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Make it the
Standard
Improving Safety Culture
through the National Standard for
Psychological Health and Safety in the Workplace
Make it the Standard
• Background
• Agenda
– Safety Culture
– The “Standard”
– Improving safety culture through the
Standard
• Process
What is safety culture?
• Does not exist in isolation
• Can not be managed but may be
influenced
• We can be intentional to foster
positive culture
• Is not about behavior-based
approaches
• Is required to ensure sustained
commitment to health and safety
and to reduce injury and illness.
What is safety culture?
• A set of shared values and beliefs that
influences actions and drives practices for
preventing workplace injuries and illnesses.
The shared values & beliefs
of a positive safety culture
Values
• People value and expect
safety and health in the
workplace
• People in the workplace are
our most valuable resource
• Safety and health is valued
with productivity, quality and
pay
5
The shared values &
beliefs of a positive
safety culture
Beliefs
• Workplace injuries
and illnesses can be
prevented
• Leaders drive
improvement
• We all have a role to
play in building
healthy and safe
workplaces
6
Six Dimensions of a
Strong Safety Culture
7
CAN/CSA Z1003
“The Standard”
• Released in 2013
• Psychological health and safety in the
workplace – Prevention, promotion and
guidance to staged implementation
• MHCC Video
• What it is Not
• Why adopt The Standard
Psychological
Support
Civility &
Respect
Recognition & Reward
Organizational
Culture
Psychological Job Fit
Involvement
& Influence
Psychological
Protection
Growth & Development
Workload
Management
Engagement
Work-Life
Balance
Protection of
Physical Safety
The Standard - 13 Factors
9
Clear Leadership &
Expectations
What gets in the way?
• This isn’t about safety and health
• If it is not “compensable” it
doesn’t count
• If I talk about it will get worse
• This is a human resource issue
• Role of the joint committee
• This is about individuals not the
workplace
Ignoring psychological
hazards?
• Workers are hurt
• Costs go up
• Reputation suffers
• Credibility of health and safety
suffers
• Buy-in weakened
• Won’t get to “cool”
* Guarding Minds at Work: https://www.guardingmindsatwork.ca/info
What are you doing in
your workplace?
• What are you doing around
psychological health and safety
• What are you doing around
safety culture?
• How is your workplace
responding?
Psychological
Support
Civility &
Respect
Recognition & Reward
Organizational
Culture
Psychological Job Fit
Involvement
& Influence
Psychological
Protection
Growth & Development
Workload
Management
Engagement
Work-Life
Balance
Protection of
Physical Safety
13 Factors and Safety Culture
13
H&S Concerns AddressedTrust and Respect Leadership
InclusionPersonal Commitment & Accountability
LearningOrganization
Clear Leadership &
Expectations
Health and Safety Concerns
Addressed – Keep it Real
1) In any given week, 500,000 Canadians are
unable to work due to mental health problems
True
2) 1 in 5 workplace disability claims are related
to mental health*
False: 1 in 3
3) 50% of disability costs are attributed to
mental illness*
False: 70%*Mental Health Commission of Canada:
http://strategy.mentalhealthcommission.ca/the-facts/
Health and Safety Concerns
Addressed – Keep it Real
4) 70% of Canadian employees are concerned
about the psychological health and safety of
their workplace and 30% report levels of
concerns that warrant serious attention.*
True
5) WCB data confirms between 2011 and 2015
a)the number of psychological injury claims has risen
True
b) the average cost of psychological claims is 2 x higher
than the average cost of all claims
False: 3 x higher
*Workplace Strategies for Mental Health: Considering the Costs:
https://www.workplacestrategiesformentalhealth.com/psychological-health-and-safety/considering-the-costs#ipsos2012
Health and Safety
Concerns Addressed –
Keep it Real
CASE
STUDY
Health and Safety
Concerns Addressed –
Keep it Real
Lessons and Pointers
• Integrate psychological factors into health
and safety program; inspections, hazard
assessments etc...
• Review the data and trends to make the
case
• Use Guarding Minds at Work survey*
• Consider the nature of the work. Risks may
be higher in work relying on human
services
* Guarding Minds at Work: https://www.guardingmindsatwork.ca/info
Leadership −
Demonstrating Commitment
Leadership –
Demonstrating Commitment
CASE
STUDY
Leadership –
Demonstrating Commitment
Lessons and Pointers
• Access the C-Suite
• Connect the personal - finding a champion
• Provide leadership training: difficult
conversations, emotional intelligence,
providing helpful feedback, motivating
others…
• Consider change management - have a long
term plan
Trust and Respect Permeate
the Workplace
Trust and Respect Permeate
the Workplace
CASE
STUDY
Trust and Respect Permeate
the Workplace
Table Discussion 5 minutes
• At your table discuss what lessons you can
take away from the case study.
• What are some of the things we can do in our
workplace – in our safety programming – to
leverage trust and respect?
Trust and Respect Permeate
the Workplace
Lessons and Pointers
• Develop and train staff in respectful
workplace policies and practices
• Model behaviors; honest, open, clear
communications
• Ensure avenues to resolve conflicts
• Foster opportunities to build relationships
Personal Responsibility
and Accountability
Personal Responsibility
and Accountability LINK
CASE
STUDY
Personal Responsibility
and Accountability
Lessons and Pointers
• A strong internal responsibility system
links health and safety to the personal
• Embed internal responsibility mechanisms
into your daily operations.
• Honour worker investment; provide
recognition small and large
• Leverage the personal / vocational stakes
workers may have relative to their role
• Ask - what are your workers’ passions and
what are their concerns?
Inclusion −
All Workers Matter
Inclusion –
All Workers Matter
CASE
STUDY
Inclusion −
All Workers Matter
Lessons and Pointers
• Know who is on the “outside” and personally
reach out
• Provide opportunities for involvement and
influence; employee meetings, change
management sessions…
• Consider focus groups / employee surveys to
identify factors which require attention
• Look for opportunities to support work-life
balance; flex time, wellness activities in work
routines …
Continuous Learning –
Desire to Learn and Grow
Continuous Learning –
Desire to Learn and Grow
CASE
STUDY
Continuous Learning –
Desire to Learn and Grow
Lessons and Pointers
• Embrace the bad news, failures and
shortcomings – these may provide your
greatest opportunity.
• Know and name your strengths – you are
probably well along the road already!
• Start with a win: “no regrets” move
Moving out of the
Occupational
Health and Safety Silo
Moving Along The Continuum
Beyond Compliance
Indifferent Reactive Calculative Proactive Generative*
Reckless,
Negligent
Changes made
following
incidents.
Compliance -
programming in
place required
by legislation
Organization
begins to look
ahead –
wellness
programming
Organizational
leader PH&S
embedded in
operations
Protect - Prevent - Promote
Vulnerable Resilient
*Adapted from Energy Institute "Hearts and Minds: Safety Culture Toolkit” http://heartsandminds.energyinst.org/
Integrated Workforce
Health and Productivity
5 Financial Outcomes:
• 16% increase in market value• 20% higher employee
productivity measures by revenue returns per employee
• 57% higher total returns to shareholders
Engaged Workforce1
Workplace Programs2
Program Performance Measurement & Evaluation
Increased Market Value
SuperiorFinancialPerformance
Lower EmployeeGroup BenefitRates & Costs 4
ImprovedEmployeeProductivity
EnhancedWorkforceHealthBehaviours 3
Integration of Workplace Support Programs
Higher TotalReturns toShareholders
EnhancedEmployeeProductivity
• Human Resources Program• Employee Assistance Program• Attendance Assistance & Support Program• Occupational Health & Safety Program• Disability Management Program• Workplace Wellness Program
2 Workplace Programs:
Program
Elements
Integrated
Program:
Outcomes
Financial
Outcomes 5
• Less employee presenteeism• Fewer casual absences• Lower drug use & costs• Less medical absences• Shorter medical absences
3 Health Behaviours:
Lower rates and costs of:• Casual absence• STD• LTD• WCB
4 Group Benefits:1 Engaged Workforce:
• Know how to perform• Able to perform• Equipped to perform• Motivated to perform• Positive workplace
interactions © Dyck, D. 2017
Summary and conclusions
• Taking action on factors which support
psychologically healthy and safe
workplace will support the dimensions of
a strong safety culture including:
– Addressing / responding to very real
psychological health and safety concerns
– Demonstrating leadership commitment
– Personal investment and accountability
– Including all workers – particularly workers
more likely to be vulnerable
– Trust and respect in the workplace
– Continuous learning
Summary and conclusions
• Improving safety culture is a
journey.
• The Standard provides a roadmap
to support that journey and will
help:
– Move organizations beyond
compliance and along the safety
maturity continuum.
– Support movement from prevention to
wellness.
– Support individual resiliency.
Summary and conclusions
• Tips for moving the Standard forward
– Start where you’re at
– Engage leadership
– Strike a multi-disciplinary committee
– Pick 1-2 sure wins
• Learn More
– Tap into wealth of free resources through
Mental Health Commission of Canada,
Guarding Minds at Work and Great West
Life’s Centre for Mental Health in the
Workplace.
– Join a community of practice.
– Check out local support organizations.
Sue Roth
Safety Culture Specialist
SAFE Work Manitoba
(204)954-4942
Resource Information
• Mental Health Commission of Canada
– http://strategy.mentalhealthcommission.ca/
• Workplace Strategies for Mental Health
– http://strategy.mentalhealthcommission.ca/
• Guarding Minds at Work
– https://www.guardingmindsatwork.ca//info
• Manitoba Nurses Union
– https://manitobanurses.ca/psychological-health
• Dyck, Dianne. Occupational Health & Safety,
Theory, Strategy & Industry Practice, 3rd
Edition, Lexis Nexis Canada Inc., 2015.
Resource Information
• SAFE Work Manitoba
– Safety culture
– www.safemanitoba.com/safetyculture
– Psychological health and safety in the workplace
resources & strategy
– www.safemanitoba.com/psychhealth
– https://www.safemanitoba.com/Resources/Pages/
Psychological-Health-and-Safety-in-the-
Workplace-Strategy.aspx
• Morneau Shepell Research Group Report,
Workplace Mental Health Priorities: 2016
– http://www.morneaushepell.com/ca-
en/insights/workplace-mental-health-priorities-
2016
