GOODMAN FIELDER LIMITED ___________________________

Safety in Action 2014 Elizabeth Tosti

Director, Safety, Health and Environment

Developing a safety strategy to

achieve your company’s goals

Agenda

2

1.Developing a strategy with ‘buy in’ from senior

leaders.

2.Building the strategy – and engaging the

workforce in its implementation

3.Ensuring your safety systems support your

strategy

1. Developing a strategy with ‘buy in’

from senior leaders

3

1.Determine the maturity of your organisation’s

safety culture.

2.Engage your senior leadership team in this

discussion. Agree where you want to be. Ensure

everyone understands what ‘better’ looks like.

3.Develop your strategy to meet your agreed

vision and implement at the appropriate pace.

1. Developing a strategy with ‘buy in’

from senior leaders

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Dependent

Harm

Reactive

FELT LEADERSHIP

Natural

Instincts

Supervision Self Team Peer’s Keeper

Independent Interdependent

Dependent

Top-Down

Condition of Employment

Safety for the Regulator

Disincentives for Outcomes

Plant/equipment Focus

Fault finding

Safety is Important

Quick Fix

Main Hazards Identified

Independent

Bottom-Up

Personal Commitment

Safety for Self

Incentives for Outcomes

Behaviour Focus

Fact finding

Safety is a Priority

Eventual Fix

Risk Mgmt Processes used

Interdependent

Empowerment

Team Commitment

Safety for Others

Recognition for Behaviour

Plant, People & Systems

Systems Thinking

Safety is a Value

Continuous Improvement

Risks are managed/Hazard Registers

are ‘live’

2.How we will get there? Building the strategy. Four essential elements

5

v

Plant and

Equipment

Guarding, maintenance,

isolation points, bunding,

lifting equipment,

handrails, non slip floors,

PPE etc

People

Everyone trained and

following procedures,

Golden Rules adhered

to, near misses and

hazards reported,

everyone involved and

taking action

Systems

Procedures – easy to understand

and apply, training, Inductions,

incident reporting tools, Work

Permits, JSAs etc

People and the

environment protected

2.How we will get there? Building the

strategy.

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Ensuring our sites, plant &

equipment are safe

Enabling SHE outcomes

through effective tools &

systems

Engaging & developing our

people to work safely

Empowering our leaders to

drive the SHE agenda

1. Protecting our people from

moving machinery &

electricity

• LOTO

• Guarding

• Traffic Management

2. Changing the way we

work to improve safety

Redesign to reduce

manual handling

3. Reducing our

environmental impact

• Redesign to improve

1. Managing our critical risks

• Standards & Procedures

− LOTO

− Guarding

− Traffic Management

− Manual Handling

− Travel Security

2. Building a robust

SMS/EMS

• Risk Management

• Incident Investigation

• Contractor Management

• Recording & reporting

• Audit & Inspection

• EMS Aspects and impacts

procedure

• EMS – Legal Requirements

• EMS – Objectives and

Targets

1. Building awareness of SHE

• Branding & Comms

• Inaugural SHE Competition

• Newsletters

• Health

2. Training to ensure key SHE

skills

3. Everyone actively involved in

SHE

• Near miss / hazard

reporting

• Environment incident

reporting

• Risk assessments

• WALKS

• Health & Wellbeing

• competitions

4. Recognising & reinforcing

positive behaviour

• Reward & recognition

program

• Benchmarking sites

5. Understanding attitudes and

safety values

• SHE culture survey

• Feedback email to Group

SHE

1. Developing our leaders in

SHE awareness & skills

• Training in critical SHE

leadership skills

• Coaching (one-on-one)

2. Demonstrating active SHE

leadership

• WALKs

• Reward & recognition

• Just Culture

• Safety first in meetings

• Safety Cycle Checks

3. Holding our leaders to

account for SHE outcomes

• Scorecard

• Responsibilities &

accountabilities(PDs)

4. Providing effective SHE

support

• SHE Structure

• SHE Practitioners skill

development

• Building the SHE

community

3. Ensuring your safety system

supports your strategy

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1. Ensure policies, procedures, standards are concise,

easy to understand, easy to access.

2. Implement a process to continually review and improve

your system, through consultation with end users.

3. Develop training tools to support key elements of the

system.

4. Start with risk management and incident management,

performance monitoring.

5. Prioritise your system review with those that address

your highest risks.

.

3. Ensuring your safety system

supports your strategy

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1. Risk Management:

1. How well do managers and leaders understand ‘likelihood’

and ‘consequence’?

2. How well do your managers and leaders understand the

‘hierarchy of controls’?

3. How well do managers and leaders understand the appropriate

frequency of review of controls’

4. Are Risk Registers ‘live’? Are top hazards cascaded upwards

and regularly reviewed by all levels of the organisation?

5. How often does your organisation stop and ask ‘what if’?

.

Managing risk well involves a four

step process

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IDENTIFY RISK

• Determine the sources and potential for

harm

ASSESS THE RISK

• Determine the likelihood of occurrence

and severity of consequences

CONTROL THE RISK

• use ‘hierarchy of controls’ – aim for

highest level possible – especially

for high risks

REVIEW EFFECTIVENESS OF

CONTROL

• Determine frequency of review

• The higher up the ‘hierarchy of

controls’ the less frequent review

required.

Elimination

Engineered

Administrative

Controls

Personal

Protective

Equipment

Substitution

Hierarchy Of Controls

Once

off

Review for

effectiveness

Regular review to check

for effectiveness

Continuous review

and monitoring

whenever the

activity underway

Continuous review and

monitoring whenever the

activity is underway

Risk Assessment & Hazard Control

GF

Tools

& P

rocesses

outlin

e o

n I

ntr

anet

Guideline for Management Review

& Monitoring Requirements

3. Ensuring your safety system

supports your strategy

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2. Incident Management:

1. How well does your organisation understand systemic

failures? What is your system to ensure investigations indentify

all root causes?

2. How well does your organisation understand individual/team

actions contributing to an incident? (slip, lapse, mistake,

violations)

3. What is your system to ensure that incidents are investigated

and actions are closed out in a timely manner to prevent

recurrence anywhere else in the organisation?

4. How do you ensure that your leaders are driving effective

investigations?

.

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The ‘Swiss Cheese Model’

All actions to be reviewed six months

after their completion to ensure that

they are effective

Key Messages – delivering outcomes

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1. Create a desire for change.

2. Develop a strategy that ‘fits on a page’ – and that can be

understood by all levels of the organisation.

Communicate on progress regularly.

3. Ensure key systems are robust – Risk Management and

Incident Management. Provide regular training and

review.

4. Continually refine your systems to ensure that they are

simple, effective and understood. Start with your highest

risks.

5. Keep it simple! ‘One size fits all’ is best approach!