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Safety Leadership - the game changer

Safety Leadership - the game changer. at National Manufacturing & Supply Chain Conference On 26 th January 2016 Presented by Mary Darlington - BSc., CFIOSH nsulting www.darlington.ie. Where you work. Traditional approach. Focusing on employee errors

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Safety Leadership - the game changer

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  1. Safety Leadership -the game changer at National Manufacturing & Supply Chain Conference On 26th January 2016 Presented by Mary Darlington - BSc., CFIOSH nsulting www.darlington.ie

  2. Where you work

  3. Traditional approach • Focusing on employee errors • Complying with laws and regulations • Getting on with business with health and safety as a side issue • A bureaucratic burden • Doing the paperwork for paperwork sake • Being in good shape if Health & Safety Authority inspects

  4. Enlightened approach • Manage Health and safety just like everything else • Focus on the cultural and management systems that influence safety behaviour • Empower employees at all levels to take responsibility for safety

  5. What about ownership? • As Employers you create the workplace and what goes on inside it • Risk creators v risk takers • Risks may be great if your health and safety management is poor • You need to accept ownership of what you have created – good or bad.

  6. What is Safety Leadership? • It is a management style that: • puts people first and at the heart of your business • puts the health and safety of your employees into your company DNA. • ensures work gets done, safely, healthily, on time and within cost.

  7. Safety Leadership Model

  8. Key Safety Leadership actions and behaviours • Senior Managers make health and safety performance PERSONAL • They visibly demonstrate their commitment to safety – daily (time, resources etc.) • They are excellent role models themselves • They assign responsibility and accountability for health and safety to all managers - part of performance evaluation

  9. Safety Leadership actions 2 • They focus on positive performance measures (no. of safety talks, inspections, risk assessments/training) • They outline the safety behaviours they want and then settle for nothing less • They challenge unsafe behaviour consistently and immediately • They never turn a blind eye – silence is consent

  10. Safety Leadership actions 3 • They walk around once a week, observe, talk safety up and deal with issues on the spot • They maximise consultation and employee input • They demand to hear the bad news as well as the good • They review all Near Misses and Incidents • They don’t shoot the messenger

  11. Deepwater Horizon Oil Spill • 20th April 2010 • Deaths = 11 • Injured = 26 • The blow-out caused the loss of the Deepwater Horizon rig,and the biggest environmental disaster in US history.

  12. BP’s former CEOTony Hayward • When be became CEO of BP in 2007, BP was still recovering from a 2005 fire at its Texas City refinery that killed 15 people. • Hayward pledged in an early speech to focus “like a laser” on safety. • He did not

  13. He knew very little…. • Appearing before Congressional investigators in June, he revealed that he apparently knew very little about anything at all that had to do with the Deepwater Horizon accident. He made the following statements: • I can’t possibly know why the decisions were made [on the rig]. • I can’t answer because I wasn’t there. • I’m afraid I can’t recall. • That was a decision I was not party to etc. • Poor Safety Leadership in action!

  14. Safety Excellence • Paul O'Neill transformed Alcoa into an efficient, open communication workplace that was the safest aluminium company on earth. • Thomas Krause Ph.D – The most important factor in predicting the success of safety improvement initiatives was the quality of leadership given (a new paradigm for Safety Leadership) • Atkinsglobal.com - Our vision is for health and safety to be a natural and integral part of the culture of Atkins. We aspire to this through effective leadership and developing appropriate behaviours  

  15. Values, Principles, Ethics • Core values are the cornerstone of who you are and what you stand for. • Principles are the ways you live your values day by day • Display the highest ethical behaviour • Show real respect for people • Pride in your organisation and your employees • Not just about law, refer regularly to you Moral Barometer

  16. Getting to Safety Excellence

  17. It is all about people

  18. Why bother? • Fewer/no accidents, days lost and claims • Higher productivity • Higher employee morale • Lower costs • Protects brand and reputation

  19. Your goal is zero • Goal Zero is possible • Employees do not purposely injure themselves or others • Every accident is preventable • Every accident is a failure in leadership • Leadership is a choice • I encourage you to make that choice

  20. Questions and Answers • Thank you for your attention • I am happy to take questions

  21. My contact details • Mary Darlington • Director, Darlington Consulting • Based in Waterford - working nationally • Tel. 086 2437677 • Email: info@darlington.ie • Website: www.darlington.ie • Also on LinkedIn and Twitter

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