SAFETY MANAGEMENT

“We must be the change we wish to see in the world.”

Gandhi

Remember

There is no work so important or so urgent that it cannot be done

safely

+

You will achieve the level of Safety Excellence…

that YOU demonstrate you want to achieve...

Safety Leadership Principles

Accidents are preventable

Up-front planning is essential to success

Leadership must promote active participation, communication, and coaching

Roles and responsibilities must be clear

All personnel are held accountable for actions

No “miracle” solutions exist

Safety is a key component of business success

Leaders “walk the talk”

"The only thing necessary for the triumph of evil is for good men to do nothing."

Edmund Burke, British politician (1729-1797)

Safety Leadership

Lead By Example and Be Consistent Always intervene when you see unsafe behaviours Provide constructive feedback on un-safe behaviours Demonstrate you are able to positively receive an intervention

yourself Take the time to actively listen and learn Never turn a blind eye – your silence is your consent Make the right decisions, not the easy decisions Don’t let others compromise your safety Make the effort to know and always follow policies and

procedures Have the courage to do the right thing Do not tolerate unsafe behaviours from anyone Take The Time to Interact On Safety Matters

“A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.”

Rosalynn Carter (Wife of Jimmy Carter former US President)Rosalynn Carter (Wife of Jimmy Carter former US President)

Whenever I am managing or supervising others:

Safety of everyone is my responsibility Provide leadership by example and set a high standard to those I

manage or supervise by demonstrating safe behaviors Abiding by all rules and procedures Actively promoting safety and health Acting with integrity when dealing with others Communicating clearly the required expectation for safety

performance and the need to always work safely Ensure that all standards rules and procedures are followed Ensure that personnel are adequately trained for their work and

are provided with safe plant and equipment and information which might impact their health & safety

Acknowledge and act upon reported events Ensure that all incidents and hazards are reported promptly

thoroughly investigated and preventative actions implemented in a timely fashion

Recognise good performance Participate actively in all health & safety activities associated with

my position Continually challenge myself by asking have I done enough to

ensure the safety and health of my people

Accidents and Supervision Failures

The following accidents have been identified where supervision may have had an influence: Explosion and Fire at Texaco Refinery, Milford Haven 1994 - During the major

plant upset that preceded the explosion, personnel with supervisory roles became too involved in helping the operating team to deal with the symptoms of the problem. They failed to develop a strategic overview of what was happening, the causes of the observed problems were not analysed and the response was poorly co-ordinated (HSE 1997).

Fire at Hickson and Welch, Castleford 1992 - Removal of supervisory roles in the organisation meant that work planning was spread across a number of personnel. There was insufficient experience of the task and inadequate checks. The result was that an unsuitable work method was developed, which concentrated on avoiding delays not ensuring safety (HSE 1994).

Piper Alpha Disaster 1988 - The operating company failed to ensure the contract company’s supervisor was sufficiently competent in the operation of the permit-to-work system, and did not do enough to maintain sufficient knowledge of the status of work being carried out on the platform. This lack of co-ordination and communication meant that the operating teams did not know which equipment was in a safe state to start (Cullen 1990).

Explosion at Nobels, Penrhyndeudraeth 1988 - Individuals had been known to be violating procedures on a regular basis. Failure to control and discipline meant that two people were killed because they were somewhere they should not have been when the explosion occurred (Harris 2003).

Supervisory Factors for Successful Safety Management

Supportive Supervision: openness on safety issues, initiating safety discussions, providing feedback, fairness

Supervisor Involvement: regular safety meetings with workers, involvement in safety programs and training, involvement in inspections and investigations

Supervisor Autonomy: supervisory influence in decision making, supervisory control

Participative Supervision: participative style, emphasis on the importance of teamwork, valuing the workgroup, recognition of safety as a major part of the job, trust in subordinates

Managerial Factors for Successful Safety Management

Commitment to Safety: resources given to safety, safety program, policies and procedures

Involvement in Safety: visibility at the worksite, informal communications with workers, retaining personal responsibility for safety

Priority of Safety: work planning and scheduling, safety practices intrinsic to production

Leadership Style: decentralisation of power, decisiveness, transformational leadership

Interactions : co-operation between workers and management, informal contact between workers and management, multiple communication vehicles

Communication: open door policy by management, feedback to employees

Humanistic Management Practices: appreciating employees, demonstrating concern for employees, health promotion policies and practices

Manager/Supervisor Role in Successful Safety

Leadership“The supervisor or foreman is the key man in

industrial accident prevention. His application of the art of supervision to the

control of worker performance is the factor of greatest influence in successful accident

prevention.” Heinrich (1959 )

Safety Leadership

“The people are fashioned according to the example of their king and edicts are less powerful than the life (example) of the king”

Claudian, c. 365, Egyptian epic poet

Safety Studies -Leadership Role

Found that management involvement in a number of safety activities was associated with good safety performance. Such activities included : Personal inspections of work areas Open and informal communications between

management and workers Frequent contacts between workers, management

and supervisors.

They concluded that the active involvement of management acts as a motivational force for both management and for employees.

The highest level of performance a manager/supervisor can expect from the people he/she supervises is determined largely by his/her minimum acceptable standards.

Successful Safety Management

Manager/Supervisor Role in Safety Leadership

Active

MonitoringReports Meetings

InspectionsRoutine testing

Health

surveillance

Periodic examination of documents

Monitoring Health & Safety Performance

Successful Safety ManagementSuccessful Safety ManagementProactive V’s Reactive Safety CultureProactive V’s Reactive Safety Culture

CharacteristicCharacteristic ProactiveProactive ReactiveReactivePrimary measure of Primary measure of safety performancesafety performance

Safety of systemSafety of system System outputSystem output

Incident investigation Incident investigation focusfocus

Root causes & Root causes & management systemmanagement system

Unsafe conditions & Unsafe conditions & unsafe actsunsafe acts

Management safety Management safety evaluation based onevaluation based on

Improving safety Improving safety systemssystems

Absence of injuriesAbsence of injuries

Activites oriented Activites oriented towardstowards

Improving key system Improving key system elements & behaviourelements & behaviour

Physical hazards, Physical hazards, contests & gimmickscontests & gimmicks

Employee safety Employee safety meetingsmeetings

Planned and educationalPlanned and educational Not well preparedNot well prepared

Safety trainingSafety training Planned & linked to Planned & linked to improved understanding improved understanding of systemof system

Conducted in response to Conducted in response to regualtory requirementsregualtory requirements

Group recognition based on Group recognition based on Improving safety & healthImproving safety & health Safe work hours without Safe work hours without accidentaccident

Benefits of a positive health & safety culture

Greater co-operation between departments individuals and levels within the organisation on what is perceived as an issue of common concern and mutual interest

Empowerment of all staff that raises morale motivation and commitment to the organisation as people feel encouraged to contribute to their own and their colleagues success

Enhanced communication systems and outcomes with everyone feeling more able to speak up and listen, fewer accidents near misses and incidents and reduced levels of occupational ill health, saving costs and enhancing the constructive climate in the workplace

More problems being solved quickly, quietly and without a lot of fuss as the ownership of the issue spreads

Ways to involve employees

Regular communication with employees on the subject of safety, risk, and hazards

Provide access to information Provide ways to participate in the

program e.g., worksite self inspections, safety and

health annual evaluation process, incident investigation

Provide ways to report hazards, injuries and make recommendations to control hazards

SAFETY EXCELLENCE MODEL requires…

Management Management CommitmentCommitment

SystemsSystems

Safety and HealthSafety and HealthSite LeadershipSite Leadership

Employee Employee InvolvementInvolvement

PATHOLOGICALwho cares as long as we’re not

caught

REACTIVESafety is important, we do a lot every time we have an accident

CALCULATIVEwe have systems in place to

manage all hazards

PROACTIVEwe work on the problems that we

still find

GENERATIVEHSE is how we do business

round here

Increasing Trust/Accountability

Increasinglyinformed

Culture LadderCulture Ladder

Successful Safety ManagementSuccessful Safety Management

Time

Inci

dent

rat

e

Technologyand standards

HSEManagement

Systems

Improvedculture

• Engineering improvements• Hardware improvements• Safety emphasis• E&H Compliance

• Integrated HSE-MS

• Reporting• Assurance• Competence• Risk

Management

• Behaviour• Visible leadership /

personal accountability• Shared purpose & belief• Aligned performance

commitment & external view

• HSE delivers business value

Successful Safety ManagementSuccessful Safety Management

HSE Performance over timeHSE Performance over time

The Four C’s of a Health & Safety Culture

CONTROL – through commitment of all employees to clear health & safety responsibilities and objectives

CO-OPERATION – through encouraging participation and involvement of employees and their representatives in planning, writing procedures, solving problems and reviewing performance

COMMUNICATION - of information about health & safety to employees – verbal, written, visible

COMPETENCE – of all employees through recruitment, training and support to make sure that they make the maximum contribution to health & safety

Safety Culture

Good Safety is more than just slogans, safety boots, ear plugs and posters

The extent to which they are taken seriously depends on the Health & Safety culture in the workplace

YOU WILL ACHIEVE THE LEVEL OF SAFETYTHAT YOU DEMONSTRATE YOU WANT TO

ACHIEVEEstablish accountability for safety

Define safety responsibilities

HSA Guidance – Assessing safety and health performance

How do we know if we are meeting our own objectives and standards for safety and health?

Are our risk controls good enough? Do we have an active monitoring system in place for safety and health

critical issues? How do we know we are complying with the safety and health

legislation that applies to our business? Do our accident or incident investigations uncover all the underlying

causes – or do they stop when we find the first person that has made a mistake?

Do we have accurate records of injuries, ill health, bullying complaints, accidental loss etc.?

Do we as directors get reports on our safety and health failures? How do we learn from our mistakes and our successes? Do we carry out safety and health audits regularly, as necessary? If we

do, what action do we take on audit findings? Do these audits involve staff at all levels? Do we involve our safety

representative and safety committee, where it exists, in the audits?

HSA Guidance

The employees’ commitment to safety and health is influenced by their perception of ‘your commitment to safety and health’.

Visible and active support, strong leadership and commitment from all directors and senior managers are essential for successful safety and health management.

Why manage safety and health at work? Protecting your undertaking’s reputation and

assets

Adverse Publicity from serious accidentSafety and health management strategy is a

central component of an organisation’s corporate social responsibilities

Financial incentives of effective safety management Increased productivity when using safe operating

procedures Reduced insurance premiums Less sickness-related absences and training costs

for replacement staff Better staff retention and morale

Successful Safety Management

Safety is Good Business

Successful Safety ManagementSuccessful Safety Management

Psychological Aspects

How people feel

Behavioural Aspects

What people do

Situational Aspects

What the organisation has

Safety CultureSafety Culture

‘The safety culture of an organisation is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organisation’s health and safety management’ (HSC, 1993).

‘Organisations with a positive safety culture are characterised by communications founded on mutual trust, by shared perceptions of the importance of safety and by confidence in the efficacy of preventive measures’ (HSC, 1993).

Safety - Changing ApproachTraditional approach to safety Improve safety performance by focusing on

operator errorModern approach to safety Improve safety performance by focusing on the

cultural and management system that influence safety behavior

Use the position of leadership to empower employees at all levels to take responsibility for safety

BASIC SAFETY PHILOSOPHY FOR SUCCESSA NEW SAFETY CULTURE

All accidents are preventable. No job is worth getting hurt for. Every job will be done safely. Incidents can be managed. Safety is everyone’s responsibility. Continuous improvement. Safety as a “way of life” for 24 hours/day All individuals have the responsibility and accountability to

identify eliminate or manage risks associated with their workplace Legal obligations will be the minimum requirements fro our health

& safety standards Individual will be trained and equipped to have the skills and

facilities to ensure an accident free workplace

What’s your company approach to safety?

BASIC SAFETY PHILOSOPHY FOR SUCCESSA NEW SAFETY CULTURE

All accidents are preventable. No job is worth getting hurt for. Every job will be done safely. Incidents can be managed. Safety is everyone’s responsibility. Continuous improvement. Safety as a “way of life” for 24 hours/day All individuals have the responsibility and accountability to

identify eliminate or manage risks associated with their workplace Legal obligations will be the minimum requirements fro our health

& safety standards Individual will be trained and equipped to have the skills and

facilities to ensure an accident free workplace

What’s your company approach to safety?