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Introducing a Health, Safety and Environment Information System towards

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Research Article

Introducing a Health, Safety and Environment Information

System towards improved operations HSE planning,
monitoring and performance measurement.

BY:

Gerald Gwamba

Date: 30th October, 2016

1
Introduction of a Health, Safety and Environment Information System towards improved operations HSE
planning, monitoring and performance measurement.

Abstract

This document explores the introduction of a Health, Safety and Environment Information systems within small and medium
enterprises to improve their overall operations performance towards better HSE planning, monitoring and performance assessment.
The massive developments encompassing industrial and infrastructure developments within developing and transitional countries
has not only increased the scale of business development making these economies highly attractive for direct and foreign
investment but also placed developing countries in the spot light for increasing work place related incidences. As developing
countries continue to struggle to meet both technology and industrial divide across different sectors, workplace HSE related aspects
need to be proficiently addressed to meet international standards and expectations. The use of Information systems in this aspect
can thus help to improve workplace coordination throughout the entire value chain of business and promote sustainable HSE
accounting, planning and reporting. This documents thus discusses how an HSE IS is implemented within an organization and
further contributes to further research towards the development of IS within organizations in development and transitional
economies.

Keywords: Information systems, Health Safety and environment, Developing countries, Uganda

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Identification and analysis

A. Introduction

There is a growing trend for many organisations both public and private entities globally in adopting Occupation Health
and safety IS towards improved Health, Safety and environment (HSE) planning, monitoring and performance
measurement. Organisations around the world are investing in HSE management IS in a bid to avoid workplace
related incidents (Kurkova, 2012), and increase their public rating to achieve a competitive edge over rivals. Within the
context of developing countries and transitional governments however, public knowledge and practice of HSE still
remains low and HSE does not get the merit within many workplaces, particularly in Uganda that it deserves (Ministry
of Health, 2008). In addition, the increased growth of the industrial sector in developing countries has been
characterised by the emergence of complex industrial processes driven by automation and heavy machinery therefore,
their potential effects to the organisation, people and environment needs to be anticipated (Muhammad, 2013). It is
not until the early 2000s that Organisations in developing countries particularly Uganda, started getting more familiar
with HSE within workplace vocabulary as a result of the emergence of the oil and gas sector (Ministry of Energy
Uganda, n.d.). To date, many organisations particularly engineering and service companies are increasingly getting
more stringent about HSE and the operationalization of Uganda’s national Occupational Health and safety act of 2006
has made it a prerequisite for organisations to update their HSE portfolios (MGLSD, 2006).

WTU is a small local Ugandan enterprise (SME) mainly dealing in fire safety products and services primarily serving
the local industrial and domestic sector through fire protection & fighting services, and training but has since
diversified to service the petroleum subsector within the energy sector given its extensive expertise within the safety
services industry. My involvement with the company is at a level of an HSE advisor given my prior background in
engineering sciences and additional training as a HSE management consultant. Developing an HSE IS started through
an evolutionary approach and currently, HSE exists as a manual system with limited computerised tools. Based on
management demand to streamline all institutional operations and fast track competitiveness to remain above the
growing competition, we stated a drive to computerise all companywide IS with the future target of integrating all IS.
The information system that I am currently developing is, “HSE Management IS (HSEM-IS)” or sometimes referred to
as HSEMS.
Name of the IS: Health, Safety and environment Management Information System (HSEMS)
Aim: The primary aim of the HSEMS is to improve operations HSE planning, monitoring and performance
measurement to comply with client, national and international standards.

B. IS Project definition
The drivers for this project are mainly based on the need for WTU to respond to external pressures and also to solve
the problems related to streamlining HSE information throughout all company operations.
i. Pressure

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 As a result of increasing companywide operations, WTU did not have streamlined data regarding HSE
performance that is key safety, health, environment, and security performance indicators were not set and
thus not periodically measured. Increasing pressure from government for all companies to register with the
occupational health and safety department as provided in the occupational health and safety act 2006 meant
that the company streamlines all its operations accounting for HSE following government assessment. WTU
diversified its operations to bid for providing fire safety services for the oil and gas subsector. After a
successful bidding process, this was followed by a safety performance audit (WTU, 2014) where companies
with a safety score of Amber rating would be allowed to work. This was further on condition that these
companies strive to reach green banding rating within a limited period based on the duration of their contracts
and thus would not be renewed should green banding fail to be achieved.

ii. Problem
Already, WTU was struggling with maintaining proper HSE documentation, work safety practices, inadequate
audits and a non-compliant HSE culture despite its extensive knowledge and experience in the safety services
industry. Many of the WTU staff were not adequately trained to service very vibrant and highly specialised
industries like the Oil industry but were more experienced in traditional manufacturing and domestic fire safety.
Similarly, HSE was not well communicated throughout the company since companywide operations planning
was more focused on getting the job done and as such limited HSE records and or/filing system was in place.
HSE monitoring was inadequate since no inspections where scheduled, no reports were kept about safety
meetings, incidents and generally things were done on a reactive rather than active basis resulting in poor
scores of 35% in contractor HSE pre-contract award audit (WTU, 2014).

In order to identify the project drivers, I will us the PIECE framework as used (Sharon & Heeks, 2016b) that stand for
performance, information, economics, control, efficiency and services to deduce the project rationale since this
framework well suits identifying problems and pressures as opposed to opportunities.

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Figure 1: PIECE Analysis

C. Problem/opportunity definition
i. Stakeholders

I will use the CASOSO checklist to identify the stakeholders who are affected by the new IS changes.

 Clients – all IS beneficiaries inside and outside the organisation including staff, contractors and
subcontractors
 Actors – include those carrying out the activities of the IS. e.g. Heads of departments (HODs),
Managing director (MD), Financial Controller (FC), Human resources (HR), other staff (Technicians)

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  Sponsors – responsible for paying for all expenses of the IS e.g. MD and FC. Note: The company
directors are the MD and FC.
 Owners – include the organisational/departmental management responsible for using the IS e.g.
HSE Unit manager
 Champion – e.g. MD
 Others – has influence on the project e.g. Technical staff
ii. The problem statement

In defining the problem statement, I will use a combination of the problem and pressure statement since this
particular IS is primarily driven by the two situations.

Statement:

There are significant levels of HSE non-compliances in WTU with management unable to account for overall
HSE performance, and generally, regulatory bodies and main contractors are getting more actively involved in
companywide HSE auditing to reduce the number of non-compliant operating companies.

iii. Project rationale

To improve operations HSE planning, monitoring and performance measurement.
iv. Issues/constraints
 Politics – there is limited politics in the implementation of this project since WTU is a private
company and the project initiative is directly from the MD. However, we might experience some
opposition from some senior technicians especially in denying undertaking some responsibilities
aside from their normal job roles since they would also prefer to sit on the project board which
membership is limited.
 Money – WTU being a private company has a very strict financial accountability system. There is
always a very strict monetary policy and control from the FC towards undertaking project financing
especially if the project does not have direct financial returns. Therefore there is need to be quite
persuasive about the idea to attract buy in.
 Time – The case of time is very sensitive since the earlier this system is implemented the better.
This is because normally, stakeholder audits are not announced and thus it is better to have
systems in place to avoid last minute workloads.
 Human resources – this project requires a limited number of people working on as needed basis.
Currently, the company has adequate human resources especially in regards to project
management. There is however a human resources gap in HSE supervision in the field operations
(multiple work sites) meaning that the HSE Unit manager will have a lot of work to do in regards to
training and mentoring other personnel.

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  Skills – there is only one HSE management staff. There is however need to retain all potential
candidates to reach a competence level for them to take on more HSE roles.
 Infrastructure – There is already a server environment that will enable the system to be installed on
a centralised server for easy distribution. However, the project requires a dedicated work station and
office for the HSE Unit. In addition, there is need for a file cabin to maintain proper filing system for
hard copies from the field. None of this is in place thus management will have to allocate resources
for these requirements.
 Other – they may be need to certify at least one HSE staff to international level for competence
assurance. However, this is optional and can be realised in the medium and long run. Others may
also include certifying the company to ISO standards which is required by international clients to
increase visibility.
 All these constraints are manageable do not appear to be overwhelming to the IS project.
v. Root definition/project summary statement
In defining the root definition of the IS, I will employ the CATWOE checklist and also based on the stakeholder
analysis defined earlier;
 Clients – staff, contracts and subcontractors
 Actors – MD, FC, HSE Team, HR, HODs, Technicians
 Transformation – To integrate HSE best practices throughout WTU operations in order to promote
operations integrity, HSE monitoring and performance measurement using key HSE performance
indicators.
 Worldview – to increase the overall HSE compliance towards clients and national regulators.
 Owner – the HSE Unit manager
 Environment – limited budgets, poor commitment from both staff and management, limited contracts
without change in the cost of HSE
Summary statement:
An HSE information system owned and run by the HSE unit that will integrate HSE best practices throughout
WTU operations in order to promote operations integrity, HSE monitoring and performance measurement, to
increase the overall HSE compliance towards clients and national regulators.

D. Problem analysis

In analysing the problem, I have used the Data flow diagram to provide a more detailed understanding of the problem
and to capture as much detail as possible.

Refer to Data flow Diagram, Figure 5.

E. Project assessment

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Bocij et al notes that a project should be assessed for feasibility as a measure of how well the solution meets the
organisational needs and anticipates any problems that might be encountered (Bocij, Greasley, & Hickie, 2015).
During the project feasibility assessment, I have used Bocij et al assessment focusing more on the organisational and
economic feasibility since they are the most critical determinants of the success of the IS project. A summary of the
feasibility assessment is documented below;

i. Technical feasibility

This computerised IS will address the HSE needs of the organisation further providing more automation. This
is further justified that the current practices make it difficult to implement HSE compliance but with this HSE
system in place information and HSE integration with operations will be easily reported and followed. This
solution will work since there is already a need and the current system only needs a much more automated
and organised way of doing things.

ii. Organisational feasibility – formal objectives

This IS is relevant to the organisational objectives since it will increase the HSE compliance of WTU which will
project a good business image to clients and the government facilitating increased competitiveness in the
safety services industry.

iii. Organisational feasibility – informal objectives

This IS is a direct management initiative specifically form the MD thus there is full management support.
Noted however is that only a few staff (7) have been involved in the project meetings to facilitate faster
decision making but however, other staff are repetitively engaged on an occasional basis for ideas. The level
of enthusiasm of the HSE unit is very high and are prepared to lead the change.

iv. Economic feasibility

 Human resources costs involved are only incurred on the consultant. The company already has a
team of staff who will be assigned additional responsibilities aside from their normal job roles to
contribute to this project. Also some redundant staff will be assigned to undertake assignments
whenever required.
 The consultant cost
 User time and training
 Resources – the only resources that are required include a desktop PC and a filing cabin (Already
in place). WTU already had a networked server that will house the IS for easy distribution.
 The system has hidden benefits which are not directly visible. The implementation is thus a
requirement that boosts the company’s profile especially increasing opportunities for wining more
contracts which cannot easily be measured but a key requirement during all contracting processes.

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  Other benefits. Improved HSE visibility, monitoring and the company’s HSE performance is easily
measured based on key performance indicators.
 Cost benefit analysis. Whenever clients perform work related audits and HSE scores are high, the
company gets green banded meaning that it can compete even for larger contracts. This implies
that whenever a new contract is signed, HSE pays for its self.
v. Other resource feasibility
vi. Currently all the necessary skills are available although time is limited.
vii. Sustainability
viii. Seems strongly likely
ix. Overall feasibility
x. The IS project is feasible.
2. Approach selection
A. IS development philosophy
I will take a socio-technical approach to IS development.

The socio-technical approach to IS would be the best match for this case study given that an HSE IS is centred
around people building an active culture in which everyone is actively a responsible for their own safety and the
safety of others (MGLSD, 2006) , (Stuart & Stedman, 2011). According to the occupational health and safety act
2006, employers are responsible to consult with their workers on issues related to workplace safety and thus all
parties should be equally involved in all matters related to safety since HSE is a culture influencing the way
people behave at the workplace, communicate and affects other human aspects(Human Engineering, 2005). On
the contrary, the engineering approach only limits social involvement for user requirements analysis stage
(Heeks, 2006). Similar justification according to Heeks (2006) onion ring model, further reveals that regarding
an IS as more of a technical tool would compromise the notion that IS rings create interactivity between
different phases with each contributing to the final product.

B. IS development model
The IS development model that I will employ is the prototyping model. My rationale for selecting this model is
that this type of project is more user centred than engineering centred. This rationale is in phase with the earlier
notion of a hybrid social-technical philosophy. Another important point to consider is the fact that we need a
high level of user commitment to realise adequate HSE compliance since HSE takes a more holistic approach
(Heeks, 2006), (Sharon & Heeks, 2016c). A related research and advanced technology for digital libraries
highlights that a participatory user-centred design increases end-user control and ownership of the library IS
avoiding barriers of digital libraries being passive warehouses (José, Sarantos, Christos, & Giannis,
2009).Therefore, by increasing user ownership of the IS, it helps mitigate gaps arising out of differences in
organisational cultures, design-reality gaps which well suits a developing country workplace context limiting
adverse failures from IS implantation.

9
3. Design
Designing IS requirements helps us to document what the system must do. Therefore we will undertake a systematic
process of requirements design using the following;
A. Project Requirements
i. Information design requirements
According to Heeks (2006), designing information requirements is based on a backward CIPSODA
model by asking questions focusing on key information functions (Heeks, 2006) pp 194 - 197. This
requires investigating the most important IS related user actions/transactions, decisions that users
need to take to support actions, information from the IS need by users in support of decisions, etc.
The table below summarises information design requirements for the case IS based from different
extract, (WTU, 2014).

10
Figure 2: Information design requirements for HSE IS as used in (WTU, 2014)

11
 ii. Software Design requirements
One aspect of the technology design, the software design will be a web based HSE IS. This will
increase the applicability of the application to the company context since most of the work is based in
the field away from the head office. This will facilitate easy information access between management
and the field personnel. WTU will only have to expand its connectivity to the web in terms of data
band width since it already has an existing fast web portal. The table below provides a summary of
the software design requirements.

Figure 3: IS software design requirements

iii. Hardware environment design requirements

Hardware design is another technologically focussed area looking at the hard IS development
approach. There is a need to link the hardware with the software to reduce dependences since some
software may not run on planned hardware. (Heeks, 2006) suggests that hardware should be framed
on information needs on the organisation, number of users, response time of the IS, security, size of
tasks etc. Below is a summary figure of hardware requirements design.

Figure 4: Hardware requirements design for HSE IS

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 iv. Security design
This IS will also take into account IS security design which will only allow registered users to access
the system using a username and password. Users will be required to change their user password on
quarterly basis. Active users will be logged out of the system interface if the computer is left more
than 15 minutes idle to minimise unauthorised access. In the same regard, the system will have an
audit trail which will record all user actions every time a user logs on to the system. Thus, users will
be required to sign a policy on ensuring secure computing while accessing the IS.

B. Design 1

Using relevant data flow design tools like “creately”, (creately, 2016), I have produced a data flow diagram for
an example section of the HSE IS under study.

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Figure 5: Data flow Diagram for the process of fulfilling an information request from a client/government regulator for a monthly HSE
status report.

Description of the Figure 5.

A client or government regulating entity makes a request to the company regarding the status of HSE on a periodic basis. In case of
a contract with a client, this is usually on a monthly or weekly basis. We shall consider a monthly request. The request can be by
email, or phone or printed form sent to the company.

Once a request is received, details are recorded and sent to the responsible office normally a company consultant. At this office,
information is pulled from the Human resources files, and the HSE data files as required. The HR files are periodically updated by
the departments, field operations and offices. In addition, past HSE records are also accessed and which are also updated on a
regular basis. Data is processed and the request is populated, after computations and calculations are done.

A copy of the generated report is sent to senior management for discussion, validation, customisation and approval. At this stage, it
is also authenticated with relevant signatures and assigned a special number.

The completed copy is then issued by sending it to HR pending forwarding to the client or requesting party. Another copy is sent
back to the HSE data store for future reference.

HR then forwards the completed document either in Hardcopy or softcopy as may be practical.

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Data entity design

In this section, I will present the data entities relating to the Data flow diagram above. The table below summarises the entities and
corresponding attributes. Reference is made from WTU documents, including KPI data (WTU, 2014).

Figure 6: Data entities

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Figure 7: Data entities and attributes

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Entity relationship (ER) table

Figure 8: Table summarising of some entities and relationships

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 C. Suggested technical solution

I will use Microsoft access (MS Access) to develop a suggested technical solution for this case study. My
rationale of the choice of MS Access is because it’s a simple, inexpensive powerful tool for developing relational
databases. MS Access 2013 is compatible on most windows operating systems especially form windows XP
onwards. It can also be installed on Linus platforms. I have used ordinary PC since it is also portable on simple
hardware. The

Note:

 All many-to-many relationship will be converted to one to many relationships.

Figure 9: Solving many to many relationships (employee – HSE task)

Since this a first draft, depicting how the entity-relationship data model will look like, I have stopped at step 5 (Sharon & Heeks,
2016a) pp 14 – 15 and hope to refine this design by involving users for data analysis mentioned in step 6.

 Alec in a related article on data model designs argues that we need to take extra care while building entity-relationship
data models (ERD) for transitions as these might bring about redundancies in relationships creating unnecessary and
confusing data flow (Sharp, 2011). These should be eliminated in our database designs. Other tools like (creately, 2016)
can also be used to develop ERD models with simplicity.

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Figure 10: Entity-Relationship Diagram (ERD) for the solution HSE-IS database

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4. Implementation Plan
A. Project Implementation (actions, timescale, responsible persons)
In the design of the project implementation plan, I have used Microsoft project (MS Project) to develop a working
design of the activities schedule, timelines and assigned responsible staff. Since I am adopting a hybrid approach to
IS development, part of the hybrid approach is a user-centred design which I have adopted by engaging users to
participate in testing as part of the prototyping phase so that end-users thoroughly get the actual feel of the system to
be able to customise it to their needs. This is an interactive process and any modifications suggested by the users are
made before the construction phase is completed. The suggested approach of handover is a phased approach where
aspects of the old system are gradually introduced into the new system on a case by case basis. This has the
advantage of limiting shock to new users giving them time to the get accustomed to the new IS and allows
management space to revert to old systems or make corrections to the new system should issues arise. (Heeks,
2006) pp 251 – 253 notes however that the phased system of handover is problematic since data gets split across
different functions. This will not be a big challenge to WTU since the existing system is totally manual with adequate
flexibility to allow new innovations. Additionally, the company is still small and this allows them to implement new IS
with relatively smaller constraints compared to large companies.

20
Figure 11: Tasks and resource assignments

21
Figure 12: Draft Project Timescale

22
B. Monitoring and evaluation
The HSE IS will be monitored and evaluated to ensure that it actually addresses the needs and expectations of the
users. IS project monitoring and evaluation is a continuous process undertaken to assess any bottlenecks within the
new IS which requires planning to ensure that information related to project progress and performance is collected
and analysed (FAO, 2016). For the purposes of this paper, we will use both qualitative and quantitative methods to
assess the performance of the IS including interview, questionnaires, visual etc.

C. Project risks
There are several risks associated with the development and implementations of IS projects, and organisations within
developing and transitional countries are not prone to these risks. A study on the factors affecting the successful
implementation of ICT projects in Kenyan government highlights that developing country governments like Kenya
mainly rely on donor funded projects to finance their projects. Gichoya notes that these are never sufficient in
countries characterised by high levels of bureaucracy, and limited user involvement in requirement collection and
analysis (Gichoya, 2005). A related study on the adoption of IS in developing countries; (Ssekakubo, Suleman, &
Marsden, 2011), (Mursu, 2002) agree that developing country institutions heavily rely on donor funds with many such
projects failing to proceed after donor funding is withdrawn. However, WTU being a private company has limited
bureaucracy with fast decision making reducing the risks of out of office politics.

IS implemented in developing and transitional countries face a risk of poor IS project planning and management which
limits the view of the IS to an ideal world. This limits users in a sense that their expectations are not met early in the
IS life cycle. (Hajeer, 2012) notes that most IS projects are susceptible to poor project planning, poor business case
and lack of top management support. All these present risks to many IS projects implemented world over since at
times management is mostly focused on realising short term wins yet most information system developments have
hidden and long term benefits.

D. Recommendations to overcome project risks

Recommendations however should be based on the country context in question. Developing countries by the virtual of
their ICT infrastructural challenges and cultural contexts need locally designed IS based on local needs and
expectations (Mursu, 2002). The information system in question (HSE IS) is however based on a user centred hybrid
approach. Thorough planning phase will further allow a more detailed development of contextualised activities aimed
at addressing the most pressing needs of end users.

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HSE Attachments, (WTU, 2014)

Chronology of Oil and Gas in Uganda

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Retail engineering HSE management monthly report, 2014

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HSE Weekly Contractor Safety Report, 2016

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 Contractor HSE pre-contract award audit

Extract from the Monthly HSE KPI

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