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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

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?

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.

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)

Fire destroys Tema Oil Refinery - Ghana

Fire At Foreign Ministry - Ghana

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).

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?

•
•
•
•

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

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.

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

•
•
•
•

•
•

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

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.

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

Leadership and HSE Management
in Kosmos
WASHEQ Conference
23 September 2011

Consider this Accident……

WASHEQ Conference 23 Sept 2011

21

23 October 2013

Why do Injuries Happen?
Person
HSE MS
•Policies/Procedures
•Risk Assessments
•Audits/Inspections
•Training/Competency

Injury
Triangle
Energy

Object


LEADERSHIP

22

23 October 2013

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)


23

23 October 2013

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


24

23 October 2013

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.


25

23 October 2013

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.”


26

23 October 2013

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.


27

23 October 2013

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

28

23 October 2013

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

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

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

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

Advanced Incident Investigation Process

.

Types of Hazards - Fall of ground - Gravity

35

Types of Hazards - Fall of ground - Induced by removal of “Key Block”

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.

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)

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.

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

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

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

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

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

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

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

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
 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

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

Whole-body vibration and Hand-arm vibration measurements being done
48

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

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

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

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.

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)

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?

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.”

How is Safety Leadership demonstrated
in Diageo?

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’.

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?”

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.

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.

5. Regular Health & Safety Meetings
Demonstrate commitment by holding regular health & safety only
meetings
Why regular Safety meetings?


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.

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?


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.

7. Safety walkabouts
We increase visibility around health and safety by personally
conducting safety walkabouts
Why Safety walkabout?


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.

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

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.

9. Recognise Safety achievements
Supportive by providing recognition for safety achievements in the
same way that other business achievements are recognised.
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.

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.

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?

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.

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.

Steps to better influence & Conclusion

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.

Thank you!!!!

For further clarifications and questions, please
contact: Jerry.Nyan@Diageo.com; or
JNyan2000@yahoo.com ?

Establishing Environmental
Management Systems
– the Importance of Sustainable Development

WASHEQ - 23rd September 2011
Tayo Adedeji
Regional Environmental Manage, CARES
Ltd

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.

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.

Sustainability
For a policy to be sustainable, it must respect
five principles, which rely on:






a sustainable economic approach;
good governance; and
sound science.

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

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…

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.






EMS in Practice


The underlying philosophy is that whatever
the organization's activity, the requirements
of an effective EMS are the same.

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




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.







Legal Compliance
Clarify the legal and other requirements that
apply to your organisation:
Legislative standards
Regulatory guidelines
International conventions
Best practice guidelines…









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.

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.

Oil and Gas Exploration and the
Environment











Spills and releases
Chemical usage and
storage
Gas flaring
Operation-related
travel
Product
transportation

Mining and the environment










Ecological
impacts
Extraction
material
management
(cyanide)
Social impacts
'Galamsey’
Transportation

Ports and the environment










Ecological impacts
Waste
management
Hazardous
material movement
Fuel use, storage
and containment
Biofouling and
invasive species

Manufacturing
and the environment




Handling of raw
materials;
By-products of
manufacturing
–





solid, liquid and
gaseous

Waste management
Transportation of
goods manufactured

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.

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

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

Sustainability and climate change








Sustainability appraisals
Resource management including renewable
energy appraisal
Carbon management including carbon
footprinting
Climate change risk evaluation and weather
planning

Thank you!
Tayo Adedeji
Regional Environment Manager
CARES Ltd
tayo.adedeji@cares-group.com

PLATINUM
SPONSORS

SILVER SPONSORS

BRONZE
SPONSORS

MEDIA
PARTNERS

Supremacy ?? Superiority ??
Excellence ?? Distinction ??











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









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








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

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

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












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?








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?

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










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









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










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

QUALITY IS:
SUPREMACY ?- YES!!
SUPERIORITY?- YES!!
EXCELLENCE ?- YES!!
DISTINCTION?-YES!!
In other words
YOU ARE THE BEST IN BUSINESS !!

THE NIGERIAN NATIONAL POLICY
ON

OCCUPATIONAL SAFETY
AND HEALTH : QUO VADIS?

23/09/2011

WASHEQ 2011

1

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

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

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

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

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

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

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

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

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

SECTION 4 : SCOPE

The OSH policy applies to all
Nigerian workplaces including
formal and informal sector
workplaces

WASHEQ 2011

23/09/2011

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

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

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

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

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

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

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

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

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

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

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

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

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

THANK YOU ALL

WASHEQ 2011

23/09/2011

WASHEQ 2011 ppt Morning session 2011

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