Operational safety management

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Under operational safety management ( BSM ) is defined as the design, control and development of a dedicated social system in a way that the risks associated with its business processes are considered acceptable and justifiable.

introduction

The totality of all economic and liability-related responsibilities of a company, as well as compliance with legal regulations and requirements, has become so complex that it is becoming increasingly difficult for managers to recognize and make necessary decisions. The adjustments made by companies to new market situations in recent years, with their ever shorter change cycles, were often accompanied by far-reaching organizational realignments. Entire corporations were rebuilt, hierarchical levels were dismantled, staff were reduced, relocated and in some cases entrusted with completely new tasks.

In the management of the past, the considerations of the stakeholders (stakeholder groups) were very much oriented towards customers, suppliers and employees. In the future, the other stakeholders, capital providers, competition, the state and the public will gain in importance in corporate management. Modern management will play an important role in the company's compliance.

Management systems

With the introduction of (partial) management systems as quality, environmental and safety management systems was the company given tools in hand to take up the implementation of key issues with formalized systems in the corporate management. There are many good reasons for this, but there is also a not inconsiderable risk potential:

  • With partial management systems, companies run the risk of not achieving the central goal of a management system - the holistic management of a company.
  • there are thematic overlaps between the management systems. B. all training requirements; make quality , environmental protection and occupational safety requirements for procurement; environmental protection and occupational safety take care of hazardous substances, etc., so that there can be duplication of work and, in the worst case, even contradicting regulations

The solution is not to set up the management systems separately from one another and from the rest of the company's management system, but rather as an integrated management system .

Liability risks

The liability risks for managing directors and their executives have been considerably increased by the "Law on Control and Transparency in the Corporate Sector " ( KonTraG ) (see also " Stock Corporation Act "). The risk of violating corporate obligations in the company, thereby causing damage and being liable for this damage, must be avoided through special organizational measures. By effectively networking the management systems, the risks of breaches of corporate obligations and the liability risks that result can be systematically recorded and avoided.

Operational safety management system

All of these changes have not stopped at the cross-sectional organizations such as occupational safety, environmental protection, data protection and other safety and health areas. Here too, optimization and bundling has taken place in many places. The systematisation and bundling of management systems to control all entrepreneurial risks has often been brought together in a modern, future-oriented operational safety management system. A modern systemic-evolutionary management system such as the operational safety management system pursues a holistic approach and meets the contemporary requirement for an optimally structured approach and networked work. It forms the frame of reference for employee behavior and maximizes the viability of the company. It creates legal certainty and is an economic factor that should not be underestimated. The operational safety management system does not replace any existing management systems. It is an operational instrument for the bundling and networking of existing systems in order to optimally use synergies and to increase efficiency.

A distinction is made between:

  • the operational safety management system
  • the operational safety management
  • the operational safety manager

The individual resulting tasks of the entrepreneur, the executives and the operational safety manager and especially their networked approach should be discussed:

  • The operational safety management system is the bundling of all management systems for the holistic consideration and control of the entrepreneurial risks.
  • The operational safety management is the internal staff function in which all officer functions are bundled and the networking with the operational safety management system takes place.
  • The industrial safety manager is the person charged by the company for occupational safety, health protection, quality, environmental protection, data protection, fire protection and other relevant assignments. He heads the operational safety management. The operational safety manager is the qualified in-house expert who interconnects and brings the disciplines together. Its primary tasks are moderation, advice and motivation. He knows the legal requirements and has learned to prepare them for operational use. In doing so, he gives managers the necessary legal certainty. He is responsible for his actions, especially his advice on legal issues. The entrepreneur and the managers must be able to rely on his statements on safety and environmental laws and regulations. The industrial safety manager must also accept this responsibility.

The fact that the entire company is represented to authorities in all questions relating to safety, health, data protection and environmental protection by just one person brings more legal security for the management and all executives.

A modern operational safety management system follows a holistic approach and meets the contemporary requirement for an optimally structured procedure and networked work. It creates legal certainty and is an economic factor that should not be underestimated.

Up-to-date operational safety management must act preventively and not only in terms of occupational safety and health protection, but also includes the entire spectrum of "safety" and environmental protection. Likewise, the technical facilities, workplaces and working conditions are to be designed and maintained preventively.

With the elimination of borders in Europe and the ever wider opening of global markets, there is an increasing mix of workforces. Employees from different countries of origin are to be integrated into the companies. In addition to linguistic problems, this results in a large number of cultural and social issues that need to be dealt with. With demographic change, companies are also faced with the growing problem of finding suitable skilled workers in sufficient numbers on the labor market. Holistic optimization of processes can create new personnel resources and thus close personnel gaps.

Building up a preventive corporate culture and constantly developing it is therefore the main way of securing the future. The positive experiences of “healthy companies” with their prevention programs should serve as a model.

Integrated management systems

The various operational management systems are linked together within the operational safety management system. The management systems mentioned below are only intended to represent a selection. So, of course, z. B. a security management system can be excellently integrated into the operational safety management system. The flexibility of the system in particular is one of its numerous strengths.

Quality management

The process-oriented approach of quality management according to DIN EN ISO 9000 ff contributes to cross-functional thinking and helps to make the company as a whole transparent and consequently to better oversee it.

The ISO 9000 family of standards consists of the following standards:

  • DIN EN ISO 9000: Basics and terms
  • DIN EN ISO 9001: Requirements for QM systems
  • DIN EN ISO 9004: Guide to performance improvement
  • DIN EN ISO 19011 - guidelines for auditing quality and environmental management systems

The new ISO 9004: 2008 was presented as a draft in August 2008 as “Guiding and steering for the sustainable success of an organization - A quality management approach”. The certification of a company according to DIN EN ISO 9001: 2015 does not guarantee the high quality of products or services. Only guidelines are given as to how an organization has to proceed so that it can establish an effective quality management system.

Risk management

Risks arise from the fact that the effects of business decisions can only be predicted to a limited extent. Therefore, one of the most important tasks of the company management is to record and assess risks and then to influence them through appropriate measures. Risk management is understood to be the management of the company from the overall perspective of all its risks and their control (Wittmann & Siegmann 2008). Dangers must be dealt with in a planned and targeted manner. Through the systematic application of the instruments, company decisions should be shifted as far as possible into the area of ​​calculated probabilities. To do this, the management must first become aware of all significant risks and decide which measures to take when dealing with them. This should make existing and, above all, potential risks calculable and thus controllable.

From the formulation of Section 91 (2) of the Stock Corporation Act (AktG) and the reasoning for this provision as well as the general reasoning for the "Law on Control and Transparency in the Corporate Sector" (KonTraG), the legislature states that the following components to be defined by the company for a functioning risk management system requires:

  • Early warning systems
  • Controlling
  • Internal monitoring system

When developing and implementing risk management, existing subsystems, such as the elements of controlling and internal control systems, should be used and expanded. As in all modern management systems, the risk management process takes place in the form of a control loop. Based on a risk strategy, the risks are to be identified, analyzed, assessed, controlled and monitored. Successful implementation depends on establishing risk management as a continuous process in the company and integrating it into the main corporate processes. Its conception must ensure that changes in the risk-determining factors can be reacted to in an appropriate time.

Health and safety management

Nothing should be left to chance when it comes to occupational health and safety. Occupational safety must be planned and organized just as thoroughly as the operational processes themselves. Good occupational health and safety management systems (AMS) that are tailored to the operational processes provide an optimal basis for this. Occupational health and safety management has become an important topic not only in Germany, but globally. As a sustainable instrument of occupational safety, it increases the company's ability to adapt to changing requirements from its social, economic and ecological environment. It can inevitably be concluded that an occupational health and safety management system is undoubtedly the most effective instrument for integrating occupational health and safety in a planned, goal-oriented and systematic manner into the overall company organization, documenting this in a suitable manner and maintaining and developing it further in the context of a continuous improvement process. Occupational safety management includes the organization of all areas of occupational safety, occupational safety and health protection in workplaces. Since the subject area can be very extensive and many regulations and laws must be observed, the introduction of an occupational health and safety management system is recommended.

“Company health management” (OHM) will play a special role in occupational health protection in the future. WHM aims at corporate culture, climate and leadership. It aims at the qualification of the employees, their health-conscious behavior and in particular also at a health-promoting work design. This counteracts premature wear and tear on employees at all company levels. The operating result is increased and the company's long-term success is secured. WHM is the development of operational framework conditions, operational structures and processes, which aim at the health-promoting design of work and organization and the qualification of health-promoting behavior of employees! (Definition of WHM by the BGM continuing education course at Bielefeld University). Very often, “ company health management (WHM)” is equated with “company health promotion (WHP)”. This is a big mistake, as it means that the actually important management approach of WHM is "forgotten". Workplace health promotion is always only part of workplace health management. One can speak of a development from the more topic-centered project level of the WHP to a structural optimization in particular within the scope of the WHM.

Environmental management

The introduction of an environmental management system in accordance with the ISO 14001: 2004 (or DIN EN ISO 14001: 2005) and EMAS II standards as evidence of corporate due diligence - towards customers, insurance companies, banks or authorities - is of great importance. The goal of creating a controllable and flexible organizational structure in the environmental and occupational health and safety areas leads to the detection and avoidance of entrepreneurial risks at an early stage. At the same time, the construction of such a system helps to save energy and raw materials and thus to economic improvements.

EMAS (Eco Management and Audit Scheme) is a regulation of the European Union. This applies directly in all member states of the EU, but has no further legally binding effect. EMAS was updated with Regulation No. 196/2006 (EG 2006). EMAS first came into force in April 1995 (Regulation No. 1836/93 (EEC 1993)), which is why the current version is often referred to as EMAS II. EMAS II and DIN EN ISO 14001 are the two best-known regulations for environmental management systems. Simultaneous participation in both environmental management systems is possible. There are also numerous environmental management approaches.

Data protection management

The automated processing of personal data is subject to data protection . According to the requirements of the Federal Constitutional Court from the 1983 census ruling, it always requires the consent of the person concerned or a legal provision as a permit standard (see Section 4 (1) of the Federal Data Protection Act (BDSG)). So if you want to collect, process or use personal data, you have to be clear beforehand on what legal basis this may be done. The BDSG contains such legal bases.

The entrepreneur or the data protection officer has to check the admissibility, necessity and purpose of all collected and stored data. This involves securing the rights of the person concerned and corresponding technical and organizational data processing measures (Annex to Section 9 BDSG). The data collected must actually be necessary for the fulfillment of the work task. The principle of data avoidance must be observed when designing and selecting data processing systems .

With suitable data security measures, the entrepreneur must ensure that the personal rights of the data subjects are not violated by loss, falsification or unauthorized access by third parties.

Crisis management

A company can operate successfully and achieve good results over a long period of time. Nevertheless, an event can plunge it into a crisis within a day. There is a risk that the crisis will get out of hand and the vital nerve of the company will be critically hit.

Many companies find it difficult to set up a simple crisis management system . First of all, a company must develop a comprehensive awareness of possible risks and crises. Above all, managers must be sensitized and adequately trained. Ultimately, a powerful structure and process organization as well as the provision of resources are required. Companies that are subject to the Hazardous Incident Ordinance, in particular, are dependent on legally documented preparation.

The primary goal of a crisis organization is rapid crisis management when an emergency occurs. That is why it makes sense to set up a suitable crisis management team when times are good. The selection of personnel plays an important role here. How a crisis team is composed depends above all on the structure and size of a company. A crisis team should be as small as possible and as expandable as necessary. A deputy should also be provided for each member. A crisis team must be able to act on an ad hoc basis as soon as a critical event occurs. The operational safety manager must be the managing director of the crisis team. He has to organize and initiate everything that is required for effective work. He also has to advise the members and provide them with regular information. Its task is also to equip the crisis management rooms.

Different parts of crisis management have to be distinguished:

  • Active crisis management (anticipatory crisis management and preventive crisis management)
  • Reactive crisis management (repulsive crisis management and liquidative crisis management)

Proactive crisis prevention is a value-adding investment in the future of every company. The unthinkable can become reality tomorrow in the form of a crisis.

The above management systems are only intended to represent an exemplary selection. Of course, a security management system can also be perfectly integrated into the operational safety management system. The flexibility of the system in particular is one of its numerous strengths.

Operational integration

A change process, such as the establishment of an operational safety management system, is always efficient and sustainable if it is possible to get employees on board. That brings a high level of identification and motivation. Likewise, all operational knowledge and experiences of the employees flow directly into the process. A basic requirement for this is a basis of trust between management and employees. If the employees have the secure feeling that they will not suffer any personal disadvantages in their work, they will fully contribute. There are good examples where employees in such a project have closed their own department. They were able to see that the operational process can be better served with a different organization. They had the guarantee of another job. Since the employees find out immediately that their work not only safeguards the future of the company but also their jobs, a high level of identification is guaranteed. One of the important pillars is therefore also the management of employees. Not every employee reacts in the same way, everyone has their own profile and therefore requires an individual management style.

Working Group Industrial Safety Management (AK BSM)

Under the umbrella of the Association of Friends and Supporters of the German Occupational Safety and Health Exhibition (DASA) in the Federal Institute for Occupational Safety and Health in Dortmund , the "Working Group Industrial Safety Management (AK BSM)" has been founded. The purpose and task of the working group is to promote the field of "industrial safety management" and its professional profile in practice, teaching and research, primarily from the perspective of the practitioner (especially in the areas of occupational health and safety, quality management, environmental protection management, data protection management, risk management, crisis management, etc.). To achieve this goal, the AK BSM strives to establish a network and establish international contacts. Membership in the AK BSM is linked to membership in the association of friends and supporters of DASA. The AK BSM meets at least twice a year. The specialist journals “Practical Occupational Medicine” and “Safety Engineer” serve as the official communication bodies of the Industrial Safety Management working group, and corresponding cooperations have been agreed.

See also

literature

  • Tenckhoff, B. & Siegmann, S .: Networked operational safety management - BSM . Dr. Curt Haefner-Verlag GmbH, Heidelberg, 2009, ISBN 978-3-8728-4061-5 .
  • Wittmann, A. & Siegmann, S .: Hazard assessment and risk management . Ecomed-Verlag, Landsberg, loose-leaf collection, 10th AL 2009, ISBN 978-3-609-66331-9 .
  • Janssen, G & Neuber, V: Industrial Safety Management according to BetrSichV , a guideline for the implementation of the Industrial Safety Ordinance (BetrSichV) in the individual company areas. ecomed Sicherheit, Landsberg, 2nd edition 2008, ISBN 978-3-609-66345-6
  • Stephan, Constantin: Industrial Health, Safety and Environmental Management , epubli, Berlin, 3rd edition 2012, ISBN 978-3-7418-6604-3 .

Web links

Individual evidence

  1. ↑ Michael H. Mayer: Practice-oriented methodology for dealing with complex risks and tasks in the context of operational safety management . TFH Georg Agricola zu Bochum, 2008, p. 45 PDF ( Memento from January 31, 2012 in the Internet Archive ).