The Champion

Safety and Sustainablility Top 15

Contributed by DNV

1. Leadership
Good leadership is essential for the effective operation of any organization.
Good leadership begins with defining the organization’s expectations (purpose,
vision, values, goals and policies), aligning these with the expectations of other
stakeholders and developing a strategy for achieving these expectations. Leaders
are responsible for defining the core business of the organization and identifying
the major business risks. Leaders must also demonstrate commitment to
improvement through practical leadership by “walking the talk”.

2. Planning and Administration
Effective planning and follow-up ensures that business goals are achieved on
time, to the desired quality, and on budget. Strategic plans and shorter term
business plans detail the individual responsibilities and resources to deliver
leadership expectations. Efficient documentation and record systems help ensure
excellent business processes and capture organizational knowledge.

3. Risk Evaluation
The first duty of managers is to effectively manage risk. Risk management
begins with the identification and evaluation of occupational health,
occupational safety, process safety, security and environmental risks. Employees
must have a good awareness of risk at all times and access to the necessary
information on hazards. A team approach to process and task risk evaluation will
drive a strong risk culture in the organization.

4. Human Resources
People and the knowledge they possess are the most important assets in many
organizations. Good Human Resource systems ensure these assets are managed
effectively, from recruitment through to leaving the organization. Systems for
recognition, discipline and regular performance reviews guide the development
of individuals. Organizational change is a constant in the modern workplace
which should be controlled with an effective change management process.
This includes having mechanisms for effectively retaining critical skills and

5. Compliance Assurance
Society expects ever higher standards of health, safety and environmental
performance, which is reflected in a growing body of regulations that must
be complied with. Every organization needs a system to identify relevant
regulations, codes and standards, and assess their impact on the business.
Information security is important to ensure compliance with internal and
external standards. Societal expectations also demand high standards of
stewardship throughout the product lifecycle from design to disposal.

6. Project Management
Projects are unique activities with a beginning and an end. Their unique
character introduces risks into the workplace and requires careful planning to
ensure risks are controlled and that projects are completed on time, on budget
and to the desired quality. Formal accountabilities should be defined for each
project. Project plans define the goals, responsibilities, resources and risks
throughout the project lifecycle. Effective execution and control ensures changes
are managed, work is completed correctly and stakeholder expectations are met.
Post project review ensures lessons are learned for future projects.

7. Training and Competence
Personnel must have the necessary competence to execute their jobs effectively.
An effective training system is important in order to identify and deliver the
training necessary to ensure individual competence. Training should only
be performed to fill an identified need, based on an analysis of existing
competence, role requirements, training objectives and employee aspirations.
Training should be delivered by competent instructors using appropriate
communication techniques and resources. Effective orientation/inductions are
important for leaders and employees to ensure they are not at risk when they
start in a new position.

8. Communication and Promotion
Good communication is essential for effective management of change. In an
ever changing workplace effective communication is critical both to inform and
motivate personnel. Good communication is more than telling – it should be an
interactive process of “giving and getting understanding”. Promotion campaigns
and varied communication channels should be used to promote HSEQ
improvement in a fresh and interesting way. Management and group meetings
should be focused on key HSEQ issues and coordinated to ensure important
information is filtered up and cascaded down effectively. Exceptional group
and individual performance should be identified and widely communicated to
reinforce correct behaviors.

9. Risk Control
Once occupational health, occupational safety, process safety, security and
environmental risks have been identified, a hierarchy of controls should be in
place to manage the risks. Engineering/design controls are the first choice to
eliminate risks where possible. Administrative controls including procedures,
rules, work permits and warning signs are the next choice to mitigate risk.
Personal and environmental protective equipment are the last line of defense.
Materials and products should be effectively identified, labeled, stored and
inspected to ensure quality is controlled. Controls should be in place to ensure
processes perform within critical parameters. The control of process hazards
should be demonstrated to stakeholders through the use of Major Hazard

10. Asset Management
Asset Management is the maintenance of physical assets in the workplace to
ensure acceptably low risk for optimum operability and cost. The maintenance
program describes the maintenance regime for each asset in the asset register.
Maintenance and operations personnel must coordinate activities to plan and
execute the management program. Inspections of appropriate areas ensure
the general condition of assets is maintained. An effective engineering change
management process is essential to ensure risks are managed when new assets
are introduced. Risk assessments must be conducted when assets are acquired or

11. Contractor Management and Purchasing
In their drive for efficiency, organizations are increasingly making use of
contractors, outsourcing and temporary employees. A major challenge associated
with this trend is how to ensure contractors comply with the organization’s
safety and environmental standards, when contractor personnel are managed by
others. Effective contractor management requires a rigorous selection process,
clear definition of responsibilities, competence checks, adequate supervision
and careful monitoring of performance. Excellent communication is required to
ensure effective coordination with company personnel and processes. Effective
purchasing and supply chain management ensures materials and equipment are
sourced on time, of the desired quality and at the optimum cost.

12. Emergency Preparedness
Not all accidents can be prevented. Effective emergency preparedness means
planning and practicing in advance so that, in the event of an emergency, the
harm to people, the environment and to the business is minimized. Firstly,
potential emergencies should be identified and categorized. Plans should
then be developed to respond to these emergencies. Systems for emergency
communication should be established and technical systems, for example, for
fire protection and emergency power, should be put in place. Emergency teams
of experienced personnel should be established to execute the emergency plans
and their competence should be assured through regular drills and exercises.
Finally, adequate first aid and medical support should be available if required.

13. Learning from Events
Learning from events is critical to drive continual improvement in safety,
environmental and business performance. An effective Learning from Events
system transforms undesired events into improvement opportunities. Managers
should strive to create a “no blame” culture in the organization to foster high
levels of event reporting. Personnel should be particularly encouraged to report
near misses which offer the greatest number of learning opportunities. All
events should be risk assessed and investigated appropriately, involving both
managers and front line personnel. Investigations must uncover the basic causes
of events before determining the necessary corrective and preventive actions.
Actions must be tracked to completion and the results communicated to all
necessary stakeholders.

14. Risk Monitoring
Risk monitoring is essential to provide assurance to managers and other
stakeholders that all risks are effectively controlled. Risk Monitoring builds on
Risk Evaluation (Process 3) and Risk Control (Process 9) to complete the risk
management continual improvement loop. Effective monitoring should identify
where risk controls are inadequate and initiate the necessary improvement
actions. Customer satisfaction and employee perception surveys monitor
the perceptions of key stakeholders. Behavioral observation is important to
reinforce desired safety, environmental and quality behaviors in the workforce.

15. Results and Review
To survive and prosper a business must achieve good results. Business results
are measured simply by comparing actual performance against the safety,
environmental and business goals set by the leadership team (Process 1). The
challenge for business leaders is to direct business and work processes both
to manage risks and achieve good business results. Sustained or continually
improving performance can be demonstrated by preparing trends of business
results. Performance benchmarking may be undertaken by those organizations
who wish to compare themselves with industry leaders or world class. The
management system is the leadership team’s primary tool to manage risks and
drive improvement. Formal management reviews are necessary to evaluate the
performance of the management system, identify improvement actions and
feedback into the strategy and planning process. Corporate Social Responsibility
demands that businesses report their social, environmental and economic
performance to all relevant stakeholders (identified in Process 1).

These processes are the ISRS (International Safety Rating System) process. ISRS
describes best practice in safety and sustainability management. In addition,
ISRS eighth edition includes the requirements for the below-mentioned
international standards which make it an effective tool to guide organizations in
improving their systems to meet certification requirements.

• OHSAS 18001:2007 – Health and Safety Management
• ISO 14001:2004 – Environmental Management
• ISO 9001:2008 – Quality Management
• Global Reporting Initiative 2006 – Sustainability Reporting
• PAS 55:2004 – Asset Management
• OSHA 1910.119 – Process Safety Management
• Seveso II Directive – 96/82/EC – Process Safety Management.

If you are interested in ISRS or any individual standard listed
above, call today 1-877-368-3530.DNV Business Assurance
1-877-368-3530 | |
Processes your organization will not just live by, but THRIVE by!

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Upcoming SafetyFestMT 
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