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OPS NEWSLETTER -Fab 20018

Towards a Strong Safety

Towards a Strong Safety Culture None of us, from simple employee to top-level management, go to work with the intention of getting injured, cause injury to a colleague or damage material. Though, things can go terribly wrong and unfortunately end with incidents or accidents leading to material damage, injuries, and even fatalities in the worst cases! For this, a positive safety culture and behaviour should be well considered and mainly it must be continually promoted to avoid incidents and accidents. With this aim in mind, many ways and methods within any workplace (facilities, offices, BDVs, workshops, manufactories, and vehicle shops …etc.) and for any activity must be applied, some of which are: 1/Effective continuous positive consultation and communication: This may seem simple but it plays an important role within all workplaces. If the employees have correct input to a safety system design or procedure, then consequently there is a natural tendency for them to take ownership, follow procedures and systems in place, and promote the standards and references. If not all, then the majority of people will take care of themselves and of others by considering these inputs as realistic risks that should be avoided. 2/Identification, reward and recognition of good performances and concrete improvements: This is one of the important aspects that can make a significant difference in terms of safety performance. A simple word from a key person or manager as `` thank you``, `` well appreciated`` or " well done " when a person gets it right and follows what the manager perceives at expected level of safety performance, a pat on the back in a team environment can make a massive and significant difference. Whatever our position is, we all need reward and recognition to be well motivated. So as managers and key persons, we should continuously try and acknowledge positive outcomes we observed and we have to be sure that a simple ``well done! `, ` `` well appreciated! ``, or `` Thanks! `` can have a great impact not only on the person who did well but also on others by motivating them to be also well appreciated. So please don’t neglect these simple words in your daily contact with your team members and all teams you are collaborating with. 3/Training and refresh on some urgent and important safety items: This important way allows the personnel to be aware about safety culture at any workplace and push Pushes them to be sufficiently informed and aware about risks, impacts and consequences. Training courses on safety culture and behaviour are to be considered as a good reference and directions while performing any job. Even though, some employees don`t follow or apply what they learn from trainings, training courses remain always in mind as good reference to be respected and followed for their interests and benefits. Finally I should ask my colleagues to bear in mind the golden rule ``Take better care of your own safety is the first important step in ensuring safety of your colleagues and facilities ``. Noureddine BENDRER ISG OPS Manager 04

Managing ‘Manager Maintains’ and accepts culture Irregular Behaviour •Hear you talk about safety as a priority and the importance as a KPI •Adhoc time in the field and not always following the Field Leadership tools •Preaching to people and telling them what to do •Try to look good on safety and not always concerned about your personal behaviours Inform & Dismiss •Instruct people of the ‘what’ and ‘how’ on safety •People experience you giving instructions on safety •Make assumptions and look for fault Set Goals •Tell people what they have to achieve and set rules for people to follow •React to poor performance and actions assigned to stop further deterioration •Accept accidents sometimes are bound to happen. Demand Compliance •Drive people to follow the process, systems or procedures and reinforce the risks that could kill people •Tell people what they are doing wrong Consequence Assessment •React to injuries and challenge classifications •Accept current risks and drive to be well controlled •Rely on some luck to help improve outcomes. Ignorance •Comfortable when results look reasonable •Try to stop events and injuries by focusing on what people are failing to do •Encourage people to have safety conversations. Punish & Blame •Often see that individuals are at fault for events •People work safely because of potential consequences •Track lag indicators in short timeframes Telling •Put pressure on direct reports to deliver safety at all times •Promote the importance of working safely •Instruct the desired behaviours and competencies. Leading ‘Leader Develops’ and changes culture Role Modelling •People know your personal commitment (‘why’ safety is the most important thing to you) •Schedule and prioritise value adding quality Field Leadership •Asking questions in constructive style and listen to people, including seeking feedback on how they can help improve or remove roadblocks •Concern with helping others and showing consistent personal behaviours that reinforces safety every day. Inspiring & Engaging •Ensure people understand the ‘why’ on safety •People feel and see your passion for safety •Seek to understand and create safety as a positive experience Setting Expectations •Articulate what you want to see and help them set the right standards •Constructive challenges are set for everyone to improve safety •Do not want anyone to get hurt. Test Understanding •Spend time validating if people know the safe system of work and key risks that could kill them •Generate discussions and establish what people are thinking Performance Evaluation •Assess level of energy toward safety and prompt people •Sensitive to risk and push people to eliminate risk •Improved performance is based upon constant review of safety management •Monitors lead indicators and themes and takes action to intervene before an event. Assurance •Routines in place to keep the mind suspicious •Collect, challenge and disseminate information on significant risks •Constantly questions our risk exposures and how well they are being managed. Reward & Recognise •Promote the achievements and contributions of individuals •Create a positive climate and celebrate successes •Monitor the trend of lead indicators over time Coaching •Improve safety leadership capabilities of direct reports •Instil a true sense of caring for one another •Teach the desired thinking and skills. 05