Zero Accident

Achieving Zero Accident
&
Culture change
Prepared by : HSE Dep

Zero Incidents
ACHIEVING A NEW SAFETY CULTURE
SAFETY
TOPIC
ZERO INCIDENTS
• What is all the talk about ZERO Incidents?

• Is there any truth to the concept?
• Can it be achieved?
• What is a safety culture?
• Why is it important?
Zero Incidents Defined
• Loss producing events that results:

• In an injury.
• Property damage/loss.
• Lost workday.
• Restricted workday.
Objective For Zero
• Provide management with resources, funding, and training.

• Identify and implement policies and procedures.
• Eliminate incidents by providing guidelines and techniques for
observing and correcting unsafe acts and conditions.
Overview
• A mind set
• An attitude.
• Safety controls must be designed into every aspect of an
organization.
• Must be a company vision - a value.
Overview (continued)
• Safety goals must be :

• Communicated.
• Realistic.
• Reflect the “safety culture” of the organization.
Overview (continued)
• Safety must be a # 1 priority.

• Integral part of business.
• Safety is everyone’s responsibility.
SAFETY CULTURE
Safety Requires
Strong Commitment
From The Top
You Will Achieve
The Level Of Safety
That You Demonstrate
You Want To Achieve
Culture-Based Approach
• A world class safety program.
• A management system.
• A set of assumptions, benefits, and beliefs about reality :
• The way we make decisions, feel, think, and act.
• An attitude developed over time
• Based upon learning
• Personal experiences
• Beliefs
• Upbringing
What Is Culture Change?
• Culture change is evolution and revolution.

• Changing a basic perception of reality.
What Does This Mean For Safety?
• Paradigm Shift.
• Old Way.
• Improving Safety Performance by Focusing on operator error.
What Does This Mean For Safety?
(continued)
• New Way.
• Improving Safety Performance by Focusing on the cultural and management
system that influence safety behavior.
Basic Safety Philosophy
• Every incident can be avoided.

• No job is worth getting hurt for.
• Every job will be done safely.
• Incidents can be managed.
• Most importantly safety is everyone’s responsibility.
Philosophy (continued)
• Safety standards.
• Define various safe procedures and management practices.
• Training.
• Everyone understands and meets requirements.
• Audits - Conformance Appraisals.
• Evaluates implementation of the programs.
• Investigations.
• Used detect to problems in the implementation of responsibilities,
standards, training, and auditing.
• Involvement.
• Builds ownership.
Benefits
• Safety standards are communicated to all employees.

• Responsibilities for implementing standards are understood and
accepted.
• Internal management control.
Benefits (continued)
• Cost avoidance.
• Improved quality.
• Better productivity.
• Team building.
Benefits (continued)
• Unsafe behavior stands out.

• Unsafe behavior is unacceptable.
• Safe work is influenced through peer pressure.
• Consistent planning and task execution.
How Can We Change Culture?
• Grassroots up - Empower the Team.

• Top-Down Leadership Actions with Support Systems.
Key Safety Principles
• Working safety is a condition of employment.

• Each employee is expected to give consideration to the prevention of
injury to self and to coworkers.
• Involvement and thinking of all people in the safety process is valued
and expected.
• Continual improvement is the goal.
• Individual and teams must be recognized for their adherence to and
advancement of safety.
Concerns
• A “quick fix” to stop incidents?

• Implementing new goals not projecting zero incidents.
• Driving injury reporting underground.
Norms
• Part of the safety program.

• The things that we do every day without thinking - become the accepted way
we do our business.
Changing Norms (continued)
• Understand why unsafe norms exist.

• Plan system changes to reinforce new norms, communicate the way
you want the program to work.
• Define the unstated norms (unwritten rules) behind those actions.
Accountability
• An action taken to develop self-control, character, orderliness, and

efficiency.
• Exercise strict control to enforce a system of rules/procedures.
• Goal is to invoke desired change.
• Intervention.
• Positive Reinforcement.
• Action.
Accountability Intervention
Accomplishes several objectives:

• Stops unsafe acts before they lead to an incident.
• Replaces unsafe behavior with safe habits.
• Helps employees make better choices about working safely.
Accountability Intervention (continued)
• Employees:
• Acknowledge unsafe behaviors.
• Point out unsafe behaviors.
• Understands the risks.
• Understands benefits of working safely.
Accountability Intervention (continued)
• Agrees that unsafe behaviors are not worth the consequences.

• Suggest proper safe behaviors.
• Agree to a formal contract for improvement.
Accountability Positive Reinforcement
Reinforcing safe work habits.

• Employees repeat behaviors that result in positive consequences.
Accountability Positive Reinforcement
(continued)
• Reward of safe behavior.

• Verbal Acknowledgment.
• Public Praise.
• Material Awards.
Accountability
Action
• Keys to success.
• Consistency
• Approach with best interests of employees.
• Remind employees of external effects of incidents.
How Can We Get There?
• Long term achievement/commitment is a product of day-to-day

efforts.
Prerequisites
• Strong commitment from top management.

• Good safety program.
• Established safety culture.
• Safety accountability in place.
Incident Free Culture
• A shared vision.
• Cultural alignment.
• Common goals.
• Focus on incidents control.
• Upstream systems in place.
• Feedback.
Achieving A Culture
Defining And Communicating
The Need For Change
• What are the internal and external drivers for the change?
• Why must this change take place?
• How will the organization benefit from this change?
What Are The Key Drivers?
Culture Change
• Defining and communicating the need for change.

• Employee Participation.
• Envisioning a Desired Result.
• Assessment and Feedback.
• Strategic Planning.
Culture Change (continued)
• Implementation.
• Evaluation, Control, and Measurement.
• Worksite Analysis.
• Training.
Employees In The New Culture
• Participate in program.
• Report unsafe conditions/acts.
• Shared vision.
Contractor
In A Safety Culture
• Screened and selected.

• Viewed as partners.
• Performance is measured.
• Established accountabilities.
• Must fit/accept the culture requirements.
A Safety
Culture What It ISN’T
• Exclusive.
• Created by mandate.
• A regulatory requirement.
• Created in a short time.
• Created with little effort.
• Maintenance free.
Four A’s For Safety
• Attitude.
• Awareness.
• Action.
• Accountability.
Signs Of Culture Change
• True management commitment.

• Reduced injury rates.
• Changes in employees' attitudes to safety.
• Heightened participation by employees.
• Near miss reporting increase.
• More conversations regarding safety.
Common Beliefs
• Every incident can be avoided.

• Every job will be done safely.
• Incidents can be managed.
Culture Change
• Management must define and communicate the need for change.

• Why the change must occur.
• Benefits from the change in safety culture.
Summary
• Any management system will work if top management and

employees work together toward a common vision of zero incidents.
• In a zero-incident safety culture, one focuses on real time issues.
Summary (continued)
• Ultimate satisfaction can be reached when the desired goal is the

vision of zero incidents that one should strive for.
• Zero incidents concept is achievable and can work when properly
communicated.
• Everyone has their own way of solving problems.
Summary (continued)
• Create a safety culture that drives each employees’ thoughts and

actions in their personal and professional lives.
• More than a regulation.
Summary (continued)
• Creates an environment where employees are responsible for their

safety and the safety of their fellow employees.
• A safety culture is built through the establishment of a
fundamentally sound safety program.
Summary (continued)
• Employee Owned.
• Management Driven.
• Operationally Consistent.
• Maximize Creativity and Innovation.
• Learn by trial and error.
Summary (continued)
• Essential Components.
• Management Commitment.
• Policy Statement - Vision.
• Program Goals.
• Employee Recognition.
• Employee Training.
• Hazard Analysis/Correction.
PRIORITY - ENTHUSIASM -
PRIDE

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Achieving Zero Accident

Prepared by : HSE Dep

• What is all the talk about ZERO Incidents?

• Loss producing events that results:

• Provide management with resources, funding, and training.

• Safety goals must be :

• Safety must be a # 1 priority.

• Culture change is evolution and revolution.

• Every incident can be avoided.

• Safety standards are communicated to all employees.

• Unsafe behavior stands out.

• Grassroots up - Empower the Team.

• Working safety is a condition of employment.

• A “quick fix” to stop incidents?

• Part of the safety program.

• Understand why unsafe norms exist.

• An action taken to develop self-control, character, orderliness, and

Accomplishes several objectives:

• Agrees that unsafe behaviors are not worth the consequences.

Reinforcing safe work habits.

• Reward of safe behavior.

• Long term achievement/commitment is a product of day-to-day

• Strong commitment from top management.

• Defining and communicating the need for change.

• Screened and selected.

• True management commitment.

• Every incident can be avoided.

• Management must define and communicate the need for change.

• Any management system will work if top management and

• Ultimate satisfaction can be reached when the desired goal is the

• Create a safety culture that drives each employees’ thoughts and

• Creates an environment where employees are responsible for their

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