Background
| The CoRe programme is a system for achieving positive behavioural change. CoRe is centred on the Worksite Supervisor. The CoRe programme ensures that the two most important aspects of effective HSE Management are present on the worksite namely,
Competent Supervision and
Leadership. |
Click here for a direct link to the CoRe Software
|
The programme involves an analysis of your current safety issues, competency based training for the work site supervisor, coaching and mentoring on the work site, an inspection programme with the results being typed into a custom web application and ending with a fair way to reward or discipline a supervisor.
Below is a copy of the presentation that was delivered at the 5th Annual HSE Forum in Qatar (Oct 2009). It describes how the CoRe programme works and how it can be implemented at your worksites.
COnsequence
REward Programme (CoRe)
In order to understand how the CoRe programme works, it is important to set the scene. The topics we will discuss are listed above.
There are many models that describe how to map an organisation's safety culture, but the one above is one of the easiest to understand. A company with a poor HSE culture would be described as "dependent" and one with an excellent HSE culture would be described as "interdependent".
In a
dependent culture, the emphasis is on management and supervisory control, with extensive use of discipline to enforce safety measures. There is a heavy reliance on written safety rules and procedures. Safety performance is dependent on the level of management commitment to enforcing rules and procedures. Safety performance improvement will reach an upper limit with this type of culture – because no matter how committed management are, it is not possible to be everywhere and observe all operations.
If an organisation with a dependent culture wishes to progress, it needs to develop an
independent culture. At this stage, the focus is on personal commitment to and responsibility for safety. This will involve all employees in developing their own personal safety standards and demonstrating their commitment by adhering to these standards. While there will still be safety rules and procedures, employees look after their own safety and make active choices to keep themselves safe.
Safety improvement will be limited by the extent to which there is homogeneity of the safety standards of individuals and the absence of people looking out for other people’s safety.
The final stage in this model of safety culture improvement is
‘interdependent’, where team commitment to safety is the dominant factor. This type of culture is manifested by workers having a sense of responsibility for safety beyond their own work and by caring for the safety of others. Employees share a common belief in the importance of safety. The movement toward an ‘interdependent’ culture is difficult, as it relies on more than personal commitment; it requires shared perceptions, attitudes and beliefs. In addition, employees must be willing to help others to adopt this belief system – not by sanction but by persuasion.
There is no standard way to move from one stage to the next, but two primary approaches are to focus on Employee involvement and Supervisors skills
Employee involvement:
Day-to-day control over their work, more input on decision making, voice out safety concerns, with the supervisor taking more of a “coaching role”
Supervisor skills:
The supervisor is the “frontline for safety” because they have close proximity to the worksite and carry out active monitoring of the job
Effective supervision as described above is one of the keys to improving safety culture. It is worth noting what the profiles of the supervisors are when we meet them at the work site. You can consider how some of the above factors might influence a supervisor's performance and motivation.
A supervisor should have the following qualities:
- valuing their subordinates;
- visiting the work-site frequently;
- facilitation of work group participation in decision making;
- effective safety communication.
Each worksite has it's own unique challenges. Some common observed safety problems include:
Visible Leadership
Not visible on sites
Leaders as policeman not teachers
Inconsistency of supervision
Quality of visits
Attitude
Poor role modelling
People allowed to get away with it
Operation/activity/production driven
Info overload/unclear priorities
Fear of retribution
Perception safety is too expensive
Competence Assurance
Best HSE capability does not mean contract award
Unsustainable skill base
Variable expertise in Contract Management compounded by work load
Supervisors progressed with little emphasis on supervisory skills
CLIENT & Contractor Relationship
Contract leaders condone non-compliance
Contract Holder’s manage too many contracts
Not enough face to face contact
Team Reflection
Noting new here
Going round in circles
Surprised that we are still not intervening and reducing
We have accepted this
Have our Hearts & Minds been in it?
This is where the "CoRe Programme" fits in. It is entirely tailored to unique requirements and aims to solve some of the "common HSE problems" listed above.
Let's have a look at each of these stages in turn
Core Programme Step 1 - Analyse
The programme begins with an indepth review of your current HSE situation and a benchmarking of your current safety culture.
Core Programme Step 2 - Define Competencies
We will then carry out a gap analysis to determine where you are and where you want to be.
To achieve a large scale improvement in supervision, a competency assurance programme will be developed for your supervisors. The above course needs to be taken by all Supervisors. It is a highly practical programme and supervisors typically have to demonstrate their ability to meet all the requirement in the blue boxes above. This programme has been hugely successful in Brunei Shell Petroleum (BSP), and has now become the standard for the whole of Shell-EPA. In BSP this course is known as
IMS-5. For BSP it is a 2-day programme and for BLNG it is a 3-day programme.
There are 3 levels of recommended training:
Supervisor level:
(typical duration 2 or 3 days, can be delivered at the work site or at the training centre)
Supervisors are assessed against the competencies that were previously defined. Typically they will be assessed in their ability to; carry out an effective toolbox talk, undertake a safety inspection, perform a quality intervention, find information in your company procedures and write a risk assessment.
Worker level:
(duration 1 day, delivered at the work site or at the training centre)
Workers are given Hazard Identification Training (HIT) a very visual training delivered in their native language where possible. On the course participants learn how to identify hazards, intervene effectively and learn about the effects of unsafe behaviour / conditions at the work site.
Management level:
(typical duration 1/2 day, delivered at the work site or at the training centre)
This course focuses on how to perform an effective site visit (not a safety inspection!)
Core Programme Step 3 - Surveillance and Intervention
Back at the worksite, the supervisors receive on-site coaching and mentoring by a Megamas specialist to boost the Supervisor's knowledge. Generally we recommend HSE officers and other appropriate site personnel accompany the visit. They will be subject to informal visits to ensure that the learning points from the course are being applied in practice. Eventually the coaching and mentoring will stop and formal inspections will begin. Using pre-defined checklists each supervisor will be assessed periodically.
Core Programme Step 4 - Measure
Using pre-defined checklists each supervisor will be assessed periodically.
The results will be input in to a web-based software package which analyses the results and provides useful management reports about the HSE performance at the worksite.
The software displays the best performing supervisors and supervisors who have non-compliances in their work area.
Core Programme Step 5 - Consequence & Reward
These outputs from the database can be the subject of a fair Consequence and Reward (CoRe) system at your worksites. You may choose to reward an individual, a team or the whole work site.
Implementing CoRe in your organisation
Each organisation has its own unique issues. Below is an estimated time it would take to implement the CoRe programme if you wanted to trial it at one of your work sites.
Please contact us to enquire further