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Delivering the

WISH blueprint
‘Strong leadership’

Contents
 Mandate and questions from 2013 conference
 The WISH/NLI leadership work group
 H&S leadership self-assessment tool and guidance
 Road test results

Waste Industry Safety and Health Forum


2013 conference
The leadership workshop at 2013 HSE/WISH
conference provided six clear questions/issues:
 Produce guidance on what safety leadership looks
like and how it is demonstrated
 Include safety leadership standards for the waste
management industry
 Research how safety leadership could be measured
 Investigate what other industries have done
 Share best practice on safety leadership schemes
 Include safety leadership in current
training/competency schemes

These provided the mandate for the work group...


Work group
The NLI initiative had already identified leadership as a
key area, so seemed sensible to combine efforts:
 First meeting joint NLI/WISH leadership work group
took place July 2013
 Members included local authorities and commercial
companies, plus HSE leadership and employee
engagement team to learn from other industries
 Over series of four meetings concept of a self-
assessment tool and guidance document developed
 Included initial testing of self-assessment tool by
members of the work group
Next step was to test the theory more widely...
ECAP event
First test of the self-assessment tool – ECAP funded
event held in London 13 November 2013
 50+ attendees from wide range of organisations,
including SMEs
 Workshop session using self-assessment tool
 Feedback 90% positive
We appeared to be on the right track...
Development of tool
Following the ECAP event, and based on feedback
from the event, the tool/guidance was developed
further to produce the final version:
 Sections on importance of H&S
leadership and culture and
practical examples of what
leadership looks like and
exemplary behaviours
 Self-assessment of organisation
 Self-assessment of personal
leadership
 Emphasis on improvement and
re-assessment
Guidance and exemplars
Describing what good leadership ‘looks like’ can be
difficult and language used may put some off, so:
 Example practical
behaviours shown by
effective leaders:
 Being a visible leader
 Being an involved leader
 Being an engaged leader
 For each, a set of
exemplars given of what
good leaders do to
demonstrate leadership
Organisation assessment
How an organisation approaches H&S leadership is
critical – having one good leader is not enough...

Identifies
overall and
H&S leaders,
compares if
not the same
and asks how
leadership is
embedded in
policy and
process
Personal assessment
Assesses individual H&S leadership style and
behaviours and identifies areas for improvement
Asks about
how H&S
leadership
demonstrated
by an
individual,
split by
visibility,
involvement
and
engagement
Road test results
Final self-assessment tables and guidance document
road-tested at NLI event in May 2014:
 Attendees were typically from larger organisations,
but result valid nonetheless
 22 respondents completed assessments, although
not all answered all questions (some HSE staff also
completed, but their results excluded)
 Results collated after the event
Following slides cover the results presented as:
 Identification of leaders
 Organisation of H&S leadership
 Personal leadership
Who are your leaders?
Results here were mixed: Segregation of leadership
types can lead to mixed messages, and tends to
indicate H&S leadership not embedded
Overall comments

H&S Manager / team


Safety / compliance
Most respondents gave more than one reply to

Senior managers /
each question, such as identifying CEO and

Do not know
Supervisors
Replies to below

Managers
CEO / MD

directors
directors as being overall leaders. In some
questions Director
Board

cases up to five leaders/leader groups identified


(note – replies shown
– whether this indicates a confused leadership
right taken from in their organisations is open to debate.
completed tables) However, the most obvious trend is that
leadership identification shifts distinctly across
the three questions.
Most identified CEO/MD/Board/senior
Who is/are the overall
managers as overall leaders. Interestingly 2
leader/s of your 14 7 2 7 2 0 2 0 respondents identified the H&S manager as the
organisation? overall leader of their organisation.
Much less clear with identification moving
Who is/are the safety
distinctly down the management line. H&S
leader/s of your 8 3 3 9 1 0 7 0 manager/team identified nearly as frequently as
organisation? CEO or senior managers/directors.
Finally, the reversal is complete with H&S
Who would your
manager/team identified most frequently.
employees say are 2 0 2 2 5 3 8 1 Managers also increase in frequency and
your safety leaders? supervisors identified for first time.
Organisation approach
A better set of results: 100% of respondents mention
leadership in H&S policies and 95% have some form of
formal H&S leadership scheme in place
YES/NO questions
No. YES replies No. NO replies
replies
Are your answers to the Simply reflects the shift from CEO/Board etc
above three questions 15 4 down to H&S teams and managers as noted on
different? the previous slide
Does your safety policy,
Very encouraging - 100% of respondents’ safety
or similar, include 20 0 policies mention leadership.
leadership?

Do you have any formal Also very encouraging to see that virtually all
safety leadership 19 1 respondents’ organisations have some form of
schemes? safety leadership scheme.

Are you a leader for your Replies were consistent here: Those who
organisation? 14 6
believed themselves overall leaders also
identified themselves as health and safety
Are you a safety leader leaders. Considering the make-up of attendees at
for your organisation? 14 6 the conference this is not surprising.
Personal leadership
Also decent results, with most scoring well
When did you last walk your site/one of your sites specifically to In last In last 3 Last
A visible leader?

month months year/never


assess health and safety? Not visits to sites for meetings or other
business - visits dedicated to health and safety 14 2 4 Targets for
When you are on site to assess health and safety do you tell Always Sometimes Never improvement?
everyone you meet that you are there specifically for health and
12 9 1 Communication that a
safety? That you have not just popped-in for a quick visit
When on site do you always wear all correct safety equipment and Always Sometimes Never leader is on site specifically
personal protection, such as hard hat, high visibility jacket, safety for H&S – stressing
21 1 0 dedicated visits for health
boots etc? Even if you are only on site for a short time.
Always Sometimes Never
and safety
When on site do you challenge unsafe behaviours/conditions
personally? This means taking direct action and not noting an Praising good safe
17 4 0
An involved

unsafe behaviour/condition and talking to the manager behaviour (proactive praise


leader?

When on site do you praise good practice and safe behaviours Always Sometimes Never rather than reactive critical
personally? Note – this means praising employees direct rather communications)
10 8 2
than noting good practice and commenting to the manager Attending health and safety
Do you attend health and safety meetings personally? These may Always Sometimes Never committees
be formal safety committees or site safety meetings – the key is Engaging with union and
7 12 2
they involve both employees and management non-union safety
When on site do you engage directly with employees on health and Always Sometimes Never
representatives while on site
safety? Do you talk direct to employees about their health and
An engaged leader?

safety? Note – talking to the manager does not count


10 6 4 Taken together the above
Always Sometimes Never
two points would tend to
If you have union or non-union safety representatives, when on site
suggest a need for improved
do you take the time to speak directly and personally on health and
6 11 1 communications between
safety with them?
In last In last 3 Last
leaders and safety
When was the last time an employee approached you direct about representatives
month months year/never
a health and safety concern? This could have been during a site
visit, in a meeting, by telephone or e-mail 12 4 2 Direct personal engagement
When was the last time you became personally involved in a health In last In last 3 Last with employees on safety
and safety issue? For example, taking direct action yourself when month months year/never issues when on site
you became aware of a safety issue? 17 1 2
Synopsis
 Leadership tool/guidance answers four out of six
questions posed at 2013 conference (leadership
case studies on HSE web site takes this to five)
 Tool/guidance will be placed on new WISH web site
 Feedback from all road tests has been positive with
respondents stating that they would use it
 Interest from non-waste bodies, including one which
has adopted the tool pretty much as it is...