Safety Management - A Multifaceted Approach

In todayÆs demanding business landscape continual change and technological advancement is a given. With these changes there is now, more than ever, a need to ensure sustainable growth in respect of value protection and value adding whilst meeting the pressures and expectations of the societies in which we operate. Traditionally the management of safety has been a very reactive activity in the business, in some cases seen as an irritation and a disruptive process that demands a focus on preventing reoccurrences. This in turn has focused the measurement of safety performance on a range of lagging indicators û æafter the effect managementÆ. Gaining and maintaining a licence to operate is crucial to a sustainable business but as a prerequisite, organisations need to have a demonstrable ability to manage the safety of their people, as well as mitigating the people risk associated with the business activity. A major focus in the last decade has been on the implementation of enterprise risk management programs, where risk becomes embedded in all business systems and processes and the organisationsÆ genetic make up is programmed to analyse and integrate risk management into all facets of the business activity. The management of safety should be no different. One school of thought argues that there are no new accidents, but rather our inability to learn from the past. Others believe that as long as we have an appetite to achieve the unachievable, we will have to continue to push the boundaries, our safety comfort zones and inevitably take risks. Single reliance on highly evolved technical systems, elaborate processes, highly skilled people, safe equipment and safe work environments have shown one thing û they are not sustainable in providing adequate coverage in the business. In analysing a range of factors associated with some of the worst catastrophes of the 20th century, it can be suggested that they were in fact predictable and inevitable and that an integrated approach underpinned by sound risk management systems could have determined a different result. The key to a sustainable approach in the management of safety requires us to look at a multitude of aspects that collectively allow the performance of an organisation to be predictable. To have certainty in the business activities it is necessary to have controls in place that will mitigate the risks normally associated with unwanted events. It is ensuring that human factors effectively contribute to monitoring the planned approach and being able to safely adjust to any variability. In essence this is having the ability to proactively plan for the longer term. The sentiments articulated by organisational leaders echo that safety management is good business. Surely then a good business is a sustainable business, and a sustainable business is one that provides lasting benefits to its stakeholders.