Separator Bar
isa-360

ISA 360 is an independent and reliable capability assessment that identifies an individual's beliefs, attitudes and behaviours towards safety and wellbeing, and enables transformation of the culture of your organisation.

Not only a measure of process safety capability, ISA 360 provides an integrated assessment of how leaders perform during times of change, how they manage crises, how open they are understanding the views of others, and how they adapt to changing needs in order to achieve outcomes.

ISA 360 measures four leadership capability areas, and provides an opportunity to transform individual safety leadership and performance by understanding current views, beliefs, behaviours and processes.

Commitment

The leader’s ability to have and demonstrate a personal commitment to safety and wellbeing, and effectively engage others in the commitment.

Curiosity

The leader’s ability to listen effectively in a way that seeks a greater understanding of all perspectives.

Caring Actively

The leader’s ability to produce a desired or intended result through genuinely caring about people.

Interconnectedness

The leader’s ability to optimise both personal and process safety, at the individual and organisational level to ensure everyone works safely.

Consulting
Separator Bar

How it works

Leaders participate by completing an online survey about themselves and nominating feedback providers to fill in feedback on their behalf.

Data is collected and processed and each individual is provided with a comprehensive report that outlines current strengths and biggest areas of opportunity or ‘gaps’ in capability.

Because it compares the self view with that of others, it also helps identify potential blindspots in the participants’ capability as well as confirmed strengths.

There are two options;
ISA 360 Comprehensive and ISA 360 Basic

There are two options; ISA 360 Comprehensive and ISA 360 Basic. ISA 360 Comprehensive combines the quantitative results from the online feedback survey (Basic) with additional qualitative questions to further understand the individuals capabilities, and the impact on others.

Following the survey administration and reporting period, an ISA 360 Accredited Practitioner will debrief the results to each leader in a confidential and supportive coaching session and start to identify the ‘view’ that lead to the behaviours identified. By understanding the views that underpin our actions, we have the opportunity to change the results or outcomes.

The ISA 360 process is administered completely online, with reports being provided in either hard or electronic copy. Each participant also receives a comprehensive interactive Self Development Guide coaching resource to aid in their on-going development.

Separator Bar

Benefits for your organisation

ISA 360 uses data to drive insights which can transform safety culture, leadership and performance.

It shines a spotlight on the most significant gaps for the individual and organisational leadership capability by understanding the current and desired performance.

ISA 360 will provide your organisation with;

  • Independent assessment of leadership capability
  • Access to industry benchmarking database
  • A targeted approach and increased ROI in leadership development through Aggregate Data Reports.
  • Ability to offer support for personal and professional development for participants

According to the data collected 2018-2020, ISA 360 enables;

  • 57% more sharing of ideas and concerns
    58% less avoidance of safety issues
  • 59% better listening
  • 63% improved confidence in safety process
  • Staff feel 41% more valued
Cliffs Edge

Case Study

Budget: O&M budget of $110M annually

Location: HO & regionally dispersed, total of 19 sites

Employees: 400 employees

Their Challenge

In 2017, Company A’s goal was to transform their safety culture and performance driven by a strong belief that 'Zero Harm' was possible. However, safety performance had plateaued meaning that employees and contractors were being injured at work.

The leadership team were unsure what levers for change would achieve the desired outcome.

Following the Assessment

All teams participated in results debriefing, breakthrough and commitment forums.

Leadership teams undertook group coaching on their commitments, challenged each other to find more integral approaches to issues and connected across the business.

Group coaching with the Safety Team and Safety Reps.

Safety Culture Optimisation Groups (SCOGS) where formed to bring people from across the organisation and different levels together to work on a challenge that helped to shift safety culture.

Annual Safety Summit was utilised to increase understanding of, and commitment to the desired culture (Integral).

Commitment to increasing leadership capability by assessing individual capability and levers for transformation.

Safety Culture

240 employees participated in the ISA Organisational Safety Culture Assessment in 2017. This identified that the current culture was a Reacting and Conforming culture and characterised by:

Avoidance of difficult conversations and tolerance of poor/under performance.

Sub-optimal management meetings and similar forums where open and constructive conversations were limited (e.g. ‘fear’ of  being shot down).

Leaders feeling like they had to “fight the system” (policies, practices etc).

Learned helplessness in leaders and the workforce.

Achieved Despite Blockers:

Like most organisations, Company A experienced a number of challenges that threatened the success of the STP.

These achievements occurred despite the following challenges:

  • Multiple strategic priorities
  • External pressures on performance expectations
  • Significant organisational restructure
  • Changes amongst leadership groups - in particular a change in CEO and entirely new senior leadership team

Safety Leadership

The top vs. bottom performing leaders (as assessed by the ISA 360) demonstrated a significant difference in how their employees behave as a result of their leadership.

Teams that worked with one of the top 10% performing leaders behaved more positively AND more safely at work in comparison to those that worked with one of the bottom 10%

ISA-360-Diagram-1
ISA-360-Diagram
ISA-360-Diagram