Safety Training Material

for SAUDI

2013. Feb
Rabigh-II. CP 3&4 HSE Team

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Safety Training for SAUDI

INDEX

1. Basic Safety in Industry

2. Introduction Q.HSE & HSEMS of GS E&C.

3. HSE Leadership Training

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3. HSE Leadership Training

Training Objectives

• Relations between Culture, Behavior and Attitude

• Safety Culture Development
• Why safety?
- Heinrich’s Law
- Swiss Cheese Model
- Error

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Why Safety?

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 Why Safety?

• National Safety Council Injury and

Illness Costs :
– Recordable Cases $10,820
– Lost Work Day Cases $26,000

• Accident Costs:
– Direct Costs : 100
– Indirect Costs : 400

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Why Safety?

• OSHA 5(a)(1) Violation

– General Duty Safety Clause: Section 5 (a) conveys
that each employer (GS E&C) shall …
• … furnish to each employee a place of employment that is
free from recognized hazards that are causing or likely to
cause serious physical harm to employees.
• … comply with occupational health standards promulgated
by this act.

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Why Safety?

• OSHA 5(b)(1)
– General Duty Clause: Section 5 (b)(1) conveys that
each employee shall …
• … comply with occupational health and safety standards
and all rules, regulations, and orders issued pursuant to
this act, which are applicable to his/her own actions or
conduct.

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 Why Safety?

• OSHA:
– Fines and/or imprisonment
– Company liability
– Personal liability

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Culture, Behavior, Attitude

CULTURE
• Things we share
• Very slow to change

ATTITUDE BEHAVIOR
• Beliefs and Feelings • Observable acts
• Hard to measure • Can be measured
• Slow to change • Can be influenced

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Key Beliefs

 The health and safety of people has first priority

 Injuries, incidents etc can be prevented
 HSE performance is:
– manageable
– a line management accountability
– everybody's responsibility

 Our work is never so urgent or important that we can

not take the time to do it safely

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A Behavioral Model

ACTIVATORS BEHAVIOR CONSEQUENCES

Beliefs Reward
Experiences Observable Punishment
Education actions Success
Understanding Failure
Culture
Expectations
Circumstances
Priority
etc…

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What behaviors are key to demonstrating
commitment and leadership?

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Leadership - Standards & Performance
As a TEAM we must:
 Be clear about standards and expectations

 Create an open, mutually supportive, trusting and fair culture

 Never compromise standards

 Routinely monitor and audit

 Correct deviations from standards promptly and consistently

 Hold people accountable for their performance and actions.

 Don’t tolerate people who choose to violate rules and standards

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Leadership - Behaviour

INDIVIDUALLY and as a TEAM we must:

 Create a sense of urgency, challenge complacency
 Provide positive reinforcement of good behaviours and performance
 Never walk past an unacceptable standard without challenging it –
don’t be afraid to stop the job if you have to.
The sub-contractors are legally and contractually required to provide
a safe system of work.
 Stress humanitarian reasons for H&S, it’s wrong to hurt people
 Lead by example, “walk the talk” - actions speak louder than words

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Leadership
• Engage others
– Create a dialogue and communicate openly.
– Provide training - enable people to take responsibility
– Encourage involvement
• Resources
– Use the H&S Team as a resource to meet your line
accountabilities

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Leadership

• Enforcement
– punishment suppresses at-risk behaviour
– the behaviour will return when the fear of punishment fades
– only works well if at-risk behaviour is consistently challenged
• Reinforcement
– positive reinforcement of safe behaviour works well
• Therefore
– praise safe behaviour / good standards
– understand and deal with the cause
for the at-risk behaviour

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Recognition

 Could be immediate or later, written or verbal

 Identify good performance and good practice through

• audits
• inspections
• suggestions
• improvement teams
• walkabouts
• seek out

 Celebrate success
- e.g. communicate, award schemes

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Safety Culture Development- Injury Rates

“Zero is unrealistic.”
• Safety by natural instinct
• Compliance as the goal
• Delegated to safety manager
• Lack of management involvement

Reactive

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Safety Culture Development- Injury Rates

“Zero is difficult.”
• Management commitment
• Condition of employment
• Fear/discipline
• Rules/procedures
• Supervisor control, emphasis, and goals
• Value all people
• Training

Reactive Dependent

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Safety Culture Development- Injury Rates

“Zero is attainable.”
• Personal knowledge, commitment,
and standards
• Internalization
• Personal value
• Care for self
• Practice and habits
• Individual recognition

Reactive Dependent Independent

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Safety Culture Development- Injury Rates

“Zero is sustainable.”
• Help others to conform
• Others’ keeper
• Networking contributor
• Care for others
• Organizational pride

Reactive Dependent Independent Interdependent

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Safety Values

Top safety values

1. Injuries are preventable.
2. An injury-free workplace is paramount.
3. Management is responsible for a safe work place.

Leader
Safety
Behaviors
Leader Leader Site Site
Safety Safety Safety Safety
Values Priorities Climate Performance
Worker
Safety
Behaviors

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Safety Values

Workers differed by age in agreement on the

following values:
• Injuries are preventable.
• An injury-free workplace is possible.

Leader
Safety
Behaviors
Leader Leader Site Site
Safety Safety Safety Safety
Values Priorities Climate Performance
Worker
Safety
Behaviors

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Leader Safety Priorities

While strong and consistent leader safety priority

behaviors span all project levels, two areas need
improvement
1. Taking action to correct unsafe acts.
2. Discussing safety as well as production issues.

Leader
Behaviors
Leader Leader Site Site
Safety Safety Safety Safety
Values Priorities Climate Performance
Worker
Safety
Behaviors

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Leader Behaviors

Six proactive leader behaviors appeared consistently

across the hierarchy
1. Challenge the process. 4. Model the way.
2. Inspire a shared vision. 5. Encourage the heart
3. Enable others to act. 6. Promote safety

Leader
Behaviors
Leader Leader Site Site
Safety Safety Safety Safety
Values Priorities Climate Performance
Worker
Safety
Behaviors

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Safety Climate

Basic Elements
• Management commitment
• Individual perceptions of project safety practices
• Situational awareness
• Co-worker relationships
• Supervisor involvement in safety
• Engagement beyond mere compliance

Leader
Behaviors
Leader Leader Site Site
Safety Safety Safety Safety
Values Priorities Climate Performance
Leader
Safety
Behaviors

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Safety Climate

• Need to recognize that good safety performance

depends on good safety climate.
• Supervisors see themselves as more committed to safety
than non-supervisors see them.
• Supervisors perceived stronger management
commitment than did craft workers.

Leader
Behaviors
Leader Leader Site Site
Safety Safety Safety Safety
Values Priorities Climate Performance
Leader
Safety
Behaviors

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Safety Climate

Significant and strong relationships were found

between leader behaviors and site safety climate.

Leader
Behaviors

Leader Leader Site Site

Safety Safety Safety Safety
Values Priorities Climate Performance
Leader
Safety
Behaviors

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Safety Performance

Site Safety performance was assessed using

Recordable Incidence Rate ( TRIR )

Leader
Behaviors
Leader Leader Site Site
Safety Safety Safety Safety
Values Priorities Climate Performance
Leader
Safety
Behaviors

The mostly widely utilized measures of safety performance used by the construction
industry are lagging indicators such as Total Recordable Incident Rate (TRIR), Days
Away and Restricted or Transferred (DART).

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Conclusion

Enhanced proactive and positive leadership

behavior in safety is the next step.

Reactive Dependent Independent Inter-

dependent

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Why Safety?

Rabigh II Project
2005 2005 Actuals National 2006
HSE Performance Goals *Including Offices* Average Goals
Goals
Incidence Rate of Lost
Workday Cases 0.00 0.05 2.60 0.00

Incidence Rate of OSHA

Recordables 0.75 0.46 6.80 0.70
Incidence Rate of
Restricted Workday Cases 0.18 0.15 N/A 0.18

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 What is our Safety Performance?

1.4

1.23
1.2
1.16

0.88
0.8
TRIR

0.72 CII TRIR

0.68
0.6
0.58 0.57 GS E&C Record

0.4
0.38

0.2 0.2
0.13
0.08 0.09 0.09
0.03 0.05 0.05
0

2002 03 04 05 06 07 08 09 10 11 12

Calendar Year
▶ CII : Construction Industry Institute
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 CII Recordable Incident Rates

1.23
1.16
0.88
TRIR

1 0.72
0.68
0.58 0.57

0
2002 2003 2004 2005 2006 2007 2008

Calendar Year
▶ CII : Construction Industry Institute
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