1stday exp01 la experiencia internacional en seguridad cero accidentes mortales mark griffin 16 9

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