1. Integrating Safety Management Systems – Opportunities for Improvement
Prue Hardiman
Managing Consultant, Noel Arnold and Associates

2. The Key Message Strong leadership
Managing Health & Safety is ….
An organisational priority
A senior and line management responsibility
Requires infrastructure, systems, active safety culture and
Strong leadership
Key Messages
Yes, safety is everybody’s responsibility, but it is the fundamental responsibility of operational managers to provide a safe working environment and safe ways of working. In plain english, this means that the OH&S team can provide information, advice and assistance, but the principal responsibility lies with line manager. Health & safety is an integral element of effective organisational management. No more, no less. As with other aspects of management, this responsibility starts at the top. This is why the CEO of the National Bank had to resign. This is why the CEO of the Cantebury Bulldogs had to resign – because they recognised that they personally had to accept responsibility.
So how should senior managers fulfil their responsibilities? Managing health & safety has changed significantly in the last twenty years. Then, we simply provided workers with hats, gloves, glasses, etc told them to be careful and ignored the cause of the risk. In other words, management adopted a reactive approach.
In the nineties, systems were promoted as the key to improving performance with many organisations adopting safety, quality and environmental management systems. Adoption of this more systematic and preventative approach brought substantial improvements but is not the total answer. Investigations into the Longford and Waterfall disasters quickly identified a huge gap between the daily work practices and the system, ie between what was supposed to happen and ehat actually happened each day. In addition, a number of organisations that have introduced safety management systems have now ‘plateauxed’ in terms of performance improvements and recognise the need for new approaches.
What are the missing ingredients? It is not rocket science, nor is it exclusive to health & safety. To make the systems work in practice, the two vital ingredients are an active safety culture – working safely is how we work around here and leadership by senior management, because you set the pattern. Let’s look at what the Optus OH&S policy commitment …..
Handout
Optus OH&S Policy

3. Traditional Approach Often reactive to OHS issues/risks
Ad-hoc processes & systems
Focus on measuring negative outcomes
Management largely unengaged in OHS
Limited consultation

4. Waterfall Report (NSW State Rail)
“An underdeveloped safety culture …. resulted in failure in the application of the safety system by line management”
Safety critical equipment used despite management knowledge it was not safe
Procedures & processes not followed
Lack of training
Day-day culture focused on efficiency at the expense of safety
Key Messages
The findings of the report into the NSW Rail disaster at Waterfall are similar to Longford. Again, let’s look at Optus.
How would an investigator describe the prevailing culture among the line managers in relation to OH&S management at Optus? Would they find a diligent, conscientious application of safety policies and procedures with all employees and team leaders trained to meet their responsibilities?
Would they find managers confidently demonstrating that all equipment used by employees and contractors is appropriate to the task, properly maintained etc or as in the case of NSW Rail, would they discover that safety critical equipment was still being used, more than 10 years after being advised it was not safe.
Would the investigator find that managers are very committed to OH&S and able to demonstrate they value safety as well as profitability – or in reality, committed to achieving profit targets and prepared to sacrifice safety to achieve those targets?

5. Contemporary Approaches
OHS management linked to strategic & operational objectives.
OHS management systems must relate to an organisation’s activities, risk profile, structures & culture
Adoption of a systems based approach
OHS integrated into operational processes
Focus on consultation & problem solving
Senior management leadership & accountability

6. The ‘Strategic’ Approach
OHS Integration: at what level?
Strategic
Operational
Organisational change
New equipment and processes
Business process
Planning cycles and requirements

7. Framework for Improvement
1.Safe equipment
and facilities
2. Systematic Approach
Improved OHS Performance
4. Leadership
3. Active
OHS culture

8. Safe Equipment & Facilities
Design reflects OHS requirements
Safe products purchased
Regular inspection & maintenance
Operational & training requirements established

9. Systematic Approach Active (not passive) risk management
Focus on building organisational competency
Planning processes reflect systematic thinking
Accountability for performance culturally embedded at all levels
Systems promote learning from errors
Credible – close the loop where issues identified

10. Active Safety Culture Consultation and participation
Effective communication- formal informal, open, frequent
Recognition & reward for OHS
Learning culture

11. Leadership Leading by example Clear accountability & responsibility
Plans & programs incorporate OHS
Communicating importance of OHS

12. Leadership is the key Leading by example Participation
Demonstrate knowledge
Model behaviours
Clear accountability & responsibility
OHS responsibilities in duty statements
Each individual accountable for safety
KPI’s developed & articulated

13. Leadership is the key Plans & programs incorporate OHS
Objectives & targets for OHS performance at all levels
OHS issues in work planning activities
Plan for work output/OHS needs conflicts
Communicating importance of OHS
OHS part of meeting agenda
Feedback from employees on OHS initiatives
Recognise & reward performance

14. Case study – Rocla SAFE – Take Care Always

15. Objectives of Rocla SAFE
Identify and analyse
factors contributing to poor safety performance
Review progress of implementation of the plan and assess improvement of safety performance by LTI’s and MTI’s and reassess attitude of employees using same tool
Document an agreed OHS Improvement plan based on consultation with stakeholders and implement

16. Approach – peel back the layers
Focus group methodology using safety culture diagnostic tool
Targeting three key groups, managers, team managers and operational employees
Used same questions and measured the responses
Defined individual site issues

17. Safety Culture Assessment

18. Moving Forward Strategy was established into 2 streams:
Corporate Safety improvement plan
2. Site Safety Improvement plan - systems, equipment, culture, leadership

19. Corporate Safety Improvement Plan
Commitment by Senior Management to the Rocla SAFE process
Clear understanding of behaviours and actions required by leaders
Identification of actions required of Senior Management to assist in implementation of Rocla SAFE initiative

20. Site Safety Improvement Plan
SSIP developed for each of the 12 sites
Crucial to success of the project
Demonstrated leadership commitment to employees
Implementation tools provided and outcomes of individual reports
Resulted in continuous improvement process

21. Site Safety Improvement Plan
Site Based Leadership Training
Aimed at Team Leaders, Coordinators, Safety Representatives
Covers roles and responsibilities, behaviours and actions required
Participation of Site Managers important
Incorporate Safety Leadership Action Guides

22. Communication Initiatives
Committees and H&S Reps
Tool box talks
Integration of safety into production meetings
Feedback to employees on safety improvement
Recognition processes

23. Leadership Initiatives
Integration of safety and productivity
Management participation
Discussion of safety and focus on safety day to day
Addressing of safety concerns
Closely linked to communication

24. SSIP – Immediate actions
Allocated implementation actions utilising the OHS committee
Progress reviewed against site safety improvement plan at least monthly
Progress communicated by management to employees regularly, face to face where possible

25. SSIP - Longer Term Closely monitor site performance
Record leadership and communication actions taken
Regularly update employees on status
Enable safety coordinators to participate in risk management project
Provide for participation in on-going safety training initiatives

26. Outcomes 50% reduction in LTI’s and MTI’s over last 12 months
High level of manager and employee engagement
Ownership of improvement initiatives by all employees
Future savings through reduction in Workers Compensation claims and reduced disruption to production

27. Summary
Integration – identify opportunities at strategic/operational levels
Historically emphasis placed on OHS systems & equipment
Recognition that leadership & culture are important drivers for improvement

28. Summary
Upstream performance measures drive improvement in downstream outcomes
Understanding cultural issues and behaviours through involvement of employees generates more effective and sustainable outcomes.