The Process

1 Safety Evaluation and Assessment

The Engine Room’s Operational Safety Diagnostic (Safety Evaluation Process) provides a targeted assessment of how an organization functions with respect to all facets of operational safety performance including strategy, culture, processes, leadership capability, systems, metrics, programs and operational execution.

  • Identifies, measures and assesses the root causes of current safety road blocks and opportunities and prioritizes high value target areas.
  • Determines the degree to which safety processes and systems conflict with or align with error reduction and human performance principles.
  • Provides a concrete unbiased identification of the employees’ approach to safety and the safety opportunities present with specific mitigation strategies to act on.
  • Executed quickly 2-3 weeks from start to finish, with little to no disruption to ongoing operations.
  • Safety Assessments and Surveys include:
    • Organizational Safety Diagnostic
    • Operational Safety Diagnostic
    • Safety Culture Assessment
    • Contractor Safety Assessment
    • Behaviour Based Safety Assessments
    • Lone Worker Safety Assessment
    • Field Level Risk Assessment
    • Near Miss Reporting Assessment

Very different than most industry safety evaluations and internal safety perception surveys the Engine Room diagnostic process drills deeper to provide the specific determinants behind safety improvement opportunities (not just the symptoms which are typically widely known to the organization) as well as specific and actionable client recommendations that support the immediate improvement process.

2 Organizational Safety Program Alignment and Acceleration

Following the completion of the safety diagnostic process, the Engine Room team members prepare an Operational Safety Diagnostic report outlining the key findings and themes including strengths, challenges and root causes of operational improvement, leadership and safety opportunities and outline specific recommendations for client organization consideration. The conclusion of the diagnostic phase is the presentation of the Operational Safety Diagnostic report to the client organization senior leadership.

  • Area Leadership, Safety and HR advisors review report findings, strategies and prioritization for moving into the safety implementation phase supporting alignment across departmental lines.
  • Align the current organizational safety program to include safety leadership, error reduction and human performance implementation strategies, accelerating existing safety program goals.
  • If needed and agreed upon, work with the client safety team to make subtle adjustments to current safety program tools and processes not aligned with safety leadership and error reduction strategies. (Not recreating the wheel – tightening the bolts to accelerate traction and increase the scope of behaviours that prevent errors).
Men in a meeting

3 Safety Leadership, Error Reduction and Human Performance Implementation and Sustainment

We believe that by tailoring Implementation Tools to the specific needs of the organization and the root cause findings of the Operational Safety Diagnostic, we provide razor focus to the specific areas of safety performance that require improvement and the specific safety leadership gaps that may be affecting them.

  • Implementation of safety leadership, error reduction and human performance development and tools to target working groups including introduction to safety leadership and error reduction theory, training, in-field tools and field execution.
  • Field roll out and safety leadership acceleration through in-field coaching with the target working group in application strategies and techniques to increase their capability as safety leaders, contribute effectively to error reduction, and avoid the serious pitfalls which increase error rates.
  • Focus on frontline implementation and execution of error reduction leadership tools. Hands on, boots on the ground habit creation and anchoring with focus on building robust safety habits and executing day-to-day work with crews.

As much as senior management may take the lead on safety strategy, it is front-line supervision that has the largest impact on safety culture, standards, and performance. Front-line employees are exposed to the greatest risk, and, as such, their immediate supervisors have the greatest potential to influence employees, habits, conditions, and practices. By setting clear expectations, holding people accountable, observing what is really going on, and acting on observations, changing employee behavior is a realistic and tangible goal. Furthermore, front-line supervisors have a specific role in error reduction through leveraging their observations and knowledge of good versus bad habits, and having the courage required to establish and change work habits, including challenging leadership on safety strategies that are not resonating at the front-line.