TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Attachment 1 - Development Score Card
Safety Leadership Behaviour:
 rate (out of 3) each column of Knowledge, Skill, and Desire for each indicator
 see attached guideline for rating. (Note : SLPI=Safety Leadership Performance Indicator)
Performance Improvement Plan
 Add person specific comments on the area of focus for upcoming time period.
 Contractor is responsible for stewarding Supervisor Leadership Development Plans
 Incorporate items identified into the individual Supervisor’s Improvement Plan (SIP)
Supervisor Name:
Key Safety Leadership Competency
Date:
Evaluator:
Competency Scoring Guide
Performance Improvement
Knowledge
Skill
Desire
Total
Comments – Follow-up items
1. Understanding of Safety Vision,
Priorities for Operating & Risk
Mitigation Plan (RMP)
2. Work Intervention / Stop the Job
3. Hazard Identification and Mitigation
4. Pre-Job Planning - Job Safety
Analysis / Field Level-JSA”
5. Last Minute Risk Assessment
(SPSA, Stop & Think, or other)
6. Safe Work Practices / Procedures
- Use Checklists or other
7. Safety Observations
- LPO Observations/Quality Review
- Conversations – Observe & Intervene
February 2012
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TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
8. Lower Risk Tolerance of workforce
9. Communication methods – Trust &
Verify Understanding
10. Performance Standards
- LPO Stewardship
11. Incident Management – Reporting,
Case management, Investigation,
Learning, Follow-up and gap
closure
February 2012
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TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Attachment 2 – Score Card Ranking Guide
Knowledge
Skill
Desire
1
2
Knows:
Knows:
What - That it is a SLPI.
What - That it is a SLPI.
How - Can give a partial description How - Can give a full description.
3
Knows:
What - That it is a SLPI
How - Can give a full description.
When - It is to be used.
Why - It is to be used.
1
Demonstrates:
0 - 50% of the expected
observations
2
Demonstrates:
50 - 80% of the expected
observations
3
Demonstrates:
80 - 100% of the expected observations
and by adding their own ideas,
enhances the SLPI.
1
Demonstrates the SLPI:
When - Convenient or have to.
Who - With the supervisor.
Where - The direct work area.
Why - Company expectation.
2
Demonstrates the SLPI:
When - Always important
Who - With the work group.
Where - The entire work site.
Why - Expected but sees value.
3
Demonstrates the SLPI:
When - Every opportunity - passionate.
Who - With each person on the worksite.
Where - Everywhere.
Why - Sees value and encourages the crew.
Each criteria must be achieved to acquire the score
February 2012
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TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Attachment 3
Safety Leadership Behavior
1. Understanding of Safety Vision and Priorities for Operating & Risk Mitigation Plan
(RMP)
Description
All personnel need to clearly understand their company’s “Priorities for Operating” and the need to
continuously improve their ability to deliver against these priorities by lowering their tolerance for risk.
Contractor specific programs requiring implementation or effectiveness improvement are detailed in
their Risk Mitigation Plan. (RMP) Supervisors should be aware of the contents of the RMP.
Suggested Techniques.
Individuals who express concern about a job taking too long or the potential for increased cost in order
to complete a task safely and with a lower risk tolerance need to be addressed.
E.g. Thank the individual for their concern, highlight that there are others in this operation in a better
position to deal with cost and work schedule issues, encourage them to concern themselves primarily
with flawless execution, that hurting people is not flawless execution and we need to seek better ways to
undertake work without any injuries.
Demonstrate what the vision looks like.
On a daily basis have individual and/or group discussions and include recent examples of behavior
consistent with the priorities for operating.
On a daily basis interrupt the completion of simple work tasks and facilitate a discussion identifying a
lower risk technique and ensure it is implemented.
When a JSA or FLJSA is prepared by a crew and prior to work commencing, challenge the crew to
review each of the controls they have identified for a hazard and see if they can identify a more effective
control measure using the hierarchy of controls; Eliminate – Control – Protect.
Measurable
1. All supervisors should know the priorities for operating if asked, and know existence and contents of
RMP.
2. Any individual when asked can provide specific and recent examples of where they have seen the
vision in action. Examples given should relate to that day or the previous day, not last week or a few
weeks ago.
February 2012
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Page E-7-4
TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
Description
2. Work Intervention / Stop the Job
Suggested Techniques.
Inform on a regular basis all personnel involved of their obligation to intervene and Stop any Job and in
fact not to start any job they doubt can be completed without injury, damage to equipment or the
environment.
All workers, especially the least experienced, will exercise their right to Stop the Job that they do not
understand, and/or believe it is unsafe and can be completed with a lower risk tolerance.
Remind personnel that it is not only their right to stop the job, it is in fact a legal obligation.
Verify weekly that this behavior will occur - implement on a weekly basis a surprise drill to see if an
individual or crew will fulfill their obligation e.g. instruct a green hat to shut down a job, give an
inaccurate instruction and see if it is picked up by the crew.
Provide consequences for their performance in the drill. Recognize good performance with a trinket
and/or counsel the crew on the need for better performance in this area if necessary.
Measurable
February 2012
Personnel are able to:
-
Describe when they were last tested on their responsiveness to Stop the Job
(This should be within the last week).
-
Describe what they received for satisfactory performance
-
Describe the discussion that ensued if they did not perform well.
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TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
Description
3. Hazard Identification and Mitigation
Unmitigated hazards cannot be accepted in the workplace. Identified hazards that may cause incident
and injury must be eliminated or mitigated.
Understand that there are two types of hazards in our workplace – unsafe behaviors and unsafe
conditions.
All personnel need to participate in hazard identification processes and identify unsafe work, contribute
these to the JSA / FLJSA process or have them listed on a register that with outside support is
implemented and continuous improvement observed.
Suggested Techniques.
Hazard identification processes for unsafe conditions are to be used in flexible ways to be kept
interesting and challenging for the crew. As an example, the site team could complete a “hazard hunt”
during:
- Last day at work before days off
- Prior to a JSA being completed
- When a new crew member joins the crew
- Involving 3rd parties,
- Before/After a break
- Job Completion
Measurable
Hazard identification documentation is in place and progress on correcting each condition can be
identified. Hazards identified and actions to eliminate or mitigate each hazard shall be specific e.g. “ice
& snow” and “be careful” are not good enough.
February 2012
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TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
Description
4. Pre-Job Planning - Job Safety Analysis
Suggested Techniques
Undertake a JSA prior to a work task including worksite conditions as warranted.
All personnel need to be able to use these tools for task preparation.
Utilize a reference JSA (where available) and tailor to specific work on specific day.
Identify hazards specific to a job prior to doing a JSA.
JSA’s to be managed in such a way that attention and participation is consistent throughout the meeting.
If it goes too long, take a break or break the job up into smaller tasks and perform a JSA on each step
and then undertake the task.
Hazards identified are to be specific and described in action terms e.g. hit by, caught between, crushed
by. Slips, Trips and Falls / Pinch Points are not good enough.
For every hazard identify at least one control. Use the hierarchy of controls and try and eliminate the
hazard first of all, mitigate the hazard is next best, protect yourself from the hazard as a last resort.
Challenge the crew to come up with a more effective control measure in order to lower the potential risk.
Identify in the JSA whose role it is to ensure a specific control is in place.
Crews are observed updating the JSA throughout the day
If doing the same job throughout the course of a day the JSA card should be reviewed at each work
location to see if the same hazards are applicable or any learnings to be applied.
Measurable
February 2012
An observer at site should be able to participate in a JSA that has the characteristics as identified in the
Suggested Techniques column.
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TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
Description
5. Last Minute Risk Assessment – SPSA, Stop & Think, or other
Suggested Techniques
SPSA attest or prompts (Stop & Think reference cards or other) can be used in multiple ways.
Observe the behavior of others at work or instigate the right behavior before work commences.
All personnel need to apply the SPSA process or equivalent before, during and after any work task.
Examples of the application of SPSA process include:
Measurable
-
When service personnel (regular crew or 3rd party) arrive on site for a task gather the crew
together, hand the service personnel a SPSA reference card and have them work their way
through the questions, sharing the answers with the group.
-
Do a SPSA attest - Take the opportunity when it is safe to intervene with a worker doing a task
with a co-worker to discuss the SPSA that they are currently using. As well ask them to describe
at least one example when they stopped and utilized the SPSA process in their activities prior.
-
Stop a crew member and ask him to utilize his SPSA card and observe another worker perform a
task. Ask the crew member to intervene if necessary.
Personnel on location are to be able to describe a recent example when SPSA process was utilized as the
basis for a toolbox meeting. Personnel to be carrying SPSA cards and a ready supply of cards are
available at the work site.
Personnel can give you an example of when they utilized the SPSA process in their activities on that
day. Personnel can give you an example of when they intervened with another worker as the result of
observing unsafe behavior instigated by use of the SPSA card.
Supervisors observed to request crew members to utilize the SPSA process and observe other workers
and/or other work being performed to identify unsafe behaviors and/or unsafe conditions. Interventions
are made accordingly.
February 2012
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Page E-7-8
TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
6. Safe Work Practices / Procedures – use of Work Checklists or other
Description
All personnel need to apply detail when completing any pre-task checklists, using work aids and when
executing procedures
Suggested Techniques
Attention to detail and full compliance (i.e. no short-cutting) are the keys to the success of these safe
work practices and procedures, work checklists or other.
If trade or site practice is to use certain equipment – ensure all tools and equipment are inspected, correct
for task, all guards are in place/used and (if possible) best practice for the task.
If a checklist/procedure says inspect PPE, ensure that the PPE of each individual is inspected
Allow execution of the practice / procedure, review of a checklist to be led by different members of the
crew. See that the crew physically go and check the work environment as they work their way through
the job, guided by the practice / procedure / checklist.
If the practice / procedure / checklist is being hastily reviewed, the supervisor must intervene to ensure
that attention to detail is maintained
Prior to using the checklist utilize the “SPSA” card (LMRA, Stop & Think, or other) to ensure everyone
is on the same page for completing the task
Measurable
Workplace observation of the use, review of practice / procedure / checklists / work aids and attention to
detail
Supervisor present and intervening to ensure attention to detail.
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Page E-7-9
TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
7. Safety Observations
(LPO Observations/Quality Reviews, Conversations – Observe &
Intervene)
Description
Good Communication is defined as: Talking – Listening & Checking for Understanding.
Open Questions – Tell me / Explain to me / Describe to me …. moving to
Closed Questions – Do you / Did you / Are you
Understanding the LPO process and roles supervision has in ensuring compliance & participation by
their crews.
Assisting crews in improving LPO skills and testing for quality.
Feedback sessions with supervisor are held after each LPO, are objective, do not assign blame,
determine the appropriate causal factors and action items
Suggested Techniques
When instructions have been given, a supervisor asks an open ended question of the crew to ensure
understanding. They follow-up with closed questions to confirm.
Measurable
Participation in workplace meetings and observing open questions being asked.
February 2012
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Page E-7-10
TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
8. Lower Risk Tolerance of Workforce
Description
To sustain a culture of zero injuries, we need to develop a work culture amongst crews that sees them
continuously challenge the way they perform work and their level of tolerance for risk.
Suggested Techniques
Supervisors stop unsafe work being done and challenge employees to develop a better, lower risk way of
performing even the most fundamental work tasks…….to do small things better every day.
If you see an employee needing to get off the ground to complete a task, challenge them to see if they
can find a simpler way with less risk.
All the time, ask why 5 times – Why? Why? Why? Why? Why? …..to get to the right answer.
Introduce a continuous improvement list where the work crew challenges themselves to achieve a higher
level of safety performance in certain areas in a given week.
Measurable
Personnel on location able to identify new initiatives to improve the performance and safety in their
workplace.
Presence of a continuous improvement list and evidence that it has been acted on.
February 2012
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Page E-7-11
TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
9. Communication methods - Trust & Verify Understanding
Description
Establish trust with the crew and verify at every opportunity work is going according to the way it was
planned. Particular attention should be made to verify work is in accordance with a pre-job risk
assessment – JSA. JSA's are detailed and specific, SPSA (LMRA, Stop & Think or other) cards are
being used, open questions are utilized, and continuous improvement plans are being prepared and
implemented.
Suggested Techniques.
Ask many open ended questions.
Monitoring work, especially at the commencement of a task to ensure it is going according to plan. E.g.
according to the JSA.
Measurable
February 2012
Observation in the workplace.
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TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
Description
10. Performance Standards – LPO Stewardship
Leading in organization LPO stewardship review with crews to ensure strengths and correct weaknesses.
Ensure that the correct expectations consistent with the company’s vision are being given through what
we say and do.
Be clear about the standards of behavior you require from your crew and don’t be satisfied with the
standard you are at now.
Provide consequences - Positive Immediate Certain / Negative Immediate Certain (PICNIC process) to
reinforce required behavior.
Suggested Techniques
Utilize safety meetings, morning meetings to communicate expectations and provide recognition to
achieve a change in behavior.
Measurable
Observation at the workplace.
February 2012
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Page E-7-13
TITLE
APPENDIX E
SUBJECT
Products and Chemicals Contractor Safety Management Practice
Contractor Supervisor Screening & Competency (P&D CSP Appendix 38)
Contractor Supervisor Competency Tool
Safety Leadership Behavior
11. Incident Management – Reporting, Case Management, Investigation, Learning,
Follow-up and Gap Closure
Description
At every opportunity seize on any situations e.g. significant Near Misses, Incidents and ensure that the
supervisor is properly managing the event – timely and appropriate reporting, managing the case for
appropriate and correct level of care for the injured party, participating in the investigation to understand
both direct and systemic / root cause, understanding the lessons from these incidents have been learned –
practices or procedures modified, built into future JSA’s, etc., developing follow-up / gap closure steps
and ensuring implementation.
Note: Supervisor role and accountability regarding incident investigation may vary between companies.
Suggested Techniques
In the event of a significant Near Miss or incident take time to review with personnel:
- What has happened?
- What does this mean for us?
- How did we manage
- Do we really understand direct and root cause
- Now what will we do going forward to ensure that this is not repeated?
Measurable
Observation at the workplace

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