· Web viewAuthor: Su.HO : Created Date: 05/18/2014 23:19:00 : Title: MS - Guideline - Effective...

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Issued by Resources Safety

Department of Mines and Petroleum

GUIDELINEEffective safety and health supervision in Western Australian mining operations

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DisclaimerThe information contained in this publication is provided in good faith and believed to be reliable and accurate at the time of publication. However, the information is provided on the basis that the reader will be solely responsible for assessing the information and its veracity and usefulness.

The State shall in no way be liable, in negligence or howsoever, for any loss sustained or incurred by anyone relying on the information, even if such information is or turns out to be wrong, incomplete, out-of-date or misleading.

In this disclaimer:

State means the State of Western Australia and includes every Minister, agent, agency, department, statutory body corporate and instrumentality thereof and each employee or agent of any of them.

Information includes information, data, representations, advice, statements and opinions, expressly or implied set out in this publication.

Loss includes loss, damage, liability, cost, expense, illness and injury (including death).

ReferenceThe recommended reference for this publication is:

Department of Mines and Petroleum, 2014, Effective safety and health supervision in Western Australian mining operations — guideline: Resources Safety, Department of Mines and Petroleum, Western Australia, XX pp.

ISBN (paperback)

(web)

© Department of Mines and Petroleum, 2014.

Except where the Copyright Act otherwise allows, reproduction in whole or part of this publication will be permitted only with the prior written permission of the Department of Mines and Petroleum. Applications for permission should be addressed to the Communications Manager, Resources Safety.

This publication is available on request in other formats for people with special needs.

Further details of publications produced by Resources Safety can be obtained by contacting:

Resources Safety — PublicationsDepartment of Mines and Petroleum100 Plain StreetEAST PERTH WA 6004

Telephone: +61 8 9358 8002 (general queries) +61 8 9358 8154 (publication orders)

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GuidelinesA guideline is an explanatory document that provides more information on the requirements of legislation, details good practice, and may explain means of compliance with standards prescribed in the legislation. The government, unions or employer groups may issue guidance material.

Compliance with guidelines is not mandatory but they could have legal standing if it were demonstrated that the guideline is the industry norm.

Who should use this guideline?This guideline should be used by anyone who has responsibilities to develop, authorise, provide and maintain workplace safety and health systems to guide mine management and supervisors on how to run a mining operation safely.

AcknowledgementThis guideline was developed through consultation with industry. In particular, Chapter 5 and Appendix 1 reflect workshops at the 2012 Mines Safety Roadshows presented by the Department. Early drafts were based on Queensland Guidance Note 14: Effective safety and health supervision, published by the Queensland Department of Natural Resources and Mines in 2008.

DRAFT GUIDELINE Effective safety and health supervision in Western Australian mining operations of 23

ForewordThis guideline is issued by Resources Safety under the Mines Safety and Inspection Act 1994, and has been endorsed by the Mining Industry Advisory Committee.

The ActThe Mines Safety and Inspection Act 1994 (the Act) sets objectives to promote and improve occupational safety and health standards within the minerals industry.

The Act sets out broad duties, and is supported by regulations, together with codes of practice and guidelines.

RegulationsThe Mines Safety and Inspection Regulations 1995 (the regulations) provide more specific requirements for a range of activities. Like the Act, regulations are enforceable and breaches may result in prosecution, fines, or directions to cease operations and undertake remedial action.

ApplicationThe provisions of this guideline apply to all mines as defined in section 4(1) of the Act.


Contents1 Introduction...........................................................................................................................5

1.1 The role of supervision.....................................................................................................51.2 Structure of guideline.......................................................................................................5

1.3 Terminology.....................................................................................................................62 Organisational aspects........................................................................................................7

2.1 Legislative requirements..................................................................................................72.2 Supervisory function.........................................................................................................7

2.3 Management and supervision responsibilities.................................................................83 Supervisory requirements.................................................................................................14

3.1 Considerations when determining adequacy.................................................................143.2 Level of supervision.......................................................................................................14

4 Delivering effective supervision.......................................................................................16Plan..........................................................................................................................................16

Do.............................................................................................................................................16Check (maintain and monitor)..................................................................................................17

Act............................................................................................................................................175 Setting frontline supervisors up for success..................................................................18

5.1 Duties and responsibilities.............................................................................................185.2 General skills and competencies...................................................................................18

5.3 Technical competencies.................................................................................................195.4 Management’s role in supporting success.....................................................................19

6 Impediments to effective supervision..............................................................................206.1 Overview........................................................................................................................20

6.2 Inadequate supervision..................................................................................................206.3 Planned inappropriate actions.......................................................................................20

6.4 Failure to correct a known problem................................................................................206.5 Supervisory violations....................................................................................................21

7 Further information............................................................................................................22Appendix 1 Signs of ineffective supervision......................................................................23


1 Introduction 1.1 The role of supervisionThe Mines Safety and Inspection Act 1994 (the Act) sets objectives to promote and improve occupational safety and health for people who work in mining operations in Western Australia. It imposes a general duty of care to maintain safe and healthy workplaces at mines, and protect people at work, and others entering or adjacent to the mine, from hazards.

The Act and associated Mines Safety and Inspection Regulations 1995 (the regulations) describe the duties and responsibilities of relevant personnel for the management and supervision of mining operations. The principal employer, employers, responsible persons and management appointments must provide and maintain a safe working environment, so far as is practicable, to prevent workers being exposed to hazards that could cause injury or harm. A controlled work environment, competent people, fit-for-purpose equipment and safe work practices combine to provide processes to help manage the risks to health and safety in the workplace.

Supervision is a fundamental safety function that applies to all levels of an organisation. It complements the provision of information, instruction and training, and influences how well organisations achieve the safety and health objectives of the Act. Effective supervision maintains standards of performance and the physical aspects of the work environment, and is key to maintaining the desired safety culture.

A Department of Mines and Petroleum review of mining fatality reports from 2000 to 2012 for Western Australia showed that workers within the first two years on a job were at highest risk of a fatal accident, particularly where the supervisor had less than three years’ experience in the role. In many of the fatal incidents, work was being undertaken largely unsupervised or outside the scope of established procedures. These findings are consistent with the outcomes of serious incident investigations undertaken by the Department.

The level of supervision at a mine needs to be commensurate with the scale and complexity of the operation, and potential consequences of ineffective supervision. For example, where the potential hazards and risks are significant, and controls to effectively reduce exposure are limited, the workforce will require closer supervision.

As mining operations range from exploration, small mines and quarries to large diverse multi-site operations, some with a significant contract workforce, each site must determine its specific resourcing, training and skill needs for effective supervision of all workers. The span of control of supervisors needs to be defined by management, including:

the need to provide continuous direct supervision for identified critical tasks that can result in serious injury if hazards are not identified and effectively controlled

the required level of supervision for inexperienced workers, new starters and apprentices.

1.2 Structure of guidelineThis guideline outlines the key safety roles for each level of management but focuses on frontline supervision. It promotes a systematic approach of planning, doing, checking and acting to assist in the application of a resilient system of work that supports a risk-based approach to safety and health.


Figure 1 The plan-do-check-act cycle for managing change and solving problems

Effective management and supervision can only be achieved through a multi-tiered, team approach where each level of the organisation plays a part in implementing the overall safe systems of work. Supervisors depend on direction and support from middle and senior management, as well as the involvement of the workers and contractors they direct.

Chapter 2 discusses the organisational elements that support effective supervision. The roles, responsibilities and desirable interactions between the various management levels are described.

Chapter 3 discusses some of the key parameters to be considered for supervision.

Chapter 4 provides a framework for effective supervision.

Chapter 5 covers the skills and knowledge that will help a supervisor to be effective.

Chapter 6 discusses the supervisory attributes that give rise to unsafe acts and conditions in mining.

Resources that may be useful are listed in Chapter 7.

Appendix 1 describes some of the warning signs that should alert management when supervision requires attention.

1.3 TerminologyAlthough there is a legislative definition of supervisor in relation to underground mining operations and quarries, the term is used in this guideline in its broadest sense to mean anyone who performs a supervisory function.

The terms management and supervision can be seen as interchangeable — all managers supervise their subordinates, and every supervisor manages the safety standards in their area of responsibility.


2 Organisational aspects 2.1 Legislative requirementsThe duties of the principal employer, and any other employer as implemented by senior corporate management, include the development, authorisation, provision and maintenance of workplace safety and health systems to guide mine management and supervisors on how to run the mine safely.

Corporate managers (e.g. chief executive officer, company directors, corporate advisors) must ensure that sufficient resources, both monetary and human, are available to operate the mine in accordance with the Act and regulations, and the principal employer has the power to issue instructions to the manager of the mine.

The systems, standards and leadership style established by corporate management are fundamental in developing an appropriate safety culture.

The principal employer is also required to make key statutory appointments to establish clear safety accountability. These appointments have the daily control and supervision of the mine, and are accountable for ensuring that regulatory requirements and the principal employer’s policies and procedures are followed.

Additional management appointments may be made to assist in maintaining compliance with the Act. Under the duty of care legislation, supervision must also be provided for those carrying out work at the mining operation.

Supervisors are the direct link between management and the workforce. They are responsible for following the directions of employers and management, implementing the safety and health management systems, and supporting the organisation’s safety culture.

2.2 Supervisory functionResponsibility for the overall safety and health management is shared between management levels, with supervisors having a mainly operational focus (e.g. coordination and communication) and involvement in short-term planning.

Although supervision is typically seen as an individual’s job, changing work practices mean that it is no longer easy to identify the appointed supervisor. The main supervisory elements include:

planning and scheduling

allocating workload

instructing and directing the work of others

identifying hazards and applying control measures

maintaining discipline

monitoring actions

investigating unwanted events

taking responsibility for decisions made about the work

being held accountable for the work done.

Supervision may be delivered by one or more individuals within or external to a team. Team members who act as a safety representative, oversee trainees, undertake a team leader role or act as a competent person when carrying out inspections also perform supervisory roles to some degree under their duty of care.

Ideally, all workers should have an appointed supervisor and know this person. There needs to be clear lines of communication and responsibility.

Effective supervision can help monitor the quality of the training that people have received, and whether they have the necessary capacity and competence to do the job.


2.3 Management and supervision responsibilitiesEveryone in an organisation has a part to play in the promotion of workplace safety and health. Table 1 lists some elements of management and supervision that determine how well safety functions are implemented and maintained throughout an organisation according to the following groupings:

Corporate management – representatives of the principal employer, employer or contractor who is the proprietor, lessee or occupier of the mine and has overall control and supervision of the mine; includes senior executives, directors and board members.

Mine management – persons appointed as managers of the mine under the Act such as registered manager, exploration manager, quarry manager and underground manager; includes department heads and middle managers.

Supervisor – a person who has the immediate supervision of workers and oversight of operations in specific workplaces.

Team leader – a person who guides a group of workers in a specific task; provides information to those in supervisory positions, who typically have more responsibilities.

Competent person – a person who is appointed or designated by the employer to perform specified duties that the person is qualified to perform by knowledge, training and experience; includes technical appointments, such as electrical supervisor, mine surveyor or ventilation officer.

Safety and health representative – a workplace representative for safety and health matters; elected under section 56 of the Act.


Table 1 Influence of organisational groups on effective management and supervision

Group Organisational elements Enabling actions

Corporate management

Leadership and accountability

Establishes desired safety culture in organisation Makes clear and strong commitment to pursue continuous improvement in

safety and health Accepts overall responsibility for safety and health leadership Recognises importance of statutory compliance to safety outcomes Accepts supervision as critical management function Accepts supervision as key influence on teams performance and function Provides effective leadership in emergency situations Ensures span of control matched to requirements

Resourcing

Ensures adequate resources to meet legislative requirements Provides resources for continuous improvement of safety and health on

operations Provides resources to support supervisory functions determined by

management

Training and competence

Provides adequate resources for instruction and training systems Provides leadership training

Risk management systems

Accepts duty of care to manage work safely Follows risk-based approach to planning and preparation Follows evidence-based strategies to drive safety initiatives for hazardous

activities Initiates a site risk analysis Approves the company’s safety management system Supports adoption of higher order controls to manage risk

Operations Ensures safety and health management systems, policies and procedures

support positive safety and health culture on site Defines clear roles and responsibilities for management

Consultation and involvement

Ensures safety leadership is visible across the organisation Maintains regular contact with mine management, supervisors and

workforce Involves mine management through participative approach

Communicate Delivers clear instructions Maintains open lines of communication with mine management Expresses commitment to safe operations to employees

Inspect, monitor, review and report

Undertakes corporate checks and audits Develops proactive and reactive key performance indicators (KPIs)

Change management

Identifies potentially significant change and considers related safety and health risks to develop a plan that minimises the risks

Manages organisational change and develops change management standards

Systematically inspects and audits workplace systems, procedures, conditions and practices in their area of responsibility to ensure standards are met

Mine management


Receives commitment from senior management to pursue continuous improvement in safety and health

Views safety as integral to “doing business” Consistently expresses value of positive safety and health culture Devotes resources to safety and health Implements senior management safety and health programs, policies and

procedures Provides effective leadership in emergency situations



Resourcing

Ensures supervisors have sufficient time and resources to balance production demands with safety and health requirements

Ensures supervisors have necessary competence and content knowledge to carry out supervisory roles

Ensures contractors are effectively supervised


Ensures instruction and training system in place to achieve competency needs

Ensures system in place so workers’ competencies are known and accessible

Ensures system in place to assess that workers are competent to perform their duties

Risk management

Accepts duty of care to manage work safely Integrates corporate risk management into site management systems Maintains a risk register and safety manual documentation for use by

management and workers that addresses new and changed circumstances Ensures hazards are identified and controlled in accordance with the Act

and regulations Implements higher order controls to manage risk Ensures the structure is in place for the risk register to be reflected in job

risk analysis Implements systems to ensure work practices follow company rules and

hazard controls are effective Refers new and changed circumstances not covered in company rules to

corporate management for further instructions and approval Monitors quality and effectiveness of workplace risk assessment tools

Operations

Ensures safety and health management systems, policies and procedures support positive safety and health culture on site

Defines supervisory span of control and limits of responsibility Provides clear and realistic job descriptions for supervisors and workforce


Ensures safety leadership is visible at the work place Retains personal responsibility for safety and health Involves supervisors and workforce representatives in the formulation and

implementation of safety and health standards and optimum work practices

Communication

Delivers clear instructions Maintains open lines of communication and reporting between

management, supervisors and workforce, including contractors Maintains environment in which supervisors and workers feel they can raise

safety and health issues without fear of ridicule or reprisal


Systematically inspects and audits workplace systems, procedures, conditions and practices in their area of responsibility to ensure standards are met

Change management

Identifies potentially significant change and considers related safety and health risks to develop a plan that minimises the risks

Manages organisational and workplace change

Supervisor


Understands and accepts roles and responsibilities Leads and manages their team using necessary and specific content

knowledge Observes and mentors workers for safe work outcomes Commits to safety and health programs, meetings and training Provides effective leadership in emergency situations

Resourcing Ensures availability of fit-for-purpose equipment Supports role of safety and health representatives


Knows workers’ competencies Assesses workers’ competence to perform their duties



Utilises instruction and training system to achieve competence needs

Risk management

Accepts duty of care to carry out work safely without endangering themselves or others

Identifies and controls hazards in accordance with the Act and regulations Confirms the operation’s risk register reflects the risk analysis of jobs and

critical tasks Ensures work practices follow company rules and hazard controls are

effective Closeness of direct supervision reflects level of risk workers are exposed to

and their skill level and experience Refers new and changed circumstances not covered in company rules to

management for further instructions and approval Monitors and ensures quality of workplace and work risk assessment tools.

Operations

Allocates sufficient time and resources to effectively supervise all workers Effectively supervises contractors Understands limits of responsibility Defines workers’ limits of responsibility Conducts workplace inspections


Translates organisational values into practical safety and health activities Involves workers in development of safe work procedures Participates in job observations, inspections and investigations

Communication Cooperates with employers and managers on safety and health matters Delivers clear instructions to workers Liaises with safety and health representatives


Reports to management on the state of the workplace conditions and practices

Utilises inspection checklists and audits

Change management

Manages workplace change

Team leaders Leadership and

accountability

Understands and accepts roles and responsibilities Complies with the employer’s instructions on safety and health Provides effective leadership in emergency situations

Resourcing Ensures fit-for-purpose equipment is used Supports role of safety and health representatives


Knows team members’ competencies Confirms team members are competent to perform their duties

Risk management


Identifies and controls hazards in accordance with the Act and regulations Ensures work practices follow company rules and hazard controls are

effective Coordinates team to ensure work is carried out safely Refers new and changed circumstances not covered in company rules to

supervisor for further instructions and approval

Operations Understands limits of responsibility


Consults with employer, management and workers on safety and health matters

Provides input into job risk analysis

Communicate Cooperates with employers and managers on safety and health matters Delivers clear instructions to workers

Inspect, Reports on the state of the workplace where they have been working



monitor, review and report

Change management

Assists in the management of workplace change

Competent persons


Understands and accepts roles and responsibilities Complies with the employer’s instructions on safety and health Provides effective leadership in emergency situations

Resourcing Ensures fit-for-purpose equipment is used


Knows other team members’ competencies Confirms other team members are competent to perform their duties

Risk management


Uses personal protective clothing and equipment provided Identifies and controls hazards in accordance with the Act, regulations and

company rules Refers new and changed circumstances not covered in company rules to

supervisor for further instructions and approval



Consults with employer, management, and employees on all safety matters

Communicate Cooperates with employers and managers on safety and health matters Delivers clear instructions to workers


Reports on the state of the workplace where they have been working

Change management


Safety and health representative


Complies with the employer’s instructions on safety and health Understands and accepts roles and responsibilities


Identifies and requests training needed to carry out role (e.g. risk management in the workplace, communication skills, investigation skills)

Risk management


Identifies and controls hazards in accordance with the Act, regulations and company rules

Refers new and changed circumstances not covered in company rules to supervisor for further instructions and approval



Consults with employer, management and workers on all safety matters

Communication Liaises with workers, management and inspectors Maintains clear lines of communication Actively participates in safety and health committee meetings


Inspects and audits workplaces and work activities using available tools Reports on the state of the workplace and worker’s concerns

Change management



3 Supervisory requirements3.1 Considerations when determining adequacyThe mining operation should establish criteria for determining the resource requirements for effective supervision. Points to consider when undertaking the risk assessment to determine the adequacy of supervision resourcing include:

the number of workers reporting to the supervisor

the geographical spread of workplaces, workers and activities

nature and risk of tasks and activities to be supervised

roster cycle and shift coverage

interaction between multiple employers and contractors

availability of proven work procedures

allocation of activities that takes the supervisor away from supervising workers

ability to supervise while undertaking operational tasks

overall time to carry out the supervisor role effectively

time taken to carry out inspection

distance to be travelled

workplace culture

experience, training and competence of workforce

site familiarity of workforce and supervisor.

The level of supervision and span of control should consider the hazards likely to be encountered, the workers’ exposure to those hazards, and the level of workers’ competence for the activities being undertaken.

Continuous supervision is recommended for high risk work, unproven work procedures, equipment undergoing commissioning, and untrained workers. For multiple workers and workgroups, an upper limit on the number to be supervised by an individual supervisor should be considered.

Where supervision is not continuous, management should determine what is reasonably practicable in terms of the time and distance required to be covered by individual supervisors inspecting workplaces and workers under their control. Resources should be reassigned or additional supervision provided as necessary to maintain effective supervision. Companies need to have contingency arrangements to cover the absence of primary supervisory personnel.

The effect of the change management process on supervisory requirements needs to be considered before any changes are made. New risks and how they relate to the activities of the workgroup involved and other affected workgroups should be understood.

3.2 Level of supervisionFrontline supervisors should have a good understanding of the workplace conditions and practices, be able to issue clear and documented task instructions, and undertake a preliminary inspection of the conditions and practices at the workplace at the start of each shift. This should be backed up with regular inspections throughout the shift and a final inspection check carried out at the end of the shift to accurately document the state and condition of each workplace for the next shift.

The number of inspections will depend on levels of activity and risk. Supervisors need to prioritise the order and number of inspections.


To provide an adequate and appropriate level of supervision for workers, management should ensure that:

those in charge know what is expected of them in terms of health and safety, including understanding:

- legislative requirements

- the organisation’s safety and health policy

- how safety and health is managed at site

- task-specific procedures

- their role

training is provided for the specific hazards of their work processes, and those responsible for supervision understand how the risks are expected to be controlled

supervisors are aware of new or inexperienced workers under their supervision, or those whose first language is not English, and know how to deal with potential problems due to unfamiliarity, inexperience and communication difficulties

workers under their supervision are assisted to understand the risks associated with the work environment and measures required to effectively control them

the control measures to eliminate or reduce exposure to hazards are current and being properly used, maintained and monitored

arrangements are in place to check that contractors’ safe systems of work meet the organisation’s expectations.


4 Delivering effective supervisionThe following framework identifies key actions needed in the plan-do-check-act cycle to develop and maintain a positive safety culture, and deliver effective safety and health management, including the contribution of supervision. It is mostly based on resources provided by the Health and Safety Executive (HSE), the United Kingdom’s safety and health regulator.

Plan Determine those actions required to establish and maintain high standards of safety and

positive safety climate, including an effective safety and health management system that is proportionate to the risks.

Set the direction for effective safety and health management, which will help to communicate the desired safety culture, and safety and health duties and benefits to relevant stakeholders.

Design policies to meet legal requirements, address safety and health matters, and enable an appropriate response where difficulties arise or new risks are introduced.

Detail in the policy:

- what will be achieved

- how to achieve the outcomes

- who will be responsible for what

- how to measure success.

Detail how to use lead and lag indicators to measure performance.

Identify potential emergency scenarios.

Identify potential changes and legal requirements that apply.

Key actions in effective policy development and planning include:

Corporate management

- state intent

- identify roles and responsibilities

- establish processes and allocate resources

- measure safety and health performance

- prioritise actions

Mine management

- consider the level of competence necessary to comply with the law

- consult with workers regarding policies, plans and procedures

- review policies and plans

- consider and implement contractor management.

Do Clearly define the types of behaviours expected of management and workers reinforced by

training, performance feedback and consistent peer and management rejection of undesired behaviour.

Develop positive attitudes and behaviours by:

- involving workers in safety and health matters through consultation and participation


- providing adequate resources, including competent advice where needed.

Implement effective management systems to ensure, so far as reasonably practicable, the safety and health of workers by:

- conducting appropriate risk assessments

- deciding on and implementing preventive and protective controls

- providing the right tools, equipment and working documents

- training and instructing workers in hazard identification and the application of effective controls

- providing supervision to ensure compliance with legislation and company procedures.

Implement the planned work practices to eliminate or effectively control the exposure of workers to hazards.

Check (maintain and monitor) Measure and monitor safety and health performance by using lead indicators such as:

- inspection reports on workplace conditions and practices

- health surveillance results

- pre-start and hazard reports

- preventative maintenance reports

- audit reports

- accident and incident investigation reports

- industry alerts

Use lead and lag indicators to report on safety and health performance and identify deficiencies in safety management systems and work practices.

Use workforce surveys and other consultative mechanisms to monitor:

- levels of hazard and risk awareness

- perceptions of personal accountability and ownership of safety.

Act Eliminate or effectively control all sub-standard conditions and work practices identified.

Address deficiencies and defects identified in inspection, audit, investigation and health surveillance reports, and amend safety management systems and work practices as required.

Share lessons learned with relevant stakeholders.

Involve workers and management in the re-envisioning of safety goals and systems.


5 Setting frontline supervisors up for success5.1 Duties and responsibilitiesFrontline supervision involves activities such as:

supervising activities at an appropriate level based on the risk of the task — including being present during critical or high risk tasks

implementing the company’s safety management system and management instructions

supporting the company’s safety culture aspirations by leading by example

organising, monitoring, and controlling people and resources, including:

- ensuring fitness for work

- availability of fit-for-purpose equipment

being accountable for work output and quality

reporting hazardous situations and incidents

investigating incidents and implementing corrective actions where necessary

undertaking risk assessments, in consultation with management, for new and changed circumstances, including reviewing procedures, standard work instructions (SWIs), and risk assessment tools such as job safety analyses (JSAs) and job hazard analyses (JHAs)

performing planned job or behaviour observations

communicating, mentoring, coaching, training and assessing workers, or arranging training

providing shift handovers

allocating work tasks

supporting elected safety and health representatives

performing administrative functions, managing human resources and completing documentation, including:

- safety meetings, including toolbox talks

- incident reviews and reports

- performance review paperwork

- supply ordering and receiving

- general communication, including e-mail, updates.

A competent and effective supervisor understands:

the organisation and its goals

the work they supervise

the people they supervise.

5.2 General skills and competenciesKey skills and competencies for effective supervision usually vary due to the specialised nature of different areas of the mining operation. Competent and effective frontline supervisors understand their roles and responsibilities, and are able to:

plan, organise and delegate work

allocate and manage resources

assess workplace safety and issue instructions prior to commencing work and at regular intervals during the task


demonstrate visible safety leadership (i.e. walk the talk)

maintain safety standards and achieve safe work outcomes

apply a team-based approach to problem solving and decision making

communicate clearly and be approachable

identify training and coaching needs

empower team members, including safety and health representatives

performance management

conduct investigations.

Competency training and ongoing professional development may be used to improve skills in these areas.

5.3 Technical competenciesIt is important that frontline supervisors have sound technical competencies. This includes knowledge, training and experience in:

safety legislation

risk management, including:

- hazard identification

- application of the hierarchy of control

work methods and practices

site management systems and systems of work

investigations.

5.4 Management’s role in supporting successActions that management can take to assist frontline supervisors to do their jobs effectively include:

having clearly defined roles, responsibilities and key performance indicators

having clearly defined span of control

providing training in supervisory skills such as leadership, communication and managing people and resources

adopting a recruitment strategy that selects each worker to match the required skill set for the team

providing adequate resources, tools and systems

clearly communicating policies and procedures

reducing administrative requirements (i.e. reports, meetings) or providing administrative support

ensuring planning and change management processes are effective

establishing adequate contractor management systems

empowering, mentoring and promoting ownership of safety culture, safety standards and outcomes.


6 Impediments to effective supervision6.1 OverviewOne critical function of a supervisor is to ensure that risk is at an acceptable level by identifying hazards, assessing associated risks, establishing controls (barriers) and monitoring their effectiveness.

Unsafe supervision is considered, in the James Reason “Swiss Cheese” model of human error, to be one layer of latent failures that can lie dormant or undetected and, therefore, be overlooked during risk assessments. Supervisors’ actions and behaviours will influence the safety and health of workers, as well as the work environment. A number of supervisor-specific attributes give rise to unsafe acts and conditions in mining.

6.2 Inadequate supervisionHaving insufficient or inexperienced supervisors can create an environment that increases risk to workers. Examples of inadequate supervision include:

permitting deviation from site procedures

failure to identify risky behaviour

failure to identify inappropriate behaviour such as bullying and aggression

failure to provide proper training

failure to provide guidance or oversight

failure to provide relevant information and instruction

failure to provide adequate rest breaks

lack of accountability of workers

perceived lack of authority of the supervisor.

6.3 Planned inappropriate actionsThe need to achieve production targets and deal with contingencies such as equipment breakdowns can lead to decisions being made that put workers at risk. Potential issues include:

poor matching of work teams for jobs

failure to provide adequate pre-start information

taking on unacceptable risks for short-term gain

failure to schedule adequate rest breaks to manage fatigue

assigning excessive workloads or tasks.

6.4 Failure to correct a known problemWorkers are put at risk when deficiencies among individuals, equipment, training or other safety aspects are known to the supervisor but are allowed to continue. Examples include failure to:

address risky behaviour

address inappropriate behaviour

eliminate or control a hazard

implement corrective actions

appropriately prioritise required repairs.


6.5 Supervisory violations Where existing rules and regulations are wilfully disregarded by a supervisor, management must take immediate action. Examples of supervisory violations include:

failure to enforce legislation or site rules

violation of procedures

directing a worker to undertake an activity that the supervisor knows the worker is not competent to perform

failure to report breaches of legislation or site rules

wilful disregard of a lawful direction

fraudulent completion of documentation.


7 Further informationThis list is provided for general information and illustrates the variety of resources available.

Department of Mines and Petroleum, www.dmp.wa.gov.au/ResourcesSafety Frequently asked questions on management and supervision at mining operations –

information sheet

Frequently asked questions on appointments on Western Australian mines – information sheet

Fatal accidents in the Western Australian mining industry 2000-2012 – What lessons can we learn? – report (2014)

Management and supervision workshop, Resources Safety Matters, vol. 1 no. 1 (January 2014), p. 10

Health and Safety Executive (HSE), United Kingdom, www.hse.gov.uk Delivering effective arrangements, www.hse.gov.uk/managing/delivering/index.htm

Providing supervision, www.hse.gov.uk/toolbox/managing/supervision.htm

Department of Natural Resources and Mines, Queensland, mines.industry.qld.gov.au Guidance Note QGN14: Effective safety and health supervision (2008)

WorkSafe Victoria, www.worksafe.vic.gov.au Safety supervision – Creating an environment for effective supervision – guidance note

(2011)

Safety supervision – Supervising workers with specialist knowledge or skills – guidance note (2011)


http://www.worksafe.vic.gov.au/

http://www.hse.gov.uk/toolbox/managing/supervision.htm

http://www.hse.gov.uk/managing/delivering/index.htm

Appendix 1 Signs of ineffective supervisionSigns of ineffective supervision include:

incidents and accidents increase

morale is low

productivity decreases

there is disconnect between managers, contractors and employees

staff turnover is high

housekeeping is poor

rates of absenteeism increase

there is discord between rhetoric and action

safety culture is poor

blame is assigned after an accident or incident

decisions are made on the run and not necessarily by the right people.

Contributing factors include:

inexperience and lack of training

poor recruiting practices or people promoted for wrong reasons

administrative workload too high

poor safety culture

staff turnover

poor communication

lack of leadership and no chain of command

too large an area of control (either geographical or the number of people)

production prioritised over safety

“purple circle” (i.e. elite workplace group that congregates to the exclusion of others)

inadequate resources

accountabilities and responsibilities not adequately defined

no supervision during high-risk activities or when new equipment or processes are introduced

poor operational planning

supervisor’s decision making affected by close relationship with or bias against individuals.


· Web viewAuthor: Su.HO : Created Date: 05/18/2014 23:19:00 : Title: MS - Guideline - Effective...

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Transcript of · Web viewAuthor: Su.HO : Created Date: 05/18/2014 23:19:00 : Title: MS - Guideline - Effective...