Prue Hardiman

Managing Consultant, Noel Arnold and Associates

prue.hardiman@noel-arnold.com.au

Integrating Safety Management Systems –

Opportunities for Improvement

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The Key Message

Managing Health & Safety is ….

An organisational priority A senior and line management

responsibility Requires infrastructure,

systems, active safety culture and

Strong leadership

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Traditional Approach

Often reactive to OHS issues/risks

Ad-hoc processes & systems

Focus on measuring negative outcomes

Management largely unengaged in OHS

Limited consultation

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Waterfall Report (NSW State Rail)

“An underdeveloped safety culture …. resulted in failure in

the application of the safety system by line management”

Safety critical equipment used despite management knowledge it was not safe

Procedures & processes not followed Lack of training Day-day culture focused on

efficiency at the expense of safety

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Contemporary Approaches

OHS management linked to strategic & operational objectives.

OHS management systems must relate to an organisation’s activities, risk profile, structures & culture

Adoption of a systems based approach

OHS integrated into operational processes

Focus on consultation & problem solving

Senior management leadership & accountability

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The ‘Strategic’ Approach

OHS Integration: at what level? Strategic

Operational Organisational change

New equipment and processes

Business process

Planning cycles and requirements

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Framework for Improvement

1.Safe equipment and facilities

2. Systematic Approach

4. Leadership3. Active

OHS culture

Improved OHSPerformance

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Safe Equipment & Facilities

Design reflects OHS requirements

Safe products purchased

Regular inspection & maintenance

Operational & training requirements established

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Systematic Approach

Active (not passive) risk management

Focus on building organisational competency

Planning processes reflect systematic thinking

Accountability for performance culturally embedded at all levels

Systems promote learning from errors

Credible – close the loop where issues identified

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Active Safety Culture

Consultation and participation

Effective communication- formal informal, open, frequent

Recognition & reward for OHS

Learning culture

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Leadership

Leading by example

Clear accountability & responsibility

Plans & programs incorporate OHS

Communicating importance of OHS

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Leadership is the key

Leading by example Participation Demonstrate knowledge Model behaviours

Clear accountability & responsibility OHS responsibilities in duty

statements

Each individual accountable for safety

KPI’s developed & articulated

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Leadership is the keyPlans & programs incorporate OHS

Objectives & targets for OHS performance at all levels

OHS issues in work planning activities

Plan for work output/OHS needs conflicts

Communicating importance of OHS

OHS part of meeting agenda

Feedback from employees on OHS initiatives

Recognise & reward performance

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Case study – Rocla SAFE – Take Care Always

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Objectives of Rocla SAFE

Identify and analysefactors contributing to poor

safety performance

Review progress of implementation of the plan and assess improvement of safety performance by LTI’s

and MTI’s and reassess attitude of employees using

same tool

Document an agreed OHS Improvement plan based on

consultation with stakeholders and implement

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Approach – peel back the layers

Focus group methodology using safety culture diagnostic tool

Targeting three key groups, managers, team managers and operational employees

Used same questions and measured the responses

Defined individual site issues

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Safety Culture Assessment

ROCLA Safety Culture Assessment

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2

3

4

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Compliance Communication Prevention Practices LeadershipCommitment

Awareness &Participation

Motivation Work Focus

Management

Team Leaders

Employees

Never

Sometimes

Half Time

Frequently

Always

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Moving Forward

Strategy was established into 2 streams:

1. Corporate Safety improvement plan

2. Site Safety Improvement plan - systems, equipment, culture, leadership

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Corporate Safety Improvement Plan

Commitment by Senior Management to the Rocla SAFE process

Clear understanding of behaviours and actions required by leaders

Identification of actions required of Senior Management to assist in implementation of Rocla SAFE initiative

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Site Safety Improvement Plan

SSIP developed for each of the 12 sites

Crucial to success of the project

Demonstrated leadership commitment to employees

Implementation tools provided and outcomes of individual reports

Resulted in continuous improvement process

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Site Safety Improvement Plan

Site Based Leadership Training

Aimed at Team Leaders, Coordinators, Safety Representatives

Covers roles and responsibilities, behaviours and actions required

Participation of Site Managers important

Incorporate Safety Leadership Action Guides

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Communication Initiatives

Committees and H&S Reps

Tool box talks

Integration of safety into production meetings

Feedback to employees on safety improvement

Recognition processes

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Leadership Initiatives

Integration of safety and productivity

Management participation

Discussion of safety and focus on safety day to day

Addressing of safety concerns

Closely linked to communication

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SSIP – Immediate actions

Allocated implementation actions utilising the OHS committee

Progress reviewed against site safety improvement plan at least monthly

Progress communicated by management to employees regularly, face to face where possible

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SSIP - Longer Term

Closely monitor site performance Record leadership and

communication actions taken Regularly update employees on

status Enable safety coordinators to

participate in risk management project

Provide for participation in on-going safety training initiatives

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Outcomes

50% reduction in LTI’s and MTI’s over last 12 months

High level of manager and employee engagement

Ownership of improvement initiatives by all employees

Future savings through reduction in Workers Compensation claims and reduced disruption to production

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Summary

Integration – identify opportunities at strategic/operational levels

Historically emphasis placed on OHS systems & equipment

Recognition that leadership & culture are important drivers for improvement

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Summary

Upstream performance measures drive improvement in downstream outcomes

Understanding cultural issues and behaviours through involvement of employees generates more effective and sustainable outcomes.