Given your operating context and, values of your organisation, what would an appropriate H&S framework look like?
What specific framework activities demonstrate those values?
How would those values, framework and activities change if your framework was built to protect your family?
As I worked my very first Christmas and New Years since 1999, on another intervention and completion contract, I find myself reflecting on multiple projects, multiple industries and the levels of performance achieved. I have experienced a notable increase in incident investigations, improvement strategies, site shutdowns, resignations and removals. The antiquated normal and notable observed failures have include H&S Risk Frameworks that:
- Have a value based on administrative legal compliance
- Do not adequately create visible leadership & effective workforce engagement
- Do not Create Value through training supervision and motivating the workforce.
- Are recycled under countless ad-hoc modifications concurrent to running projects
- Do not include a sound operational risk assessment workshop where there has been an adequate assessment of suitability of controls, identification of actions and hold points and ownership given to responsible stakeholders.
- Provide ample opportunities for improvement in Planning & Assurance
- Led by inexperienced custodians in emerging industries and companies.
Organisational Strategy – creating Value through shared objectives.
I have always said, to those that know me in industry, that I try to approach my role and moreover, people with a care factor that I would expect of those supporting my family.
This I have always felt maintains my professional objective and a healthy degree of conviction for those courageous conversations.
The difficulty in driving a strategy and its objectives includes such things as resources, time and moreover, leadership values to drive any strategy forward.
A sound organisational implementation/improvement strategy will have detailed mile-stoned objectives driven by 3 key elements;
- Leadership Visible Commitment – Communication & Workforce Engagement
- Creating Value – a Jobready Workforce & Empowered Supervision
- Sound H&S Risk Framework – a suitable “Plan”, a solid “Do”, a bespoke “Review”
A strategy that would achieve;
- Leadership engaging in proactive collaboration to ensure organisational learning & development and; Leadership sharing understanding of task risk exposure through workplace engagement.
- Motivating a workforce in what good looks like in industry bench-marked practices supervised by Coached supervisors in Visible Active Leadership.
- Organisational control in Risk Program Deliverable’s in Contract Life Cycle
- An active assurance regime that finds opportunity for improvement and ensures understanding and management of risk with up-to-date knowledge.
To the industry leaders what strategy are you working to? Do you have a strategy?
If not, is this organisational failure or leadership complacency?
Complacency; a feeling of calm satisfaction with your own abilities or situation that prevents you from trying harder. *Cambridge Dictionary
For more information feel free to reach out to; James Thomas james@riskservicesaustralia.com | L https://au.linkedin.com/pub/james-thomas/22/a17/76a | M +61 457 083 590
