Approaching zero fatalities Mark Griffin Director, Centre for Safety
The University of Western Australia Australia
Professor Mark Griffin Director, Centre for Safety The University of Western Australia
Dr Daniela Andrei Research Fellow, Centre for Safety The University of Western Australia
Overview 1. 2. 3. 4.
Safety progress Designing safe work Leading safe work International safety
Fatality rates 1996-2001
Australian targets - fatalities
Australian targets - injuries
Safety in a changing world Learn Future oriented
It is vital to ask questions “What if?”, “Why?”, “Can you explain?”, “Can you show me?”, “Can you prove it?”. Hon Justice Charles Haddon-Cave, APPEA 2014
There is always a tendency to solve yesterday’s problems Lord Cullen, Piper25, 2013
Change
Major step change improvements that consistently use best available and safest technology are required by industry and government Final Report Macondo Well Blowout
Major disasters Hindenburg
De Havailland comet
PTTEP Montara Fire (2009)
Hatfield Rail
Chernobyl
Uksmouth turbine
Challenger
Herald of Free Enterprise
Varanus Island (2008)
Tacoma Narrows
Pike’s River Mine NZ (2010)
Learning from mistakes remains a major challenge for hazardous industries
Safety Improvement Framework Organisational Outcomes
Organisation Systems National and Industry Context
• Work design • Leadership
• Economy • Community • Environment
SAFE PLACE
Behaviours Individual Background
Individual Outcomes
Designing safe work
Good Work design • Good work design will give the highest level of protection against harm that is reasonably practicable. • Good work design will be holistic. • Good work design is applicable at many stages in the supply chain and across operations, products and processes. • Good work design will enhance protective factors that contribute to good health. • Good work design will enhance business success.
Action principles • Apply a risk management approach, and monitor its effects. • Ensure commitment of decision makers and leaders. • Actively involve the people who do the work, including those in the supply chain and networks. • Seek the best fit between the work environment, culture, systems of work, and the workers. • Apply multi-disciplinary expertise and learn from evidence and experience.
Leading safe work
In combination, fleet managers AND supervisors influence safety
International benchmark study
Introduction • Collaboration with International Mining for Development Centre (IM4DC) • Development programs providers in the area of Organizational Safety and Health for IM4DC beneficiaries
The “International Safety Benchmarking” Project • Initial benchmarking efforts with alumni acting as research collaborators • Participants: N=776 – coming from 7 countries: Mongolia (N=164), Zambia (N=106), Kenya (N=84), Gambia (N=80), Nigeria (N=106), Ivory Coast (N=136), and Indonesia (N=100) • More data collection underway in Philippines and Peru – Representing 84 different companies (range from 6 to 26/country) – Respondents per company: ranged 1 to 50 (mean=9.2)
The International Safety Benchmarking Project ĂŚ
Industries represented in the overall sample
ĂŚ
Size of surveyed companies
The “Status of Safety” • Risky environment – 9 out of the 13 predefined risks exceeded 80% prevalence in the workplace • Combined with an average perceived “Likelihood of accidents” (M=2.98) and above average “Severity of possible consequences” (M=3.31) • More than other 50 risks and hazards identified through open questions Adequacy of equipment and protocol
Climatic conditions • • • •
floods high temperatures rain Etc.
• • • •
Basic hygiene •
lack of emergency exit explosions welding in closed rooms Etc.
General work conditions
• • •
poor sanitation facilities unsafe water unhygienic food Etc.
• • • • • • •
leaking roofs wild animals pest and insects working under pressure workload bosses Etc.
Organizational Factors 5. Management Values 2. Safety Vision 4. Safety Vigilance 6. Communication Non-Operational
3. Safety Learning
Operational
9. Safety Systems
Overall Sample
7. Training 1. Safety Rewards
Walk
8. Physical Work Environment 2.00
2.50
3.00
3.50
4.00
4.50
Approach/Avoidance Motivation – Safety Behaviour Country
Predictors
Safety Performance Compliance
Mongolia
Approach Motivatio n
.50* *
Safety Compliance
Zambia Kenya The Gambia
Avoidance Motivatio n
Nigeria
.08*
Safety Participation
Ivory Coast Indonesia
Participation
Approach
.48**
.27**
Avoidance
-.03
.01
Approach
.56**
.25**
Avoidance
-.04
-.07
Approach
.37**
.19*
Avoidance
.11
.11
Approach
.46**
.27**
Avoidance
-.07
-.05
Approach
.58**
.53**
Avoidance
-.02
.08
Approach
.46**
.46**
Avoidance
.11
.20*
Approach
.66**
.55**
Avoidance
.04
.23*
Implications • Safety and its management – top concern for the development of sustainable mining in developing countries • Framing safety as an approach goal might lead to better compliance and participation in safety
ยกGracias! mark.griffin@uwa.edu.au daniela.andrei@uwa.edu.au