Yasser Rady, Director Safety Quality and Compliance, Harrington Process Solutions
For most organizations, all the safety rules, policies, and procedures still result in safety incidents where the root cause should have been addressed through training and rules. Whenever the questions arise “What were they thinking” or “Why didn’t they follow the rules” the answer is that, at their very core, those impacted associates, and likely more folks within your organization were never culturally bought in, they were simply following the rules to avoid a negative consequence.
In this session we will discuss instilling pride of ownership and cultural buy-in for HSE by assessing the power of attitudes, influence, behaviours, and change management.
Key takeaways:
- Attitude informs Behaviour, influencing one changes the other.
- Rules alone will not stop the most common injuries, because at their core they only work when associates make their own risk tolerance calculus
- Workers work for money to live their lives, having a direct ownership stake in one’s own safety translates when the 2 are tied together
- Change management is critical, and it goes beyond training, incentivisation, and other external motivators
