David is experienced in all aspects of business OHSE Leadership and Quality Management including; Culture change, Hazard and Risk Management, Quality Management, Training & Development, Consultation, policy & procedure development, Contractor Management, Governance & Compliance auditing, Compliance to Codes of practice, incident & corrective action management, metrics and standards, injury management and compensation processes.
In David’s role as HSE Advisory for Cleanaway, he has maintained and improved upon the safety performance of the business through performing, as well as coaching Branch managers and supervisors to perform effective safety interactions. Other initiatives include rationalisation of the Safety, Environment, systems into one HSE management system, which has made the system more “user friendly” and accessible to all employees.
- Played a major role in the implementation of Contractor Safety Management across Port Kembla Steelworks. The intervention was targeted at senior Managers and employees directly responsible for the management of contractors. The program challenged the business and the various contractor companies working within the business, with respect to the responsibilities and accountabilities of all parties involved in the contractor management process.
- Instigated Incident Cause Analysis Method (ICAM) training which was presented to business leaders and safety professionals across Port Kembla Steelworks. This program challenged the view that accidents are inevitable in complex, hazardous organisations, and the highlighted the fact that incidents are often multi-causal.
- Involved in the Just & Fair culture model intervention. This intervention was based upon the work developed Professor Patrick Hudson and Shell Petroleum. The program was designed to assist managers to determine whether an individuals actions were deliberate or as a consequence of an error and then determine the most appropriate consequence for their actions. The model assisted managers to reduce the likelihood of violations or mistakes and promote positive behaviours.
- Led a safety initiative to reduce manual handling injuries at BlueScope Steel Refractory Services Department. Prior to the intervention thirty percent of the department’s injuries and 50% of the compensable injuries were as a consequence of manual handling. As a consequence of the initiative the department had no manual handling injuries for 12 months.
- Instigated Zero Harm workshops where team members shared their own safety experiences, identified on-the-job risky behaviours and agreed upon crew based standards of behaviour.
- Worked with OHS committees and challenged them not to bring day to day issues to the committee, rather to be involved in more strategic initiatives, such as the 75 in 75 initiatives. Seventy five members of the business, including the managers, had to identify one safety activity and implement it. Team members then voted on which was the best initiative. The outcome of this was that employees were given “permission” to take responsibility to fix things themselves, rather than waiting for someone else to do it for them.
- Conducted analysis of leading and lagging indicator data to present to the management team to ensure the initiatives being worked on will have the greatest impact on business performance.
- As a part of working group assisted in the implementation of the BlueScope Steel OHS Management system. I was also involved in preparing BlueScope Steel for WorkCover audits against the “National Self Insurer OHS Audit tool.
- Implemented a Safety Management System for a new BlueScope Steel business purchased in Lyndhurst Melbourne.
- Rationalised a Safety, Environment & Quality Management system to reduce the amount of work required to maintain the system, whilst meeting the business requirements to maintain ISO9001, American Petroleum Industry Q1, AS14001 and AS4801/WorkCover Self Insurers requirements. Maintaining accreditation.