b.SAFE

Putting The Buzz Into HSEE

We believe that an organisation’s safety culture is created and communicated as much through its approach to safety training as it is through any other mechanism in the organisation.

So, if you want people to find HSE interesting, relevant and engaging, your safety education has to be interesting, relevant and engaging too.

That’s particularly important if you’re wanting to take the step from a compliance-focused to a commitment-focused safety culture. Our ‘Change the conversation, change the culture’ mantra puts interpersonal relationships and communication skills at the heart of our approach to safety education

Because we’re an organisational development consultancy specialising in behaviour change, we’re experts in organisational learning. This means we can offer a unique approach to safety education because:

We look at the organisation as a whole, taking a systemic approach, the only way to change culture
We’re experts in organisational learning, so we’re up to date on the best practice in learning and development methodology
We use experiential and interactive learning methods, including drama and storytelling, which are the best way to help adults learn
We focus on development not training, developing skills and changing attitudes and beliefs, not just passing on knowledge. This is because safety culture change needs a change in mindset, skills and tools at all levels in the organisation

The D2iT

The D2iT trust-based safety culture model and trustworthiness principles was originally developed in partnership with the Wales Centre for Behaviour Change, part of Bangor University’s Psychology Department, demonstrates how trust can be built through trustworthy behaviours.

This in turn leads to high levels of psychological safety.

Would you like to find out more?

‘D2iT – Trust-Based Safety Culture

Beehive’s research with Bangor University showed that trust is the key interpersonal factor that most contributes to Interdependent working. This is the type of safety culture that is associated with the lowest levels of accident, injury and defect as described by the Bradley Curve.

Interdependency refers to the fact that everyone in an organisation, at every level and in every role, is part of the same system; that what they do impacts on others; and what they do impacts on the safety and integrity of others, the system and the organisation. Working interdependently means understanding that this is true and behaving like is it true at all times.

The Trustworthiness Principles

To work interdependently requires trust, at all levels and between all stakeholders, internal and external. Trust, however, is an attitude not a behaviour – it cannot be mandated. To invite and encourage trust requires that individuals, and the organisation, is trustworthy. Trustworthiness involves adhering to:

A set of values, attitudes and beliefs
A particular mindset
A set of behaviours and actions

Interdependency is the safest way of working

Trust is the key interpersonal element of interdependency

Trust is an attitude not a behaviour – to increase trust requires trustworthiness in all actors

The trustworthiness principles in the D2iT are the attributes that most contribute to trustworthiness and therefore encourage trust to flourish

Trustworthy safety leaders use the D2it to increase trust, in order to create a safe working culture

b.SAFE D2i (Dependency to Interdependency) Safety Leadership Programme.

What is the D2i b.SAFE Leadership Programme?

The b.SAFE D2iP Safety Leadership Programme is a highly practical, 12-month development programme, based on the D2iT principles and aimed at developing the leadership skills and attributes that most contribute to building a safe working environment. It’s aimed at supervisors and middle managers. The programme uses best practice in adult learning by integrating practical experiential modules with workplace coaching.

Why is it called ‘D2i’?

D2i stands for ‘Dependency to Interdependency’ and refers to the research into safety culture undertaken by Du Pont in 2009. The Du Pont Bradley Curve describes four different types of safety culture – ‘Reactive’, ‘Dependent’, ‘Independent’ and ‘Interdependent’ – and the levels of accident and injury for each type. The more Interdependent behaviours are the fewer accidents and injuries occur. Developing individual leadership behaviours that promote Interdependency is the aim of the programme.

Why ‘Development’ & Not ‘Training’ Programme

A key element of the programme is personal support for participants in the form of one-to-one coaching back at work. We include coaching because:

It’s the best way of ensuring that the learning from the modules gets implemented
It personalises the programme making it more effective – people learn at different rates and need to learn different things
Changing behaviour can be a real challenge and requires support and planning
It helps us to challenge participants thinking and assumptions at work, not just in the training room

For more information contact info@beecld.co.uk.

Would you like to find out more?

‘In the GT Business we have seen some real positive changes over the last 12 months of the Beehive D2i development programme, and the feedback that I’ve had from others is that positive EHS behaviour is now being seen at the craft labour level, where they are beginning to consider Safety and think about it as part of their daily routine. For this to happen in my view, there has to be clear leadership and effective coaching in the workplace and this is where I think the Beehive programme has helped and there is clear evidence to support this. We have also seen a successful LEAN/outage excellence programme rolled out in parallel, and it’s interesting to note the same participants from the initial Beehive D2i development programme have also contributed greatly to this initiative. The leadership development part is the essential part of the programme, and this is what is having the impact.

We now have the second group going through the D2i programme and already I’m having positive feedback from the group who are using some of the skills developed both at work and at home.’
Matt Richardson, Operations Manager, GT Project Management, GE Power Services

‘I would go as far to say this is the best training I have been on during my 16 years of work.’

‘Will be able to read and approach people and situations more clearly as a direct result of this course. Considerable increase in awareness.’