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ownership in it. Corporate safety policy must also be consistent with relevant State regulations.
Safety objectives
Related closely to safety policy (and safety culture) is how an organization sets its safety objectives. Clearly
stated objectives can lead to a commitment to action that will enhance the safety of the organization.
Exceptional organizations set their objectives formally — clearly enunciating their vision, defining desired
Chapter 12. Establishing a Safety Management System 12-5
outcomes, spelling out the attainable steps for meeting the objectives, and documenting the process. They
have agreed to relevant safety performance indicators and have adopted realistic safety performance targets.
Confirmation Checklist #2
SENIOR MANAGEMENT’S COMMITMENT TO SAFETY
􀂾 Senior management is involved in, and committed to, the SMS.
􀂾 Senior management has approved the organization’s safety policy and safety objectives, the
SMS implementation plan and operational safety standards.
􀂾 These are communicated to all staff, with visible endorsement by senior management.
􀂾 The safety policy has been developed by management and staff and signed by the CEO. The
safety policy:
— enjoys the commitment and involvement of all staff;
— aligns with other operational policies;
— provides direction for implementing the policy;
— states the responsibilities and accountabilities for directors, managers and employees;
— is reflected in the actions and decisions of all staff;
— has been communicated to all staff; and
— is reviewed periodically.
􀂾 Safety objectives and goals are practical and achievable, and they are regularly reviewed for
relevance.
􀂾 Performance standards (including deadlines) are established.
􀂾 Responsibilities for actions are clearly understood.
􀂾 Managers follow through and hold those responsible to account for their progress towards the
safety goals.
􀂾 Appropriate resources are allocated to support the safety manager.
􀂾 Senior management commits resources to correct hazards posing unacceptable risks.
􀂾 Senior management has established an appropriate reporting chain for safety issues.
􀂾 Senior management actively encourages participation in the various safety programmes of the
SMS.
􀂾 Senior management promotes a positive safety culture whereby:
— safety information is actively sought;
— personnel are trained for their safety responsibilities;
— safety is a shared responsibility;
— safety-related information is disseminated to all affected personnel;
— potential system failures and hazards lead to prompt managerial inquiries and any
necessary reforms;
— a formal programme is in place to regularly assess safety performance; and
— new ideas related to safety are welcomed.
12-6 Safety Management Manual (SMM)
STEP 3: ORGANIZATION
How an organization arranges its method of conducting business and managing safety will influence its
resilience to misadventure (or hazardous situations) and its ability to reduce risks. Several considerations
are fundamental to establishing an effective organization that will support the SMS, for example:
— appointing an SM;
— having an organizational structure that facilitates safety management;
— having a statement of responsibilities and accountabilities;
— creating a safety committee; and
— ensuring training and competency.
Safety manager (SM)
One of the first tasks in establishing an SMS is to appoint an SM. Safety management activities need a focal
point (or champion) as the driving force for the systemic changes necessary to effect safety across the entire
organization. In most organizations, this function is best accomplished by the appointment of a full-time SM
as part of the organization’s management team. The SM’s responsibilities include promoting safety awareness
and ensuring that safety management has the same level of priority throughout the organization as any
other process. However, in small organizations, the SM’s role may fall within the responsibilities of the
manager of the organization.
Safety management is a responsibility that is shared by each line manager and supported by the SM.
Specific safety activities are the line managers’ responsibilities. Senior management must not hold the SM
accountable for line managers’ responsibilities; rather, the SM is accountable for rendering effective staff
support to all line managers to ensure the success of the organization’s SMS. While the SM may be held
　
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