Transforming SH&E

In his Safety 2012 proceedings paper, “Six Steps Beyond the Yellow Brick Road: A Successful Journey for the Safety Professional,” Fran Sehn, vice president, casualty risk control for Willis of PA, offers eight steps for applying a transformation model to SH&E, which he based on the writings of John Kotter, a professor at Harvard Business School and a recognized authority on leadership and change.

1. Establish a sense of urgency. Analyze the current situation to determine what works and where gaps exist. Include existing problem areas (e.g., incidents, property damage concerns) as well as both actual and potential loss sources. Seek opportunities for continuous improvement based on the analysis. Present the assessment to top management as a way to move beyond complacency toward a vision of excellence.
2. Create a guiding coalition. Involve enough key people to lead the safety change effort. Each team member should have an area of responsibility and accountability. A management oversight committee may be needed to provide adequate guidance for this step to be successful.
3. Develop a vision or set of goals. Protecting people, property and the environment is the primary goal. The ultimate goal is to provide a direction for the change to take place. Establishing a goal to reduce injuries by 15% has similar limitations as reducing the experience modification rate. A target of 100% compliance with PPE has far-reaching implications. Devise a strategy or plan to accomplish the goal.
4. Communicate the goals. Computers and electronic signage are just two methods to increase awareness. Committee members must model the expected behavior for all employees. Top management must lead each communication with a safety message, comment or statement.
5. Empower broad-based action. Remove obstacles to change--meaning physical barriers as well as systems and structures that undermine goals. Encourage employees to offer ideas that might be considered nontraditional or risk taking in nature. Direct resources at safety engineering solutions versus traditional approaches.
6. Generate short-term wins. Plan for visible improvements or wins. Create wins based on data improvement, audits and monitoring. Communicate these results and recognize those responsible and celebrate.
7. Consolidate gains and produce more gains. Credibility should be used to change the systems, structures and policies that do not fit together in the process. Add and promote change agents and look for opportunities for continuous improvement. Like W. Edwards Deming said, maintain a constancy of purpose.
8. Integrate new approaches into the new safety culture. Create better performance through employee safe behaviors. Articulate the connection between behaviors and success. Develop a means or method to ensure leadership and succession.