No Blame Accident Reporting Culture

EHS Forum No Blame Accident Reporting Culture “No Blame Accident Reporting Culture” Romeo Dionaldo (GTI HSE MANAGER) QUALIFICATION BACKGROUND REGIS...
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EHS Forum No Blame Accident Reporting Culture

“No Blame Accident Reporting Culture” Romeo Dionaldo (GTI HSE MANAGER)

QUALIFICATION BACKGROUND REGISTERED ELECTRICAL ENGINEER PROFESSIONAL

EXPERIENCE: GTI MANAGER)

INTERNATIONAL,

Doha,

Qatar

(HSE

SAUDI ARAMCO (LOSS PREVENTION ENGINEER), SCECO EAST (LOSS PREV. SUPT AA), JERAISY CO0MPUTER AND COMMUNICATION SERVICES (QUALITY AND SAFETY MANAGER), SEBAIE TRAINING INSTITUTE, (TRAINING MODULE WRITER), SAUDI ARABIA IMPROVEMENT “R” US CORP, PHIL. (CONSULTANT), NOVELTY PHILIPPINES INC, (ENGG & MAINTENENACE MANAGER), M&E ENGG CORP (PROJ. MANAGER, ELECTRICAL-MECHANICAL) TECHNICAL WRITER: SAFETY PLAN, SAFETY STANDARDS, ACCIDENT PREVENTION MANUAL, SAFETY RULES AND PROCEDURES, SAFETY TRAINING MODULES, SAFETY GENERAL INSTRUCTIONS)

SAFETY DESIGNER: 2

MACHINE GUARDS AND CONTROLS, MECHANICAL – ELECTRICAL FOR INDUSTRIAL MACHINERIES

EHS Forum No Blame Accident Reporting Culture

Introduction Most company’s have a main goal: “ZERO ACCIDENT”. However, the goal is too elusive. Most company’s spend time and effort for any Process Improvement Projects to attain its goal. Executive Managements shows its visibility to attain its goal. Much has been said about the GOAL. However, the goal is still elusive. The safety performance index is still alarming. The banner is red. Question: What went wrong with the safety strategies? As a safety professional, the root cause has to be comprehensively analyzed in order to come out with an effective solution.

EHS Forum No Blame Accident Reporting Culture

“No Blame Accident Reporting Culture” is recommended to be used as a tool for Safety Performance improvement in Construction projects.

Will this be Beneficial? Yes! However let me present how it will work. Allow me first to present the real situation in most sites.

EHS Forum No Blame Accident Reporting Culture

Executive Management Involvement Some companies with good performance have their higher management attend safety meetings. The effect tend to show the management commitment to its Safety Policy. However, simply being interested is not enough. Before meeting is adjourned the following message is given: “I want that the project will be completed on time. I want the Project Manager, Engineers and Foremen to concentrate on production.” “Safety is very important. Our Goal is Zero Accident. I want the Safety Manager to concentrate on how the goal will be achieved.” “It is a very compelling message, BUT HOW COULD IT BE ACHIEVED?”

EHS Forum No Blame Accident Reporting Culture

What is the real message? What is the interpretation from the project management team?

“You can not stop work. Production is priority” What will go wrong?

EHS Forum No Blame Accident Reporting Culture

An accident happened  Safety investigated the accident and found out that the accident happened because the foreman required to complete a job in a hurry. He required worker to work without complete PPE. Worker is not trained to use a grinder. He is a laborer and not skilled.

Top Management read the report, and..  “Damn those accidents”. If another accident will happen, I will kick out the safety officer, the foreman and the worker”.

EHS Forum No Blame Accident Reporting Culture

After one week, another accident happened  However, this time the accident was not reported. The injured victim was brought to a hospital with out informing the Safety Officer/First Aider.

 The goal of Zero Accident was achieved and the project managers receive plaque of appreciation for “No Accident?”

How about in the future? A fatal incident could not be hidden!

EHS Forum No Blame Accident Reporting Culture

Why Do Accidents Happen? Management concentrates on  “Who were involved in the accident”,  not on “What cause the Accident, and  “How to prevent recurrence”

“Do this and Do that Method” Production is Priority above all (Safety is very Expensive to Implement)

EHS Forum No Blame Accident Reporting Culture

Let us go back to the question: Why The Initiatives Failed?  As a safety professional, it is easier to understand if we will know why the old concept of reporting affected most company’s safety performance.

 Let us start practicing bench marking. Benchmark a company’s organizational safety strategy.

EHS Forum No Blame Accident Reporting Culture

Parity  Companies should recognize the need for a safety parity (safety equal to and integrated with all key elements) of the company process.

 Successful companies consider safety to be long term investment, producing results of significant pay back through improved process effectiveness and reduce operational errors. This is a crucial foundation.

 When managers do not believe that safety expenditures produce positive return on investment, they will never provide the personal and financial support needed to elevate safety to a true operational equal.

EHS Forum No Blame Accident Reporting Culture

Process Improvement  When the construction process is examined, it becomes clear that management controls all vital functions including employees selection, process design, material design, work scheduling, environmental control and organizational culture.

 When accident occur, however, the conclusion is: “Damn those careless employees”.

 Audits of supervisors’ investigation reports often reveal that more than 40% typically cites “Employee carelessness” as the accident causes.

 Wrong! Employees sustain injuries. Accident belong to the system, and the system belongs to management.

EHS Forum No Blame Accident Reporting Culture

Continuous Improvement  Many companies set a goal based on accident frequency and severity (kill rates). This drives efforts to mediocrity. Incident rates are nothing more than measures of how bad a company can be and still be called good. Successful companies emphasizes continuous improvement to drive results toward zero defects.

 Instead focus on process improvement strategies. The approach eliminates tolerance of average performance and challenges ultimate excellence. Safety, like quality, is a journey, not destination. The key is being on the right road, heading on the right direction.

EHS Forum No Blame Accident Reporting Culture

When an accident happen, the following should be taken into consideration: 1. Uncover the immediate cause, why it happen and not who were the person/s involved.

2. Know the possible underlying causes. 3. Know where management fail without naming names. 4. Remember: “Do Not Concentrate on Who did it”.

Base your recommendations on corrective actions where the management systems failed!

EHS Forum No Blame Accident Reporting Culture Immediate Cause

1. Poor housekeeping

2. Improper use of tools, equipment, and facilities

Possible underlying causes

Management Failures (Inadequacy)

• Hazards not recognized

• Supervisory training and safety motivation

• Facilities inadequate

• Planning, layout

• Lack of skill and knowledge • Lack of proper procedures • Lack of motivation

• Employee training • Established operational procedures • Enforcement of proper procedures • Supervisory safety indoctrination • Employee training and safety

EHS Forum No Blame Accident Reporting Culture Immediate Cause 3. Unsafe or defective equipment of facilities

Possible underlying Management Failures causes (Inadequacy) • Not recognized as unsafe • Poor design or selection • Poor maintenance

• Supervisory safety indoctrination • Employee training and safety consciousness • Planning, layout, and design • Supervisory safety indoctrination • Equipment, material and tools • Maintenance and repair system

EHS Forum No Blame Accident Reporting Culture 4. Lack of • Inadequate awareness of instruction. hazards • Inadequate warnings involved.

• Supervisory safety indoctrination • Employee training and safety consciousness • Planning, layout, and design • Safety rules, measures and equipment • Operational procedures

5. Lack of proper tools, equipment and facilities

• Planning, layout, and design. • Supervisory safety indoctrination • Equipment, materials, and tools • Morale and discipline

• Need not recognized • Inadequate supply • Deliberate

EHS Forum No Blame Accident Reporting Culture 6. Lack of guards and safety equipment.

• Need not recognized. • Planning, layout, and design • Inadequate availability

• Safety rules, measures and equipment

• Deliberate

• Supervisory safety indoctrination • Employee safety consciousness • Equipment, materials, and tools • Operational procedures • Morale, discipline and laziness

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