4d beyond ohsas 18001 creating a culture that strives for safety and health excellence

7/23/2019 4d Beyond OHSAS 18001 Creating a Culture That Strives for Safety and Health Excellence

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Beyond OHSAS 18001

Creating a Culture thatStr ives fo r Safety & Health

Excel lence

14thNOSH Congress

OSHC, Quezon City

Engr. Nomer A. Reynaldo

AVP- SHESQ

SN Aboitiz Power Group

ASPPI National President


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Company profile : the partnership

Creating a Culture that Strives for OSH Excellence

AEV, Inc is the public holding company

of one of the largest conglomerates

in the Philippines

SN Power is a joint venture between

Statkraft and Norfund of Norway

Power generation and

distribution are major

components of AEVs

core businesses

SN Powers current initiatives

are developing building,

acquiring, and operating

hydropower assets in

Latin America, Asia,

and Africa


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Plant profile acquisitions from the government


360 MW Magat

Hydropower plantIsabela, Ifugao

Took over April 25, 2007

105 MW Ambuklao

Hydropower plant

Bokod, BenguetTook over July 10, 2008

On-going rehabilitation

132 MW Binga

Hydropower plant

Itogon, BenguetTook over July 10, 2008


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OSH Milestones and Accomplishments


GKK Award 2012, 2014 - OSHC, DOLE

Safety Milestone (SMILE)BWC

TCCLS Award - DOLE Reg. Office

Anvil Award- Transport Safety

OHSAS 18001, ISO 14001, ISO 9001

Accumulated, combined 8 M work-hours

and more ..


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6

The way things were (7 years ago.. baseline OSH practices)



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Benchmark standards . . . huh


Legal standardminimum requirement

Industry standards

Internationally accepted framework (ISO,

ILO, IFC, etc.) Company management systems framework

Are the company OSH risks acceptable? ALARPLevel?


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Set Up

Set Up and Shake Up

Safe

tyandHealthPerformance

Time

Gap Assessment

o Risk mapping (HIRAC)

o SNAP OSHMS Framework as

standard

o Minding the Gap

o OHSAS 18001 certification is onegoal (part of OSHMS) for process

excellence

Shake Up



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Creating world class OSH systems

Set up

Document &

Measure

Set up

Implement &

Measure

Review

&

Shake up



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When we started we said we need stronger processes

People

Process

Culture

People

Process

Culture

acquisition phasedevelopment and

implementation phase



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11

OSH Management System Framework

Leadership and Commitment

Policy and Strategic Objectives

Management Review

Corrective Action & Improvement

Monitoring

Planning & Procedures

Risks and Hazards

Management

CorrectiveAction

Audit

Organization, ResponsibilitiesResources, Standards & Documentation

Corrective Action & Improvement

Implementation

SNAPs Management System for OSH



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The way things were: Tokke Project

Tokke Plant in Western Norway was

built in 1955. Project took a span of 15years. During those times , fatalinjuries were considered normaloccurrence in this type of project.

8 water power stations

tunnels and power stationsinside granitemountain

1,500 persons atwork at peak level.

1,000 MWcapacity

23 fatalities



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OSH Changing Strategies

0

5

1015

20

25

30

3540

45

50

55

60

No. of

Incidents

0

5

1015

20

25

30

3540

45

50

55

60

Time

ProsedyrerCompetence

Equipment, Tools

Technology

Proceduresand

Systems



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Excavation Works in Drop Shaft:The way we do things may take some time

Early Practices in the

Hydropower Plant Construction

Construction Works in

AmbuklaoYear 2009



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Why change?

If you do what youve always done, youll get what

youvealways got!

One fatality is

one death too

many. What

maybe

acceptable in

the past is no

longer

acceptable

today.



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Breaking Old Safety Paradigms

I have been doing this thing for many

years. Why change our practices?

An accident will not happen to me.

Accidents only happen to others.

We are already safe enough.

Sales and production are more important than safety.

You cant make everything idiot proof.

When push comes to shove, safety loosens.

Management is more concerns with insurance rates and legal

liabilities.

People are careless.



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Take-Away Lesson: ISO & OHSAS Discipline

Establish the objective and processes

necessary to deliver results in accordance withcustomer requirements and the organizationspolicies

PLAN

CHECK

DO

ACT

Implement the processes

Monitor and measure processesand product against policies,objectives, and requirementsfor the products and report the

result

Take actions to continually improve processes



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No incident to report.

What you can measure, you can manage P.D.

http://4.bp.blogspot.com/-etdBPt9716Y/UC3urNTJciI/AAAAAAAAAxE/w2a2-JMk4l4/s1600/smiley-emoticon.png


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Leading kpi and Lagging kpi

Traditional OSH KPI Proactive OSH KPI

- Number of worker fatalities- Number of lost time incidents/illnesses

- Total Recordable Case Frequency

- No. of Medical Treatment Cases

- No. of Restricted work cases

- No. of Motor Vehicle Accidents- Cases of Regulatory non-compliance

- No. of First aid cases

- Costs incurred from an accident

- Man-hours exposure without LTI

- Hazards reporting (# of Report of UnwantedOccurrences or RUO) and hazard control action

item closure %

- Safety Audit finding closures %

- OSH Management System expectations, closure

of gaps %

- No. of OSH training conducted vs. No. of OSHtraining planned

- Emergency drill action items vs. Emergency

action items closed

- No. of Safety Committee meetings

- Results of OSH Climate surveys


h d h k


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Why Set Up and Shake Up?

These workers failed to get home to their loved

ones . . .

o If you are able to operate a plant for a day

without any fatal injury, why not work for a

weeka month. a year or even for a lifetime

without one.



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OSH Changing Strategies

0

5

10

1520

25

30

35

40

45

50

55

60

No. ofIncidents

0

5

10

1520

25

30

35

40

45

50

55

60

Time

ProsedyrerCompetence

Equipment, Tools

Technology

Procedures

and

SystemsOSH-Culture

Leadership and commitmentPersonal behaviour

Teamwork & partnership

Organizational learning


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Striking a balance . . .

People

Process

Culture

People

Process

Culture

People

Process

Culture


implementation phasewhere we want to be



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Is Safety first here?

Supervisor


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It used to be first until it became a second priority

Sometimes sales, production,

profit and cost pressure cantake precedence over our

safety and health
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Is Safety first?

No Safety is a Value not a Priority!

Do values and priorities affect

our attitudes and behavior

towards safety?

Value- is a principle or desired

quality.

Priority- precedence in date,goals, positions or could be a

superiority in rank or position.



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Value vs. Priority

Priorities:

- Can and will change

frequently

- Something that takes

precedence over another

- Can be easily influenced by

others or circumstances

- Waiver, a form of compromise

Safety First!

Values:

- Dont easily change

- Not readily influenced by

others or circumstance

- Takes a life change to

change a value


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Why shouldnt Safety be first?

Safety must be an integral

part of line managementsresponsibility

Safety should rank up there

with other company

objectives such as cost,productivity, quality

Safety need not rank higher

nor should it rank lower.

Senior line management should manage OSH the same

way it manages other sustaining priorities such as

productivity, cost and quality.



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What is Safety then?

Safe means not being at risk, not the absence of accidents. Able

to control hazards to attain an acceptable level of risk.

Achieving a zero injury or accident is possible, but removing all

risks from an industrial setting is not.

Safety is first with the company predicated false belief with thechance that the sense of responsibility is diminished, or worse,

removed.

- employers responsibility to provide safe work environment

- proactive self-accountability is the responsibility of each

employee


Where are you now in the Culture Ladder?


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Where are you now in the Culture Ladder?

Directors Safety Alliance Limited

Pathological

Bureaucratic

Reactive

Proactive

The safety culture is how we do things around

here. Business culture = safety culture.

Safety leadership and values drive continuous

Improvement across organisation.

Criticism encouraged.

We have systems in place to manage all hazards.

Lessons learned enable local improvements.

Safety is important, we do a lot every time we

have an accident

Who cares as long as were not caught. Conceal

problems if possible. If caught, blame individuals

and move on.

Generative

6

The Safety Culture LadderProf Patrick Hudson



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Set Up

Understanding Continual Improvement

Sa

fetyandHealth

Performance

Time

Shake Up

FadeFade

Shake Up

Fade

Shake Up



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Striking a balance . . .

People

Process

Culture

People

Process

Culture

People

Process

Culture


implementation phasewhere we want to be



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What is Culture of Safety all about then?

A Culture of Safety is a way of life of a group of workers, which

is dedicated to elimination of all workplace incidents andinjuries.

The way we do

things out here!

Could be as simple

as that!

Components of a World Class Safety & Health Culture


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Components of a World Class Safety & Health Culture

Acknowledgment of the high risk, error-prone nature of an

organizations activities

Blame-free environment where individuals are able to report

errors or close calls without punishment.

Expectation of collaboration across ranks to seek solutions to

vulnerabilities.

Willingness on the part of the organization to direct resources to

address safety and health concerns.

Visible safety leadership

Nobody gets hurt ultimatemeasurement



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Cultural Values Applicable to Safety

Interpersonal responsibility

Person centeredness Co-workers helpful and supportive

of one another

Friendly

Open and sensitive personal

relations Creativity

Achieving goals

Strong feelings of credibility

Strong feeling of interpersonal

trust

Resiliency



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What line management should do?

Set the EXPECTATIONSfor the entire organization.

COMMUNICATEthese expectations to the organization.

Demonstrate COMMITMENTto these expectations during tours,

meetings and one-on-one discussions.

Provide reasonable RESOURCES; i.e., provide the right to

succeed.

Track progress and hold the organization ACCOUNTABLE.

RECOGNIZEand REWARDprogress and performance.


Making Waves


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Making Waves

Leader



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Management vs. Leadership

Management

Functional

Job-focused Objectives

What to do ?

Engage the mind

Leadership

Cultural

People-focused Vision and values

Why do it ?

Engage the heart

Discuss distinctions

What relevance gives this for HSE performance ?

We need them both, but to achieve deeply motivation and personal

engagement it`s critical to touch the heart

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Activators Behavior Consequence

Personal Values

Attitude

Life experiences

Knowledge

Co. Culture

Peer influence

Leaders

influence

Family

Industry

network

Friends

Individual

Company

Social context

What employees should do? .. Sphere of influence

i dd


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Maturity Ladder

h k Y


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Thank You



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For more information or to let us hear from you,

please visit: www.snaboitiz.com

You may also email us at: [email protected]

4d beyond ohsas 18001 creating a culture that strives for safety and health excellence

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