“Culture eats strategy” Tips for Creating and Sustaining a Workplace Safety Culture
Forum Agenda WorkCover Queensland welcome Dr Tristan Casey John Leigh Morning Tea PFD Food Services George Williams Q&A Panel Networking over a light lunch
Safe ty Cultur e : We c a n’ t se e the fo re st fo r the tre e s Dr. T ristan Case y L e ade rship & Culture Unit, WHSQ
Culture Culture Culture
In the be ginning…
What lur ks be low
Dir e c tly Indir e c tly Or ganisational c ultur e pr e dic ts pe r for manc e
It all be gan with Che r nobyl Pro duc tio n We c a n’ t miss o ur inve stme nts a re mo re la unc h sc he dule impo rta nt We c a n’ t sto p wo rk I t’ s ha ppe ne d b e fo re whe n we ’ re b e hind so its no t a risk
Cultur e c an DEFEAT or ENABLE
T he ac ade mic vie w
T he analytic al vie w
T he pr agmatic vie w
Safe ty c ultur e is: Shared beliefs That interact with systems To produce behaviour
Safe ty c ultur e mode l Outc ome s Behaviour Practices Cha ng e Beliefs Unde rsta nd
An E xample Delivery drivers fail to respect forklift exclusion zones when on premises Standard procedures and standard induction training “It won’t happen to me” attitude – importance of personal experience and stories
Safe ty c ultur e in r e tail 6 5.5 5 4.5 4 3.5 3
Safe ty c ultur e in r e tail Risks are unavoidable in our workplace 42% Minor ac c ide nts a re a no rma l pa rt o f wo rk 25% Co nditio ns a t the wo rkpla c e stop us fo llo wing rule s 22%
1. Se c ur e suppor t 2. Me asur e c ur r e nt state 3. De sign inte r ve ntion 4. Imple me nt ac tions 5. Me asur e pr ogr e ss
Me asur ing c ultur e Behaviour Practices Beliefs Triangulation
E xample positive be lie fs Around here, we use our initiative when it comes to safety – we don’t wait to be told what to do. We need to think beyond the person involved when accidents happen Rules are in place to help us be safe , not to constrain us or make work difficult We need to cooperate and work together to achieve our work productively and safely
E xample positive pr ac tic e s Consultation Readiness & & Participation Learning Planning Monitoring & & Coordination Enforcing
E xample positive be haviour s Recognition, goal-setting, feedback Visioning, commitment, empower Open culture, listening, stimulate Vigilance, risk assessment and control
Sa fe ty Culture Re sourc e s • Safety Leadership at Work resources –Upcoming toolkit pilot testing • HSL UK (www.hsl.gov.uk) • ISCRR (www.iscrr.com.au)
Young Worke r Sa fe ty
trista n.c a se y@ justic e .q ld.g o v.a u
JOHN LEIGH Principal Advisor IPaM
What does the WHS Act say? Leaders Workers • Workers also have • Broadly, the Work Health and obligations under the same Safety (WHS) Act 2011 requires act. Workers are required all Persons Conducting a to take reasonable care for Business or Undertaking their own health and safety and that of others who may (PCBU) to ensure the health be affected by their actions and safety of workers. or omissions. • In addition to this, it is the duty • They must cooperate with any reasonable instruction of an officer of a PCBU to given by the PCBU and exercise due diligence to ensure any reasonable policy or the PCBU complies with its procedure of the PCBU to obligations. An officer is defined comply with the WHS Act and WHS Regulation. as a person who makes, or participates in making, decisions that affect the whole, or a substantial part, of an organisation’s activities
• Safety Culture exists at a high level, relating to overarching policies & goals of the senior • Safety Climate leadership team is influenced by how the workforce behaves, how they think & feel about safety issues
What’s in culture? • Safety Management Systems • Incident Rates • Return to work arrangements • Level of legislative compliance • Physical workplace environment
IPaM have developed a tool kit that allocates scores to both: The opinions of Leaders, as The opinions of indicators of Workers, as Safety Culture markers for Safety Climate
Planning for change
Where are we now?
Seeking opinions
Focusing on specific issues
Ideas into actions • IPaM Advisors help employers to identify opportunities for improvement • Working together, Advisors and employers create a tailored business improvement plan • Responsibilities and time frames are agreed on • Advisors provide support and guidance to help employers make the most of opportunities
Morning Tea Break
Queensland Industry Forum Presented by; Scott Mulholland (Executive General Manager) Tim Whitham (Eastern Regional OHS Advisor) 42
Contents: About PFD Food Services The Journey Tools Used Designation ZERO HARM 43
National Footprint KEY Sites NT FTG Workers X 2 X 5 Trucks X 231 X 61 WA QLD X 15 X 37 X 8 X 14 X 172 PFD X 452 X 69 X 67 X 133 X 2,445(FTE) X 676 SA NSW X 6 X 14 VIC TAS X 251 X 16 X 492 X 4 X 72 X 161 X 163 X 623 X 40 X 151 44 44
Employee Composition Admin – 29 Sales – 6 Drivers – 51 Store – 27 Production – 118 Drivers = 639 Total = 231 Storepersons = 595 PFD Admin = 385 Total Employees Sales Reps = 281 = 2,445 (FTE) National Office Telesales = 176 = 138 45 45
PFD QLD Revenue Contribution 2015 Foodservice Segments FAST FOOD RESTAURANTS HEALTHCARE FOOD SERVICE EDUCATION QSR ACCOMMODATION KEY ACCOUNT PETROL & CONVENIENCE ALL OTHER FOODSERVICE 46 46
Our Vision “ Providing great products to our customers with exceptional service ” 47 47 47
PFD Values 48 48 48
Our Journey to Date LTIs MTIs 8 8 7 7 7 7 6 6 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 49 49 49
Our Journey to Date PFD Statistical Data Journey Year # LTIs # MTI # TI # Staff Inj/Wkr Ratio # Days lost Hours Wkd LTIFR MTIFR TIFR PFD Total 2011 135 100 235 2069 11% 4323.76 3206212.22 42.11 31.19 73.30 2012 108 133 241 2363 10% 4775.14 3634602.78 29.71 36.59 66.03 2013 67 165 232 2428 10% 2690.06 4067849.14 16.47 40.56 55.56 2014 53 182 235 2608 9% 2391.27 4118967.07 12.87 44.19 55.11 2015 38 209 247 2641 9% 3187.16 4508450.77 8.43 46.36 54.79 2016 46 223 269 2826 10% 3015.71 4727582.00 9.73 47.17 56.90 -66% 123% 14% 37% -16% -37% 47% -77% 51% -22% QLD 2011 31 13 44 412 11% 557.51 679221.07 45.64 19.14 64.78 2012 25 28 53 431 12% 869.61 710702.29 35.18 39.40 74.57 2013 13 46 59 420 14% 466.24 707130.91 18.38 65.05 83.44 2014 13 47 60 440 14% 538.87 716820.14 18.14 65.57 83.70 2015 8 57 65 445 15% 532.82 782749.77 10.22 72.82 83.04 2016 8 41 49 477 10% 457.08 806903.14 9.91 50.81 60.73 YTD 2017 7 37 44 477 9% 176 813289.34 8.61 45.49 54.10 -74% 215% 11% 16% -4% -47% 19% -78% 165% -6% 50 50 50
Tools PFD Injury management guideline Reporting Tools Safety Pack Injury Pack 1300 362 128 www.worksafe.qld.gov.au/ 51 51 51
PFD’s reporting culture 52 52 52
Engagement Brand & Fun Competition Total Rank Fresh to Go 58 1 WA 52 2 NSW 49 3 QLD 44 4 TAS 39 5 SA / NT 36 6 VIC 30 7 PFD Seafood 15 8 Rank TIFR Hazards Days lost used Audit score Initial Audit score Follow up LTIFR TOTAL INCIDENTS YTD 1 in x staff members injured % of incidents preventative WA 1 4 8 1 7 4 1 2 1 TAS 7 5 1 8 1 1 7 7 5 QLD 4 2 5 6 5 5 2 4 4 NSW 3 3 7 2 2 7 3 3 2 SA / NT 5 6 2 7 4 3 6 5 6 VIC 6 8 2 4 6 6 5 6 7 Fresh to Go 2 1 4 3 3 2 4 1 3 PFD Seafood 8 7 6 5 8 8 8 8 8 Points TIFR Hazards Days lost used Audit score Initial Audit score Follow up LTIFR TOTAL INCIDENTS YTD 1 in x staff members injured % of incidents preventative WA 8 5 1 8 2 5 8 7 8 TAS 2 4 8 1 8 8 2 2 4 QLD 5 7 4 3 4 4 7 5 5 NSW 6 6 2 7 7 2 6 6 7 SA / NT 4 3 6 2 5 6 3 4 3 VIC 3 1 6 5 3 3 4 3 2 Fresh to Go 7 8 5 6 6 7 5 8 6 PFD Seafood 1 2 3 4 1 1 1 1 1 53 53 53
What gets Measured gets done QLD WHS Hazard, Incident and Objectives report. 54 54 54
Destination Zero Harm • Continued focus on hazard identification • Ensure all hazards are fixed with urgency • Safety share – internal and external meetings • Education – employee and commercial impacts • Celebrate the mile stones • Create a safe environment for staff to have a voice 55 55 55
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