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June 2017
Amec Foster WheelerSafety Culture Fundamentals
► 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
Leadership – The Starting Point
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How do we define a culture? A common set of attitudes, values and beliefs shared by
an organization
The way things are around here
Creating a culture
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”
Common beliefs
Safe work cultures start with simple, common beliefs that are supported by all
employees in an organization:
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► Assume primary responsibility for the
safety program
► Establish policies, goals, objectives and
measurements
► Push authority and accountability down
to supervisor level
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Management 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
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Supervisor responsibilities
Supervisor responsibilities
Consistently enforce safety
regulations
Perform daily inspections of
his/her respective work
Report / correct unsafe
conditions
Assist in incident
investigations
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► 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?
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Communicate responsibilitiesto your employees
►Unsafe behavior stands out
►Unsafe behavior is unacceptable
►Safe work is influenced through peer
pressure
►Consistent planning and task
execution
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Safety culture benefits
Who should be held accountable?
►Pay attention to employees who
deviate from known safe work
procedures either before, during or
after completion of their assigned
tasks
Managers and supervisors
Employees
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► 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
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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
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Accountability: Intervention
Point out the unsafe behavior
Get the employee to acknowledge the
safe behavior
Get the employee to suggest proper
safe behavior
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You must intervene
Key steps in performing an
effective intervention:
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
Accountability: Positive reinforcement
Reinforcing safe work habits is just as important as eliminating unsafe behavior
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There are several ways in which
supervisors can reward safe behavior
Verbal acknowledgment
Public praise
Recognition
Positive reinforcement
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►Unsafe behavior stands out
►Unsafe behavior is unacceptable
►Safe work is influenced through
peer pressure
►Consistent planning and task
execution
Safety culture benefits
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Where are common weaknesses?
Where are common
weaknesses
that don’t support
Our Safety Culture
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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
HSSE Managers
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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
General Foremen & Superintendents (Self-perform)
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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.
Site Managers
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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?
President, VP’s & Directors
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How do we measure our success?
How Do We Measure
Our Success?
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1. Operations Leadership Engagement
2. Planning for Safety
3. Training and Education
4. Front Line Craft Engagement
5. Incident Reporting and Investigation
Five Elements of the Project Safety Culture
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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
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1. Operations Leadership Engagement Elements
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.
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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.
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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.
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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.
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Overall Project Safety Culture Status 0.0%
SECTION 1: Operations Leadership Commitment (Safety Manager, Project
Manager) 0=Never/No
1=Sometimes
Expectation: Site Management champions the overall safety process and
culture. 2=Always/Yes
Potential
Points
Points
Earned
1. A member of operations leadership addresses all new hire employees at the
Site Orientation and communicates expectations for safety performance. 2 0
2. A member of operations leadership is visible and vocal during site-wide
safety meetings. 2 0
3. A member of operations leadership leads AND attends meetings of the
Project Safety Committee. 2 0
4. A member of operations leadership is involved in jobsite Safety Walks. 2 0
5. A member of operations leadership meets with supervision to communicate
expectations. 2 0
6. Safety is the starting topic at every site meeting. 2 0
7. A member of operations leadership champions the PBS process. (0 or 2
only) 2 0
8. Members of operations leadership attend gang box meetings daily. 2 0
9. A member of operations leadership is involved in the Jobsite Compliance
Inspection. 2 0
10. Operations leadership has a regular meeting (i.e.: Safety Committee) to
analyze project safety data (injury trends, RCA's, PBS info, site assessment
data, etc.) and develop effective solutions. 2 0
11. Project has a written recognition process. 2 0
12. Project regularly recognizes the safe behaviors and accomplishments of
individuals. 2 0
13. Project regularly recognizes the safe behaviors and accomplishments of
groups. 2 0
TOTALS 26 0
0.0%
COMMENTS
Measuring project safety culture
Best practices
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Monday Tuesday Wednesday Thursday Friday
Project Mgr. Safety Meeting Electrical Hazards
Assessment
Dropped Object
Assessment
Crush Point
Assessment
Housekeeping
Evaluation
Site Manager JSA Development Safety Meeting Electrical Hazards
Assessment
Dropped Object
Assessment
Crush Point
Assessment
Pipe Supt. Lead Stretch &
Flex
JSA Development Safety Meeting Electrical Hazards
Assessment
Dropped Object
Assessment
Civil Supt Site Safety Walk Lead Stretch &
Flex
JSA Development Safety Meeting Electrical Hazards
Assessment
Project. Engineer Housekeeping
evaluation
Site Safety Walk Lead Stretch &
Flex
JSA Development Safety Meeting
Scheduler Crush Point
Assessment
Housekeeping
evaluation
Site Safety Walk Lead Stretch &
Flex
JSA Development
Safety Mgr. Dropped Object
Assessment
Crush Point
Assessment
Housekeeping
evaluation
Site Safety Walk Lead Stretch &
Flex
QA/QC Electrical Hazard
Assessment
Dropped Object
Assessment
Crush Point
Assessment
Housekeeping
evaluation
Site Safety Walk
Project Supt. Excavation
Assessment
Electrical Hazard
Assessment
Dropped Object
Assessment
Crush Point
Assessment
Housekeeping
evaluation
Thank you!
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