The document discusses Maersk's efforts to improve safety culture and reduce human errors. It describes how Maersk has focused on equipment and policies, but human factors are now the main area of focus. Maersk is working to establish a "just culture" with zero tolerance for routine safety violations. One initiative is to better understand differences in safety attitudes across cultures to tailor training programs. The goal is to continuously strengthen the safety framework and drive safe behaviors and actions.
10 Must-Haves For Motorcycle Riders | DucachicaDucaChica
Riding a motorcycle is fun, cheap, and above all, it gives you this amazing feeling of freedom. “Always put safety first”, a friend of mine once told me. Safety IS indeed the number 1 priority when riding a motorcycle. Fortunately enough, there are plenty of safety gear and accessories available to you.
10 Must-Haves For Motorcycle Riders | DucachicaDucaChica
Riding a motorcycle is fun, cheap, and above all, it gives you this amazing feeling of freedom. “Always put safety first”, a friend of mine once told me. Safety IS indeed the number 1 priority when riding a motorcycle. Fortunately enough, there are plenty of safety gear and accessories available to you.
"The Health & Safety at Work Act 1974, the basis of health & safety law in this country, sets out employer’s duties to its employees and members of the general public and the duties that employees have to themselves and each other. Remember that the law states that a motor vehicle is a place of work. The Road Safety Bill contains a number of measures aimed at helping to improve safety on the roads of Great Britain and to help achieve targets for the reduction of casualty frequency and in particular revisions to the law relative to the use of mobile phones which is covered under the “Drivers” section of this document. A general introduction has been produced explaining how the new offence of corporate manslaughter/homicide works and where it will apply. It is intended to provide fundamental information to employers, senior managers and others seeking an overview of the new legislation.
"
A Brief Look at Safety Management Systems in AviationTilak Ramaprakash
Air transportation receives about 9.4 million passengers every day. With substantial traffic, the aviation sector is subject to unpredictable circumstances like bad weather conditions, terrorism, mechanical faults, and unsafe flying zones.
Safety Management System1SMS-1Jeffrey D Carpenter, CSP.docxrtodd599
Safety Management System
1
SMS-1
Jeffrey D Carpenter, CSP
Columbia Southern University
The International Air Transport Association defines a Safety Management System (SMS) as being a systematic approach to managing safety, including the necessary organizational structures, accountabilities, policies and procedures.
Another definition of an SMS is a businesslike approach to safety. It is a systematic, explicit and comprehensive process for managing safety risks. As with all management systems, a safety management system provides for goal setting, planning, and measuring performance.
1
SMS-2
2
This is a risk based approach to the safety management throughout the organization
Safety Management System
Definitions of a Safety management system
An SMS provides a systematic way to identify hazards and control risks while maintaining assurance that these risk controls are effective.
Setting up your safety management system
You can read our setting up your SMS and our SMS for aviation guide which is a resource kit that will help you prepare and implement your plan. It'll need to include a detailed guide about how you're going to set up your SMS. Your safety management system will grow and improve and will be a living document.
How do I educate my staff?
You and your staff will need safety management system training and to review online resources. It can be useful to collect documents and resources for an SMS library within your organization.
2
SMS-3
3
Safety Management System
A Safety Management System is not:
Rocket Science
Magic
Safety Management System
An SMS is not “rocket science” or “magic.”
There are three imperatives for adopting a safety management system for a business – these are ethical, legal and financial. You can also educate your staff through internal and external safety training and communication. This could include providing SMS information in your organization's safety bulletins, newsletters and or through promotional posters or by holding meetings and workshops with external providers.
3
SMS-4
4
KISS method of a SMS
Four key elements:
Safety Assurance
Safety Policy
Risk Management
Safety Promotion
KISS METHODS FOR SMS
To be effective an SMS needs the following four key elements:
Safety Policy
Risk Management
Safety Assurance
Safety Promotion
4
SMS-5
5
The Four SMS Components
Safety Assurance
Involves the evaluation of the continued implementations and effectiveness of the risk control procedures which supports both existing and future hazards.
Safety Policy
This is established by the senior management to help in improving the safety standards, while defining methods, organizations and the structure required in delivering the safety standards and goals.
Safety Promotion
Safety promotions include the activities such as safety, building a positive culture and having the designated areas which are used in safety education.
Safety Risk
Management
Determines the
need for and
.
The Port Security Plan - Management of Tasks and Responsibilities.docxoreo10
The Port Security Plan - Management of Tasks and Responsibilities
Our week three lesson will explore the maritime port security environment and the resultant security demands inherently placed on the port security management team. More specifically, the security management team is charged with the responsibility for ensuring all port security elements are successfully planned, developed, and executed in order to execute vital security tasks and responsibilities associated with a safe and secure maritime port.
No doubt the security management team is one of the most important components when trying to protect against terrorists, criminal activities, and other commercial, industrial and natural disasters that can impact a maritime port. Further, failure to properly assess, plan and execute the fundamental port security tasks and responsibilities required would be disastrous to port security operations in general. As a result, the focus for lesson three will identify and assess key policy and procedures necessary for successfully executing maritime security management operations. Moreover, the importance in building a solid port security posture must start right at the top of the organization, to include the port security leadership staff and the guard force.
As many already know, it all starts at the top. Poor leadership will result in poor decisions and substandard performance from the staff, which will ultimately flow down and impact the entire security workforce. An inept and incompetent security staff will thoroughly corrupt the ability of the organization to adequately guard and protect the port as a whole. Poor leadership will cripple a port, and potentially jeopardize the national security of the U.S. Also, inexperienced and poorly trained managers will set the stage for major security gaps in the port to emerge rapidly, leading to possible exploitation of these gaps by nefarious individuals…who likely have designs centered on terrorism or criminal acts. This is further complicated by the fact that all U.S port’s security funding for current and future budget years will be substantially cut. Understanding this, it is essential that the port security teams have continuous education and skills training to maintain force competencies.
Just as important, the security team must be knowledgeable of the critical organizational components within the port that tie into port security. Christopher identified these components as the communication systems and information sharing capability; building and maintaining a qualified professional staff; conducting basic and advance security training; fostering teamwork, camaraderie, and mission planning. Parallel to these operational components, it is also important that the port security team effectively respond to and interface effectively with incident management systems, attention to communications interoperability, public/media relations, written plans, policies, procedures, and la ...
The aviation system is a complex and interrelated network with concern on the airline operations safety. Safety in aviation involves airport conditions, aircraft maintenance, communication with the system operators and route information which aims at avoiding airline hazards on and off flights (Cushing, 1997). The Federal Aviation Regulations is a set of guidelines that are set for airline operations to be safe, enhancing effective air traffic control, effective airline safety measures among other safety procedures. There are also other aviation authorities that monitor commercial and general aviation to improve safety. The industry also depends on statistical research which justifies changes and improvements of the safety features of airlines. Safety in aviation also depends on external factors such as economic and political environments for effective safety measures and therefore the aerospace industry works in alliances and partnerships with other companies and the military aviation for a safe civil aviation practice (Cushing, 1997). Costs of operations, liability insurance covers, meteorological conditions and human errors which are safety related factors in commercial aviation are evaluated and used to develop safe and comfortable aviation practices in commercial aviation. In this paper, the safety guidelines in commercial aviation and the relevant authorities that monitor aviation safety are the significant concern especially in commercial airline companies.
The aviation system is a complex and interrelated network with concern on the airline operations safety. Safety in aviation involves airport conditions, aircraft maintenance, communication with the system operators and route information which aims at avoiding airline hazards on and off flights (Cushing, 1997). The Federal Aviation Regulations is a set of guidelines that are set for airline operations to be safe, enhancing effective air traffic control, effective airline safety measures among other safety procedures. There are also other aviation authorities that monitor commercial and general aviation to improve safety. The industry also depends on statistical research which justifies changes and improvements of the safety features of airlines. Safety in aviation also depends on external factors such as economic and political environments for effective safety measures and therefore the aerospace industry works in alliances and partnerships with other companies and the military aviation for a safe civil aviation practice (Cushing, 1997). Costs of operations, liability insurance covers, meteorological conditions and human errors which are safety related factors in commercial aviation are evaluated and used to develop safe and comfortable aviation practices in commercial aviation. In this paper, the safety guidelines in commercial aviation and the relevant authorities that monitor aviation safety are the significant concern especially in commercial airline companies.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
MFC )UPNEWS & INFORMATIONFind more productsupplier info.docxARIV4
MFC )UP
NEWS & INFORMATION
Find more product/supplier information at ••on
Ffenton
Manufacturing &
Supply Chain Group
www.pentonmsc.com
Courtesy of:
EHS Today
www.EHSToday.com
CULTIVATING A
CULTURE OF SAFETY
Establishing a culture of safety is not as simple as creating new workplace
rules. It involves a new way of thinking about fatality and injury prevention.
By Grover Hardin
T
o build a thriving safety culture, companies need to focus
on both the procedures and processes that guide their
operations, as well as the attitudes and behaviors of every
employee.
It's not as simple as creating new workplace rules. It involves
a new way of thinking about fatality and injury prevention.
Because many EHS professionals now are expected to man-
age a multitude of responsibilities - often without the necessary
bandwidth or support staff- safety needs to become everyone's
responsibility. Safe behaviors should be modeled at every level of
employment - from the C Suite to the shop floor - across all func-
tions, from manufacturing to sales to the back office.
By promoting accountability in every aspect of a business,
companies can foster mutual respect, commitment, collaboration
and open dialogue among employees of all levels. These are the
hallmarks of a safety culture.
It's not enough to simply describe safety as a priority - be-
cause priorities often change. Companies need to make safety a
core value, knowing that a safe and healthy workforce translates
to a healthy bottom line.
No One-Size-Fits-All Approach
The foundation of a robust safety culture is a cohesive envi-
ronmental, health and safety management system.
An effective EHS-management system outlines the neces-
sary regulatory requirements and standards for safe workplace
operations, while allowing room for customization. At Kim-
berly-Clark Professional (KCP), we recognize that each of our
mills has a distinctive workplace culture, which is why our approach
to safety is not one-size-fits-all.
For example, our mill in Corinth, Miss., which manufactures
WypAU-brand utility wipers, employs 135 people along with another
30 to 50 contracted employees who provide services for our mill.
Every employee is bound by our mill's safety policy and "Eatal 10"
safety rules, which are unique to our mill but consistent with similar
tools used at other KCP facilities.
The "Fatal 10" defines the actions that all employees should
not take, as violating them could result in an injury or a loss of life.
While adhering to the requirements and standards of our company's
overall EHS-management system, these actions are reflective of the
distinct risk areas identified as most critical for our mill.
The mill in Corinth has achieved excellent safety outcomes, in-
cluding eight Crystal Eagle awards. The award recognizes mills that
have achieved a full year without a reportable injury.
However, this success did not come easily. It was the result of a
continuing focus on refining and improving our appro ...
"The Health & Safety at Work Act 1974, the basis of health & safety law in this country, sets out employer’s duties to its employees and members of the general public and the duties that employees have to themselves and each other. Remember that the law states that a motor vehicle is a place of work. The Road Safety Bill contains a number of measures aimed at helping to improve safety on the roads of Great Britain and to help achieve targets for the reduction of casualty frequency and in particular revisions to the law relative to the use of mobile phones which is covered under the “Drivers” section of this document. A general introduction has been produced explaining how the new offence of corporate manslaughter/homicide works and where it will apply. It is intended to provide fundamental information to employers, senior managers and others seeking an overview of the new legislation.
"
A Brief Look at Safety Management Systems in AviationTilak Ramaprakash
Air transportation receives about 9.4 million passengers every day. With substantial traffic, the aviation sector is subject to unpredictable circumstances like bad weather conditions, terrorism, mechanical faults, and unsafe flying zones.
Safety Management System1SMS-1Jeffrey D Carpenter, CSP.docxrtodd599
Safety Management System
1
SMS-1
Jeffrey D Carpenter, CSP
Columbia Southern University
The International Air Transport Association defines a Safety Management System (SMS) as being a systematic approach to managing safety, including the necessary organizational structures, accountabilities, policies and procedures.
Another definition of an SMS is a businesslike approach to safety. It is a systematic, explicit and comprehensive process for managing safety risks. As with all management systems, a safety management system provides for goal setting, planning, and measuring performance.
1
SMS-2
2
This is a risk based approach to the safety management throughout the organization
Safety Management System
Definitions of a Safety management system
An SMS provides a systematic way to identify hazards and control risks while maintaining assurance that these risk controls are effective.
Setting up your safety management system
You can read our setting up your SMS and our SMS for aviation guide which is a resource kit that will help you prepare and implement your plan. It'll need to include a detailed guide about how you're going to set up your SMS. Your safety management system will grow and improve and will be a living document.
How do I educate my staff?
You and your staff will need safety management system training and to review online resources. It can be useful to collect documents and resources for an SMS library within your organization.
2
SMS-3
3
Safety Management System
A Safety Management System is not:
Rocket Science
Magic
Safety Management System
An SMS is not “rocket science” or “magic.”
There are three imperatives for adopting a safety management system for a business – these are ethical, legal and financial. You can also educate your staff through internal and external safety training and communication. This could include providing SMS information in your organization's safety bulletins, newsletters and or through promotional posters or by holding meetings and workshops with external providers.
3
SMS-4
4
KISS method of a SMS
Four key elements:
Safety Assurance
Safety Policy
Risk Management
Safety Promotion
KISS METHODS FOR SMS
To be effective an SMS needs the following four key elements:
Safety Policy
Risk Management
Safety Assurance
Safety Promotion
4
SMS-5
5
The Four SMS Components
Safety Assurance
Involves the evaluation of the continued implementations and effectiveness of the risk control procedures which supports both existing and future hazards.
Safety Policy
This is established by the senior management to help in improving the safety standards, while defining methods, organizations and the structure required in delivering the safety standards and goals.
Safety Promotion
Safety promotions include the activities such as safety, building a positive culture and having the designated areas which are used in safety education.
Safety Risk
Management
Determines the
need for and
.
The Port Security Plan - Management of Tasks and Responsibilities.docxoreo10
The Port Security Plan - Management of Tasks and Responsibilities
Our week three lesson will explore the maritime port security environment and the resultant security demands inherently placed on the port security management team. More specifically, the security management team is charged with the responsibility for ensuring all port security elements are successfully planned, developed, and executed in order to execute vital security tasks and responsibilities associated with a safe and secure maritime port.
No doubt the security management team is one of the most important components when trying to protect against terrorists, criminal activities, and other commercial, industrial and natural disasters that can impact a maritime port. Further, failure to properly assess, plan and execute the fundamental port security tasks and responsibilities required would be disastrous to port security operations in general. As a result, the focus for lesson three will identify and assess key policy and procedures necessary for successfully executing maritime security management operations. Moreover, the importance in building a solid port security posture must start right at the top of the organization, to include the port security leadership staff and the guard force.
As many already know, it all starts at the top. Poor leadership will result in poor decisions and substandard performance from the staff, which will ultimately flow down and impact the entire security workforce. An inept and incompetent security staff will thoroughly corrupt the ability of the organization to adequately guard and protect the port as a whole. Poor leadership will cripple a port, and potentially jeopardize the national security of the U.S. Also, inexperienced and poorly trained managers will set the stage for major security gaps in the port to emerge rapidly, leading to possible exploitation of these gaps by nefarious individuals…who likely have designs centered on terrorism or criminal acts. This is further complicated by the fact that all U.S port’s security funding for current and future budget years will be substantially cut. Understanding this, it is essential that the port security teams have continuous education and skills training to maintain force competencies.
Just as important, the security team must be knowledgeable of the critical organizational components within the port that tie into port security. Christopher identified these components as the communication systems and information sharing capability; building and maintaining a qualified professional staff; conducting basic and advance security training; fostering teamwork, camaraderie, and mission planning. Parallel to these operational components, it is also important that the port security team effectively respond to and interface effectively with incident management systems, attention to communications interoperability, public/media relations, written plans, policies, procedures, and la ...
The aviation system is a complex and interrelated network with concern on the airline operations safety. Safety in aviation involves airport conditions, aircraft maintenance, communication with the system operators and route information which aims at avoiding airline hazards on and off flights (Cushing, 1997). The Federal Aviation Regulations is a set of guidelines that are set for airline operations to be safe, enhancing effective air traffic control, effective airline safety measures among other safety procedures. There are also other aviation authorities that monitor commercial and general aviation to improve safety. The industry also depends on statistical research which justifies changes and improvements of the safety features of airlines. Safety in aviation also depends on external factors such as economic and political environments for effective safety measures and therefore the aerospace industry works in alliances and partnerships with other companies and the military aviation for a safe civil aviation practice (Cushing, 1997). Costs of operations, liability insurance covers, meteorological conditions and human errors which are safety related factors in commercial aviation are evaluated and used to develop safe and comfortable aviation practices in commercial aviation. In this paper, the safety guidelines in commercial aviation and the relevant authorities that monitor aviation safety are the significant concern especially in commercial airline companies.
The aviation system is a complex and interrelated network with concern on the airline operations safety. Safety in aviation involves airport conditions, aircraft maintenance, communication with the system operators and route information which aims at avoiding airline hazards on and off flights (Cushing, 1997). The Federal Aviation Regulations is a set of guidelines that are set for airline operations to be safe, enhancing effective air traffic control, effective airline safety measures among other safety procedures. There are also other aviation authorities that monitor commercial and general aviation to improve safety. The industry also depends on statistical research which justifies changes and improvements of the safety features of airlines. Safety in aviation also depends on external factors such as economic and political environments for effective safety measures and therefore the aerospace industry works in alliances and partnerships with other companies and the military aviation for a safe civil aviation practice (Cushing, 1997). Costs of operations, liability insurance covers, meteorological conditions and human errors which are safety related factors in commercial aviation are evaluated and used to develop safe and comfortable aviation practices in commercial aviation. In this paper, the safety guidelines in commercial aviation and the relevant authorities that monitor aviation safety are the significant concern especially in commercial airline companies.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
MFC )UPNEWS & INFORMATIONFind more productsupplier info.docxARIV4
MFC )UP
NEWS & INFORMATION
Find more product/supplier information at ••on
Ffenton
Manufacturing &
Supply Chain Group
www.pentonmsc.com
Courtesy of:
EHS Today
www.EHSToday.com
CULTIVATING A
CULTURE OF SAFETY
Establishing a culture of safety is not as simple as creating new workplace
rules. It involves a new way of thinking about fatality and injury prevention.
By Grover Hardin
T
o build a thriving safety culture, companies need to focus
on both the procedures and processes that guide their
operations, as well as the attitudes and behaviors of every
employee.
It's not as simple as creating new workplace rules. It involves
a new way of thinking about fatality and injury prevention.
Because many EHS professionals now are expected to man-
age a multitude of responsibilities - often without the necessary
bandwidth or support staff- safety needs to become everyone's
responsibility. Safe behaviors should be modeled at every level of
employment - from the C Suite to the shop floor - across all func-
tions, from manufacturing to sales to the back office.
By promoting accountability in every aspect of a business,
companies can foster mutual respect, commitment, collaboration
and open dialogue among employees of all levels. These are the
hallmarks of a safety culture.
It's not enough to simply describe safety as a priority - be-
cause priorities often change. Companies need to make safety a
core value, knowing that a safe and healthy workforce translates
to a healthy bottom line.
No One-Size-Fits-All Approach
The foundation of a robust safety culture is a cohesive envi-
ronmental, health and safety management system.
An effective EHS-management system outlines the neces-
sary regulatory requirements and standards for safe workplace
operations, while allowing room for customization. At Kim-
berly-Clark Professional (KCP), we recognize that each of our
mills has a distinctive workplace culture, which is why our approach
to safety is not one-size-fits-all.
For example, our mill in Corinth, Miss., which manufactures
WypAU-brand utility wipers, employs 135 people along with another
30 to 50 contracted employees who provide services for our mill.
Every employee is bound by our mill's safety policy and "Eatal 10"
safety rules, which are unique to our mill but consistent with similar
tools used at other KCP facilities.
The "Fatal 10" defines the actions that all employees should
not take, as violating them could result in an injury or a loss of life.
While adhering to the requirements and standards of our company's
overall EHS-management system, these actions are reflective of the
distinct risk areas identified as most critical for our mill.
The mill in Corinth has achieved excellent safety outcomes, in-
cluding eight Crystal Eagle awards. The award recognizes mills that
have achieved a full year without a reportable injury.
However, this success did not come easily. It was the result of a
continuing focus on refining and improving our appro ...
MFC )UPNEWS & INFORMATIONFind more productsupplier info.docx
Maersk Post 2011
1. / PAGE 4/ PAGE 4
icture yourself on a street you
have to cross. There’s no traffic
whatsoever, no apparent danger,
so why not save time and jaywalk?
The question – dealing with the so-
called human factor and every day deci-
sions – goes to the crux of what Maersk’s
safety experts are contemplating these
days. At Maersk Line, for example, the
number of workplace injuries has de-
clined for years due to better equipment
and safety policies. Now, the curve has
bottomed out.
The right rules and tools are largely in
place, so the hunt is on for the elusive
human error factor. With 12 years of
Maersk experience, Sachin Matwankar
heads a new health and safety monitoring
group in Maersk Line Fleet Management.
Matwankar sees the latest statistical de-
velopment as a sign of hard work to come.
“There’s been a massive increase in
the fleet size in recent years, and it is
a big challenge to spread and imbed a
safety culture,” he says, and refers to the
jaywalking example. “You may get away
with jaywalking 99 times in a row, and
this will gradually make you stop paying
attention. Then, the 100th time you get
hit by a truck.”
A cultural issue
The human element is linked to culture,
training and experience. In 2009, for
example, Maersk Line experienced a
disproportionate amount of accidents
among Filipino crew members on Danish-
Safety,
the next level
P
flagged vessels. The statistics plainly
documented that Filipino crew members
would experience 13.1 accidents per year,
compared with 2.5 for Danes, out of a re-
presentative sample of 1,000 employees.
Sachin Matwankar says safety is not
a question of whether you are Danish,
British, Indian or Filipino. It’s a question
of experience, training, morale and at-
titude towards safety.
“Taking a risk, if you jaywalk for
example, is more accepted in some na-
tions and cultures than others, and it is
well-known from studies that safety con-
sciousness can vary based on nationality
The frequency of lost time injuries fell from 5.08
in 2008 to 4.78 in 2009, but there is still work to
do to reach the vision: zero accidents. A zero tol-
erance culture is being introduced in Maersk Line.
At every Executive Board meeting, safety is the first item on the agenda.
BY Erik Høgh-Sørensen
THEME / a safe place to work
and culture,” says Matwankar, himself a
former captain of a Maersk LPG vessel.
“But in the end, all crew members go
through the same recruitment processes
and the same safety familiarisation pro-
grammes, and our job is to ensure the proce-
dures and rules are adhered to,” he adds.
Priorities are set
So with a new team of eventually eight
people, he has his priorities set out.
“To reach the next level in safety, it is
crucial to move away from the current
‘no-blame’ culture to a ‘just culture’ with
zero tolerance. We are not in the business of
2. / PAGE 5/ PAGE 5
punishing people for making genuine mistakes, particularly if they
followed safety procedures. But if these mistakes turn out to be rou-
tine violations, then somebody must be held accountable,” he says.
Routine
violations are unacceptable
A violation not to be repeated is the fine handed by a UK court
in October 2010 for violation of UK rest hour rules. Individual
crew members at a Maersk Line vessel did not get the required
rest time. Already before being fined, Maersk Line had kicked
off an analysis of rest hours which will lead to an educational
campaign.
“Routine violations are unacceptable and must have conse-
quences to emphasise the company policy, but not before we
have provided vessels with rules and tools to drive the right
actions and behaviour,” Matwankar says.
In the UK rest hour case, the investiga-
tion is still ongoing.
What he learned as a captain, will
now be put to use. Matwankar intends,
for example, to focus on live shipboard
audits and different ways to measure
the onboard safety culture. Also under
scrutiny are ways to improve leading
key performance indicators on safety, on
board the vessels as well as onshore.
“One classic example is that not all
fancy campaigns made ashore are effect-
ively understood and well implemented
on board. The needs and reality of the
target audience must be understood, and
one must also take into account that a
safety culture can vary from vessel to
vessel, depending on the commitment of
the vessel’s management,” he says.
Safety is paramount, both in terms
of our employees’ lives and in terms
of Maersk’s operating procedures.
Safety is our license to operate.
Group CEO Nils S. Andersen
”
It’s provocative, but his point is taken. Right now, Health
and Safety is an established work area within the
Maersk business units—included under the umbrella of
Sustainability. What is being strengthened is the framework for
a systematic Group approach to safety.
To that end, Group Sustainability, with new safety manager,
Christian Krøll Thomsen, has been working together with
several other Group functions over the last several months to
formalise such a system for the Group.
“In merely six months, we’ve seen the creation of a Sustainabil-
ity Council, where safety plays a major role on the agenda. We
have also started doing annual reviews with the business unit
CEOs on their sustainability strategies. And on the accountabil-
ity side, sustainability will be an additional performance metric
for the business units that we will track throughout the year
and discuss in periodic performance reviews with each of
them,” he says.
With a combination of strategies on what the Group wants to
achieve, defined governance structure and documented results,
safety is now approached more systematically from Group level.
Additionally, sharing best practices will be easier.
But Thomsen underlines that safety is not only rooted in the
Sustainability function.
“It is important to be aware that safety in the Group is more
than ‘safety in operations’. It is something that is becoming
more and more ingrained in the way we do business, such as
with our responsible procurement programme, the setting of
performance targets and through continuous engagement with
external stakeholders,” says Thomsen.
“In the end, ensuring safe operations is our license to operate,
and as a Group, we must always keep that in mind. And of
course, keep raising the standards,” he says.
Beginning this year, the Executive Board has decided to
make safety the first item on the agenda for all of its
meetings. In addition, the Board will designate one day
during the year as ‘Sustainability Day’. The first Sustain-
ability Day will focus on safety.
A
The Group approach to
safety
BY John Churchill
Photo:RenéStrandbygaard
THE EXECUTIVE BOARD AND SAFETY