1. Improving Safety Cultures (A personal perspective) Paul Eyre CMIOSH 35+ Years working in a Petrochemical Environment Branch Chair: Manchester and Northwest Districts (IOSH) Networks Committee Member (IOSH) 1

2. Agenda The purpose of the presentation is to explore and determine your individual perception and understanding with respect to the Safety Culture within your working environment. This will be achieved by providing information, examples and interactive discussions. We will cover the following steps, Step 1. What are the Barriers which may undermine the Safety Culture? Step 2. Where do you believe you are in the Safety Culture Journey? Step 3. What are the opportunities for improving the Safety Culture? Step 4. How can we Sustain the Safety Culture going forwards? Questionnaire: Please provide feedback as appropriate. Thanks 2

3. Step 1. What are the Barriers which may undermine the Safety Culture Poor and/or ineffective leadership Management visibility in the Organisation is either low or non existent. Organisational structures are unclear. Ineffective systems and procedures. Custom and practice routines considered the norm. Communication and feedback mechanisms do not work or non existent No engagement with employees and/or contractors A state of un-happiness (low moral) exists in the workplace Do you recognise any of these in your workplaces? 3

4. Step 2 -Where do you believe you are in the Safety Culture Journey? HSE Climate / Culture Surveys Behavioural Based Surveys In House Arrangements 4

5. 5 DependentIndependentInter-dependent Injury Rate Safety is the Responsibility of Management! Little employee involvement I can prevent my own injury! Increased employee involvement I can prevent my colleague from being injured! 100% employee involvement Safety Culture Model How does safety culture fit in with reducing accident rates? Where do your Values, Beliefs, Attitudes and Behaviours fit? 1 3 4 5 2 HASAWA – Section 7 Process/Plant Equip Systems/Procedures

6. Step 3 -What are the opportunities for improving the HSE Culture? Leadership Systems and Procedures Engagement of all stakeholders Empowerment of Individuals Communication (Two way feedback) Competence and Training Behavioural Based Safety Human Factors Contractor Management Just Culture Learning Culture – incident reporting, workplace observations investigation, inspections, audits Remember that Safety Cultures do not happen overnight. Be vigilant, and monitor very carefully. Even small changes within the organisation can have far reaching consequences!! 6

7. LEADERSHIP 7

8. Leadership Quotes " Leadership is practiced not so much in words as in attitude and in actions.” "Leadership is a process that involves: setting a purpose and direction which inspires people to combine and work towards willingly.” "Leadership is the art of getting someone else to do something you want done because he/she wants to do it." — Dwight D. Eisenhower 8

9. Leadership Definitions Leadership examples are: – Responsibility – Visibility – Accountability – Commitment – Believing – Taking Action – Motivation – Selecting the Right People – Perseverance – Vision – Credibility 9

10. Who are Leaders? Clearly, Leadership from the top is not only important but also sets the agenda for how the Safety Culture will develop now and into the future. It is also important to have strong, effective and underpinning Leadership platforms at all levels throughout the Organisation to ensure a solid support structure is in place. So the question was “who is a leader?” In my view everyone is a leader. A typical example is a CDM project. The success of the project very much depends on the people involved at every level, from decision makers, to those that carry out the work. 10 Leadership, accountability and ownership. It’s about finding the way to make the right thing happen.

11. MANAGEMENT SYSTEMS 11

12. 12 Operational Management System Recognition Action Item Resolution Technical Directives Technical Advisories Lessons Learned Library Standard Revisions ACT Operational Standards Engineering Design Standards Process Technology Process Safety Information Competency and Expectations PLAN Incident Investigations Audits Self Assessments Internal & External Reviews Benchmarking Metrics & KPI’s Management System Reviews CHECK Risk Assessment & Management Hazard Identification Facility Siting Operating Procedures Alarm Management Operations Communications Life Critical Standards Management of Change / PSSR New Manager PS Review Training & Coaching Asset Integrity Standard Stationary Equipment Rotating Equipment A I & E Equipment Emergency Response & Management DO UPDATE SYSTEMS ANALYZE EXECUTE MEASURE HSG65 Successful health and safety management is changing to reflect the model Plan, Do, Check, Act approach from POPMAR (Policy, Organisation, Planning, Measuring, Audit). Improved integration process, rather than standalone model

13. Together, We can get home Safe & Healthy Everyday All for one – The MeerKat way Main Menu 13

14. BEHAVIOURAL BASED SAFETY PROCESS 14

15. Behavioural Based Safety Process Inventory of Critical Behaviours. PPE / Equipment / Vehicles / Housekeeping. Criteria to support the Critical Behaviours. Observer training / role play. Observation Process – Safe and At Risk Behaviours Two Way Discussions – Critical element of the Process Data Collection / Trends Action Planning (Reduction of At Risk Behaviours) How might this work in the Public Sector /Health Care/Industrial based working environment? 15

16. ABC Human Performance Model (Triggers / Behaviours / Consequences) 16 Anything that results from a behaviour Can be positive or negative consequence

17. Effective Consequences Type – Positive / Negative Timing – Immediate / Future Consistency – Certain / Uncertain 17 PIC (Positive, Immediate, Certain) – Most effective NIC (Negative, Immediate, Certain) – Second most effective

18. HUMAN FACTORS 18 You cannot change the human condition, but you can change the conditions under which people work. (James Reason)

19. Human Factors HSG48 – Reducing error and influencing behaviours Everyone can make errors no matter how well trained and motivated they are. Sometimes we are ‘set up’ by the system to fail. The challenge is to develop error tolerant systems and to prevent errors from occurring. Failures arising from people other than those directly involved in operational or maintenance activities are important. Managers’ and designers’ failures may lie hidden until they are triggered at some time in the future. Consider the last bullet point in terms of the CDM Co-ordinator and the designer. (active and latent failures) 19

20. Slips of Action Lapses of memory Skill –Based Errors “Action” Errors Mistakes “thinking” Rule Based Mistakes Knowledge based mistakes Violations Routine Situational Exceptional Human failures 20 Action not as planned Inadvertent Deliberate Action as planned

21. Human Factors Slips are failures in carrying out the actions of a task. Lapses cause us to forget to carry out an action, to lose our place in a task or even to forget what we had intended to do Mistakes Rule-based mistakes occur when our behaviour is based on remembered rules or familiar procedures. Knowledge-based mistakes including over reliance on personal experience which might not be the correct course of action Violations Routine violation, breaking the rule or procedure has become a normal way of working within the group Situational violations breaking the rule is due to pressures from the job Exceptional violations rarely happen and only then when something has gone wrong. Human Factor assessments are very useful for Process Safety Critical Tasks carried out in a Petrochemical environment. How may they fit within other types of organisations. Construction, Public Sectors etc? 21

22. Step 4 – How would you Sustain the Safety Culture going forwards? Examples for Sustainability Effective Leadership throughout the Organisation. Effective Engagement with all Stakeholders (employees and contractors) Effective Change Management (plant equip/processes/personnel) Effective Systems and Workplace Processes. Effective ‘Learning Culture’ System Effective Inspection and Auditing Programmes (internal and external) Examples: Checks and Balances Leading and Lagging Indicators (what’s important to you?) - Developing metrics -Workforce involvement ( everyone has a part to play) - Effective communications/engagement/empowerment - Others?? It is important to identify and tailor the elements within your organisation which will ensure that the Safety Culture is not only maintained, but is sustained now and into the future. 22

23. Summary Today we have :- Identified some of the Barriers which may undermine the Safety Culture. Identified (perceived) where we are in the Safety Culture Journey. Identified and discussed opportunities for improvement. Identified some factors which may assist us in Sustaining the Safety Culture. 23