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Integrating Safety Management Systems – Opportunities for Improvement Prue Hardiman Managing Consultant, Noel Arnold and Associates [email protected] The Key Message Managing Health & Safety is …. An organisational priority A senior and line management responsibility Requires infrastructure, systems, active safety culture and Strong leadership 2 Traditional Approach 3 Often reactive to OHS issues/risks Ad-hoc processes & systems Focus on measuring negative outcomes Management largely unengaged in OHS 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 4 Contemporary Approaches 5 OHS management linked to strategic & operational objectives. OHS management systems must relate to an organisation’s activities, risk profile, structures & culture Adoption of a systems based approach OHS integrated into operational processes Focus on consultation & problem solving Senior management leadership & accountability The ‘Strategic’ Approach OHS Integration: at what level? Strategic Operational 6 Organisational change New equipment and processes Business process Planning cycles and requirements Framework for Improvement 1.Safe equipment and facilities 2. Systematic Approach Improved OHS Performance 4. Leadership 7 3. Active OHS culture Safe Equipment & Facilities 8 Design reflects OHS requirements Safe products purchased Regular inspection & maintenance Operational & training requirements established Systematic Approach 9 Active (not passive) risk management Focus on building organisational competency Planning processes reflect systematic thinking Accountability for performance culturally embedded at all levels Systems promote learning from errors Credible – close the loop where issues identified Active Safety Culture 10 Consultation and participation Effective communicationformal informal, open, frequent Recognition & reward for OHS Learning culture Leadership Leading by example Clear accountability & responsibility Plans & programs incorporate OHS Communicating importance of OHS 11 Leadership is the key Leading by example Participation Demonstrate knowledge Model behaviours Clear accountability & responsibility OHS responsibilities in duty statements Each individual accountable for safety KPI’s developed & articulated 12 Leadership is the key Plans & programs incorporate OHS Objectives & targets for OHS performance at all levels OHS issues in work planning activities Plan for work output/OHS needs conflicts Communicating importance of OHS OHS part of meeting agenda Feedback from employees on OHS initiatives Recognise & reward performance 13 Case study – Rocla SAFE – Take Care Always 14 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 15 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 Focus group methodology using safety culture diagnostic tool Targeting three key groups, managers, team managers and operational employees Used same questions and measured the responses Defined individual site issues 16 Safety Culture Assessment ROCLA Safety Culture Assessment Management Team Leaders Employees Always 5 Frequently 4 Half Time 3 Sometimes 2 Never 1 Compliance 17 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 18 Corporate Safety Improvement Plan 19 Commitment by Senior Management to the Rocla SAFE process Clear understanding of behaviours and actions required by leaders Identification of actions required of Senior Management to assist in implementation of Rocla SAFE initiative Site Safety Improvement Plan SSIP developed for each of the 12 sites Crucial to success of the project Demonstrated leadership commitment to employees Implementation tools provided and outcomes of individual reports Resulted in continuous improvement process 20 Site Safety Improvement Plan Site Based Leadership Training 21 Aimed at Team Leaders, Coordinators, Safety Representatives Covers roles and responsibilities, behaviours and actions required Participation of Site Managers important Incorporate Safety Leadership Action Guides Communication Initiatives 22 Committees and H&S Reps Tool box talks Integration of safety into production meetings Feedback to employees on safety improvement Recognition processes Leadership Initiatives 23 Integration of safety and productivity Management participation Discussion of safety and focus on safety day to day Addressing of safety concerns Closely linked to communication SSIP – Immediate actions Allocated implementation actions utilising the OHS committee Progress reviewed against site safety improvement plan at least monthly Progress communicated by management to employees regularly, face to face where possible 24 SSIP - Longer Term 25 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 26 50% reduction in LTI’s and MTI’s over last 12 months High level of manager and employee engagement Ownership of improvement initiatives by all employees Future savings through reduction in Workers Compensation claims and reduced disruption to production Summary 27 Integration – identify opportunities at strategic/operational levels Historically emphasis placed on OHS systems & equipment Recognition that leadership & culture are important drivers for improvement Summary Upstream performance measures drive improvement in downstream outcomes Understanding cultural issues and behaviours through involvement of employees generates more effective and sustainable outcomes. 28