management commitment• Safety communication• Productivity versus safety• Learning organisation• Participation in safety• Health & safety resources• Risk-taking behaviour• Trust between management and frontline staff• Industrial relations and job satisfaction • Competency


SHE Behaviour Assessment

Reactive•Audits•Incidents•Near-misses•Existing BBS•Previous SCMM

Proactive Gap Analysis involving•Managers•Supervisors•Employees•Contractors

External “pair of eyes”

Key StrengthsAreas for Improvement

Gap Analysis Against DSM SHE Behaviour Standard


Pro-active Assessment Tool

• Three sheets of SHE behaviours

• E = Everyone• S = Supervisors• M = Managers

• Participants work on one sheet at a time, examine each behaviour, discuss in pairs and enter ratings on worksheet

• Follow same process for the remaining two sheets

Always100%

Usually>75%

Sometimes>25% & < 75%

Seldom / Never

<25%

Enter your ratings onto relevant page

How often is each behaviour displayed, when appropriate, by

<managers, supervisors or everyone> in my part of DSM?


Analysis of Strengths & Areas for Improvement?

• Three A1 sheets posted on the wall (Everyone, Supervisors, Managers)

• Individual ratings entered

• Greatest areas of strength?

• Areas for improvement?

• Comments / observations?


SHE Behaviour Assessment: Summary


Standards Follow rules Ensure compliance Set high standards


team Communicate openly

Risk

Management Be mindful


Confront risk

Involvement Get involved Involve the team Involve the workforce


People + Risks = Accidents

Poor

Excellent

Good

PEOPLE RISKS

Communication

Involvement

Standards

Risk Management

Limited AwarenessLimited Participation

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DSM Nutritional Products

ManagersSupervisorsEveryoneTopic

Proactively involveInvolve the teamGet involvedInvolvement

Concern for each other


Be mindfulRisk

Management

Communicate openly

Encourage the

teamSpeak upCommunication

Set high standardsDeliver SHE excellence

Follow rulesStandards

Example Example -- The StandardThe Standard

Mindfulness of New Risks

Awareness of Known Risks


Human Factors Tools


Human Factor Analysis Tools (HFAT)

Understanding of behavior in incidents?

• First step: is behavior intended or not intended

• For unintended behaviors: Use Human Error Analysis

• For intended behaviors: Use ABC analysis


Human Error Analysis of Unintended Behavior

Analysis is supported by a software package


Analysis of Intended Behaviour

• Key questions are:• What’s in it for me?• Who is in control?

• Need to focus on individual consequences for complying with (or breaking!) the rules

• Most effective consequences are:• POSITIVE, IMMEDIATE, CERTAIN (PIC)

• Least effective consequences are:• NEGATIVE, FUTURE, UNCERTAIN

(NFU)


ABC Analysis For Life Saving Rules

Break LSRs

Pre-conditions

What‘s in it for me?

Comply with LSRs


Personal ConsequencesCompliance with the Life Saving Rules

TYPE CONSEQUENCE P/N I/F C/U

Natural Avoid death or serious injury to self or others.

P F U

Tangible

(punishment)

Avoid criticism/consequence management by manager/supervisor

N I C

Tangible

(punishment)

Avoid criticism by colleagues/team N I U

Tangible

(reward)

Praise by manager/supervisor P I U

Tangible

(reward)

Incentives (prizes, bonus payments) P F U

Social Feel accepted by work team/leader P I C

Psychological Satisfy internalised beliefs/values

– feel in control

P I C


Personal ConsequencesNon - Compliance with the Life Saving Rules

TYPE CONSEQUENCE P/N I/F C/U

Tangible

(reward)

Work is easier and/or takes less time P I C

Psychological Satisfy internalised beliefs/values

– need to feel in control

- avoid need to change

- different risk perception/tolerance

P I C


ABC Analysis of the Life Saving Rules Implementation

Individual Consequences

• It could happen to you!

• Reinforcement of required behaviours by managers, supervisors

& peers

• Consistent consequence management

• Incentives are immediate & certain

• Use natural work teams and leaders to promote & embed LSRs

• Encourage discussion of doubts & concerns

• Involve everyone – especially the “non-committal”


Summary Summary

• Unsafe behavior is a key factor in 95% of incidents; therefore, it is important to know how behavior can be influenced

• The safety culture within a group/organization influences the behavior of individual

• Not all behavior is intended; human error is important to consider when analyzing non-compliance

• To change culture and behavior, the involvement of the group/individuals is critical: only they can decide if and what they are willing to change

• Managers have to set the standard and act as a role-model, but everybody has to make their personal decision about their own behaviour

Shelco she culture and behavior in dnp sept 2011

Technology

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