H&s Maturity Model Test

• Individuals are largely unaware of the risks, hazards and impacts associated with their work • They have no specific training to control risks and often cut corners due to production or other priorities

• Risks are identified and assessed in line with corporate and/or ISO and best practice requirements • While risks are managed to some extent, individuals generally lack a full understanding of these risks, hazards and impacts

• H&S risk, hazard and impact identification and assessment processes are embedded within all key business processes • Individuals are empowered to stop work or a process if they feel the controls are not adequate to manage the risk or impact identified

• H&S risk management is embedded in an operationally excellent management system • Vulnerability analysis is used to generate constant risk awareness, and staff are continuously looking for indications of new risks • H&S learning is effectively shared across the organisation and the supply chain

• Assets are repaired and maintained on failure • There is little effort on preventative maintenance

• Effective maintenance plans are in place for all key assets, and asset lifecycles are managed in line with legal requirements • Individuals are aware of the importance of these programs and of H&S issues concerning the assets

• There are lifecycle management programs for key assets including verification and feedback processes • Individuals contribute to knowledge sharing and have clear channels for escalation of issues to those with asset manager accountabilities

• Asset and operational integrity programs exceed industry standards • Individuals are actively engaged in learning and sharing, and managers are driving continuous improvement

• There is little consideration and few resources for H&S change management, leading to inadequate planning and progress • People are overworked with limited supervision, and employees do not feel they can ask supervisors for support or raise safety concerns

• A change management process led by H&S professionals is used to mitigate the risks associated with equipment or process change • Resources are adequate for the organisation to plan for routine operations and for supervisors to regularly observe work and provide feedback

• The change management process has been extended to include organisational change, with ownership of the process having passed from the H&S function to the line. • There are sufficient resources for safe and reliable operations, but investment in staff development and succession planning is limited • Most supervisors provide support, coaching and constructive feedback, with employees feeling that their safety concerns are listened to and action taken

• The change management process is embedded in all operational aspects of the business • Attitudes and behaviours regarding the management of change support the operating unit becoming a learning organisation • Investment in staff development ensures that all safety critical staff are competent • Planning covers long term resource needs, with supervisors providing mentoring while facilitating the team

• Contractors are generally employed on cost, however are expected to be competent and to work safely • In cases where a contractor does not work safely they are stopped from working and removed from site

• H&S criteria are included in the contractor tender process • Contractor capability is assessed and monitored • Contractors and equivalents are inducted to ensure they meet all H&S standards • Training, capability and competency management is undertaken by contractor organisations

• Pre-qualification requires contractors to provide evidence of an H&S management system with certifications in place if appropriate • Contractors and core suppliers are supported in training and meeting specific H&S competence requirements • Contractors identify and assess risks and impacts independently, and include controls in their work plans. They are regularly supervised by their own management and meet or exceed standards set

• Contractors’ H&S management systems are fully integrated with evidence to support the link between contractor H&S performance and selection • Contractors and suppliers are indistinguishable from own staff as they meet the same standards as required • Contractors are often performance managed through joint reviews

• Only major incidents that would not go unnoticed are reported, and these are not always followed up • Little effort is spent on emergency planning

• A system is in place where individuals report all incidents in a timely manner • All incidents are investigated using a common approach, with H&S professionals taking the lead • Action plans are developed with informal follow up, however this is not always rigorous and consistent

• All incidents including high potential near misses are reported, with senior managers informed of all severe events in a timely manner • Individuals and wider teams see the benefit of their participation for avoiding repeat incidents, and get personally more involved • A common supported system is in place with standard set of analysis reports that individuals use to look for ways of improving H&S

• Individuals will intervene when they see non-conformance to a standard and report so as to maximise learning opportunities • Those involved in investigations are committed to finding the true root causes and evaluation of controls, with managers responding to near misses as learning opportunities • Data from a wide range of sources supports analysis and acts as a challenge for improving performance with managers leading in the interpretation of standard reports and H&S professionals providing specific support

• Audits are only done in response to an event and the review of the H&S management system is done on an ad hoc basis.

• A formal audit process has been implemented across the organisation • Audits are carried out in the operating units by H&S professionals, but there is little co-ordination of the various interventions • An annual review of the management system takes place by senior managers with operating unit leadership team, with outcomes fed into the annual planning cycle

• Regular audits are focused on prioritised issues • Outcomes of audits are easily accessible and shared amongst the workforce, with the line management leading the corrective actions and H&S supporting • Individuals are made aware of the review outcomes and the tracked and closed out corrective actions

• The operational management systems of which H&S is part is audited with focus on the business agenda and operational excellence, with a wide cross section of employees involved in delivering improvements. • The continuous improvement cycle includes a multiple of triggers with findings from analysis shared across the operating units with employees actively engaged at all stages

• There are no or insufficiently documented H&S Vision or Policy statements • Staff are not well aware of or have no access to these statements

• There are clearly articulated Vision and Policy statements that everyone is aware of • H&S statements are visibly supported by senior managers • Management uses statements to employ H&S agenda

• Vision and Policy statement are easily accessible and accepted by staff, and shape their behaviour • Managers and leaders demonstrate their commitment to the statements through their actions and planning and decision making

• Everyone demonstrates full commitment to the Vision and Policy statements • Staff hold them as personal values and their daily actions confirm their commitment to the H&S principles

• The safety management system is seen as a formality • Employees refer to procedures only when there is a heightened focus on H&S (e.g. after an incident), or if they are told to

• There is a management system with structured and documented policies and processes • Focus is on following procedures to ensure everyone takes care of themselves

• All H&S-related issues and activities are managed through a comprehensive and up-to-date H&S management system • Individuals use a wide range of tools and behavioural interventions to care for themselves and their colleagues • Managers take action when poor H&S practices are brought to their attention

• An easily accessible H&S management system is fully integrated into all business processes and activities • H&S practices are assessed through a continuous improvement cycle and external benchmarking • All staff proactively promote a culture of looking after themselves and others through behavioural interventions and focus on peer-to-peer support

• H&S responsibility sits with the H&S function • Individuals rarely take responsibility and initiative • Staff think that providing a safe place of work is the company’s responsibility

• H&S responsibilities and roles are part of the job descriptions of all managers • There is an accountability framework ensuring individual managers can be made accountable for their H&S performance and behaviour

• An up-to-date accountability framework ensures everyone understands their responsibilities and that they are held accountable by managers • Everyone is aware of their personal H&S roles and responsibilities and actively operates in line with these responsibilities

• Staff hold each other accountable and understand the impact of their H&S performance on their career and reward incentives • Individuals accept that responsibility for H&S sits with them, and they understand the links to the wider H&S responsibilities of their colleagues

• Individuals receive a briefing that covers basic H&S requirements • There is some ad hoc training triggered by special events (e.g. after an incident or when moving to a new site)

• H&S competencies are defined for H&S roles as well as key management and line roles • Managers ensure that individuals meet any minimum standards as required for specific roles • Training courses are generally ‘show and tell’ with some formal evaluation

• There is an easily accessible and up-to-date training register • All role competencies include assessments which are used to support the development of staff training plans • Personal development goals of individuals are integrated with organisational training targets

• The H&S management system includes all relevant training resources, which are continually updated • Competency definitions and training are based on industry recognised best practice • Individuals take ownership of their own development and training needs with active support from managers

• Safety matters are only communicated after an incident when there is a heightened focus on avoiding a reoccurrence • Safety committees exist to voice health and safety concerns to management

• Communication is typically delivered in a ‘one to many’ format where managers communicate H&S issues with employees at formal events (e.g. tool box talks) and in written format (e.g. newsletters or emails) • Joint management and employee H&S committees meet regularly for discussion of important safety issues

• There is a transparent and user-friendly H&S communication and management system that is up-to-date and easily accessible • All Managers reflect their understanding of H&S in their visible actions, planning and decision making • Employees are an important part of the H&S team. They are encouraged to participate and take active roles in work place inspections and behavioural observations

• Commitment to H&S is part of the organisational culture, supported by a comprehensive and attractive management and communication system • H&S communication is focusing on participation and on continuing improvement of H&S • Employees are integrated in all aspects of H&S and are empowered to be safety leaders in the workplace

• H&S targets are set top down, and H&S performance is measured by lagging indicators only (e.g. LTIFR) • There is little recognition of positive H&S performance either at individual or team level, and the consequences of a poor safety record or incident are often reactive and disproportionate

• H&S targets are based on compliance with legal standards and/or are set by H&S personnel in reaction to an event or incident • Lagging H&S indicators are used across the organisation with associated targets and metrics for managers to drive performance • Individuals recognise good and bad H&S behaviours and there is some ad hoc recognition of good performance

• Leading indicators with common metrics are used across all operating units • H&S targets are set collaboratively to ensure everyone understands and takes ownership at a personal and team/operating unit level • Individuals understand and are motivated to improve performance and managers involve their teams in performance review and management

• A comprehensive suite of metrics, regular reviews and external benchmarking are used to ensure best practice and that the metrics drive the desired behaviours • The value of H&S performance management is widely accepted, and individuals are fully involved in the setting of H&S targets • Everyone sees the value from a consistent consequence management approach, and managers respond to unsafe acts with appropriate interventions