Leveraging OHS Best Practices

LEVERAGING OCCUPATIONAL HEALTH & SAFETY BEST PRACTICES
Cultivate Business Sustainability by Measuring Performance in OHS Management
Danilo Buscaglia
May 10, 2005
. . . committed to continuous improvement 1

Background
Typical Approach to Managing HSE in Construction
z Comprehensive Suite - Procedures/Systems

z Risk Management Techniques
z Inspections/Audits/Reviews – Continuous Improvement
Existing HSE processes to remain – high level of HSE being achieved
j:\kathy\safety2004\core1.ppt
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Current HSE Performance
Worldwide Statistics
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2.5
1.5
0.5
0
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
LTIR RIR
Reached a Plateau – need to further reduce

3
Background
Research (HSE) Indicates
z That unsafe behaviour contributes up-to 95% of all

accidents. We can therefore deduce, that if human
behaviour is managed, accidents will reduce.
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Focusing on Behaviour - Identifies Areas for
Improvement Before Injuries/Incidents Occur
FAT - Fatality Fat/MAJ

MAJ – Major Incident SI/Inc
SI – Serious Injury. MI/Inc
Inc - Incident
Near Miss
MI – Minor Injury
Unsafe Behaviour
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Unsafe Behaviours
Examples of unsafe behaviour that happens every day on site
includes;
z Ducking under, or climbing over pipelines to take a shortcut;
z Running when ascending/descending stairs;
z Not putting equipment away after completing a job.
In the office these include;
z Stretching to obtain files from high shelves,
z Poor cable management from trailing leads to PC’s.
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HSE Overview
. . . committed to continuous improvement 7

HSE Management System
HSE
Policies
Corporate/Management
HSE Procedures/
Work Practices
Project HSE Plans
Commissioning HSE Instructions

Worksite HSE Plan
HSE Plan to Contractors
Fit for purpose HSE procedures/instructions
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Key areas for successfully managing HSE
• Leadership & Commitment

• Led by Senior Line Management
• HSE Objectives & Targets
• Induction Process
• Programme Participation
• Feedback to workforce
• ‘Fit for purpose’ Standardised Procedures/Work Practices

• Practical approach - without lowering standards
• Consultation
• Continuous improvement -Challenge Teams
• Effectiveness Surveys
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• Effective HSE Communications

• Communication Avenues
• HSE Awareness Campaigns -90 day Look-ahead
• HSE Programme Effectiveness Surveys
• HSE Performance Monitoring Program

• Proactive HSE Performance Indicators
• Audit/Survey & Inspection programme
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• HSE Training Program
• Competency Declaration/Verification
• HSE Training Matrix
• Competency Based
• Evaluation
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Key areas how FW manage HSE
• HSE Recognition
• Five levels of participation
• Project wide
•Contractor
•Supervision
•Work Teams
•Individuals
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INTRODUCING…
CORE
Continuous Observation & Risk
Evaluation
The Foster Wheeler
j:\kathy\safety2004\core1.ppt Behavioural Based HSE Process
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The CORE program incorporates four basic functions:
z Management Commitment
z Risk Evaluation.
z Observation.
z Consequence Management.
CORE fully integrates Health, Safety & Environmental Activities
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Difference between CORE and current approach?
z Looks at what people Do – not just conditions
z Involves everyone in Health, Safety & Environmental activities – Gains
buy in of the workforce
z Focuses on positive behaviour/Helps to identify unsafe behaviour
z Communicates HSE areas of success/for improvement – proactive not
reactive
z Systematically looks at HSE processes – from a worker perspective
z Assists in changing HSE culture – workforce takes ownership
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Benefits of introducing CORE
z Will help to reduce accidents – H & S E reports accidents

reducing
z Allows the workforce to be heard
z Is marketable to clients
z Will help to change the HSE culture of the industry not just Foster
Wheeler
z Will raise the awareness of HSE on projects and in the office
z Can be used as a tool to drive other HSE processes such as HSE
training
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Who undertakes these observations and
evaluations?
Management and supervisory level project personnel who are
based onsite, with office based personnel involvement.
This would normally include but not be limited to:-

z Client.
z Foster Wheeler.
z Any/All joint venture partners.
z Contractors/Sub contractors.
Note: Visiting Foster Wheeler and Client Management would

be invited to participate in the program to provide a (cold
eyes) observation and evaluation.
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A Behaviour Observation Team
comprises of either an individual or two
individuals
When undertaking an observation the team will:-

z Observe co-workers/groups
z Use checklists to guide their observations
z Provide feedback at time of observation
z Record positive and unsafe behaviours
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The Observation Sheet
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CONSEQUENCE MANAGEMENT
PROCESS
Safe Unsafe
Box 1 Box 2 Box 3 Box 4
Good Job Supervision could The risks were not The risks were known
have made it easier understood but not taken care of
for the work to be
done
Praise Corrective/Disciplinary Action

Note Projects must determine what is appropriate action to take
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ANALYTICAL RESULTS OF CORE
Core data will be analysed regularly to identify:

z Trends
z Remedial action to be taken
z Praise to be given
z Consequence Management Process to be followed
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Observation & Feedback Process - Summary
Project HSE
Observation Teams Corporate trends
Teams Report produced by
information the Home Office
to Home Office
Interact
Individuals/Groups
Project HSE Team Project HSE

Provide Initial verbal Teams Develop Action
Collate Data
feedback Review Data & Plans
Safe/Unsafe Trends
Complete
Checklist Reward &
(in office) Recognition
Proj/Const.
Team Review
Actions
Monitor Corrective Action
actions &
j:\kathy\safety2004\core1.ppt Discipline
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How does a System Line CORE improve
Health Safety and Environmental attitudes?
Fewer accidents and incidents,
BUT
This is not a short term commitment.
Results are not expected to become immediately apparent.

(Especially when HSE standards are very high.)
This program must be considered as an investment in employees.
To improve on safety standards will take time and effort!
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THANK YOU
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LEVERAGING OCCUPATIONAL HEALTH & SAFETY BEST PRACTICES

Cultivate Business Sustainability by Measuring Performance in OHS Management

. . . committed to continuous improvement 1

z Comprehensive Suite - Procedures/Systems

Existing HSE processes to remain – high level of HSE being achieved

Reached a Plateau – need to further reduce

z That unsafe behaviour contributes up-to 95% of all

FAT - Fatality Fat/MAJ

. . . committed to continuous improvement 7

Project HSE Plans

Commissioning HSE Instructions

Fit for purpose HSE procedures/instructions

• Leadership & Commitment

• ‘Fit for purpose’ Standardised Procedures/Work Practices

• Effective HSE Communications

• HSE Performance Monitoring Program

• HSE Training Program

z Will help to reduce accidents – H & S E reports accidents

This would normally include but not be limited to:-

z Any/All joint venture partners.

Note: Visiting Foster Wheeler and Client Management would

When undertaking an observation the team will:-

Praise Corrective/Disciplinary Action

Core data will be analysed regularly to identify:

Project HSE Team Project HSE

Results are not expected to become immediately apparent.

This program must be considered as an investment in employees.

To improve on safety standards will take time and effort!

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