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Health and Safety: The Journey to Zero Injuries Ross Gallinger, P.Ag. President RG Consulting Canada

Who is responsible for your safety in the Workplace?

Assoc of Workers Compensation Boards of Canada

Typical Company Safety Statistics Total Reportable Injury Frequency Rate

Incident Pyramid

Statistics – good or bad?

Do they reflect safety performance? Ø Ø Ø Ø

Frequency rates are reactive – not predictive of future safety Too much emphasis on injury statistics can drive the wrong behavior Targets/goals – what do lagging targets or percentage reductions represent?

Successful safety measurement includes results, causes and effort.

Why do accidents happen?

To Err is Human – What is Human Error in the Safety Context? Ø Slips and Trips – right intention, incorrectly executed (ie. not saving your work on exiting a program because you flipped past the warning) Ø Lapses and Mistakes – failure to carry out an action; right response, but wrong mode of action (ie. not closing a valve; going the wrong way on a one way street) Ø Violations – knowingly executing incorrectly; choosing to carry out an unsafe action (ie. crossing the street on red light)

How do accidents happen?

Task and Environmental Conditions Individual and Team Actions Organisational and System Factors

Absent or Failed Defences

ACCIDENT Latent Conditions

Active Failures

Limited window/s of opportunity (adapted from Reason, 1990) è

Hazards and Risks Hazard - is any source of potential damage, harm or adverse health effects on something or someone under certain conditions at work. A hazard can cause harm or adverse effects.

Risk is the chance or probability that a person will be harmed or experience an adverse health effect if exposed to a hazard. It may also apply to situations with property or equipment loss.

Risk Assessment Risk = (expected loss of the accident) X (probability of accident occurring) Risk = consequence X likelihood From a safety perspective, what are the consequences?

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Risk Assessment

Consequences

Fatality Lost-Time Accident Medical Aid First Aid Minor Injury

Consequences

Fatality

Minor Rare

Likelihood

Almost Certain

Risk Matrix

Control the Risk – Hierarchy of Controls

What is the Business Case for an injury free workplace?

Injuries Cost $$$$ • Injuries increase Workers Compensation insurance costs • Affects productivity – workers are trained to do each job/task – replacements are difficult to accommodate • Co-worker moral is affected, which in turn affects productivity • Accidents are expensive – damage to equipment, down time on production, resources pulled from prevention for investigation and corrective actions • Worker retention affected • Good Safety Allows for: • More efficient operations • Lower costs • More engaged workforce

Where to Start?

• Safety is a journey, not a destination • Safety management evolves from reactive to proactive, from individual to team

Key Elements for Managing Health and Safety General Values

Policy

International Standards and Good Practices

Frameworks, Standards, Guidance,

Management Systems, Performance Systems

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Specific

Five Key Pillars of Safety Management q Leadership q Accountability § planning, objectives; responsibilities, authorities; legal requirements (includes ‘Internal Responsibility System’) q People § safe behavior/participation; training; competency; communication; contractors, suppliers, visitors q Performance § performance measurement and reporting q Processes § risk management; hazardous materials management; safe work procedures; critical safety risk; health & hygiene; management of change; audits, self-evaluation, reviews & inspections; emergency preparedness & response; accident/incident management; product stewardship

Safety Management Systems v v v v v

Dupont STOP (Safety Training Observation Program) OHSAS 18000 Core Safety (NMA) BST DNV, 5 Star

Foundation of Continuous Improvement

Ø Planning, implementation, review and follow-up are key elements of any effective management system Ø Checking includes inspections, audits and reviews – both internal and external Ø Resources are required to maintain the system

Observations on Management Systems Ø Safety Management Systems don’t have to be massive documentation efforts Ø Many operations will have evolved how they manage safety compliance, and therefore will look to build their own safety management system. The success will be in scalability Ø Choosing a management system will be based on culture and fit for an organization. Ø The success of any management system is dependent on company wide commitment Ø Balancing systems and behaviour will be the challenge Ø Are resources being directed to the system, or to improve safety?

Requirements for the Journey Performance Measurement Ø Lagging indicators (safety statistics) do not predict future performance. They are very useful to determine if employees are getting injured; Ø Transition to leading indicators – measure efforts Ø Near miss reporting and investigation is a key to reaching zero Consequences and Rewards Ø Caution on application and use, as they can drive the wrong behaviours People Ø Individual and collective actions will improve safety Ø Effective training – task specific, safety system, behavior

Roadblocks Ø Complacency, risk tolerance, or the inability to identify risks will be the constant battle to achieving zero injuries Ø Absence of leadership Ø Zero injury is possible

Questions?

Ross Gallinger ross.gallinger@gmail.com