1. President , Safety Engineers Association
Leadership For Safety
&
Safety Culture By
S. ULAGANATHAN
HSE Advisor
President , Safety Engineers Association
CHENNAI

2. Objectives
Explore and share ideas about some basic concepts of Leadership and how they can be applied in OH&S
Discuss Human Behaviors being the cause of several accidents and how can it be addressed.
Share thoughts on developing a positive safety culture leading to a Total Safety Management. out some

3. Leadership – What is it? Is it POWER? Is it STATUS? Is it AUTHORITY?
Is it MANAGEMENT?

4. Leadership is:
Not Power -
Power derives from status, money, ability to harm, access to media or control others actions.
A Thug who sticks a gun in your back has “power” but not leadership.

5. Leadership is not: Leadership is:
Not a Status -
Status or position may enhance the opportunity for leadership
Some in a high status or position haven’t got a clue how to lead.
Not Authority –
A person may have subordinates, but not followers
People will only follow if a person has the charisma and wisdom and not just authority.

6. Leadership is: Not Management – Management is an organizational skill
Managers preside over processes, functions and program
but not people.
Good Managers need not prove to be Good Leaders.

7. Leadership
Leadership can be viewed as a dynamic process which involves a number of combined factors and phenomena.
Ability to influence a group / team towards achieving the set goals.
Outcome of effective leadership are behaviors and achievements of the followers that are in line with the visions and strategies that are envisaged by the organisation.

8. Traits of a Good Leader ‘Walk the talk’
‘ Be Fair, Firm & Consistent
‘Walk the talk’
Demonstrate your commitment with visible actions
Follow-through with actions
Never turn a blind eye
Fix Responsibility and Accountability of Followers

9. & THEIR COMMITMENT LEVELS
Visible Leadership
VISIBLE LEADERSHIP
Enhances
SAFETY FOLLOWERS
& THEIR COMMITMENT LEVELS
Primary Key for achieving Safety Culture .

10. Qualities of Good Leader
Trust
Determination – Initiative & Perseverance
Humility – Modesty, with focus on the group
Honesty & Integrity
Competence & Initiative
Sense of responsibility
Forward Thinking
Psychologically and emotionally stable

11. Your Job as a Safety Leader is to…
Explain the HSE process to employees
Provide effective feedback
INTERVENE: NEVER walk past an unsafe act or condition. To do so is to approve or condone the activity or condition
Seek to understand WHY the situation or behaviour was that way
And so correct the problemem, not treat the symptom

12. At-Risk Behaviour
If you see someone taking a risk, you are authorised to:
Stop the job
Talk to them
Explain the risk
Explain the safe way
If you ignore, they continue to take the risk,
Don’t give up. Adopt suitable counseling method to correct them.

13. Actions Speak Louder Than Words
Lead by example
Employees will subconsciously follow your actions
CAUTION: They always pick up the bad habits first!
Show them the right way
Nominate individuals and teams for awards and certificates

14. Behavior Based Safety Human behavior causes most accidents due to:
– Seeking Comfort
– Saving Time
– Convenience
– Lack of understanding
-- Lack of training
– Complacency
– Wrong Safety focus
– Misconceptions on safety

15. At Risk Behaviors – Root Cause of Accidents / Incidents
Fatality
Serious Injury
Minor Injury
Near Miss
At-Risk Work Practices
Correcting the Behaviors will effectively bring down the At Risk Work Practices

16. Understanding Peoples Behaviour Thro ABC Model
Behaviour determines performance
Need not be the same all the time
Erratic behaviours and outbreaks are possible in some cases
Activator
All the Events that precede behaviour and prompt it.
E.g. Training, personal beliefs, behaviours of peers, past experience, social, educational, environmental influences
Have impact on behaviour
Consequences
Events that follow behaviour
May end up in adverse consequences
May be severe / serious at times

17. Understanding People - By Principles of ABC
Majority of all incidents are caused by people behaving in unsafe ways
Understanding employee behaviour is fundamental to the success of creating a safe workplace
Premise of model is that all Behaviours (B) are function of its environment, past and present.
Factors such as Activators (A) trigger on Behaviours (B) and sustain it for long times. Consequences (C) are the result of actions at varying Behaviours.

18. ABC Model - Example Behaviour - Work out through ABC!
Someone is speeding to the workplace
Why is he speeding? – Thrill, Late for work, emergency, attitude, nice road to speed (Activators)
Ended up as – crash, caught by Police, someone else ran off the road (Consequence)
Behaviour - Work out through ABC!
Activators – Think of other hidden reasons
As a Leader – Ask questions & Confirm
Work out Behavioural corrections

19. Behavior Based Safety IS A BOTTOM-UP APPROACH
FOCUS ON EMPLOYEE BEHAVIORS
ADDRESSES ROOT CAUSES
INTERNAL ENFORCEMENT
CONCEPT INTRODUCTION BE
SIMULTANIOUS TO ALL LEVELS
ACTS ON PEER PRESSURES
POSITIVE RESULTS AFTER
SUCCESSFUL IMPLEMENTATION.

20. SAFETY CULTURE
Safety Culture of an organisation is subset of overall Company Culture.
The safety culture of an organisation often reflects the attitudes, beliefs, perceptions and values of different cross sections. It is the product of individual and group values that determine the commitment to, and the style and proficiency of, an organisation’s health and safety management.
Organisations with a positive safety culture are characterized by communications found on mutual trust, by shared perceptions of the importance of safety
and by confidence in the efficacy of preventive measures.”

21. Safety Culture

22. Bringing Up A Safety Culture
Management’s Vision & Commitment to be explicit
Successful Behavioral corrections on individuals
Choose Committed Safety Leader(s)
Emphasis Safety as Integral Part of Business
Bench mark Safety performance and monitor progress
Educate employees that safety is common for all his peers
Believing Safety is everybody’s responsibility
Working Safely is a condition of employment
Recognise & Appreciate Good Deeds of any team member
Treat Contract personnel in par with own employees.
Responsibility for safety should be accountable

23. KEY ASPECTS OF SAFETY CULTURE
Management’s Commitment
Visible Management
Felt Leadership for Safety
Open Interaction between all Levels
Employee Participation
H&S Goals and Benchmark Targets

24. Symptoms of deteriorating Safety Culture
Varying perceptions among managers and staff
Increasing Accidents / Incidents
Management priorities shifting away from safety
Visible lapses in compliance to H&S Policy & MS.
Questioning the Safety Goals & set Targets
Lack of employee participation in safety

25. Management Support to Optimize SAFETY CULTURE
Demonstrate Management’s support to safety culture
Empower Employees
Be on the vigil to control At Risk Behaviors
Manage conflicts and promote Team Building
Have a Time scale fixed for addressing safety issues
Optimize Safety Management Systems that are easily understood
Emphasis the safety advantages in all training programmes
Motivation & Incentives should be complimenting each other

26. To Conclude:
Felt Leadership for Safety is vital for developing a Positive Safety Culture.
At Risk Behaviors remain the major cause of accidents / incidents
Behavior based Safety under an able Leadership would enhance H&S Management
Positive Safety Culture can only be developed with the sustained efforts of effective Safety Leadership with unstinted commitment and support from the Senior Management.

27. Thank You

28. SAFETY ENGINEERS ASSOCIATION
Contact Details:
S. ULAGANATHAN
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Tel:
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SAFETY ENGINEERS ASSOCIATION
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ID: seaindia.org