Presentation on theme: "Health and safety management systems"— Presentation transcript:
1Health and safety management systems The “How” not the “Why”!Steve Pearce
2Structure Goal setting and the “Why”! “Why” to “How” – the cycle Key focus areasLeadershipRoles and responsibilities and competencePermits and standardsOrganisational memoryOwnershipConclusion
3The Health and Safety at Work Etc The Health and Safety at Work Etc. Act is a goal setting piece of legislationThis goal setting approach is mirrored in the Regulations.Many standards reflect the approach leaving the difficult work to the “user” to work how how he will achieve the goal.
4Legislation goal setting The Management of Health and Safety at Work Regulations 1999Health and safety arrangements5. (1) Every employer shall make and give effect to such arrangements as are appropriate, having regard to the nature of his activities and the size of his undertaking, for the effective planning, organisation, control, monitoring and review of the preventive and protective measures.The Construction (Design and Management) Regulations 2007Competence4. (1) No person on whom these Regulations place a duty shall—(a) appoint or engage a CDM co-ordinator, designer, principal contractor or contractor unless he has taken reasonable steps to ensure that the person to be appointed or engaged is competent;
5Standards goal setting BS OHSAS 18001:2007There is clear accountability in the management structureLegal and other requirements which apply to all activities are identified and the relevant documents are heldAll personnel working for, or on behalf of, the organization are aware of their individual responsibilitiesA training, awareness and competence assessment programme is in place for personnel working under its controlEmergency response takes into account the needs of relevant interested parties and is periodically tested
6ISRSExtract from ISRS7 Omega audit workbook (Eight version launched in 2009)Process 10 – Asset management10.1.1Does the organisation have a comprehensive register(s) of physical assets for the following categoriesLand and natural resourcesCivil structuresPressure and non pressurised systems ….GuidelineThe maintenance programme describes the maintenance regime for each asset in the asset register. The asset register should be a complete listing of all facilities and equipment to be maintained.LinkagesPAS 55 (now superceded by ISO Asset Management),ISO 9001 (under review. End 2015 for new standard),ISO (under review. Early 2015 for new standard)and OSHAS 18001
7ISRS “Book of knowledge” The ISRS Book of Knowledge is an evolving web resource to support the implementation of safety and sustainability management systems using ISRS1.8. Accountabilities1.8.2. Appoint System Owner The system owner is usually a senior manager who reports directly to the most senior manager on site. He has responsibility for the development and maintenance, but especially the interaction and effectiveness of the business processes including HSEQ activities and has a vital role in supporting all business process owners.
8Dave Brailsford Vision – Most successful British Cycling team ever Desired outcomes – Win Tour de France and “X” Gold medalsPerformance goals – The “What”. Eg. complete the pursuit in a given time. Power output over time …The “Hows” – Granular detail on deploying the systemsMarginal gainsHand washing, Pillows, best equipment, wind tunnel, fitness, training, support, the tour bus, sports science and measurement, sports psychology (your inner “chimp”) …….
9How – focus areas Leadership Roles and responsibilities Permits Organisational memoryOwnershipTouching the surfaceMany more suggestions in this room
10Leadership Leadership behaviours Test them Review and change Establish what you expect of peopleSurvey – exampleTest themIndividuallyAs a groupReview and changeBaseline and movementsTarget areas.
11Leadership behaviours What are your expectations?Some suggestions :-Right organisation with the right level of competenceH&S part of appraisalSets standardsVisibilityThe leader cares.CommunicationWhat he does reflects his approach to H&SRecognise and reward, correct and challenge“ I can’t hear what you are saying because I am deafened by your actions”
16Roles and responsibilities Performance standards. Some examplesManagementLeadership, engagement, competency, monitoring, reviewMajor accident hazards scenariosAwareness, Safety critical procedure deployment and monitoring, measures in place deployment and monitoringRisk control systemsManagement of change, process gas control, permits, procedures,Asset managementMaintenance programme, maintenance review, pressure systems, lifting equipment, process excursions, routine maintenance (stat or policy), safety related control systems,Emergency preparednessRoll call/accounting, Site incident controller, Site major controller, Works executive action team, Emergency procedures, alarms, equipment, gas refuges, fire fighting roles
17The right way to do activities Shift Manager – Roles and ResponsibilitiesProceduresSection Leader / Shift Engineer – Roles and ResponsibilitiesSenior Operator / Leading Hand – Roles and ResponsibilitiesProcess Operator Craft Team Member - Roles and ResponsibilitiesProcedure for EmergenciesNormal OperationsUsual Events e.g. Start-up / ShutdownSpecial / one-off / rare events and proceduresTraining ManualChecklistsJob-AidsTroubleshootingReview before useSign-offTrainingCompetence AssurancePerformance ReviewTraining Needs IdentificationTraining ProgrammeHSE 7 Step ProcessHuman Failure AssessmentTask Based Risk Assessments and SWPsCOMAH RA and Predictive WorkPHR / LOPAHAZOPWhat we expect of rolesThe right way to do activitiesHow we communicate the right way to do activitiesHow we check activities are done rightHow we improve the way we do activities
18Permits How many of you have one or more permit systems? How long have they been in place?What issues do they cover?Permit to work system definition (HSG 250)A permit-to-work system is a formal recorded process used to control work which is identified as potentially hazardous.
19Permit system generation “We designed it long ago and we have used it to good effect since”“It’s grown as we have progressed”.Systematic approach to identification of the need for a permitRisk portfolioLegislationGuidanceWhen is a permit system required?non-production work (eg maintenance, repair, inspection, testing, alteration, construction, dismantling, adaptation, modification, cleaning etc);non-routine operations;jobs where two or more individuals or groups need to co-ordinate activities to complete the job safely;jobs where there is a transfer of work and responsibilities from one group to another.
20Permit health checklist AuthorisationRecordIdentity, nature and extent or workDisplayProcess to communicate to the people carrying out the workSystem for planning, completion and issueHazardsSuspension procedureLimitationsProcedure for interacting activitiesTimeFormal handover procedurePrecautions to be takenFormal hand back procedurePerson in direct charge awareProcess for changeSystem of continuous controlHazard reassessmentWork and precautions checked by appropriate persons(s)Process to communicate changeensuring the proper authorisation of designated work.making clear to people carrying out the workthe exact identity, nature and extent of the job andthe hazards involved, andany limitations on the extent of the work and the time during which the job may be carried out;specifying the precautions to be taken, including safe isolation from potential risks such as hazardous substances, electricity and other energy formsensuring that the person in direct charge of a unit, plant or installation is aware of all hazardous work being done there;providing not only a system of continuous control, but also a record showing that the nature of the work and the precautions needed have been checked by an appropriate person or people;providing for the suitable display of permitsproviding a procedure for times when work has to be suspended, ie stopped for a period before it is complete ;providing for the control of work activities that may interact or affect one another ;providing a formal handover procedure for use when a permit is issued for a period longer than one shift ;providing a formal hand-back procedure to ensure that the part of the plant affected by the work is in a safe condition and ready for reinstatement;providing a process for change, including the evaluation of change on other planned activity, a determination of when hazards need to be reassessed, and a means for controlled communication of change.How does your permit system stand up against these requirements?
21Permit system reviews Agenda Incident and accident learning Permit system checklist reportSystem descriptionCentral and local ownershipMonitoring strategyAudit strategyBest practice identification
22Standards What are standards? Definition Standards with a capital “S”. Standards with a small “s”.Working definitions“Circumstances I am not prepared to walk past”“What I accept and what I show through my actions that I do not accept.”“The systems procedures and arrangements we have in place in our organisation”
23Standards Systems engineering Suggestion Attempting to ensure that they reflect reality and workBut our work area is complex and do we really want systems that are as complex?UnderstandingTraining workloadAgilitySuggestionEngineer to address 80% and manage the rest by exception
24Standards Suggestion It cannot be done? Illustration Arrangements for live working on electrical systemsReg 14. EAW Regs 1989No person shall be engaged in any work activity on or so near any live conductor (other than one suitably covered with insulating material so as to prevent danger) that danger may arise unless –it is unreasonable in all the circumstances for it to be dead; andit is reasonable in all the circumstances for him to be at work on or near it while it is live; andsuitable precautions (including where necessary the provision of suitable protective equipment) are taken to prevent injury.SuggestionSet a standard that says no live working.Manage deviations by exceptionPut in arrangements to manage those situations where you must work liveCase to work live madeSuitable precautions in placeIt cannot be done?So the alternative is to rely on the specific training and standards in individual electrically competent staff and their decision making?I’m sure Windsor will have a view and it may not coincide with mine.But debate is positive.
25Organisational memory Cardiff contractors in court over worker’s roof plungeA Cardiff building contractor has been fined for breaking safety legislation after a young worker broke his back in a seven-metre fall through an unprotected hole in a roof.“We must ensure this never happens again”
26Organisational memory Audit protocolsRisk assessmentReference databaseHAZOP processesFormal link between process and eventsTraining and competenceWar storiesExit and retirement strategy
27Ownership Working definition Key tool in the Safety Pro’s tool kit “Someone who loses sleep if the system/process/issue they own is not being properly managed”Key tool in the Safety Pro’s tool kit
28OwnershipBut before you look at others, I suggest that you be clear about what you own and how you are managing it!
29Benchmarking Internal – best practice External - Rank Xerox model What?Get the right product to our customers at the right time and place.How?Benchmarked sports good supplierStaged benchmarking process developedUnderstand the problemUnderstand the issues and who is best at managing themDefine the “as is”Develop a system for the Benchmarking visit and informationTake action on return
31ConclusionThere is a great wealth of advice on the “Why” and “What” in health and safetyYou probably already know the “why” and the “what”The real benefit is in the “how”Look to people who have developed the “how” and have an implementation track record.