Successful Safety Management A Short Course for Managers & Supervisors Safety is Good Business

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Successful Safety ManagementA Short Course for
Managers SupervisorsSafety is Good Business
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Contents

• Recent Legislation HSA Guidance
• Strategic Aspects of Successful Safety Management
• Manager/Supervisor Role in Safety Leadership
• Objective
• Raise awareness of Management and Supervisors
  vital role in safety leadership and management
• Develop a culture of safety thinking

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Successful Safety ManagementA Short Course for
Managers Supervisors Recent Legislation
HSA Guidance
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HSA Guidance

• Guidance for Directors and Senior Managers on
  their Responsibilities for Workplace Safety and
  Health 2007

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Why manage safety and health at work?

• The liabilities of directors and officers of
  undertakings
• Protecting your undertakings reputation and
  assets

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Why manage safety and health at work? The
liabilities of directors and officers of
undertakings

• Responsibility for safety and health is placed
  directly on those in charge in the workplace.
  Directors and managers who control the work being
  done must take on this responsibility - Section
  80 of the SHWW Act 2005.
• Directors may be prosecuted under the 2005 Act
  for failing to manage safety and health in the
  undertaking.
• Section 80 of the 2005 Act provides that a
  director, manager or other similar officer of the
  undertaking may be deemed to be guilty of the
  same offence as the undertaking if the doing of
  the acts that constituted the offence has been
  authorised, or consented to by, or is
  attributable to connivance or neglect on the part
  of the director. In such instances, for example,
  ignoring a safety and health issue could
  constitute neglect.
• Section 80(2) states that if a person is
  proceeded against under that section then it is
  presumed, until the contrary is proved, that the
  breach or neglect was authorised by him/her.
• It is for the director or the manager to show
  that he/she did all that could be reasonably
  expected under the 2005 Act and was not
  negligent.
• Anyone convicted of a serious breach of safety
  and health law could be fined up to 3m or face
  going to prison for up to two years.

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Why manage safety and health at work? The
liabilities of directors and officers of
undertakings

• Case studies when leadership falls short
• Competent advice, training and supervision
• Following the fatal injury of an employee
  maintaining machinery at a recycling firm
  employing approximately 30 people, a company
  director received a 12-month custodial sentence
  for manslaughter. The machinery was not properly
  isolated and started up unexpectedly.
• An HSE and police investigation revealed there
  was no safe system of work for maintenance
  instruction, training and supervision were
  inadequate. HSEs investigating principal
  inspector said 'Evidence showed that the
  director chose not to follow the advice of his
  health and safety advisor and instead adopted a
  complacent attitude, allowing the standards in
  his business to fall.'
• Monitoring
• The managing director of a manufacturing company
  with around 100 workers was sentenced to 12
  months' imprisonment for manslaughter following
  the death of an employee who became caught in
  unguarded machinery. The investigation revealed
  that, had the company adequately maintained
  guarding around a conveyor, the death would have
  been avoided.
• The judge made clear that whether the managing
  director was aware of the situation was not the
  issue he should have known as this was a
  long-standing problem. An area manager also
  received a custodial sentence. The company
  received a substantial fine and had to pay the
  prosecution's costs.
• Risk assessment
• A company and its officers were fined a total of
  245,000 and ordered to pay costs of 75,500 at
  Crown Court in relation to the removal of
  asbestos. The company employed ten, mostly young,
  temporary workers they were not trained or
  equipped to safely remove the asbestos, nor
  warned of its risk. The directors were also
  disqualified from holding any company
  directorship for two years and one year
  respectively.

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Why manage safety and health at work? Protecting
your undertakings reputation and assets

• Adverse Publicity from serious accident
• Safety and health management strategy is a
  central component of an organisations corporate
  social responsibilities
• Financial incentives of effective safety
  management
• Increased productivity when using safe operating
  procedures
• Reduced insurance premiums
• Less sickness-related absences and training costs
  for replacement staff
• Better staff retention and morale

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HSA Guidance

• The employees commitment to safety and health is
  influenced by their perception of your
  commitment to safety and health.
• Visible and active support, strong leadership and
  commitment from all directors and senior managers
  are essential for successful safety and health
  management.

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HSA Guidance Setting the Best Standard

• Key questions the board must ask its senior
  management when setting the best standards
  include
• Does this organisation have the right levels of
  safety and health expertise and competence?
• Is safety and health always considered before any
  new work is started or new work equipment is
  brought into use?
• Do you carry out risk assessments for all new
  work and for existing operations?
• Do you involve the safety committee and the
  safety representative(s) in these assessments?
• Have you identified what work needs to be
  assessed?
• Have we reviewed our safety critical processes?
• How do you know our safety and health protection
  is good enough?
• Have you facilitated the selection of safety
  representatives?
• Do our safety consultation programmes and safety
  committee work effectively?
• Are our employees properly trained and do they
  attend the safety and health training provided by
  us? Do we evaluate the effectiveness of our
  training?
• Do we have adequate emergency plans for dealing
  with serious or imminent danger, for example for
  fires, process deviations, accidents? Do we have
  adequate safety and health procedures in place?
• Do we review/audit our safety and health
  management systems on a periodic basis?

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HSA Guidance Assessing safety and health
performance

• The following list of questions will help the
  management team to judge the level of safety and
  health monitoring and auditing being carried out
• Do we reward excellence in safety and health?
• When did we last review our safety statement and
  our safety and health policy?
• Are we committed to continuously improving our
  safety and health performance?
• Do we monitor the performance, maintenance and
  integrity of safety critical plant, equipment and
  processes?
• Do we know how well we perform on safety and
  health issues?
• Are we as directors kept informed by our senior
  management team of our safety and health
  performance?
• Do we comment on safety and health performance in
  our annual report, where relevant?

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HSA Guidance Assessing safety and health
performance

• How do we know if we are meeting our own
  objectives and standards for safety and health?
• Are our risk controls good enough?
• Do we have an active monitoring system in place
  for safety and health critical issues?
• How do we know we are complying with the safety
  and health legislation that applies to our
  business?
• Do our accident or incident investigations
  uncover all the underlying causes or do they
  stop when we find the first person that has made
  a mistake?
• Do we have accurate records of injuries, ill
  health, bullying complaints, accidental loss
  etc.?
• Do we as directors get reports on our safety and
  health failures?
• How do we learn from our mistakes and our
  successes?
• Do we carry out safety and health audits
  regularly, as necessary? If we do, what action do
  we take on audit findings?
• Do these audits involve staff at all levels? Do
  we involve our safety representative and safety
  committee, where it exists, in the audits?

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Successful Safety ManagementA Short Course for
Managers Supervisors Strategic Aspects of
Successful Safety Management
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Safety - Changing Approach

• Traditional approach to safety
• Improve safety performance by focusing on
  operator error
• Modern approach to safety
• Improve safety performance by focusing on the
  cultural and management system that influence
  safety behavior
• Use the position of leadership to empower
  employees at all levels to take responsibility
  for safety

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BASIC SAFETY PHILOSOPHY FOR SUCCESS

• A NEW SAFETY CULTURE
• All accidents are preventable.
• No job is worth getting hurt for.
• Every job will be done safely.
• Incidents can be managed.
• Safety is everyones responsibility.
• Continuous improvement.
• Safety as a way of life for 24 hours/day
• All individuals have the responsibility and
  accountability to identify eliminate or manage
  risks associated with their workplace
• Legal obligations will be the minimum
  requirements fro our health safety standards
• Individual will be trained and equipped to have
  the skills and facilities to ensure an accident
  free workplace
• Whats your company approach to safety?

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Safety is Good Business

• Successful Companies have
• Consistent leadership whereby the whole
  management structure proactively and visibly
  demonstrates its commitment to safety on a daily
  basis
• Walk the talk on safety deal with safety issues
  on the spot
• Assigned responsibility and accountability for
  safety safety a condition of employment, part of
  performance evaluation
• Focus on success not failure positive
  performance measures (no. of safety
  talks/inspections/risk assessments/training)
• Good two-way communication lines on safety
• Periodic Safety Audits
• Does your safety system exhibit these
  characteristics?

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The Culture Iceberg

• Iceberg has 90 of its weight below the surface,
  out of sight. This huge lump below the surface
  carries far more weight than the 110 you see
  above
• Culture is below the waterline, its simply how we
  do things around here !

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Successful Safety Management
Safety Culture
Psychological Aspects How people feel
Behavioural Aspects What people do
Situational Aspects What the organisation has

• The safety culture of an organisation is the
  product of individual and group values,
  attitudes, perceptions, competencies, and
  patterns of behaviour that determine the
  commitment to, and the style and proficiency of,
  an organisations health and safety management
  (HSC, 1993).
• Organisations with a positive safety culture are
  characterised by communications founded on mutual
  trust, by shared perceptions of the importance
  of safety and by confidence in the efficacy of
  preventive measures (HSC, 1993).

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Safety Culture

• Good Safety is more than just slogans, safety
  boots, ear plugs and posters
• The extent to which they are taken seriously
  depends on the Health Safety culture in the
  workplace
• YOU WILL ACHIEVE THE LEVEL OF SAFETYTHAT YOU
  DEMONSTRATE YOU WANT TO ACHIEVE
• Establish accountability for safety
• Define safety responsibilities

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The Four Cs of a Health Safety Culture

• CONTROL through commitment of all employees to
  clear health safety responsibilities and
  objectives
• CO-OPERATION through encouraging participation
  and involvement of employees and their
  representatives in planning, writing procedures,
  solving problems and reviewing performance
• COMMUNICATION - of information about health
  safety to employees verbal, written, visible
• COMPETENCE of all employees through
  recruitment, training and support to make sure
  that they make the maximum contribution to health
  safety

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Successful Safety Management
HSE Performance over time

• Behaviour
• Visible leadership / personal accountability
• Shared purpose belief
• Aligned performance commitment external view
• HSE delivers business value

• Engineering improvements
• Hardware improvements
• Safety emphasis
• EH Compliance

Incident rate

• Integrated HSE-MS
• Reporting
• Assurance
• Competence
• Risk Management

Time
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Successful Safety Management
GENERATIVE HSE is how we do business round here
Culture Ladder
PROACTIVE we work on the problems that we still
find
Increasingly informed
CALCULATIVE we have systems in place to manage
all hazards
REACTIVE Safety is important, we do a lot every
time we have an accident
Increasing Trust/Accountability
PATHOLOGICAL who cares as long as were not caught
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SAFETY EXCELLENCE MODEL requires
Management Commitment
Employee Involvement
Systems
Safety and Health Site Leadership
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Ways to involve employees

• Regular communication with employees on the
  subject of safety, risk, and hazards
• Provide access to information
• Provide ways to participate in the program
• e.g., worksite self inspections, safety and
  health annual evaluation process, incident
  investigation
• Provide ways to report hazards, injuries and make
  recommendations to control hazards

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Benefits of a positive health safety culture

• Greater co-operation between departments
  individuals and levels within the organisation on
  what is perceived as an issue of common concern
  and mutual interest
• Empowerment of all staff that raises morale
  motivation and commitment to the organisation as
  people feel encouraged to contribute to their own
  and their colleagues success
• Enhanced communication systems and outcomes with
  everyone feeling more able to speak up and
  listen, fewer accidents near misses and incidents
  and reduced levels of occupational ill health,
  saving costs and enhancing the constructive
  climate in the workplace
• More problems being solved quickly, quietly and
  without a lot of fuss as the ownership of the
  issue spreads

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Giving H S due priority

• Give overall co-ordinating responsibility to
  someone senior whose other management role is at
  the heart of corporate planning someone in the
  management team for example
• Put in place a structure for planning,
  implementing and reviewing and auditing the
  health safety policy
• Introduce a policy for turning policy into
  strategic plans
• Put in place a strategy for developing and
  reviewing heath and safety targets
• Encourage senior managers to take individual
  responsibility for health safety use a carrot
  not a stick
• Build it into the accountabilities in managers
  job descriptions so it turns up each year as a
  measurable activity during appraisals
• Make it number one agenda item at all safety
  meetings and not part of AOB or the last item
• Fund adequate publicity for heath safety

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Successful Safety Management Proactive Vs
Reactive Safety Culture
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Monitoring Health Safety Performance
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Successful Safety ManagementA Short Course for
Managers Supervisors Manager/Supervisor Role
in Safety Leadership
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Major Disaster Leadership Role

• Many major disaster inquiries such as Three Mile
  Island, Chernobyl, the Clapham Junction rail
  crash, the sinking of the Herald of Free
  Enterprise, Piper Alpha, the Kings Cross fire and
  the Esso Longford gas plant explosion have found
  that that failures at managerial levels were at
  least as important as technical failure and human
  error, in causing the accidents.
• In the report of the Public Inquiry into the
  Piper Alpha disaster, Lord Cullen stated I am
  convinced from the evidencethat the quality of
  safety management by operators is fundamental to
  offshore safety. No amount of detailed
  regulations for safety improvements could make up
  for deficiencies in the way that safety is
  managed by operators
• Similarly, Mr. Justice Sheen investigating the
  sinking of the Herald of Free Enterprise
  concluded, ..a full investigation into the
  circumstances of the disaster leads inexorably to
  the conclusion that the underlying or cardinal
  faults lay higher up in the companyFrom top to
  bottom the body corporate was infected with the
  disease of sloppiness

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Safety Studies -Leadership Role

• Found that management involvement in a number of
  safety activities was associated with good safety
  performance. Such activities included
• Personal inspections of work areas
• Open and informal communications between
  management and workers
• Frequent contacts between workers, management and
  supervisors.
• They concluded that the active involvement of
  management acts as a motivational force for both
  management and for employees.
• The highest level of performance a
  manager/supervisor can expect from the people
  he/she supervises is determined largely by
  his/her minimum acceptable standards.

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Safety Leadership

• The people are fashioned according to the
  example of their king and edicts are less
  powerful than the life (example) of the king
• Claudian, c. 365, Egyptian epic poet

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Manager/Supervisor Role in Successful Safety
Leadership
The supervisor or foreman is the key man in
industrial accident prevention. His application
of the art of supervision to the control of
worker performance is the factor of greatest
influence in successful accident prevention.
Heinrich (1959 )
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Managerial Factors for Successful Safety
Management

• Commitment to Safety resources given to safety,
  safety program, policies and procedures
• Involvement in Safety visibility at the
  worksite, informal communications with workers,
  retaining personal responsibility for safety
• Priority of Safety work planning and scheduling,
  safety practices intrinsic to production
• Leadership Style decentralisation of power,
  decisiveness, transformational leadership
• Interactions co-operation between workers and
  management, informal contact between workers and
  management, multiple communication vehicles
• Communication open door policy by management,
  feedback to employees
• Humanistic Management Practices appreciating
  employees, demonstrating concern for employees,
  health promotion policies and practices

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Supervisory Factors for Successful Safety
Management

• Supportive Supervision openness on safety
  issues, initiating safety discussions, providing
  feedback, fairness
• Supervisor Involvement regular safety meetings
  with workers, involvement in safety programs and
  training, involvement in inspections and
  investigations
• Supervisor Autonomy supervisory influence in
  decision making, supervisory control
• Participative Supervision participative style,
  emphasis on the importance of teamwork, valuing
  the workgroup, recognition of safety as a major
  part of the job, trust in subordinates

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Accidents and Supervision Failures

• The following accidents have been identified
  where supervision may have had an influence
• Explosion and Fire at Texaco Refinery, Milford
  Haven 1994 - During the major plant upset that
  preceded the explosion, personnel with
  supervisory roles became too involved in helping
  the operating team to deal with the symptoms of
  the problem. They failed to develop a strategic
  overview of what was happening, the causes of the
  observed problems were not analysed and the
  response was poorly co-ordinated (HSE 1997).
• Fire at Hickson and Welch, Castleford 1992 -
  Removal of supervisory roles in the organisation
  meant that work planning was spread across a
  number of personnel. There was insufficient
  experience of the task and inadequate checks. The
  result was that an unsuitable work method was
  developed, which concentrated on avoiding delays
  not ensuring safety (HSE 1994).
• Piper Alpha Disaster 1988 - The operating company
  failed to ensure the contract companys
  supervisor was sufficiently competent in the
  operation of the permit-to-work system, and did
  not do enough to maintain sufficient knowledge of
  the status of work being carried out on the
  platform. This lack of co-ordination and
  communication meant that the operating teams did
  not know which equipment was in a safe state to
  start (Cullen 1990).
• Explosion at Nobels, Penrhyndeudraeth 1988 -
  Individuals had been known to be violating
  procedures on a regular basis. Failure to control
  and discipline meant that two people were killed
  because they were somewhere they should not have
  been when the explosion occurred (Harris 2003).

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Whenever I am managing or supervising others

• Safety of everyone is my responsibility
• Provide leadership by example and set a high
  standard to those I manage or supervise by
  demonstrating safe behaviors
• Abiding by all rules and procedures
• Actively promoting safety and health
• Acting with integrity when dealing with others
• Communicating clearly the required expectation
  for safety performance and the need to always
  work safely
• Ensure that all standards rules and procedures
  are followed
• Ensure that personnel are adequately trained for
  their work and are provided with safe plant and
  equipment and information which might impact
  their health safety
• Acknowledge and act upon reported events
• Ensure that all incidents and hazards are
  reported promptly thoroughly investigated and
  preventative actions implemented in a timely
  fashion
• Recognise good performance
• Participate actively in all health safety
  activities associated with my position
• Continually challenge myself by asking have I
  done enough to ensure the safety and health of my
  people

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Safety Leadership

• Lead By Example and Be Consistent
• Always intervene when you see unsafe behaviours
• Provide constructive feedback on un-safe
  behaviours
• Demonstrate you are able to positively receive an
  intervention yourself
• Take the time to actively listen and learn
• Never turn a blind eye your silence is your
  consent
• Make the right decisions, not the easy decisions
• Dont let others compromise your safety
• Make the effort to know and always follow
  policies and procedures
• Have the courage to do the right thing
• Do not tolerate unsafe behaviours from anyone
• Take The Time to Interact On Safety Matters
• A leader takes people where they want to go. A
  great leader takes people where they don't
  necessarily want to go, but ought to be.

Rosalynn Carter (Wife of Jimmy Carter former US
President)
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Safety Leadership Principles

• Accidents are preventable
• Up-front planning is essential to success
• Leadership must promote active participation,
  communication, and coaching
• Roles and responsibilities must be clear
• All personnel are held accountable for actions
• No miracle solutions exist
• Safety is a key component of business success
• Leaders walk the talk

"The only thing necessary for the triumph of evil
is for good men to do nothing." Edmund Burke,
British politician (1729-1797)
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RememberThere is no work so important or so
urgent that it cannot be done safely You
will achieve the level of Safety
Excellencethat YOU demonstrate you want to
achieve...
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We must be the change we wish to see in the
world. Gandhi