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LWI

LWI. Leadership and Worker Involvement. Facilitator’s Preparation See separate guidance. Health and Safety in Leadership Facilitated meeting. LWI. Leadership and Worker Involvement. Name of facilitator. Why Are We Here?.

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LWI

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  1. LWI Leadership and Worker Involvement

  2. Facilitator’s Preparation • See separate guidance

  3. Health and Safety in Leadership Facilitated meeting LWI Leadership and Worker Involvement Name of facilitator

  4. Why Are We Here? • To think about ways to improve H&S performance, communication & learning • To look at our attitudes & beliefs as leaders to drive forward change • To secure commitment to long-term improvement and agree a way forward

  5. What’s the Plan? • A mixture of presentations, brainstorming activities and discussion exercises • [Add in Timings] • Housekeeping

  6. Ground Rules • Respect everyone’s contribution • There are no right or wrong answers • Everyone’s opinion is of value • Give everyone a chance to speak • One conversation at a time and no talking over each other • Be open and honest • Do not discuss what someone has said with others outside the room • Everyone should feel free to ask questions of each other – it’s an open-playing field

  7. Ice-Breaker (exercise 1) • Insert a project that went well (from a safety perspective) • Why did this project go well? • What factors contributed towards its success? • Any challenges? If so, how were these overcome?

  8. Where do our values lie? • Exercises to understand our attitudes & beliefs about health and safety • What are we good at? • What do we need to develop? • Be honest!

  9. Exercise 2 What does health and safety mean to (add company name), you and your staff?

  10. Question 1 What value does the organisation place on occupational safety and why do you think that?

  11. Question 1a What value does the organisation place on occupational health and why do you think that?

  12. Question 2 What value do you place on safety and why?

  13. Question 2a What value do you place on occupational health and why?

  14. Question 3 What do you think that your staff think of safety and why?

  15. Question 3a What do you think that your staff think of occupational health and why?

  16. Think about…. • Were the comments what you expected? • Any surprises? • Are the comments similar in any way? • Do any differences stand out?

  17. Positive Health and Safety Values • Consistently prioritises staff’s welfare over productivity and profitability concerns. • Ensures both health and safety are top of the agenda in all decision making. • Insists that staff do not feel compelled to progress a job if they feel it is unsafe to do so. • Show care and concern for the welfare of all staff • Trust and respect others • Be proactive, not just reactive • Be enthusiastic, open and honest • Remember everyone is responsible for their own and others health and safety

  18. Positive Health and Safety Values • Devote sufficient resource to improving health and safety • Ensure that people have the right knowledge and skills to undertake work safely • Act upon unsafe working practices immediately • Ensure everyone is fully committed to health and safety • Value staff involvement and ideas for improving health and safety • Inspire and enthuse staff to work safely • Show recognition for safe working practices

  19. GOLD Going for Gold The way we do things around here Sometimes do / show this Rarely do / show this

  20. Value Can we prove it? What else can we do? Be proactive, not just reactive Prioritise staff welfare over productivity H&S is top of every agenda. Staff don’t rush to complete their work. Ensure everyone is fully committed to H&S Everyone using appropriate PPE, immediate action is taken when an unsafe act is spotted. Inspire and enthuse staff to work safely Toolbox talks and practical demonstrations Informal feedback on site (e.g. what staff think of the toolbox talks), regular health checks Can We Prove It?

  21. The Bigger Picture • Company policy • Vision • Business plan • Communication • Visibility • Induction & training materials • Performance appraisals

  22. Making Health and Safety the Top Priority

  23. Kick into Action Develop an action plan that is: • Specific (values & behaviours) • Measurable (monitor and review) • Achievable (prioritise!) • Realistic (in terms of e.g. resources) • Time bound (e.g. next 6 months)

  24. Kick into ActionN.B. Interventions are more likely to fail if they are not properly planned.

  25. Things to add • Action Plan template • Video/DVD on good vs. bad leadership behaviours? • Make sure this is tailored to single duty holder set ups • Could observe each other e.g. giving toolbox talks • Make links to toolkit & for ‘Make Health and Safety the Top Priority’ chart

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