Safety Journey to Best Practice

Dr Chris Darling Manager Safety, Health & Risk

Australian & New Zealand Steel Manufacturing Businesses

November 2009

Todays Talk

1. 2. 3. 4. 5.

BlueScope Steels high level values, Safety Strategy, Safety Culture Cautions Conclusions

BlueScope Steel
17,500 employees & ~9000 contractors

Australian & New Zealand Steel Manufacturing Businesses

3 sites Illawarra,

Western Port New Zealand

6,300 employees ~ 2,500 FTE contractors Illawarra is a MHF in NSW Recognised globally within the Steel industry for OHS outcomes

Our Safety Beliefs

At BlueScope Steel, nothing is more important than our safety

based on the belief that Working safely is a condition of employment Employee involvement is essential Management is accountable for safety performance All injuries can be prevented Training employees to work safely is essential All operating exposures can be safeguarded
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Zero Harm reflects our belief that we work in an environment where risks are managed, and that work does not impact upon our peoples health and wellbeing.

Our 3 element Safety Strategy

Our Safety Strategy

Identifying & controlling significant risk
People Process
Safe Systems Safe & Tidy Plant

Promote Felt Leadership across all levels of the organisation

Safe & Healthy People

People are fit to undertake work Continual improvement

Improving safety behaviour employees engaged in the journey to Zero Harm

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What is Felt Leadership?

It starts from the top or it doesnt start at all To believe that all injuries are preventable To show genuine care To be very very visible To model desired behaviours eg. auditing To build urgency and accountability To have a personal involvement that is real, ongoing and contagious

Working safely is fundamental to how we do everything

The BlueScope Steel Six Basic Tenets of Leadership

Leaders are visible and set the example

The standard you walk past is the standard you have just set.

Leaders use SAOs to coach and mentor

The best way to learn something is to teach it.

Leaders set clear, consistent standards and expectations

ALL the time: 100%, no exceptions

Leaders show genuine care for people and the organisation

Good safety is good business

Leaders engage employees and contractors to continuously improve safety

Leaders listen aggressively

Leaders demonstrate and encourage mindfulness

If it cant be done safely, it cant be done
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What is Employee Engagement?

Everyone regularly involved in safety activities:
Tool Box Talks and Safety Meetings Safe Act Observations Focused Auditing Near-Miss Reporting Improvement Teams, inc.OHS Committees

Involvement in risk assessments, hazard reviews and planning Everyone aware of the risks of their job and expected to demonstrate, and encourage others, to Take 2 Stop for Safety sessions on high risk safety topics Everyone celebrates success together!
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What is a Robust Management System (1)

1. Identifying & controlling significant risk for both people and process
Utilising: OHS Management System (with 14 standards), Ratified Codes of Practice across BlueScope Steel for Company wide high risks (people based risks), High Risk Facility standards and audits for low likelihood, high consequence events (process based risks), Company wide risk based networks Company wide operational networks Critical Procedures utilised across BlueScope Steel Robust risk registers
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What is a Robust Management System (2)

2. Ensuring people are fit to undertake work

Health Affects Work

al so n r e P lth Hea

Both
Individual Capability
T He rave alt l h
l ica log ho /EAP yc Ps ealth H

A Ot lcoh he ol rD & rug s

an Hum s r Facto

In ju r Re y M ha gt b &

Fatigue

Occu pati Heal onal Surv th eilla nce

Occupational Hygiene

Work Affects Health

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Manual Handling

What is a Robust Management System (3)

3. Continual Improvement
Do we do what we say we do? Initial level is always self assessments against standards, CoPs etc Internal (business unit) verification auditing, Strong governance system Is what we say we do good enough? Reviews of near miss and incident reports Audits, reviews by Risk Based Networks, Audits, reviews by OHS and technical professionals, Focus on simplification and reducing complexity
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Safety Culture
As leaders, we get the level of safety we demonstrate we want, but

We will achieve Zero Harm when our front line employees and contractors achieve it for us, so

High quality OHS is all about achieving the appropriate OHS culture within our organisations
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What is the culture we are seeking?

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A High Performing Safety Culture

Integrated Mindful Informed Reporting Just & Fair Flexible Learning

Adapted from work by James Reason and Patrick Hudson

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Our Future: A High Performing Safety Culture

Integrated Mindful Informed Reporting Just & Fair Flexible Learning

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The Evolutionary Model of Safety Culture

GENERATIVE
safety is how we do business round here

PROACTIVE
we work on the problems that we still find

Increasingly Informed

CALCULATIVE
we have systems in place to manage all hazards

REACTIVE
safety is important, we do a lot every time we have an accident

PATHOLOGICAL
who cares as long as were not caught

Increasing Trust

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Some Cautionary Comments

High quality OHS outcomes can be achieved in any environment. We need to be careful of: Chain of Command need to ensure that accountability and authority are dealt with at the appropriate level, Communication is critical to being informed and needs to get to all people on a site, Compliance focusing on compliance alone will never enable high quality outcomes, Complexity complicates initiatives and systems but it should never be an excuse for poor outcomes, Complacency there are no new causes of incidents, only new people harmed. We must never stop learning. Knowledge Many events have happened in the past. We must never stop remembering what and why they occurred.
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Conclusion
High quality OHS outcomes can be achieved in any environment. We should concentrate on : Commitment from all levels of all organisations, Consultation the desire to seek input from, and inform, all people with skin in the game Clarity of expectation around standards and performance, Checking the effectiveness and efficiency of the systems Caring for all the people within our organisations Consistency in application of systems and behaviours Consolidation the review of activities to obtain continuous improvement and simplification Courage to address those things that need addressing Conscience the drive to do the right thing
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And we need to make it personal

Imagine how theyd feel if you didnt come home Or If you came home but were unable to work again

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Thank You! Questions?

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Further Contact

Chris Darling:

0418 619 710 ohsleadership@gmail.com

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