Safety Management Systems

South Cumbria Occupational Health & Safety Group

joint meeting with

South Cumbria IOSH District

Future meetings & September 2007 Minutes

October seminar: 18th October 2007, The Netherwood Hotel, 09.00 to 16.00 hrs
www.netherwood-hotel.co.uk

Topic: Prevent Work-Related Dermatitis
Speakers: HSE Specialist speakers
Seminar fee: £60 per delegate (including tea, coffee lunch and delegate handouts)
Further information: www.ioshmanchester.co.uk or www.hse.gov.uk

September meeting minutes

Topic: Health & Safety Management Systems
Speaker: Lawrence Bamber,
Risk Solutions International & past IOSH President
Date: 2pm, Thursday 20th September 2007
Venue: Netherwood Hotel, Grange-over-Sands, Cumbria

Alan Knott, SCOHSG President, welcomed members and, before the main speaker, introduced John Hannah, South Cumbria District EDA, who gave a brief report from the recent

IOSH Branch Education & Development Advisers’ meeting
The main topics were CPD and mentoring. John said that one of the highlights of the meeting had been an inspirational presentation on mentoring by Tim Briggs, who will be giving a talk to our group early next year. Tim defined mentoring as: “providing personal support for professional development”.

John reminded IOSH members that the closing date for submitting paper based CPD returns and converting to on-line CPD is 31 December 2007 and that failure to meet these deadlines will result in loss of CPD points and transfer to IOSH Affiliate grade.

He told the group that he had copies of the revised IOSH membership structure available for members, and explained that he is building a reference library of information from ENTO, IOSH and NEBOSH for members who are interested in gaining further qualifications as part of their professional development. This information is available for members to look at before and after our monthly meetings. He also reminded the group that he is happy to demonstrate the CPD on-line system to individual members and/or to discuss professional development options with them.

John explained that he was compiling a list of individual group members’ expertise so that he could put members who requested mentoring on specific topics in touch with someone competent to help them. He invited members to contact him if they would like to be added to the mentors’ list, or needed the help of a mentor.

Safety Management Systems
Alan Knott, SCOHSG President, then welcomed and introduced Lawrence Bamber, past IOSH President, current IOSH Council member, and previous speaker to the Group, to talk on Management Systems, with particular reference to the smaller company.

However, before Lawrence did that, he gave us an update on the recent IOSH Council meeting - the first meeting since the election of 12 new IOSH Council members. Natasha Freeman was chosen as candidate for President Elect and reports were received from the Board and Standing Committees. The Specialist Groups Review was tabled; the Branches Review is underway (looking at roles and activities). There was discussion on future IOSH Strategy (2007 - 2012), and on how to manage future elections of IOSH Presidents including help that might be offered to their employers during an employee’s presidential year. He also mentioned the need for new members of IOSH Committees and noted that an Aviation Specialist Group has just "taken off".

To start his talk, Lawrence introduced QUENSH (three management systems)
QU - Quality Management (ISO 9001),
EN - Environmental Management (ISO 14001), and
SH - Health & Safety Management Guide
(BS8800).
The first two are accredited systems, but the last is not, which led to the development of OHSAS 18001, which is. These management systems can be used wholly, in part, separately, or integrated into a unified Quality, Environment and Health & Safety Management System.

The backbone of all these systems is (or close to) the POPIMAR management system recommended by the Health and Safety Executive (HSE HS(G)65):
Policy
Organisation
Planning
Implementing
Monitoring
Audit
Review
This management system may be complemented with HSE's Action Points for Directors.

Lawrence made two cardinal points: POPIMAR is a continuous closed loop, everything being auditable; the aim is continual improvement. The latter appears in the ILO Guide and will do so in future revisions of the other documents ("action for improvement"). He stressed that reviews should be annual, and that auditors (internal and external) must be competent. The Implementing section is inevitably the largest (and thereby needs most attention from auditors), as it includes training, operating systems, risk assessment, and management and supervision. This management framework can be adapted and/or simplified for the smallest company, but should still be documented.

Lawrence then looked at the various elements in turn.

Policy - should document the vision and framework of the organisation, and demonstrate commitment and accountability.

Organisation – should document the firm’s operating structure, management responsibilities, training and competence requirements, Occupational Safety and Health responsibilities, worker consultation processes and representation. This is neatly covered by the five Cs: Control, Co-operation, Communication, Competence, and Commitment - most of these being two way functions.

Planning - should set the scene for effective implementation, by considering hazard identification, risk assessment, training, resources (people, time, money), actions required, and targets. Planning should include consultation - both internal and external –for example: staff, neighbours, stakeholders, regulators, clients, suppliers and non executive directors, who have an important role in relation to executive directors.

Implementation - of all systems and processes: - policy - risk assessment - to audit

Operation – management control of all systems and processes is the main focus of the loop in terms of content, and audit effort required.

Monitoring - measuring performance is a key activity: "if you aren't measuring it, you're not managing it", and involves collecting reactive data such as accident statistics, inspections, training assessments, etc… through to

Auditing – evaluation of the overall performance of management systems, identification weak areas and implementation of corrective measures leading to "continual improvement".

Review - using audit scores to show managers and Directors how their management systems are working. The traffic light system is an easily understandable way of identifying problem areas and highlighting where management intervention is needed:
Red = less than 50% up to scratch
Amber = 50 to 75% effective
Green = greater than 75% effective.

Lawrence cautioned against expecting instant success, or indeed expecting to attain perfection (100%). Year on year steady improvement is more realistic and valid.

All Corrective and Preventative Actions should be recorded, whether from audits or investigations etc… They should be assigned to specific individuals with a completion date, and implementation should be tracked.
Adequate resources are needed to achieve timely completion. Senior management should review and evaluate the objectives, design, and resources needed for the firm’s management system on a regular basis (say every six months). Continual improvement should aim to reduce adverse outcomes and improve effectiveness and, ultimately lead to the need for fewer resources by improving efficiency. It is necessary to be proactive to get off the plateau of static performance.
Perhaps the ultimate carrot for UK firms would be if the UK Government were prepared to introduce a system, similar to the USA OSHA Voluntary Protection Programme, which exempts companies from routine enforcement inspections if they attain high enough performance standards in the implementation of their OH & S management systems.

Lawrence then said a few words about the development of an OHS Management System, and gave us a few pointers in doing this. Inputs, in the form of surveys, lead to an assessment of "now" - the Initial Status Review. Gap Analysis etc… leads to the assessments of shortcomings, and thereby Outputs, in the form of Actions.

The key elements can be summarised as
Plan – Do – Check - Act
a microcosm of POPIMAR, applicable right down to individual tasks. The management standards and guides cited at the beginning all endorse this approach. Lawrence noted that 8800 and 18001 are coming closer, and an ISO may be hoped for in future. This all means being proactive, rather than reactive; it also means Change Management, which requires consultation. Again, plugging gaps equates to continual improvement. It is important to analyse all absences and the underlying reasons for them. Emergency arrangements should also be examined, in terms of risk and loss.

Lawrence commended two guides published by IOSH: "Systems in Focus", which discusses getting started and becoming accredited and certificated and "Joined Up Working", which discusses integrated systems. He also mentioned a joint EU/Australian initiative on safety cases for major hazards, also the use of the ILO system by Pacific Rim countries (including external audit), and various national initiatives by, for example, Scandinavian countries.

After further discussion, Lawrence was warmly thanked by Alan for a thought provoking presentation, and given a small gift.

After a brief Special General Meeting (reported separately) and mention of upcoming events in Cumbria and elsewhere Alan closed the meeting, which was followed by a Joint Committee meeting.