Creating a Breakthrough in Safety Performance

1. Creating a Breakthrough in Safety Performance An Integral Approach STEPS

2. Intent of the Conversation To examine and appreciate the commitments, behaviors, culture, and system requirements of any honest intent to eliminate injury.

3. If Incident and Injury Free is not simply another way of saying “Zero Injuries” What is it?

4. What Injury-Free is NOT • It is NOT about statistics • It is NOT a goal, but rather a journey • It is NOT a guarantee • It is NOT a prescription • It is NOT the elimination of all risks

5. What is Injury-Free? • It is about caring for one another and demonstrating that you care on a daily basis • It is about all workers going home safely every day– no kidding • It is about a mindset intolerant of any injury • It is about taking responsibility for your own safety and those who work with you and around you

6. What is Injury-Free? • It is about taking action when you see potentially unsafe behavior or conditions • It is about being proactive and asking questions such as, “What is the most dangerous thing that can happen to us on this job/task and how can we mitigate against it?” • It is about an attitude of choosing to follow the safety rules and procedures (versus having to follow them)

7. 1 How We Look at Injuries S e v e r i t y Death Lost Work Day Medical Treatment First Aid Near Miss From the perspective of severity, there is a huge difference between the consequences of a near-miss and of a fatality. And there is a huge difference in our responses to them.

8. How We Look at Injuries 2 Death C a u s e Lost Work Day Medical Treatment First Aid Near Miss From the perspective of cause, the difference between a near-miss and a fatality is 1 second, or 1 mm. Doesn’t this make our differences in response seem odd?

9. ? ? How We Look at Injuries 3 Cause Severity Death Lost Work Day Medical Treatment First Aid Near Miss Are there sources we haven’t confronted?

10. EVERY DAY EVERY MINUTE EVERY SECOND Worldwide Work Related Fatalities Source: International Labour Organisation, 15th World Congress on Occupational Safety and Health, 1999 EVERY YEAR 250 million accidents cause absence from work 1,095,000 of these accidents are fatal • 685,000 accidents cause absence from work • 3,000 of these accidents are fatal • 475 accidents cause absence from work • 2 of these accidents are fatal 8 accidents cause absence from work

11. 250 million accidents per year causing absence from work •   = 685,000 accidents every day •   = 475 accidents every minute •   = 8 accidents every second “… but it won’t happen to me” 3,000 people are killed by work every day = 2 people every minute

12. No Formal Interest Evolution of Safety Management • No industry consistency • Minimal efforts • No formal compensation • Production is paramount • Individual purely instrumental

13. WHAT DO WE ACCEPT TODAY THAT WE WILL NOT ACCEPT TOMORROW?

14. Reactive & Responsive Evolution of Safety Management • Worker’s Compensation Act • Industry reacts • Improvement: big step change • Minimum necessary compliance No Formal Interest

15. Reactive & Responsive Preventative Evolution of Safety Management • Precedes and is then influenced by quality • Legitimate field of study • Next big step change No Formal Interest

16. No Formal Interest Reactive Era (Incident Based) Preventive Era (Process Based) Incident & Injury Rate Effectively addressed unsafe conditions Number & Severity of Injuries 1940 1950 1960 1970 1980 1990 2000

17. No Formal Interest Incident & Injury Rate Effectively addressed unsafe conditions Reactive Era (Incident Based) Preventive Era (Process Based) Number & Severity of Injuries Nine out of ten injuries today Occur in SAFE CONDITIONS Human Side of Safety 1940 1950 1960 1970 1980 1990 2000

18. Reactive & Responsive Preventative CREATIVE Evolution of Safety Management Causing something to happen; No Formal Interest no longer preventing something from happening

19. The Elimination of Worker Injury • Saying it • Believing it • Meaning it Is your company’s Injury Free focus really code for “Doing the best we can?”

20. G R O U P Putting People in the Picture OBJECTIVE SUBJECTIVE OBJECTIVE I N D I V I D U A L INTENTION VALUES ATTITUDE COMMITMENT RESPONSIBILITY EXPERIENCE BEHAVIOR PLANS ACTIONS DECISIONS PERFORMANCE ACCURACY CULTURE SHARED VALUES ETHICS MORALE MYTHS AND LEGENDS JUSTICE FAIRNESS COVENANTS SYSTEMS ORGANISATIONAL STRUCTURES WORK PROCESSES POLICY AND PROCEDURES SHARED METRICS CONTRACTS An Integral Approach to Safety  JMJ Associates 1998 (Adapted from a model created by Ken Wilber)

21. “The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” - Michelangelo

22. An Integral Approach to Making the Impossible Possible™ Partial list of Clients BP ChevronTexaco ExxonMobil Phillips Arco Petronas Pertamina Tengizneftagas QGPC Aramco DSM Shell Pfizer SABIC Intel AMDBechtel Fluor Daniel KBR Foster Wheeler Lend Lease Lumus Stone & Webster Technip Kvaerner Merck Chiyoda JGC Toyo CCC H.B. Zachry BE&K CH2MHill Jacobs Baugh ACI Johnson Controls Theiss Transfield Bovis Lend Lease City of Chicago MWH Walter Construction Sydney Water WA Water Gladstone Water Rio Tinto BHP Billiton Countries USA Canada UK France Spain Germany Netherlands Russia Kazakhstan Azerbaijan Georgia Kuwait Qatar Saudi Arabia Turkey Pakistan India Egypt Bahrain Algeria Angola Nigeria South Africa Malaysia Singapore Indonesia Philippines Japan Korea China Australia New Zealand Mexico Colombia Venezuela Argentina Chile Peru Office Locations: Americas 8310 N. Capital of Texas Hwy Suite 440 Austin, Texas 78731 USA +1-800-707-0565 Europe Lyric House 149 Hammersmith Road London W14 0QL+44-207-603-2222