Supporting the Implementation of Safety Management Systems

The Behavioral Intervention Programme (BIP) which is often described as a Top-down to bottom-up approach (frontline employees).  A behaviour based safety approach promotes interventions that are people-focused and often incorporate one-to-one or group observations of employees performing routine work tasks, setting goals carefully and giving timely feedback on safety-related behaviour, coaching and mentoring. The initiatives have a proactive focus, encouraging individuals and their work groups to consider the potential for incident involvement, (accidents) and to assess their own behaviour as safe or unsafe always, no matter what.  

A BIP approach is one which:  

• Is based on solid principles about engaging, motivating, assisting, reinforcing, and sustaining safe behaviours. 
• We take care of a systematic approach, examining the motivation underlying behaviours, in order to increase safe behaviour. 
• Is an ongoing effort; not ‘once-off’ provisions, but a new way of working that the safety leader must continually promote for sustainable, positive results.  
• Takes time to achieve; however, results can be observed immediately due to the nature of measurement involved. 

• Emphasises increasing safe behaviours rather than focusing on length of time without injury. BIP programmes do not depend solely on ‘lagging indicators’ (after the fact), and instead shift the focus to ‘leading indicators’ (preventative). 

Accident, incident and near-miss reporting is a crucial part of any effective EHS programme to identify trends, establish root causes and prevent recurrence. Management of accident, incident and near miss reporting is a statutory requirement but also acts as a learning tool to help prevent similar accidents occurring in the future. We support in implementing an effective reporting procedure and creating the documents that can be used for reporting these occurrences in analytical form.

Accident Investigation & Root Cause Analysis is determining the factors that have caused an accident in the workplace is crucial in preventing similar accidents in the future. 

To make effective Incident Reporting and Investigation System will start from reporting and recordkeeping of “AT Risk Behaviour and Near Miss” by/at all level of personnel. 

A contractor safety management (CSM) system is a collection of integrated management processes that is used to control the risks associated with contractor management on an ongoing, real-time basis. 

A strong contractor safety program—one that prequalifies contractors before they are hired and monitors and manages ongoing safety performance—can ensure that contractors are adequately equipped to mitigate hazards. This can help to prevent worker injuries, protect corporate reputation, support compliance with government regulations, and avoid hefty fines associated with violations. 

Contractor’s safety management begins from selection of contractors to the completion of work and completion of contract including evaluation. The process of contractor’s safety management can be divided into following steps:

• Contractors Selection and exemption from CSM site standard
• On-site training and competency certification before commencement of work
• Execution and completion of contractual work
• Post-job evaluation /annual review of Contractors performance
• Actions after evaluation of Contractors performance

The design and production of Engineering processes is inherently hazardous, which is why high hazards process safety is of paramount importance for any industry. With the growing numbers of industries in India, various impacts on environment and health in relation to the workplace has increased. Therefore, understanding the hazardous process is crucial in the development of effective control measures. Hazard Identification, Risk Assessment, and Control measures (HIRAC) acts as an effective tool of Occupational Health and Safety Assessment. 

The risk containment study is to identify all the possible hazards at various units, to conduct a risk assessment, to calculate the risk rating based on the risk matrix, and to compare the risk rating before and after the control measures. The hazards, which will have high-risk rating are required to reduce to a level considered As Low as Reasonably Practicable (ALARP) by specific control measures for specific processes. 

CORE-EHS are undertaking Risk classification exercise for all activities considering existing control procedures, past major incidents in steel industry globally and segregate into High-Risk, Medium Risk and Low Risk. Risk assessment will be done for High-Risk processes using appropriate tools, software & Risk Assessment Techniques.

The existing safety management systems and standards shall be thoroughly analysed, reviewed and proposed to be upgraded to world class standards currently in practice at globally renowned plants/ organizations.  

Once the gaps are known, the same shall be filled up and even further upgraded. This shall be done for at least ten new high risk standards along with Standard Operating Procedures, Work Instructions, Responsibility centers, Accountable personnel with appropriate formats for records.  

Develop audit procedures, questionnaires in line with world’s best safety standards, particularly practiced by world’s best Plants/Companies. The plant shall be assisted suitably for implementation in other areas.  

Supplied IT Tools shall be integrated to the existing IT tools & SAP platform. 

Safety initiatives are required to be based on the principles of Anticipation, Identification, Evaluation and exercising controls over the foreseeable risks. The present advanced industrial technology incorporating computerized processes, instrumentation, automation and controls requires equally matching operational and safety excellence at all subsequent steps.  

Safety Cultural Transformation requires building strong foundation and systems, enhancing visible leadership commitment, building necessary safety structure, development / upgradation of requisite safety management systems and processes and imparting extensive safety best practice training. To meet these requirements, an Integrated Organizational Structure for Safety Management shall be proposed which will help in effective implementation and governance of various safety initiatives and programmes. 

Any vital and extra-important decisions taken at the Apex level shall trickle down to the executing agencies with no delays and the same shall attain priority in execution. 

A successful Capability Development Program requires conviction, commitment, and confidence of the leadership in inculcating a culture of learning to become a sustainable initiative.  A well designed Capability Development program, when leveraged fully and made integral to the DNA of an organization leads to: 

• creating a culture of continuous learning
• enabling agility with market-ready skill sets 
• reducing time and cost of work management  
• ensuring an engaged workforce

While such programs may vary in their construct from organization to organization, a top-down approach is a pre-requisite for all, and bottom-up approach will automatically established. A successful Capability Development Program requires conviction, commitment, and confidence of the leadership in inculcating a culture of learning to become a sustainable initiative.   

Road Safety Management (RSM) can be briefly defined as the tasks of preparing and implementing road safety policies, engineering control through artificial intelligence. Many studies have been carried out on RSM, trying to identify success factors and reference best practice examples, but the complexity of the subject and the difficulty of quantitative data collection make it difficult a clear and comprehensive understanding. It’s variable depending upon the type of industry or plant. 

Such as every workplace will have risks that are specific to the location, the type of work, the people employed, the vehicles used and the way things are done. The issue of industrial transport in the workplace site are mostly associated with heavy vehicle Vs light vehicle. In any case, a well-designed and maintained workplace will make transport accidents less likely. In every work activities involving vehicles there are common aspects to consider. These include: arrival and departure; travel within the workplace; loading, unloading and securing loads; sheeting; coupling; and vehicle maintenance work. 

Process Safety Management is the application of management principles and systems to the identification, understanding, and control of process hazards to protect employees, facility assets and the environment.  

PSM refers to a set of inter-related approaches to manage the integrity of hazards associated with industries and is intended to reduce the frequency and severity of incidents resulting from releases of chemicals and other energy sources. These standards are composed of organizational and operational procedures, design guidance, audit programs, and a host of other methods. 

PSM begins at the inception of an idea & continues through various stages of development, use & finally removal of the equipment from management process. PSM drives rigour and discipline into an operating organization. An effective PSM framework will also address smaller incidents including those not associated with loss of containment. 

Formulating an Action Plan Post-Contract Finalization

• Conducting a complete EHS audit and gap identification study before starting work.
• Reviewing existing specific EHS documents.
• Selecting and deploying EHS manpower.
• Developing and designing required site HSE SOP, method statement, plan, and checklists.
• Providing advisory support to meet OHS compliance and minimize incident rates.
• Reducing hidden costs through effective OHS management and enforcement on-site.

Quarterly Expert Site Visits from HQ

Holding coordination meetings with various disciplines and submitting MOM for:

• Internal Coordination Meeting
• Contractor’s EHS Meeting
• Management Meeting

Project Management and Training Support

• Ensuring HSE requirements with the Project Management Team (1 Project Manager, 1 Project Coordinator).
• Developing a comprehensive plan based on gap assessment recommendations for safe implementation.
• Conducting quarterly capability and competency surveys for deployed representatives.
• Providing trade-specific certification training (e.g., scaffolding, rigging) to handle multiple activities.

Additional support

• Technology Assistance in the form of reporting tools and monitoring
• Technical Assistance from the Corporate HSE Team
• Management and Administration Supports