Safety management systems report

The information derived from reports of transportation incidents provides an excellent outcome measurement of the performance of a company s transportation safety management program. Information about the causes of transportation incidents not only provides the basis for proper corrective actions, but also provides useful lessons for the future, which can lead to improvements in the transportation safety management system. 

There are some considerations that are supra to the individual elements in safety management systems. 1 have concluded that most safety, health, and environmental management system audits, intended to measure the quahty of hazards management in place, are deficient in purpose and content. 1 include in that observation the guidehnes used for the audits 1 drafted for individual client needs, the many audit reports 1 reviewed, and a study of several audit systems. 

Hazards noted, physical or operational, are to be viewed as being representative of possible deficiencies in management systems. A management that wants to achieve a change in culture is best served if the deficiencies noted and the proposals made in audit reports for improvement principally effect safety management systems. 

Gallagher, C. (1997) Health and Safety Management Systems An Analysis of System Effectiveness. A Report to the National Occupational Health and Safety Commission National Key Centre in Industrial Relations. 

The regulatory principles developed on the NCS are in line with the recommendations in the Lord Cullen report after the Piper Alpha disaster. Cullen largely abandoned any faith in the abihty of the law, even in the form of more adaptable secondary legislation. Instead, the report placed more responsibility on means as a Quantified Risk Assessment to speak to the industry in a language that it could understand and to shift the role of the regulator fiwm one of physical inspection to one of reviewing the safety management system of the operator (Paterson, 2007, p. 58). 

Thomas, M. J. W. 2012. A Systematic Review of the Effectiveness of Safety Management Systems. Australian Transport Safety Bureau Final Report. Dec. http //vww.atsb.gov. au/publications/2012/xr-2011-002.aspx. 

The institution recognizes the critical dependence of a safety management system on the trust of the workforce, particularly in regard to reporting systems. (A safe culture—that is, an informed culture—is the product of a reporting culture that, in turn, can only arise from a just culture.)... 

PureSafety has announced the release of its Learning and Safety Management System 6.1, which includes a range of observation, prevention and training tools unprecedented in the industry. Users can report unsafe conditions and near-miss incidents, even anonymously, within their organization, which can then be tracked, researched and corrected immediately - before an incident occurs. Visit PureSafety at www.puresafety. com/ims for more information. Circle 308... 

And then there is the 374 page Baker Report , which is officially entitled The Report of the BP U.S. Refineries Independerrt Safety Review Panel which was published in Jantrary 2007 [17]. A blue ribbon corrrrruttee was chartered to make a thorough, independent, and creditable assessmerrt of BP s safety culture, safety management systems, and corporate oversight at its five refineries US refineries. 

Just five months into the BP refinery investigation, the CSB issued an urgent safety recommendation to the BP Global Executive Board of Directors. The Directors were instmcted to commission an independent panel to assess and to report on the effectiveness of BP North America s corporate oversight of safety management systems at its refineries. BP was also strongly urged to conduct a comprehensive evaluation of BP s corporate safety culture. 

As recommended the BP Board of Directors established and funded an independent safety review panel in August 2005. This blue ribbon panel was chaired by former Secretary of State James A. Baker, 11. The mission was to review the BP s corporate safety culture, safety management systems, and corporate safety oversight at all five US North American refineries. The report, published in 2007, was officially named The Report of the BP US Refineries Independent Safety Review Panel, however it is commonly called the Baker Report. ... 

Communication processes are to be established that inform about the implementation plan for occupational health and safety management systems, encourage prompt reporting of hazards, risks, and injuries, and identify and remove barriers to good communication. 

When the safety director analyzed the results, he found that the same shortcomings in the safety management system were recorded, largely, by all levels of employment. And there were many shortcomings. However, most important, some of the staff members reporting directly to the senior executive who authorized the survey indicated that, for the department as a whole, safety was not a high-level value. 

The Baker Report continued with these slightly modified excerpts from the advisory column for Section 7.0. Where we have inserted [safety management system] here, the actual designation in Section 7.0 is OHSMS. 

A Management Review is to result in a documentation of the action items necessary to achieve continual improvement in occupational health and safety management systems, the assignment of responsibility for the actions to be taken, completion dates, and requirements for periodic reporting on progress made. One test of the organization s safety culture is whether resources are made available to achieve the improvements decided upon. 

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