elizabeth tosti, director: health, safety and environment, goodman fielder - developing a safety...
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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
4
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.
6
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
7
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
8
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
9
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
10
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?
.
11
The ‘Swiss Cheese Model’
All actions to be reviewed six months
after their completion to ensure that
they are effective
Key Messages – delivering outcomes
12
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!
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