Management and its

Responsibilities for Safety

Overview
 What is Safety?
 Management and Safety
 Workplace and Safety
 Safety Vs Risk Management
 Need for Safety Management
 Safety management Approaches
 Responsible for Managing Safety
 Responsibilities & Accountabilities
 Corporate Safety Culture
 Safety Investigation
 Safety Performance Monitoring
 Safety Health
 Organizational Safety Oversight
 Emergency Response Planning
 Establishing a Safety Management System
 Safety Assessment & Auditing
 Practical Considerations
 What is Safety?
Safety is the state of being "safe”, the condition of
being protected against physical, social,
spiritual, financial, political, emotional,
occupational, psychological, educational or
other types or consequences of failure, damage,
error, accidents, harm or any other event which
could be considered non-desirable

SAFETY

Normative Safety Substantive Safety Perceived Safety Security

Management and Safety
Organized efforts and procedures for
identifying workplace hazards and
reducing accidents and exposure to
harmful situations and substances. It
also includes training of personnel in
accident prevention, accident response,
emergency preparedness, and use of
protective clothing and equipment
 Workplace & Safety
To ensure the safety and health of workers, managers establish a focus on
safety that can include elements such as:

• management leadership and commitment

• employee engagement
• accountability
• ensuring all task are carried out safely and efficiently and effectively
• safety programs, policies, and plans
• safety processes, procedures, and practices
• safety goals and objectives
• safety inspections for workplace hazards
• safety program audits
• safety tracking & metrics
• hazard identification and control
• safety committees to promote employee involvement
• safety education and training
• safety communications to maintain a high level of awareness on safety
Safety Vs Risk Management

• Risk management can therefore be considered the

identification, assessment, and prioritization of risks
followed by coordinated and economical application of
resources to minimize, monitor, and control the
probability and/or impact of unfortunate events or to
maximize the realization of opportunities

• Risks & Safety go side-by-side

• Appropriate Backup and Emergency Safety Plans for all

types of Risks
Safety Vs Risk Management
(Risk Management Cycle)
Need for Safety Management

• zero accidents

• the freedom from danger or risks, i.e. those factors which

cause or are likely to cause harm

• the attitude towards unsafe acts and conditions by employees

(reflecting a “safe” corporate culture)

• the degree to which the inherent risks in aviation are

“acceptable”

• the process of hazard identification and risk management and,

• the control of accidental loss (of persons and property, and

damage to the environment).
 Safety Management
Approaches

Conventional Perspective Modern Perspective

REACTIVE PROACTIVE
 Responsible for Managing Safety
• International Organizations

• State Regulatory Authorities

• Manufacturing and Production Industries

• Service Industries

• Maintenance Organizations

• Professional Associations

• Education and Training Institutions

Responsibilities & Accountabilities

• defining policies and standards affecting safety

• allocating resources to sustain risk management activities

• identifying and evaluating safety hazards

• taking action to eliminate hazards or reduce the associated level of risk to what
has been decided as being an acceptable level of risk

• incorporating technical advances in the design and maintenance of equipment

• conducting safety oversight and safety programme evaluation

• investigating accidents and serious incidents

• adopting the most appropriate best industry practices

• Promoting safety (including the exchange of safety-related information)

Corporate Safety Culture

Safety culture is affected by such factors as:

a) management’s actions and priorities

b) policies and procedures

c) supervisory practices

d) safety planning and goals

e) actions in response to unsafe behaviors

f) employee training and motivation; and

g) employee involvement or “buy-in”

Safety Investigation

• Effective safety management systems

depend on the investigation and
analysis of safety issues.

• The safety value of an accident, a

hazard or
an incident is largely proportional to
the quality of the investigative effort.
Safety Performance Monitoring
Safety management requires feedback on safety performance to
complete the Safety management cycle.

In addition, all stakeholders require an indication of the level of safety within

an organization for various reasons, for example:

a) Staff may need confidence in their organization’s ability to provide a safe

work environment.
b) Line management requires feedback on safety performance to assist in the
allocation of resources between the often-conflicting goals of production
and safety.
c) Customers are concerned with their own growth.
d) Senior management seeks to protect the corporate image (and market
share).
e) Shareholders wish to protect their investment.
Safety Health

The term Safety Health is an indication of an

organization’s
resistance to unexpected conditions or acts by
individuals.

It reflects the systemic measures put in place by the

organization to defend against the unknown.

Furthermore, it is an indication of the organization’s

ability
to adapt to the unknown. In effect, it reflects the
safety
culture of the organization.
Variations in Safety Health
Organizational Safety Oversight

• Their first-line supervisors maintain vigilance (from a safety

perspective) by Monitoring day-to-day activities.
• They regularly conduct inspections (formal or informal) of day-to-day
activities in all safety-critical areas.
• They sample employees’ views on safety (from both a general and a
specific point of view) through safety surveys.
• They systematically review and follow up on all reports of identified
safety issues.
• They systematically capture data which reflect actual day-to-day
performance
(using programmes such as FDA, LOSA and NOSS).
• They conduct macro-analyses of safety performance (safety studies).
• They follow a regular operational audit programme (including both
internally
and externally conducted safety audits).
• They communicate safety results to all affected personnel.
 Emergency Response Planning
(ERP)
• To be able to respond successfully to an emergency, it is necessary to
start with effective planning. An ERP provides the basis for a
systematic approach to managing the organization’s affairs in the
aftermath of a significant unplanned event - in the worst case, a
major accident.

• The purpose of an ERP is to ensure that there is:

a) orderly and efficient transition from normal to emergency operations;

b) delegation of emergency authority;
c) assignment of emergency responsibilities;
d) authorization by key personnel for actions contained in the plan;
e) coordination of efforts to cope with the emergency; and
f) safe continuation of operations or return to normal operations as soon as
possible.
Establishing a Safety Management
System (SMS)
• Development of Safety Policies, Procedures, and Practices

• Planning

• Organization

• Communication

• The Right Direction

(Pro-Active Safety Management)

• Corporate Safety Culture and Safety Environment

Ten Steps to Design a SMS

1. Planning
2. Senior Management’s Commitment to Safety
3. Organization
4. Hazard Identification
5. Risk Management
6. Investigation Capability
7. Safety Analysis
8. Safety Promotion and Training
9. Safety Management Documentation and Information
Management
10. Safety performance Monitoring
An SMS Cycle
Safety Assessment and Auditing

• The process of safety assessment aims to answer the

following three fundamental questions:
a) What could go wrong?
b) What would be the consequences?
c) How often is it likely to occur?
Safety Assessment Process
Practical Considerations

• Personal Protection Equipments (PPEs):

Personal Protection Equipment (PPE) refers to protective

clothing, helmets, goggles, or other garment designed to protect
the wearer's body from injury by blunt impacts, electrical hazards,
heat, chemicals, and infection, for job-related occupational safety
and health purposes, and in sports, martial arts, combat, etc.
 Conclusion / Action Plan for
Pakistan
1. Top management’s commitment

2. Training and Education for the workforce

3. Improvement of Quality Systems

4. ISO Safety Regulations induction

5. 6-Sigma and 5-S implementation

6. Zero Accident & Zero-Defect product

7. Enhanced Productivity

8. Kaizen