H&S Maturity Model Test

1. Visible Leadership and Commitment

• There are no or insufficiently documented H&S Vision or Policy statements • Staff are not well aware of or have no access to these statements

• There are clearly articulated Vision and Policy statements that everyone is aware of• H&S statements are visibly supported by senior managers• Management uses statements to employ H&S agenda

• Vision and Policy statement are easily accessible and accepted by staff, and shape their behaviour• Managers and leaders demonstrate their commitment to the statements through their actions and planning and decision making

• Everyone demonstrates full commitment to the Vision and Policy statements • Staff hold them as personal values and their daily actions confirm their commitment to the H&S principles

2. Safety Management System

• The safety management system is seen as a formality• Employees refer to procedures only when there is a heightened focus on H&S (e.g. after an incident), or if they are told to

• There is a management system with structured and documented policies and processes • Focus is on following procedures to ensure everyone takes care of themselves

• All H&S-related issues and activities are managed through a comprehensive and up-to-date H&S management system • Individuals use a wide range of tools and behavioural interventions to care for themselves and their colleagues• Managers take action when poor H&S practices are brought to their attention

• An easily accessible H&S management system is fully integrated into all business processes and activities• H&S practices are assessed through a continuous improvement cycle and external benchmarking • All staff proactively promote a culture of looking after themselves and others through behavioural interventions and focus on peer-to-peer support

3. Responsibilities and Accountabilities

• H&S responsibility sits with the H&S function • Individuals rarely take responsibility and initiative • Staff think that providing a safe place of work is the company’s responsibility

• H&S responsibilities and roles are part of the job descriptions of all managers • There is an accountability framework ensuring individual managers can be made accountable for their H&S performance and behaviour

• An up-to-date accountability framework ensures everyone understands their responsibilities and that they are held accountable by managers • Everyone is aware of their personal H&S roles and responsibilities and actively operates in line with these responsibilities

• Staff hold each other accountable and understand the impact of their H&S performance on their career and reward incentives• Individuals accept that responsibility for H&S sits with them, and they understand the links to the wider H&S responsibilities of their colleagues

4. Capability Management and Training

• Individuals receive a briefing that covers basic H&S requirements• There is some ad hoc training triggered by special events (e.g. after an incident or when moving to a new site)

• H&S competencies are defined for H&S roles as well as key management and line roles • Managers ensure that individuals meet any minimum standards as required for specific roles• Training courses are generally ‘show and tell’ with some formal evaluation

• There is an easily accessible and up-to-date training register • All role competencies include assessments which are used to support the development of staff training plans• Personal development goals of individuals are integrated with organisational training targets

• The H&S management system includes all relevant training resources, which are continually updated • Competency definitions and training are based on industry recognised best practice• Individuals take ownership of their own development and training needs with active support from managers

5. Communication and Involvement

• Safety matters are only communicated after an incident when there is a heightened focus on avoiding a reoccurrence• Safety committees exist to voice health and safety concerns to management

• Communication is typically delivered in a ‘one to many’ format where managers communicate H&S issues with employees at formal events (e.g. tool box talks) and in written format (e.g. newsletters or emails)• Joint management and employee H&S committees meet regularly for discussion of important safety issues

• There is a transparent and user-friendly H&S communication and management system that is up-to-date and easily accessible • All Managers reflect their understanding of H&S in their visible actions, planning and decision making• Employees are an important part of the H&S team. They are encouraged to participate and take active roles in work place inspections and behavioural observations

• Commitment to H&S is part of the organisational culture, supported by a comprehensive and attractive management and communication system• H&S communication is focusing on participation and on continuing improvement of H&S• Employees are integrated in all aspects of H&S and are empowered to be safety leaders in the workplace

6. Performance management, recognition and consequence management

• H&S targets are set top down, and H&S performance is measured by lagging indicators only (e.g. LTIFR) • There is little recognition of positive H&S performance either at individual or team level, and the consequences of a poor safety record or incident are often reactive and disproportionate

• H&S targets are based on compliance with legal standards and/or are set by H&S personnel in reaction to an event or incident• Lagging H&S indicators are used across the organisation with associated targets and metrics for managers to drive performance• Individuals recognise good and bad H&S behaviours and there is some ad hoc recognition of good performance

• Leading indicators with common metrics are used across all operating units• H&S targets are set collaboratively to ensure everyone understands and takes ownership at a personal and team/operating unit level • Individuals understand and are motivated to improve performance and managers involve their teams in performance review and management

• A comprehensive suite of metrics, regular reviews and external benchmarking are used to ensure best practice and that the metrics drive the desired behaviours• The value of H&S performance management is widely accepted, and individuals are fully involved in the setting of H&S targets• Everyone sees the value from a consistent consequence management approach, and managers respond to unsafe acts with appropriate interventions

7. Awareness, Identification and Management of risks

• Individuals are largely unaware of the risks, hazards and impacts associated with their work• They have no specific training to control risks and often cut corners due to production or other priorities

• Risks are identified and assessed in line with corporate and/or ISO and best practice requirements• While risks are managed to some extent, individuals generally lack a full understanding of these risks, hazards and impacts

• H&S risk, hazard and impact identification and assessment processes are embedded within all key business processes • Individuals are empowered to stop work or a process if they feel the controls are not adequate to manage the risk or impact identified

• H&S risk management is embedded in an operationally excellent management system• Vulnerability analysis is used to generate constant risk awareness, and staff are continuously looking for indications of new risks• H&S learning is effectively shared across the organisation and the supply chain

8. Asset Integrity and Maintenance

• Assets are repaired and maintained on failure• There is little effort on preventative maintenance

• Effective maintenance plans are in place for all key assets, and asset lifecycles are managed in line with legal requirements• Individuals are aware of the importance of these programs and of H&S issues concerning the assets

• There are lifecycle management programs for key assets including verification and feedback processes• Individuals contribute to knowledge sharing and have clear channels for escalation of issues to those with asset manager accountabilities

• Asset and operational integrity programs exceed industry standards • Individuals are actively engaged in learning and sharing, and managers are driving continuous improvement

9. Management of Change, Planning and Work Supervision

• There is little consideration and few resources for H&S change management, leading to inadequate planning and progress• People are overworked with limited supervision, and employees do not feel they can ask supervisors for support or raise safety concerns

• A change management process led by H&S professionals is used to mitigate the risks associated with equipment or process change • Resources are adequate for the organisation to plan for routine operations and for supervisors to regularly observe work and provide feedback

• The change management process has been extended to include organisational change, with ownership of the process having passed from the H&S function to the line. • There are sufficient resources for safe and reliable operations, but investment in staff development and succession planning is limited • Most supervisors provide support, coaching and constructive feedback, with employees feeling that their safety concerns are listened to and action taken

• The change management process is embedded in all operational aspects of the business• Attitudes and behaviours regarding the management of change support the operating unit becoming a learning organisation• Investment in staff development ensures that all safety critical staff are competent • Planning covers long term resource needs, with supervisors providing mentoring while facilitating the team

10. Management of Contractors

• Contractors are generally employed on cost, however are expected to be competent and to work safely• In cases where a contractor does not work safely they are stopped from working and removed from site

• H&S criteria are included in the contractor tender process • Contractor capability is assessed and monitored• Contractors and equivalents are inducted to ensure they meet all H&S standards• Training, capability and competency management is undertaken by contractor organisations

• Pre-qualification requires contractors to provide evidence of an H&S management system with certifications in place if appropriate• Contractors and core suppliers are supported in training and meeting specific H&S competence requirements• Contractors identify and assess risks and impacts independently, and include controls in their work plans. They are regularly supervised by their own management and meet or exceed standards set

• Contractors’ H&S management systems are fully integrated with evidence to support the link between contractor H&S performance and selection• Contractors and suppliers are indistinguishable from own staff as they meet the same standards as required• Contractors are often performance managed through joint reviews

11. H&S specific process – Learning from incidents

• Only major incidents that would not go unnoticed are reported, and these are not always followed up• Little effort is spent on emergency planning

• A system is in place where individuals report all incidents in a timely manner• All incidents are investigated using a common approach, with H&S professionals taking the lead• Action plans are developed with informal follow up, however this is not always rigorous and consistent

• All incidents including high potential near misses are reported, with senior managers informed of all severe events in a timely manner• Individuals and wider teams see the benefit of their participation for avoiding repeat incidents, and get personally more involved• A common supported system is in place with standard set of analysis reports that individuals use to look for ways of improving H&S

• Individuals will intervene when they see non-conformance to a standard and report so as to maximise learning opportunities• Those involved in investigations are committed to finding the true root causes and evaluation of controls, with managers responding to near misses as learning opportunities• Data from a wide range of sources supports analysis and acts as a challenge for improving performance with managers leading in the interpretation of standard reports and H&S professionals providing specific support

12. Audit and Review

• Audits are only done in response to an event and the review of the H&S management system is done on an ad hoc basis.

• A formal audit process has been implemented across the organisation• Audits are carried out in the operating units by H&S professionals, but there is little co-ordination of the various interventions• An annual review of the management system takes place by senior managers with operating unit leadership team, with outcomes fed into the annual planning cycle

• Regular audits are focused on prioritised issues• Outcomes of audits are easily accessible and shared amongst the workforce, with the line management leading the corrective actions and H&S supporting• Individuals are made aware of the review outcomes and the tracked and closed out corrective actions

• The operational management systems of which H&S is part is audited with focus on the business agenda and operational excellence, with a wide cross section of employees involved in delivering improvements. • The continuous improvement cycle includes a multiple of triggers with findings from analysis shared across the operating units with employees actively engaged at all stages