Greetings all! I’m excited announce the agenda for this year’s Behavior-Based Safety Conference. The ProAct Safety’s 11th Annual Conference is scheduled for 17-18 April 2012. There are pre-conference events on 16 April and post-conference session on the 19th.
If you would like more information on the event or would like to register, please visit: http://proactsafety.com/events/annual-conference
Session Descriptions 17-18 April 2012:
The Big Picture: BBS’ Role in Safety Culture Excellence
Every organization should have a strategy for safety improvement that includes creating an excellent safety culture. What part can a Behavior-Based Safety process play in the execution of this, and what are the potential benefits of using BBS in such a strategy? This session explores the big picture of safety strategy and the specific role of BBS.
Deadly Sins & Vital Signs: Killing & Reviving Processes
BBS processes have some extremely vital “do’s and don’ts” that can determine success or failure. Learn how to recognize the deadly sins and the vital signs that reflect these critical elements so you can reassess your process to make sure you are doing (and not doing) these critical things.
Observation & Feedback: Cop or Coach?
Still focused on the number of observations? It is time to help observers really make a difference, not just hit target numbers and go through the motions. Turning observers into effective safety coaches is the key. Moreover, it might set a great example for managers and supervisors who could use a change in style!
Process Indicators: Quality, Quantity or Transformative?
What are the metrics that tell you if you are working your BBS process effectively? Are you measuring the right things in your own BBS process? Learn what they are and how they are best measured for both quantity and quality.
On the Horizon: What Lies Ahead for Behavioral Safety
No one knows for sure what the future holds, but it is important to look forward and predict what BBS will look like in the future and what role it will continue to play in safety and culture improvement. Preparing for inevitable changes will make your future smoother and more successful! Listen to the experts who have successfully predicted most of the changes in BBS for the past 18 years.
Company Politics, Snipers & Lessons Learned
Almost every BBS process has been held hostage or misused for some kind of company political goal. There are even people in organizations who worked to make BBS fail. Most processes survived these attacks and kept on improving safety. Learn some stories from the past from other organizations that will help you not let this kind of history repeat itself in your organization.
Motivating & Managing Support: Incentives & Rewards
How can your BBS process actually manage the level of support it receives from supervisors and managers? How can you change incentive and reward systems to align with BBS and avoid the pitfalls most programs experience? Listen to and participate in this lively discussion of the issues and opportunities.
Open Q&A with Terry L. Mathis and Shawn M. Galloway
This last session of the conference is an opportunity to address questions directly to the Principals of ProAct Safety in an open forum. This is an excellent chance to finalize your plans to utilize what you have learned at the conference, get answers to any remaining questions, and bounce your plans and ideas off the experts.
PRE-CONFERENCE SESSIONS – 16 April 2012
Behavior-Based Safety (BBS) 101 for Workers
This session is designed to be an introduction to the rationale and practice of BBS for newcomers and a thorough review for participants at the workforce level who have already implemented a BBS process. Being well grounded in the principles and practices is a basic need for success to both those who are implementing or renewing BBS processes. The course will cover every major facet of BBS including the following:
· The philosophy and science behind BBS
· What leads to union resistance
· Functions of a BBS Steering Team/Committee
· The role of an Observer in a BBS process
· Manager’s and Supervisor’s support roles
· The responsibilities and benefits of employees in a BBS environment
· How BBS impacts safety culture
· How to keep the process results oriented
· How to guarantee process sustainability
· How to refresh and renew an existing BBS process
Attendees will be thoroughly versed on the basics of BBS to either return to a project or attend the Annual BBS Conference with purpose and focus.
Behavior-Based Safety (BBS) 101 for Management
This session covers the same basic concepts as the “BBS 101 for Participants” course but from a management and supervisory perspective. The support roles in BBS are less active than the participants’ roles, yet more critical for success and sustainability. In addition to understanding what BBS is and how it works, managers and supervisors need to know the rationale for having a process and the strategies for ensuring that it is successful. The course will cover these facets and will include the following:
· The rationale and ROI (return on investment) of BBS
· Selection criteria for Steering Team/Committee members
· Time-away-from-work requirements of Steering Team members and Observers
· Key roles, responsibilities, and expectations (RREs) of those participating in the process
· Start-up cycles for BBS from implementation to maturity
· Support and resources needed by the process to ensure success
· How to involve unions for support
· How to communicate BBS to the workforce
· How to utilize BBS as a safety culture building tool
· How to posture BBS in relation to other safety efforts and programs
· How to pump new life into an existing BBS process
Attendees will be thoroughly versed on the basics of BBS to either return to a project or attend the Annual BBS Conference with purpose and focus.
POST-CONFERENCE SESSIONS – 19 April 2012
Advanced Cultural & Behavioral Tactics – Guaranteeing New Results
Use the latest Behavior-Based Safety Technologies for spearheading safety process improvement, borrowing proven techniques from Lean Manufacturing, Six Sigma, and experiences from over 1,500 successful implementations.
Create a customized plan to assess and improve site and/or organizational safety culture. Common myths about safety culture will be dispelled and a good working definition will be developed to empower understanding and customization. Assessment methodologies will be discussed and compared and each participant will see how to best determine the cultural strengths and improvement opportunities.
Based on the assessment findings, plans will be formulated to find the most practical and effective strategies to build on cultural strengths and address weaknesses. Opportunities will be investigated to utilize other site improvement initiatives to aid in the cultural improvement plans. All plans will conclude with measurement strategies to ensure long-term change viability and early identification of problems.
Teaching Supervisors to be Safety Coaches (Train-the-Trainer)
Supervisors constantly communicate priorities and strategies to their workers, whether they intend to or not. With training, supervisors can take active control of the messages they send to promote safety as an organizational value. They can set levels of expectation that point everyone in the direction of safety excellence and exert a positive influence on the formation of safety culture.
Most supervisors don't have the latest training and tools for coaching workers to perform their jobs safely. Becoming an effective coach can leverage a supervisor's influence to make significant gains in accident reductions. Coaching skills also improve other areas of performance including quality and productivity as well as safety. The benefits to the organization impact almost every area of human performance.
The training contains the latest behavioral coaching techniques and directly applies them to improving safety. A model for counseling problem employees or addressing serious safety situations is also included. The design of the training utilizes advanced learning techniques and helps attendees to apply the models in the classroom to reality-based scenarios right out of the workplace.
If you would like more information on the event or would like to register, please visit: http://proactsafety.com/events/annual-conference
I hope to see you there!
Shawn M. Galloway
ProAct Safety, Inc.
As requested by many of you, below you will find the public events schedule as well as event descriptions. We hope to see you at one of these seminars!
Lean BBS Certification Workshop
21-23 February 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
Behavior-Based Safety (BBS) 101
16 April 2012 (1:00pm - 5:00pm)
Houston, TX – Sheraton North Houston
11th Annual BBS Conference
17-18 April 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
Advanced Cultural & Behavioral Tactics
19 April 2012 (8:30am - 4:30pm)
Houston, TX – Sheraton North Houston
Leadership Safety Coaching
19 April 2012 (8:30am - 4:30pm)
Houston, TX – Sheraton North Houston
Using Near-Miss Data for Successful Loss Control
15 May 2012 (8:00am - 4:00pm)
Baltimore, MD
Incentives, Rewards and Recognition
17 May 2012 (8:00am - 4:00pm)
Baltimore, MD
Behavior-Based Safety (BBS) 101
17 July 2012 (8:00am - 12:00pm)
Minneapolis, MN
Advanced Cultural & Behavioral Tactics
13 July 2012 (8:00am - 4:00pm)
Minneapolis, MN
Safety Culture Excellence 101
14 July 2012 (8:00am - 4:00pm)
Minneapolis, MN
Lean BBS Certification Workshop
14-16 August 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
Leadership Safety Coaching
17 September 2012 (8:00am - 4:00pm)
Amsterdam, Netherlands
Lean BBS Certification Workshop
18-20 September 2012 (8:00am - 4:00pm)
Amsterdam, Netherlands
Developing & Administering a Custom Perception Survey
18 September 2012 (8:00am - 4:00pm)
Boston, MA
Safety Metrics 101
19 September 2012 (8:00am - 4:00pm)
Boston, MA
The Transformational Leader
20 September 2012 (8:00am - 4:00pm)
Boston, MA
Leadership Safety Coaching
24 September 2012 (8:00am - 4:00pm)
Dubai, UAE
Lean BBS Certification Workshop
25-27 September 2012 (8:00am - 4:00pm)
Dubai, UAE
Behavior-Based Safety (BBS) 101
2 October 2012 (8:00am - 12:00pm)
Los Angeles, CA
Advanced Cultural & Behavioral Tactics
3 October 2012 (8:00am - 4:00pm)
Los Angeles, CA
Leadership Safety Coaching
4 October 2012 (8:00am - 4:00pm)
Los Angeles, CA
Lean BBS Certification Workshop
6-8 November 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
Using Near-Miss Data for Successful Loss Control
7 November 2012 (8:00am - 4:00pm)
Dallas, TX
Incentives, Rewards and Recognition
8 November 2012 (8:00am - 4:00pm)
Dallas, TX
11th Annual BBS Conference
Dates and Locations
17-18 April 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
Description
Behavior-Based Safety (BBS), like any worthwhile endeavor, requires professional development. People involved in the consulting, support, or day-to-day efforts of BBS will be busy and motivated during the implementation and early development stages of the process. After these initial stages, stasis and burnout begin to attack. Professional development can help to fend them off. Ongoing opportunities to network, get new ideas, and be reminded of the importance and potential of what you are doing renews the spirit of engagement and empowers the huge flywheel of continuous improvement that are so necessary to long-term sustainability and value.
Renewal: The inspiring ideas on the recruiting posters begin to fade as the soldiers meet the reality of the trenches. BBS creates an inspiring vision of new ways to attack potential accidents, but the day-today battle and other priorities and workplace realities wear away at the vision. It is important periodically to renew the vision and re-vitalize the motivation to succeed.
Networking: If you want to be successful, associate with successful people; catch their spirit and learn their ideas. Little in life is as motivating as learning you are not alone and that others share your vision and challenges. Those who have been successful inspire those still struggling and everyone learns how to take their process to the next level. Networking can also begin relationships that help long after the conference is over and establish contacts for ongoing support and mentoring.
New Developments: BBS is a dynamic process and new techniques and approaches are developed each year. Sharing case studies and object lessons from innovators of BBS is a sure way of expanding the opportunities for success and sustainability. Many attendees renew their process with ideas that transform BBS and better fit their site culture.
Alternative Strategies: Almost every site that implemented BBS chose the path strategy that seemed best at the time of implementation. After more experience with BBS, alternative ways begin to make sense and new opportunities unfold as you learn how others progressed, what worked for them, and why. Staying with one strategy may be the way to future success, but exploring options and validating that strategy is a very valuable exercise, best accomplished with the help of experts and others who have been successful.
Advanced Cultural & Behavioral Tactics – Finding New Results
Dates and Locations
19 April 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
18 July 2012 (8:00am – 4:00pm)
Minneapolis, MN – Location TBD
3 October 2012 (8:00am – 4:00pm)
Los Angeles, CA – Location TBD
Description
Use the latest Behavior-Based Safety Technologies for spearheading safety process improvement, borrowing proven techniques from Lean Manufacturing, Six Sigma, and experiences from over 1,500 successful implementations.
Create a customized plan to assess and improve site and/or organizational safety culture. Common myths about safety culture will be dispelled and a good working definition will be developed to empower understanding and customization. Assessment methodologies will be discussed and compared and each participant will see how to best determine the cultural strengths and improvement opportunities.
Based on the assessment findings, plans will be formulated to find the most practical and effective strategies to build on cultural strengths and address weaknesses. Opportunities will be investigated to utilize other site improvement initiatives to aid in the cultural improvement plans. All plans will conclude with measurement strategies to ensure long-term change viability and early identification of problems.
Behavior-Based Safety (BBS) 101
Dates and Locations
16 April 2012 (1:00pm - 5:00pm)
Houston, TX – Sheraton North Houston
17 July 2012 (8:00am – 12:00pm)
Minneapolis, MN – Location TBD
2 October 2012 (8:00am – 12:00pm)
Los Angeles, CA – Location TBD
Description
Behavior-Based Safety (BBS) 101 for Workers
This session is designed to be an introduction to the rationale and practice of BBS for newcomers and a thorough review for participants at the workforce level who have already implemented a BBS process. Being well grounded in the principles and practices is a basic need for success to both those who are implementing or renewing BBS processes. The course will cover every major facet of BBS including the following:
· The philosophy and science behind BBS
· What leads to union resistance
· Functions of a BBS Steering Team/Committee
· The role of an Observer in a BBS process
· Manager's and Supervisor's support roles
· The responsibilities and benefits of employees in a BBS environment
· How BBS impacts safety culture
· How to keep the process results oriented
· How to guarantee process sustainability
· How to refresh and renew an existing BBS process
· Attendees will be thoroughly versed on the basics of BBS to either return to a project or attend the Annual BBS Conference with purpose and focus.
Behavior-Based Safety (BBS) 101 for Management
This session covers the same basic concepts as the "BBS 101 for Workers" course but from a management and supervisory perspective. The support roles in BBS are less active than the participants' roles, yet more critical for success and sustainability. In addition to understanding what BBS is and how it works, managers and supervisors need to know the rationale for having a process and the strategies for ensuring that it is successful. The course will cover these facets and will include the following:
· The rationale and ROI (return on investment) of BBS
· Selection criteria for Steering Team/Committee members
· Time-away-from-work requirements of Steering Team members and Observers
· Key roles, responsibilities, and expectations (RREs) of those participating in the process
· Start-up cycles for BBS from implementation to maturity
· Support and resources needed by the process to ensure success
· How to involve unions for support
· How to communicate BBS to the workforce
· How to utilize BBS as a safety culture building tool
· How to posture BBS in relation to other safety efforts and programs
· How to pump new life into an existing BBS process
· Attendees will be thoroughly versed on the basics of BBS to either return to a project or attend the Annual BBS Conference with purpose and focus.
Developing & Administering a Custom Perception Survey
Dates and Locations 18 September 2012 (8:00am - 4:00pm)
Boston, MA – Location TBD
Description
The fact that perceptions affect safety cultures is undeniable, yet the best intending organizations often pay little attention to perceptions and the conditioning affect they have on new employees or the company. Whether accurate or not, perceptions become culturally-norming beliefs. When these common beliefs are combined with unclear values, potentially negative attitudes, and hypercompetitive priorities, a dangerous mixture of influences is placed on individuals attempting to solve problems in day-to-day operations. The need to understand perceptions and what drives them is critical.
Many organizations measure perceptions, but few effectively manage them. There are two types of perceptions: accurate and inaccurate. Which ones are you responding to? Perceptions are influenced by multiple sources, both internal and external. Unmanaged perceptions negatively affect safety communication. Even worse, they have been identified as contributing factors in multiple catastrophic incidents.
Culture is made up of common practices, attitudes, and perceptions of risks that influence behavioral choices at work and away from work. Culture is also influenced by management, leadership, supervision, workplace conditions, and logistics. Measuring a culture involves a complex metric of perceptions, workplace realities, past accident history, and inter-connectivity of the people.
Perceptions are an important consideration when determining methods to improve safety or other aspects of performance. Perceptions affect behaviors, and they should be measured to determine a starting place for cultural modification efforts. Perception surveys can help identify areas for improvement and can serve as a baseline for measuring the effectiveness of improvement efforts.
The workshop focuses on how to measure, understand, and manage the perceptions that either facilitate or impede achieving and sustaining safety excellence. Attendees will be provided with extensive examples of perception survey report templates and detailed examples of different reporting styles.
During this workshop you will learn how to:
· Build Support
· Define the scope
· Determine the goals
· Define the users and audience
· Define terminology
· Determine categories and appropriate statement
· Tools to analyze and categorize findings
· How to administer electronically and manually
· How to maintain trust in the survey process and hidden pitfalls to avoid
· Categorize the results by focusing on internally-implementable action plans
Incentives, Rewards, & Recognition: What To Do and What Not To Do
Dates and Locations 17 May 2012 (8:00am - 4:00pm)
Baltimore, MD – Location TBD
8 November 2012 (8:00am – 4:00pm)
Dallas, TX – Location TBD
Description
Many efforts for improving safety performance include rewards or incentives. While the theory of incentivizing safety is well intentioned, the practice varies from effective, to ineffective, to harmful. Additionally, there are many new discoveries about how incentives and rewards really work and new thinking on how to best use them.
If you already have a program of rewards or incentives for safety in place, don’t suddenly stop it. This can do more damage than good. The best approach is to transition your existing program into a more effective program over time.
The correct use of motivational strategies for safety is critical to the accomplishment of safety excellence in any organization. If you are like many companies, you have probably experienced widely differing results with many of the off-the-shelf programs available. Consolidating these various strategies into a coherent and effective set of best practices is becoming increasingly important because of the tendency of incentive programs to either fail or go horribly wrong.
Some incentive programs have simply become a waste of resources because they have not improved motivation or performance. Others have done serious harm to the safety culture, to safety results, and to relationships with represented workforces. Avoiding these problems is possible by following some basic guidelines which is well worth the effort in terms of results.
Improvements in the effectiveness of safety motivational programs is possible regardless of whether you have existing programs, past attempts, or have never tried. The guidelines shared in the workshop are designed to help make the best use of safety motivational strategies.
Leadership Safety Coaching: Teaching Supervisors to be Safety Coaches (Train-the-Trainer)
Dates and Locations 19 April 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
17 September 2012 (8:00am – 4:00pm)
Amsterdam, Netherlands – Location TBD
24 September 2012 (8:00am – 4:00pm)
Dubai, UAE – Location TBD
4 October 2012 (8:00am – 4:00pm)
Los Angeles, CA – Location TBD
Description
Supervisors constantly communicate priorities and strategies to their workers, whether they intend to or not. With training, supervisors can take active control of the messages they send to promote safety as an organizational value. They can set levels of expectation that point everyone in the direction of safety excellence and exert a positive influence on the formation of safety culture.
Most supervisors don't have the latest training and tools for coaching workers to perform their jobs safely. Becoming an effective coach can leverage a supervisor's influence to make significant gains in accident reductions. Coaching skills also improve other areas of performance including quality and productivity as well as safety. The benefits to the organization impact almost every area of human performance.
The training contains the latest behavioral coaching techniques and directly applies them to improving safety. A model for counseling problem employees or addressing serious safety situations is also included. The design of the training utilizes advanced learning techniques and helps attendees to apply the models in the classroom to reality based scenarios right out of the workplace.
Lean BBS® Certification Workshop
Dates and Locations 21-23 February 2012 (8:00am - 4:00pm)
Houston, TX – Sheraton North Houston
14-16 August 2012 (8:00am – 4:00pm)
Houston, TX – Sheraton North Houston
18-20 September 2012 (8:00am – 4:00pm)
Amsterdam, Netherlands – Location TBD
25-27 September 2012 (8:00am – 4:00pm)
Dubai, UAE – Location TBD
6-8 November 2012 (8:00am – 4:00pm)
Houston, TX – Sheraton North Houston
*Recommended Option: It is ProAct Safety®'s experience-based belief that to ensure success, materials should be customized to reflect the unique culture of the location and details of the process. Handout materials are provided for seminar use only and may not be copied or distributed. Electronic materials are not included. Workshop attendees interested in the materials may contact ProAct Safety® to obtain a quote for a site, division, or corporate-wide usage license.
Description
ProAct Safety® has successfully certified over one thousand Internal Consultants across every major industry. The Lean BBS® Internal Consultant Certification Workshop is designed for organizations that desire to internalize and sustain their own approach to Behavior-Based Safety (BBS).
This intensive, highly interactive workshop will fully qualify attendees to return to their organizationsand design a customized plan to strategically implement or improve an existing Behavior-Based Safety process. This approach is ideal for companies who want to maximize their own ability to implement the most effective and efficient approach to BBS, regardless of challenging industry or logistics; or who want to ensure a proven approach to find new sustainable results while minimizing outside costs.
Creating Internal Capabilities This workshop will train participants to utilize ProAct Safety's proven Lean BBS® methodologies for facilitating an implementation. Most importantly, it will prepare the attendees to anticipate and address the issues that can challenge the success to Behavior-Based Safety approaches. Participants will be able to identify opportunities to minimize the perception of change, achieve the quickest success possible, and ensure long-term process sustainability.
This approach is not a train-the-trainer course, nor is it intended to teach individuals to simply deliver training on Behavior-Based Safety. Every site will have its own unique challenges and cultures. To allow the internal consultants the most opportunities for success, it is extremely important they understand and internalize the strategies to identify the site-specific variables that have become, or could become, problematic barriers.
Lean BBS® utilizes aspects of performance and quality systems to drastically reduce the typical internal resource requirements of a Behavior-Based Safety process. Lean Behavior-Based Safety focuses on leveraged use of resources resulting in quicker and more sustainable results in a shorter time, with less disruption to operations, and less resistance from workers and unions.
Participants will leave this workshop with the knowledge and skills to:
· Conduct an assessment to determine site readiness
· Strategically plan a custom implementation of BBS
· Appropriately select steering team members and observers
· Manage and coach the team through a BBS implementation or expansion
· Ensure site leaders understand the process and adapt the process to the specific needs and culture of the site
· Develop a site-specific checklist or focus of behaviors and precautions which will have the greatest impact on accident prevention
· Choose from multiple observation and feedback strategies to ensure a customized approach that best fits their organization and challenges
· Build a management-support infrastructure to ensure long-term success
· Hold kickoff activities to start the BBS process
· Monitor and audit the process to keep it on course
· Continuously improve the process
Advanced Elements:
Change Management: The psychology of resistance to change, and how to avoid creating resistance
Culture Change Strategies - A Best Practices Approach
Advanced Assessment Strategies - Developing Quick Wins
Building understanding and support for the BBS process prior to assessment or implementation
Strategic options for implementation that customize the process for the site culture
Re-energize Your Existing BBS Process Unfortunately, it is common to see the results from many traditional Behavioral Safety processes plateau after the first two to three years of operation. At that point, the process can become routine and lose the original result-based orientation. The successes that motivated the process early-on disappear and the entire process tends to slowly lose momentum. Successful Behavior-Based Safety processes do not typically fade away, but can be much less effective than they are capable of being. This is the perfect time for BBS process improvement. Improvement strategies can accomplish several important objectives:
· Attain the next step in accident-reduction results through better targeting
· Increase the level of expertise in the personnel active in the process
· Integrate new techniques to enhance existing observation and data analysis strategies
· Re-energize the process utilizing Lean BBS® techniques to improve results and increase employee participation
· Reduce manpower requirements to maintain the process
· Assess the existing Behavior-Based Safety process for foundations to build on
· Make more efficient use of site leaders and steering teams
· Narrow the focus of the checklist to improve efficiency
· Focus observations where they will produce the best results
· Learn tactics for continuous process improvement to ensure process sustainability
Safety Culture Excellence 101: Insight into Culture from the Guru
Dates and Locations 19 July 2012 (8:00am - 4:00pm)
Minneapolis, MN – Location TBD
Description
This workshop is intended for individuals with a desire and capability to internally achieve and sustain safety culture excellence, not those looking for a silver bullet or off-the-shelf methodology. Creating a sustainable safety culture only occurs through an internalization of key principles outlined in this energetic and insightful workshop.
Organizations in every industry eventually reach an important realization: safety excellence is equivalent to business excellence. With this, it is little wonder why there has been a significant, yet unfocused, interest in safety culture. Having a desire for such a reality is step one. Knowing where to focus your energy is step two. Internalizing the capability to achieve and repeat the results is the final step.
Most never make it past the first step, which results in a never-ending search for the next, latest-and-greatest program, process, or methodology. Unfortunately, this rarely leads to success. Rather, a program-of-the-month perception is created and reinforced; or even more dangerous, beliefs are created:
1. There is no way to get further improvement, so incidents are inevitable
2. Loss of sense of vulnerability
3. We must be good if there is nothing else to improve
Once the organization learns how to focus their efforts and internally accomplish continuous transformational improvements, and celebrate and communicate their success, the next difficulty emerges: sustainability. The organization’s culture is the ultimate sustainability mechanism. Learning how to enhance the culture and create systems to reinforce the new desired performance is where true sustainability lies. It is not enough to have a passion for safety excellence; there needs to be an aligned focus not just on the transformation, but on sustainability as well.
In this highly inspirational session, ProAct Safety will share experiences from projects with many of the best international organizations to achieve and sustain excellence in culture and performance.
Objectives
· Practices of many of the best performing organizations in safety and operational excellence will be reviewed.
· Attendees will be provided strategies to self-diagnose transformational opportunities for internal pathways to performance excellence.
· Learn the proven elements of Safety Culture Excellence and behaviors of the best companies to sustain this desirable goal.
· Models and approaches that have resulted in millions of annualized savings will be provided for internal usage by the attendees.
· Learn what it takes to find the leverage point to proactive engagement and create a culture of passionately proactive workforce: the answer to successful sustainability.
Safety Metrics 101: Expert Insight into Safety Measurement
Dates and Locations 19 September 2012 (8:00am - 4:00pm)
Boston, MA – Location TBD
Description
What is the best measure of safety performance? Is it the traditional recordable rate, severity rate, cost of accidents, near-miss numbers, physical audit scores, behavioral observations, percent safe, or perception surveys? The best answer may be “All of the above.”
Achieving safety excellence has taught us that most safety executives are not getting the results they want because they are not measuring what they want. Moreover, it is easy to forget that sometimes an imprecise measurement of the right thing is better than a precise measurement of the wrong thing.
This enlightening workshop explores the misconceptions that currently hinder the best and brightest safety leaders from achieving and sustaining measurable safety excellence. Gain insight into a better-practices approach to safety measurements currently being utilized by many of the best in safety.
Learning Objectives:
· Learn how to measure what is important in safety
· Move from lagging to leading indicators
· Evolve from leading to transformative indicators
· Learn how the current measurements demotivate discretional performance
· Learn how to use transformational measurements to motivate performance
· Learn how to measure and manage performance, rather than results
· Principles of effective measurement systems
· A conceptual overview of a Balanced Scorecard for Safety Metrics
The Transformational Leader: Establishing Cultural Excellence
Dates and Locations 20 September 2012 (8:00am - 4:00pm)
Boston – Location TBD
Description
Health, Safety, and Environmental (HSE) professionals face an increasing challenge, one that intensifies with each new hypercompetitive priority. It is little wonder why organizations strive to move safety from a priority to a value. To create these shared values within an organization, they must be reinforced at or near the point of decision. In principle, this always holds true. In practice, accomplishing this grows increasing difficult.
Simply stating that safety is a value at an increasing frequency and passion does not make it so. The successful HSE leader of tomorrow cannot simply work towards value creation; they must become a transformational leader.
Key Issues Addressed During Workshop
· The challenges facing future HSE leaders
· Redefining safety excellence
· Transformational opportunities for further cultural and performance improvement for organizations already leading in safety efforts
· Best practices of top performing organizations in safety and operational excellence
· Strategies to self-diagnose for transformational opportunities within your organization that will put you onto the path to safety excellence
· Proven elements of the safety culture excellence model and behavior of the best companies to sustain this desirable goal
· How to engage employees in safety, solicit discretional effort, and create a workplace culture that is committed to sustaining safety excellence
· Updated safety models and approaches that have resulted in millions of annualized savings
· A review of the better practices of excellence cultures
· A review of the elements of Safety Culture Excellence
Using Near-Miss Data for Successful Loss Control
Dates and Locations 15 May 2012 (8:00am - 4:00pm)
Baltimore, MD – Location TBD
7 November 2012 (8:00am – 4:00pm)
Dallas, TX – Location TBD
Description
Using incident data to improve safety is nothing new. However, when the goal is attained and your accident data starts to lose its statistical significance, what can be done? Near-miss data can help fill in gaps left by dwindling incident rates, and provide clear information with which to focus. But near-miss data is problematic to gather and often misinterpreted. Learn how to avoid common problems and take an important step toward more proactive safety metrics.
Learn to:
· Achieve accurate near-miss reporting
· Determine the most effective accident prevention strategies
· Use your data to its fullest potential
· Develop a standard term and definition for a near-miss
· Review examples of the best reporting systems and forms in safety
· Enhance motivators and reduce demotivators that impact reporting
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