Safety Management Systems

Initial concerns of many managers

Operate efficiently /make profit Provide product /service Avoid adverse publicity

Herald of Free Enterprise 1987 -193 fatalities

Evolving requirements
Minimise loss Meet quality standards Maintain company reputation Not harm people or the environment Develop management systems

Basic elements of safety management system

Policy

Organising

Auditing

Planning and Implementing Measuring Performance Reviewing Performance

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

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 in H&S management system development Commitment to effective H&S management System

Visible leadership by management is the vital component in a management system. Without it, its all just talk.

DuPont

Du Pont principles of safety management

1. All injuries and occupational illnesses are preventable 2. 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 out 6.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 effective 10.People are the most critical element in health & safety programmes

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

Organising
Establishing responsibilities and relationships which promote a positive H & S culture Secure implementation and continued development of the H & S policy

Organising Staff
Control what goes on in your organisation by detailed rules 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 measuring performance Ensure staff are fully competent; analyse training needs Provide access to specialist help when it is needed

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

Levels of supervision
High Self supervision

Degree of supervision Imposed supervision

Low Low High Competence Risk High Low

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

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

Measuring Performance
ACTIVE MONITORING Achieving objectives and standards REACTIVE MONITORING Investigating injuries, damage, near misses

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

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

Performance Monitoring
Indirect monitoring Periodic examination of documents Systematic direct observation of work and behaviour

Monitoring versus Auditing

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 ?

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

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

Culture cautions
Remember that a culture is the sum of its parts, and that a person may exhibit all, some or none of its characteristics --- Not all Americans eat hamburgers, watch baseball and speak English The trouble with culture is that it has about as much definitional precision as a cloud

Safety culture
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 organisations health and safety management (ACSNI)

Safety Culture
The way we do things around here What we do when we think no-one is watching

Positive safety cultures

Aviation Medical operating teams Emergency services Nuclear submarines Saturation divers Your nominations?

Common factors
Leadership Workforce involvement Two way communication Learning and change Attitude towards blame

Leadership
Safety takes priority Managements visible commitment Effective system for managing safety

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

Two way communication

Top-down communication Information transfer up and across the group Safety reporting

Learning and change

Learning culture Contributing improvement ideas Continual review and self-monitoring Lessons learned and resulting changes Safety culture surveys

Attitude towards blame

Just culture versus a Blame culture Seek for root causes Demonstrate care and concern Dont shoot the messenger Maintain confidentiality

Negative issues
Lack of ownership No management commitment Unwillingness to share information No learning from mistakes No response to reviews or audits Isolationism

Safety culture ladder

Who cares as long as we are not caught! Generative

(After EI)

HSE is how we do business around here

Safety leadership & values drive continuous improvement

Proactive

Calculative
We have systems in place to handle all hazards

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

Reactive

Pathological
Who cares as long as we are not caught!

Impact of behaviour on safety

Accident/Incident Rate

Engineering Systems Behaviours

Time

Human factors

Human factors

Human failures

Errors

Violations

Human factors

Errors
Skill-based errors Slips of action Lapses of memory Mistakes

Rule based mistakes

Knowledge based Mistakes

Whoops!

Human factors

Violations

Routine

Situational

Exceptional

Human Failure Types

Human Failure
Inadvertent Deliberate

Error

Non Compliance
Violations

Action Error Action not as planned

Thinking Error Action as planned

Routine

Situational

Exceptional

Action Based Slip

Memory Based Lapse

Rule Based Mistake

Knowledge Based Mistake

After HSE

Levels of mental working

SKILL BASED
Automated routines with little conscious attention

(After HSE)

Automatic

RULE BASED
If symptom is X, then cause is Y. If cause is Y then do Z

KNOWLEDGE BASED
No routines or rules available for handling the situation

Conscious

Behavioural safety concepts

~95% of workplace accidents are caused by unsafe behaviour Most accidents have happened, or nearly happened, before The people doing a job are the best people to tell you how to do it safety Management /supervision commitment is essential

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

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 time that will become the way they want to act Countries change behaviour by new laws, companies have to do it in other ways

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 belts 1991 All rear seat users to wear belts 2006 Some children to use special car seats Estimated that 60,000 lives have been saved since 1983

Changing behaviours 1
Behavioural safety programmes seek to improve safety culture, and safety performance by getting people to change their behaviour at work The programmes have to involve everyone. The people doing the job know best how it can be improved Dont expect staff to change their behaviour if managers dont change theirs Let people know what is going on

Changing behaviours 2
Prepare for a slow change over time as cultures change slowly Explain the process so all know what is happening Appoint and train people in observation and intervention activities. Explain the differences between mistakes, which are tolerable, and violations, which are not, in the event of an incident occuring

Observation and Intervention levels

1. Reporting unsafe conditions 2. Watching how people are carrying out their tasks, and reporting unsafe acts 3. 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

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 work Report intervention and positive outcome

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.

Remember why we need a management system that works!