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Safety strategy
Based on the agreed safety targets, the planning group can develop a realistic strategy for meeting those
needs. The strategy should combine both reactive and proactive elements (as described in Chapter 5).
Consideration should be given to the types of safety processes and safety activities that will be sought (as
outlined in the following steps). Depending on the number of new initiatives being considered and the
resource availability, a phased approach may be desirable. The strategy may also define the degree of
formality the organization requires with respect to its “system for managing safety”. Senior management’s
input is required during the development of the strategy.
The plan
The planning phase should result in a detailed plan for the development and implementation of the SMS.
Typically, the planning time frame will be one to three years. The plan should consider such aspects as safety
objectives, safety strategy, safety management processes and activities, resource implications and time lines.
Confirmation Checklist #1
PLANNING
A safety planning group and safety manager have been designated.
The planning group:
— comprises an appropriate experience base;
— meets regularly with senior management; and
— receives resources (including time for meetings).
The planning group develops a realistic strategy and implementation plan
for an SMS that will meet the organization’s safety needs.
Senior management endorses the plan.
STEP 2: SENIOR MANAGEMENT’S COMMITMENT TO SAFETY
The ultimate responsibility for safety rests with the directors and senior management of the organization.
The whole ethos of an organization’s attitude to safety — its safety culture — is established from the outset
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by the extent to which senior management accepts responsibility for safe operations, particularly the
proactive management of risk.
Regardless of the size, complexity or type of operation, the success of the SMS depends on the extent to
which senior management devotes the necessary time, resources and attention to safety as a core
management issue. Here, actions speak louder than words. What management visibly does for safety will
determine the safety culture (and hence the safety performance) of the organization.
Safety policies and objectives set out what the organization is striving to achieve and how it is going to get
there. Management’s commitment to safety is first demonstrated to all personnel of the organization through
its stated safety policy and objectives.
Safety policy
Management’s commitment to safety should be formally expressed in a statement of the organization’s safety
policy. This should reflect the organization’s philosophy of safety management and become the foundation on
which the organization’s SMS is built. The safety policy outlines the methods and processes that the organization
will use to achieve desired safety outcomes, and it serves as a reminder as to “how we do business here”. The
creation of a positive safety culture begins with the issuance of a clear, unequivocal direction.
A safety policy may take different forms but will typically include statements concerning:
— the overall safety objective of the organization;
— the commitment of senior management to the goal of ensuring that all aspects of the operation meet
safety performance targets;
— a commitment by the organization to provide the necessary resources for the effective management
of safety;
— a commitment by the organization to make the maintenance of safety its highest priority; and
— the organization’s policy concerning responsibility and accountability for safety at all levels of the
organization.
The safety policy should be a written document that is issued under the authority of the highest level of
management of the organization, approved by the regulator and communicated to all staff. A sample
corporate safety policy statement is included in Appendix 1 to this chapter. This statement presents a
tangible indication of senior management’s commitment to safety. An alternative to this type of safety policy
is a statement of commitment by the Chief Executive Officer (CEO) to the maintenance of the highest
standards of safety. An example of topics that might be included in a CEO’s statement of commitment to
safety is included in Appendix 2 to this chapter.
In preparing a safety policy, senior management should consult widely with key staff members in charge of
safety-critical areas. Consultation ensures that the document is relevant to staff and gives them a sense of
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