Leadership: Inspiring Consistent Process Safety Performance
CCPS Global Summit on Process Safety
2015
2nd CCPS Global Summit on Process Safety
2015 Global Summit on Process Safety
Committed Culture I
Tuesday, November 3, 2015 - 2:25pm to 2:50pm
2015 CCPS Global Summit on Process Safety, Kuala Lumpur November 2015
LEADERSHIP: INSPIRING CONSISTENT PROCESS SAFETY PERFORMANCE
Abang Rahim Drashid, Head, Process Safety Leadership & Culture, PETRONAS Group HSE
Doug Mowle, Partner, JMJ Associates
ABSTRACT
“…the challenge now is for all of us to step up as safety leaders... while driving safety compliance, we will inspire the people around us to want to be safe”.
Most organizations have already developed a sound foundation on which to manage HSE and achieve the goal of no harm to people and no leaks. In order to sustain this level of performance, we need inspired safety leadership and consistent safety operating models in the organization.
Most organizations do not need additional tools or processes; they need to make them effective. The opportunity is to strengthen safety leadership, through a dedicated and managed change programme built on the attributes of authenticity, collaboration and leaders developing (coaching) leaders.
Over the past decades, overall performance in safety has seen remarkable improvements, but remains fragile.. Specifically, we believe improvements will come from enhancing the capability and role of people in creating an incident and injury free workplaces. Although most incidents involve human behavior, humans are rarely at the root cause. This is in fact a testament to human reliability. It is imperative that we shift our focus to supporting and developing people. Consistent safe performance will emanate from principles of Safety Leadership:
a. Safety is created by people
People make mistakes, and, people also create safety, moment-by-moment, day-to-day. When given the support, they will develop productive, safe and value-adding work practices. The key is to close the practical drift (the gap between procedures and the work actually performed) in the field. We need to have a mechanism which will continuously enable people to do this, instead of depending on investigations, audits and other lagging practices.
b. Consistency in approach
Processes are created and implemented to develop and transfer inherent safety knowledge and practical wisdom to make operations not just more safe but more consistent and reliable.
c. Organizational coherence and integrity
These practices include building capacity, cross-functional team alignment, encouraging people to reach across the white spaces and “silo’s” in their companies. .
Safety leadership breeds a culture in which leaders at all levels go beyond compliance and inspire people to want to be safe. These leaders are uneasy with the status quo, communicate bad as well as good news, do not compromise on safety standards and are motivated to view safety as an integral part of the business. Safety leaders create and shape the desired safety culture, not just operate within the existing culture. Their efforts inspire others to learn, work together, make their operations more consistent and operate incident free.
Date: August 10, 2015
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