Summary Slide

Tutorial 1
Safety Culture & Safety Management

Tutorial 1
Safety Culture & Safety Management
SK Poon

Tutorial

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:
1.
2.
3.

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

Definition of Safety Culture?

Why Safety Culture?
Historical path from safety engineering to
culture change (Simon & Leik)
Stages of safety culture (Barrachough & Carnino.
1998)

Management role & actions (Barrachough &

Carnino. 1998)

Definition of TSM
How about if you dont know the answer?
Tips:

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)
6

Pre-tutorial Readings

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
8

Definition of TSM Culture

A TSM culture is the everyday manifestation

of a deeply ingrained set of values that makes
continually improving the work environment
one of the organizations 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

10

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

E1

(E1)
Engineering

CC

E3
E1
E1

E2

E3

E2

(E2)
Education

E1

E3 BB
E1 E2

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(E2)
Enforcement

(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
12

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
13

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
14

Employees Complaints about Behavior-Based safety

15

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

16

Assignment 1 (a)

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.

17

Assignment 1 (b)

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

18

Actionable Model

Theories of Actions
Chris Argris & Donald Schn

19

Assignment 1 (c)

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

20

What Characterizes a Good Safety

Management System?

21

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/final-re
port-presentation.ppt
)

22

The External
Environment

Integrated Performance-based
Safety Management System

Stakeholders
Stakeholders
Regulating
Regulating Agencies/units

Continuous
Continuous Improvement
Improvement
Integration
Integration
Safety
Safety Management
Management Review
Review

Safety Management System

Safety Management Structure

Evaluation of Performance

Initiation
(OSH inputs)

Communication
Communication
Audit
Audit // Review
Review

Corporate
Corporate Safety
Safety Management
[reference
[reference Recommendation
Recommendation No.
No. 3(b)]
3(b)]

Management
Management Commitment
Commitment and
and Resources
Resources
Safety
Policy,
Goals
&
Objectives
Safety Policy,
Safety
Safety Section
OSH
OSH Advisor
Advisor
Overall
Overall Planning
Planning and
and Performance
Performance Monitoring
Monitoring

OSH Process
Formulation
OSH
OSH Policy
Policy
Goals
Goals &
& Objectives
Objectives
Performance
Performance Standards
Standards
Overall
Overall Safety
Safety Planning
Manual
Manual &
& Guidelines
Guidelines

[to
[to be
be prepared
prepared by
by Line
Line Departments]
Departments]

Line Departments
Employee Participation

L1

L2

L3

Contractors Contractors Contractors

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Implementation / Operations
OSH
OSH Training
Training
Risk
Risk Management
Management Programs
Programs
Operational
Operational Safety Procedures
Prevent
Prevent / Correct
Correct Actions
Actions
Procurement
Procurement // Contractors
Contractors
Emergency
Emergency preparedness
preparedness

Meeting
Meeting OSH
OSH Goals
Goals &
& Objectives
Objectives
Accident
Accident & Injury Rates
Changes
Changes in Efficiency
Overall
Overall Safety Performance
[to
[to be
be prepared
prepared by
by Line
Line Departments]
Departments]

Safety Performance
(Outputs)