Development of a management system
I was asked to review and further develop the occupational safety management system of a chemical company. The system formally met legal and group-level requirements, but the accident rate had not continued to fall and managers did not feel the system supported their decisions.
The assessment showed that documentation was excessive while indicators were purely retrospective: they tracked accidents and regulatory findings. That kind of feedback arrives too late to intervene.
Development took three directions: simplifying documentation to what is actually used, introducing proactive indicators (management walkarounds, near-miss reporting, training coverage), and embedding indicators in regular management meetings. The KPI system became a management tool, not merely a reporting obligation.