Leadership, Behaviour and Awareness
The essence of our approach is that line management is accountable for the safety culture and performance at our operations.
The Future State clearly articulates the role of leadership in the organisation and the desired safety culture.
The revised BHP Billiton leadership model is based on eight well-established safety leadership dimensions and four leadership styles. This model provides the opportunity to fully integrate and align what we know about successful safety leadership into:
- our recruitment processes
- our leadership development initiatives
- our measures of safety culture.
The core of our behavioural and awareness approach is employee engagement through a variety of workplace interactions, audits and observations. The base of the diagram highlights the three critical components of our behavioural awareness approach.
Critical task observations involve observing critical tasks against the standards in place to ensure they are understood, valid, reliable and followed.
Safety bbservations involve people observing each other to identify good practices, as well as unintentional at-risk behaviours, hazards and situations. The greatest benefit of safety observations is the discussion that takes place following the observation, where workers reinforce the safe activities and identify better ways of controlling the associated hazards.
Safety contacts are everyday discussions and interactions about improving safety in the workplace. They occur at all levels of the organisation.
