Senior management initiatives

The application of behavioural techniques to improve the control of risks in normal emplo5unent have usually occurred as a result of a senior management initiative. It occurs as a dictate from on high and is imposed on the workforce. A t5qjical response from the workforce is three-fold ... 

In companies in which senior management has strong operating experience, the concepts behind PSM are more likely to be self-evident. Similarly, some senior managers may have an ongoing interest in process safety and be knowledgeable about CCPS initiative. In these cases you can limit your preliminary discussion of PSM principles to a brief summary. 

Goals set for PSM at the senior management level will tend to be very broad, as distinct from the far more specific objectives a PSM champion will establish as part of the planning process. These broad goals help define the company s position with regard to a PSM initiative and provide a focus for achieving consensus. 

Once your compands senior management is on board, your next priority is to define specific goals for the PSM initiative. This helps you determine what your finished product (i.e., the new PSM system) will look like and how it will work within your company. 

Just as you presented a preliminary plan at the outset of the PSM initiative, you may want to think in terms of a formal presentation to your company s management when the detailed plan is complete. Remember that senior management s buy-in will be essential to successful implementation so will the endorsement of line managers at the operating level, who will be directly affected by your plan. 

Conclusion. Summary of benefits derived to date and those anticipated. Formal acknowledgment of senior management s role in making the effort to date a success. Reiterate the team s commitment to seeing the initiative through completion of the installation. 

Senior managers must consider a whole range of issues before deciding whether to support a new initiative. You must think as broadly as possible about the benefits that could be generated by integration. You don t want to leave out the one benefit that would have persuaded a key manager. We have already covered improvements in efficiency and effectiveness. Other possible benefits are ... 

The stories of July Systems and Valista illustrate how severely domain restrictions can impact corporate ventures. Could a new business inside a large company ever have survived so many twists and turns Could it ever have strayed so far from the strategic concept that won it the initial blessing of senior management ... 

Are process improvement initiatives reviewed with senior management on a periodic basis ... 

An essential step in producing a credible Sustainability Report is to ensure that you have across-the-board support from senior management. This was not an issue at PotashCorp. The directive to publish a public document that reported on the Company s sustainable development initiatives had, in fact, come from senior management. 

The questionnaire may be utilized for analyses at different depths, from an initial quick self-assessment by senior management to an in-depth discussion of the different key areas in workshops and quahty circles. The results serve as a basis for planning improvement measures. 

Senior management (your senior leadership team) has taken ownership for the company s diversity and inclusion initiatives. 

At the start of the effort, senior leaders had to decide whether diversity was on the short list of corporate priorities going forward. The human resources group developed an updated business case for diversity and shared it with the senior management team. Based on much discussion and debate, the senior management team decided it was definitely on the short list of priorities, and they helped to shape the initial strategic framework for action. 

The board of directors and senior management lead the safety initiative and make clear by what they do that safety is a fundamental within the organization s culture. 

The key factor in safety and safety culture change is management leadership. The SMS must be initiated and supported by senior management as well as line and frontline management. Dr. Mark A. Friend (1997) says Only members of the management team can create or change the environment. (And it is, after all, their job to do so.) (p. 34). 

Upon completion of the initial review, the senior management should develop the company s strategy for implementing the quality program. 

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