Post on 02-Apr-2018
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Safety Management Systems
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Initial concerns of many
managers
Operate efficiently /make profit
Provide product /service Avoid adverse publicity
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Herald of Free Enterprise
1987 -193 fatalities
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Evolving requirements
Minimise loss
Meet quality standards
Maintain company reputation
Not harm people or the environment
Develop management systems
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Basic elements of safety management system
Reviewing
Performance
Organising
Planning and
Implementing
Measuring
Performance
Policy
Auditing
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Health & Safety Management Key
Components Leadership and commitment
Policy and strategic objectives
Organisation, resources and documentation Evaluation and risk management
Planning
Implementation and monitoring
Auditing and reviewing
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Leadership and commitment
Company culture to support Belief in companys desire to improve H&S
performance
Motivation to improve personal H&S
performance Acceptance of individual responsibility and
accountability for H&S performance
Participation and involvement at all levels inH&S management system development
Commitment to effective H&S managementSystem
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Visible leadership bymanagement is the vital
component in a management
system.Without it, its all just talk.
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DuPont
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Du Pont principles of safety management
1. All injuries and occupational illnesses are preventable2. Management is directly responsible for doing this, each level
accountable to the one above and responsible for the one below
3. Safety is a condition of employment
4.Training is required to sustain safety knowledge
5.Safety audits and inspections must be carried out6.Deficiencies must be corrected promptly
7.All unsafe practices, incidents and injury accidents will be
investigated
8.Safety away from work is as important as safety at work
9.Accident prevention is cost effective10.People are the most critical element in health & safety
programmes
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In Shell we are all committed to:
Pursue the goal of no harm to people; Protect the environment;
Use material and energy efficiently to provide our products and
services;
Respect our neighbours and contribute to the societies in which
we operate;
Develop energy resources, products and services consistent
with these aims;
Publicly report on our performance;
Play a leading role in promoting best practice in our industries;
Manage HSSE & SP matters as any other critical business
activity; and
Promote a culture in which all Shell employees share this
commitment.Peter Voser
Chief Executive Officer
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Organising
Establishing responsibilities and
relationships which promote a
positive H & S culture
Secure implementation and
continued development of the H & S
policy
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Organising Staff
Control what goes on in your organisation by detailedrules and procedures
Empower staff to make decisions
Allocate health and safety responsibilities to individuals
and groups Ensure staff know and understand their responsibilities
Involve staff in identifying hazards, assessing risks,developing preventative measures and measuringperformance
Ensure staff are fully competent; analyse training needs Provide access to specialist help when it is needed
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Responsibility
Ensure everyone knows their specific role
in H&S
Provide necessary resources Establish reporting lines
Allow them to manage their tasks
Hold personnel accountable
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Levels of supervision
Self supervision
Imposed supervision
Degree of
supervision
High
Low
Competence
Risk
Low
LowHigh
High
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Planning and Implementing
Complying with Health and Safety laws
Identifying hazards and assessing risks and
deciding how they can be eliminated or controlled
Establishing operating controls such as
procedures and work instructions
Agreeing Health and Safety targets with
managers and supervisors
Setting up systems such as incident reporting,
behavioural safety, emergency response
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Measuring Performance
Where are you?
Where you want to be? What is the difference and why?
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Measuring Performance
ACTIVE MONITORING
Achieving objectives and
standards REACTIVE MONITORING
Investigating injuries, damage,near misses
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Active Monitoring
Measurement and reporting of:-
Hazardous conditions or unsafe equipment
(Un)safe acts or omissions
(Non) compliance with procedures etc (Non) achievement of safety targets / goals
Management involvement in safety
Environmental or occ.health surveillance
Effectiveness of inspections or audit systems Effectiveness of risk assessment / control
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Reactive Monitoring
Measuring and reporting of:-
Injuries (first aid, serious, fatal)
Occupational illnesses Damage to property or the environment
Near Misses (incidents with no losses)
Financial losses (time off work or fines)
Days of work lost Enforcement notices issued by regulator
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Performance Monitoring
Indirect monitoring
Periodic examination of
documents
Systematic direct observation of
work and behaviour
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Monitoring measures performance of parameters over a time
period, and compares with previous periods or targets. E.g.
19 incidents this month compared to 22 the previous month,
or 500 tonnes of product produced this week compared to a
forecast of 510.
Auditing compares performance against an established
standard. E.g. did management operate the environmental
organisation in accordance with ISO 14001, or were finances
managed in accordance with agreed accounting standards ?
Monitoring versus Auditing
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Advantages of auditing
Ensuring HSE management system elements and activities conform
to planned arrangements and are implemented effectively
Determining the functioning of the HS management system in fulfilling
the companys HSE policy, objectives and performance criteria
Complying with relevant legislative criteria
Identifying areas of improvement - Minimising losses and liabilities by
identifying where corrective action is needed
Providing feedback to enable continuous improvement
Encouraging better safety performance across the companys
operations and sharing of good practices. Increasing employees awareness of health and safety issues
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Definition of culture
The attitudes and behaviour that are
characteristic of a particular social group or
organisation
Beliefs and actions which are kept and
followed more or less regardless of the
situation or circumstances
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Culture cautions
Remember that a culture is the sum of its parts,and that a person may exhibit all, some or noneof its characteristics --- Not all Americans eat
hamburgers, watch baseball and speak English
The trouble with culture is that it has about asmuch definitional precision as a cloud
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Safety culture
The product of individual and group values,
attitudes, perceptions, competencies and
patterns of behaviour that determine thecommitment to, and the style and
proficiency of, an organisations health and
safety management (ACSNI)
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Safety Culture
The way we do things around here
What we do when we think no-one is
watching
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Positive safety cultures
Aviation
Medical operating teams
Emergency services Nuclear submarines
Saturation divers
Your nominations?
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Common factors
Leadership
Workforce involvement
Two way communication Learning and change
Attitude towards blame
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Leadership
Safety takes priority
Managements visible commitment
Effective system for managing safety
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Workforce Involvement
Responsibility for own and others safety
Taking ownership of safety programmes
Specialists to provide support Channels to report concerns
Feedback to inform personnel
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Two way communication
Top-down communication
Information transfer up and across the
group Safety reporting
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Learning and change
Learning culture
Contributing improvement ideas
Continual review and self-monitoring Lessons learned and resulting changes
Safety culture surveys
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Attitude towards blame
Just culture versus a Blame culture
Seek for root causes
Demonstrate care and concern Dont shoot the messenger
Maintain confidentiality
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Negative issues
Lack of ownership
No management commitment
Unwillingness to share information No learning from mistakes
No response to reviews or audits
Isolationism
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Safety culture ladder (After EI)
Who cares as long as we are not caught!
PathologicalWho cares as long as we are not caught!
ReactiveSafety is important. We do a lot every time we have an accident!
CalculativeWe have systems in place to handle all hazards
ProactiveSafety leadership & values drive continuous improvement
GenerativeHSE is how we do business around here
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Impact of behaviour on safety
Time
Accident/IncidentRa
te Engineering
Systems
Behaviours
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Human factors
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Human factors
Errors Violations
Human failures
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Human factors
Slips ofaction
Lapses ofmemory
Skill-basederrors
Rule basedmistakes
Knowledge basedMistakes
Mistakes
Errors
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Whoops!
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Human factors
Routine Situational Exceptional
Violations
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Human Failure
Error Non Compliance
IInnaaddvveerrtteenntt DDeelliibbeerraattee
Action Error Thinking Error
Action
Based Slip
Memory
Based Lapse
Rule Based
Mistake
Knowledge
Based Mistake
AAccttiioonn nnoott aass ppllaannnneeddAAccttiioonn aass ppllaannnneedd
Viioollaattiioonnss
Routine Situational Exceptional
After HSE
Human Failure Types
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SKILL BASED
RULE BASED
KNOWLEDGE BASED Conscious
AutomaticAutomated routines with little
conscious attention
If symptom is X, then cause is Y.
If cause is Y then do Z
No routines or rules available
for handling the situation
Levels of mental working (After HSE)
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Behavioural safety concepts
~95% of workplace accidents are causedby unsafe behaviour
Most accidents have happened, or nearlyhappened, before
The people doing a job are the best peopleto tell you how to do it safety
Management /supervision commitment isessential
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Behavioural safety theory
Culture determined by attitudes
Attitudes determined by behaviours
Hence as you change behaviour, you
change attitudes, and in time you change
the culture
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Behavioural modification
If you change the way people have to act,
in time you can change the way they think,
If you change the way people think, in timethat will become the way they want to act
Countries change behaviour by new laws,companies have to do it in other ways
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Seat belts in cars in UK
1965 Manufacturers to fit belts in cars
1983 Front seat users to wear belts
1989 Children in rear seats to use belts1991 All rear seat users to wear belts
2006 Some children to use special carseats
Estimated that 60,000 lives have been savedsince 1983
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Changing behaviours 1
Behavioural safety programmes seek toimprove safety culture, and safetyperformance by getting people to changetheir behaviour at work
The programmes have to involve everyone.The people doing the job know best how itcan be improved
Dont expect staff to change their behaviour ifmanagers dont change theirs
Let people know what is going on
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Changing behaviours 2
Prepare for a slow change over time ascultures change slowly
Explain the process so all know what is
happeningAppoint and train people in observation andintervention activities.
Explain the differences between mistakes,
which are tolerable, and violations, whichare not, in the event of an incident occuring
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Observation and Intervention levels
1. Reporting unsafe conditions
2. Watching how people are carrying out their
tasks, and reporting unsafe acts3. Intervening when an unsafe act is seen,
and working with the person to resolve the
problem, and agree a solution
4. Noting good behaviour and commending it
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Intervention
Observe what is going on
Introduce yourself and pause activity
Find something to commend
Discuss the activity and why its being done
Ask what is the worst thing that could happen? to
promote discussion on safety
Agree a safer way for them to workReport intervention and positive outcome
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Prescription versus goal setting
Prescriptive systems tell you what you do to be safe
e.g. Pressure vessels must be 12 mm thick,
cranes must lift no more than 5 tonnes etc
Lots of specific legislation.
Goal setting systems tell you what you have to
achieve in safety terms, and leave you to work
out the best way to get there.
Provide guidance and support.
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Remember why we need a management
system that works!