Prue Hardiman Managing Consultant, Noel Arnold and Associates prue.hardiman@noel-arnold.au

1. Integrating Safety Management Systems – Opportunities for Improvement Prue Hardiman Managing Consultant, Noel Arnold and Associates prue.hardiman@noel-arnold.com.au

2. The Key Message Managing Health & Safety is …. • An organisational priority • A senior and line management responsibility • Requires infrastructure, systems, active safety culture and Strong leadership

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

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 OHSPerformance 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.