Transcript Prue Hardiman - Integrating Safety Management Systems

Integrating Safety Management
Systems – Opportunities for
Improvement
Prue Hardiman
Managing Consultant, Noel Arnold and Associates
[email protected]
The Key Message
Managing Health & Safety is ….
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An organisational priority
A senior and line management
responsibility
Requires infrastructure, systems,
active safety culture and
Strong leadership
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Traditional Approach
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Often reactive to OHS
issues/risks
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Ad-hoc processes & systems
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Focus on measuring negative
outcomes
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Management largely
unengaged in OHS
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Limited consultation
Waterfall Report (NSW State Rail)
“An underdeveloped safety culture
…. resulted in failure in the
application of the safety system by
line management”
Safety critical equipment used despite
management knowledge it was not safe
 Procedures & processes not followed
 Lack of training
 Day-day culture focused on efficiency
at the expense of safety
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Contemporary Approaches
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OHS management linked to strategic &
operational objectives.
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OHS management systems must relate to an
organisation’s activities, risk profile, structures &
culture
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Adoption of a systems based approach
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OHS integrated into operational processes
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Focus on consultation & problem solving
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Senior management leadership & accountability
The ‘Strategic’ Approach
OHS Integration: at what level?
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Strategic
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Operational
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Organisational change
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New equipment and processes
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Business process
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Planning cycles and requirements
Framework for Improvement
1.Safe equipment
and facilities
2. Systematic
Approach
Improved OHS
Performance
4. Leadership
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3. Active
OHS culture
Safe Equipment & Facilities
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Design reflects OHS requirements
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Safe products purchased
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Regular inspection & maintenance
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Operational & training requirements
established
Systematic Approach
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Active (not passive) risk management
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Focus on building organisational competency
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Planning processes reflect systematic thinking
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Accountability for performance culturally
embedded at all levels
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Systems promote learning from errors
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Credible – close the loop where issues
identified
Active Safety Culture
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Consultation and participation
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Effective communicationformal informal, open, frequent
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Recognition & reward for OHS
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Learning culture
Leadership
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Leading by example
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Clear accountability &
responsibility
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Plans & programs
incorporate OHS
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Communicating
importance of OHS
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Leadership is the key
Leading by example
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Participation
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Demonstrate knowledge
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Model behaviours
Clear accountability & responsibility
 OHS responsibilities in duty statements
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Each individual accountable for safety
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KPI’s developed & articulated
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Leadership is the key
Plans & programs incorporate OHS
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Objectives & targets for OHS performance at all
levels
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OHS issues in work planning activities
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Plan for work output/OHS needs conflicts
Communicating importance of OHS
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OHS part of meeting agenda
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Feedback from employees on OHS initiatives
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Recognise & reward performance
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Case study –
Rocla SAFE – Take Care Always
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Objectives of Rocla SAFE
Identify and analyse
factors contributing to poor
safety performance
Document an agreed OHS
Improvement plan based on
consultation with
stakeholders and implement
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Review progress of
implementation of the plan
and assess improvement of
safety performance by LTI’s
and MTI’s and reassess
attitude of employees using
same tool
Approach – peel back the layers
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Focus group methodology
using safety culture
diagnostic tool
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Targeting three key groups,
managers, team managers
and operational employees
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Used same questions and
measured the responses
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Defined individual site issues
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Safety Culture Assessment
ROCLA Safety Culture Assessment
Management
Team Leaders
Employees
Always
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Frequently
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Half Time
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Sometimes 2
Never
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Compliance
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Communication
Prevention Practices
Leadership
Commitment
Awareness &
Participation
Motivation
Work Focus
Moving Forward
Strategy was established into 2 streams:
1.
Corporate Safety improvement plan
2. Site Safety Improvement plan systems, equipment, culture,
leadership
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Corporate Safety Improvement Plan
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Commitment by Senior Management
to the Rocla SAFE process
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Clear understanding of behaviours
and actions required by leaders
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Identification of actions required of
Senior Management to assist in
implementation of Rocla SAFE
initiative
Site Safety Improvement Plan
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SSIP developed for each of the 12 sites
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Crucial to success of the project
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Demonstrated leadership commitment
to employees
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Implementation tools provided and
outcomes of individual reports
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Resulted in continuous improvement
process
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Site Safety Improvement Plan
Site Based Leadership Training
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Aimed at Team Leaders,
Coordinators, Safety Representatives
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Covers roles and responsibilities,
behaviours and actions required
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Participation of Site Managers
important
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Incorporate Safety Leadership
Action Guides
Communication Initiatives
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Committees and H&S Reps
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Tool box talks
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Integration of safety into
production meetings
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Feedback to employees on
safety improvement
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Recognition processes
Leadership Initiatives
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Integration of safety and
productivity
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Management participation
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Discussion of safety and focus
on safety day to day
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Addressing of safety concerns
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Closely linked to
communication
SSIP – Immediate actions
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Allocated implementation actions
utilising the OHS committee
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Progress reviewed against site safety
improvement plan at least monthly
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Progress communicated by
management to employees
regularly, face to face where
possible
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SSIP - Longer Term
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Closely monitor site performance
Record leadership and
communication actions taken
Regularly update employees on status
Enable safety coordinators to
participate in risk management
project
Provide for participation in on-going
safety training initiatives
Outcomes
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50% reduction in LTI’s and MTI’s over last 12
months
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High level of manager and employee
engagement
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Ownership of improvement initiatives by all
employees
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Future savings through reduction in Workers
Compensation claims and reduced disruption
to production
Summary
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Integration – identify opportunities at
strategic/operational levels
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Historically emphasis placed on OHS
systems & equipment
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Recognition that leadership & culture are
important drivers for improvement
Summary
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Upstream performance measures drive
improvement in downstream outcomes
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Understanding cultural issues and
behaviours through involvement of
employees generates more effective
and sustainable outcomes.
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