BUSINESS HEALTH & SAFETY COLD EYE S REVIEW

Transcription

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

2 EXECUTIVE SUMMARY SM Consulting was asked to undertake a Cold Eyes Health, Safety and Environment Review of Watson and Son. Scope of work involved, data and incident review, key documentation reviews, site visits and key stakeholder interviews Sites were visited during September 2016 and discussions held with employees at all levels of the organisation. The recommendations are made across seven (7) key areas with a focus on Visible Leadership, Risk Management and HS Systems & Legal Compliance The organisation culture based on the Bradley Maturity Curve is a Reactive / Supervisor Dependent Culture, however the business has a solid high energy leadership foundation to build on. One key area requiring significant improvement in it s Safety Management Systems and process. The ultimate determinant of whether improvement will be achieved for the business is through the Operational line management taking accountability for implementing, driving and monitoring the Health & Safety processes that have been put in place

3 BRADLEY MATURITY CURVE 3 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

4 COLD EYE S REVIEW - STRENGTH'S Business recognition that a step change is required for Health and Safety Farm tracks ITRACK system for hazard identification / notification People are passionate about the company and appear to have a high work ethic The Asset management investment in fit for purpose 4wd heavy vehicles & light vehicles Daily communication to crews through Line Managers Extraction workshop continuous improvement program based on last year review Vehicle tracking (GPS) system is all vehicles Neal s shed significant improvement in workshop standards and process over last 12 months IFS contractors planting Manuka clear safety and reporting requirements based on their Forestry industry experience Good supervisors who are keen to develop / improve themselves Apiary headquarters traffic management improvements (step change from where they were)

5 COLD EYE S REVIEW OPPORTUNITIES AREA S 1. Visible Leadership and Commitment (Safety Interactions & High Risk Checks) 2. High Risk Critical Control Checks (includes HV/LV Vehicles night on farm tracks, Traffic Management / Forklifts is yards) 3. Fundamental Risk Management (SWMS, Task Analysis, Pre-start talks) 4. HS System, Legal Compliance and Dashboard Data 5. Contractor Management (Min Safety requirements, pre-qualification & reporting) 6. Traffic Management (yards & forklifts, journey management) 7. Asset Management (FFP equipment, maintenance, reliability, equipment checks)

6 1. VISIBLE LEADERSHIP AND COMMITMENT Opportunities No HSE Strategy & annual plan with Vision, Goals, Measures and Targets No annual action plan to deliver vision Leadership presence and visibility on-sites can be increased at all levels through specific safety leadership monitoring activities e.g. Site Safety Interactions and High Risk Critical Control Checks No formal measurement for Management & Supervisors to conduct onsite monitoring as part of due diligence Develop operational supervisors/people leaders through the safety leadership processes e.g. Pre- Start talks, Toolbox talks, Safety Interactions

7 1. VISIBLE LEADERSHIP - HSE STRATEGY IN ACTION

8 2. HIGH RISKS CRITICAL CONTROL CHECKS Opportunities Board Risk Register Heat Map emphasis on HV/LV night on farm tracks, Traffic Management / Forklifts in yards and Contractor Management High Risk Activities - HV/LV night on farm tracks requires review & confirmation of Critical Controls through a deep dive risk process (bow tie) e.g.: Track data log hazard process, radio protocols Leadership need to formally monitor compliance of High Risk Activities Critical Controls as part of a fatality prevention process Compliance data for critical controls to be actioned including business wide management interventions

9 3. FUNDAMENTAL RISK MANAGEMENT Opportunities Documented personal Risk Management process (Take 5 Hazard ID) for jobs outside the normal not in place Safe Work Method Statements (SWMS) for high risk work Documented on the job Group Risk Management process (Task Analysis/JSEA) for jobs outside the normal not in place including contractor management Measure as a leading indicator fundamental risk management to include new hazards identified, Take 5 Hazard ID, JSEA No communication plan for Safety Alerts, weekly tool box talks etc

10 3. FUNDAMENTAL RISK MANAGEMENT EXAMPLE

11 4. HS SYSTEMS, LEGAL COMPLIANCE & DATA Opportunities Minimal (no documented) HS system in place aligned to AS/NZ4801 No Leading Indicators reported monthly through a current dashboard Accessibility to HS systems, documentation and simplification of reporting training / compliance e.g.: ipads Incident investigation process (5 Why s / ICAM) Corrective actions closeout to ensure full implementation Verification of Competency Just Culture Consequence Management Shared learning s from Safety alerts & toolbox talks, communications delivered by operational people leaders and sign off Business interventions triggered through leading and lagging data Officers due diligence checklist 2/ year OHS Policy Management Review5.00 OHSMS Audit Records and Records 4.00 Incident Investigation, Health Surveillance Monitoring and Measurement - Emergency Preparedness and Evaluation Hazard/Risk Control NTP H&S Assessment against AS/NZS 4801: 2001 Key Components and Elements Planning Identification of Legal and Other Requirements Objectives and Targets OHS Management Plans Resources Responsibility and Accountability Training and Competency Consultation Communication Established Effective Hazard/Risk Assessment Hazard Identification Hazard - General Reporting Documentation Document and Data Control

12 4. HSE SYSTEMS - STORYBOARD

13 5. CONTRACTOR MANAGEMENT Opportunities No external pre-qualification for contractors to a consistent standard Introduction of a contractor roadmap with clear accountabilities and specific deliverables including contractor requirements No contractor monthly safety reporting process including work hours The business is not aware of contractors having to provide Site Specific Safety Plans (SSSP) The business not aware of safe work method statement (SWMS) processes and group JSA processes Minimal monitoring of contractors on the job e.g. Safety Interactions, High Risk Critical Control Checks

14 5. CONTRACTOR MANAGEMENT EXAMPLE TOOLS

15 6. TRAFFIC MANAGEMENT Opportunities Business Standard required for Seatbelts, Radio Protocols, Reversing, Parking and Journey management Operational discipline required for radio protocols e.g. standard radio terms ( Message received, out over ) Mandatory seat belts to be worn where fitted to equipment e.g. trucks / forklifts / side by sides (this is a symbol for the organisation) Traffic Flows/Pedestrian plans need reviewing at each site. Review journey management processes to include notifications and journey plans for trips greater than 4 hours

16 7. ASSET MANAGEMENT Opportunities Good asset management reliability is good safety No overarching business reliability Strategy & framework which would cover all assets e.g. Buses, trailers, tractors etc. Daily Pre-starts / equipment checks for all equipment e.g. trailers No internal mechanical resources to categorise and prioritize work No identification of critical spares

17 RECOMMENDATION SUMMARY 1. Visible Leadership 1. Complete development of the the business Health and Safety 3 year Strategy/annual plan on a page including Goals, Measures and targets. This will be supported by an annual Action plan. Facilitated by SMcf with HS Committee by Oct Define the leading indicator metrics and expectations at a supervisor up to CEO/Board level which are tracked and reported monthly against targets. Proposed leading indicators: Safety Interactions and High Risk Critical Control Checks. Facilitated by SMcf with HS Committee by Oct 16 as part of Annual Plan CEO & GM s = 1 per month, Non-Operational Management = 1 per quarter, Operational Managers / Leaders = 2-4 per month 2. High Risk Critical Control checks 1. Review the High Risk Activity Critical Control check process for supervisor through to CEO Level. This due diligence process is very specific to ensuring ongoing compliance (owned by management) specifically targeting the reduction of exposure to a fatality. Facilitated by SMcf with HS Committee by Oct Complete a deep dive review (bow-tie) for HV/LV Vehicles night on farm tracks to confirm Critical Controls and improvement action plan. Facilitated by SMcf with HS Committee by March Fundamental Risk Management 1. Review current pre-start processes to include the introduction of a Safety component. This process is expected to be completed every day for every shift. HS Advisor working with Line Managers by Nov Identify all high risk business activity and develop a program of documenting Safety Work Method Statements for all these (as per template & worked example). HS Advisor working with Line Managers by Dec Introduce a requirement to complete Job safety Analysis (JSA s) for any group task that is NOT normal work or has a change in environment which also includes contractors (as per template & worked example). HS Advisor working with Line Managers by Nov Develop a ongoing 3 monthly communication plan for Safety Alerts, toolbox talks etc. HS Advisor Jan 17

18 RECOMMENDATION SUMMARY 4. HS System, Legal Compliance and Dashboard Data 1. Develop the HS Dashboard Leading Indicators, this should include new hazards reported, safety interactions, high risk critical control checks, tool box talks and job safety analysis / Take 5 s. The combination of lagging data and leading data needs to drive management intervention and shared learning s. Facilitated by SMcf with HS Committee by Jan Complete AS/NZ 4801 HS System gap analysis and develop a action plan for implementation. This will include a system framework with supporting documentation based on PLAN, DO, CHECK, ACT. Facilitated by SMcf with HS Committee by Feb Develop a 2 level incident investigation process with a 5 WHY s simple process for all incidents and ICAM process for High Potential incidents to be reported to the Board. HS Advisor with HS Committee by Mar Review Just Culture Consequence Management process for Safety high Potential incidents that involve behavioural errors or violations. Management Team by June Review current Training Needs Analysis (TNA) and Verification of Competency (VOC) assessment process to ensure that all the right people are trained and competent to perform key risk activities. HS Advisor with HS Committee by Feb Review HS resourcing / structure to include the following positions HS & Training Advisor (Kerry in place now)., HS Systems, documentation & data administrator and a Part-time 12 months Project Mgmt role (Moana in place now). Management Team by Nov Contractor Management 1. Introduce external prequalification of all contractors through companies like Site Safe. This is a minimal cost to the contractor ($180) and will ensure that a minimal standard is set for safety management plans and supporting risk management tools prior to working for the business. NB: The system will allow for exceptions. Facilitated by SMcf with HS Committee by July Review current Contractor Process against the Contractor Road Map which simplifies accountabilities, expectations and supporting tools at different stages of the process. The Road Map Requirements has different HS expectations based on risk and financial levels of work (low, medium, high). Facilitated by SMcf with HS Committee by Feb Introduce a Monthly Contractor one page reporting requirement (Key Tool from Road Map) capturing the safety and hours worked information. Facilitated by SMcf with HS Committee by March 17

19 RECOMMENDATION SUMMARY 6. Traffic Management 1. Introduce Traffic Management defined standards/expectations at a business level for seatbelts, reversing of heavy vehicles, parking, radio protocols and journey management. This is not a large document but rather 2 3 dot points providing clear operational expectations. HS Advisor with HS Committee by April Each site to develop a specific traffic management plan / drawing based on the risk profile and infrastructure, this process must incorporate the business standards. HS Advisor with HS Committee by June Introduce a Journey Management procedure for light vehicle travel > 4-6 hours. HS Advisor with HS committee by April Asset Management 1. Introduce a consistent asset management framework and Strategy including resourcing which has clear expectations of the requirements to be met for all pieces of equipment (kit) in the business including critical spare requirements (brakes). This should include Heavy vehicles, trailers, tractors, light vehicles, lifting equipment etc. GM Apiary

20 CONCLUSION NEXT STEPS Watson & Son have started their Health and Safety journey and have an significant opportunity to make a step change. The recommendations across seven key areas have referred to improvements in the health and safety system, however emphasis has been on Visible Leadership and Risk Management, including deep dive risk reviews of high risk activities supported by Line Manager Safety leadership coaching, measurement and interventions. Next Steps: 1. Feedback presentation to complete Board of Directors (November 3 rd ) 2. the business Management Team to progress recommendations action plan including the HS resourcing to deliver plan. Recommended resources include: A business Project Manager (Part-Time Process Senior Business Manager), the business Systems & reporting administrator (full time role reporting to Project Manager ), the business Health, Safety & training role 3. Chris Birkett / Board to review SM Consulting proposal for HS Strategic & Technical support approx 3 days / month over next months 4. Review timeline of HS activities to be supported over the next 12 months (refer next slide)

21 TIMELINE OF HS ACTIVITIES (NEXT 12 MONTHS DRAFT PLAN) November 2016 Contractor Roadmap process and tools including contractual min safety requirements Contractor pre-qualification (Sit Safe understanding) Safety Dashboard Reporting by departments (structure & process) Key Initiative action planner next 12 months January 2016 The incident investigation process flow and procedure with Incident categorisation (levels 1-5) 5 Whys Root Cause Analysis (RCA) process for all level & ICAM investigation for High Potential incidents Contractor education session (main contractors for the business conducted with Site Safe) February 2017 PLAN-DO-CHECK-ACT - Health and Safety Management Plan, Audit and Monitoring procedure & Consultation procedure Communications annual plan (toolbox talks, supervisor process coaching sessions etc) AS/NZ 4801 spider diagram gap analysis based on 25 elements question set March 2017 High Risk activities development of Critical Control Check tools and process flowchart (5 off required) Deep dive bow-tie risk analysis for the top 1 risk issue & development of Performance standard verification and auditing process Safety Monitoring leadership coaching for Management (safety interactions- fund Risk Mgmt, High Risk Checks) April 2017 Safe Work Method Statement (SWMS review) for all high risk work Deep dive bow-tie risk analysis for the top 2 risk issue & development of Performance standard verification and auditing process Safety Monitoring leadership coaching for Management (safety interactions- fund Risk Mgmt, High Risk Checks) May 2017 Safety Dashboard Reporting by departments (data reporting & process review including contractors) Key Initiative action planner review next 12 months Just Culture consequence management for HS for High Potential incidents June 2017 Risk Management process and structure to include Bow-Tie process Development of Procedure & safety interface in business risk Safety Monitoring leadership coaching for Management (safety interactions- fund Risk Mgmt, High Risk Checks) July 2017 Contractor Management coaching workshop Safety Monitoring leadership coaching for Management (safety interactions- fund Risk Mgmt, High Risk Checks) August 2017 Management leadership CEO Safety Performance review process for Departments against Strategy & annual targets Safety Monitoring leadership coaching for Management (safety interactions- fund Risk Mgmt, High Risk Checks) September 2017 Health Monitoring procedure and plan for top 2 exposures (Noise, dust)