Safety Leadership And Culture - Roads And Maritime Services

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Safety leadershipand cultureAn overview of the safety leadership and safety culturedevelopment process under the OneRMS safetymanagement system (OneRMS SMS)RMS 17.071 Version 122 March 2017Objective reference: A10351757

ContentsIntroduction3Purpose3Scope and context3System requirements3Safety leadership and culture41. Safety leadership and culture programs2. Building a mature safety culture462.1 Management commitment andleadership82.2 Reporting and learning culture92.3 Worker involvement112.4 Just and fair culture112.5 Risk awareness123. Safety culture assessment134. Reviewing safety leadershipand safety culture13Roles and responsibilities14Definitions15Appendices16A. OneRMS SMS requirements16Document control17Change history17Feedback17While the information provided by Roads and Maritime Services (Roads and Maritime) has been compiledwith all due care, Roads and Maritime does not warrant or represent that the information is free from errors oromissions, is up to date or that it is exhaustive. Roads and Maritime does not warrant or accept any liability inrelation to the quality, operability or accuracy of the information. Roads and Maritime disclaims, to the extentpermitted by law, all warranties, representations or endorsements, express or implied, with regard to theinformation. Users of the information will be responsible for making their own assessment of the information,and Roads and Maritime accepts no liability for any decisions made or actions taken in reliance upon any ofthe information. Any such decision or action is made or undertaken at the risk of the user of the information.Users wishing to rely on the information should seek their own expert advice.Safety leadership and culture 2

IntroductionSafety culture is ‘the way we do things around here’and reflects the values, beliefs and attitudes within anorganisation. This has a significant influence on what peopledo and why they do it. A mature safety culture contributesto strong safety performance.Leadership is critical to developing and maintaining a mature safety culture. Effective safetyleadership is a combination of commitment and action that influences others to do the same.Managers and supervisors make a major contribution to determining the safety culture. Thedecisions, actions and behaviours of these leaders set benchmarks for safety through thesystems and processes they put in place and promote and support.PurposeThis framework provides an overview of the processes involved in developing andfostering safety leadership and safety culture. Those processes include: Assessing the level of safety leadership and the safety culture across the agency Identifying areas of strength and opportunities for improvement Monitoring and reviewing safety leadership and culture to ensure our efforts toenhance them are relevant and effective.This framework works in conjunction with the WHS governance, accountabilities andresponsibilities framework, which shows how sound work health and safety (WHS) governancerelates to safety leadership and commitment, due diligence and decision-making.Scope and contextThe WHS policy statement affirms our Executive team’s commitment to safety. It includesa commitment to creating a just and fair culture that encourages the reporting of hazardsand occurrences and in turn organisational learning. These aspects strengthen the safetyculture within the agency.This framework applies to all functions and activities of Roads and Maritime Services(Roads and Maritime).In Roads and Maritime all levels of management, from the Chief Executive to front linesupervisors, are considered to have a responsibility as safety leaders.System requirementsRequirements under this framework can be found in Appendix A. For all system requirementssee the OneRMS SMS manual.Safety leadership and culture 3

Safety leadership and culture1. Safety leadership and culture programsRoads and Maritime’s safety leadership and culture programs: Provide resources, systems and processes to assess, develop, review andcontinually improve safety leadership and culture Provide guidance material and expertise to support the development of safetyleadership and a mature safety culture Set out roles and responsibilities relating to safety culture development formanagers and workers.Safety leadership and culture 4

Table 1 describes the steps, purposes and processes to develop safety leadership and a maturesafety culture. Section 2 describes how to build a mature safety culture.Table 1: Safety leadership and culture development processStepsPurposeProcessEstablish currentstate of safetyleadershipEnables the agency to understandthe strengths and weaknesses of itscurrent safety leadershipAssess current safetyleadership capabilityincluding a strengths andweaknesses analysisEstablish currentstate of safetycultureEnables the agency to understandthe strengths and weaknesses of itscurrent safety cultureAssess current safety culturematurity as a baseline forcontinuous improvementSet practical andachievable goalsAims to improve safety leadershipand safety cultureGive direction – where we areto where we want to beDefine safetyleadershipcompetencies andbehavioursHelps managers improve theirsafety leadershipDevelop and implementWHS Safety behaviourcompetencies1Identify gapsfrom current stateto future goalsInforms strategies for improvingsafety cultureProvides the basis for measuringand developing safety leadershipConduct a gap analysisIdentify factors that mayinfluence the development ofsafety cultureConduct a risk-based trainingneeds analysisDevelop safetyleadership toolsEducates and supports managersin practising safety leadership andcontributing to improving safetycultureDevelop toolsCommunicatePromotes and gains acceptance ofthe importance of safety leadershipInform the agency of therationale and benefits ofimproved safety leadershipand its effect on safety cultureDeliver capabilitytrainingImproves safety leadership andstrengthens safety cultureDeliver safety leadershipcapability training for seniormanagers to front line workersMonitor andreviewAssesses whether training hasresulted in the desired behavioursConduct surveys andbehavioural assessments ofsafety leadership behavioursin the workplaceProvides ongoing input to futuregoal setting and development1Will be implemented in 2017Safety leadership and culture 5

2. Building a mature safety cultureThere are five key indicators of a mature safety culture (Figure 1). Effective safety leadershipmakes a major contribution to the development of a mature safety culture.Safety leaders lay the foundations for the safety culture through:MANAGEMENTCOMMITMENTAND LEADERSHIPREPORTINGAND tment, modellingsafety behavioursand leading others inimproving safetyEncouraging the flow ofinformation – througha culture of reporting –which supports learning inthe organisationSupporting anddeveloping workercapability and theirinvolvement in healthand safetyJUST AND FAIRCULTURERISKAWARENESSCreating a fair and justculture so workers feelthey will be treated fairlyand consistentlyContributing toincreasing the riskawareness across theagency’s operations.Safety leadership and culture 6

SAFETY LEADERSHIPManagementcommitment& leadershipJust & fairprocessesReportingand ementRiskawarenessSAFETY LEADERSHIPFigure 1: Five key indicators of safety culture – all influenced by safety leadershipThese key indicators influence one other. For example, the level of worker involvementwill influence the reporting and learning. The level of reporting and learning will affect thelevel of risk awareness. The level of just and fair culture will influence the extent of reportingand learning.Safety leadership and culture 7

2.1 Management commitment and leadershipCommitment to safety is demonstrated through action. Safety leadership is demonstrated bya willingness and ability to influence others to manage WHS effectively. Examples of seniormanagement commitment to WHS and associated actions in Roads and Maritime include:ENDORSEMENTPersonal endorsementby the Chief Executiveand directors of theWHS policy statementand WHS Strategy2015–19 (WHS Strategy)OVERSIGHTExecutive oversightto ensure safety isintegrated into allbusiness strategies,plans and operationsACCOUNTABILITYInclusion of safetyaccountabilities in theposition descriptionsof the Chief Executive,directors and othersafety leadersREVIEWRegular reviews of safetyperformance and riskinformation to drivecontinuous improvementTOOLSDevelopment andrefinement of toolsto support leadercontributions to improvethe safety culture.Roads and Maritime’s Executive team demonstrates leadership and commitment toWHS. They establish processes to ensure: WHS hazards are systematically identified; risks are assessed, evaluated and prioritised;adequate resources are allocated; and appropriate action is taken to improve WHSperformance Opportunities are identified to align with the OneRMS SMS and action is taken toimprove WHS performance OneRMS SMS processes and requirements are integrated into operational and servicedelivery processes The importance of effective WHS management and leadership is communicated Practices that foster a mature safety culture are promoted.Safety leadership and culture 8

Safety leaders prioritise safety by documenting effective WHS strategies in their divisionaldelivery plans and making sure those strategies are implemented. This is demonstrated byproviding sufficient: Budget for WHS solutions Opportunities for influential WHS communications Training in better WHS practices Support to workers Discussions and references to relevant WHS topics in everyday workconversations and decision-making activities.Managers consistently demonstrate their commitment to safety in all areas of Roads andMaritime as detailed in our WHS policy statement. This creates a shared vision of theimportance of health and safety and is achieved in a variety of ways, including: Worker interactions such as scheduled safety engagements, everydayconversations and meetings, leaders modelling mature safety behaviours Safety communications like safety messages and newsletters Promoting, modelling and using available frameworks of safety leadershipbehaviour, such as WHS Safety behaviour competencies2 and guidance manual.2.2 Reporting and learning cultureA strong reporting culture is essential for a mature safety culture. We see evidence of this whenworkers routinely report hazards and occurrences openly and honestly.A reporting culture is developed by: Management encouraging and supporting reporting so we can learn. This includesinvesting in, promoting and providing training for workplace reporting systems Managers having effective, engaging and fair safety conversations. The Just and fairconversation tool2 supports safety leaders with suggested just and fair responses toworkers who are involved in or report occurrences. The Safe LEADAR tool2 guidesleaders in effective safety conversations with their workers that encourage reporting All workers reporting hazards and occurrences to the WHS Reporting Line (1300 131 469)when they are identified Defining expected behaviours of leaders and workers that supports reporting andlearning. These expected safety leadership behaviours are outlined in WHS Safetybehaviour competencies. 2An effective learning culture means we draw appropriate conclusions from any WHSinformation we collect. A strong learning culture is reflected in the changes implementedto improve systems, procedures and equipment, based on learning from past situations oroccurrences.2Will be implemented in 2017Safety leadership and culture 9

A learning culture is built by: Analysing hazard and occurrence reports to identify, respond to and minimiseunsafe conditions Encouraging workers and others to use the WHS Reporting Line to provide feedback andideas for improvement Facilitating effective communication, feedback and sharing of information. This isoutlined in the Safety assurance, Occurrence management and investigations, Safetypromotion and Safety planning and performance reporting frameworks Including all levels of the workforce and industry partners in ongoing safety cultureassessments. This increases involvement in the development of a safety culture andprovides opportunities for issues or concerns to be raised which may contribute toreporting and learning Acting on outcomes of surveys and assessments. Actions taken should be reported inmanagement briefings and staff communications Applying lessons learnt from evidence-based research, risk intelligence from our industrypartners and other industries Ensuring learning opportunities are available to workers.A reporting and learning culture requires effective information flow and channels tocommunicate safety matters. Roads and Maritime achieves this by:3 Applying the WHS policy statement and WHS Strategy supported by the WHSgovernance, accountabilities and responsibilities framework Implementing safety communication initiatives proposed in the Consultation,cooperation and coordination and Safety promotion frameworks Providing feedback to people who report hazards and occurrences Implementing the Safety planning and performance reporting framework, whichprovides for the effective transfer of information between individuals, businessunits and divisions and to and from our industry partners Defining the required safety leadership behaviours that support information flow,and reporting and learning, as set out in WHS Safety behaviour competencies3 Providing tools that enable managers to have effective safety conversations thatfocus on proactive reporting and learning, such as the WHS Safe LEADAR tool. 3Will be implemented in 2017Safety leadership and culture 10

2.3 Worker involvementActive worker involvement in safety management contributes to a strong safety culture.Examples of worker involvement include the reporting and being involved in or consultedabout decisions and actions taken to manage safety issues. Safety leaders support this byencouraging participation and involvement in decisions and solutions to safety issues.Active worker participation contributes to eliminating and controlling hazards,and is supported by: Providing training that increases workers’ sense of ownership of WHS and encouragesthem to take responsibility. WHS training for frontline workers, supervisors and managersis set out under the WHS capability and training framework Informing workers of changes and decisions likely to affect them and listening to theirconcerns and suggestions. This is outlined under the Consultation, cooperation andcoordination framework Engaging workers in effective safety conversations using tools such as the WHS SafeLEADAR tool4 Practising and modelling safety behaviours. The WHS Safety behaviour competencies4defines effective behaviours for safety leaders that encourage worker participation.2.4 Just and fair cultureRoads and Maritime acknowledges the importance of a just and fair culture under the WHSpolicy statement. A just culture exists when we acknowledge that honest mistakes are made,systems will fail and workers are treated justly and fairly when they report or are involved inoccurrences.In a just and fair culture, clear lines are drawn around acceptable and unacceptable behaviour.Safety occurrences are analysed to determine individual, environmental (workplace) andorganisational contributing factors and identify opportunities for improvement to enableorganisational learning. This does not mean we will have a no-blame culture. Unsafe actions thatare clearly intentional or negligent are distinct from actions that are unintentional and will bedealt with separately by human resource performance management systems.Roads and Maritime supports a just culture by ensuring managers and supervisors: Demonstrate care and concern towards workers’ health and safety as their priority toensure workers:– Feel they can report issues or concerns and are being treated just and fair– Are aware of how safety occurrences are analysed fairly and consistently – Are aware that this is not a no-blame culture. Individuals are accountable for theirown behaviour and intentional unsafe acts or negligent behaviour is not acceptableand will be managed by human resource performance management systems. Use the Just and fair conversation tool4 to focus on what led to the actions and to uncoverany systemic issues before identifying any matters that may require further advice Request the support of trained investigators (WHS Branch) who have an understanding ofhuman factors and the mechanism of human error. This supports the business to adopt ajust and fair investigation process as per the Safety assurance and Occurrence managementand investigations frameworks (confidentiality is maintained throughout the course of allinvestigations) Read and understand WHS Safety behaviour competencies4 which define effective andnon-effective behaviours for safety leaders, including behaviours that support a just andfair culture. These behaviours are linked to capabilities set out in the NSW Public SectorCapability Framework.4Will be implemented in 2017Safety leadership and culture 11

2.5 Risk awarenessRisk awareness has two components: Risk perception – the extent to which hazards and risks are seen or recognised Risk tolerance – the extent to which an individual or group is willing to tolerateknown hazards and risks.Safety leadership influences risk awareness as leaders and managers ‘set the tone’ for theextent to which their teams are made aware and educated about hazards and risks, and theextent to which they are willing to tolerate certain risks.Roads and Maritime supports the development of a culture with increased riskawareness by: Leading the implementation and maintenance of this risk-based OneRMS SMS Engaging in safety communication (as proposed in the Consultation, cooperation andcoordination and Safety promotion frameworks), which includes sharing informationabout hazards and occurrences to increase risk awareness Developing the components of the Occurrence management and investigationsframework that involve analysing and sharing information about hazards and occurrences Maintaining and using the Agency Safety Risk Register (ASRR) to drive businessdecisions and seek assurance about the effectiveness of risk controls Implementing an active safety leadership training program, which includes trainingand opportunities for managers and workers to:– Practice the identification and management of hazards and risks– Review case studies– Practice threat and error management in simulated or real work scenarios Engaging workers in effective safety conversations using tools such as the WHS SafeLEADAR tool5 Practising and modelling safety behaviours Implementing observation programs to understand actual behaviours in the workplaceto identify contributing factors to risk, which then inform conversations betweenmanagers and workers. Feedback or trends should inform future training topics andareas where we require additional awareness or risk management.5Will be implemented in 2017Safety leadership and culture 12

3. Safety culture assessmentAssessing the behaviours of individuals and the context of their work situation helps tounderstand the strength of the safety culture and safety leadership. A snapshot of attitudes andperceptions towards safety at any point in time also helps to understand the safety climate thatreflects the underlying culture.Roads and Maritime implements safety climate and safety culture assessments. This identifiesareas of strength and areas for improvement to continue to build and sustain a maturesafety culture. Themes and trends we identify are assessed to shape future safety leadershipprograms.4. Reviewing safety leadership and safety cultureThe Roads and Maritime E

responsibilities framework, which shows how sound work health and safety (WHS) governance relates to safety leadership and commitment, due diligence and decision-making. Scope and context The WHS policy statement affir

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