cf lecture 14 safety management

7/27/2019 CF Lecture 14 Safety Management

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Safety Management Systems


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Initial concerns of many

managers

Operate efficiently /make profit

Provide product /service Avoid adverse publicity


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Herald of Free Enterprise

1987 -193 fatalities


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Evolving requirements

Minimise loss

Meet quality standards

Maintain company reputation

Not harm people or the environment

Develop management systems


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Basic elements of safety management system

Reviewing

Performance

Organising

Planning and

Implementing

Measuring

Performance

Policy

Auditing


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Health & Safety Management Key

Components Leadership and commitment

Policy and strategic objectives

Organisation, resources and documentation Evaluation and risk management

Planning

Implementation and monitoring

Auditing and reviewing


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Leadership and commitment

Company culture to support Belief in companys desire to improve H&S

performance

Motivation to improve personal H&S

performance Acceptance of individual responsibility and

accountability for H&S performance

Participation and involvement at all levels inH&S management system development

Commitment to effective H&S managementSystem


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Visible leadership bymanagement is the vital

component in a management

system.Without it, its all just talk.


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DuPont


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Du Pont principles of safety management

1. All injuries and occupational illnesses are preventable2. Management is directly responsible for doing this, each level

accountable to the one above and responsible for the one below

3. Safety is a condition of employment

4.Training is required to sustain safety knowledge

5.Safety audits and inspections must be carried out6.Deficiencies must be corrected promptly

7.All unsafe practices, incidents and injury accidents will be

investigated

8.Safety away from work is as important as safety at work

9.Accident prevention is cost effective10.People are the most critical element in health & safety

programmes


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In Shell we are all committed to:

Pursue the goal of no harm to people; Protect the environment;

Use material and energy efficiently to provide our products and

services;

Respect our neighbours and contribute to the societies in which

we operate;

Develop energy resources, products and services consistent

with these aims;

Publicly report on our performance;

Play a leading role in promoting best practice in our industries;

Manage HSSE & SP matters as any other critical business

activity; and

Promote a culture in which all Shell employees share this

commitment.Peter Voser

Chief Executive Officer


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Organising

Establishing responsibilities and

relationships which promote a

positive H & S culture

Secure implementation and

continued development of the H & S

policy


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Organising Staff

Control what goes on in your organisation by detailedrules and procedures

Empower staff to make decisions

Allocate health and safety responsibilities to individuals

and groups Ensure staff know and understand their responsibilities

Involve staff in identifying hazards, assessing risks,developing preventative measures and measuringperformance

Ensure staff are fully competent; analyse training needs Provide access to specialist help when it is needed


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Responsibility

Ensure everyone knows their specific role

in H&S

Provide necessary resources Establish reporting lines

Allow them to manage their tasks

Hold personnel accountable


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Levels of supervision

Self supervision

Imposed supervision

Degree of

supervision

High

Low

Competence

Risk

Low

LowHigh

High


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Planning and Implementing

Complying with Health and Safety laws

Identifying hazards and assessing risks and

deciding how they can be eliminated or controlled

Establishing operating controls such as

procedures and work instructions

Agreeing Health and Safety targets with

managers and supervisors

Setting up systems such as incident reporting,

behavioural safety, emergency response


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Measuring Performance

Where are you?

Where you want to be? What is the difference and why?


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Measuring Performance

ACTIVE MONITORING

Achieving objectives and

standards REACTIVE MONITORING

Investigating injuries, damage,near misses


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Active Monitoring

Measurement and reporting of:-

Hazardous conditions or unsafe equipment

(Un)safe acts or omissions

(Non) compliance with procedures etc (Non) achievement of safety targets / goals

Management involvement in safety

Environmental or occ.health surveillance

Effectiveness of inspections or audit systems Effectiveness of risk assessment / control


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Reactive Monitoring

Measuring and reporting of:-

Injuries (first aid, serious, fatal)

Occupational illnesses Damage to property or the environment

Near Misses (incidents with no losses)

Financial losses (time off work or fines)

Days of work lost Enforcement notices issued by regulator


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Performance Monitoring

Indirect monitoring

Periodic examination of

documents

Systematic direct observation of

work and behaviour


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Monitoring measures performance of parameters over a time

period, and compares with previous periods or targets. E.g.

19 incidents this month compared to 22 the previous month,

or 500 tonnes of product produced this week compared to a

forecast of 510.

Auditing compares performance against an established

standard. E.g. did management operate the environmental

organisation in accordance with ISO 14001, or were finances

managed in accordance with agreed accounting standards ?

Monitoring versus Auditing


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Advantages of auditing

Ensuring HSE management system elements and activities conform

to planned arrangements and are implemented effectively

Determining the functioning of the HS management system in fulfilling

the companys HSE policy, objectives and performance criteria

Complying with relevant legislative criteria

Identifying areas of improvement - Minimising losses and liabilities by

identifying where corrective action is needed

Providing feedback to enable continuous improvement

Encouraging better safety performance across the companys

operations and sharing of good practices. Increasing employees awareness of health and safety issues


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Definition of culture

The attitudes and behaviour that are

characteristic of a particular social group or

organisation

Beliefs and actions which are kept and

followed more or less regardless of the

situation or circumstances


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Culture cautions

Remember that a culture is the sum of its parts,and that a person may exhibit all, some or noneof its characteristics --- Not all Americans eat

hamburgers, watch baseball and speak English

The trouble with culture is that it has about asmuch definitional precision as a cloud


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Safety culture

The product of individual and group values,

attitudes, perceptions, competencies and

patterns of behaviour that determine thecommitment to, and the style and

proficiency of, an organisations health and

safety management (ACSNI)


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Safety Culture

The way we do things around here

What we do when we think no-one is

watching


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Positive safety cultures

Aviation

Medical operating teams

Emergency services Nuclear submarines

Saturation divers

Your nominations?


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Common factors

Leadership

Workforce involvement

Two way communication Learning and change

Attitude towards blame


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Leadership

Safety takes priority

Managements visible commitment

Effective system for managing safety


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Workforce Involvement

Responsibility for own and others safety

Taking ownership of safety programmes

Specialists to provide support Channels to report concerns

Feedback to inform personnel


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Two way communication

Top-down communication

Information transfer up and across the

group Safety reporting


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Learning and change

Learning culture

Contributing improvement ideas

Continual review and self-monitoring Lessons learned and resulting changes

Safety culture surveys


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Attitude towards blame

Just culture versus a Blame culture

Seek for root causes

Demonstrate care and concern Dont shoot the messenger

Maintain confidentiality


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Negative issues

Lack of ownership

No management commitment

Unwillingness to share information No learning from mistakes

No response to reviews or audits

Isolationism


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Safety culture ladder (After EI)

Who cares as long as we are not caught!

PathologicalWho cares as long as we are not caught!

ReactiveSafety is important. We do a lot every time we have an accident!

CalculativeWe have systems in place to handle all hazards

ProactiveSafety leadership & values drive continuous improvement

GenerativeHSE is how we do business around here


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Impact of behaviour on safety

Time

Accident/IncidentRa

te Engineering

Systems

Behaviours


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Human factors


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Human factors

Errors Violations

Human failures


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Human factors

Slips ofaction

Lapses ofmemory

Skill-basederrors

Rule basedmistakes

Knowledge basedMistakes

Mistakes

Errors


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Whoops!


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Human factors

Routine Situational Exceptional

Violations


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Human Failure

Error Non Compliance

IInnaaddvveerrtteenntt DDeelliibbeerraattee

Action Error Thinking Error

Action

Based Slip

Memory

Based Lapse

Rule Based

Mistake

Knowledge

Based Mistake

AAccttiioonn nnoott aass ppllaannnneeddAAccttiioonn aass ppllaannnneedd

Viioollaattiioonnss

Routine Situational Exceptional

After HSE

Human Failure Types


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SKILL BASED

RULE BASED

KNOWLEDGE BASED Conscious

AutomaticAutomated routines with little

conscious attention

If symptom is X, then cause is Y.

If cause is Y then do Z

No routines or rules available

for handling the situation

Levels of mental working (After HSE)


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Behavioural safety concepts

~95% of workplace accidents are causedby unsafe behaviour

Most accidents have happened, or nearlyhappened, before

The people doing a job are the best peopleto tell you how to do it safety

Management /supervision commitment isessential


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Behavioural safety theory

Culture determined by attitudes

Attitudes determined by behaviours

Hence as you change behaviour, you

change attitudes, and in time you change

the culture


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Behavioural modification

If you change the way people have to act,

in time you can change the way they think,

If you change the way people think, in timethat will become the way they want to act

Countries change behaviour by new laws,companies have to do it in other ways


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Seat belts in cars in UK

1965 Manufacturers to fit belts in cars

1983 Front seat users to wear belts

1989 Children in rear seats to use belts1991 All rear seat users to wear belts

2006 Some children to use special carseats

Estimated that 60,000 lives have been savedsince 1983


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Changing behaviours 1

Behavioural safety programmes seek toimprove safety culture, and safetyperformance by getting people to changetheir behaviour at work

The programmes have to involve everyone.The people doing the job know best how itcan be improved

Dont expect staff to change their behaviour ifmanagers dont change theirs

Let people know what is going on


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Changing behaviours 2

Prepare for a slow change over time ascultures change slowly

Explain the process so all know what is

happeningAppoint and train people in observation andintervention activities.

Explain the differences between mistakes,

which are tolerable, and violations, whichare not, in the event of an incident occuring


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Observation and Intervention levels

1. Reporting unsafe conditions

2. Watching how people are carrying out their

tasks, and reporting unsafe acts3. Intervening when an unsafe act is seen,

and working with the person to resolve the

problem, and agree a solution

4. Noting good behaviour and commending it


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Intervention

Observe what is going on

Introduce yourself and pause activity

Find something to commend

Discuss the activity and why its being done

Ask what is the worst thing that could happen? to

promote discussion on safety

Agree a safer way for them to workReport intervention and positive outcome


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Prescription versus goal setting

Prescriptive systems tell you what you do to be safe

e.g. Pressure vessels must be 12 mm thick,

cranes must lift no more than 5 tonnes etc

Lots of specific legislation.

Goal setting systems tell you what you have to

achieve in safety terms, and leave you to work

out the best way to get there.

Provide guidance and support.


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Remember why we need a management

system that works!

cf lecture 14 safety management

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