Safety management – as you are or a catalyst for change?
We at Baines Simmons strive to help organisations embed effective safety management principles into organisations as part of their business strategy. Our vast global experience allows us to analyse common themes seen during SMS implementation and helps shape our practical, but performance based, approach. We believe that keeping things as simple as possible is a […]
Mind the Gap – Safety Cultures at Risk
Published: 5th November 2018 Author: Mark Townend, Senior Consultant, Baines Simmons Four weeks ago I was privileged to be offered the opportunity to take part in a panel discussion at the CGE Risk “Making Risk Understandable” Networking Event. The discussion topic was one that was particularly close to my heart: “Bridging the gap between management […]
Design Organisation Approval: The integration of Safety Management and Organisation Performance
Published: 22nd October 2018 By: Duane Kritzinger Recent engagements with clients have led to me to consider this challenge facing our industry and I wanted to share my views. When it comes to our Design Organisation Handbook (or Exposition as it is referred to in EMAR 21) I have long had the mantra that the […]
Leonardo Helicopters Safety Protects Programme
We are proud to be working with Leonardo Helicopters UK, one of the biggest suppliers of defence equipment to the UK MoD, helping them achieve their safety vision and embedding world-class safety performance. Here’s what Richard Folkes, Head of Aviation Safety at Leonardo Helicopters UK had to say during a presentation at the Defence Safety […]
Root Cause Analysis – or Root Cause Paralysis?
Working across a wide spectrum of the aviation industry, we see trends that perhaps others don’t, and something interesting has happened over the last 12 months. We’ve noticed a significant upsurge in conversations about Root Cause Analysis, including; ‘inadequate root cause’ leading to corrective action proposals being rejected by Regulators specific requests for specialist training […]
Leading Safety, and Leading Safely – Part 6 – Are we getting better at this stuff?
Most of us are so busy fire-fighting the daily challenges that flood our inboxes that we often fail to take the time to have a look and see how we are doing, to improve. Whilst measuring and benchmarking performance using metrics and indicators allows comparison and competition (as long as it is used constructively) and […]
read full story >>Leading Safety, and Leading Safely – Part 5 – Doing the do!
Good ol’ Betty Boo! She got the essence of Safety leadership, it is about doing what you say you are going to do. We talk about execution, bringing to life the direction you have set and actually taking action (as you said you were going to do in your strategy and plan!). It also encompasses […]
read full story >>Leading Safety, Leading Safely Part 4 – Engaging person to person
Engagement, Communication, Promotion, MBWA (Management By Walking Around) surely it’s all the same, isn’t it? One of the most significant safety leadership challenges out there is a lack of real, tangible and meaningful engagement, showing that leaders really are interested in their teams, and how they are being supported in delivering a safe operation. Safety […]
read full story >>Leading Safety, and leading Safely – Part 3 – Being accountable
Everyone is accountable, aren’t they? Safety is everyone’s responsibility. In fact, what we normally tend to hear when people say that is ‘Safety is everyone (else’s) responsibility’! Being accountable for a behaviour, standard or task implies not only the responsibility to make sure it happens but having control of those things that affect it. In […]
read full story >>Leading Safety, and Leading Safely – Part 2 – Providing Direction
You have a safety policy, surely that provides all the direction the organisation needs? Organisations are required by regulation or legislation to develop and display their safety policy, but from our experience it usually doesn’t mean anything to anyone, or support the people and their behaviours. It could be argued it is really a compliance […]