1. Why Behavioural Safety ?
Clive Waring
SHE Group
SOG Ltd

2. Purpose of Presentation
Why Behavioural Safety ?
Purpose of Presentation
Why behavioural safety is important
Benefits of changing culture
A proven process for affecting change

3. Elements of Successful SHE Management
Standards
Procedures
Communication
Risk
Assessments
Engineering
Controls
Policies
Audits
People

4. TOOLS THE JOURNEY TO SHE EXCELLENCE LEGISLATIVE PPE Design Procedures
BUSINESS PROTECTION
SOME LEADERSHIP
MANAGEMENT OWNERSHIP
- SOME INDIVIDUAL
TEAM
OWNERSHIP
& PERSONAL
ACCOUNTABILITY
Management
accountability
SHE Training
SHE Procedures
& Instructions
Auditing
Safe Auditing
Beliefs & Values
Personal
Accountability
SHE Charters
Team Accountability
SHE Excellence
TOOLS
MANAGEMENT
WORKFORCE
DESIGN PROCEDURES BEHAVIOUR
THE JOURNEY TO
SHE EXCELLENCE
Poor
performance
Good

5. The behaviour, beliefs and values of a group of people.
What is SHE Culture ?
The behaviour, beliefs and values of a group of people.
Accepted by the people
A way of life
Custom and practice
Passed on by communication and imitation

6. Successfully Implementing a Culture Change
A simple six step approach
1) Strive for continuous improvement
2) Management buy in
3) Pick your “Champions”
4) Motivate staff to make a change – ‘Deal With It’
5) Keeping it alive
6) Measuring success

7. Successfully Implementing a Culture Change
1) Strive for continuous improvement
Where are you now ?
Measure, compare
HSE culture survey
Where do want to be ?

8. Where Do You Want to Be ?
People and their well being is a number one priority
A just culture not a blame culture
Openness between Managers and workforce
Commitment of all to continuous improvement

9. Successfully Implementing a Culture Change
2) Management Buy In
Need to understand your managers / organisations beliefs

10. Organisational Behaviour
Macho Culture
Values – Earn money, get the job done
Beliefs – Risk is unavoidable
Attitude – Rules only there to cover backsides
Behaviour – Improvise, get job done at all costs

11. Organisational Behaviour
“Ostrich” Culture
Values – Just earn a living
Beliefs – No accountability for safety
Attitude – No conviction. Will accept unsafe behaviour if it doesn’t impact on them
Behaviour – Reactive. Safety of others is not my business

12. Organisational Behaviour
Safety Excellence
Values – People should not have to suffer pain
Beliefs – Accountability for safety
All accidents can be prevented
Attitude – Intolerance of unsafe behaviour
Behaviour – Proactive. Look out for others

13. Successfully Implementing a Culture Change
2) Management Buy In
How Can You Persuade Managers to Buy in ?
Costs of accidents
Give them clear roles / responsibilities
What do your staff want to see

14. What Do Your Staff Want to See ?
Commitment and leadership by example
Management visibility
Safety coming before output
Committed resources
An open, supportive and trusting attitude
Actions completed
A clean, comfortable and safe working environment

15. Successfully Implementing a Culture Change
3) Pick Your “Champions”
Identify a process driver for each area
to ensure effective implementation
to encourage active workforce involvement
to measure the success of the project

16. Successfully Implementing a Culture Change
4) Getting Staff to Buy In
Influenced by degree of management buy in - Don’t expect your staff to change their behaviour until they see management change theirs.
Identifying attitudes and influencing them

17. Successfully Implementing a Culture Change
4) Getting Staff to Buy In
Influenced by degree of management buy in - Don’t expect your staff to change their behaviour until they see you change yours.
Identifying attitudes and influencing them
Motivational workshops

18. ‘Deal With It’ ® workshop
Getting Staff to Buy In
Motivational Workshop – Example of Good Practice.
‘Deal With It’ ® workshop
Deal
With It

19. ‘Deal With It’ ® workshop
Interactive, enjoyable three hour workshop
Individuals explore the balance between benefits and
Consequences
Allow people to realise that safety benefits them as
Individuals
Helps motivate people to behave safely
Mention the risk line – unacceptable chances – crossing the line
Consequences
Benefit

20. ‘Deal With It’ ® workshop
Is extremely successful because
it is…………
personal
hard-hitting
fun / memorable
effects are measurable
DWI has been likened to a roller coaster ride
It has its ups and downs (sombre and fun) – it shakes you to the core sometimes and when you’ve done it you are glad, and you remember the effect for a long time.

21. ‘Deal With It’ ® philosophy
Deal with your own behaviour
Never turn a blind eye to a
hazardous condition Or
The actions of others
Stop yourself from taking the unnecessary chances
In real world – people will still have a lapse – so look out for each other
Let people know when things are wrong – its your responsibility to do that – dont assume someone else will do it !

22. Measurable – how? Reduced accidents and hence business costs
Deal
With It
Measurable – how?
Reduced accidents and hence business costs
People more motivated & taking personal responsibility (work and home)
People became evangelists –they openly challenged others, and ‘spread the word’
Improved morale
Peoples behaviour changed – instinctively safer
Reduced our accidents by over 40%
People no longer felt it was OK to break / not follow safety rules.
ASDA Story
People challenged each other and their managers.

23. Recognising an opportunity
Deal
With It
Recognising an opportunity
Deal With It’ ®
Was been packaged into a marketable product
Has been delivered to over 100 companies
Has made a significant impact within those companies who have used it
News of the success of DWI within ICI at The Heath quickly spread, and other Departments within ICI (Runcorn Site) started to contact us about it.
At this time SOG Ltd was being formed – so we thought we would take the opportunity of packaging our product, and marketing it to other companies.
To date we have worked with more than 100 companies in the UK
Significant improvements have been seen – but don’t take my word for it watch this DVD made by the BBC and Cadbury for the working lunch series

24. How has it grown ?…… ® 2006 >15,000 people Worldwide 2005 1998
Deal
With It
How has it grown ?……
2005
>5000 people
in UK
>20 trainers
Full behavioural
programme
1998
60 people
in Runcorn
2 trainers
1 course
2006
>15,000 people
Worldwide
DWI Licensed
Has been translated into
Over 20 languages
Started with two people delivering one course to one group of ICI staff
Within 5 years we had over 20 associated trainers delivering DWI all over the UK
And we had developed a further 5 elements to make a full behavioural safety programme
(making a successful approach and management involvement)
We had also delivered DWI in Paris, Saudi Arabia, and Boston USA
Going even further a field this year - Rio, Australia, Malaysia, Holland, Texas

25. Successfully Implementing a Culture Change
5) Keeping It Alive
Create opportunities for individual involvement and participation
Self Observation tools
Safe Visits / management involvement
Upward Feedback / 360 degree feedback
Further training – “Approaching People”

26. Successfully Implementing a Culture Change
6) Measuring Your Success
Key safe behaviours

27. Key safe behaviours
Identify your own, either as a company or for each work area
Always wear eye protection on plant
Always risk assess the job before you start
Report all near misses and get to the root cause
of all accidents
Don’t rush
Managers to visit their work areas once per week to talk about safety

28. Successfully Implementing a Culture Change
6) Measuring Your Success
Key safe behaviours
Feedback from Safe Visits and Self Observation

29. Typical Data Trends

30. Successfully Implementing a Culture Change
6) Measuring Your Success
Key safe behaviours
Feedback from Safe Visits and Self Observation
Revisit Culture Survey

31. Culture survey 30 % agree 2 81 % agree 100 53
Q1 I get the impression it is
OK to break safety rules
some of the time
Q2 I have seen safety rules
being broken 30
% agree
Before 2
After 81
% agree
Before
100 53
After
belief influences behaviour

32. Successfully Implementing a Culture Change
6) Measuring Your Success
Key safe behaviours
Feedback from Safe Visits and Self Observation
Revisit Culture Survey
Accident statistics

33. SOG Incident data Increase in the Near misses reported
Deal
With It
SOG Incident data
DEAL WITH IT® workshop completed
Increase in the Near misses reported
Accidents significantly reduced !

34. Benefits of Implementing a Behavioural Safety Programme
Improved safety culture
Motivates staff to take personal responsibility
Improves morale
Reduced costs and downtime

35. Benefits of the ‘Deal With It’ ®Programme
Unique and innovative
Established and proven to make a difference
Can be tailored to meet your needs
Simple and non bureaucratic
Been developed by customer need

36. Some Companies who have benefited from ‘Deal With It’ ®
Ineos
Warburtons
Shell (various Depts)
ICI
Owens Corning
Kraft Foods
Dulux Decorator Centres
Applied Biosystems
Guinness
Shell Global
Avecia
MacFarlane Smith
Foxes biscuits
Cadbury
McAlpine
Univar
Nalco
Varied list of different industrial sectors / industries
Showing how versatile the product can be made and it is tailored to suit everyone’s needs.
As Steven Norris said ‘Big names’

37. The safest companies in the world are only as safe as the
Deal
With It
We believe……
The safest companies in the
world are only as safe as the
people within them !