Overview of Meralco ESH Management13 Nov 2014

GREATER EMPHASIS FOR SAFETY AS THE 8TH CORPORATE VALUE

ESH CALIBRATED METRICS SPELLS ACCOUNTABILITY

Objective Indicators Target Unit Weight Remarks

LTI 0 Cases 10%

Fatality 0 Cases 5%

Safety Infrigement (B, C, D, E) 0 Cases 10%

Vehicular Accident Limit (Preventable)Sectors: 4

STS: 15Cases 10%

To reduce public accidents Volume of Public Accidents see PS Limits Cases 10%10% reduction from 2013

data

EnvironmentTo monitor environmental

performance.Environmental Contamination 0 Cases 5%

To promote internationally

acceptable ESH practiceISO Re/Certification 1 Certification 5% except Alabang

Public Safety Pocket Sessions 48 Sessions 10% Weekly or 4 per month

PS Tier 3 Planning & Coordination Meetings 4 Meetings 5%Quarterly meetings with

Networks/Sectors

To prevent accidents in the

workplace.Local ESH Committee Meetings 12 Meetings 5% Monthly meeting

Tree Planting 1 Activity 5%

PCO Accreditation 1 Employee 5% for designated PCO

Compliance to SMR, PTO &DP requirements 100% Percentage 5%Submit accomplished report

form to SEM for processing

To optimize use of util ities Resource Optimization 100% Percentage 5%

Fuel Efficiency 1%; water

consumption 2%; KWH

consumption 1% from 2013

baseline

Health

To provide healthy working

conditions to prevent occupational

i l lnesses among employees.

Annual PE 100% Percentage 5%

All regular employees. To

include BMI baseline data

as benchmark for 2015

improvement program.

Networks per ESH Committee

To monitor safety performance.

To campaign public safety

Safety

LAGGING INDICATORS

LEADING INDICATORS

Safety

To monitor legal compliance of

facil ities

Environment

EVEN NON-LINE PERSONNEL HAVE SAFETY ACCOUNTABILITIES

CRS- HMB per BC

Objective Indicators Target Unit Weight Remarks Validation

LAGGING INDICATORS

Safety

To monitor official duty safety performance

LTI 0 Cases 10% Documented report

Fatality 0 Cases 10% Documented report

To reduce public accidents Volume public accidentssee PS Limits

Cases 10% 10% reduction from 2013 data Public safety database

LEADING INDICATORS

Safety

To information activity to workers in building work sites

PS Campaign on Construction Sites 12Pocket

sessions20% Documented report

To implement and manage public safety activities

PS Tier 3 Planning & Coordination Meetings

4 Meetings 10%Quarterly meeting with Networks/Sectors

Documented report

Local BC ESH Gen Monthly Meet 12 Meetings 10% Monthly meeting Documented report

To exercise emergency knoweldgeand readiness

Emergency Drills 1 Drills 5% Fire / evacaution drills Documented report

EPRT Training as part of ESH meeting

4 Percentage 5%Discuss in 4 parts (quarterly), EPRT pocket training

Documented report

Environment To promote reforestation Tree Planting 1 Activity 10% Documented report

HealthTo determine occupational illnesses among employees.

Annual PE 100% Percentage 10%

All regular employees. To include BMI baseline data as benchmark for 2015 improvement program.

Documented report from CWC

100%

CRS-SME per Zone

Objectives Indicators Target Unit Remarks Validation

SafetyTo information activity to workers in building work sites

PS Campaign on Construction Sites 6Pocket

sessions100%

6 session per zone @ 7 SME zones

Documented report

SEM-ENGINEERS ARE ACCOUNTABLE FOR THEIR ASSIGNMENTS

Month Year Units Remarks

Sector SEM-Engineers

Lagging Indicators

LTI 0 Cases

Fatality 0 Cases

Safety Infrigement (B, C, D, E) 0 Cases

Vehicular Accident Reduction (Preventable) 4 Cases maintain 2013 target

Volume of Public Accidents see PS Limits Cases 10% reduction from 2013 data

Environmental Contamination 0 Cases

Leading Indicators

Lead Sector ESH Committee Meetings 1 12 Meetings once per month

Lead Sector General Safety Meeting 1 12 Meetings once per month

Lead BC General ESH Meeting 4 Meetings quarterly per BC

Lead in PS Pocket Session 1 12 Sessions once per month

PS Tier 3 Planning & Coordination Meetings 4 Meetings quarterly per BC & Sectors

Inspection: Sector Facilities 1 12 Meetings once per month

Inspection: Business Centers 6 ea BC Inspections Bi-monthly inspection

Inspection: Substations 3x ea s/s Inspections Trimestral inspection

Inspection: Line crew - Company (per work order) 8 96Inspections twice per week

Inspection: Line crew - Contractor (per work order) 8 96Inspections twice per week

Emergency Drills: Sector Facilities 2 drills Must include chem & medical emergency scenario

Emergency Drills: Business Center 1 drill per BC

DOLE BOSH Accreditation* 100 % *for 3yrs practitioner up

ESH Training 40 hours responsibility of the Head

Audit (Internal & External) 2 audits 1 internal & 1 external

PERFORMANCE IS REGULARLY REPORTED

DATA TRACKING IS NECESSARY (LTIR + TRIR)

The Lost Time Injuries Rate (LTIR) and the Total Recordable Injuries Rate (TRIR) are internationally acceptable safety performanceindicators. Meralco’s LTIR and TRIR limits are based on the 2012 LTIR and TRIR global average of the International Association ofOil and Gas Producers at 0.48 and 1.76, respectively.

INJURY PYRAMID BACKS THE TRIR & LTIR

EVERYTHING IS REPORTABLE BUT NOT EVERYTHING IS RECORDABLE.

PUBLIC ACCIDENT COUNTS ARE NOW A MEASURE OF PERFORMANCE

21 2014

1822

18

29

6 8

22

3 4 3 41 1

6 30

3

38

53

30

39 37

23

39

6

21

41

0

10

20

30

40

50

60

Alabang Balintawak Dasmariñas Manila Pasig Plaridel Rizal San Pablo Sta. Rosa Valenzuela

Public Accident per ESH Committee

YTD 2014 Jun-14 Limits

Alabang Angono Bacoor BalagtasBalinta

wakBaliwag

Batangas

CaintaCalamb

aCommonwealth

Dasmariñas

EspañaKamuni

ngLas

PiñasLucena Makati

Malabon

Malate MalolosMandaluyong

Marikina

Novaliches

PasigRoosev

eltRosario

SanPablo

SanPedro

Sta.Maria

TutubanValenzu

ela

YTD 2014 15 6 6 6 6 4 3 16 3 8 5 8 2 4 1 8 5 7 4 4 7 9 9 3 2 2 5 8 3 9

Jun-14 3 2 0 1 0 0 1 3 0 3 1 1 0 0 1 0 0 2 0 1 1 2 0 2 1 1 0 1 0 1

Limits 25 7 10 7 12 9 3 17 9 24 15 7 7 12 2 9 16 15 7 5 15 18 14 5 5 2 13 5 14 18

0

5

10

15

20

25

30

Axi

s Ti

tle

Public Accident per Business Center

CLOSE OUT OF ACCIDENTS ARE TRACKED2014 JUN FINAL INCIDENT REPORT MONITOR PER ESH COMMITTEE

ALA BAL DAS MNL MOC PSG PLA RZL SPL STR STS VAL Total

Table 1.0: INCIDENT CASES

1.1 Injurious Cases (Resulting to MTC, RWC, LTI, FAT. Count can be paired with 1.2, 1..3 and 1.4).

JUN 0 1 0 1 0 0 0 0 0 0 0 0 2YTD 0 2 1 2 1 0 1 0 0 2 0 0 9

1.2 Environmental Cases (Contamination: > Clean-up/remediation is required; no lasting impact on food chain, terrestial or aquatic life).

JUN 0 0 0 0 0 0 0 0 0 0 0 0 0

YTD 0 0 0 0 0 0 0 0 0 0 0 0 0

1.3 Vehicular Accident Cases (Involvement of company vehicles with or without personal injury).

JUN 0 0 0 0 1 1 3 0 0 0 0 5

YTD 0 0 0 0 5 1 6 14 0 9 0 20 551.4 Property Damage Cases (Facility damage with or without personal injury).

JUN 0 0 0 0 0 0 4 0 0 0 0 0 4YTD 0 0 0 0 0 0 18 0 0 0 0 0 18

1.5 High Potential Cases (Near-Misses. Untoward incident occurred but had the potential to cause injury, environmental contamination, and/or property damage).

JUN 0 0 0 1 0 0 0 0 0 0 0 0 1

YTD 0 0 0 1 0 0 0 0 0 0 0 0 1

Table 2.0: PRIMARY INVOLVEMENT CAUSES (Incident cases requiring reports. High-potential near misses are included). 2.1 Linework Cases (Linework activities resulting to personal injury, environmental contamination and/or property damage, were company vehicles/transports are not in transit).

JUN 0 0 0 2 0 0 0 0 0 0 0 0 2YTD 0 1 0 3 0 0 0 0 0 2 0 0 6

2.2 Vehicular Cases (Activities were vehicles/transports are in transit resulting to personal injury, environmental contamination and/or property damage > P20K).

JUN 1 0 2 0 0 0 0 0 1 0 3 0 7YTD 2 0 6 0 0 0 1 0 10 0 3 0 22

2.3 Other Cases (Activities other than linework and vehicular cases resulting to personal injury, environmental contamination and/or property damage > P20K).

JUN 0 1 0 0 0 0 0 0 0 0 0 1

YTD 0 1 0 0 0 0 0 0 0 0 0 0 1

Table 3.0: FINAL INCIDENT REPORT (FIR) MONITOR

3.1 Requiring FIR (Items 2.1, 2.2 and 2.3) .

JUN 1 1 2 2 0 0 0 0 1 0 3 0 10

YTD 4 2 6 3 0 0 1 0 7 2 3 0 283.2 Pending FIR (Count starts the day after incident until FIR is submitted to BRU Head).

< 45 days 1 0 2 0 0 0 0 0 2 0 0 0 5

> 45 days 3 0 4 0 0 0 0 0 5 0 0 0 12> 60 days 0 0 0 0 0 0 1 0 0 0 0 0 1

3.3 Reported FIR (Reports submitted to BRU Head).

JUN 0 1 0 2 0 0 0 0 1 0 3 0 7

YTD 0 2 0 3 0 0 0 0 7 0 3 0 15

% Completion YTD 0% 100% 0% 100% 100% 100% 0% 100% 100% 0% 100% 100% 54%

Note: This process only captures incident notification, incident investigation and final report submitted to the ESH Committee Head.

INVOLVEMENT IN PUBLIC SAFETY IS EXEMPLEFIED IN THE POCKET SESSIONS

PUBLIC SAFETY CAMPAIGNS

(Pocket Sessions)

June 2014 YTD 2014

Total Sector Total BC

S C S C S C

Alabang Sector 0 0 0 10

Alabang BC 0 0 2 10

Las Pinas BC 0 0 3 0

Balintawak Sector 0 1 0 1

Balintawak BC 2 0 17 1

Commonwealth BC 0 0 3 1

Dasmariñas Sector 0 0 0 0

Dasmariñas BC 0 0 10 0

Bacoor BC 0 0 2 0

Rosario BC 0 0 7 0

Manila Sector 1 9 44 36

Malate BC 1 6 0 15

Espana BC 0 3 0 12

Roosevelt BC 0 1 0 6

Tutuban BC 0 0 2 7

Pasig Sector 0 0 0 9

Pasig BC 2 0 4 2

Makati BC 0 0 6 2

Kamuning BC 0 0 5 3

Mandaluyong BC 0 0 5 4

Plaridel Sector 1 0 0

Sta. Maria BC 0 0 7 0

Malolos BC 3 0 11 0

Balagtas BC 1 1 22 3

Baliwag BC 0 0 4 0

Rizal Sector 0 7 0 6

Marikina BC 2 1 4 3

Cainta BC 0 4 15 0

Angono BC 0 2 3 3

Sta. Rosa Sector 0 0 24 0

San Pedro BC 4 0 8 0

Calamba BC 0 0 6 0

San Pablo Sector 0 0 3 0

Batangas BC 0 0 4 0

San Pablo BC 1 0 11 0

Lucena BC 0 0 7 0

Valenzuela Sector 4 0 0 0

Novaliches BC 0 0 4 0

Malabon BC 1 0 8 0

Valenzuela BC 0 0 10 0

Sub-Transmission

Services0 60 0

SUB-TOTAL 5 17 18 17 316 130

June TOTAL (Sessions conducted) 40

YTD TOTAL (Sessions conducted) 479

INSPECTIONS ARE HIGHLIGHTED

1 0 0 0 33 0 1 1 0 0 0 0 36

2 3 0 1 0 1 2 2 3 0 3 2 19

6 3 0 6 0 3 6 6 3 1 1 0 35

5 16 3 19 0 9 4 11 2 9 2 16 96

2 0 0 18 0 6 1 13 8 4 4 2 58

16 22 3 44 33 19 14 33 16 14 10 20 244

50 94 84 111 124 70 73 130 77 52 36 103 1004

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0

1 4 5 4 2 1 3 2 2 1 1 2 28

total

SEM Engineer Inspection Performance Per Main Facility / Base of Operations

ALA BAL DAS MNL MOC PSG PLA RZL SPL STR STS VAL

June 2014 Tally

Inspections

*Sector / Base Facilities

*Business Centers

*Substations

*Line crew - Company (per work order)

*Line crew - Contractor (per work order)

June 2014 Tally

2014 Tally

Emergency Drills

*Sector Facilities

*Business Center

2014 Tally

VARIOUS PROGRAMS ARE NEEDED TO INSPIRE A SAFETY CULTURE

Competency Upgrade

Inspections

AuditsCOACH Cards

(BBS)

Rewards & Recognition

Risk Assessment

Management Reviews Communications

DIFFERENT ELEMENTS ACHIEVE A DEFINED OBJECTIVE OR PERFORM A COMMON FUNCTION IN AN EFFICIENT WAY.

INTERDEPENCE OF SYSTEMS IMPROVES CHANCES OF ESH MATURITY

ESH Management

System

Incident Reporting MS

Safe Work Systems

Crisis & Emergency

MS

Road Transport

SMS

Resiliency Plans

Contractor SMS

SAFETY MODEL

System

LeadershipCulture

System

• Technical and administrative requirements

• Knowledge based

Culture

• Shared values, attitudes, beliefs and behaviours. Shapers of decision making.

• Difficult to measure

Leadership

• Driving force for developing and enhancing safety culture.

• Establishes authority, accountability, resources, and goals

THE SAFETY MODEL IS THE INTERDEPENDENCE OF 3 ELEMENTS

SAFETY CULTURE MATURITY MODEL

PATHOLOGICAL

Who cares as long we’re not caught.

REACTIVE

Safety is important, we do a lot every time we have an accident.

CALCULATIVE

We have systems in place to manage all hazards.

PROACTIVE

Safety leadership and values drive continuous improvement.

GENERATIVE

(High Reliability Organizations)

ESH is how we do business around here.

TOOLS, NO MATTER HOW GOOD IT IS, WILL NOT GIVE THE DESIRED IMPROVEMENT UNLESS THE ORGANIZATION IS READY FOR IT.

Category PATHOLOGICAL REACTIVE CALCULATIVE PROACTIVE GENERATIVE

Characteristics • In denial • Messengers ‘shot’• Whistleblowers

dismissed or discredited

• Protection of the powerful

• Information hoarded• Responsibility shirked• Failure punished or

cover up• New ideas crushed

• Deal ‘by the book’• Conform to rules• Target = ‘zero’• Repair not reform• Information

neglected• Responsibility

compartmentalized • New ideas =

‘problems’

• Develop riskmanagement capability

• Enhance systems• Improve suite or

performance measures

• Develop action plans• Monitor review

progress• Clarify refine

objectives

• Active leadership• Safety management

plan widely known • Competent people

with experience• Accountabilities

understood• Advanced

performance measures

• Regular reviews• Range of emergency

responses catered for

• Strive for resilience of systems

• Reform rather than repair

• Actively seek new ideas

• Messengers rewarded

• Proactive as well as reactive

• Failures prompt far-reaching inquiries

• Flexibility of operation

• Consistent mindset = ‘wariness’

Description In disarray Organized Credible Trusting Disciplined

Strategy Sanction Direct Encourage Partner Champion

Type Vulnerable Rule Followers Robust Enlightened Resilient

SECRET OF SUCCESS: PLANNING IS IMPORTANT BUT EXECUTION IS KEY

TECHNICAL KNOW-HOW IS

A MUST

‘BUY-IN’ IS VITAL

PERSONAL COMMITMENT

IS CRITICAL

Accident prevention hinges on behavioural changes.