An accident is just that—an accident—when it occurs due to system gaps that, due to inherent flaws, could not have been anticipated or addressed. These flaws may be unknowable, especially with new work methods and processes, or may be unknown because the system itself is weak. However, when known weaknesses in the system are willfully ignored (in hope) or inadvertently ignored, what occurs is not merely an accident but a preventable accident.

Safety practitioners often spend considerable time agonizing over how to prevent every workplace accident, and many judge their performance by the occurrence or frequency of such incidents. This focus is understandable given that many workplace regulations are blame-centric, containing catch-all offences that encompass everything a prosecutor might find lacking.

While advances in safety management and a deeper understanding of workplace accident dynamics have improved preventative strategies, and attitudes towards accidents have become more positive, the emotional toll remains significant. Some argue that regulations seem to have merely broadened the scope for fault-finding by authorities.

However, sometimes an accident is simply that—an accident. We learn from what went wrong, adjust our systems, and proceed with the utmost care and respect for those affected, whether physically, mentally, financially, or otherwise.

The ArchDAMS approach acknowledges the impact of both reported and unreported accidents, focusing on the factors associated with accidents rather than obsessing over frequency or severity. By meticulously studying every aspect of an operation, identifying its associated hazards, and ensuring that designated, duly-authorised duty holders act as accountable stewards for every risk control measure, the ArchDAMS approach ensures that if and when accidents do occur, they provide a clear trail for systemic improvements.

Safety managers serve as crucial conduits between your management system and the frontline, translating policies, procedures, and culture. Their role is inherently hands-on and primarily situated on the frontline. Thus, a safety manager confined mostly to office work signals a disconnect that needs addressing.

The goal extends beyond simply increasing their presence on-site. It involves a deeper examination of your system, processes, and culture that inadvertently anchors them to office duties. Facilitating more time for them in the field enhances their ability to observe, assess, and refine safety interventions directly where the work happens, ensuring that safety practices are not just theoretical but practically applied and continuously improved.

In the ArchDAMS approach, safety managers are optimisers of the management system - spending most of their time alongside frontline staff verifying and refining elements of the process of assigning duties, providing means and improving discipline among dutyholders.

Safety practitioners typically function in one of three modes: observer, enforcer, or team player.

In the observer mode, safety managers act as independent assurance resources. They meticulously monitor, document, and report on conditions without intervening. Their role is distinctly separate from operations, focusing solely on observation. In the event of an incident, they conduct investigations and relay findings back to both the site team and their own management, who are usually not part of the operations team.

In the enforcer mode, safety managers engage more proactively. Beyond just observing and reporting, they ensure that any issues raised are addressed, following up diligently on unimplemented corrective actions recommended in their reports.

In the team player mode, safety managers are fully integrated into the operational team, sharing the same level of commitment and responsibility as any leadership member. They are deeply involved in all aspects of operations, providing continuous support and gaining a comprehensive understanding of every process. This involvement enables them to significantly influence the safety culture positively.

In the ArchDAMS approach, safety managers are optimisers of the management system - spending most of their time alongside frontline staff verifying and refining elements of the process of assigning duties, providing means and improving discipline among dutyholders.

Safety policies encapsulate the essential commitments your company pledges to uphold regarding the safety of its operations. These policies may either genuinely mirror the actions your company consistently takes or merely outline aspirational practices that are sporadically implemented.

If your staff cannot readily explain your safety policy in the same way, they might describe what companies like Apple, Starbucks, or McDonald's do, then what you have is a list of ambitions, not a concrete policy reflecting actual, tangible commitments backed by action.

Under the ArchDAMS approach policies are crafted only after a thorough understanding of the organisational context and a systematic review of its operational hazards, risks, strength and weaknesses. This ensures that the policies not only comply with regulatory requirements but are also achievable and reflective of what the organisation can genuinely accomplish, moving beyond mere aspirations to actual, implemented practices.

Hazards lurk in every aspect of field operations, stemming from team actions, inactions, or the operational environment itself. Effective site observation reports and inspections are crucial for identifying and assessing these hazards.

However, if most hazards identified are unexpected, it may indicate that your inspection system isn't performing optimally. Furthermore, not tracking the balance between anticipated and spontaneous hazards could mean your system isn't fully geared towards learning and improvement.

Identifying hazards might seem straightforward, but systematic observations that focus on deviations from the plan require a more refined approach. The ArchDAMS approach enhances this process by incorporating planned observation reports into daily site inspections. These targeted inspections focus on specific activities and areas, enabling the assessment of risk control measures' implementation and effectiveness.

Learning organisations know what to expect in every sphere of operation and their inspections are focused on verifying those expectations.