What previous participants have said about their experiences.
E. W. Spence C. Eng, FIEE, M. Inst M&C
Managing Director Integral Safety Ltd.
I spent a day in interaction with this training tool and it was one of the most useful and impressive days I have spent in recent years.
As erstwhile ‘Manager of Engineering Development’ and ‘Manager of HSE’ for a major oil company, and current owner of an HSE Consultancy company consulting to the boards of some of the biggest companies in the world for the last 15 years, I am not easily impressed by HSE initiatives but this one is an exception.
The manager participating in this teaching is led to confront the HSE consequences of his actions as well as the financial and short term business ones.
The pointlessness of focussing on LTIs as a guide to risk exposure from the less frequent, higher consequence, events emerges; as does the high value of training and of company culture (driven by management example and leadership), as drivers of risk reduction.
The system has real credibility, being derived from actual clinical observation and recording of company Safety Culture development
An impressive tool in development, and one that every manager serious about his effect on Safety Culture, and on ways to measure it, should experience.
Graham Dalzell, F.I. Mech. E; Honorary Fellow of the Safety and Reliability Society.
I participated in the learning environment as part of its proving trials. I came to it with 30 years’ experience in the technical aspects of major accidents and my own thoughts about HSE culture and its management. It was clear that I knew both too much and too little. This is not for HSE professionals, those who seek to comply with rules and regulations or run the HSE processes. Rather, it for those who make the real difference to life and death; those who manage the company; its people, the resources and most of all, the attitudes of both staff and contractors. It examines the way you recognise and approach key decisions and the effect of your actions in altering them. In my work, I talk about the ability to “read” a plant. This is about opening participants’ eyes and enabling them to understand how the people think, the motives behind their actions and the effects they have on accidents. It is based on an immense amount of data and gives an excellent insight into how individuals and their behaviours have either a beneficial or adverse effect.
While we set great store on measurable statistics, this examines the more subtle unquantifiable issues that are the real influences behind the statistics. This is not for the faint hearted. It is the most intensive and stressful training that I have ever undertaken, but I also learned more in the time than in any other situation. Most of what I learned was about me. It is better to call it an assessment; a self-assessment of your own attitudes, perceptions, complacency and particularly your blind spots.
Only consider this is you genuinely want to change and improve. This is not for delegation. Do not send your staff on it before you go on it yourself.
I wholeheartedly recommend the programme to you.
Group Finance Director
SCS’s Training Simulator is an impressive and powerful system which harnesses a wealth of data and uses innovative technology to create a comprehensive learning experience. With material being delivered both via the computer systems and by interaction with the trainer, the participant is led through several years in the life history of a virtual company. The experience is intense, challenging and thought provoking, and I found myself looking at things in a completely different way and gaining a real appreciation of the key factors in HSE culture. The trainer evidently has vast experience in his field and brings realism and credibility to the role playing. The format of the learning enabled a significant amount of information to be absorbed in a short space of time. I found the experience demanding but enjoyable and immensely valuable in helping to formulate my thinking on HSE culture. Highly recommended.
Managing Director Magus-Toollbox
The bottom line for this programme is that it gets the message across that developing a safety culture is going to be more effective at reducing accidents and deaths than all the obvious things that managers do, like writing more procedures and having sanctions. Related to that last point is that it becomes abundantly clear that much of the accident data routinely collected and reported in the energy industry accident data is completely useless - the data that are important are clearly identified.
As an education programme, it works well for getting senior managers to have a better understanding of the nature of safety and how to develop a safe working environment. Crucially, through conversations with the facilitator, it helps managers identify the actions that they can take that will help to achieve that goal. The model for the day includes the critically important working relationship between safety specialists and operational, line managers, and how each role can and should support the other.
As the focus of the programme is the development of a safety culture, the point is well made that the actions that are required of senior managers are all FREE - that is no actual costs attach to them - other than their time, of course.
The overall conclusion is that the session is excellent, and with huge potential to help senior managers change their mental models about safety, with huge value added through a facilitator who ‘knows the business’.
Leadership Development Consultant and Coach, Sustain Change Ltd
I have worked in the oil and gas industry for almost 30 years, with experience of onshore and offshore drilling rigs and production facilities, as well as deep involvement in leadership development and coaching. In that time I have been exposed to a lot of HSE and safety leadership training.
The SCS Training Simulator moves beyond theory and case-studies, and puts the participant “in the hot seat” of making decisions about both “what” to do in response to real trends in real safety and operational data, as well as “how” to act. I was surprised how quickly I became immersed in the experiential development offered within the learning environment and the on-going interaction with the “safety coach”. By observing trends in data, and how these may respond over time to leadership interventions, I gained a depth of experience of safety leadership that is hard to find in anything but the real world of an operational leadership role.
Paul A Woods BSc (Eng). CFIOSH
Director (and HSE Consultant) 6W Ltd
I spent a full day on this safety culture learning environment It was an exhausting, at times stressful, but overall extremely instructive day which compressed a 5 year period of an energy company’s life into one day. The “trainee” spends the entire day in interaction with the training tool; being fed continuous data from a large bank of computers and by the facilitator; requesting information; making decisions and providing reports to senior management and Chairman of the Board.
It very soon becomes obvious to the trainee that much of the “traditional” reactive or lagging safety statistics collected by businesses is not especially useful in preventing accidents, nor is it a gauge of the all-important safety culture within an organisation – which can be defined as “what the workforce does when management isn’t around” or more formally by “"the attitudes, beliefs, perceptions and values that employees share in relation to safety".
As a former HSE manager in BP in major projects and operations, I found the tool a real eye-opener in how it can change one’s perceptions on the importance of certain management actions and the usefulness of certain safety data. This was especially true of how leading, proactive data can provide real insight into how a company’s safety culture is developing (or not!) and how it can ultimately lead to greatly improved safety performance
Having spent a day with the tool, I don’t believe its main benefit is for HSE managers or middle managers. Rather, it should be experienced by CEOs and other senior managers of a company, It is only they who can affect safety culture of their organisation by leading by example, setting standards for safe behaviours, by their requirements for meaningful proactive safety data and by holding line managers accountable for their actions (or inactions).
The learning environment has been based on a real life cycle and therefore is completely realistic and credible. I have no hesitation in recommending it to senior management, as I believe it will be of immense benefit in improving the safety culture and hence safety performance of their organisation.
As recent history has demonstrated, an event thousands of miles away can have catastrophic consequences not only for the Company but for the CEO.
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