Safety Management: A Comprehensive Approach to Developing a Sustainable System

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