The Safety Leader of the future will be different to the Safety Leader of today. How different? We predict the role will be vastly different.
The term VUCA that was created by the US Military is used to describe a workplace that is Volatile, Uncertain, Complex and Ambiguous. This is the work environment that many Safety Leaders face today. But are they adequately prepared to deal with it? No!
Globalisation and digitisation are just two factors creating significant impacts on a changing workplace. We are already witnessing widespread mental health issues due to the changes we face, not only at work, but in the home and community also.
In this presentation we will discuss strategies to nurture and develop our Safety Leaders of the future. Not only for their own personal wellbeing, but for the health and safety of the organisations that they lead.
We will discuss the 70 – 20 – 10 principle of learning and development, share successful case studies and explore the contribution of formal learning, coaching, mentoring and perhaps most importantly, the influence of role models.
Most organisations think of personal safety in terms of hazards, knowledge or conscious decisions. Although these have merit, and may be part of an overall solution, they are not enough to prevent all incidents in mining. So, what is missing?
Neuroscience estimates that 95% of what we do is subconscious. That is, the majority of our actions are mostly done while on autopilot, and not just low risk ones. We are aware of what we are doing, but we are not making “active” conscious decisions from step to step. This is not because of psychology; it is because of the brain chemistry in humans that resulted from evolution.
Although being in autopilot serves us well most of the time, it can also result in unintentional incidents. The solution is not to do away with autopilot (as if we could), but to use behaviour-change science to help people be safer.
Drawing on the latest research, this presentation explores the role played by inattention and distraction while being on autopilot. If people can understand (without blame or fault) how unintentional incidents come about, and how these can be minimised, they engage more fully, comply more and make “safer” conscious decisions. This enables people to contribute with more purpose to a positive safety culture, thereby improving safety performance significantly.
Safety performance data collected from 7 Australian coal mine operations (open cut and underground) show an average of 60% reduction in TRIFR within 2 years.
Kellen Timboe – Account Manager, Caterpillar Solutions, Caterpillar of Australia
Adam Austin – Health and Safety Manager, HSE Mining
Getting buy-in to big safety change at every level of the organisation, from the leadership team to the operator crews, is an essential component of any culture-change process. This presentation will offer hands-on insights into how HSE Mining applied culture change methodologies to engage their employees in the rollout of the latest fatigue risk management technology.
Further we will discuss how the solution helped HSE in achieving immediate and dramatic safety performance outcomes. Caterpillar Solutions will discuss how the latest safety technologies can bring you even closer to your Zero Harm goals when implemented with your employees at the core. You can’t predict how your individual employees will react to a new organizational wide safety technology initiative but, you can plan to help them through the process.