WASHEQ 2011 ppt Morning session 2011

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WASHEQ 2011 ppt Morning session 2011

  1. 1. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS
  2. 2. A Critical Look At Legal Requirement For Occupational Safety & Health In Ghana WASHEQ – Ghana - 23rd September, 2011. By Joe – Steve Annan M.Sc. Quality, Safety & Environment; University of Magdeburg – Germany B.Sc. Chemical Engineering; KNUST – Ghana. P.G.Cert . Industrial Hygiene; University of UTAH – USA IGC. NEBOSH Occupational Health & Safety; British Safety Council. International Member- American Industrial Hygienist Association. Specialist-International Institute of Risk & Safety Management. Contact: P. O. Box 388, Sekondi, Ghana. Call: 00233244182337, Mail: jsannan5@yahoo.com
  3. 3. Areas of Occupational Safety and Health Application In Ghana •Manufacturing •Construction •Processing •Mining •Oil & Gas •Refinery •Laboratory •Insurance and •Transportation Finance •Artisans (Carpentry, •Agriculture etc.) •Shops and •Energy (VRA, etc.) Warehouses Has the nation got laws to ensure the OH&S implementation in all the areas?
  4. 4. Potential Accident Scenario A ship offloads lime at a Port in a manner that makes it airborne, and hence, everyone nearby get exposed. Operator of a reversing truck visually impaired by the airborne lime runs into a nearby fixed tank containing hydrocarbon and spills it. A nearby running generator ignites the spilled hydrocarbon and the fire engulfs three nearby men to death. 10 workers were later diagnosed of silicosis as a result of over exposure to the lime.
  5. 5. Simplified BOWTIE – Potential Port Lime Discharge Related Accident Inappropriate Discharging Lime Iso tanks Truck Operator Failure Running Generator At Unbunded Area. Port Fire / Property Consequence 1 Damage Port Operations Layout Fluidized transfer Competence Design Location BARRIERS: Prevent MAE from occurring Recovery Measure Truck-Tank crash to fire PPE’s and Medicals Emergency Response Emergency Response Monitoring Emergency Response Injury / Consequence 1 Fatality / Illness Emissions / Spillage Consequence/1 Contamination RECOVERY MEASURES: Prevent or reduce the consequence of MAE INHERENT DESIGN FEATURES + SAFETY CRITICAL ELEMENTS (Layout, Structural Integrity) (Procedures, Tasks, Emergency Response)
  6. 6. Fire destroys Tema Oil Refinery - Ghana
  7. 7. Fire At Foreign Ministry - Ghana
  8. 8. 1. Using concrete breaker without ear plugs and proper workplace isolation (Cape Coast - Ghana). 2. Fabricating a bill board at height without fall protection / arrest system (Tema - Ghana).
  9. 9. Are We Legally Required To Prevent These Acts & Conditions In Ghana? How? What can we do? Which legal instruments support us? Who is responsible for what? Do we actually have the legal framework for Occupational Safety and Health in Ghana? • What are they? • Where are they? • How are they implemented? • • • •
  10. 10. Institutional Legal Backing In Implementing Components of OH&S In Ghana. • Inspectorate Division of Minerals Commission – Monitor and control OH&S activities in the mining industry. – Backed by LI 665. • Environmental Protection Agency – Monitoring of implementation of EMS. – Backed by EPA Act 1994 (Act 490) • Ghana Labour Commission – Industrial relations and employee wellbeing at workplace. – Labour Act 2003, Act 651 – Workman’s Compensation Law 1987
  11. 11. Institutional Legal Backing In Implementing Components of OH&S In Ghana.(Continued). • Radiation Protection Board of GAEC – Control of importation, use and disposal of radiation sources. – Backed by LI 1559, 1993 and Act 204 of 1963. • Department of Factory Inspectorate – Control of OS&H in shops, offices, and factories. – Backed by Act 328, 1970. • Ghana Standards Board – Setting of standards, promotion of QMS, inspection of high risk goods – Backed by Standards Decree, 1973.
  12. 12. Institutional Legal Backing In Implementing Components of OH&S In Ghana.(Continued). • Ghana Food and Drugs Board. – Food and drug production, storage, use and importation safety. – Supported by Food and Drugs Act 523, 1996. • National Road Safety Commission. – Road and pedestrian safety. – NRSC Act 1999, Act 567. • Ghana National Fire Service. – Prevention and management of undesired fires. – GNFS Act of 1997, Act 537. • The Employee. – Labour Act 2003, Act 651 – Workman’s Compensation Law 1987
  13. 13. • • • • • • Gaps In The Nations Control of The Implementation of OH&S Under Respective Jurisdictions. OH&S legal requirements are fragmented under different jurisdictions. Lack of national policy in OH&S. No ratification of the ILO Convention 155. No national “body” responsible for developing and implementing OH&S standards and guidelines across all industries. Unknown national targets and objectives to guide across all Ghanaian Industry. Lack of accredited academic programs in OH&S
  14. 14. Recommended OH&S Model In Ghana National Occupational Safety & Health Policy – Scope, Aim, Expected KPI’s Organization – Commitment, Communication, Cooperation, Competence, Control, Roles & Responsibilities. Planning & Implementation – Standards, Guidelines, Management Systems and Procedures. Monitoring and Evaluation – Inspections, Internal & External Audits, Quality Assurance & Control. Action for Improvement – Corrective Actions, Preventive Actions, Sanctioning Auditing must be conducted for each section above.
  15. 15. Thank you. By Joe – Steve Annan M.Sc. Quality, Safety & Environment; University of Magdeburg – Germany B.Sc. Chemical Engineering; KNUST – Ghana. P.G.Cert . Industrial Hygiene; University of UTAH – USA IGC. NEBOSH Occupational Health & Safety; British Safety Council. International Member- American Industrial Hygienist Association. Specialist-International Institute of Risk & Safety Management. Any question please? Contact. E-mail: jsannan5@yahoo.com Phone: 0244182337
  16. 16. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS
  17. 17. Leadership and HSE Management in Kosmos WASHEQ Conference 23 September 2011
  18. 18. Consider this Accident…… WASHEQ Conference 23 Sept 2011 21 23 October 2013
  19. 19. Why do Injuries Happen? Person HSE MS •Policies/Procedures •Risk Assessments •Audits/Inspections •Training/Competency Injury Triangle Energy Object WASHEQ Conference 23 Sept 2011 LEADERSHIP 22 23 October 2013
  20. 20. Leadership in HSE Involves motivating others within your own sphere of influence to eliminate at-risk behaviors or conditions which allow the Injury Triangle to exist 1. Be aware and seize the moments of high influence with workers 2. Management by walking around and visibly demonstrate HSE leadership 3. Be ready to deal with unsafe behaviors immediately when they are observed 4. When a problem persist, be prepared to have a discussion of accountability with the involved person(s) WASHEQ Conference 23 Sept 2011 23 23 October 2013
  21. 21. Moments of High Influence At the beginning of work shifts New employees added to a team or work group Beginning of an unfamiliar task Immediately after an incident Role model safe behaviors Immediate feedback for both positive and at-risk behaviors Award or recognition for good behaviors in front of peers WASHEQ Conference 23 Sept 2011 24 23 October 2013
  22. 22. Management by Walking Around • Pick out people and places where you want to be seen – and see what’s going on (i.e. critical work activities, problem areas, areas of complacency, etc.). • Announce your visit so it is not a surprise. • Show up knowing something about what you want to accomplish – brush up on applicable procedures if necessary. • Time your visit for effect (i.e. not at lunch, break, or quitting time) • Analyze what you are seeing by perceiving both what is going on and be able to understand the reason why. WASHEQ Conference 23 Sept 2011 25 23 October 2013
  23. 23. Dealing with Unsafe Behavior “SORRY” Method Step 1: State your reason for making the observation. Step 2: Describe the behavior you Observed. Step 3: State the Requirement. Step 4: Ask for the Reasons why the rule isn’t being followed. Step 5: Tell them “What can happen to You if you don’t follow the rules.” WASHEQ Conference 23 Sept 2011 26 23 October 2013
  24. 24. Discussion of Accountability FIVE “S’s” METHOD Start with the situation that led you to look into the causes of the problem. Explain the significance of the situation and why it is worth the discussion. Tell the individual the specifics of what you’ve found as you’ve looked into the problem. Ask the individual for his/her side of the story – how does he/she see the situation? Determine the steps that need to be taken to prevent the problem from happening again. WASHEQ Conference 23 Sept 2011 27 23 October 2013
  25. 25. What HSE Culture Do You Want? Definition of Culture: “The totality of socially transmitted behavior patterns, beliefs, institutions, and all other products of human work and thought characteristic of a community or population.” “THE WAY THINGS ARE” (Good or Bad) Your example as a LEADER will establish the HSE CULTURE WASHEQ Conference 23 Sept 2011 28 23 October 2013
  26. 26. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS
  27. 27. Leadership role in managing hazards and risks in the mining industry – the case of AngloGold Ashanti, Ghana. Alfred Chinbuah Divisional Safety Manager 23 September 2011
  28. 28. Introduction Mining has been carried out over centuries ago providing wealth, prosperity and employment to generality of Ghanaians. Even with improved state-of the-art technology and Innovations and comprehensive procedures, mining still presents a substantial risk to employees. We must understand that these risks are similar to driving on the road or playing sports, so we need to manage all the possible hazards involved likely to result in significant risks to our employees and the operations. Safety is Our First Value
  29. 29. Type of Hazards Hazards causing a deterioration in individual health or mental well-being Physical Psychosocial Hazards directly generating potential for physical injury Electrical Hazards caused by the use of electrical energy HAZARDS Hazards generated by materials and substances Chemical Mechanical Hazards caused by the mechanical movement of machinery Environmental Hazards generated by the environment Or, a combination of these hazards 32
  30. 30. Risk Management Baseline risk assessment – base risks sorted using AGA matrix and residual risks prioritized and determined controls established and monitored to completion. Periodic audits conducted to ascertain the effectiveness of these controls by corporate office. Issues based risk assessment – issues emanating from risks are dealt with before task commences from the following;  a new equipment or machine introduced into the mine  a system of work is changed or operations alter  after an incident has occurred  as new knowledge comes to light and information is received which may influence the level of risks to employees e.g. changes in the toxicity levels of a known substance Continuous risk assessment – risk based planned inspections of plant and equipment, simplified risk assessment, job safety analysis (to be instituted) Business risk assessment completed by insurance company which is compiled into a risk register and managed by the risk champions 33
  31. 31. Advanced Incident Investigation Process .
  32. 32. Types of Hazards - Fall of ground - Gravity 35
  33. 33. Types of Hazards - Fall of ground - Induced by removal of “Key Block”
  34. 34. Types of Hazards - Fall of ground - Induced by removal of “Key Block” MINE DESIGN The emphasis is on avoiding seismic and ground control problems through state-of-the-art mine design based on the best available information and knowledge. This would involve mining method, layout and sequencing.
  35. 35. Types of Hazards - Fall of ground – Control measures SUPPORT DESIGN 1. Support a. Primary support  Split set  Grouted gewi bar  Weld mesh b. Secondary support  Cable bolting  Shotcrete  Welded/link mesh 2. Scaling 3. Ground examination 4. Skills Training 5. Planned task observation 6. Jumbo spray which is operated from a safe distance in the cab of an equipment (yet to be installed)
  36. 36. Types of Hazards - Fall of ground – Control measures MANAGERIAL This involves training, communication, planning and implementation. MONITORING This involves monitoring the rock mass response to mining, monitoring of support performance and monitoring of adherence to standards, as well as the implementation of strategies and recommendations.
  37. 37. Types of Hazards – Conveyor belts CONTROL MESAURES  Planned maintenance schedules  Policies and standards for working around conveyors  Implementation of safe system of work including JSA
  38. 38. Types of Hazards – Slope Failure CONTROL METHODS  Slope wall monitoring using prism and radar equipment to detect movement  Training in standards and procedures  Training and simulation drills in emergency plans
  39. 39. Types of Hazards – Mobile equipment CONTROL MEASURES  Competency Operator training and licensing.  Equipment maintenance  Job observation  Separation of equipment, LV and personnel  Operating procedures  Training and simulation drills in emergency response plans
  40. 40. Types of Hazards – Confined Space Control Methods  Competency training in permit  Risk assessment prior to starting work  Testing of atmospheric gases  Permit - issuance and cancellation process  Training for supervisors, members of the rescue teams, attendants and people likely to work in confined space  Maintenance of equipment such as BA sets, life-lines  Emergency arrangements
  41. 41. Types of Hazards – Fire and Explosion CONTROL MEASURES.  Fire risk assessment to identify all fire sources.  Provision and maintenance of passive and active fire protection equipment.  Regular training of employees in the use of these equipment  Fire teams establishment and training  Regular inspection of the workplace  Regular removal and safe disposal of refuse
  42. 42. Types of Hazards CHEMICAL CONTROL METHODS  Chemical survey to identify all        Gases Liquids Fumes Vapour Aerosol Smoke Mist chemicals used on site with respect to storage, use handling, transportation, MSDS, health effects.  Training  Emergency response plans and training  Measurement and monitoring of exposures for both employee and workplace  Medical surveillance 45
  43. 43. Types of Hazards – Manual Handling CONTROLS  Risk assessment to be completed before undertaken the task which focuses on the task, load, individual capability and the working environment  Training in manual handling techniques  Purchase of mechanical handling aids  Training in the use of these equipment 46
  44. 44. Occupational hygiene  Exposure to dust, harmful fumes, vapours etc  lighting and Heat stress  Hygiene lab established for the two mines with competent personnel  Gravimetric dust sampling conducted periodically. Analysis done for inhalable and respirable dust as well as for welding fumes.  Spot samples are also completed  Employees are educated on the harmful effects of dust  Regular monitoring of atmospheric contaminants  Periodic review of MSDS  Periodic survey of chemicals and substances using COSHHH guidelines  Medical surveillance  Dust suppression in the plant  Use of water bowsers to suppress dust on the mine and access roads  Measurement of lightning conditions and dealing with issues  Measurement to determine the WBGT of the working areas 47
  45. 45. Occupational hygiene  Exposure to excessive noise  Vibration monitoring  Noise surveys completed for plant and equipment leading to noise zone demarcation of the working areas  Hearing conservation programme instituted  Personal monitoring and measurement  Spot measurements  Signage  Underground mobile equipment fitted with silencers working at critical areas  Evaluation and measurement of effectiveness of ventilation system  Medical surveillance Whole-body vibration and Hand-arm vibration measurements being done 48
  46. 46. Governance Leadership comes from actions not words, and one of the greatest risks to leadership integrity arises from "Do as I say, not as I do". – Judith Hackitt CBE, HSE Chair  The safety, Health and Environment board meets every quarter to review the performance of the company and in particular how these risks are being managed  There are risk management standards which have developed by corporate and these tend to give the process  Senior management on the mines are also deeply involved in the implementation of the safety management system particularly in the area of reviewing hazards and risks through Visible FELT Leadership F – Frequent interactions of the executive safety role of line management E – Engage workforce through involvement of all and openness of communication L – Live the behaviours by obeying safety rules that have been set T – Tell the people you care by demonstration of care and concern for all those affected by the business 49
  47. 47. Governance Leadership comes from actions not words, and one of the greatest risks to leadership integrity arises from "Do as I say, not as I do". – Judith Hackitt CBE, HSE Chair CHANGE MANAGEMENT Where changes in working arrangements have significant implications for health and safety, these are managed through change management process  Identifying the changes  Identifying areas of the operations likely to be affected by the change  Completing risk assessment  Executing the change  Communicating the change  Reviewing the change to see if the desired results have been achieved. 50
  48. 48. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS
  49. 49. HOW LEADERSHIP INFLUENCES SAFETY CULTURE IN DIAGEO By Jerry Ekow Nyan (Grad IOSH) (PG Dip EH&SM, PG Cert. OH&SM, Dip MEE, OHSMS/OHSAS 18001 Lead Auditor) West Africa Regional Health & Safety Manager, Diageo Plc
  50. 50. What is Safety Leadership There are many different definitions of what leadership is. These include motivating and inspiring others, leading by example, the ability to adapt and be flexible, being a role model, having a vision and the ability to implement it, and providing guidance, a sense of integrity and building trust. A common idea is that a leader is someone who is effective in influencing others to achieve objectives and goals in such a way that people want to accomplish them. A safety leader is someone who believes in and values the importance of safety and uses their leadership qualities to influence others to do the same.
  51. 51. What is Safety Leadership cont… Whilst the senior management of a company provides leadership with executives who develop the procedures and systems to promote safety, everyone in an organization is responsible for safety and can be safety leaders too. What employees think about safety, the attitudes they have towards procedures and rules, whether they believe that they are important or not, all influence the safety culture of a workplace. Leaders create cultures by what they systematically pay attention to (“Safety, Culture and Risk”, Andrew Hopkins, 2005 citing “Organizational Culture & Leadership”, E Schein, 1992)
  52. 52. What does World-Class Safety leadership Look Like? • Would you know good safety leadership if you saw it? • How do your Leaders communicate “safety” to their employees? • How do they look for hazards in the workplace? How do they prevent unsafe acts? • How do they motivate employees to “want” to be safe? • Can they coach employees to maintain essential fitness to perform their job assignment? • Are they part of the daily safety activity at your facility, or do they leave safety to the safety department?
  53. 53. Diageo’s vision is “Zero Harm” Meaning- • Everyone goes home safe, everyday, everywhere. • Diageo’s vision is Zero Injuries, Zero Fatalities, Zero Harm. • Valuing Each Other starts with every Diageo employee being passionate about keeping each other safe – no one ever walks by • We are all obsessively committed to preventing every single injury • When an injury occurs we are ruthlessly focused on ensuring the person is supported in treatment and return to work, we understand the root cause and know it is our responsibility to share learnings across Diageo • We always recognise the benefits of safe behaviours and celebrate our safety successes “Our aim is to create a proactive safety culture in which all Diageo employees believe that all injuries and illness are foreseeable and preventable and act in a manner that demonstrates their personal commitment to this aim.”
  54. 54. How is Safety Leadership demonstrated in Diageo?
  55. 55. 1. Frequently stating Safety is our No. 1 Priority We show commitment to OH&S by frequently stating and articulating that “Safety is our No. 1 Priority”. How to demonstrate this? Why stating as your No.1? his area? There are a number of competing priorities in every business decision e.g. cost, quality & yield. When we state that safety is our number one priority we are creating the possibility for safety to be the most important priority for any given business decision. Your life is your most important asset. This is done by stating and explaining the principle in every day conversation and by making decisions that show we do what we say without exception. Some leaders find it useful to adopt a catch phrase or slogan to articulate the point, e.g. ‘Safety above all else’, ‘Nothing is so important that it cannot be done safely, ‘An accident is one too many’.
  56. 56. 2. As Safety Ambassadors We act as visible ambassadors for safety by behaving in a safe manner at all times and always visibly challenging the behaviour of others if it threatens safety. Why taking the lead? How to demonstrate this? This is leading by example. Leaders should take action that will prove that the organization is actually being serious about safety. By failing to challenge unsafe behaviour we tacitly reinforce the notion that it is acceptable. To be credible, we must be authentic – our decisions and actions must match our words. Ask about the safety rules in advance of visiting a particular area especially what PPE is required. Show it is important for you by acquiring it in advance. You should also attend site H&S inductions when on site for the first time. Leaders should seek ways to challenge the unsafe behaviour of others in a timely manner to demonstrate that unsafe behaviours are unacceptable. Start by asking the leading question ‘‘What could we do to make this machine or process safer?”
  57. 57. 3. Great Safety Performance through incident prevention Commitment to great safety performance by being the first to be contacted when a safety incident has occurred and by reviewing the outcome of incident investigations Why? What does this expect of you? Leaders can demonstrate their commitment to improving safety and reducing accidents by being the first to be informed when an incident occurs. Sending a strong message that knowing about anything that goes wrong is key to creating the conditions necessary to successfully eliminate the next injury. This sends a clear message that we view safety performance as being as important as other business KPIs. It also reinforces that safety performance is being monitored. Respond to incidents in a positive, learning way. Lead teams to properly investigate accidents, identify root causes, and implement corrective actions that address both immediate and obvious hazards (e.g. unguarded machinery) as well underlying hazards (e.g. failure to train employees in machinery safety). As a minimum senior site Managers/leaders are immediately informed when a Global LTA occurs in their area.
  58. 58. 4. Include Safety in Employees Objectives & Targets Supportive by ensuring that safety is included on all my direct reports objectives and targets. What is expected of you? Why include Safety? By including safety in employees’ Objectives and targets, leaders ensure that the commitments enshrined in the OHS policy are brought to life and their teams constantly deliver great performance. Use this document to identify key areas for safety leadership development for your direct reports. In addition to specific accident rate reduction targets consider also specifying any of the following items in the objectives and targets document: attendance at safety training, completion of risk assessments, conducting safety audits or developing safety procedures.
  59. 59. 5. Regular Health & Safety Meetings Demonstrate commitment by holding regular health & safety only meetings Why regular Safety meetings? What is expected of you? Development of an effective safety culture requires a participative approach. Constantly growing your awareness and knowledge of key safety issues related to your area will motivates our employees to participate. Holding or chairing of regular safety committee meetings is one way of promoting participation. When leaders attend or chair safety meetings this ensures that good attendance at these meetings is maintained and actions are progressed on schedule. Focus on creating a team environment where everyone feels comfortable about raising safety concerns.
  60. 60. 6. Start all meetings with Safety We are committed by starting all meetings with safety. Safety is first on the agenda for every business meeting. Why start with safety? What is expected of you? By placing safety as the first agenda item in meetings creates the possibility for others to think, decide and act appropriately. Safety can often be left to the end of meetings where it may not receive the attention it deserves. This leads to the perception that safety is an after thought as opposed to being an essential component of our way of working. This is a very tangible way to demonstrate that you make and support safety over production decisions. Ensure meeting agenda are revised to include safety as the first item. Use the time to share examples of proactive activities that have taken place to improve OHS performance. Update each other of activities that are underway to address gaps e.g. accident findings, audit reports or regulatory compliance. Ask open questions to stimulate debate and get the discussion going.
  61. 61. 7. Safety walkabouts We increase visibility around health and safety by personally conducting safety walkabouts Why Safety walkabout? What is expected of you? Safety management system performance are reviewed by conducting regular safety walkabouts as part of an overall site audit programme. By being involved in this programme leaders demonstrate authentic commitment and become personally aware of the prevailing safety conditions in their area. Auditing presents an excellent opportunity for leaders to meet their employees in their work areas and to have proactive discussions about safety. Contact your local Health & Safety Manager and arrange regular walkabouts in your diary to cover all areas. When conducting the walkabout leaders should engage direct reports or other staff in conversations in which they feel confident enough to raise concerns regarding safety in their work area. They should elicit their complaints, their differences of opinion, their doubts and ideas about how zero harm can be achieved.
  62. 62. 8. Review Safety Improvement Projects Supportive by ensuring safety related improvement projects are reviewed & tracked with priority and appropriate pace relative to other projects. Why? By promoting the prioritisation of H&S related projects leaders will demonstrate their support for improving safety and will ensure that these projects receive adequate resources for completion. Completion of these projects increases trust amongst the workforce and reinforces the message that we value the opportunity to make improvements arising from hazard and near miss reporting. Safety culture can be eroded when employees perceive that safety improvement projects are impeded by financial constraints or red tape What is expected of you? By speaking with your management teams you can become aware of safety related improvement projects that are planned for your area. Challenge the progress of these improvements to ensure they are implemented and signed off in a timely fashion. Ensure you adequately budget for the safety needs of your area. Maintain trust by providing frequent feedback to employees on the progress of improvements in an open and transparent manner.
  63. 63. 9. Recognise Safety achievements Supportive by providing recognition for safety achievements in the same way that other business achievements are recognised. What is expected of you? Why? Leaders should constantly deliver and recognise great safety performance. They should also recognise the endeavours of employees who improve safety on site. There is always an opportunity to recognise those who voluntarily contribute to safety e.g. Safety Representatives. At your next team meeting recognize a member of the team for their safety efforts by simply praising their proactive efforts or awarding them with a safety related item. When making awards leaders should be specific, clear and visible. Emphasize their meaning to you personally and their value to people.
  64. 64. 10. Recruit people with good safety attitudes and values Demonstrate the importance of safety by recruiting and promoting people with good safety attitude and values. Why recruit safety inclined people? When recruiting / promoting employees, question about safety, this type of communication reinforces your commitment to safety and safety performance is enhanced by hiring people with good safety attitudes and values. This is a sustainable approach to continually delivering great safety performance. What is expected of you? Before conducting an interview add some safety related probing questions to your interview prompt notes e.g. how would you complete a thorough accident investigation? How would you go about improving safety culture? How would you demonstrate that safety is a core value for you?
  65. 65. Knowing How (And How Not) To Influence? In organizational safety performance, everyone has a role to play. These roles are all aimed at the same objective. However, they differ by level and job function. While most leaders would agree that a "hands-off" approach is not appropriate, many well-intentioned leaders err on the side of "taking over" roles that really belong to others. Role confusion can become a prolonged problem because it often provides positive short-term consequences: satisfaction, results and even climate change. However, it also takes a toll on organizational culture: failing to develop role competency in others, blurring the leader's true role, and avoiding the underlying causes that led the leader to take over in the first place.
  66. 66. Knowing How (And How Not) To Influence? As an example, consider just one manager's effect on his organization's culture. The site's incident investigations are handled at the front-line supervisor level with support from the safety staff and some wage-roll employees. The new manager finds the investigations inadequate. He reviews the reports, sending them back with notes in red, but with little other guidance. When little improvement is seen, the manager decides to conduct the investigations himself. The reasoning is that he wants to demonstrate and role model how a "good" incident investigation should be handled and demonstrate caring for the injured employee. These are honourable motives. However, in taking over this role, the manager has inadvertently undermined any hope of lasting change. Rather than try to discover and improve the circumstances that prevented good investigations in the first place, he has implicitly told these employees that they are incompetent, lessening the likelihood that they will participate in future safety activities. In addition, he has neglected fulfilling some of his own roles and responsibilities in the process, creating further mistrust and resentment.
  67. 67. Steps to better influence & Conclusion
  68. 68. When leaders make missteps in safety it is rarely out of bad intent. More often the culprit is the leader's lack of understanding about what he or she can and should be doing to influence safety. Below are some of the steps we have found to be critical in establishing an effective and appropriate leadership presence in safety. 1. 2. 3. 4. 5. 6. 7. Develop and articulate your own safety vision. Monitor the most critical elements of the safety system. Ensure the effectiveness and use of sustaining mechanisms. Establish a context for safety actions. Align organizational consequences with values and beliefs. Apply the right solution to the problem. Focus on culture.
  69. 69. Thank you!!!! For further clarifications and questions, please contact: Jerry.Nyan@Diageo.com; or JNyan2000@yahoo.com ?
  70. 70. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS
  71. 71. Establishing Environmental Management Systems – the Importance of Sustainable Development WASHEQ - 23rd September 2011 Tayo Adedeji Regional Environmental Manage, CARES Ltd
  72. 72. Introduction This presentation provides a broad overview of environmental management systems as a means of contributing to sustainable development, and covers:     What is sustainability? Components of a good EMS. Industry specific considerations. How we can help you.
  73. 73. Sustainable Development Sustainable development is means of effecting change that “meets the needs of the present without compromising the ability of future generations to meet their own needs”. - United Nations. 1987. Report of the World Commission on Environment and Development. General Assembly Resolution 42/187, 11 December 1987.
  74. 74. Sustainability For a policy to be sustainable, it must respect five principles, which rely on:    a sustainable economic approach; good governance; and sound science.
  75. 75. Sustainable Development Indicators    Environmental – Carbon – Waste – Materials – Water – Ecology Social – Transport – Culture and heritage – Health and happiness – Equity, fair trade and food Economic – Whole Life Value
  76. 76. Environmental Considerations The point at which environmental factors are considered greatly influence the measures to be taken. Design phase  All elements of the projects can be considered, many of which will relate to design features and material use during project cycle. Construction and operational phase  This will largely relate to resource use and release control (waste and incident management) and remediation related to accidental releases. Decommissioning/closed phase  At this stage, remedial works will be the only relevant factor…
  77. 77. Environmental Management Systems An EMS is a management tool enabling an organization of any size or type to: identify and control the environmental impact of its activities, products or services; implement a systematic approach to setting environmental objectives and targets, to achieving these and to demonstrating achievement; and improve its environmental performance.   
  78. 78. EMS in Practice  The underlying philosophy is that whatever the organization's activity, the requirements of an effective EMS are the same.
  79. 79. EMS and the ISO14001 Standard An EMS which considers the ‘Plan-Do-CheckAct’ cycle is, in broad terms meeting the requirements of ISO 14001:2004, in conjunction with: a commitment to compliance with applicable environmental legislation and regulations; and a commitment to continual improvement  
  80. 80. Environmental Aspects Identifying the environmental aspects
associated with all operating conditions and
situations. These relate to a review of: normal and abnormal operating conditions; accidents / disasters; and emergency situations.   
  81. 81. Legal Compliance Clarify the legal and other requirements that apply to your organisation: Legislative standards Regulatory guidelines International conventions Best practice guidelines…    
  82. 82. Steps for Implementation   Examine your organization’s current environmental management policies, procedures, and practices- or put something in place. This usually involves considering your organisations operating, purchasing and contracting policies, procedures, and practices.
  83. 83. Define the EMS Scope Establish a boundary: the entire organization? a specific operating unit or facility?   Once defined, all activities, products, and
services that fall within this boundary should comply with the ISO 14001 standard.
  84. 84. Oil and Gas Exploration and the Environment      Spills and releases Chemical usage and storage Gas flaring Operation-related travel Product transportation
  85. 85. Mining and the environment      Ecological impacts Extraction material management (cyanide) Social impacts 'Galamsey’ Transportation
  86. 86. Ports and the environment      Ecological impacts Waste management Hazardous material movement Fuel use, storage and containment Biofouling and invasive species
  87. 87. Manufacturing and the environment   Handling of raw materials; By-products of manufacturing –   solid, liquid and gaseous Waste management Transportation of goods manufactured
  88. 88. How we can help… CARES is a multi-disciplinary environmental and engineering consultancy company that brings together a team of highly experienced individuals, a number of whom have over 30 years experience in their chosen fields.
  89. 89. Environmental management and assessment     EMS development and associated training Environmental auditing Legislation compliance and future planning Environmental, Social and Human Health Impact Assessment (EIA, ESIA, HSE, etc.) management, delivery and training   Public consultation, social impact assessments and environmental PR input Corporate Social Responsibility (CSR) reporting
  90. 90. Environmental investigation and interpretation     Pollution assessments and management including development of contingency Environmental monitoring Hydrology, hydrogeology and water quality assessment, Environmental due diligence, risk and    liability management Contaminated land management including remediation Planning and permitting support Expert witness service
  91. 91. Sustainability and climate change     Sustainability appraisals Resource management including renewable energy appraisal Carbon management including carbon footprinting Climate change risk evaluation and weather planning
  92. 92. Thank you! Tayo Adedeji Regional Environment Manager CARES Ltd tayo.adedeji@cares-group.com
  93. 93. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS
  94. 94. Supremacy ?? Superiority ?? Excellence ?? Distinction ??
  95. 95.      A product of a high standard as in comparison to a similar product A product of good worth, well made and perfect for the purpose it was produced A product that has superior attributes as in comparison to a similar product A product or service which responds to a customers needs and requirements A product that is ranked as top of the line
  96. 96.       Gives the Company a Competitive Advantage Encourages Return Customers Reduces cost in savings on after sales problems Helps improve efficiency Provides customer with information Builds consumer confidence in the brand
  97. 97.     Total Customer Satisfaction Supplying High Quality products that meet International Standards and Customer specifications To achieve, sustain and improve quality economically To ensure every member of staff is aware of the goals and objectives of the Company
  98. 98. A CUSTOMER FOCUSED COMPANY A STRONG ORGANIZATIONAL STUCTURE CONTINUOUS IMPROVEMENT MUTUALLY BENEFICIAL SUPPLIER RELATIONS QUALITY PRODUCTS AND SERVICES A FACTUAL APPROACH TO DECISION MAKING IINVOLVEMENT OF ALL STAKE HOLDERS STAFF, SUPPLIERS & CUSTOMERS ENSURING A PROCESS APPROACH A SYSTEMATIC APPROACH TO MANAGEMENT
  99. 99. 1 Customer Focused Organization Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. 2 Leadership Leaders establish unity of purpose and direction. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives. 3 Involvement of People People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit. 4 Process Approach A desired result is achieved more efficiently when activities and related resources are managed as a process 5 System Approach to Management Identifying, understanding and managing a system of interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives 6 Continual Improvement Continual improvement of the organization’s overall performance should be a permanent objective of the organization 7 Factual approach to decision making Effective decisions are based on the analysis of data and information 8 Mutually beneficial supplier relationships An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create v
  100. 100.          Is the focus on my customer in this process? Do the following show up in this process: Leadership Guiding policies Measurable objectives An environment that motivates staff to achieve said objectives? Have people at all levels been included in the design of the process and decision making? Has the measurement, monitoring and improvement of the products and services been included n this process? Has the applicable process been applied to attaining Company’s objective in this process?
  101. 101.     Has a systems approach to management of the processes that interact with each other been applied to maximize performance and eliminate bottlenecks? Have the facts collected been transmitted to decision maker in this process? Can continual improvement in performance, efficiency, and effectiveness be measured in this process? Is this process creating a mutually beneficial relationship with suppliers?
  102. 102. Customer Satisfaction through the delivery of products which that consistently meet customers requirements Reduced Operating CostsContinued improvement of processes resulting in operational efficiency Legal ComplianceUnderstanding how regulatory requirements impact on your organization and your customers •Improved Stakeholder Relationships between staff, customers and suppliers •Proven Business Credentials through Independent verification against recognized standards. •Ability to win More business particularly where procurement specifications require certification as condition to supply. •Improved Risk Management through greater consistency and traceability of products & services
  103. 103.      Determine what parameter is to be controlled Establish whether you need to control before, during or after Produce plans for control which tell us how to achieve our objective through detection and removal Organize resources to implement the plans for quality control Install a sensor at an appropriate point in the process to sense variance from specification
  104. 104.     Collect and transmit data to a place for analysis Verify results and diagnose the cause of variance Propose remedies and decide on the action needed to restore the status quo Take the agreed action and check that the variance has been corrected
  105. 105.        Helps the Company to prevent or greatly reduce defects Improves the quality of the product through rigorous testing procedures Measuring is Knowing MEASURE=KNOWLEDGE= CHANGE Helps maintain a healthy relationship with our suppliers along all our processing stages Ensures products and services are designed and produced to meet or exceed customer requirements Guarantees that only products of the highest standard reach the customer
  106. 106. QUALITY IS: SUPREMACY ?- YES!! SUPERIORITY?- YES!! EXCELLENCE ?- YES!! DISTINCTION?-YES!! In other words YOU ARE THE BEST IN BUSINESS !!
  107. 107. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS
  108. 108. THE NIGERIAN NATIONAL POLICY ON OCCUPATIONAL SAFETY AND HEALTH : QUO VADIS? 23/09/2011 WASHEQ 2011 1
  109. 109. OUTLINE • Introduction • Background • The Policy in general • The Basis of the policy • The 11 different sections of the Policy in details • Prospects & Challenges WASHEQ 2011 23/09/2011
  110. 110. NIGERIAN POPULATION 45% Muslims 54% Christians 1% Traditionalists 374 identifiable ethnic groups 774 local government areas 36 states and the FCT 6 geo-political zones 923,768 square kilometres History, geography and economy The most populous in Africa and 10th most populous country in the entire world!!! Population of 140,431,790 (NPC 2006) 1 in 4 Africans Population > 50% of West Africa Population growth rate of 3.2% pa WASHEQ 2011 23/09/2011
  111. 111. BACKGROUND • The first of its kind in Nigeria • Signed by the Hon Minister of Labour ( Dr Hassan Mohammed Lawal) on 22-11-2006 • Due for review at 3-year intervals • A product of collaboration and contributions from various stakeholders WASHEQ 2011 23/09/2011
  112. 112. RELEVANT STAKEHOLDERS • NISCN 1964 National Industrial Safety Council of Nigeria • NISP 1980 Nigerian Institute of Safety Professionals • NIOHS 2011 Nigerian Institute of Occupational Health and Safety • NPC 1961 National Population Commission • ESN 2006 Ergonomics Society of Nigeria OTHER STAKEHOLDERS GOVERNMENTS @ all levels EMPLOYERS of labour (public & private) EMPLOYEES in various workers unions/NLC TRADE UNIONS including artisans MEMBERS OF THE PUBLIC WASHEQ 2011 23/09/2011
  113. 113. GENERAL • The policy has 11 sections in 19 pages • Policy anchored by the Federal Ministry of Labour and Productivity • Provides the way forward for the elimination or effective control of occupational hazards and the protection of workers against workrelated illness, injury and disease WASHEQ 2011 23/09/2011
  114. 114. BASIS Section 17.3C of the Nigerian Constitution: the state shall divert its policy towards ensuring that the health, safety and welfare of all persons in employment is safeguarded and not endangered or abused Nigeria is also obliged to domesticate ILO Convention 155 on Occupational Safety and Health and the Working Environment which Nigeria ratified in 1994 WASHEQ 2011 23/09/2011
  115. 115. SECTION 1 : INTRODUCTION ………is government approach for achieving, inter alia, a national development philosophy of building a united, self-reliant and egalitarian economy through minimizing, so far as is reasonably practicable, the causes and effects of hazards inherent in the working environment WASHEQ 2011 23/09/2011
  116. 116. SECTION 2 : GOAL OF THE POLICY • Facilitate improvement of OSH performance by providing the framework for participative OSH protection of workers • Ensure harmonisation of rights protection and regulating various provisions for securing safety, health and welfare of workers in Nigerian workplaces WASHEQ 2011 23/09/2011
  117. 117. SECTION 3 : OBJECTIVES OF THE POLICY • To create a general framework for the improvement of working conditions and the working environments • To prevent accidents and departures from health arising out of or in the course of work • To ensure the provision of OSH services to workers in all sectors of economic activity WASHEQ 2011 23/09/2011
  118. 118. SECTION 4 : SCOPE The OSH policy applies to all Nigerian workplaces including formal and informal sector workplaces WASHEQ 2011 23/09/2011
  119. 119. SECTION 5.1 : DUTIES OF STATUTORY AUTHORITY To give effect to this policy, the statutory authority shall be the Federal Ministry of Labour and Productivity WASHEQ 2011 23/09/2011
  120. 120. SECTION 5.2 : DUTIES OF THE FEDERAL MINISTRY OF HEALTH Collaborate with the Federal Ministry of Labour and Productivity on occupational accidents, injuries and diseases by providing relevant information on all such cases in medical facilities nationwide WASHEQ 2011 23/09/2011
  121. 121. SECTION 5.3 : DUTIES OF EMPLOYERS It is the duty of every employer to ensure, so far as reasonably practicable, the safety, health and welfare of all workers including provision, at no cost to the worker, PPE appropriate for the nature of the job WASHEQ 2011 23/09/2011
  122. 122. SECTION 5.4 : DUTIES OF WORKERS • • • • It is the duty of every worker in the formal and informal sector, to Co-operate with government and employers on safety, health and welfare matters To take reasonable care for his health and safety and of other persons around To use provided PPE correctly and consistently To report any hazardous situations to his supervisor and if need be, to the Inspector of Factories, closest to the workplace WASHEQ 2011 23/09/2011
  123. 123. SECTION 5.5 : DUTIES OF MANUFACTURERS It is the duty of any person or organisation who designs, manufactures, imports or supplies any equipment, article or substance for use at work to ensure the product is safe WASHEQ 2011 23/09/2011
  124. 124. SECTION 5.6 : DUTIES OF TRANSPORTERS It is the duty of transport owners to ensure that hazardous workplace materials are transported safely with due regards to the safety and health of workers mode of transportation notwithstanding WASHEQ 2011 23/09/2011
  125. 125. SECTION 5.7 : DUTIES OF SAFETY & HEALTH COMMITTEES The employer shall establish a Safety and Health Committee to facilitate the implementation of safety and health programmes WASHEQ 2011 23/09/2011
  126. 126. SECTION 5.8 : ROLE OF THE MEDIA The support of media shall be enlisted in the advancement of safety, health and welfare of the nation’s workforce especially in the creation of awareness, dissemination of information on knowledge of accident prevention and safe systems of work WASHEQ 2011 23/09/2011
  127. 127. SECTION 6 : STRATEGIES FOR IMPLEMENTATION • Appropriate training and education on the policy provisions and policy implementation • Promoting the WORLD DAY FOR SAFETY AND HEALTH AT WORK to be commemorated annually 28th April • Inclusion of occupational safety, health and welfare training in educational curricula from primary to tertiary levels WASHEQ 2011 23/09/2011
  128. 128. SECTION 7 : COLLABORATION The Federal Ministry of Labour and Productivity shall collaborate with the most representative of employers’ and workers’ organisations and all government agencies with a role in occupational safety and health WASHEQ 2011 23/09/2011
  129. 129. OTHER SECTIONS • Section 8 Monitoring and Evaluation • Section 9 Research and Development • Section 10 Policy Review • Section 11 Definitions of terms used in the policy WASHEQ 2011 23/09/2011 1
  130. 130. PROSPECTS and CHALLENGES PROSPECTS • Starting somewhere • Political will • Awareness creation • CSO and HRO interests • Demand for good governance WASHEQ 2011 CHALLENGES •Public sector-driven • Lack of legal teeth • Cultural barrier • Low level of industrialization • Gross underemployment 23/09/2011
  131. 131. RECAP • Introduction • Background • The Policy in general • The Basis of the policy • The 11 different sections of the Policy in details • Prospects & Challenges WASHEQ 2011 23/09/2011
  132. 132. THANK YOU ALL WASHEQ 2011 23/09/2011
  133. 133. PLATINUM SPONSORS SILVER SPONSORS BRONZE SPONSORS MEDIA PARTNERS

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