SITE - HEALTH & SAFETY COLD EYE S REVIEW

Transcription

1 SITE - HEALTH & SAFETY COLD EYE S REVIEW NOVEMBER 2016 BENCHMARK AGAINST WHAT DOES GOOD HS LOOK LIKE Steve McFadden: HSE Strategic & Technical advisor

2 SUMMARY SM Consulting was asked to undertake a site Cold Eyes Health & Safety review of the sites Scope of work involved, incident data review, Site Specific Safety Plans (SSSP) and Safe Work Method Statements (SWMS) for High risk activities documentation reviews, site visits and key stakeholder interviews Sites were visited in November 2016 and discussions held with Main Contractors and sub-contractors at all levels. The recommendations that have been are made focus on Visible Leadership, Fundamental Risk Management and HS Systems & assurance Based on the one day site visit, the key stakeholder interviews and the documentation reviewed the organisation culture using the four quadrant Bradley Maturity Curve has been assessed as a Reactive / Supervisor Dependent Culture. Additional supporting evidence includes the results of the Safety Interaction process attached in slide 7 and the High Risk Activity critical controls check process attached in slide 6 which identified risk management areas for improvement and non-compliances with critical controls. The ultimate determinant of whether improvement will be achieved from compliance to what good safety performance looks like is through the Operational Line Management and Supervisors taking accountability for implementing, driving and monitoring the Health & Safety processes that have been put in place To support a step change in culture the Senior Management of the Contracting Companies and the Client business must conduct Site Safety interactions and High Risk Critical Control checks on a monthly basis and look for opportunities to initiate interventions 1

3 CULTURE ASSESSMENT FROM SITE VISIT - BRADLEY MATURITY 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 2

4 COLD EYE S SITE REVIEW - STRENGTH'S 1. PPE on site very good across the board for all contractors & subcontractors including job specific hearing & facial protection The Land Corporation existing systems & monitoring/audit process has lifted all contracting companies & site supervisors recognise this. Companies want to achieve the best score in the audit processes The Building Partners precinct meeting/forum which is discussing HS standards and expectations Pre- Start talk process in place and acknowledged by workers. This is a key to Fundamental risk Management communication. The Contractor site sub-contractors Safe Work Method Statements (SWMS) for high risk activities documented with a good level of detail and kept on-the-job The Contractor site hazard barricading (included hard fencing & temporary fencing) The Contractor equipment checking process driven through the Owner of company Safety in Design process Pre-benching man-holes prior to installation reducing the risk exposure of manual labour in hole work (refer picture). The Contractor site visit at another businesses site visually looked well controlled and sub-contractor workers acknowledged the performance improvements (both quality & safety) over the last 12 months The Contractor Scaffolding safety in design steps not ladders (used in parts of their current workings)

5 COLD EYE S SITE REVIEW - OPPORTUNITIES The Contractor external fencing & signage for two entry s to be reviewed in regard to hazard boards, signage, supervisors contact details The sub-contractor breach of SWMS critical control with a worker walking under the moving bucket digging a trench (2 times). This included NO signaling to operator. This event happened with supervision in the area and is a symbol of the current CULTURE on site. The incident was reported as a near miss and requires investigation as a High Potential Incident (refer attached photo 4 and critical control form slide 6) The sub-contractor second breach of SWMS critical control with a worker working in the trench whilst the excavator bucket adding metal base to the hole. (refer attached photo 7 and critical control form slide 6) The sub-contractor digging trenching in close proximity to site shed / crib area which required a STOP work and review SWMS & task analysis with new hazards identified & additional controls to be put in place Explore opportunity to improve Pre-Benching man-holes prior to installation reducing the risk exposure of manual labour in hole work. Review hazard identification & corrective action process in regard to the Contractor trenching physical barriers on a ongoing basis with daily reviews. The main Contractors need to focus on leadership monitoring of High Risk Activity compliance to SWMS critical controls (refer photo 5), this process needs to be supported with a review of current Permit to Work generic process. The Contractor SWMS documentation for high risk work need reviewing to ensure that the right level of detail Fundamental risk management on-the-job work packs for High Risk activities or non-routine work needs to include SWMS reviewed and additional hazards documented (refer example back-up slide) The Contractor to review equipment park up standards (refer scrapper photo 6)

6 HIGH RISK - CRITICAL CONTROL CHECK 5

7 SAFETY INTERACTION FUNDAMENTAL RISK MANAGEMENT FOCUS 6

8 CLIENT RECOMMENDATIONS Visible Leadership 1. The Client to validate through leadership monitoring that SWMS and task Analysis including new hazards being identified and controlled are part of the daily work packs for high risk activities 2. The Client to influence through their contractor kick off meetings that Senior Leadership from contracting companies conduct on site leadership monitoring and report on it monthly as a leading indicator 3. The Client to influence their main contractors management to conduct High Risk Activity Critical Control check process. This due diligence process is very specific to ensuring ongoing compliance (owned by management) specifically targeting the reduction of exposure to a fatality. 4. The Client to link into the Building Partners contractor forums which discuss safety standards and shared learnings Fundamental Risk Management 1. The Client to ensure existing entries to site (2 of) have the appropriate signage and fencing for the current operating arrangements 2. The Client to review with main contractor the requirement to complete hand written Task Analysis (TA s) for any group task that is NOT normal work or has a change in environment which also includes sub-contractors (as per worked example in back up slide). HS System and assurance 1. The Client to follow up with the Contractor in regard to their current Permit to Work process for High Risk work. Current system is very generic and permits are allowed to go over months of work (refer copy of permit on critical control check slide) 2. The Client to follow up on corrective actions with the Contractor in regard to the Near Miss incident report involving a person walking under excavator bucket arm for the sub-contractor. 7

9 CONCLUSION The contractors that are working have made significant change in there Health and Safety journey over the last 1-2 years which was acknowledged by all key stakeholders and Land Corporation deserves recognition for driving this improvement. However it was still evident through the site observations and the supporting documentation that the opportunity still exists to make further improvements towards what good safety looks like. The recommendations have referred to improvements in the health and safety system with the emphasis being on Visible Leadership including checking critical controls for high risk activities and Risk Management including detailed Permits to Work, SWMS s with supporting task analysis reviewed onthe-job (as per example back-up slide) Good safety performance and an independent culture for the contracting companies will only be achieved through Senior Management relentless drive including safety interventions and Line Managers Safety leadership monitoring whilst on-the job. 8

10 BACK-UP SLIDES 9

11 10 FUNDAMENTAL RISK MANAGEMENT EXAMPLE WORK-PACK DOC S