1. SAFETY CULTURE / IBC – including existing safety practices and measures
2. IDENTIFY ENERGY / HARM & TARGETS – who or what is at risk, and what sources of harm exist?
Organizations are fluid and dynamic, as are the environments they operate in.
As a result, they are required to continually monitor their performance, and environment to adapt to relevant change. This may include positive, or negative, and internal or external influences on safety.
Understanding, and encouraging, or discouraging these influences can help the organization forecast where issues may occur, and manage risk proactively, and may also help to encourage continual improvement for influences in place having a positive impact on the organization.
Inputs: The organization should consider what influences exist internal to the organization that may have a positive or negative influence on the management of safety within the organization. This may include people, locations, organizations, physical or operational aspects of the organization amongst other influences. The organization should also consider how or where evidence of these influences may be observed, or captured.
Outputs: The organization may wish to create tables for monitoring and measuring to determine how effectively expectations are being met. These elements of monitoring and measuring may influence the organizations objectives, targets, and key performance indicators and require consideration when developing the objectives, targets, and key performance indicators.
Additionally, it may be beneficial to create a table outlining where the organization has identified influences that may require adaptation, or monitoring. An example of an influences table is outlined below:
Positive | Negative | |
Internal Influences | Worker performance
Management performance Monitoring performance Responding to performance Good training and awareness Competent workers Adequate resources Inspection and site visits Job observations | Absence of positive influences
Wrong people on the bus Lack of buy-in to culture Safety Program is too complex Program doesn’t reflect actual practices Program isn’t used Too many new and young workers Changes to expectations Limited resources to allow the use of the program creating pressure/anxiety |
External Influences | Client feedback and recognition
Compliance with regulatory requirements 3rd party inspections and reviews Social perceptions Measure against a standard (COR, ISO) | Absence of positive influences
Too much work scheduled Financial restrictions/challenges Pressure to complete work quicker Changes in expectations from external stakeholders (regulators, the client, the public) |