Amec Foster Wheeler Safety Culture Fundamentals June 2017 - PowerPoint PPT Presentation

Amec Foster Wheeler Safety Culture Fundamentals June 2017

Leadership – The Starting Point ► Establish company values ► Set and enforce company policies ► Consistently demonstrate commitment ► Be the “role model” for desired behavior ► Communicate expectations ► Create desired work culture ► Stay on top of things, and follow up 2

Creating a culture How do we define a culture?  A common set of attitudes, values and beliefs shared by an organization  The way things are around here 3

Common beliefs Safe work cultures start with simple, common beliefs that are supported by all employees in an organization:  Every incident could have been avoided  No job is worth getting hurt over  Every job will be done safely  Most importantly, we believe that safety is everyone’s responsibility  “I am my brother’s keeper” 4

Management responsibilities ► Assume primary responsibility for the safety program ► Establish policies, goals, objectives and measurements ► Push authority and accountability down to supervisor level 5

Supervisor responsibilities ► Know the safe work practices/pertaining to his / her job ► Accept responsibility to ensure the application of safe work practices ► Explain all applicable safe work practices ► Ensure employees are trained and competent 6

Supervisor responsibilities  Consistently enforce safety regulations  Perform daily inspections of his/her respective work  Report / correct unsafe conditions  Assist in incident investigations 7

Communicate responsibilities to your employees ► Regardless of the type of work you are doing, do you know that you can never deviate from an established safe work procedure? ► Do you know you have the right to discuss any work assignment with your supervisor that you think is unsafe or you are unsure of? 8

Safety culture benefits ► Unsafe behavior stands out ► Unsafe behavior is unacceptable ► Safe work is influenced through peer pressure ► Consistent planning and task execution 9

Who should be held accountable? Managers and supervisors Employees ► Pay attention to employees who deviate from known safe work procedures either before, during or after completion of their assigned tasks 10

Accountability: Intervention ► Whenever an employee is behaving in an unsafe or unhealthy way, supervisors have a moral and legal obligation to intervene immediately ► If the employee knows the supervisor has seen the unsafe behavior and has not intervened, the employee (and everyone else watching) will think the supervisor does not regard working safely as essential 11

Accountability: Intervention ► Intervention should accomplish several goals: ► Stop an unsafe act before it leads to an incident or illness ► Replace an unsafe behavior with a safe one ► Help employees learn to make better choices about working safely 12

You must intervene Key steps in performing an effective intervention:  Point out the unsafe behavior  Get the employee to acknowledge the safe behavior  Get the employee to suggest proper safe behavior 13

Accountability: Positive reinforcement Reinforcing safe work habits is just as important as eliminating unsafe behavior  Most people tend to repeat behaviors that result in positive consequences and discontinue those that result in negative consequences  Positive reinforcement is the only means available to maintain existing good behavior 14

Positive reinforcement There are several ways in which supervisors can reward safe behavior  Verbal acknowledgment  Public praise  Recognition 15

Safety culture benefits ► Unsafe behavior stands out ► Unsafe behavior is unacceptable ► Safe work is influenced through peer pressure ► Consistent planning and task execution 16

Where are common weaknesses? Where are common weaknesses that don’t support Our Safety Culture 17

HSSE Managers Link in the process chain ► Reviewing, scoring, providing feedback on JSA ► Holding subordinates accountable for improvement Weakening the system ► Hazards allowed to remain uncorrected ► Management not holding people accountable Forging a stronger link ► System of documenting, tracking and communicating hazards ► Management owns correcting open hazards ► People are held accountable for repeat, negligent issues 18

General Foremen & Superintendents (Self-perform) Link in the process chain ► Reviewing, scoring, providing feedback on JSA ► Holding subordinates accountable for improvement Weakening the system ► JSA not including all task ► Not all hazards identified & controlled ► Subordinates not growing skill ► People not held accountable Forging a stronger link ► Improving both JSA process & skills ► Better hazard identification & control 19

Site Managers Link in the process chain ► Leaders of site safety process ► Owns the success & failure of site safety systems Weakening the system ► Not getting in the field during work hours to show visible support for safety ► Not looking for hazards ► Not holding people or subcontractors accountable Forging a stronger Link ► Get out there: walk, talk, observe, correct, praise ► Avoid “other priorities” until this is done. 20

President, VP’s & Directors Link in the process chain ► Supreme Leaders of the HSSE Process Weakening the system ► Ignorance: allowing subordinates to filter perceptions, “Paint a pretty picture” ► Denial: When your experts tell you there are issues, but you know better. ► Apathy: Making excuses for performers who contaminate the HSSE Process because of other reasons Forging a stronger link ► Be visible & Verbally committed to safety ► Get in the field to see the pictures yourself ► Not only listen to your experts but get engaged in improvements ► Hold your subordinates accountable. When was the last time you did that? 21

How do we measure our success? How Do We Measure Our Success? 22

Five Elements of the Project Safety Culture Operations Leadership Engagement 1. Planning for Safety 2. Training and Education 3. Front Line Craft Engagement 4. Incident Reporting and Investigation 5. 23

1. Operations Leadership Engagement Elements  A member of operations leadership address all new hires.  A member of operations is visible and vocal during all site – wide safety meetings.  A member of operations is involved in all safety walks  Project has a written recognition program  The projects regularly recognizes the safe behaviors and accomplishment of groups 24

2. Planning for Safety  Are JSA’s developed for all work activities  The project Incident Prevention Plan is distributed and reviewed with front line supervision  Foremen are developing their plan of the day by the prior afternoon  Pre-work task plans are undergoing group reviews prior to scope of work commencing. 25

3. Safety Training  An approved site specific training plan is developed and followed  A weekly and monthly training schedule is posted.  Project is using a training assessment tool for instructor feedback  Safety training is being shared with the corporate office  Supervisors are current on required training. 26

4. Front line craft engagement  The project has implemented the Employee Observation Card Program (EOC)  Safety Committee meets weekly to discuss observations and trending information.  Project has implemented the People Based Safety (PBS) process.  Observers are trained and rotate through the committee every three months. 27

5. Incident Reporting and Investigation  Employees understand the reporting process  A 5-Why is being conducted on near miss, FA and minor equipment incidents.  Project is developing Best Practices and lessons learned.  Effective solutions and best practices from other projects are implemented. 28