leveraging ehs management systems to shift ehs … · iso 9001, iso 14001 and ohsas 18001 only....
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Leveraging EHS Management Systems to Shift EHS Thinking and Performance
Peggy Spurlock, Sr. Manager, Safety & EnvironmentalSchneider Electric
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Schneider Electric, the Global Specialist in Efficient Energy Management and Automation
Balanced geographies – FY 2015 revenues
27%North America
18%Rest of World
26%Western Europe
29%Asia Pacific
€26.6 billionFY 2015 revenues
160,000+people in 100+ countries
~5%of FY revenues devoted to R&D
Four integrated and synergetic businesses FY 2015 revenues
45% 21% 20% 14%
IndustryBuildings & Partner Infrastructure IT
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Business practices
Products and sites
Employees
Communities
Fostering energy access
Innovation
People
Business
Fighting fuel poverty
Active energy efficiency, Energy management & Sustainability services Spreading access to
reliable, affordable and clean energy through a combined approach of training, offers, business models and investment
Smart cities
A measured commitment: The Planet & Society Barometer
most Sustainable Corporations in the world in 2015
• Measuring sustainability• Communicating quarterly• Auditing annually by a third party
Sustainability is mission critical
Solutions for efficiency Ethics & Responsibility Solutions for energy gap
#9 in the Global 100
Smart grid (renewable, flexible distribution, electric vehicle, demand response)
Agenda
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1 Our story
2 Our barriers
3 Our improvements
4 Next steps
ISO14001 OHSAS 18001
ISO9001
ISO50001
IMS
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• Started with one region; driven by Quality team
• Received management support first
• Pulled together working team
• Set up communication
• Rushed to meet first deadlines
• Integration by group versus standard
Where do we begin?2014
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China30
EAJP33
India32
NAM
SAM
EMEA
Phase II (initiated 2014/9)
Phase III (start 2015/9)
CIS
Planned rollout in phasesISO 9001, ISO 14001 and OHSAS 18001 only
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• > 100 countries organized by regions
Readiness
Reporting structures
Cultures
• Functional differences between quality & safety & environmental
• Communication tools
• How to manage change
Our complexity
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• Focus was on quick implementation of systems to meet deadlines
• Integration of management systems were not always complete
• Integration of management system concepts into normal business processes not complete
Management review
Internal auditing
• Lack of visibility at the central office level
• This was new territory for us!
Additional barriers
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Where are we today?Phase III: EMEA Product & ETO, including CISWave 1: 2016Q1 (Certificate Issued)Wave 2: 2016Q2 (Audit completed)Wave 3: 2016Q3 (Transferring in progress)Wave 4: 2016Q4 (Planning with IA to be signed)Wave 5: 2017Q2 (Pending)
New IMS Cycle Audit
Y2014 Y2015 Y2016 Y2017
Integrate ISO50001
ISO 9001/1400 V2015 Transfer
Phase III
Phase II (NAM & SAM)
Phase I (China, India, EAJP)
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•Communicate the importance.
•Establish the quality policy & objective.
•Conduct the management review.
•Provide the resources.
Top Management Program Leader (PL) Core Team Local Contacts
•Coordinate and runoverall GSC IMS program at the GSC level according to rules defined by Top Management & MR.
•Led the Core Team and Local Contacts to deploy IMS program.
•Update the progress to Top Management & MR, and ask support as necessary.
•Coordinate with other SE teams.
•Set-up and deploy the necessary global processes.
• Prepare and manage the global level document and record.
•Assist MR & PL to monitor global performance and CA/PA.
•Coordinate the internal & external audit.
•Ensure the global processes are deployed.
•Manage the necessary local processes.
•Prepare and manage local document and record.
•Monitor local performance and CA/PA.
•Conduct local internal audit and management review.
•Host external audit.
GSC – Integrated Management System (IMS)
Original structure
Management Representative (MR)
•Ensure the necessary processes are established, deployed and maintained.
•Monitor and report the performance and identify the need of improvement.
•Ensure the promotion of awareness of customer requirements.
•Provide support.
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•Establish Central Office
•Global Manual/Procedure Review & Revision
•Implement and certify China sites
•Implement and certify NA Sites
•Conduct the management review.
•Provide the resources.
2015 – EstablishIMS Foundation
2017 – FoundationalChange Management
and Continuous Improvement
2018 – Standardizationand Link to SE Initiatives
2019 – ContinuousImprovement
•Manage changes in Standards
•New Versions•Added Standards•Move from OHSAS to ISO
•Add non-GSC entities?.
•Revisions to key tools: Lotus Notes Database
•Evaluate, identify, select and begin implementation of Global CAPA management tool
•Set-up and deploy the necessary global processes.
• Prepare and manage the global level document and record.
•Assist MR & PL to monitor global performance and CA/PA.
•Coordinate the internal & external audit.
•Ensure the effectiveness and efficiency.
•Manage the necessary processes.
•Prepare and manage local document and record.
•Monitor local performance and CA/PA.
•Conduct local internal audit and management review.
•Host external audit.
GSC – Integrated Management System (IMS) – Long View
How we want our structure to be
2016 – ExpandIMS Foundation
(Geography and Scope)
•Ensure the necessary processes are established, deployed and maintained.
•Develop and establish standardized internal auditor program
•Change Management
•Identify additional opportunities for standardization and efficiency
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• Focus on integration of processes, especially internal audit processes
• Develop database with global visibility on
Nonconformances
CAPA
Compliance assessments
• Transition to ISO 9001/14001:2015; ISO 45001 when available
Additional improvements
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• Work as a team across geography and function• Communicate routinely• Follow through with plans• Manage change as it comes• See the bigger picture• Work to make this a sustainable process
– Review auditing process– How to conduct management reviews– Integrate where possible
Next steps…