Dr. Thomas Kohstall HVBG BG Institute Work and Health 1 Semper Opera, DresdenBGAG Safety Management System in a Total Management Dr. Thomas Kohstall, .

Dr. Thomas Kohstall HVBG

BG Institute Work and Health

1

Semper Opera, Dresden BGAG

Safety Management System in a Total Management

Dr. Thomas Kohstall, www.hvbg.de/bgag



2

Topics

Implementation of a Safety Management System in a company

Safety Management System as a value driver



3

Introduction

health and safety in the workplace is a management task

occupational safety and health can significantly enhance

the productivity of a company

one strong preventive approach is to minimise operational

disruptions



4

Costs caused by operational disruptions

Actual study concerning “Calculation of downtime costs caused by operational disruptions”:

A cluster analysis of the responses showed that there were three types of companies:

those which felt motivated to get involved with OSH activities,

those which had a neutral attitude and

those which did not feel motivated to get involved with OSH activities.



5

1,6

1,57

2,27

1,83

1,6

1,46

1,31

1,85

1,62

1,38

1,75

2

3,5

2

2

1,69

1,69

2,31

2

1,69

n = 30 n = 13 n = 13 n = 4

OHS acceptance through employee

Integration in working process

Management functions

Significants

Implementation of a Safety Management System

all companies OHS-motivated neutral OHS-unmotivated

Health-promotion

1 = explicit consent – 5 = no consent



6

Integrated OSH into workplace processes

The reasons cited for conducting OSH measures in motivated companies included:

reducing the number of accidents,

seeing OSH as part of the corporate culture,

raising employees’ motivation,

enhancing the company’s image,

increasing customer satisfaction and

improving product quality.



7

Safety management as a part of an integrated management system

Safety management plays a role in the following issues, for example:

selection of personnel,

purchasing,

cleanness and order,

quality of the product or service (need for reworking or

rejection) and

management of dangerous substances

...



8

Implementation of a Safety Management System

Step 1: Adapt company policy in line with the Safety Management System, consult with employees, provide adequate resources to implement the policy and monitor its success.

Step 2: Analyse current employee behaviour and workplace conditions.

Step 3: Define safety and health objectives and the indicators that will enable progress on them to be monitored.

Step 4: Determine specific organisational and technical measures plus training measures for employees and managers as part of a Safety Management System.

Step 5: Monitor and review to check the effectiveness of the policy and the whole system.



9

Management Circle

Policy

Planning

Implementationand Operation

Checking and Corrective Action

ContinuousImprovement Management

Review



10

Costs for implementing a Safety Management SystemImplementation costs External consulting if required Training and (sometimes) day release of one or more employees Cost of premises, including office equipment, Office materials etc. Costs of talks and consultation with the managers and employees involved,

particularly the employees responsible for occupational safety and health Costs of internal auditing There are no certification costs since certification is not required etc.

Operating expenses Cost of premises, including office equipment, Office materials etc. Printed materials Costs of talks and consultation with the managers and employees involved,

particularly the employees responsible for occupational safety and health Costs of internal auditing etc.



11

Safety Management System as a value driver

1. Occupational safety and health serves to prevent occupational accidents, i.e. => to eliminate hazards (disruptions) => this improves the work processes

2. Occupational safety and health serves to prevent occupational disease, i.e. => to avoid future human suffering => this reduces rehabilitation and compensation costs

3. Occupational safety and health serves to prevent work-related illnesses, i.e. => to avoid future human suffering => this reduces rehabilitation and compensation costs



12

Operational disruptions

HR-related disruptions, e.g. absenteeism due to accidents or illnesses,

material-related disruptions, e.g. due to the input material not being of the correct quality,

operational disruptions, e.g. due to machine failures and

logistics disruptions, e.g. if urgently needed supplies are in an HGV in a traffic jam on the motorway and the machinery and workers thus have nothing to do.



13

Results

Safety Management is like a coin, it has two sides.

It promotes occupational safety and health for

employees and it makes companies more

profitable.

Safety management will not replace the tools

traditionally used in occupational safety and

health. It is, however, a meaningful addition to the

tool box of safety and health at the workplace.



14

Semper Opera, Dresden BGAG

Safety Management System in a Total Management

Thank you very much for your attention!Dr. Thomas Kohstall, www.hvbg.de/bgag

Dr. Thomas Kohstall HVBG BG Institute Work and Health 1 Semper Opera, DresdenBGAG Safety Management System in a Total Management Dr. Thomas Kohstall, .

Documents

occupational safety

occupational accidents

occupational disease

tool box of safety

certification costs

employees responsible

office materials

work processes2