EVOLUTION OF MODERN SAFETY CONCEPTS

1. INDUSTRIAL SAFETY EVOLUTION OF SAFETY CONCEPTS

2. IN THIS CLASS • SAFETY – PLAIN TERMS • CONCEPT & DEFINITION OF SAFETY • HISTORY OF SAFETY INITIATIVES & EVOLUTION OF MORDERN SAFETY CONCEPT • MORDERN SAFETY CONCEPTS

3. SAFETY – PLAIN TERMS EVOLUTION OF SAFETY CONCEPTS

4. SAFETY IN PLAIN TERMS • Prevention from Accidents • Minimizing loss due to Accidents

5. SOME ACRONYMS • NEWS RCC • ACET BIS • BE IPL • IAS HSE • SCAD OSHA

6. TECHNICAL DEFINITIONS • Occurrence - A happening good or bad • Incident - A bad happening caused by intention • Accident - A bad happening caused by error or chance • Hazard - Source of potential damage • Risk - Probability of potential damage • Vulnerability - Capacity of group/individual to cope with hazard • Disaster - Product of hazard meeting vulnerable people

7. CONCEPT & DEFINITION OF SAFETY EVOLUTION OF SAFETY CONCEPTS

8. CONCEPT OF SAFETY • Depending on one's perspective, the concept of safety may have different connotations, such as: • zero accidents (or serious incidents) • the freedom from danger or risks • the attitude towards unsafe acts and conditions by employees • the degree to which the inherent risks in industry are "acceptable" • the process of hazard identification and risk management • The process of vulnerability assessment and capacity building • the control of accidental loss (of persons and property, and damage to the environment).

9. DEFINITION OF SAFETY • Safety is the state in which the • risk of accident to persons or of property is • reduced to, and maintained at or below, an acceptable level • through a continuing process of • hazard identification, risk management and vulnerability assessment.

10. DEFINITION OF SAFETY • Safety is the state in which the • risk of accident to persons or of property is • reduced to, and maintained at or below, an acceptable level • through a continuing process of • hazard identification, risk management and vulnerability assessment. • (Relate this with COVID 19)

11. MOVIE ACCIDENT YOU REMEMBER

12. HISTORY OF SAFETY INITIATIVES EVOLUTION OF SAFETY CONCEPTS

13. HISTORY OF SAFETY INITIATIVES • FIRST AGE - THE TECHNOLOGY • SECOND AGE - THE HUMAN • THIRD AGE - THE ORGANISATION • FOURTH AGE - THE SYSTEM/THE HOLISTIC AGE

14. FIRST AGE OF SAFETY MANAGEMENT The first age of safety started with the Industrial Revolution in 1750-1760 Most accidents were from the technology failing, injuring workers and the public. The focus of safety management was to ensure the technology was safe to use. This first/technology/technical age saw improvements in the ability to identify the problemin technology, avoid single and multiple component failures. Sophisticated techniques (such as probabilistic risk assessment) for managing risky technology were developed for this purpose. The Three Mile Island reactor (TMI) problem happened. The President’s Commission into TMI found the causes to be “people-related problems and not equipment problems”

15. SECOND AGE OF SAFETY MANAGEMENT • This age of safety management expanded to focus on the human (human performance) as well as technology. • Systems were designed to be human error tolerant so neither human action nor single faults would result in accidents. Much of this work focused on man-machine interfaces, workspace layout and safety precautions • This view of safety management continued until accidents such as the Challenger space shuttle accident, Chernobyl reactor meltdown, Air Ontario Flight, Exxon Valdez Oil Spill etc • Safety practitioners were again required to rethink their approach to managing safety. No longer was it enough to simply focus on the technology or the human. Organisational factors (such as management and safety culture) also needed to be addressed to maintain safe operations. This signalled the start of the third age of safety management—the organisational age.

16. THIRD AGE OF SAFETY MANAGEMENT This age of safety management expanded to focus on the organisation as well as the human and technology. Safety management in this organisational age saw human error and technical failures more as a consequence than a cause. Errors related to technology and humanswere viewed as the ‘tip of the iceberg’ for more serious problems higher up in the organisation e.g. poor leadership for safety or safety culture. New safety management models and assessments appeared which enabled safety managers to find and then remove weaknesses higher up in the in the organisation (e.g. safety culture or climate surveys) that could lead to serious accidents in the future. This view continued until accidents such as the 2003 Columbia Space Shuttle disaster.

17. THIRD AGE OF SAFETY MANAGEMENT The Columbia Accident Investigation Board (CAIB) found causes in the complex and interdependent interactions of the technology, human and organization present at the time of the accident. They concluded that ‘systems fail in complex ways’ This accident and others such accidents sparked another paradigm shift in safety management. No longer was it enough to simply focus on technological, human and organisational factors in isolation. The complex interaction and interdependency also needs to be described, signalling the birth of the current age of safety management—the holistic or systems age.

18. FOURTH AGE OF SAFETY MANAGEMENT This holistic approach aims to understand the complexity of day-to-day work by describing the often complex interrelationships and interdependencies between the technology, human and organization. Without using this Holistic Safety approach, we are effectively only seeing part of the picture, or only a few pieces of the ‘puzzle’. Adopting the holistic approach means seeing more clearly how each piece of the puzzle fits in, affects, and is and dependent upon other pieces. This not only provides a more complete or ‘real’ picture of the context but also means control measures and steps taken will be both more efficient and effective at avoiding accidents. This is different to the other ages of safety where • isolated or component failures are identified e.g. blaming the person last in line of the accident ‘chain’ • identifying upstream, contextual factors as erroneous (e.g. poor safety culture) without actually describing why they appear.

19. HISTORY OF SAFETY INITIATIVES

20. EVOLUTION OF MORDERN SAFETY CONCEPTS

21. GOOGLE CHECKLIST OF ACCIDENTS

22. MORDERN SAFETY CONCEPTS EVOLUTION OF SAFETY CONCEPTS

23. MORDERN SAFETY CONCEPTS • PREDICTIVE SAFETY • FOUR PILLARS OF SAFETY • SAFETY PYRAMIDS • CHINESE CHEESE SANDWICH MODEL

24. REACTIVE TO PREDICTIVE – A JOURNEY

25. FOUR PILLARS OF SAFETY

26. SAFETY PYRAMID HEINRICH TRIANGLE THEORY

27. CHINESE CHEESE SANDWICH MODEL