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

1. Successful Safety ManagementA Short Course for Managers & SupervisorsSafety is Good Business

2. 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

3. Successful Safety ManagementA Short Course for Managers & SupervisorsRecent Legislation & HSA Guidance

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

5. Why manage safety and health at work? • The liabilities of directors and officers of undertakings • Protecting your undertaking’s reputation and assets

6. 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.

7. 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. HSE’s 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.

8. Why manage safety and health at work?Protecting your undertaking’s reputation and assets • Adverse Publicity from serious accident • Safety and health management strategy is a central component of an organisation’s 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

9. 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.

10. 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?

11. 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?

12. 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?

13. Successful Safety ManagementA Short Course for Managers & SupervisorsStrategic Aspects of Successful Safety Management

14. 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

15. 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 everyone’s 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 What’s your company approach to safety?

16. 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?

17. 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 !

18. 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 organisation’s 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).

19. 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

20. The Four C’s 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

21. Technology and standards HSE Management Systems Improved culture 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 • E&H Compliance Incident rate • Integrated HSE-MS • Reporting • Assurance • Competence • Risk Management Time

22. 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 we’re not caught

23. SAFETY EXCELLENCE MODEL requires… Management Commitment Employee Involvement Systems Safety and Health Site Leadership

24. 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

25. 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

26. 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

27. Successful Safety Management Proactive V’s Reactive Safety Culture

28. Routine testing Inspections Meetings Reports Active Monitoring Health surveillance Periodic examination of documents Monitoring Health & Safety Performance

29. Successful Safety ManagementA Short Course for Managers & SupervisorsManager/Supervisor Role in Safety Leadership

30. 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 evidence…that 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 company…From top to bottom the body corporate was infected with the disease of sloppiness”

31. 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.

32. 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

33. 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 )

34. 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

35. 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

36. 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 company’s 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).

37. 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

38. 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 • Don’t 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)

39. 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)

40. RememberThere is no work so important or so urgent that it cannot be done safely+ You will achieve the level of Safety Excellence…that YOU demonstrate you want to achieve...

41. “We must be the change we wish to see in the world.” Gandhi