Summary Slide
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Tutorial 1
Safety Culture & Safety Management
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Tutorial 1
Safety Culture & Safety Management
SK Poon
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Tutorial
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Purpose of the tutorial
The assignment
How to tackle the Problems
Action Strategies
Critical issues
Improvement opportunities
Reflection
Assignment No. 1
How significant is safety culture to the effective implementation of
safety management?
In attempting the assessment task, you should consider the
following:
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2.
3.
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In your opinion, how easy is it to establish a positive safety
culture in an organization which has ineffective, mediocre
or a negative safety culture?
In your opinion, how can a poor safety culture be changed,
or how can an effective, proactive safety culture be
improved?
From the readings, the modules you have consulted and
your own experience, which are the safety management
tools and practices that can introduce effective safety
culture, or change a negative safety culture?
Safety Culture – an overview
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Definition of “Safety Culture”?
Why “Safety Culture”?
Historical path from safety engineering to
culture change (Simon & Leik)
Stages of safety culture (Barrachough & Carnino.
1998)
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Management role & actions (Barrachough &
Carnino. 1998)
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Definition of TSM
How about if you don’t know the answer?
Tips:
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Refer to the course materials provided
Brain-storming through group discussion
Ask an expert
Conduct an intensive library/internet search using the
right keywords and searching techniques
Summarize the findings and make sense of the
meaning
Put it in your own words
Put the new ideas into practice
Review the results (reflection)
Pre-tutorial Readings
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Read Reading 3 - Goetsch, D.L. 1998, 'Establish a
TSM culture', in Implementing Total Safety
Management: Safety, Health, and Competitiveness in
the Global Marketplace, Prentice Hall, pp 215-231,
and
Reading 10 - Simon, R.A. & S.I. 1996, 'Improving
safety performance through cultural interventions', in
Essentials of Safety and Health Management, ed.
R.W. Lack, CRC Press Inc. U.S.A., pp. 521-534, and
consider the questions set out in Assignment No. 1.
80-90% of all industrial accidents are
attributable to 'human factors'
"Investigations into major disasters such as Piper Alpha,
Zeebrugee, Flixborough, Chapham Junction, and
Chernobyl have revealed that complex systems broke
down disastrously, despite the adoption of the full range of
engineering and technical safeguards, because people
failed to do what they were supposed to do. These were
not simple, individual errors, but malpractices that
corrupted large parts of the social system that makes
organizations function. ... Safety experts now estimate
that 80-90% of all industrial accidents are attributable to
'human factors'. It is now widely accepted that the most
effective way to reduce accident rates is to address the
social and organizational factors.“
-- Mark Fleming and Ronny Lardner
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Definition of TSM Culture
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A TSM culture is the everyday
manifestation of a deeply ingrained set of
values that makes continually improving the
work environment one of the organization’s
highest priorities. It shows up in
procedures, expectations (performance),
habits and traditions that promote safety,
health, and competitiveness. (Page 40)
Goetsch, D.L. 1998, 'Establish a TSM culture', in Implementing
Total Safety Management: Safety, Health, and Competitiveness in
the Global Marketplace
Establish a TSM Culture
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TSM cultural characteristics (P217)
Identifying and removing organizational
roadblocks (P218)
Turn key people into advocate
Gaining a commitment to safety (P51)
Historical path from safety
engineering to culture change
CC
E3
E3
E1
E1
(E1)
Engineering
E1
E2
E2
(E2)
Education
E1
E3 BB
E1 E2
(E2)
Enforcement
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(BB)
Behaviour-based
BB
E2
(CC)
Culture
Change
Advice from Behaviorists
E. Scott Geller. . . “The Psychology of Safety”
“The intent must not be to control people,
but to help them control their own behavior
for the safety of themselves and others. This
is why the terms such as behavior
modification, discipline and enforcement
are inappropriate. They carry the
connotation of outside control. The bottom
line is that behavior is motivated by
consequences that are obvious and
immediate”
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Behavior-Based Safety vs
Hierarchy of Control of Hazards
Behavior-Based Safety
1. The belief that worker behavior is the precursor to safety
or injury
2. Implementation must be achieved through training (lots!)
3. High participation is critical for success
4. Management commitment to the process is essential
5. Behavior is objective and can be observed
6. Unsafe or at-risk behavior can be objectively measured
7. Improving safe behavior and minimizing at-risk
behaviors reduces injuries
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Hierarchy of Health & Safety Controls
1. Elimination or substitution
2. Engineering controls
3. Warnings
4. Training and Procedures/Administrative
controls
5. Personal Protective Equipment
National Safety Council & UAW Paper on “A Union Critique of
Behavior Safety
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Employees Complaints about Behavior-Based safety
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Ignores hierarchy of risk controls
Not a risk management approach
Puts responsibility of worker
Creates climate of fear
Rules based approach only
Takes employer and regulator off the hook
Research based on false and questionable
logic
Health & Safety Process Model
Identification
Evaluation
Control
Data Analysis
Claims assessment
Surveys & Questionnaires
Risk Assessment
Hazard Analysis
Select Controls based
on Hierarchy
Interviews
Worker Complaints
Government Regulations
Inspections/Audits
UAW Safety Model
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Assignment 1 (a)
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How easy is it to establish a positive safety
culture in an organization which has
ineffective, mediocre or a negative safety
culture?
Hints:
 Find out from p. 32, 33 and 217 and the article of
Barraclough & Carnino about the characteristics of a
positive safety culture.
 Based on the findings, comments on the how difficult is
it to achieve the performance characterized by those
features of a positive safety culture.
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Assignment 1 (b)
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In your opinion, how can a poor safety
culture be changed, or how can an effective,
proactive safety culture be improved?
Hints:
 Read Page 33-35
 Understand the “Culture Iceberg” concept illustrated on
Page 34.
 Use GOOGLE to conduct a search on “Cultural
Change” and “Management of Change”
 Summarize what Action Strategies could be adopted.
 Comments on their limitations and implications
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Actionable Model
Theories of Actions
Chris Argris & Donald Schön
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Assignment 1 (c)
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Which are the safety management tools and
practices that can introduce effective safety
culture, or change a negative safety culture?
Hints
 Understand the safety management concepts
 Make reference to the “TOOLKITS” Webpage at URL:
http://www.ic.polyu.edu.hk/safety/toolkits/index.htm
 Search and select SM tools and good practices that can
be put into practice
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What Characterizes a Good Safety
Management System?
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Discuss in groups
Summarize and present the results of
discussion by a group representative
Case Study
An integrated SMS of an airport
(http://icnet.polyu.edu.hk/d3/airport/final%20report/finalreport-presentation.ppt)
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The External
Environment
Integrated Performance-based
Safety Management System
•Stakeholders
•Regulating Agencies/units
Continuous Improvement
Integration
Safety Management Review
Safety Management System
Safety Management Structure
Evaluation of Performance
Initiation
(OSH inputs)
Communication
Audit / Review
Corporate Safety Management
[reference Recommendation No. 3(b)]
Management Commitment and Resources
Safety Policy, Goals & Objectives
Safety Section
OSH Advisor
Overall Planning and Performance Monitoring
OSH Process
Formulation
OSH Policy
Goals & Objectives
Performance Standards
Overall Safety Planning
Manual & Guidelines
[to be prepared by Line Departments]
Line Departments
Employee Participation
L1
L2
L3
Contractors Contractors Contractors
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Implementation / Operations
OSH Training
Risk Management Programs
Operational Safety Procedures
Prevent / Correct Actions
Procurement / Contractors
Emergency preparedness
•Meeting OSH Goals & Objectives
•Accident & Injury Rates
•Changes in Efficiency
•Overall Safety Performance
[to be prepared by Line Departments]
Safety Performance
(Outputs)