1. The Role of Senior Leadership
“Leadership is infinitely more important than policy, for the leader through his or her actions and decisions sends clear messages to the organization which policies are important and which are not.” — Dr. Dan Petersen
In this module we will explore what specifically , senior leadership can do to bring about the safety culture and the results they want

2. Objectives
To assist leadership define an effective role for themselves in H&S Management
Review some key H&S principles
Practice “ Felt Leadership ” Approaches
(Read from text)

3. Incident Pyramid The 1969 US Ratio Study 1 Serious or Major Injury
10 Minor Injuries
30 Property Damage Accidents
Weyerhaeuser has developed their current approach to risk management based upon the Loss Control Principals discussed.
Over the years, we have further developed the Incident Pyramid to our philosophy and approach to Health & Safety management.
600 Incidents With No Visible Injury or Damage

4. Health & Safety Pyramid
Fatality
Lost Workday
Recordable Injury
First Aid Case
Near Mishap
Property Damage
Consequences
Choice
Cause
Knowledge
Desire
Ability
Factors That Influence Choice
Training
Hazard Prevention & Control
Occupational Health
Emergency Preparedness
Leadership
Employee Involvement
Worksite Analysis
Incident Investigation
Inspections
Industrial Hygiene
Health & Safety System Elements
Building on the bottom of the pyramid, as much as 96% of all incidents involve human choice.
The choice of the employee to not follow procedures
The choice of the supervisor to walk by a sub-standard condition because he doesn’t have the time to deal with it.
The choice of the engineer to not pay attention to how a machine center can safety be maintained before drawing it into a floor plan.
The choice of the unit manger to talk about safety as a high priority, but behave in a way that demonstrates that it isn’t.
There are 3 factors that influence human choice:
Knowledge and/or Desire and/or Ability , - or the lack thereof.
Weyerhaeuser leadership believes we can influence everyone’s level of knowledge, desire and ability such that they make the correct and safe choice every time.
And we believe we can do this by systematically and persistently applying proven loss control methods and approaches. These fall into the following 10 broad categories:
Beneath this lies a set of values that do not change and describe what we believed 10 years ago, what we believe today and what we will believe 10 years ahead.
Nothing we do is worth getting hurt
Safety can and must be managed
Working safely is a condition of employment
Every injury could and should have been prevented
Safety is everyone’s responsibility
Values

5. Risk Management Model Returning to the risk management model
IDENTIFY
all
Loss Exposures
EVALUATE
the Risks
TERMINATE
Eliminate the
Exposure
TREAT
Safety and Loss
Control Activities
TOLERATE
Acceptable
Level of Risks
TRANSFER
Insurance
Non-insurance
Returning to the risk management model
We look at each risk using the 5 steps
For the most part we terminate or treat Occupational Health & Safety Hazards
IMPLEMENT
MONITOR

6. Health and Safety Toolbox
Incident Investigation
Audits
Safety Engineering
Safety Staff
Crew / Team Meetings
Behavior Observation
Training
M.S.D.S.
Job Safety Analysis
Inspections
For every hazard there is one or more tools in our health and safety resource toolbox we can and do use.
Some are used on an “as needed” basis and others are used to predict where hazards may exist and remove them before they turn into injury. Still others are used to build employee and leadership capability to continuously improve the health and safety environment and culture.
Rules / Procedures
Wellness
Chemical Management
Safety Committees
Emergency Procedures
Personal Protective Equipment

7. You will achieve the level of safety excellence that
DEMONSTRATE
Lets Begin with A fundamental principle
You will achieve the level of safety excellence you demonstrate you want.
What does this statement mean to you?
While you are thinking about this I would like you to complete a short survey:
Please turn to the appendix in your book to the page entitled “ Senior Leadership: Safety Survey” . Take no more than 15 minutes to complete the survey.
Now , take 5 minutes to add up your score and see where you fit on the interpretation page that follows the survey.
Return to the question, - what does the “safety excellence” statement mean to you.
Write answers or a flip chart.
YOU
WANT

8. Unit Leadership: Safety Survey
1. What percentage of your time per week is spent on safety?
5-10% (1 pt.)
10-15% (2 pts.)
15-20% (3 pts.)
> 20 % (4 pts.)
(Scoring: Note score here: _____ Maximum 4 pts.)
2. When a serious incident occurs at your unit , do you:
Get personally involved by ensuring the potential severity is assessed correctly, the required notifications are made and the investigation begins within 24 hours
Require that a “certified” incident investigator support the investigation
Require the investigation team leader give you a detailed summary of the event, initial investigation findings and prevention within 48 hours
Personally review the investigation report, ensuring the causes have been determined adequately, any organization-wide learnings have been communicated, and the follow-up is completed with quality and on time
(Scoring: Score one point for each box checked, _____ maximum 4 pts.)

9. Unit Leadership: Safety Survey
3. How often do you conduct site safety inspections/audits using a calibrated inspection/audit checklist?
Never/rarely (0 pts.)
Once per month (1 pt.)
Once per week (2 pts.)
Once per day (3 pts.)
(Scoring: Note score here: _____ Maximum 3 pts.)
4. When you conduct site safety inspections, do you:
Ensure you always wear the appropriate clothing and personal protective equipment
Take the department manager and safety coordinator with you
Make personal contact with employees, reinforcing key safety messages
Review key standards to ensure you know what is acceptable and not acceptable before going out on the floor
(Scoring: Score one point for each box checked, _____ maximum 4 pts.)

10. Unit Leadership: Safety Survey
5. In the past year, have you walked by an unsafe act/condition without correcting it.
Yes (0 pts.)
No (2 pts.)
(Scoring: Note score here: _____ Maximum 2 pts.)
6. Do you personally get involved in the safety orientation of new hires
Yes (2 pts.)
No (0 pts.)
7. What percentage of your personal accountability plan is dedicated to safety?
< 5% (0 pts.)
5-10% (1 pt.)
10-15% (2 pts.)
15-20% (3 pts.)
> 20% (4 pts.)
(Scoring: Note score here: _____ Maximum 4 pts.)

11. Unit Leadership: Safety Survey
8. What percentage of your direct reports’ personal accountability plan is dedicated to safety?
< 5% (0 pts.)
5-10% (1 pt.)
10-15% (2 pts.)
15-20% (3 pts.)
> 20% (4 pts.)
(Scoring: Note score here: _____ Maximum 4 pts.)
9. How often do you review the safety progress of these plans with your direct reports’?
Annually (1 pt.)
Semi-annually (2 pts.)
Quarterly (3 pts.)
Monthly (4 pts.)
Weekly (5 pts.)
(Scoring: Note score here: _____ Maximum 5 pts.)

12. Unit Leadership: Safety Survey
10. What safety performance measures do you review on a quarterly basis?
Injury statistics
Injury/incident analysis reports
Inspection/audit reports
Progress against strategic/unit safety plans
Activities designed to remove hazards from the workplace (e.g., safety work orders, follow up on incident investigations, etc.)
(Scoring: Score one point for each box checked: _____ Maximum 5 pts.)
11. What percentage of your annual operating budget is spent on safety?
< 2% (0 pts.)
2-4% (1 pt.)
4-6% (2 pts.)
6-8% (3 pts.)
> 8% (4 pts.)
(Scoring: Note score here: _____ Maximum 4 pts.)

13. Unit Leadership: Safety Survey
12. How many hours of safety education have you taken in the past 2 years ?
< 4 hours (0 pts.)
4-8 hours (1 pt.)
8-16 hours (2 pts.)
> 16 hours (3 pts.)
(Scoring: Note score here: _____ Maximum 3 pts.)
13. How do you recognize outstanding safety achievements?
Personal letter, phone call, to affected employee‘(s)
Personal visit to employee/team to express appreciation
Fund a recognition event for all affected employees
Significant career/compensation enhancement for high performing leaders
(Scoring: Score one point for each box checked: _____ Maximum 4 pts.)

14. Unit Leadership: Safety Survey
14. Do you begin all meetings with a safety theme
Sometimes (0 pts.)
All of the time (2 pts.)
(Scoring: Note score here: _____ Maximum 2 pts.)
Total Score: ________ / 50

15. Interpretation of Leadership Safety Survey Scores
40 – 50 Your commitment to safety is comparable to “world class” safety leaders. You can expect excellent safety results.
30 – 40 You are demonstrating a strong commitment to safety. You can expect good to very good results on a consistent basis.
20 – 30 Safety is important to you, however your safety results may not consistently meet your expectations.
< 20 Your level of involvement will not deliver satisfactory results.

16. Weyerhaeuser’s Safety Strategy & Framework
Committed leadership
Employee driven
Basics done well
Focus on greatest potential improvements
Recognize and manage risks
I understand most of you have reviewed Weyerhaeuser’s Safety Strategy and Framework. The “Orange Book” as most people call it.
In it we describe 5 key elements that really summarize how we go about systematically improving safety.
Probably the most important strategy is Committed Leadership - Behaviours at World Class

17. Committed Leadership Benchmark leadership behaviors
Expected leadership actions and behaviors
Leadership roles, responsibilities and relationships
Inspecting the progress of your health and safety efforts
Educating leaders in effective health and safety management
Conducting on-site leadership audits
The Orange Book tab, Committed Leadership - Behaviors at World Class describes 6 key expectations leadership.
This training module will help you fulfill these expectations in a practical and meaningful way.

18. “Safety leadership is not merely an intellectual exercise — it must be felt.”
— Harold Dey (Dupont)
So how do you specifically go about fulfilling your role.
Harold Dey, a safety consultant form Dupont said it well:
“Safety Leadership is not merely an intellectual exercise, it must be felt”
I’ve known and worked with a number of leaders who understood Risk Management and Loss Causation Theory as well; it not better that I do. I’ve also seen them direct their organization to put in place systems and processes that constitute a comprehensive safety management program. But often they are disappointment or frustrated with their results.
Often the problem is that while the leader’s policy on safety is known, it is not “felt” by the organization.

19. Health & Safety Development Model
World Class Safety
RIR <1
Safety Becomes a Shared Responsibility
RIR 5 – 1
Analysis and Problem Solving
RIR 10 – 5
It is up to leadership to establish the rate of safety improvement.
The attached model describes 5 steps in health and safety program development. A more detailed description of what takes place at each level appears in your appendix, - please turn to it now
Each step lays the foundation for the step to follow. As such that step must be well established and maintained in order for the implementation of the next step to be successful.
I have attached an RIR to each step. In my experience this is the range of RIR that is achievable and sustainable at each level for a typical sawmilling type operation. Clearly this would be different for an office environment.
Note: RIR can fluctuate dramatically from year to year. I’ve seen businesses reduce their RIR to 5 or less by simply doing a good job or step 1. But this is likely not sustainable, - the other 3 steps will eventually have to be implemented to sustain their results.
In establishing realistic expectations for your organization’s rate of improvement, you need to understand the amount of work and resource commitment that is required at each stage.
Establishing Organization H&S Standards
RIR 15 – 10
Establishing the Basics
RIR >30 – 15

20. President or Vice President
Begin all meetings with safety
Plug yourself into the management process
Review serious incident reports
Conduct safety audits / inspections
Fund safety commensurate with its importance
Monitor lagging / intermediate / leading performance indicators
Assure Your Direct Reports are getting the job done
Now lets explore some specific activities, rituals and behaviors you and your direct reports can engage in to create the safety culture you want.
Beginning with the President or Vice President , - the top guy…
This slide describes a short list of things you can do, a longer list appears in the appendix. This is not to say you have to do all of these things right away, but rather give you a menu of options to begin with.

21. Direct Reports / Regional Managers
Safety holds a 20% weighting in PMP
Safety discussed in all team meetings and conference calls
Quality review of all level 1 and 2 incidents
Quarterly safety audits / inspections
Withhold capital if safety is poor
Sponsor safety benchmarking exercise
Travel to site of serious incidents
Regional Managers can do these things…( read from slide )

22. Unit Manager 2–4 hours per week on the floor Attend / lead crew talks
Celebrate production records only if safety is good
Sponsor / kick off “safety focus” initiatives
Orient new hires in safety policy, principles and values
Never walk by a hazard
Unit managers can do these things… ( read from slide )

23. Making Contact Ask if this is a safe and convenient time
Open on a personal note
Explain what you are doing
Recognize positives
Ask what the major hazards are
Are hazard controls in place / working well
Communicate observed opportunities
Coach substandard actions if necessary
Close on a positive note

24. Practice

25. Summary You get what you DEMONSTRATE you want
Time and Emphasis varies by leadership level
Status,Rituals,Emblems of Success and Taboos create the culture
Safety progresses in stages
You have many opportunities to lead
“ Just do it!”
To summarize The Role of Senior Leadership :
You will achieve the level of safety excellence you demonstrate you want
The key to levels of leadership involvement in safety is knowing the time and emphasis to put on the various aspects of the overall program
Your day to day actions, rituals, behaviors and decisions create the organizations safety culture
Be aware that safety progresses in natural stages , each step laying the firm foundation for the one to follow, - skipping steps can be disastrous
There are many ways big and small that you personally can lead the health and safety effort, - doing nothing will create a type of culture as well
Use your own style to personalize the safety message and achieve the good results you have achieved in other parts of the business , good safety management is just good management