Safety Leadership Defining a World Class Safety and Health Program – An Industry Perspective* *Special thanks to GE Global Nuclear Fuels – for the use of material that is basis for this presentation

Basic Safety Programs

Only 7% Safety is fully integrated into line management function and accountability Not a program or manual Is a way the organization thinks and reacts OSHA recordable less than 1.0 Lost time case rates less than 0.1

Commitment World-Class SitesWorld-Class Sites Safety is fundamentally the right thing to do Commitment shown through action – Mgt action vs mgt commitment – Tangible and intangible means Safety first always approach is good short and long run – Always a priority not just when things going poorly

Leadership World-Class SitesWorld-Class Sites Immediate supervisor ‘s number one accountability is safety Safety success wholly dependent on immediate supervision – Directly control/effect most variables that affect safety – Attitudes, job information, tool selection – Work method itself

Ownership Safety professionals take the lead/initiative for safety performance: “Hey, it’s their job!” One safety fanatic in line of organization is requisite. – Without one person in this role, rarely get beyond norm – Incite other leaders and staff – Never apologize for being “too safety conscious” – Drive performance from within Safety professionals become CONSULTANTS to line management

Concern for Employees When employee hurt: – Safety conducts the investigation – Leadership involvement dependent on perceived seriousness of injury When employee hurt: – Leader goes to clinic to make sure employee is OK – Injuries are intolerable, should never get hurt as result of their work – Leader shuts down operations until cause of accident investigated and corrective action taken – Employees are part of investigation/corrective action determination

Training Employees sent to training Training driven by procedures or mandated by safety office Typically overdue Content rarely rises above awareness level – Trainers lack familiarity with work being performed Leaders participate in training Done on time It is the lifeblood of safety performance and reg. compliance Always related to field issues/problems Hands on whenever possible Quality of training driven by involved leadership

Orientation New employees receive indoctrination session which includes safety information Recognize new employees are greater risk of injury in first 3 Months – This is also the best (only?) time to shape employees safety culture Supervisor responsible for orientation – 1-2 days on safety – Clear expectations delivered and checked for receipt/understanding – Assigned a mentor/buddy to assist on the job – Wear ID so other employees can be looking out for them.

Objectives Slowly lowering injury/illness/accident goals are established and tracked Incident rates are primary method used to measure performance ALL injuries and near misses are intolerable Recognize incident rates measure failure Use other metrics – Safety meeting participation – Volume of safety discussions – Safety project completion – Observations of safe work – Safety culture survey results

Recognition Employees sometimes receive special pay or compensation for working safely – Compensating for working safely seldom improves performance Immediate and visible recognition for safety performance – All appreciate being recognized – Especially effective when given by senior management in presence of peers – No one can get too much recognition for a good job

Corrective Actions Corrective actions are typically easy to implement – Tend to avoid hard or difficult fixes – Do not typically address personal accountability – Rarely solving the true root cause Address the difficult issues Always hold personnel accountable for substandard safety performance Leadership is the key Solve problems at the true root cause

Self-Assessment Leaders and employees are sensitive to criticism and tend to avoid it Leaders and employees have a harder shell Use criticism to improve performance Criticism is received and given openly Assessments are on-going and dependent

Safety Program performance is directly attributable to line accountability Line management will deliver what they are held accountable for “To do good work is admirable, to encourage others to do good work is even more admirable and it’s not hard” Mark Twain