Safety Management: A Comprehensive Approach to Developing a Sustainable System

Summary

With annual cost in excess of $150 billion from workplace related illnesses and injuries, any knowledge that can reduce this burden contributes to the overall welfare of the work force and business performance. Yet, there are many key areas of opportunities that have not yet been discussed in the literature, such as approaches to improving contractor safety management and innovative approaches to shared learning in health and safety. Until now.

Built upon practical principles and knowledge derived from the authors’ field experience, Safety Management: A Comprehensive Approach to Developing a Sustainable System provides recommendations and practical solutions for improving health and safety in the workplace. The authors recognize and promote workplace health and safety as essential for sustained long-term profitability of all organizations, regardless of the industry. The book emphasizes the potential for sustained improvements in workplace health and safety from understanding:

• How business environment trends can guide approaches to managing health and safety in the workplace
• The importance of safety management systems (SMS)
• The benefits of integrating process safety management (PSM) into your business practices
• How leadership commitment and shared learning in health and safety can improve the workplace and that leveraging shared learning in safety helps you avoid repeat and similar incidents
• The importance of leveraging contractor safety management to generate real improvements in workplace safety
• Proactively identifying gaps in organizational SMS and addressing them by using audits as a collaborative process

The authors explore different leadership styles and detail their pros and cons in the workplace. Compiling this wealth of knowledge into a single book provides a holistic approach to upgrading the way health and safety is managed in the workplace. It shows you how to take your organization from ordinary to world-class safety performance.

Table of Contents

Introduction

Trends in Safety
Global and Regional Trends in Employment
Trends in Injuries and Fatalities

World Class in Safety
Defining World-Class Safety Performance or Status
Are World-Class Performance and Status Achievable?
Setting the Safety Vision

Have a Safety Management System
Is a Safety Management System Required?
Good Business Sense
Legal Compliance and Due Diligence
The Road Map for Improving Safety Performance
Elements of a Safety Management System
Implementing a Safety Management System
Implementing an SMS in an Organization Where One
Does Not Exist
Establish the Safety Culture Vision
All Element Standards Clearly Defined
Responsibilities and Resources Allocated
Training Provided to All Personnel
Activities Documented
Internal Controls Developed and Activated
Sustainment Process Developed and Activated
Performance Management
Upgrading an SMS in an Organization Where
One Already Exists
Gap Analysis Completed (New vs Existing Standards)
Gap Closure Strategies Developed
Execution and Rollout

An Incident Management System
Design of an Incident Management System
Using an IMS for Short-Term Tactical Safety Responses
Using an IMS for Long-Term Strategic Safety
Management Decisions

Leadership and Organizational Safety
The Role of Leadership
Leadership Styles and Behaviors: Impact on Safety
The Frontline Leader
Senior Leadership

The Safety Challenge: Why Is Organizational Safety Important?
Great Safety Performance Equals Great Business Performance
Great Safety Performance Helps to Attract and Retain the
Best and Brightest
Great Safety Performance Maintains and Elevates
Organizational Image

How Can We Improve Health and Safety Performance?
Making Everyone Responsible for Health and Safety
Maintaining a Working and Effective Safety
Management System
Establishing and Stewarding the Risk Management Philosophy
Embracing Process Safety Management as a Component of the SMS
Focused Attention on Contractor Safety Management
Leadership at the Frontline
Shared Learnings within and across Organizations, within Industry, and across Industries
Maintaining a Trained and Competent Workforce
Ensuring an Adequate Audit and Compliance Processes

The Challenges of Risk Management
Residual or Static Risks
Introduced Risks
Operating Risks
Incremental Risks That Are Normalized over Time

Process Safety Management
PSM: People
PSM: Processes and Systems
PSM: Facilities and Technology

Contractor (Service Provider) Safety Management
Core Requirements of Contractor Management
A Contractor Prequalification Process
Contractor Safety Management
Activating Your Prequalification Service Provider
Stewardship of Leading and Lagging Indicators
Contractor Audits and Follow-Up

Leadership at the Frontline
Role of the Frontline Supervisor/Leader
Core Skills of Frontline Supervisors and Leaders

Shared Learning in Safety
Why Is Shared Learning Important in Workplace Safety
Internal Sharing of Learning in Safety
Industry and Cross-Industry Sharing of Safety Learning

Safety Training and Competency
Understanding the Business Drivers
Understanding and Internalizing the Core Values and Beliefs
of the Organization
Challenges to Realizing Health and Safety Vision
Back to the Basics
Due Diligence Requirements

Audits and Compliance
Avoiding the Blame Game
Audits Support the Gap Closure Process
Auditors
Laying the Foundation for an Effective Audit
Resource Allocation Based on Risk Exposure
Audit All Facets of the RM

Auditing the Safety Management System
Gap Analysis and Identification
Internal Assessment
External Benchmarking
Best-Practices Identification and Alignment
Industry Leaders and Peers in Safety
Reconfiguration of the Organization to Achieve World-Class
Safety Performance
Safety Audit Programs in the New Millennium

Emergency Management
History of IMS
Why Should Organizations Have an IMS?
Types of Events Requiring IMS Responses
Organizing Response Structures
Activating the Response
Organizational Structure and Key Supporting Roles
Managing the Response

Safety Culture Maturity
Legal Significance of Health and Safety at Work
Health and Safety at Work in High-Risk Business:
Case Studies
Incident Frequencies and Extent of Maturity of a Health and Safety Culture
Impact of Trust and Employee Engagement on Maturity of an EH&S Culture
Cultural Variation: Relationship between Employee Cultural Outlook versus Organizational EHS Performance (National and Organizational Culture)
Motivation in Health and Safety Culture
Physical and Physiological Stress and the Health and Safety Culture
Leadership Commitment and Sustainable Safety Culture
Safety Leadership
Leadership Behaviors for Improving Workplace Safety
and Safety Culture
Developing a Model of Safety Culture
Training
Information Sharing/Reporting Incidents
Autonomy and Leadership Support
xiv Contents
Developing a Strong Safety Culture
Safety Culture Maturity Assessment

Implementing an Effective Global Occupational Health Policy and Program: Case Study in the Oil and Gas Industry
Background on Occupational Health Development Perspectives
Occupational Health Management
Functions of Occupational Health Management
Challenges of Setting Up an Occupational Health Function

Consistent Terminologies and Processes
Document Hierarchy
Check Sheets and Work Tools
Standard Operating Procedures
Standards
Policy
Types of Incidents
Role Descriptions
Standards and Standard Operating Procedures

Conclusion
Appendix : Contractor or Service Provider Prequalification Questionnaire
Appendix : Contractor Safety Standard
Appendix : Ground Disturbance Attachment and Sample Work Agreement
Glossary of Terms
References
Index