HEALTH, SAFETY & ENVIRONMENT STRATEGIC & TECHNICAL SUPPORT

Transcription

1 HEALTH, SAFETY & ENVIRONMENT STRATEGIC & TECHNICAL SUPPORT WHAT DOES GOOD HSE LOOK LIKE Steve McFadden: HSE Strategic & Technical advisor

2 INTRODUCTION Companies conduct a cold eye s business review of Health, Safety & Environment Management focusing on Safety leadership and Culture, Fundamental Risk Management, Process Safety - High Risk Hazard Management and the HSE system assurance processes to provide information to Management and Officers as part of the due diligence to drive interventions. To support the outcomes of these reviews, businesses have an External HSE Strategic and Technical support to benchmark what good looks like and facilitate development of a 3-5 year HSE Strategy / Plan in addition to providing advice at a Board and Executive team level.

3 PROCESS STEPS HSE STRATEGIC SUPPORT 1. Senior Management Sponsorship 2. Cold Eye s HSE review Current Culture 3. Working groups Ensuring business ownership year Strategy into Action for Mgmt (how it all fits together) 5. Annual plan Visible leadership focus (lead & lag indicators) 6. HSE System tools Storyboard for Line Mgrs Plan, Do, Check, Act - ASNZ Process Safety High Risk Hazards / Critical Controls Verification 8. Fundamental Risk Mgmt Leading Indicators (Safety Interactions, worksite inspection, SWMS, JSEA, Pre-Start talks, Equipment Inspections, Toolbox talks) 9. Contractor Management HSE Process roadmap (Min HS Stds, Monthly report) 10. Due Diligence & Assurance processes (Management & Officers) 11. Monthly Data Dashboard for Management Visible leadership focus 12. Snr Management HSE Steering Committee process (monthly) 13. On-going HSE Strategic & technical advice & coaching (2 days / month)

4 COLD EYE S HSE STRATEGIC REVIEW OUTCOMES

5 HSE CULTURE - BRADLEY CURVE Safety by natural instinct Compliance is the goal Delegated to Safety Manager Lack of Management involvement Management commitment to safety Condition of employment Fear discipline Rules/procedures /training Supervisor controls/emphasises the goals Value all people Personal knowledge commitment and standards Internalisation Personal values Care for self Practice habits Individual recognition Help others conform Others keeper Care for others Networking/contributor Organisational Pride

6 HSE STRATEGY IN ACTION

7 3 YEAR STRATEGY ON PAGE

8 PROCESS & PERSONAL SAFETY è è

9 HSE SYSTEM STORYBOARD

10 PROCESS SAFETY HIGH RISK TASK OBS. Bow-ties facilitated for High Risk Register Items Bow-ties identify Critical Controls (3-5 of) Critical Control Verification through Manager lead High Risk Task Observations è

11 FUNDAMENTAL RISK MGMT

12 CONTRACTOR HSE ROADMAP & TOOLS Min HSE Standards Contractor Monthly report

13 DUE DILIGENCE - MANAGEMENT NTP H&S Assessment against AS/NZS 4801: 2001 Key Components and Elements OHS Policy Management Review5.00 OHSMS Audit Records and Records 4.00 Incident Investigation, Health Surveillance 1.00 Monitoring and Measurement - - Emergency Preparedness and Planning Identification of Legal and Other Requirements Objectives and Targets OHS Management Plans Resources Responsibility and Accountability Training and Competency Established Effective Evaluation Hazard/Risk Control Consultation Communication Hazard/Risk Assessment Hazard Identification Hazard - General Reporting Documentation Document and Data Control

14 DATA HSE DASHBOARD

15 CONCLUSION This process refers to improvements in the Health Safety and Environment system with the emphasis being on Visible Leadership including a Safety Interaction process and a High Risk Activity process checking critical controls for compliance. The key to success is the implementation of Fundamental Risk Management including Permits to Work, Safe Work Method Statements (SWMS), task analysis reviewed on-the-job and a Take 5 Personal risk assessment process Good safety performance and an independent culture will only be achieved through Senior Management s relentlessly driving to ensure implementation of the Fundamental Risk Management tools whilst monitoring compliance through leadership checks supported by an audit schedule including a HSE system review 15