INTERNATIONALSAFETYRATING (PART 1)

by Willem N. Top

a TlteInternat'onal SafetyRutng sAstem's tool tlr'atlt'as to'mprouetlte safetyperformunceof orgadesr,gned been performan' suclt, und ni,zat'ons to prouiderecogn'ti,onfor tlt ce.It i,stlte only SafetyAud'ti,ngmethodology at t'sused 'ncluby manAdffirent industr'al branch,es, uorldw'de meoperatlons,lueauy and m'n',ng, offilr,ore onshore di,ng tal, rffin'i,ng, petro cltemicul and cltemicul, as well as arti,cle ltazardousnature. Tlui's obu'ously of actiu'iti,es Less tlue Internatt onal descr'be th,atwi,LL is tltefi,rst of a ser'es SafetyRat'ngsystemand prouideyou tuitlt ualuable',nat tnlt'Le, th'esan'Le into systemand't's concepts si,glr,t tlr,e stay ou clt t'me,gi,u',ng tlue anceto obtain a'nt deuaboutth,e program. tus of your sufety
The articleswill cover the following subiects: (this article) 1. General 2. Leadership and Administration ManagementTraining Controis and Purchasing Engineering of Hirins and Placement Personnel 3. Taik Analysisand Procedures Training Employee Personal Communications GroupCommunications Promotionof Safety General Safety Off-the-Job .1. PlannedInspections Task Observations ProgramEvaluation and Renorts Records and Regulations 5. Rules PersonalProtective E qurpment EmergencyProcedures HealthControland Services Investigation 6. Accident/Incident Analyses Accident/Incident The material providedin these articleswill hopefullychangethe way you are thinking about safety and allow vou to take proper actionsfor improvement. misunderstood, almost Safety-often never loved Safetyhasbeenwith us sincethe early Because daysof industrialrevolution. safety was not really invented until public opinion reacted on the suffethe ring that accompanied labourthat by wasprovided the workers.It wasat the start of industrial activity that aton tention focused safety,or rather on the unsafetyand the human suffering that went with it. Sufferingby the worker of course,not bv the owner of the factory. Consequently, the resulting legislationand Het OffshoreBlad 5i86 weredirected proat safetyactivities, tecting the worker from the harmful effectsthat resultedfrom the workenvironmentprovidedto him by the owwere seenby the ner. Theseactivities owner as costingmoney,and often as restrictiveto the productionprocess andthe profits from it. Luckily,this is a long time ago. Unfortunately, much of the thinking about safety has not changed.Safety as is verv often still considered somethe thing"that is being done because that very law requiresit. Something much relatesto the worker and the he machines or sheworkswith. Something that, consequently,has to do with machineguarding, safety boots,
mddesate prqrd o. crt!i cncemins:

I t i s w i t h g r e a t p l e a s u r ea n d s o m eh e s i t a t i o n that I start writing a series of articles, on request of Het Offshoreblad. The pleasure comes from the believe in what I am doing and the concepts that I rvork with. Also there would be a chance that readers u,ould call me in to do some work for them. provided they rvant to accept the challenge of being measured on their safety performance, the rvay it is described in these articles.That adds to the pleasure. I believe that safety is :rn important measuring stick for the performance of p e o p l ea n d o r g a n i z a t i o n s .I ) o i n g a j o b w e l l i s doing it rvithout accidents, without unnecessary loss. damage and rvaste. It t a k e s p r o f e s s i o n a l st o o b t a i n t h o s e r e s u l t s . professionals in the execution of rvork zrncl p r o f e s s i o n a l si n m a n a g e n i e n t . P e o p l e t h a t r,vork rvith intentions ancl commitments. people also that rvork rvith the prope'r tools. While u,riting these articles I realize that t h e o f f s h o r e i n d u s t r v r s o f t e n c o n s i d e r e da spect:rcular industrf in which tough nten make their living (and sometimes their t l y i n g t o o ) . L ' n f o r t u n a t e l y , t h e r e i - sn o t h i n g s p e c t a c u ) a ra b o u t t h e m a t e r i a i p r o v i d e d i n t h e s ea r t i c l e s .A n d t h a t i s m 1 ' h e s i t a t i o n t h e change of not being spectacular and not dra',ving ]'our attention. The chance cif writing these articles iust tti fill the pages. Accidents zlre spc'ctacular, not having llrrr is ir sign of good accidents is not mzrnagement, f a.jobu'ell done. Anyrvay, I o u i l l g i v " i t a t n . \ \ l r \ r r " tt r r i t r i t h m e l ll-illett N. To

etc.If an accihelmets, safetygoggles dent occurs,very often the blame is sought for amongstthe u'orkers and recommendations would include things like "shouldpay more attention to safetyrules", etc. questionthis liOne could,however:, mitedpoint of view. For, if onehadto fix the blame(whichis, by the way, the reason why most accidents or inciACCIDENT RATIO STUDY
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Leadership and administration Managementlraining Planned inspections Job/task analysis and procedues Accident/incidenl invesligation Job/taskobservalion Emergencypreparedness Oganizationalrules Accident/incidentanalysis Employee training Personal poteclive equipment Health conlrol and sedices Program evalualion system Purchasing and engineering controls Personalcommunicalions Group melings General promolion Hiing and placemenl Recods and reports O-the-job s^ely

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dents :rre not reported and also why this bl:rnre {ixing should be ar-oided), to u'hcimshould u,e turn? To the worl<eru,ho.often, is alsothe victim? Or to the one that allorvedhim not to rvork according to the rules? Or ma.vbe, everl, encour:rgehim not to do so be('ausethe rvork had to be done in time? Or to his fellori'u'orkers rvhothink it is ( r t , r r , ' lI,tro tt n l i r l l o r i ' s a l ' e t . f l e s ? ) r t o t ru the one who bought the inadequate tools? Or designed the inadequate n'orkenvironment?Or the one rvho did 1 1 r r 1 r t . o V i dn i s r l r n t e t r a i n i n g l O I l e rnn\,be the one rvho did not see to it that his buyer purchased the right tools? Ob"'iouslyall these people could be adrlressed,and should be, at one time or another, in case o an accident. Or rather before the accirlent takes place. Anrl rather all these people instead of one or t\vo. C a u s e so f a c c i d e n t s 'Ihe rloclern thinking about safety and zrccidentcausation is not directed at the u,orker in the rst place.It addresses all the people who have an undenio l r lr l e i n ' l u e n c e n t h e u a y t h a t t h e organization and the people in it operate. It addresses,first of all, the management function and obviously all people in a managerial position, be it either line or staff. It addressesorganizational performance under the direction of topmanagement, in line with practice as indicated by H.M. Factory Inspectorate in the UK when they say: "... Eten in ind.u.stri.es u.:th hiqh Let:els t.tf'echrutLoo the underLying causeso.i' t tt. o, c d en.ts a i'e o.f e'n or g o tt i z cLti,nu| r u c t o t h er t h a . nt ec h n c a \ . . " .

and supportedby Deming when he, states talking aboutqualityproblems, his findings: qre "...80,tr85%ct'the yn'oblems relntec] trt tiu,'rtct-clettertl, rtot tr.t the u'ot'-

" kers... If it is true for qualitv, it is no different for safety! This is made evident in figure 1, showing the accident sequence, inciuding: - th.e injttry, mqteriq.l rluma,ge acc.id e n t o r b u . s i n e sls s s o resulting from the incident or accident brought about by the - uttsrL.b, inadeqtt.a.te, o7' - ru.ther substondard,condit'ons uctsoJ'peoor pLe directly inuLtLt:ed uith the u.:o'rk. Theseure the direct cquseso-'theu.ccident u.Lso culled sllmptcttns indicating they are brought about by more basis events - or under|ying cuuses u'hi,cLt ttre directly reluted to tlte u,:ct certctin.u.ctit:ill ti.esore organized. If we accept the sequenceas provided in the picture, we have to accept too that the real causesof accidentsare of organizational nature. The accident is only the end result of something that went wrong from the start. Of deviations from standards that took place. Once we can accept this, we can easily agree on putting the emphasizewhere it belongs: on organization and management. Measuring safety - there are better ways The emphasizeis wrong. It should be on management rather than on the workers. Unfortunately, when rve look at the way safety is measured,we find the same problem.

Safety is, traditionally,measuredin terms of accidentfrequencies. What r,l reall.rmeasurehere is in.juries. e PropertS'damageaccidentsare not measured, althoughthere are manl' more of those(seegure 2) and thev couldoften lead to injuries,if the cir cumstanceswould be slightly dif ferent. Injuriesfrom accidents often relaare ted to the worker and consequently that is where the attentiongoes.We knorv now that the emphasizeis wrong, that it shouldbe on management and organization, because that is where the main problemsare. So that is whereu'e shouldmeasure. we to Of course shouldcontinue measurefrequencies the outcoming as results because want to make sure we that our input (the organizational or management activity)givesus the deit sired results.Hovu'ever, shouldbe clear now that measuringaccident frequencies aloneis far from idealfor manyreasons that we should and shilt our attention tcl other ways of measuring safety,(seefigure 3) particularly performance to measure structured in safetymanagement. For this we use the Safety Audit and the International Safety Rating system is an audit tool. The International Safety Rating System The International Safety Rating Systemis a management tool to upgrade safety performance and to maintain high level of program activitiescommensurate with desired orga-.'--+:^-^l
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Its development startedin the iatesixlies, early seventies with the insuran-

IIet Ofshore Blad 5/86

INTERNATIONAL SAFETY RATING Advanced Program

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E e rre n Erl e tm e n rtss Be qq uri e e d t o b e Ra rtee d e ur ro l o o e H a o (Bequired and Optional Element Scoring)

I Ere;enr Numbe. and iil 1 2. 3 4 5 6 7 I 9 10. i1 l2 l3 14 15 I6 17 18 19 20. L e a d e r s h i Fa n d A d d i n i s l r a l i o n M a n a g e m e n tT a l n r n q P anned Inspeclions Job Task Analysis and Pocdures A c c i d e n l r l n c i d e n ll n v e s l i g a l i o n s Job Task Obsevalrons EmergencyPrepardness Ofganizaliona Rules A c c i d e n l I n c i d e n tA n a l y s i s EmployeeTraining Prsonl Protectl!e Equipmenl Heallh Conlol and Services P r o g r a m E v a l u a t i o nS y s l e m P u r c h a s n g a n d E n g i n e e r i n gC o n t r o t s PersonaiCmmLhictinc Goup Meelings Generai Promolion Hring and Piacemenl Records and Repods O-lhe'Job Saely
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thanjust injury control.This is u'h.l', if properlyused,the Internationul Safetr, Rating systemcan be usedto upgrzrde the level of mzrn:rge ment p e r l ' o r m a n cie m i r n 5l r e a s a n d 1 , , n maintainthis levelof performzrnce br. (seefigure 7). vationalpurposes havingregularauditscarriedout. \\re havealso madean instrumentto NIanv results have already obtainecl ) T li { ' { n r ' e n l r r e s i n r n l e : s improve safety programs frrtm thc. bv organizations using the s\,stent. , ot measured actir.ity(through audit) to T h ee n dt ' e s u Jlle p e r r d s tt r i , ' t h i n g . ' t h p l p v p l r : i p c i r p d I ' r r r ' o u r o \ \ ' n r g a n t - your starting point (hou, nranv acciIdentify w'hat control activities o exist in successful safety and loss zation. This canbe doneusinglvellde- dentsor materialdamages 1.ou do hacontrol programs (see figure 4) and lined objectives rvhich makes the ve right norv?) antl your comnritment set standards for these activities SafetyRating systemoneof the most to improvethe situation.And if vour (see figure 5). Then go on and give elfectivetoolsto obtainresultsin acci- frequencies lorvalreadl''? are Thenthe value factors to these standards and dentcontrol. s1'stem a to<il keepit that u,ay,tcr is to rl,e have a measuring tool that almaintaincontroloveryoul'operations lows us to quantify activity in per- Expect Results to let othersknou,aboutthe goodjob centages of what succesful Since the InternationalSafetyRating that you do. companies in the area of safety do. systemis directedat the input of your safetvprogram,you shouldbe getting What next? Since the management aspects of sa- results in reducedaccidentfrequen- In the follor,vingarticles r'veu,ill go fety and loss control differ only very tieswhenapplyingit. However, like in through all the elementsof the inslightll'from industry to industry and mostthingsin 1ife, results the canonly ternational Safety Rating system.I from country to country, we have be obtained the work that you do. will explaintheir purposeand put a by created a tool that can be used almost The Safety Rating system in itself numberof questions that you may ask unir,ersaly. doesnot do it br you. It is a tool that about your organization. will also I Antl since 1,,,e have based our criteria canbe usedeffectively, people by who providevaluefactorsand someguideon the activities of the most succesful knowwhat they are dingandwhoare linesto you soyou are ableto evaluate companiesin the area of safety, we ha- committedto obtainresults. your own safetyprogram.And, if sor.e estabiisheda set of guidelines that Since system the addresses under- mewhere the alongthe line,you feelthat I will compare any safety program to lying causes accidents, results couldbe of any help to you, just give of the the best there are. can be expectedin many more areas me a call. I
ce industrv of the USA and a lot of international thinking and experience u'ent into it before it c:rmeon the mark e l i n l 3 ? 8 t i n d e rt h e n a m ei t t ' a r r i c s . Since then its use has been zrccepteci Il' n gro'ur,ingnumber oi' industries alouncl the ri orld.

Irtg. WilLern To;t, euthor o.fthis arl{. tic\e,is moncLgnQ direc:tor oJ'ILCIBe neLnl P.O. Bor 7222,^lL--t800GE B rcdrr. ( 7{; 612.'l 2. 1 )

We also have created a possibility to compare safety programs of companies amongst each other. Based on input in the safety program. We can provide recognition (see figure 6) for those companies that do an excellent job in safety and loss control. Basedon management effort and not on the accident frequenciesthat are used so often for this purpose. Recognition that is meaningful in itself and which can be used for public relations and motiHet Offshore Blad 5/86

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aboutslogans "Safety First", but like about clear documented support In this second art',cle about tlr,e Internat'ona| SafetyRu- through performanceguidelines,evatng systemweuiLLLook atfour elements tltesystem. of We luationof activities,and visualinvolvement of management to support wLL Look th,e ut bas'c operut'ion tlte ISR andprouideyou further activitiesat lower levelsin the of you to ob- organization. w',th, sometoolsand questi,ons utill enuble tltat this would intain u more structuredidea aboutAour safetyprogram. In most organizationsor standards clude written criteria Tltereare no secrets aboutit und it is not dfficult. It is than can be distributed to others and training,appraisels, also not spectacular,as I ment'i,oned my fi,rst arti,cle. form thebasisfor the safetywork that i,n communications, As far as sufetyts concerned: ucci,dents spectaculur- hasto bedone,etc.Normallythesecriare ',s si,gnof goodmanugementand teria caneasilybeput togetherin a Sanot h,auingaccidents a fety ManagementReferencemanual, that's utltatwe are talkinq aboutin tluese articles. possibly combined with safetyPracticesand Procedures, form the orgato The four elements we will discuss Measuring what is actually beingdone nization's safety program. Such a include: in the organization. set-up very similarto the way Qualiis L eorlersh1tond Administro.tion. ty AssurancePrograms are formulaHereu t, r,i lookat the programgui- Evaluation of measured actii,ity ted and, rather then talking aboutthe ill givenbv mangement strucold shoe"safety", we shouldbe talclelines to againstcriteria set. king about Safety Assurance Proture safety activities and the involvement management some Correction caseof undesired o in the of in devia- grams,to emphasize anchoring important aspectsof the program. tion from criteria of standardsor safetyin the organization. This, togetherwith the management Complimentation when criteria are training,forms the basisfor our safeme[. Criterie The criteria for performance this tv activities(and other activitiesas in u'ell,for that matter). This acronymISMEC shouldbe im- area are indicatedrn figure 1 and X'[o t t o qem e ttt Tnt tt tt g. printed into the brainsof eachmana- include: This will provide us rvith some insight ger or supervisor and certainlydoes - The existenceof a general policv into training to assist management not only applyto safety: statementon safetv and loss pre- What is the work we shoulddo? v e n t i o nT h i ss t a t e m e n th o u l dn d i . and supen'ision to adequately carry s i out their safety related tasks as mana- - What is minimumacceptable peras cate the intentions of the gers/supen.isors. formance? organizationand its management. - What are we doingand how are we o rid P trrch u s ttg Ert girteering It should positive, be shortandwrit( ) o r t tn t l s . ten suchthat all people the orgain doingit? nizationcan understandit, not iust We rvill look at our eI'lorts lo eliminate - How does it compareto what we hazardsat the source:where they may lawyer. the company should doing? be enter our organization through pur- - What, if any, corrections shouldbe - The appointment of a person to , ' l r a s i n g n , l d e s i g ne n g i n e e r i n g . a coordinate safetyprogram.This the made? H ring enll Pl.ecem,en,t. should a personqualified coorbe to This invol','esthe hiring of personnel The first two stepsof the ISMEC prodinate,stimulateand advisethe acnnd the introduction into the organi- cessare included the International tivities of others. in zation. Safety Rating system,as far as safety - Participationof seniormanagement in the safety program, through letis concerned. ters or memo's relating to imporBasic operating principles I cnJ nr o m 2 The basic operation of the ISR is sim- In this and followingarticleswe will, r - n r.r- . . . * s p e c t s , g o a l s , ple and follorvs the principles discus- for each of the elementsof the ISR And through taking part objectives. sed by Louis A. Allen in his book (the safetywork activities),look at the in managementtours intended to "Professional Management" when he criteria that shouldbe incorporated support safety activity at the work in describesthe Control function of Ma- a good safety program. This will enafloor levelwhileat the sametime acnagement: for ble you to obtain a good idea about ting asan opportunity senior mayour safetyprogram and any deficiennagementto regularly stay in touch Identification of work activities with the shoofloor. ciesin it that may requireyour further of attention.I will explainthis whendis- - The existenc program standards This includesthe elementsof the ISR which shouldin principle includeall cussing first element"Leadership the rvhen talking about safety work, such and Administration". the 20 elements the International of as the four mentioned above. Safety Rating system.ThesestanLeadershipand Administration dards or criteria are vital for the proper operation of the safety proStandardsfor performance. No safety program (or any other actigram and form the basisfor commuvity) can be successful over a long peTheseare the minimum acceptable riod of time, without the supportand nication, training, criteria for performance eachof involvementof management in and suseif-management, appraisals, etc. the rvorkareasor elements. pervision.Here we are not talking These criteria should be clear as to OffshoreNewsletter1/87 19

INTERNATIONALSAFETY (PART2) RATTNG

1.LEAOERSHIAND ADMINISTRATION P
1 . 1 G e n e r a lP o l i c y S t a t e m e n t 1 . 2 P r o g r a mC o o r d i n a t o r 1.3 SeniorManagement Paticipation 1 . M o t i v a t i o nl e t t e r s 2. Executiveours t P 1 . 4 E s t a b l i s h e d r o g r a mS t a n d a r d s 1 . 5 T o t a l M a n a g e m e n tP a r t i c i p a t i o n 1.6 Agenda ltem at Management N ie e t i n g s 1 . 7 M a n a g e m e n tR e e e n c eM a n u a l 1 . 8 N , 4 a n a g e m eA u d i t s C o n d u c t e d nt 1 . 9 I n d i v i d u aR e s p o n s i b i l i t y l a. Assigned b. Evaluated 1 . 1 0 E s t a b l i s h m e n t A n n u a l o P o g r a mO b l e c t i v e s 1 . 1 1 S a e t yC o m m i t t e e c t i v i t i e s A 1 . 1 2 R e u s a lt o W o r k P r o g r a m 1.13 Reerence ibrary L

LEGEND

VF - Value Factor asslgned' P - l s l h i s a c t l v l t va p a r t o o v r p r o g r a m ? 1 { 1 S - Do our writlen slandards or this activity meet or , e x c e e dt h e s t a n d a r d so t h e l e a d e r s s u c h a s t h o s e i n z l t h e I n t e r n a t i o n aS a e t y B a t i n g S y s t e m t l / I C - W h a t i s o u r l e v e lo c o m p l l a n c ew i t h s t a n d a r d s ? In percentage. SC - SCore obtained. Compliance percenLage multiplied by Value Factor.

Figure2. Sa'e'trRaria set in the Internationirl ting Sr'-stem. The rvav our little (the ISR is r.nore
lh;rn ittslthe leu l){rints relltiultell n s t h e t ' e ) . r ' s t e mi ' u r k si s a s ' , r l l . \ \ :( > p p zrlsofigure 2): l. You shoulclfirst ask vriurself u'het h e l t h c i t c m i s ? l , a t ' l( f ) l ' J v r r u r s a f e t l ' p r o g r a m .I f n o t t h e n t h e o b .u'ious score u'oulclbe zero. program, 2. If the itenr is p:rrt t.rI'1'our then 1'oushould inclicateif I'ou have standards (S) set. If the :rnsrver is "no", then the scole shor.rld e b zero agarn. 3. If the answer under point 2 is ").".". then you shoultl be able tcr indicate a percentage level o comp l i i r n c e( C ) , a n d . . . . '1. Calculate the score (SC) by multiplying percentage compliance bt' the value factor (VF). 5. Add up all scoresin the right hand column to arrive at the total I'orthe element. This should be guide for all follou,ing calculations.

F'igtu'e 1.

rvhat is expected to be done, by whom and what is the minimum acceptable performance. - Total participation of management program, outside their in the safet5" routine involvement. This wciuld include activities such as Safet.vManagement Committees, Accident I n v e s t i g a t i c ' n o m m i t t e e s .S a f e t y C Campaign Committees, Management Audits, etc. - Safety as an agenda item on important management meetings. This is s e p a r a t ef r o m l h e s a f e l y m e e t i n g s and include general meetings in u'hich important business aspects are discussed such as production, f . dr u . . . . - r i r . -.. - c L J. + .. ,,r- r \: o s t c o n t r o l . da rlu4rlrJ.

s .a v. ' i' bn r t s o m e l h i n r . l i k e : "* t

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- Management SafetyReference mat n u a l .n h i c h i s a c t u a l l y h e c o m b i ningof the criteriamentioned above into onemanual, ease referenfor of ce.This wouldhaveimportantcommunicativevaluesboth within the companyas well as to the outside world. Safety Program Audits carried out by management a regularbasis, on say onceper year. Theseare audits in which managersact as auditors while reviewingperformance deof partments against the criteria set. Purposeof these management audits is to further involve managers in the safetyprogram and to enable distribution of knowledgeand experiencethroughout the company. - Assignmentof individualresponsibility which should be more than 20

responsible safetvin his departfor ment....". The responsibility should be clearll'' supported criteria for by nerformancelvhich also form the basisfor obiectiveevaluationof ir managers' safetyactivity. Theestablishment annualobjectiof vesto guideandimprovesafetyactivities. Although such obiectives frequency racouldrefer to accident tes,they should be limitedto this not and includeactivity in relationwith guidelines the performance set. - Safetv Committee activity which could include various committees such as ManagementSafety Committee, Works Safety Committee (including Labour),etc. - Programof procedures guidereto fusalor interruptionof work by employees, due to unacceptable hazards. Although this is nowcommonin manysafetylegisiations, is it good practiceto set up a company nrocedureto aid the communicatins in suchcases. - Reference library, to includeall referencebooks,legal requirements, that are necescodes and standards saryin relationto the controlof relevant hazards risks. or As you can seein figure 1, the various criteria are provided with a Value Factor (VF), indicating the relative valuesiven to the item involved. Thebasicideanow is to obtaina score (SC)indicating levelof performanthe ce of your program against the crite-

Management training Training of management forms a basic requirement to set up a successul safety program. It provides the insight in safety management aspects, how these relate to the management function and horv these activities can contribute to the continued profitabli ty of the company as well as to lhe wellbeing of people. The training should incorporate management aspects and provide motivation as well as knowledge and skills. It should be directed at the specifi,' tasks that are expected from the managers and supervisorsconcernedand be in line with the safety program guidelines or criteria discussedabove.

OffshoreNewsletterI /87

2.MANAGEMENT RAINING T 2 . 1 S e n r o rM a n a g e m e n tO r i e n t a t i o n
Program F o r m a l I n i t i a lT r a i n i n go f S e n i o r Management

1 4 .P U R C H A S I N G N D E N G I N E E R I N G O N T R O L S A C

O r g a n i z a t i o n aP u c h a s i n g l C o n s i d e r a ti o n s 1 . P u r c h a s i n gp o l i c y i n c l u d e s s a e t ya n d h e a l t h r e q u i r e ments 2 . P u r c h a s i n gs p e c i i c a t i o n s e s t a b l i s h e dl o c o n t r o l s a e l y and healthproblems 3 . S a f e t y / l o s sc o n t r o l c o o r d i n a t o r a p p r o v a la n d a u d i t o purcnases D e s i g n E n g i n e e r i n gC o n s i d e r a tions 1 4 . 3 Methodsand Standards C o n si d e r a t o n s

2 . 3 F o r m a l R e v i e wT r a i n i n go f
S e n i o rM a n a g e m e n t F o r m a l I n i t i a lT r a i n i n g o T Supervisory hrough Middle Management
z.J

F o r m a l R e v i e wT r a i n i n g o T Supervisory hrough Middle Management F o r m a lT r a i n i n g o P r o g r a m C o o r di na t o r

to

I'-igure .).

Ci'itr:rirt - Senior nranagement orientation t l ) r o g r a m .T h i s s h o u k lb e p r o r . i r l e d o illY ne\\,memllers of senior managenlent entering the companv and relate to the tasks required to be carried out b\, the manager concerlt('(1. Normall.t -quch orientation \\'oul(l be provided bv the safett' c o o | d i n a t o ra n c lt a k e o n e h a l f t o o n e rilrr'. - I . ' o r n r r Ln i t i a l t r a i n i n g o ' s e n i o rm a il n r r g e n r e n tT h i s u , o u l db e a m o r e e x . tensile tr:rining and inclucle, in l r l i n c i p l e . t h e s u b i e c t sl i s t e d i n t h e International Safetv Rzrling s.vstem or ilt \'ouf o\\,lt Safetv lanagement you ha\.e Rcfcrence manual, shoulc'l one. Such training coulclbe gir,en ltv an outsicleorganization as \\'ellas inhouse,u'hile a gooclnnd practical alternative ll'ould be zrstructured sell','tud)' progntm including plannerl ri'ith the sa'etv coordirliscLrssions n a t o r a l r o u tt h e c o n l e n t s o f t h e p r o gram. This mav sound rather forntal lrut don't lirrget tlint this training is i r r l t , r r , l e d l r r i n gt h i s n t , \ \m i l n i r g e r 1r, ' u1ito voui'ler,,el safety performanof ce anrl unrlerstanciinganri that is of u t m o s t i n r l r , r t ' 1 2 1 .1r9 rt,h e p r n p e r i r 'unctionof the safet.\r program. - l'orlnal re\,iew training of senior nzLnagementto include all crilical program elements on a regular basis. Half a dav program each vear or one dav per three vears shouldbe su''icient maintain knor,vledge to at the clesiredler,el. l'ormal initial training of supervisiorr uncl middle management. Thi,s tr:rining program should follou, the guiclelines criteria indicated szrn-re or abo\re as rvell as any knou,ledge :rbout practices and procedures reOffshore Neu,sletter 1/87

Ftgure /1. quired to properlv carry out the safetv r.vork of the manager/supervisor involted. - Formal rer,iervtraining of supen,ision and middle management. Again, this should include the critical aspects of the safet)' program 0n a regular basis, as derscribecl al)ove. - l'ormal tririning o'the safetv coordin a t o r . T h i s t r a i n i n g s h o u l dn o t o n l y include the "normal" technical safetv zrspects also knou,ledgeabout but safetymanagement and special techniclues required to carrl'out accident investigations, audits, etc. n e s ,t o o l s ,p r o d u c t s ,e t c . a s ' u v e al s s e r l vices from contractors and the design of installations, modifications to instzrllations well as the design of opeas rating methods and standards. These procedures should inr,olr,esafetv expertise for infrequent purchases on an individual basisas u,ell as for the setting up of specificationsfor lnaterials or goods that are more frequenth. bought.

Critt't'irt - I'urchasing polio' to pror,ide gui, l a n t ' ef o r l , u r t ' l t a s i n g c t i r i t i e s . i n a cluding safet.r,' and health The calculation of program activity in requirements in inlrequent purthis area of management training can chases. he carried out using the instructions - trstablishment of safet.yspecificatim e l l t i o n e da b o te a n d l l t e r ' r r i d e l i n p . ons for those procluctsor materials pror.it'letl figure 13. in that are frequentll,.purchase<1. The setting up of those specifications Purchasing and engineering should include safetv :rnclhealth excontrols p e r ti s e . One of the more impcirtant aspectstc) The specificationslvould then form control accidentzrl krss and to prevent the basis for all regular purchases. - Regular audits to verify approval o' accidents is to prer.ent unsafe or substandardconditionsfrom entering safety and health expert on all reguthe organization through purchasing lar (in accordance lr,ith specificati('r ,rr ons)as rvell as infrequent purch:rses. . e n g i n e e r i n gi n a d e q u a c i e s o m - Design engineering considerations: rsslons. It shouldbe clear that, oncethe unsafe procedures set up to involr'e safetv condition is introduced, lve only have a n d h e a l t h x p e r t i s en a l l d e s i g n n e i e to rvait for the accidentto happen.The gineering activities as \vell as modiresult then wiil depend on the situatifications to existing installations on that exists at the time of the acciand processes. - Nethodsand standards consideratir,lentand could var1,'from nothing or verv little to catastrophe. ons: procedures to involve the safety and health expertise in the design Procedures should be set up to preof all work proceclures, rvork practivent introduction of unnecessaryrisk c e s ,r u l e s , e t c . into the company. This should include the purcrhasingof materials, machi- The ca.lculation program activity in of

21

this area of purchasing and engineering controls can be carried out using the instructions mentioned above and the guidelines provided in figure 4. Hiring and placement It is important for the prevention of accidentsand occupationaldisease,to prevent placing persons lvith a known (medical)problemhistory in a rvork situation where these problems may be intensiied. It would be inviting problems if a person rvith known respiratory problems would be placed io lvork in a dusty environment (even if u,ithin the established "safe" limits) or have a person .,lith knou,n allergic history work r,vith chemicals that u,ould cause the problen-ito exist. Or place someonervith a batl back in a situation rvhere a lot of manual lifting h a s t o b e d o n e ,e t c . fJasicto the prevention of these problems is to irlentify safety zrndhealth exposures bv carrying out a physical capabilitv analvsis. Such an analysis u,ouldcover the phl,sical,chemical,biological,etc. exposuresthat exist for zt certain function or job. Normally such should be carried out per jobanall''ses relevant supervision title and inr,ol'u'e ancl employees. 'fhe outcome of such attalysesshould then be useclas an input for the medic:rl examinatiot'ts.

The use of reference checks can also serve to uncover any potential problems that may be involved in the placement of peopleas well as any testing (psychologicalor otherwise). Criterie - P h 1 ' s i c a lc a p a h i l i t S r e q u i t ' e m e n t s establishedthrough analysis of the u,ork to kie done, the rvork environment, chemicalsused,etc. Normally this is a processthat is guided by the use of checklists. - Physicalexaminationscarried out in relation lr,ith the exposures identi f i e t l a n d / , ' ra n ) o t h e r r e q u i r e n t e n t s t h a t m a 1 e x i s t f o r p r o p e r f u t r , 'it, , ning in the iob concerned. - General clrientation progrant for new employees, inclutiing such aspects as safety, occupational prohealth, securitv, en'u'ironmental tection,etc. - I're-emplovment/Prc-placentent r q u a l i f i c a t i o nc h e c k s .i n c l u r l i r t g e f e r e n c e c h e c k s ,t e s t i n g , e t c .

1 8 ,H I R I N GA N D P L A C E M E N

18 1

Phys car Capab I ty Requ re

l8 2 I8 3 l8 4

Phys,cai Exm nalrons Genera Of,enlat,on Poqam Pre Emp oymenl/Pre-P acemenl O u l c a 1o n C h e c k s

Ft6 5)

about your safety anri loss prer,ention program in the four areas discr,rsset.l. Should you have anl' questions of remarks regarding the above, pleaselet me knolr,- I am looking fonvard to be , ' l ' l ' u t ' t h e re l p 1 , , , ' t t . h t In the next issue ri'e ri'ill be doing the same AStodal'. onll' for tlifferent subiects u,hich rvill be: - Task Antrlvsis zr.trtl I't'oi'erlures - E m p l o v e eT r a i n i r t g
- l'et'sonal( r'tttntL.lltir'ltliotts - G t ' , , u p ( ' l t t t t t t t t t t i r ' : L,lr l t s i

- General o1'S:il'etv Pronrotion itt Keep Llteseissr.tes t-ortt'i'ile antl you'll enclup ll'ith a nice anrl sintprle sitl'etvtrctisystemto er,irlunte \'<ittt' 'l'he r r i pf t ' l L l , ' u l a t i ' p , r1 ' e g 1 ' l;L t t' t i v i t r t r r,ities. this zrreaof purchasing and ettginee- W . N . T o p
r i n g c o n t r o l sc a n b e c a r r i e d o u t u s i t t g above :rncl thc inslructions n-rentioned the guidelines provided in figure 5. What's next? \\'ith the abor,e information you sliould nou' hzrve a pretty good irit'a

lng \\'illem \. Top is managingdirector of ILCI-Benelux. Breda. abouthis arHolland.For questions ( 1 t i c l e s ,p h o n e 3 1 ) 7 6 - 6 1 2 3o r2u ' r i t e to P.O. Box 7222, NL-.1800AB Breda.

International Institute [.ossControl Benelux

and Consulting in Training Risk Safety Management, and LossControl.

for Audits andsafety Safety plans improvement and loss safety improved performance control for training safety and management supervision

P .O.B o x 7 2 2 2 4 8 00GE B re d a- H o l l a n d T e l e p h o n e0 7 6 -6 1 2 3 1 2 : Telex:74042

22

OffshoreNewsletter1/87

INTERNATIONALSAFETYRATING (PART 3)
LEGEND
VF - Value Factor assigned.

LUaA.

In th,i,s th,i,rdart'cle about tlueInternat,,onal Safety Rut',ng systemwe ut'ill Look s',r at more elements your safeof program. But before do tltat, Iet's ty and Loss control use reuietua coupleof tlr,ings. we stLlrealize uslr,at are Do ue ',nth,ese doi,ng art'i,cles and wlty? Ri,glr,t, wltut we are try'ngto do'sto analyzetlte organ'izat'ional aspects tlr,atcontr',bute safeperformanceof organizatonsand people. to Task Analysis and Procedures We do tlti,s,because belteue we tltat safety(the "control of Although very often neglected,this acc'dents") tlte endresult of u number of acta,i,ti,es r,s th,at couldvery well be the heart of any saquality) Here we Itaueto beperformedin an approprtate munner to obtuin fety (or the workprogram.to be done consider that has des'redobjectiues. sltift awaAfrom tlte tradi,tonal and analyzeany potentialdeficiencies We for remedial action.In principe, this is u)aAS meusur'ngsafety (Aou know: tlueucc,dent of fre' 'If safety,s doneon a jobtitle basisand the tasks quencA rates, tlte Lost ti,meacc'dents) say: and (task : sequence ofactivitiesor steps a control of acc',dents, ue will measure tlten controlrath,er to complete specificwork objective) that haveto be carriedout are listed. tht th, out comeof contr olfai,lur es " . T lti,s,i,s an e not,ntended The next stepwould then be to identi to do auaA u:itlt tlue accident lt frequenc,esu:eut,llsti,Ll a- fy thosetasksthat are "critical" from pointof - but a safety,qualityor production ueto continueto measuretlte outcome usltat do of use view. When considerinswhether a our emph,ases dffirent: th,ey on control,on orga- task is critical or not. look at nast are are and problems. n'zat',on on management, and ratlt er tLrnn tlte unwan- history alsoat potential on ,nc,i,dentInvolvepeoplewho know the work to ted euent.Wewunt to get before e act, before tlt the be done- involveworkerstoo. so we can Wgrade peffirmunce to obta,,n results.And After the critical tasks have been should dividedinto be anotlter th,i,ng 'in certu,n too: typesof ,ndustry(and offiho- identified,theyor their activities steps,and remedial 'soneof tltem)a ltiglt,Leuel control,,s re, I bel',eue, of requ- actionsshould develoned control be to ,in problems identi fiedfor red, 'rrespect'ue lou frequency rate. Because tltose the lpotential) a eachstep.If possible, thoseproblems i,ndustri,es, wlten',tgoeswrong, i,t may go llrong aLL tlte should be engineered out of the
P - l s t h r s a c t r v t l ya p a r t o l o u r p r o g r a m ? ( V ) S - Oo our writlen standad3 or lhis aclivlty meet or exceed lhe standards ot the leaders, such as lhose rn the lnlernational Saety Rating System? { /) C - What is our level ol comPliance with standards? In percentage. Conpliance [rcentage SC - Score obtained. multipfied by Value Facor.

So, are we back on the track aqain? Then let's go on with our next subiects: - TaskAnctLyss Procedures and Here we are simply talking about the work that hasto be done,the identification of the "critical" tasks (those where it can go wrong) and the establishmentof proper controlsto remedy the risksidentified. - Employeetraning Like management training, the quality of the training of employees determinesto a large extent what their job performancewill be. Such training cannot be left to haphazardapproachesbut shouldbe structured, based on identifiedneeds. - P ersonul Communicution Unlike the next subject which deals with group communications,under this headingwe will iook at communicationsdirected at the individual employee.It will involve new employee orientation, job/task instruction and day to day communication concerning OffshoreNewsletter 2/87

systemby suggesting technicalsolutions. If that cannotbe accomplished. importantjob aspects. procedures (indicating how the task - Group Commun'catt"ons can be done without problems),v,rork Group Communications deals with practices, rules,etc. shouldbe set up subjectsthat are of importanceto the to guide human behavior and work entire workgroup, shift or crew. This and to prevent accidentsand other canbe very important aspart ofan on- losses. Oncewe havesetup thoseprogoing education and awareness cedures, etc. we have also createda program. firm basisfor training people. - Gerteral Promotion of Sufety This is what it says:generalpromoti- Cri,teria on of safety - keepingthe safety awa- The criteria considered here, and reness a desired at level.Here we talk listed in figure 1 for evaluationpurpoabout posters, critical topic promoti- se,include: on, in-company newsletters,individual and group performancerecognition 4. JOB/TASK ANALYSIS ANO PFOCOURES systems, etc. - Off-th,e-job Safety Although considereda difficult subject by some,off-the-jobaccidents nonetheless occurat a rate much hisher than accidents the job. They to reon sult in lossto company and societyand deserveattention in a well develooed safety program.
4.1 4.2 4.3 Managment Diective Citical Tsk Inventory Task Analysis and ask Pocedures SYstm 4.4 sk Analysis and Poced!es on Critical Tasks 4.5 Saety and Health Hazads in ask Analyses nd Procedures Evalualion o Program Eectivenss 4.6

77

Crteri,a The criteriawhichare basicto an employeetraining programare: - Establishmentof trainins needs. This wouldinclude invntory an of all occupations jobtities,to estaor blish the needfor training and education.The educationwould include the general knowledge and experience for the narticular function and is obtainedfiom outsideorganizations.The training would include the knowledge,skills and motivation to make sure that the snecific work canbecarriedout in accordance with the standards set by the company. The previous element"Task Analysis and Procedures" nrovides basis the for training of pople in relation with the snecifictasks that have to be carried-out. - Establishment training program of based need.Here we shouldconon sider suchitems as: - are there training programs establishedfor all occupations jobor titles, as needed? - havelesson plansbeendeveloped to nrovide direction and consistncy in training programs? Are visualaids usedto assistlearEmployeeTraining ning and comprehension? efAre Training and retraining of peopleis of fective instructional techniques ("Motivate-Tell-Show-Testutmost imnortanceto influencetheir skills and behavior. Money saved on Check")usedby the instructors? - is knowledgetestedin accordance relevanttraining will often haveto be payedmany times over because the of with skill level requiredto propermistakes, errors, accidents, etc. that ly nerform the task? - is there a refresher training proresult from improper knowledgeand motivation. "On-the-job" training gram to maintain performanceat shouldbe reviewedcarefullysincethis the desired level? is often a process passingon bad ha- - Evaluation of program effectiveof bits from the experienced the new to nessincluding periodic verification worker. It is good to rememberthis: of training and re-training provided in accordance with the criteria set. "Practice does not make perfect - it makespermanent." In other words: Feedbackof evaluationresults to ao18

- The existenceof a directive or guiin delinefrom topmanagement support of this important safety program element.Sincethis part of the safety program involvesquite a bit of work and involvementfrom a numberof people, is wiseto havea it clear statementfrom the CEO to indicatethe imnortanceof this activity as well asihe commitmentfrom the ton. - Inventory of all occupations jobor titles to list all tasks carried out and to identify the critical tasks that need further attention. In principle this would requiring listings on paper and the useof standardforms to streamline nrocess. the - Establishmentf objectives carfor rying out analysisand preparation of procedures system.Suchobjectives shouldbe realisticand reouire the use of a hazard classification systemto set priorities for analysis and procedure development.The objectivesshouldbe specificand indicate when certain analyses and procedures shouldbe completed. - Carryingout ofanalyses and procedures, etc. in accordance with the objectives set.Also includingthe review of procedures and workpractices, after each serious accident, when changes take placein processes, but at least annually and with proper recording of any changes madeto the original procedures. - Inclusion of safety and health in aspects the task analyses proand ceduresand use of proper control measures remedy any safety and to healthproblems identified. - Evaluation of program effectivenessincluding periodic verification (by an unbiasedperson)of analyses and procedures, well as their reas views,madein accordance with the objectives Resultsof theseevaset. iuations shouldbe fed back into the management system for proper action. Caiculationof program activity canbe carriedout with the useof figure 1 and the guidelinesprovidedin the legend.

0. EMPLOYEE TRAINING

10 1 10 2

Treining Needs InventorY Employee Training Ptogam 1. Taining program esleblished 2 Lesson Plans snd ids used 3 Knowledge lesled 4 Reeshe trarnhg Pfogam

propriate management levels for proper action. Figure 2 canbe usedto evaluateyour own program on the subject of employeetraining. PersonalCommunications Communication(to give and get understanding)isof prime importancein the performanceof organizations and people. studycarriedout by Harold A T. Smith at Brigham Young University revealedthis shouldnot comeas a surprise to you - that the two most ("super critical") important manage(out ment competencies of 20 identified) were: "Listen actively" and "Give effectiveinstructions". For our purpose havedividedcomwe into two types: munications - group communications,regarding items that are of imnortance to an w T e n t i r e o r k g r o u p . h i si s p a r to f t h e next heading. - individual personal or communications, regarding matters that are directedat onepersonor a very small group. Under personalcommunications rve considerin principe three different levels. - Orientation. This rvouldincludethe formal general and job related orientation that is provided a new to v,'orkeror a persontranferred from anotherdeprtment.Normally the generalorientationwould be done by the personnel departmentwhile thejob orientation wouldbe doneby the supervisorof the department concerneo. - Taskinstruction. This relatesto the instructionprovidedto the worker, in relationto the work that hasto be done.Here again,the (critical) tasks proceduresmentioned earlier are the basis for providing task instruction. - Personal contacts. Theseare the regular contactsbetweensupen'isor and the individual members of his group. Such contacts should be directedat critical asnects ofthe work to be carriedout and,here again,the critical task procedures shouldserve as a reference. Crtera, We all communicate,but you and I know the others do not do this very well. Therefore, criteria such as the followingshouldbe considered asto sist in more effective communications. - Training of supervisory personnel in personal communicationtechniques.Watch out here- communication training can be very vague, expensive, ineffective. and Don't go OffshoreNewsletter 2/87

1O3

Evaluation ot Pogram leclive-

experience doesnot have to be a good thing, it can alsowork againstyou. Training of peopleshouldbe directed at the work they will haveto do and in particular at the "critical" tasks since those are the tasks where problems canbeexnected ifthe work isnotdone according standard. to

for the very psychological, transno actional analysis etc. Keepit simple and practical. Consider the following aspectsof personalcommunications training: task instruction, coaching and developing people, provision of concise task assignments,and "safety tipping". - Establishment of an orientation program to includegeneral and departmentalitems, as needed. Such an orientation program is to welcome new and transferred employees in their new work environments and to take the benefitsassociated with a good start: don't wait for bad habits to settle - get rid of them from the start by letting people know what is expected from them and how they can contributeto the wellbeingof company and personnel. The orientation should be right at the beginning of the employment and shouldincludea brief follow-up (probably session with personnel dpartment)to answerany questions that many have developed during the first month. - Establishmentof a guidelinethat would require supervisorsto give task instructionto eachnew worker or any worker performinga new or differentjob. Consideration shouldalsobe given here to propertrainingof suplrvisorsin instructiontechniques. Such training should alsobe givento those selected experiencedworkers who providetrainingto others.This training shouldbe kept simple and nractical. - Regular contactsbetween supervisorsand individualworkers on critical (safety, quality, production) aspects ofthe work to be done. be To effective,these"informal" contacts shouldbe made formal by establishing guidelines.Suchcontactsplay an important role in keepingawarenessat a desired leveland reouirea concentrated effort from the supervisor to maintain effective communicationwith his people. - Evaluation of program effectiveness periodic by evaluation ofpersonal communication activities (orientation,instructionsand personal contacts) an unbiased by person. The results of these evaluations shouldbe fed back into the management systemfor proper action. By the way, the "proper" actionmentioned when we talk about evaluation of activitiescouldbe corrective(in caseof non-conformance) we should but not forget the complementing peoof ple in thosecases where performance is up to standard. And, of course, we can alsouse theseevaluationsfor the appraisal of the supervisorslmanaOffshoreNewsletter 2/87

preferred) but I would also recommend to use employees for this purpose. - Guidance setting up a group comin municationprogram covering critical subjects on a priority basis. Preferably, this should be planned in advanced and basedon exposures in the departmentconcerned. This planning shouldbe flexible enough to introducesubjectsof higher priority on an adhocbasis,as needed. Support in this planning process couldvery well comefrom the safegers concerned.And don't forget ty departmentand oneof the advanhere:you canjudge a supervisor/ma- tages of this planning is that it nager by the performance of his would enablepreparationof proper people! supportmaterials. your com- - Provisionof proper support materiConsultfigure 3 for scoring pany'sactivityin the areaof personal als such as posters, visual aids, communications. films, hand-outs, readingmaterials, etc. that will enablethe suoervisor Group Meetings preparehimselfior to adequately Oneof the most effectiveways to conthe presentation well as makereas vey information to an entire worklevant materials available to the group is through the group meeting meetingparticipants. which is alsoa very good instrument - Records meetingskept. Suchreof to maintainknowledge rules,etc.at of cordsshould indicate any suggested a desired level.Manygroupmeetings, actions from meeting suggestions however,fail to do iust that because and responsibility follow-up.In for they are not well planned,not made addition,theserecordsshouldindiinteresting, etc. cate personspresent,subjectsdisBasisto the success the groupmeeof materialshandedout, etc. cussed, tings is propertraining of supervisors The useof a pre-printed form could and managers group communicati- be of great help to further the qualiin on techniques. Here again, training ty of reporting, the evaluationtheshould simpleand practical. be Group reof and,indirectly,the qualityand communications is, as rvith many efectiveness of the group other things,the use of a simpleconmeetings. cept(5P's- Prepare, Personalize, Pin- - Involvement highermanagement of point, Picturize, and Prescribe)in levels would include denartment practice. heads beyond. Thisinvolvement and Another important item, in which should planned be ahead. Higher lestaff safety functions can contribute, vel management involvement is the selectionof relevant tonics should concentrate compliance on to (don't start a meetingwithout a topic; programrequirements raiher than and the provisionof meetingaidssuch on technicaldetail. Purooseof this as films, visualaids,hand-outs, etc. involvement two ways:it indicais Groupmeetingsoffer alsoa very good tes to employees commitment the of opportunity to higher echelonmanahigher management levels and progers to demonstratetheir support of videsmanagement with direct input the safety program by active particifrom ooerator level. pation as meeting leaders(not just as - Evalualion of effectivenessof the participantsto seehow the supervisor group meetingprogramon a periois doingit). dic basis.This evaluationcould include the number of meetinss held Cri,tera in relation standards subiects to set. The criteria for the establishmentof covered, quality of minutes made, an effective group meeting program etc. A more direct evaluationof the are: quality of these meetingswould be - Guidelineindicating the needto hathrough attendanceof meetingsby ve group meetingswith all employquaiifiedperson. an unbiased, ees on an established frequency Figure 4 wil help you to get a quantibasis. These meetings should be fied ideaaboutthe group meetingactichairedby the shiftsupervisor fo- vitiesof your company. or reman to underlinehis positionas a leaderof his workgroup.This does not meanthat he alsohasto give the topic presentation.This may be done by the safety coordinator (not (to be continuedat page 21)
15. PEHSONAL COMMUNICATIONS
15.1 S!pryisory raining in Comnunication Techniques l5 2 Job Orienlalion 1 Initial iohal jobo.ienlalion 2 Follow-up sessions 15.3 Task Inslruclon Requied wth Each New o Dileent Task 15.4 Planned Pesona Contacts 1 5 . 5 P o g a m E e c l i v e n e s sE v a l u a t e d

19

I6. GROUP MEETINGS

1 6 . 1 Group Meet,ngs 1. Group meetings held in covering crilical

2. G!idance subjects 3. Suppod 16.2

materials

Recordkeeprng Involvment Pogram

r6 3 M a n a g e m e n t 1 6 . 4Evaluation o
ttectiveness

General Promotion of Safety promotionis directedat keeGeneral ping awareness a certaindesired at level by providing continuingrelevant informationto the peopleconcerned. It includesbulletin boards,posters, safetycampaigns, accident statistics, recognitionof individual personsas lvel as group performance and housekeeping and activities, company bulletins or newsletterscovering safetv and healthitems. Cri.terirL generalproThe criteria concerning motioninclude: - Availabilityof a safet-v bulletin board program, including sufficient numberof adequately located bulletin planned programandinstrucboards, tions about informationto be shared throughthese boards, assignment and of responsibility maintain boards to propeny. - Availabilityof relevantaccident/incident statistics and distribution of management theseto appropriate levels.To beuseful.statistics should not iust includenumbersof accidents but shouldalsorelateto causal aspects. - Promotion of critical tooics u'hich ,In couldLre baseri pasterperience and These topicsshould well exposures. be nlannedin advanceand would tie in very well with group meetings.Such (plant-wide) further campaigns should include relevant posters, hand-out materials. etc. and are intended to provide specialemphasis the subon lect concerned.

- Recognition individualsafetyperyou ought to have in your companv. of For smaller companies particuin formance through awards or orther lar, the number of off-the-jobaccimeans.To be effective,this recognitidents would probablybe very low on shouldnot only be basedon not haand the information systemmentioving accidents (accidents are rare ned above would provide much ineventsand peoplecould go for a long formation. Make it possiblethough time without having any, even if they for your employees share inforto do not follow the rules)but must inclumation aboutaccidents home,in as at de behavioror knowledge weli. - Existenceof regular company publicase they would like their fellowemployees know, so they too can to cations covering safety subjectsand possiblyalso prevent similar eventsin their prireachingall employees, vate surroundlngs. includingtheir family membersby having the publicationsent to the priva- - Analysis of the information obtained to direct any actionsto sharerete addresses. - Recognitionof group performance levant information with employees. your in safetymatters. Here too, the recogUsenational statistics case in nition shouldnot just be basedon noown information is insufficient. accidentsbut include behavioraland - The main part of any off-the-jobsaknowledge fety program shouldbe the sharing aspects well. as - Housekeeping promotion could be of relevant information with employees and their family members. directedat individuals but more norThis would most likely boil down to mallywouldbe based groupperforon providing them periodically with manceand, obviously, related to be housekeeping. housekeeping A hand-outs, scobrochures,etc. concerring form would greatly support this ning safety at home,while recreating. etc. Ofi the-jobsalety would activity. The evaluation the generalpromomake good group meeting subjects of shouldbe kept tion activities of your own program too. Properrecords can be doneusingfigure 5. to indicatethe type off-the-jobsafety activity, materials provided to Off-the-job safety employees, etc. This is often considered subjectthat - Includefamily members your ema of ployees a regularbasis. on Don't forcannotwork in our nart of the world. pollsthat I carryout get that your employees get Yet. fromopinion (I underindustrialpopulations do this exposure to safety knowledge at it work. Theirwives,parents, aspart of my auditingactivities), apchildren pearsthat about70%ofthe people asetc don't - they only get this inforked rvould like to get information mation if you make it available to about safetyoff-the-job. Obviouslywe them. shouldbe very carefulhereand supply informationthat is reievant.The pur- This bringsus to the end of this third posehere is not to intrude someone's nart. The next time we will look at privatelife but to helpthe employee to PlannedInspections, Task Observatipreventaccidents that couldoccurto ons, Program Evaluation and Rehimself or to his family members. cordsand Reports.In very muchthe Don't patronize! sameway aswe havedonesofar. Not If doneproperlythis couldbe a great very exciting? know,the excitement I as nublicrelationsitem and increase sa- in safetyis in accidents we havervitlety awareness in If nessedwhen this ferry went dou'n. ofpeople general. we don't reachfamily members our But I certainlydon't wish you that tyof employeesthrough the employees, pe of excitement. tune up your saSo who then is goingto give suchvaluable fety organization? safety information to them? (to be continuedat page 23) Criteri,a The criteria concerning off-the-jobsa20, OFF-THE.JOB SAFETY fety include: - Identification of off-the-job safety problem,qualitativeaswell asquantitative, in order to obtain knowledge about the type of accidentsthat occuras well as to provide motivation coming from the human suffering aswell asfrom monetarylosses involved.A systemshouldtherefore to be established obtain suchinformation which should be relatively easily and probably tie in with the absenteeregistration system that
20.1 Problem ldenlilication and 1. Inormlion melhods repoiling 2. Analysis o inofmalion Otffhe-Job 20 2 Saety Educalion 1. Becords kepl 2 Family included

1 7 .G E N E R A LP R O M O T I O N

17 1 17 2

Saety Bullet n Board Pogram Ptaan Slal slics Shared wilh M an agement

45 50 45

17 3 17 4 17 5

Crt,celTop,cs Promoled Awards or Recogn lron Progam Inromal on Publrcalions

I7 6 17 7

Goup Peromance Promolions Housekeeping Promotrons

PIGWE

OffshoreNewsletter2/87

21

TO \ryARM THIS SUCCESS

MICROFURIT{ACE, a gnteen centtmetre metal cube uhich,couldreaolut'i,oru,se concept zonelteut'ng 't tlte of as is presently known, ts now auai,luble the cont',nent. on
For thosein the dark, the Microfurnace is a revolutionary addition to the world of zoneheating,weighingin at 2.6kilosit is a little lessthan 16 centimetreshigh,wide anddeep,yet it will heat effortlesslya large area in minutes and it will keep the temperature constantfor as long as you want it. The most important thing about the Microfurnaceis that it will reduce electricalconsumotion. the room As temperature risesthe consumption of electricityreduces automatically. The Microfurnacehas been a major success story in the U.K. for Scottish businessman Ian Adair with some 30,000 units havingbeensoldin a six month period and firm indicationsof 150,000 unitsto bedistributed next by wtnter. What is it you may askthat makes this machine shineout and invokesuchattention?Quite simply it cuts heating costs,regulatestemperature,can be let on continuousiy weekson end, for it emitsno fumes,andis alwayscoolto the touch- it is sosafethat a tissuecan be placedagainstthe grille and it will not ignite, or if it happens tip over to on a carpetor newspaper, then there is still no chance fire. Knockingthe of unit over, unlike with other portable heatingdevices not then a problem; is if the Microfurnacelies facedown on a carpet - it will not so much as singeit! All that, and it also managesto keep (continuesfrom page 21) By th,e way, is it important for gou tct know wlto n oJf-sltore tuor\d s using the Inte'rnati,onal Safety Rating sgstem?As you kn owfrom the first artic\e, Unocal l,{eth,erlands, Inc. is usngit and", accordingtoFT I,,lorth Sea Letter. BP Petroleum Deue\opment starting to uset as is utellin th,eirI,{orthSeaoperati,ons. As are other operators n other parts of the uor\d. In c(Lse are Aou interestedtoo, let me know. W.N. Top Ing. Willem N. Top is managingdirector of ILCI-Benelux. Breda. Holland. For questions about this articles,phone(31)76-612312 or write to P.O. Box 7222. NL-4800AE Breda. OffshoreNewsletter2/87

Ian Stewart, author of this article, and the Microfurnace. Great advantages of the Furnace are: Compact size,short warming-uptime, safeto use, Iow electricity costs, runs on 110and 220Volts.

the air clean,a filter at the back of the unit pulls the air through and makes the surroundingair fresher. In fact it canrun on a fan only settingto circulate the air in warm weather. It has in additiona solidstate circuitrv and a five year guarantee. For the technically minded the heating compents ceramec are made discs of barium titanite, a fiveblade turbo fan forces air through the discs (the material is a semi - conductor)which are honeycombed allow the air to to passthrough, heating up as the electrical current is applied. Becauseof the honeycombsthe surface area is largeand 10070 ofthe air intakeis heated. The discsdraw sufficient electricity to maintain a constant 380 degrees farenheit temperature and will deliverun to 5200BTU of useable heat per houi. One offshootstory concerns Aberan deenbusinessman Stuart Deans,who having been involved in the oil industry foundhimselfminusthe means to keep his company afloat. Stuart launched the Microfurnace in Aberdeenat last Sentembers Ideal Homes Exhibition, and was amazedatthe results - he sold out over nisht and has

not looked backsince. Recently Stuart supplied SEAFORTH MARITIME with Microfurnaces the Shell/Esso for owned support vesselMSV STADIVE - thus indicatingyet anotherimportant growth area and it is hoped that this will set a precedentfor other offshoreapplications. Normally Microfurnaceruns off a220 volt supply but it can be deliveredto suitthe 110volt systems manyoffsof hore vessels, rigs and platforms. The Microfurnacewill shortly be available in Nothern Eurone. because Morris International Asencies Den of Helder (Holland)is introducing and
imnortinrv if

Ian Stewart.

92

II{TERNATIONAL SAFETY RATING (PART 4)

LEGEND
W _ Value Factor sri3ned. P S ls lhls aclrvlly n pdl ot on, progra^Z Do our wllen rlandards 1 {1 or lhrs aclrvrly me4l ot crceed lhe slandads ol Ihc Leaders.srrch as lhose rn 1 /t the Inre.nalional Saely Ealrng Sysremr C Whal rs ouf levl o comPliance wrlh slandardst In percentage. SC SCore obtained. red by Compliance perc.ntaq"

Our first article of tluisseriesof sir wasmainly related to of Internutiona| SafetyRattng system tlt"e background tlae and tlr,e reasoningbelfindits use.Oneof tlte main reasons remember, 's tlue unto use tlt'i,ssystem, as Aou us'L,LL tltat tlte root causes acc'dents in orgaof are derstand'ng ratlr"erthan'n tlte tecltn'cal aspects. nizational matters A s a consequenc u)eaL o lr,aut o accepttltat, Likei,nquulie, s e managementluascarcy tlteburdenwhen centrationwason thoseactivities tyfor erample, to that 't comesto'mprou'ngsafety,not emploryees. is im- help us shapeour loss control proTlr,is leadership, portant because tellsus tltat wecanimprouesafetyif we gram. We talked aboutand selectiit training, communication tuant to. It'i,snot'them' wltohaue do itfor us, altltouglt on of personnel, to material,designs, etc. 's of major tm- work-methods, and participatton tuorker cooperat'on u'ill In thisfourth articleour emphasis 'portance. be on sonreof the programelements
multipl value Factor.

We, managers,can indeed exercise major influence safetyperformanon ce and we should start making the rather changesin our organizations, for than blamingemployees it. like the iSRS canhelp Audit systems us to upgrade our organizationfor Not just in the better performance. area of safety - our total loss control performance will benefitfrom impro-

vedorganization. question rvheThe is ther we rvant to make use of those available toolsand 'all' we haveto do for this is to make that one big step arvayfrom the traditionalthinking in safety:acceptthe fact that we have the freedom,power and possibilities to makethe requiredchanges.

horvwell that will heln us to establish \\'eare doins.We n ill lookat: Planned Inspections. lookingat This is simply periodicaily our hardu-are find undesired to changesthat needcorrection. a structuIn red manner, to obtain maximum resultsfrom our efforts. This will give us regularfeedback on In the secondand third article, con- things like purchasing, design,main-

- VRACHTWAGEN.ONDERDELEN - REMMEN-SERVICE - GEREEDSCHAPPEN

T R UC K -P A R T S BR A K E .S E R V IC E TOOLS

H EWI

vnacnTwAGENoNDERDEL

Tel. 02907-6136Halweo

ry

DUTCH OFFSHORE TRA|N|NG CENTRE

Tel. (02230)25070 Tlx 57072 Teleax 02230-16520 Postbus137 - 1780AC Den Helder

"Noorder- ffaaks" -

NEW COURSES
ALLCOURSESACCORDING NOGEPA POLICY ON SAFETY TRAINING
O'fshorc Ncwslt'tter 3/87

tenance,etc. We pick up the things that we that are belorvthe standards lools, mahave for our installations, etc. chines, PI o n ned T ask Obseruatiorts. Norvwe are doingthe samething but insteadof looking at the hardware, the 'conditions',we look at the way performthe tasksthat theyhapeople ve to carry out aspart of theirjobs.We l o o ka t t h e ' a c t s ' . This willprovideus with regularfeedback on training programs, design purchasing, We identify etc. changes, which is bethe peopleperformance low our standardsand the reasons why. So we can take appropriateactibehaviorreon before substandard loss. sults in undesired ProgramEL'oluation. providereWhile the aboveelements gular direct feedbackon conditions is this and task performance, element of aboutlessfrequentevaiuations the entire loss control program carried out by experts. includeorganizaliTheseevaluations to aspects seronalasweil astechnical on ve as feedback the manyitemsthat makeour safetyprogramfunctionthe way it does. Recordsand Reports. Registrationof information aboutour is safetyandlosscontrolactivities imfor portant,not only to serveasa basis program development preparatiand reports,it will also on of the necessary help us in the investigation of accidentsand,ifproperly done,helpus to should explainour safetyinvolvement it evercometo a liabilityclaimagainst us.

system to identify priorities for action. follow-up - Follow-uparranement warrant to itemson a of correction substandard priority basis. incorporaPresent day technologies ting the use of computerhard- and software can assistus greatly in the management of our inspection with preventive programs. Thereis a connection maintenance,however, there also may be important differences.The 3. PLANNEDINSPECTIONS PM program is often basedon experience gained with parts failing and 115 causingproductioninterruption and 55 110 the resulting action is to do some 50 oiling, i.e. maintenance replacement, etc. The critical part incalibration, 85 80 spectionprogram is basedon expe50 also on risk evaluation rience but 60 ('what can happen?'). There may not be a resulting action, dependingon the situation found. Critical items I EIcsE thingslike the may be very mundane lifting hook on a pieceof machinery (criticalat the time it hasto be hoisted criteria The criteria used to evaluatethe inunit). over a major production are activities shownin figure Your PNI program may includethis spection youusetermslike in- 1 rvhichwill heln us in the usualmanitemsandmaybe spective maintenance, predictive ner and includei of maintenance, etc. It does not really - Conduction plannedgeneral incoveringall areasof actispections matteraslong asthe criticalparts are vity, storage, construction, etc. beingidentifiedand inspected. which fall under the responsibility wouldbe inspection Whilethe general of the organizationor unit evaluaby conducted the peoplefrom the deted. Have responsibilities and frenartment itself. the critical item inAre ouencies been established? ipection would be done by the most used? person.This could be relevantchecklists knowledgeable Is Are reports completed? there a the supervisor or the operator but with standard form for reporting of someone wouldnormailyinclude mesubstandard conditions? a hazard Is electrical, a particularexpertise, systemused? classification etc. chanical, can These inspections be doneby peo- - Provisionof follow-upprocedures. This is a major item sincethe main ple from within the company but are PLANNED INSPECTIONS purposeof any inspection program We all agreethat hardwaresituations also carried out by external people. is to correct the substandard condiyou the Whetherwe do this on purpo- Sometimes haveno choice: auchange. tions found.This rvould includethe not thoritieswill tell you who shalldo the to se(modification installations)or use of a hazard, classification (contractors leaving materials be- inspection. system,establishment responsiof hind). Installationsalter in time bebility to see that desiredaction is programsfollow the sacause of use, influences from the All inspection beingtaken,periodic reportson prome routine: etc. environment, gress (particularly in caseswhere of We also agree that, because this, - What has to be inspected?Which remedialactionsrecuireconsideramachines, etc. unwanted situations or conditions areas,installations, and bleLime effort) andverification, as may occurthat wouldresultin unwan- - What hasbeenidentified the desiperson, by an identified ofthe action red or standardconditionand what ted loss,injury or damage. carriedout. one arethe kind ofdeviations should To prevent this from happeninginof beco- - Analysis reportsto identifyrepelookat. Whendoesa condition spection and/or maintenance protitive itemswhichmayrequireaddime substandardrequiring corgrams should be installedto detect tional attention by a problem rection? substandardconditionsbefore they - Who shouldcarry out the inspectisolving team to uncoverthe basic effect. couldleadto the undesired causes to takeappropriate and action? Which quaiificationsare neproblem onsto solvethe underlying cessary? two type of inwe consider Basically - What shouldbe the inspection onceand for ever. freprogramshere: spection - generalinspections the computer Obviously couldbe a quency?Dependingon the likely which are very great help,provided coursethat of much directed at housekeeping. risk to result from the assumed you put in the right data and havea condition. substandard Theseinspections normallycarare flexible enough software program are being plus - What kind of checklists ried out by the areasupervisor to suit your purpose. used to assist in the inspection one or more of his peopleon a rota- Identificationof critical parts or orocess? ting basis. - critical item or part inspections - Llse o' a hazard classification in itemsto be considered your critiinwhich are directedat identifiecl tools,etc., or machines, stallations, parls thereof.whichare considered ritical from a safety, quality, cost point of view.Critical or production here meansthat if the machineor part fails,an undesired loss(injury, will likely result. damage)
3 1 Planned General lnspeclrons I Inspections conducled 2 Reporls compieled Follow-up 3 2 3 3 Pocedures Repoil analysrs Ctical 3 4 3 I Pas/llems Prevenlrve Mrnlenance Equrpmenl Check-Ouls Cond,tron Repods 3 6 3 7 3 8 valutron ol P09ram Eleclrveness

10

3/u7 Newsletter Offshore

program.Basiocalpart inspection the callythiswouldinclude listingof all installations,machines,parts, materials,etc. in Lheorganization. are Suchinventories normallydone per department. Use someform of hazardclassification or systemto identify the critical narts. systemin Freventivemaintenance operation including records kept. For the purposeof loss control (: cost control) it is very important that your PM systemidentifiesall 'abnormal'maintenance iobs.Your workorder system woud provide for thispossibility. Thiswillgive you to a means controlall repairs,mainjobs,etc. that shouldreally tenance not be necessary the computer and againcouldhelpyou out here. Equipment check-outs carried out by operatingpersonnel and concerning all critical equipment such as cranes, forklifttrucks,etc. To be effective,simplechecklists shouldbe (including imusedandsomeone the mediately responsiblesupervisor for example) should maderesponbe sible to seethe program is properly carriedout. Although not an inspectionactivity as such,the ConditionReportis directedat the correctionofundesired It conditions. enables any personin the organizationto report, in written form, any situation (or act) found to be non-standard.unsafe. etc. To be effective,the Condition Report systemshouldbe structured to make certain that prompt and proper action is taken and feedback provided. Evaluation of inspectionprograms on a periodic basis.The evaluation shouldbe done by an unbiasedperson and include inspections being carried out according established to frequencies, quality of inspection reports and follow-up action suggestedand carried out.

out that the welder (which may be a contractor)did not do his work correctly. Like the inspection programsdiscusprogramis sedabove, observation the intendedto spot potential problems beforethey actuallyoccur.But this time directedat the way peopleknow how to do their work. The observationsshould in particulardirectedat be the criticaltasksidentifiedpreviously (seepart 3 of this seriesunder 'Task Analysisand Procedures'). The PlannedTask Observation does not teil you how peoplenormally do their work. If you want to find that out, you will haveto watchthem do it, not knowingaboutyour intentions. The Task Observations discussed here. however.are intendedto find out in particular if your training and instructionprogramshavebeeneffective (So employees rvill be informed aboutthe observation). They are also additionalcheckson purchasing, design,etc.sincechanges may occuraffecting the work-environmentsuch that the work can no longer be done according procednres. to To make the observationprogram work proper training of observers (normallythe direct supervisor) esis sential as well as information of the observers. done in the manner inIf tended here,the observations couldbe a great motivationaltool and provide a good opportuny to give positive feedback the employees to while at the same time using employeeinput to further improvethe work being done. If not properly done, however, this kind of activity could also create a lot of mis-understanding and resistance. -

6. JO8/ASK OASERVATTON
6.1 6 2 MnagementOiective Complete ask Objeclives 6 3 Pecentage of C,lical Tasks Obseved 6 4 Palial/Spot Obsevation Obteclives 6 5 Evaluation o Program Eectivefiess 45 40 85 Observtron 90

70

tanceof the observations. their purposes the resultsto be expeted and as well as requestthe supportof all involved. Preparation objectivesto carry of out complete observations (The completeobservationinvolvesthe observation a complete of task). Theseobjectives shouldbe per department and/or supervisor and suchthat periodiccontrol is possible.Theyshould suchas to cover be all persons and tasksfor which observations are considered necessary. Frequencies theseobservafor tionsdepend risksinvolved,skill on level of personsinvolved, results from previous observations, etc. Critical Tasks being observed.In principle programshouldbe set the up to includeat least an annual observation eachpersonin the perof formance of everv critical task he/shedoes.The percentagehere shouldthen be the numberof completeobservations carriedout compared with the number of critical tasksand the numberof people carrying out thesetasks. Objectives carry out partial obto (the nartial observation servations is the observation a part of a task of beingcarriedout. Thls allowsfor more frequent observations and couldbeusedin situationswhereonly part of tasksare critical, where it is impracticalto observethe entire sequence stepsinvolved a task, of in etc.). (Refer to the above criteria under completeobservationsfor further guidance.) Evaluationof Observation program being carried out. This evaluation should includeobservations donein comparison with objectives set, the quality of the observation report and the possiblefollow-upactions suggested.

TASK OBSERVATIONS We all provide training to employees because feel this is necessary we for properperformance. manyof our But organizations, manyof us,thensit and back and expectpeopleto perform as taught.For ever,until problems occur (damage, injury, quality)that tell us that something wrong. is This may be fine in somecases, where the consequences beenidentified have and accepted, this may not be acbut ceptablein many other caseswhere the resultsof not performingthe task in a proper(standard) way, couldlead to unacceptable maybecatastropand hic losses. is not acceotable sit It to backand wait for the big bang to fintl OffshoreNewsletter3/87

CriteriLt The criteriafor evaluation this nroof gram activity are in figure 2. - The existence a policy,directive of and/or guideline from top management in support of this activity. Suchclirective imnortantsince is the programelementcncreatea lot of mis-understanding throughout the organization. The directive should include explanation the imporan of

PROGRAMEVALUATION SYSTEM For proper functioning (management/control) any systemor activiof ty, it is necessary have regular to feedback aboutthe properperformance of established activities. Suchevaluations, considered the as in context of the International Safetv Ratingsystem, include: 1. morefrequentevaluations doneon critical items. These evaluations wouldprobably carriedout on a be routinebasisby managers, safety personnel, department etc. 2. less frequent evzrluations carried out by expertsin their field and relating to the overall performance of the salety and losscontrol Jrrogram.Suchevaluations should Jire1l

' 3 . P R O G R A M E V A L U A T I O NS Y S M ferably be carned out by persons to nog belonging the organization objectibeingaudited,to increase vity and to limit bias. (P.t.o.) that It is the latter type of evaluation here.Theseevaluis beingconsidered as ations includeorganizational well aspects. as technical The evaluatin of the technical is aspects differentfrom the inspectiearliersincetheseevaonsmentioned 'technical' audits)are not luations(or intendedto producelong lists of refor for luation approcommendations improvement "r,"n';.;.tematicsystem inTheir primepureitherbea ach.Thiscould hardwaresituations. the effectiveness corporating the guidelines or noseis to establish standards set by the organization f a number of safetyprogram activi(your organization)or 'external' situatitiesby lookingat thehardware In systemssuch as the ISRS. There on of the organization. principleit to couldalsobe a combination both. of this: 'we cantell compliance means In principleall the elements subor safety standardsby looking at the jects that we discuss theseartiin hardware'. ('safety evaluation clesshallbe considered. The organizational with GeneralPhysical audit') then is directedat the safety - Conipliance Conditions. This evaluation should activiliesDer se and couldbe carried insuchasthe Inbe carriedoutby a teamofpeople out usinguditsystems maintenance, cludingfor example: ternational Safety Rating system. The persons carry out the evaluatito safety, electrical, etc. Items to be considered are such as: electrical, ons shouldbe familiar with the audimechanical transmission, machine as ting processes well as with the walkingandworkingsurtechnical aspects being evaluated. guarding, faces, storage of flammables,ladFor technicalevaluationthis would ders,handtools, materials handling, normally involve the use of multiscrap and refuseremoval,stacking teams. disciplinary practices, are Sincetheseevaluations intended and storage etc. with Fire Prevention whichcanthenbe - Compliance to providefeedback Thisevaluathe andControlStandards. usedfor improvement, frequency tion shouldbe done as a team anshouldbe adequate servethis purto proach pose. frequency onceper year is alsoinv<-rlving protectia fire A of and cover such items desired but may not be obtainable. on specialist should be The minimum considered sprinonce every three years. Frequencies detection andalarmsystems, kler systemsand other extinguisof less then once per three years very meahing means,exit facilities and fire should not be considered fire houseto and evacuation, prevention, ningfulwhenit comes feedback keeping,use of fire-resistive or improvement. retardant materials. fire containTime wise these evaluationswould ment. fire services. normallyinclude numberof daysfor a etc. with an - Compliance with Occupational an averagesizeorganization Health Standards. This evaluation averagelevel of complexityand limishouldbe doneas a team approach distribution. ted geographical health An organizational audit will quickly alsoinvolvinga occupational and specialist coversuchitems as: take between4 and 10 days, depenhandlingof chemicals, tling on the levelof programsophistiventilation, noiseexposure, radiation exposure, cation. Technicalaudits would take temperature. extremes,illuminatianywherebetween2 daysand rveeks personal protective on on,ergonomics, depending the sizeof the organization, the complexity the processes, equipment, environment control, of etc. etc. processes here All evaluation included properreportingfacili- RECORDSAND REPORTS should include tiesandactionplansto correctany de- Registrationof important safety and ficiencies loss control activity is necessary for noted. severalpurposes: Criteri,n 1. Simply registers what has been See figure 3 for evaluationof this done. element. 2. reportingto management any for - Compliancewith Progr:rm Stanpurpose. programactidartls.This should a neriodic be eva- ll. basisto plan 'uture
13 1 Mnagemenl Complnce w,lh Progam Standards 13 2 Managemenl 5lndads Comp|ance w'th o Ceneral Physrcl Condrlions 13 3 Management Comptance w{h Frre Prevenlron and Controt Slandads l3 4 Mngemenl Cooiptrance wrth OccuDa|onal Heallh Sthdards
d.

I 9 , R E C O R O SA N O R E P O R T S

19 I

Accrdenl/lnodenl Feporls M a r n l a rn e d

l9 2 l9 3

lnspectro Reporls Marnla!ned Occupalronal Heallh Records Malntarned

l9 4

A c c r d e n l S t a l r s l r c sa n d A n a r y s e s Marf,larned

19 5

Program Evalu.lron Fecords Mainta.ed

19 6

C!rrenl Cenl.al F,le or Program Promolron Actrvrlies

vities. 4. aids to assist in accidentinvestigation. 5. defense against possible liability clarms. 6. nublicrelations. Th registration couldbe doneby an1 person department the or identified in Sinceit involves organization. safety activities,this shouldbe coordinated through the safety office where a list should kent aboutwhereto find the be relevantinfrmation. To serveas a defense againstliability the claims, registration should adebe quate. Inadequateregistration can you(butsocould not alsowork against havingany registrationat all). Criteria The criteria for evaiuating this element are listed in figure 4: - Maintenance of accident/incident investigationreports. This would probably be done by the safety office. - Inspectionreports will probablybe at different locationswith a checklist used by the Safety office for and coordination control. - Occupational Health Records would inciudemonitoringresults,and remedical checks. Fisultsconcerning les will be at different nlacesin the organization with oordination most likely through the safety office. - Accident Statistics and Analyses. Filesto be kept by the safetyoffice. - Program EvaluationRecords. This include all the activities,reports, etc.asmentioned above under'Program EvaluationSystem'. - Promotion Activities file. This would includeall promotionactivities, campaigns, newsletters, awards,recognitions, etc. part 4 of our series. This concludes Two major safety program activities were discussed. properlyset up, inIf spections observations proviand can de a tremendous amountof input to of upgradethe performance our orga' nizationsand people.The conditions (t.obecontinuedut page20) i]/87 OffshoreNewsletter

1.2

TA) in order to maintainthe highest possiblelevel in training and to exand ideas rvhich hangeexperiences can contributeto the safety of people working in the maritime environment. Courses are given in English or will be interpreters Dutch.On request for to employed conductcourses non English or Dutch speaking participants. are approvedand/or acThe courses Dutch,Briceptedby the Norwegian, tish. Danish,Canadianand Liberian authoritiesand/or operators'associations. haa Recently numberof new courses namely: ve beendeveloped, - a practicalgasdetection course - an offshore course safetysupervisor - proficiency in survival craft handling - proficiency liferafthandling in - helicopter underwater escape training - specialized fighting courses fire for Next to the safety courses the offshore and shippingindustry N.T.C. and training for courses alsoprovides personnelin the fishing industry as and well ascourses trainingfor people world. in the yachting for conducted the yachIn the courses are ting world,participants invited to bring their own survival and fire figh-

ting equipmentin order to get acquainted with their own means of survlval. M.T.C.is alsoacliveas a marineconin sultancyspecializing various fields sucnas: - stability - transport of heavycargoes - stowage plans - transport of dangerous goods - safety regulations - safetyand protective equipment - suDervlsron - controland computersystems - generaladvisory/consultancy servrces In relevant cases M.T.C. mobilizes adto specialists render professional and assistance vise, accompaniment, backup. Regardingits backgroundand its clowith the afore mentiose cooperation ned Maritime Institute 'de Ruyter', which has a maritimerecordof more than 80 years,M.T.C.canclaimto be with the outlithoroughlyacquainted ned field of interests. are Theclients NI.T.C. foundamong of as the ieadingoil companies rvell as firms. amongthe onemancontracting The day to day managementof the is training centreand consultancy in handsof Mr. R. Rijcthe experienced kaert, managingdirector.

MARK OUR TELEPHONE NUMBER The Editor of Offshore NewsletterI{ET OFF SHORE BLAD has telephone number + 31-2230-33317. International Safety Rating System,Part 4 Continuesfrom page 12:

of hardwareand the actsof peopleare the endproductof many other activities that take placethroughoutthe organization of suchasselection people, training, risk identification,design, purchasing, maintecommunication, nance etc. and above all reflect leacontrol. dershipand management Rulesand ReguNext time we discuss lations, Personal Protective Equipand ment, EmergencyPreparedness Health. Occupational By the way: I get verylittle response to my articles. Havewe reachedthe point of concernI expressedat the beginningof the first article?To enI couragesomeresponse, will senda tie to the first 10personswho provide me with someconstructiveinput from your side. In written form please! The tie may very well becomea collectors item and I will tell you more about this in my next article. To uin your tie: sentyour reuction to: l,l. Ing. W,Llem Top, ILCl-BeneIur, AE Breda, P.O. Bor 7222,NL-/+800 Holland.

International Institute [,ossC-ontrol Benelux

and Consulting Training Risk in Management, Safety and LossControl.

for Audits andsafety Safety plans improvement improved safety and loss performance control for training safety management and supervision
Offshore Newsletter jll87

P .O.B o x 7 2 2 2 4 8 0 0GE B re d a- H o l l a n d T e l e p h o n e0 7 6 -6 1 2 3 1 2 : Telex:74042

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