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WASHEQ 2015 ppts

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Ella Agbettor
Ella Agbettor

Kaizen refers to the Japanese philosophy of continuous improvement through small, incremental changes involving all employees. The concept originated in post-World War II Japan and has since spread globally, focusing on continuously improving processes and functions through employee engagement and eliminating waste. The standard elements of a Kaizen include documenting the current process, identifying areas of waste, planning improvements, implementing changes, verifying results, and making successful changes the new standard to drive ongoing improvement.

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KAIZEN Making Small Improvements
What is Kaizen • KAIZEN is a Japanese word which is a combination of two words • KAI – meaning CHANGE • ZEN – meaning GOOD
What is Kaizen • When used in the business sense and applied to the workplace, kaizen refers to activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers.
History of Kaizen • Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in environments outside of business and productivity. • The Japan we know now was built on the Kaizen philosophy and methodology along with other such methodologies like Lean, TQM, etc
The Kaizen Advantage • Kaizen provides for us a methodology to facilitate small changes continuously in a methodical fashion while engaging the entire workforce or engaging the power of our most important resource – Our People.
Kaikaku • A quick mention of a similar concept called kaikaku. Kaikaku (Japanese for "radical change") is a business concept concerned with making fundamental and radical changes to a production system, unlike Kaizen which is focused on incremental minor changes.
Kaizen + Kaikaku = Blitz • Typically kaizen and kaikaku which can both be linked strongly to the Toyota System come together in what Is called the Kaizen Blitz, Burst or Event. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream.
The Standard Work elements of a Kaizen are: Document Reality Start Stages of the Kaizen
The Standard Work elements of a Kaizen are: Document Reality Identify Waste Start Stages of the Kaizen
The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Start Stages of the Kaizen
The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Start Stages of the Kaizen
The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Start Stages of the Kaizen
The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Start Stages of the Kaizen
The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Measure Results Start Stages of the Kaizen
The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Measure Results Make this the Standard Start Stages of the Kaizen
Celebration Celebrate the success (but not too long) because now you Do It Again
The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Measure Results Make this the Standard Celebrate Do It Again Results: A new way of work Start Stages of the Kaizen
Final Word • HSEQ professionals are well positioned with the current tools of our trade alongside well proven and effective tools as kaizen to make lasting changes in our organizations and even beyond our organization to reach the entire nation with the message of continuous improvement as this same tools have built nations and they can build ours also.
Thanks For Listening!
Questions?
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Creating a culture of Personal Accountability & compliance: A tool for Improving Safety Culture Presented at the WASHEQ 2015 Conference , Lagos Oyet Gogomary 5th December , 2015
The Right to Win 2012 2 Content ACCOUNTABILITY: WHAT WHY HOW Conclusion
The Right to Win 2012 3 OBJECTIVES: Changing the way people work ( Safe Work Practice) Inculcating Responsibility and Accountability ( Stop Work Authority) Working the new Model ( Be courageous)
The Right to Win 2012 4 WHAT IS ACCOUNTABILITY? “ Answering, which means providing an explanation or justification for fulfillment of that responsibility. “ Reporting on the results of that fulfillment and assuming liability for those results. Accountability is the obligation a person, group, or organization assumes for the fulfillment of a responsibility. This obligation includes:
The Right to Win 2012 5 What Is Safety Culture?  Is a term used to demonstrates "the attitudes, beliefs, perceptions and values that employees share in relation to safety" (Cox and Cox,1991). A set of beliefs, norms attitudes and social technical practices that are concerned with minimizing exposure of individuals, within and beyond an organization to conditions considered dangerous or injurious (Mohd Saidin and Abdul Hakin, (2007b). It describes the way we feel, act, think and make decisions in relation to safety.
The Right to Win 2012 6 Safety Culture Developing safety culture • ….. ‚means creating a culture • of safety whereby the workers are constantly aware of hazards in the workplace, including the ones that they create themselves. It becomes second nature to the employees to take steps to improve safety‛ (Dilley and Kleiner, 1996)‛.
The Right to Win 2012 7 Principles of accountability 3.Requires reporting 2.Results oriented 4.Comes with consequences 5.Improves performance 1.Relationship
The Right to Win 2012 8 Accountability Pyramid ALL LEVELS ACT TOGETHER IN ANY ORGANIZATION ME, Foundation: look to ME for Personal results ;What can I do…. Within a working setting, both Parties In a relationship Drives organizational performance How the company performed Provide input to company’s outcome Personal Accountability Individual Accountability Team Accountability Organizational Accountability Stakeholder Accountability All levels act together in any organization.
The Right to Win 2012 9 Why Personal Accountability & Compliance Company’s poor performance in formal compliance with audits, procedures and guidelines. Improve our business performance Remind us of our responsibilities Highlight on the consequences of lapses: - Personnel safety at risk through breaking the rules - Financial and Asset loss - Reputation loss - Over negative impact on business performance and our vision to be the partner of 1st choice (World Class Company) Dialogue and Engagement: Examples of Personal Acct & Compliance failures
The Right to Win 2012 10 PA (Personal Accountability) drives Corporate Performance ME ME ME ME ME My Team Other Teams Execute responsibilities My Company SBUs GROUP -Below target -On target -Above -Outstanding Impact on Me
The Right to Win 2012 11 EHS – Management System shall serve as the nerve centre for information management and the bedrock for the required attitudinal change in the Organization Corrective Action & Improvement Tactical Strategic Operational Leadership & Commitment Organisation, Responsibilities, Resources Standards & Documents Audit & Management Review Hazard & Effect Management CULTURE The Bedrock of organisation’s Transformation Policy & Strategic Objectives Planning & Procedures Implementation Corrective Action Monitoring Operations OPERATIONS CYCLE
The Right to Win 2012 12 Organizational Characteristics of a good safety culture.
The Right to Win 2012 13 Organizational Characteristics of a good safety culture.
The Right to Win 2012 14 A typical Organizational Model matrix.
The Right to Win 2012 15 Safety Culture Interaction Model
The Right to Win 2012 16 Strategic EHSSQ Thrust . . . Culture . . . a Key to Win • Full Regulatory Management & Compliance • Operational Risk Management • Environmental & Community • Innovation & New Product developed against an increased EHSSQ depth • EHSSQ as a Competitive Advantage for Oando Businesses • Rolling out / Joint EHSSQ activities with business partners e.g. Agip, NB etc • Sustainable operations within EHSSQ driven metrics(e.g. LTI, NM etc) • People development; incident / NM reporting, constant engagement etc Growth Return on Capital Risk Mgmt Pathological Reactive Calculative Proactive Generative INSTITUTE THE CULTURE FRAMEWORK FOR RESULTS Win stakeholders trust and confidence
The Right to Win 2012 17 . Organizational Culture Purpose Mission, goals, objectives, Roles, responsibilities Planning Strategies, processes, Work plans, controls Evaluation & revision Results management & corrective actions Execution Do the work and deliver as promised Organizational Culture The underlying assumptions, beliefs Values, Attitudes and Expectations shared by the Members of an organization , ACCOUNTABILITY MODEL
The Right to Win 2012 18 Accountability Model Purpose “ - Clear mission aligned with goals and objectives exist. “ - Objectives are relevant, integrated and aligned with appropriate parties, e.g. Group, SS (Shared Services) or other SBU’s or teams. “ - Roles and responsibilities of parties in the accountability relationship are clearly defined and support achievement of objectives. “ - Parties agree on the mandate, objective and results expectations. Planning “ - Strategies and work plans, key business activities (KBAs) to achieve objectives are in place and are clearly communicated to key stake holders of the system. “ - Processes and method to execute plans are efficient and cost effective “ - Controls are in place to identify and manage consequences and risks to achieving objectives “ - Resources are planned, balanced and allocated to meet intended results Execution “ - Perform the work and measure the progress; Deliver as promised “ - Ensures customers needs are met “ - Collect and analyze performance data Evaluation and revision “ - Results management; Measurements and targets are in place that serve to demonstrate results and provide direction “ - Results reported are credible, timely, accurate and useful in making execution decision “ - Results are used to asses ongoing relevancy of the programmes, objectives and strategies “ - Parties in the accountability relationship strive for continuous improvement in critically reviewing results, managing risks and consequences- to determine what corrective actions need to be taken to improve performance… or to determine what rewards should be given efficient and effective performance.
The Right to Win 2012 19 Consequence Management You see it, you own it Consequence Management You See it. You own it ! Business Execution Outcome •Improved performance •Realizing our •Potential •Efficient work force Negative Positive “Build Capacity “Discourage non conformance “Improve systems Guide decisions Standards Procedures Guidelines Policies EHS Consequence Mgt. Manual Handbook objectives' CEO Award. promotion when applicable Letter of Commendation Merit Increase/ Performance Bonus Stock options
The Right to Win 2012 20 You see it, You own It Were the actions As intended Were the results intended Sabotage or Malevolent act Final warning letter NO Blame error System Induced violation Reckless violation Dismissal First warning letter Coaching Negligent error Training required Procedure Clear and workable? Defective Training, Selection, experience Verbal warning Knowingly Violating procedures Substitution test History of violating procedures? No No No Diminishing individual culpability System Produced error @ @ ** Increasing individual culpability **Substitution test- Are you sure that when under the same circumstance at the time of the event, you would have acted differently? @ Management responsibility is correct root causes of system issues YES NO YES YES NOYES YES NO YES NO YES Consequence Management Decision Tree For Managing Compliance and lack of Personal Accountability
The Right to Win 2012 21 Name: Benard Uwalaka DEPT: EHSQ Role: Workshop Facilitator Purpose Planning Execution Evaluation & Revision Comfort & no harm to participants “Layout of room “Location of exits “Conveniences “Fire emergency procedures “Ground rules “Room temp. “Bb periods “Eating “Share information “Test understanding “Data with hazards & encourage others to do the same “Use posters as constant reminders “Compliance to ground rules “Feedback from participants “No of incidents / Near Misses “Use output of HIR’s to improve future sessions. My Example – with focus on EHS
The Right to Win 2012 22 Name: Dept.: Job Title: Purpose Planning Execution Evaluation Develop one for yourself
The Right to Win 2012 23 Personal Accountability: (Compliance & Consequence Management) Improved Performance Realizing our Potential Efficient work force C O N S E Q . M G T Procedure & standards Guidelines & Processes Living the Company values Doing what is right Being responsible, disciplined Attitudes & behaviors Living your values Doing what is right Project delays, High costs Reputation loss, Sanctions Demoralized work force, Facilities at Risk Personal Accountability Compliance
The Right to Win 2012 24 Accountability Video
The Right to Win 2012 25 Changing the way people work. “ Bring up positive and negative consequences regularly. “ Share examples of the failures and success Thinking about the consequences of failures upfront : “ Establishing and implementing a robust acknowledgement schemes. “ Celebrate exemplary individuals and teams. “ Point out areas of improvement to teams and individuals. Entrenches good habits. Some basic Principles: “ People to report incidents, accidents, nearmisses, mistakes without fear. “ People must be comfortable to Challenge the status quo. “ People are held accountable and not blamed. Encourages Trust/Openness.
The Right to Win 2012 26 Inculcating Responsibilities to major players: “ Get Support to Provide required information. “ Promote responsibility for colleagues. “ Provide required support. 1. Letting the line/employees to know that it is their duty: “ Politely declining clear demarcation by offering help/advice and not taking responsibility.2. Firmly rejecting work that is passed on. “ Delegating tasks to responsibility parties and held them accountable. 3. Transferring responsibility and accountability to the line
The Right to Win 2012 27 Personal accountability starts with me It cannot be delegated It makes me more responsible It is done because it is just the way to go It deters blame “ Starts with ‘what’ or ‘how’ “ Always has an ‘I’ “ Plus an action statement “ What can I do to make a difference? “ How can I help my customer better? It asks the inwardly focused question that Finally….Your take away
The Right to Win 2012 28 Thanks for Listening
1 WASHEQ 2015 Ella Agbettor SHEQ Foundation Process Safety Engineering Mitigating Risks
EVERYONE is responsible for safety From the lab technician to the cleaner to the managing director • Nobody wants to be involved with a major accident • Nobody wants to see their fellow coworkers injured or killed as a result of their work • Nobody wants to see their jobs or business destroyed EVERYONE IS RESPONSIBLE FOR SAFETY 2
TWO ASPECTS OF SAFETY There are two aspects of safety • Process Safety • Personal Safety Personal Safety: Incidents that have the potential to injure one person and generally occur due to individual work habits. Occupational incidents – slips/trips/falls, struck-by incidents, physical strains, electrocution. Generally OHS are avoided by wearing PPEs & following procedures. An effective personal safety management system DOES NOT prevent major accidents events! Process Safety: Process safety hazards can give rise to major accidents involving the release of potentially flammable, reactive, explosive or toxic materials, the release of energy (such as fires and explosions), or both. These are events that have the potential to lead to multiple fatalities and/or major environmental damage. Process safety management ensures there are Adequate Barriers to MAE’s.
PROCESS SAFETY VS PERSONAL SAFETY 4 Increasing Likelihood of Event IncreasingConsequencesofEvent Occupational Health & Safety Risks Major Accident Hazard Risks P otential Losses increasing Possible Escalation Increasing Likelihood of Event IncreasingConsequencesofEvent Occupational Health & Safety Risks Major Accident Hazard Risks P otential Losses increasing Possible Escalation PROCESS SAFETY PERSONAL SAFETY
INCIDENTS THAT DEFINE PROCESS SAFETY 5
PSM REGULATION FROM THE UK AND USA 6 Employee Participation Training Process Hazard Analysis Mechanical Integrity Process Safety Information Operating Procedures Hot Work Permit Management Of Change Pre Start-up Review Emergency Planning & Response Incident Investigation Contractors Compliance Audits Trade Secrets OSHA 1910.119 (USA) Platform Description Reservoir Description Management System Policy Organisation Processes Risk Assessment Permit To Work Management of Change Performance Measurement Audit & Review Major Hazard Identification Major Hazard Risk Assessment Demonstration Of: Prevention Control Mitigation Evacuation Rescue & Recovery Safety Case SAFETY CASE (UK) Policy Organisation Processes Risk Assessment Permit To Work Management of Change Performance Measurement Audit & Review Major Hazard Identification Major Hazard Risk Assessment Safety & Environment Demonstration Of: Prevention Control Mitigation Emergency Response Plans Onsite & Offsite Safety Report SEVESO II (COMAH) UK Does this look familiar? How do these compare? Differences?
RISK MANAGEMENT PROCESS – SUMMARY Risk Potential Matrix New/ Major Facilities Brownfield / Sites Workgroup Non-Routine Activity Routine Activity by Individuals and Workgroups Task Risk Assessment -Qualitative Health Risk Assessment Safety Cases, Hazard Registers, Site Standards, Procedures, PTW HSE Bulletins, Toolbox meetings Risk Management Process HAZARD IDENTIFICATION [HAZOP][HAZID][LAYOUT REVIEW] [BOWTIE][ FMEA] [HRA] HAZARD ASSESSMENT [[FRA][EETRA][QRA][ALARP][DO][LOPA] HAZARD MITIGATION [F&G][[IGNCONTROL][AFP][PFP][BLOWDOWN][FLARE] [DOP] Legislation & Regulations International Codes & Standards, Industry Standards, Company Standards Sources of Information Inspection checklists, Induction handbooks, Incident Report feedback, Job Start meetings QUANTITATIVE QUALITATIVE PROCESS SAFETY IMPLEMENTATION 7
Provide rapid and reliable indication of the occurrence of a hazardous event involving fire and/or loss of containment of flammable or toxic inventories to : • Emergency Shutdown (ESD 1) of affected Fire Zone ( on confirmed gas detection or fire detection ) • Initiate Alarms • Trigger emergency isolation and depressurisation of hydrocarbon inventories • Initiate fire water deluge system (fire, sometimes toxic or flammable gas) • Initiate CO2 or INERGEN or FMC 200 fixed fire extinguishing systems • Trip power generation and electrical equipment • Increase ventilation in enclosures • Close dampers in HVAC air intakes HAZARD MITIGATION – FIRE & GAS DETECTION 1 8
HAZARD MITIGATION – FIRE & GAS DETECTION 2 9 Types of detectors • Smoke Detectors (Optical/ Ionisation) • Heat Detectors ( FT/ RoR) • Flame Detectors (UV/ UVIR/ IR/IR2/IR3) • Hydrocarbon Gas Leak Detectors ( Line of sight , ultrasonic) • Toxic Gas Detectors • Open Path Gas leak Detectors • VESDA The use of fire and gas mapping to ensure coverage is adequate
HAZARD MITIGATION – FIRE PROTECTION 1 10 Active fire protection objectives are achieved by reduction of the fire effects through: •cooling of the hydrocarbon equipment •shielding against radiation •fire suppression Active fire protection is activated: •By Fire and Gas detection logic (automatically) •manually (local and remote) Active fire protection ( fire pumps, ringmain, deluge valves and nozzles). Type of protection depends on required duty – this may be to extinguish the fire, control the fire or provide exposure protection. Types include: •water deluge • foam •water mist / steam •dry powder •inert gas (Inergen), CO2
1 200 1 000 800 600 400 200 0 10 °C minutes 20 30 40 50 60 Standard Fire Curves Temperature vs. Time Jet fire Hydrocarbon fire Cellulosic fire Fire Barriers / Partitions between areas e.g. Process / Non Process : • Coatings on Bulkheads - For A / H / JF ( with wire mesh ) • Prefabricated GRP Panels - For A / H / JF • Prefabricated Panels with insulation - For A / H / Not JF Critical Structural Members / Risers / Flare Structure / Supports Intumescent or Cementious coatings - For H / JF ( with wire mesh) Risers / ESDV's / Equipment / Panels GRP Cast Sections for risers and boxes for ESDV Intumescent half shells Penetrations : Seals suitable for For A / H / JF Passive fire protection -Fireproofing to prevent failure of structures and equipments. Coating applied to the wall of vessel (mineral or organic-based). Resist to flames and slow down heat transfer to the wall ( fire walls, chartek, blast wall, fire blankets) Design for blast – possible explosion overpressure The duration of the required stability and integrity A = 60 minutes H = 120 minutes J = J-class is not a standard fire rating. SEV specification retains H capabilities of 120 minutes HAZARD MITIGATION – FIRE PROTECTION 2 11 J 45/ H60, 0.3 bar Blast wall
HAZARD MITIGATION – EMERGENCY SHUTDOWN 1 12 In the event of a process upset that can lead to loss of containment or hydrocarbon leak we need to shutdown the process unit and sometimes the platform immediately so the event does not escalate to other areas of the Platform. ESD0 Total Black-Out ESD1-1 Emergency Shut- Down Fire Zone 1 SD2-1.1 Functional Unit Shut Down Unit 1.1 SD3-1.1.1 Individual Shut-Down Equipment 1.1.1 SD3-1.1.k Individual Shut-Down Equipment 1.1.k... SD2-1.j... Functional Unit Shut Down Unit 1.j... SD3-1.j.1 Individual Shut-Down Equipment 1.j.1 SD3-1.j.k... Individual Shut-Down Equipment 1.j.k... ESD1-i... Emergency Shut- Down Fire Zone 2... SD2-i.1 Functional Unit Shut Down Unit i.1 SD3-i.1.1 Individual Shut-Down Equipment i.1.1 SD3-i.1.k... Individual Shut-Down Equipment i.1.k... SD2-i.j Functional Unit Shut Down Unit i.j... SD3-i.j.1 Individual Shut-Down Equipment i.j.1 SD3-i.j.k... Individual Shut-Down Equipment i.j.k...
HAZARD MITIGATION – OVERPRESSURE 13 Most of the plant is pressurised so what happens during an over pressure event. Design of relief disposal dependent on relief requirements (e.g. fire, overpressure by gas , overfilling by liquid, reaction runaway). Relief devices are installed and during an overpressure event they open and allow the gas to go to the flare thus preventing over pressure of equipment. Process engineers have to size these devices for the equipment they are protecting. A flare or vent system consists of: • Relieving devices in the Process systems (PSV, BDV, Bursting discs,…) •Headers for collection of relieved effluents •Knock out (KO) Drum to segregate gas and liquid phases •Sealing devices to prevent air ingress (purge gas, seals) or Designed to •sustain internal explosion (15 barg as a result of internal generic study) •Disposal devices for the gas and liquid (Flare tip, liquid burners, burn pit,…)
Function Of Drainage Systems SAFETY • Minimise uncontrolled spillage • Minimise the risk of ignition (evacuation of flammable liquids away from ignition sources) • Prevent escalation of a fire across the installation (containment and evacuation of flammable liquids) ENVIRONMENT • Minimise direct discharge of polluted streams by channelling to appropriate treatment units Key Features For Safety Of Drainage • Architecture of network to prevent cross-contamination • Gas seals and fire breaks to prevent migration Closed Drains Are Connected To: • Hydrocarbon equipment under PRESSURE • Equipment handling TOXIC fluids (intentional release to atmosphere not acceptable) Open drains are ATMOSPHERIC systems HAZARD MITIGATION – DRAINAGE 14
HAZARD MITIGATION – IGNITION CONTROL 1 15 Due to the flammable nature of oil and gas ignition control is very important because if there is no ignition source there will be no explosion or fires. Precautions: > Avoiding flammable substances (replacement technologies) > Inerting (addition of nitrogen, carbon dioxide etc.) > Limitation of the concentration by means of ventilation Ignition sources identification: Apparatus which, separately or jointly, are intended for the generation, conversion of energy capable of causing an explosion through their own potential sources of ignition Measures to limit the effect of explosions to a safe degree: > Explosion pressure resistant construction > Explosion relief devices > Explosion suppression by means of extinguishers, deluge, etc
Hazardous Area Classification Zone 0. In which ignitable concentrations of flammable gases or vapours are present continuously, or in which ignitable concentrations of flammable gases or vapours are present for long periods of time. • Zone 1. In which ignitable concentrations of flammable gases or vapours are likely to exist under normal operating conditions. (for a full definition refer to API RP 505). • Zone 2. In which ignitable concentrations of flammable gases or vapours are not likely to occur in normal operation, and if they do occur will exist only for a short period (for a full definition refer to API RP 505). Reduce to an acceptable level the probability of coincidence of a flammable atmosphere and an ignition source, by means of: • Segregation of hydrocarbon sources and ignition sources, •Selection of equipment with the potential to cause ignition: HAZARD MITIGATION – HAZ. AREA CLASSIF. 16
HVAC unit usually is placed between the helideck and the roof of the quarters for offshore units. The living quarters and electrical switch rooms also requires a ventilation system , in the event of a gas release or fire the HVAC damper shut off preventing gas ingress. Note normally you will have fire and gas detectors at HVAC inlets to detect gas and shutdown damper especially if HVAC inlet is in close proximity to the process area. HAZARD MITIGATION – HVAC & VENTILATION 1 17
TECHNICAL INTEGRITY 18 8 Dimensions of Integrity Monitoring Shutdown Systems Risk Control Dimensions Hydrocarbon Leak Safe Operation Major Accident H A Z A R D S Prevention Barrier • Mech Integrity • Ignition Control • Fire & Blast walls location Plant Design A Plant Design A • Thickness m’ment • PM checks Equip. online •Condition monitoring Inspection and Maintenance B Inspection & Maintenance B • Defined & understood scope of work • Hazards identified, risk assessed & Controls in place • Work authorised Permit to work C Permit to Work C • Risk assessment for potential impacts • Authorised management of change • Case to operate Plant change management D Plant Change Management D • Standard’sd Operating Procedures • Periodical review done • Temporary procedures for changed situations risk assessed. Operational Procedures E Operations Proedures E • Role specific competency criteria for process safety • Periodic inputs for updating • Periodic assessment Staff Competence F Staff Competence F • Fire & Gas alarms • Routine monit’ng of alarms / trips • Defined procedure for management of inhibits / overrides Alarms & Instruments G Alarms & Instruments G • Periodic testing of ESD / trips and emergency systems • Periodic Mock drills of ERP • Emergency procedures updated Emergency arrangements H Emergency Arrangements H Mitigation Barrier C O N S E Q U E N C E S • Each Barrier is important • Concurrent failure in barriers can result in Near Miss or MAE • Significant Failing in just one critical barrier sometimes is sufficient to cause incident • Continuous monitoring & testing of Barriers is needed through suitable tools Technical Integrity (TI) is all about management of SCE ( HAZARD MITIGATION MEASURES)
ESTABLISH DESIGN INTEGRITY 19 Technical Integrity Management Hazid Hazop Studies PERFORMANCE STANDARDS SMS and Procedures Operations Safety Case Work Orders Risk Based Inspection / Reliability Centred Maintenance Major Health Hazards and Major Accident Events Hazard Register All HSE Hazards Formal Safety Studies SAP Integrity Reports MAXIM O Project Phase Establish Integrity by identifying MAE, SCE ( Safety Critical Elements) producing Performance Standards(PS) all contributing to the establishment of Technical Integrity (TI). In the operation phase, safeguard integrity by maintaining equipment, reviewing, verifying and assuring integrity using performance standards, corrective action should be closed out appropriately all leading to maintaining TI. MAJOR ACCIDENT EVENTS (MAE) Establish Design Integrity and Safeguard it during Operations
INHERENT SAFETY 20 THE BASICS •Fewer hazards •Fewer causes •Reduced severity •Fewer consequences 1 . Minimise – use smaller quantities of hazardous substances 2 . Substitute – replace a material with a less hazardous substance 3 . Moderate – use a less hazardous condition, a less hazardous form of a material, or facilities that minimise the impact of a hazardous material or energy 4 . Simplify – design facilities that eliminate unnecessary complexity and make operating errors less likely and that are more forgiving of errors which are made bargbarg Gas Hot Oil Gas Hot Water But are design should be Inherently Safe in the first place
INHERENT SAFETY RISK REDUCTION MEASURES 21 Physical protection – Safety valves to flare – Rupture disks to flare – Vacuum breakers – Blowdown systems Reduction of Leak Frequencies – Enhanced inspection plan (mechanical integrity) – Full containment design – Corrosion allowance – Corrosion risk management – Safety Critical Procedures (with high reliability level in execution) Process Design – Alternative chemical process (chemicals used, …) – Reduction of operating pressure – Reduction of operating temperature – Reduction of area congestion – Selection of construction materials – Some critical cooling systems Automatic action SIS – Interlocks independent from DCS • PCV to flare • Heat cutout interlock • Feed cutout interlock – UPS systems – Emergency power generator – HIPPS Limitation of Released Quantity – Reduction of product inventory – Remote operated isolation valves (ESD system) – Blowdown system – Flow orifices – Excess flow valves Mitigating & Protective measures – Diking – Water curtains – AFP (Sprinkler/deluge systems) – Foam application systems – Restricting flow orifices – Excess flow valves – PFP(Blast/fire resisting structures blast/fire walls, reinforced control rooms) – Control of ignition sources – Emergency shutdown systems – Containment systems (containment inside building) – Flange protection – Devices influencing the direction of leaks. – Explosion suppression systems – Inhibitor or killing agent injection systems – Detection systems (gas, liquid, smoke, fire,...) with operator intervention
DRIVING CHANGE THROUGH “MOTIVATED” ACTION West African Safety, Health, Environment and Quality Conference WASHEQ Powered By: Emmanuel George
Presentation Structure »Part 1 – Reality Check •Why this State of Affairs »Part 2 – Pathway to Performance Improvement •Providing the Motivation to Act
Reality Check!!!
Background Today’s modern businesses and Industrial organizations recognize the fact that a system without adequate Health, safety and environment framework will surely leads to heightened occupational and health hazards. In recent times, the paradigm shift is now towards improving the performance of the HSE frameworks already in place and measuring its effectiveness using international standard indicators
...And Yet... “337 million workplace accidents each year. 2.3 million deaths occur on the average every year. making it 6,300 deaths per day, across the globe.” – International Labour Organization
# FACT ...“No Organisation, Agency, Employer, employee etc….sets out to “deliberately” cause harm to persons, assets or environment”
In Recent Times... There have been notable workplace accidents mentioned in the national dailies: I. IMPCO Company Limited where a 21-year-old machine operator, Happiness Okon, was killed by a plastic molding machine II. Two workers died in Cadbury when an accident happened as the boiler was being operated, killing two casual workers and injuring many others. III. Hongxing Steel Company on allegation of maltreatment and death of employees, recorded in the company recently.
What Exactly is Wrong? Consider the 3 Es  Error (Human) – Over 80%  Equipment (Failure) – Less than 20%  Environment (Natural) – About 10% Consider  Unsafe Act (Human) – 90%  Unsafe Condition – 10% Answer = HUMAN
What Is Wrong With HUMAN - Imperfection Ignorance/Knowledge/Skill – 10% Attitude (Poor) – 70% Deliberate (Refusal to Yield) – 20%
Pathway to Performance Improvement
To Do List……….. Ignorance/Knowledge/Skill – Awareness/Education/Training Attitude – Motivate (Apply All of the Above…...and Much More) Deliberate (Refusal to Yield) – Discipline
Motivate…….How? 3-Phase Approach FUNNEL STEPS Consistency Improved Interface Professionalism 1. Professionalism – “Charity begins at home” 2. Improved Interface – “We are friends, not foes” 3. Consistency/Persistence - “Stay Positive”
Professionalism Build Structure – Structure informs behavior; Newton’s Law of Motion Be Innovative Learn New Ways to Say and Do Old Things Utilize Tools Effectively Every Profession Has its Register
Improved Interface Which Works Best: • Collaboration or antagonism • To Coax or by coercion? • Encouragement or Criticism
Consistence & Persistence in Improvement Ensure • Continual (incessant, constant, persistent) Improvement – Internal • Continuous (permanent) Improvement – External
Be Committed to Driving the required Change Conclusion……
Let’s answer your questions now!!!
CHANGE: An Effective Health and Safety Application Presented By: Ehi Iden WASHEQ 2015 Regional Conference
Change in its self! • An act or process through which something becomes different or done differently. • Sunday, Sept 13th 1967, Sweden changed from driving on the left hand to driving on the right side. • All vehicles had to STOP at 4.50pm, then carefully CHANGE to the other side and remained there till 5.00pm. • Road crew needed time to reconfigure the road intersections
The Ages of Evolution – Hovden 1998 The First Age: Technological Age The Second Age: Organisational Measures The Third Age: Culture and Human Behaviour
Hovden Theory of 1998 • Since the late 1980’s we live in what Hale and Hovden (1998) called the ‘third age of safety’ where the focus is no longer only on technological (the first age) or organizational measures (the second age) but also takes account of culture and human behaviour (the third age). • In the age we are in, Safety Culture is the principal thing and it must start from the top.
Emerging OHS Risks • An ‘emerging OHS risk’ is often defined as any occupational risk that is both new and increasing. And by this we mean: a. The risk was previously unknown and is caused by new processes, new technologies, new types of workplaces, or social or organisational change b. A long standing issue is newly considered to be a risk due to changes in social or public perceptions c. New scientific knowledge allows a long standing issue to be identified as a risk
Mutations and Transmutations • As the work environment changes very fast, new risks also come in very fast with these changes, the need for a whole new approach to management of these risks is crucial. • We live in an INNOVATIVE world, work in INNOVATIVE workplaces • “Every improvement requires change and every change definitely has its own risks”
The COM-B 1 Theory
Overcoming Internal Resistance Give people something to believe in! Give people someone to believe in! Give people someone who believes in them! Developing effective leadership begins with….
Change Application • Leadership Commitment • Employees Engagement and Involvement • Process Review and Modification
BASIC SAFETY CULTURE People don’t respect what you do not inspect!
Lewin’s Framework for Change
Safety Culture • A safety culture is characterised by a collective mindfulness that can be achieved only when there is mutual respect among team members and an absence of fear and intimidation. • The key components include: I. Collective Mindfulness: We are aware things can go wrong, we are fallible, errors could happen and we are mindful of all that and ready to tackle it without regard to rank or status. II. Accountability: Accepting responsibility for making the workplace safer. Report errors, near misses or any safety concern. III. Empowerment and engagement: Makes employees feel safe to voice out their concern about safety issues, and makes them take charge of the safety of not just themselves but colleagues alike.
Creating a Safety Culture • Workplaces suffer today because of the error management in our past culture • We focused on blaming and punishing the employees rather than taking system’s responsibility • There was little or no emphasis on how we can learn from our errors or incidence, no transparency and we could not own up to what happened. • We ended up creating a punitive work environment that shuts everyone up
Safety culture or an enforcement environment? • Now we have a safety enforcement environment . When what we really needed was a safety culture! • Safety enforcement environment looks like this "Here comes the boss, better put on your safety glasses." • But your goal is for the worker to say, "This could expose my eyes to injury. I'll put on my safety glasses.“ This is Safety Culture and this is the desired change.
When blame game hurts the system • Blame game limits learning from errors because the incident was never discussed • It increases likelihood that the error will reoccur. This is because other colleagues were not able to benefit or learn from the problem we have had. • It may drive away self-reporting of adverse events • It could create a vicious cycle that decreases learning “The more we blame, the more employees stop talking The quieter employees are, the less we learn The less we learn, the less we improve The less we improve, the more at risk workplaces are”
A case study: Kimberly Hiatt
Outcome of the blame & punishment • 50 years old nurse with 25 years at Seattle Children’s hospital • Mistakenly dispensed 1.4 grams of calcium chloride — instead of the correct dose of 140 milligram for an 8 months old child in Sept 14 2009. • “She reported the case and owned up to be responsible” • After the infant’s death, Kim was placed on administrative leave and soon dismissed in weeks following • Her practising license withdrawn, she cried for 2 weeks not because of her license but that she killed a child • Kim Hiatt eventually committed suicide on April 3, 2010 • Hiatt’s dismissal — and her death — raise larger questions about the impact of errors on providers, the so-called “second victims” of medical mistakes. That’s a phrase coined a decade ago by Dr. Albert Wu, a professor of health policy and management at the Johns Hopkins Bloomberg School of Public Health
Some quotes out of this • “I messed up,” Kim wrote. “I’ve been giving CaCI [calcium chloride] for years. I was talking to someone while drawing it up. Miscalculated in my head the correct mls according to the mg/ml. First medical error in 25 yrs. of working here. • After the incident, Hiatt "was a wreck,” recalled Julie Stenger, 39, of Seattle, a critical care nurse who worked with Hiatt at the hospital. “No one needed to punish Kim. She was doing a good job of that herself.” • “When she lost this job, it wasn’t just the job she lost, it was her future.” Kim’s mum • “She was in such anguish,” Crum says. “She ran out of coping skills.” • “Punitive actions are actually counterproductive. Everything in the literature points to that not being the right step to take,” Watkins said. “Nurses in that unit or hospital will not report things. There’s this heightened awareness: It could be me.” • “I thought it was sending the exact wrong message: If you make a mistake, you better keep your mouth shut about it.” Kim’s colleague
In conclusion Change is not necessarily what you tell us, it is what we see The risk in workplaces are mutating, health and safety management systems must change at a much faster pace In every change we effect, processes and procedure must reflect same changes Remember, change in itself is also a process
ehi@ohsm.com.ng 0802 491 8800
Advocacy and Attitudinal Change Essential for Sustainable Consumption and Production Presented at the West African Safety, Health, Environment & Safety Conference Lagos, Nigeria B Y EUGENE ITUA, P h . D N I G E R I A C H A I R M A N Nigeria Branch: 17, Akingbola Street, Olayiwola Street, Oregun Alausa Village, Lagos. Tel: 08090753363. Email:iirsmnigeria@gmail.Com UK (HQ): Suite 7a 77 Fulham Palace Road, London, W6 8JA, United Kingdom Tel: +44 (0)20 8741 9100, Fax: +44 (0)20 8741 1349, Email: info@iirsm.org, www.iirsm.org
Introduction  The well-being of humanity and the environment ultimately depends upon the responsible management of the planet’s natural resources,  yet, evidence is building that people are consuming far more natural resources than what the planet can sustainably provide.  Many of the Earth’s ecosystems are nearing critical tipping points of depletion or irreversible change, pushed by high population growth and economic development.
The Challenge  The science showing that humanity's current lifestyles are unsustainable is overwhelming.  “By 2050, if current consumption and production patterns remain the same and with a rising population expected to reach 9.6 billion, we will need three planets to sustain our ways of living and consumption. http://www.unep.org/newscentre
The Interplay? http://www.oecd.org/env/waste/smm makingbetteruseofresources.htm
Today's Environment - Sick and Crying
The Root Cause
The Reality Saving the environment is not an issue anymore but a survival truth!
No Longer Business as Usual
The Opportunity We Have  We all have the opportunity to realize the responsibility to care for the Earth and to become agents of change.  move towards resource efficient and sustainable lifestyles which bring better quality of life for all.  Although individual decisions may seem small in the face of global threats and trends, when 7 billion people join forces in common purpose, we can make a tremendous difference.
Setting the Stage  In 1992, Sustainable development was enshrined at the Earth Summit in Rio de Janeiro (Brazil)  Then the international community also adopted Agenda 21, a global plan of action for sustainable development.  An overarching objective within this agenda was the promotion of Sustainable Consumption and Production (SCP)”, which was reconfirmed in the recent Rio + 20 Summit in 2012.
 It was recognized that fundamental changes in the way societies produce and consume are indispensable for achieving global sustainable development.  It called for all countries to  promote sustainable consumption and production patterns, with the developed countries taking the lead and  with all countries benefiting from the process, taking into account the Rio principles, including, inter alia, the principle of common but differentiated responsibilities as set out in Principle 7 of the Rio Declaration on Environment and Development. Mobilising for Action, cont’d
What is Sustainable Consumption and Production (SCP)  “The use of services and related products, which respond to basic needs and bring a better quality of life while minimizing the use of natural resources and toxic materials as well as the emissions of waste and pollutants over the life cycle of the service or product so as not to jeopardize the needs of further generations" (Oslosymposium,1994).
The KEY Principles of SCP
Adopting Sustainable Lifestyles
http://www.sustainable-lifestyles.eu/publications/videos.html Adopting Sustainable Lifestyles - Context
Typical Drivers needed to Address Today’s Priorities Workstudio(2013):CollaborationforSustainableLifestylesthroughBusinessandSocial Innovation,Multi-stakeholderworkstudio,4-5November2013,Berlin,Germany
Typical Drivers needed to Address Today’s Priorities, Cont’d  Policy instruments, such as legislation and other legal measures are necessary to address the challenge of education and skills development as well as the optimal use of resources.  Policy instruments are also important to ensure effective governance and urban-rural development.  Economic drivers, represented by sustainable business models, and transparent and efficient supply chains, aim to promote sustainable energy generation and efficient resource use.  Economic drivers also play a very important role in the development and provision of education and skills training opportunities.  Social innovation and behavioural change are the social drivers considered as highest priority to address nutrition issues, local food production, community activities such as seasonal cooking and even the development of new businesses aimed at promoting healthier ways of living.  Urban and rural development and resource consumption are the other two areas for which socially-driven actions were seen as necessary;  Technology drivers were seen as having an important role in the development of mobility solutions and communication-related improvements.  Technology was also seen as relevant to the optimal use of resources and, to a smaller degree, to facilitate effective governance systems
Field of Action http://www.eupopp.net/project.htm
Field of Action, Cont’d
Field of Action- Business
Are You thinking of What You can Do?
Advocacy and Attitudinal Change  We need to advocate the principle of SCP  Advocacy here is active promotion of the SCP principle  Advocacy involves getting government, business, schools, or in indeed everyone to correct the harmful situation we have created that is affecting mankind.  We need to Change our attitude to imbibe the principle of SCP  Attitude here means mental dispositions that make us change our “Soft” Values.  Attitude that enables us to see sustainable lifestyle as a new status symbol (an aspiration) that can be fulfilled easily
Changing Our “Soft” Values  Soft values are norms, habits, traditions and perceptions that build people’s identity and lie in large part behind the choices they make.  .  Further, given the appropriate infrastructure, information, economic incentives and internalization of environmental costs, lifestyle changes in favour of sustainable living can become the dominant social trend.  It is the role of the media and educators to design easy and engaging narratives and messages that promote a sustainable lifestyle.
What is my Consumption Pattern?
What is my Consumption Pattern?, Cont’d We must shift our consumption patterns towards goods that use less energy, water and other resources, and by wasting less food.”
http://www.aist-riss.jp/old/lca/cie/activity/project/sc/index.html You and I, All of US, Cont’d
 Create Your Own Personal Ecological Oasis – Build More than A Home  Home is where you simply eat and sleep  Home can also be where you find ways to utilize the space you have in a way that has the least impact on your community and, ultimately, the planet.  Even the tiniest of balconies can be converted into an edible garden and compost bins come in a multitude of sizes, ranging from full-size to, yes even apartment-size. YOUR ACTION
Action?
Action, cont’d  Although individual decisions may seem small in the face of global threats and trends, when 7 billion people join forces in common purpose, we can make a tremendous difference.  We can do this by shifting our consumption patterns towards goods that use less energy, water and other resources, and by wasting less food.”
Outcome
http://www.sustainable-lifestyles.eu/publications/videos.html The Future We Want?
http://www.sustainable-lifestyles.eu/publications/videos.html The Future We Want? cont’d
Conclusion There are many better ways for us to solve one of the big global challenges. Every Action, your little action, Counts Remember, “Many people out there are starving” recognise access to food as a basic right for everyone -
Conclusion, Cont’d Let us take a moment to question how we live and how it impacts the planet.  Yes, let us evaluate our consumption habits: how we shop, eat and travel.
THANK YOU LET US JOIN HANDS TO SECURE OUR
West African Safety, Health Environnement and Quality Conférence Samedi 05 décembre 2015 Suru Lere Lagos
Présenté par Raouf PEREIRA Médecin du Travail Médecin Inspecteur du Travail à la retraite
 Objectif général ◦ Promouvoir la sécurité, la santé au travail, la qualité et l’environnement dans la sous région ouest- africaine  Objectifs spécifiques ◦ Faire connaître la République du Bénin ◦ Partager avec les professionnels de la SST de la sous région l’expérience béninoise en la matière ◦ Mieux connaitre les normes appliquées dans les pays anglophones de la sous région
 Introduction  Brève présentation de la République du Bénin  Etat des lieux de la SST  Cadre institutionnel de la SST  Cadre légal de la SST  Perspectives
 L’Homme, principal acteur du développement, à travers ses activités, transforme la matière en biens de service et de consommation.  Le travail est une source de richesse et de développement par laquelle l’Homme arrive à satisfaire ses nombreux besoins.  Pour pérenniser cette source de revenu, l’Homme au travail lutte pour l’accroissement de la productivité, gage du bien-être physique, mental et social tant souhaité par tous.
 Chaque jour, il est mis sur le marché des milliers de produits chimiques.  Les machines, les outils et autres produits chimiques et biologiques représentent pour l’Homme au travail des facteurs de risques pouvant agir ou non sur sa santé et sur environnement.
 La République du Bénin, a une superficie de 114.763 Km2.  La population s’accroît à un rythme annuel de 3,23 pour cent. La population en 2012 est estimée à environ 10.320.000 habitants.  Le territoire est découpé en douze départements et 77 communes.
 Environ 70 % de la population vivent en zone rurale.  L’exode rural est un facteur démographique important.  L’agriculture (base essentielle de l’économie béninoise) occupe 43 % de la population active avec une contribution de 36 % au Produit Intérieur Brut.
 Le secteur industriel est très peu développé. Il représente à peine 13 % du PIB, et occupe un peu moins de 13 % de la population active.  Le secteur tertiaire repose essentiellement sur les services et occupe 40% de la population active, avec une contribution de 50 % dans la formation du Produit Intérieur Brut.  Le secteur non structuré contribue pour près de 15% à la formation du PIB et connait un taux de croissance annuel de 7 %.
 La tutelle de la sécurité et santé au travail est assurée par le Ministère chargé du Travail.  Les principes fondamentaux de son exercice sont contenus dans la loi n° 98-004 du 27 janvier 1998 portant Code du travail en République du Bénin et ses textes d’application en matière de sécurité et de santé au travail.  Son champ d’application ne concerne que les travailleurs des secteurs privé et parapublic régis par ce code.  D’autres structures étatiques et non gouvernementales interviennent à travers des programmes sectoriels.
 Les multiples actions ont eu, pendant longtemps, un impact limité sur la promotion de la sécurité et santé au travail : ◦ séminaires, formation, actualisation et prise de textes réglementaires ; ◦ émissions radiodiffusées, productions de supports de sensibilisation en sécurité et santé au travail ; ◦ mise en place des Comités d’Hygiène et de Sécurité (CHS) ; ◦ visites d’inspection, etc.
 LES INDICATEURS DE SANTÉ AU TRAVAIL ◦ Les statistiques sur les accidents du travail et les maladies professionnelles, en République du Bénin, sont élaborées par la Caisse Nationale de Sécurité Sociale (CNSS). ◦ Actuellement, ces données ne reflètent pas la réalité (sous déclaration des accidents du travail et des maladies professionnelles). ◦ Au Bénin, la Caisse Nationale de Sécurité Sociale enregistre en moyenne 700 accidents du travail par an dont une dizaine de cas mortels.
◦ Les données statistiques sur les maladies professionnelles indiquent que seulement 16 cas sont déclarés et pris en charge par le régime de sécurité sociale en vigueur.  Cette situation pourrait s’expliquer par :  le sous-diagnostic des pathologies professionnelles ;  l’insuffisance des dispositifs devant y conduire. ◦ Les autres indicateurs de santé au travail tels que les taux de fréquence et de gravité des accidents du travail, le nombre de journées de travail perdues par branche d’activité ne sont pas toujours disponibles.
 Le cadre institutionnel ◦ Les structures relevant du Ministère chargé du Travail  La Direction Générale du Travail  Les Inspections du Travail  La Direction de la Santé au Travail  La Caisse Nationale de Sécurité Sociale (CNSS)
◦ Les structures d’appui à travers des programmes sectoriels  La Direction Générale des Mines  L’Office Béninois de Recherches Géologiques et Minières (OBRGM)  Le Service de Protection des Végétaux (SPV)  La Direction de l’Environnement  Le Centre National de Sécurité Routière (CNSR)  Le Groupement National des Sapeurs Pompiers  La Direction de la Prévention et de la Protection Civile  La Direction de l a Marine Marchande
◦ Les Associations de Professionnels en Sécurité et Santé au Travail  L’Association Béninoise de Sécurité et Santé au Travail et Environnement (ASBESSTE)  L’Association Béninoise des Infirmières et Infirmiers en Santé au Travail (ABIIST)  L’Association des Médecins Spécialistes en Santé au Travail (AMESST).
 Le cadre juridique ◦ La sécurité et la santé au travail au Bénin sont régies par :  des normes internationales ;  des textes législatifs et réglementaires. ◦ Les secteurs concernés sont :  Le monde du travail en général ;  Le monde rural agricole ;  Le secteur maritime ;  Les mines et carrières ;  La pêche etc.
 Insuffisance des ressources humaines qualifiées en matière de sécurité et de santé au travail ;  Manque de coordination entre les différentes structures impliquées dans le système de sécurité et santé au travail ;  Non prise en compte des acteurs des secteurs artisanal, rural et de la fonction publique, sans oublier les travailleurs des collectivités locales en matière de sécurité et de santé au travail ;  Mauvaise couverture des entreprises en matière de sécurité et santé au travail ;  Non application des textes législatifs et réglementaires en matière de sécurité et santé au travail.
 Le renforcement du cadre institutionnel implique de facto un développement des ressources humaines : ◦ la formation et la spécialisation des médecins, des inspecteurs du travail, des techniciens de prévention de la Caisse Nationale de Sécurité Sociale et des infirmiers (ères) des entreprises en sécurité et santé au travail ; ◦ la formation d’ingénieurs de sécurité, d’hygiénistes du travail et d’Ergonomes, des environnementalistes en gestion des risques et pollutions ; ◦ l’élaboration d’un programme d’éducation ouvrière pour les travailleurs et les organisations syndicales ; ◦ l’élaboration d’un programme de formation des employeurs en sécurité et santé au travail.
 Le renforcement du cadre législatif et réglementaire implique :  Le recensement et l’analyse des textes existants en matière de sécurité et de santé au travail ;  Actualisation et adaptation des textes législatifs et réglementaires à la nouvelle orientation en associant tous les acteurs de la prévention des risques professionnels ;  Diffusion à une large échelle des normes internationales concernant la sécurité et la santé au travail.
 Cette conférence qui regroupe des professionnels de sécurité et de santé au travail est une opportunité à saisir pour : ◦ une intégration et une orientation vers l’harmonisation des normes en matière de SST QE ; ◦ Une normalisation sous régionale répondant aux réalités africaine.
 Merci pour votre bienveillante attention  Pleins succès aux travaux de cette conférence
SEE IT, OWN IT: The trajectory to a sustainable society Julius A. Akpong
OUTLINE • Introduction • On the streets of West Africa • Driving Change; creating value • The dwarf of a solution • Areas of advocacy • Passionate Advocacy • Opportunities in coveralls • Final thoughts
Introduction • This is a call for innovation and passionate involvement in the delivery of advocacy by safety professionals towards a sustainable society in West Africa. • It is an open invitation to everyone to understand the seriousness of the safety problem and begin individually and collectively to take action.
Ghana The Motor Traffic and Transport Unit (MTTU) of the Ghana Police Service has said it recorded about 2,330 fatalities and 13,572 road crashes nationwide in 2011. In all 19,530 vehicles were involved in the crashes recorded. They included commercial vehicles, private motor vehicles and motor cycles.
TOGO Road Traffic Accidents Deaths in Togo reached 1,052. WHO May 2014. The traffic accidents are so numerous in Lome and generally in Togo, we stopped counting. Reckless drivers, excessive speed, bad roads are an explosive cocktail.
Mali Bamako, Mali - Some 536 people died in 6,090 accidents reported in Mali in 2012. Mrs Assa Sylla, Director of the Malian National Road Safety Agency (ANASER), announced at a conference. Apart from the Radison Blu incident lately.
Lagos, Nigeria The Federal Road Safety Commission (FRSC) said 1,903 children had died in road accidents in Nigeria between 2010 and 2014.
How Bad is the Problem?
The dwarf of a solution BUT… Our culture and belief system shows that we need more than just these…
Driving Change; creating value
Sustainable value
Areas Needing Advocacy
Areas Needing Advocacy
Passionate Advocacy
Passionate Advocacy
Opportunities in Overalls
The Trajectory
RESULTS WILL COME
Final thoughts • There is no embargo on creative association for worthy causes; • In Ebola, West Africans showed that they love life, The reality of the accident situation has not been very well established. • Let there be a more widespread advocacy across the region, seeing that we share a common problem, lets unite against it in the most professional ways possible.
UNITY OF PURPOSE United, we can only win
LABOUR SAFETY & HEALTH BILL (LSHB) 2012 – A BETTER ALTERNATIVE FOR THE EMPLOYER? PRESENTED BY: TITILOLA HAMEED (PHD) SIIRSM, MIOSH
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • LSHB - A RESPONSE TO THE NEED FOR REFORMATION OF OSH LAWS • THE FACTORIES ACT IS THE MAJOR OSH ACT IN NIGERIA • IN EXISTENCE FOR ALMOST THREE DECADES – A RELIC OF COLONISATION • PROVISION ARE PRESCRIPTIVE IN NATURE
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THE SCOPE OF ITS APPLICATION IS QUITE UNCLEAR • “… TO PROVIDE FOR FACTORY WORKERS AND A WIDER SPECTRUM OF WORKERS …BUT FOR WHOM NO PROVISIONS HAD BEEN MADE” • CF WITH ITS SECTION 87 THAT PROVIDES FOR 10 OR MORE PEOPLE IN A WORKPLACE. • HAS BECOME OBSOLETE IN THE LIGHT OF INCREASED AND DYNAMIC INDUSTRIALISATION
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • HIGHLIGHTS OF THE LSHB (2012) • ESTABLISHMENT OF NATIONAL COUNCIL OF OCCUPATIONAL HEALTH AND SAFETY (NCOSH) AND NATIONAL INSTITUTE FOR OCCUPATIONAL HEALTH AND SAFETY • PROTECTION OF PREGNANT AND NURSING EMPLOYEES • RECOGNITION OF THE NATIONAL INDUSTRIAL COURT HAVING JURISDICTION OVER OSH MATTERS.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • ESTABLISHMENT OF A TRIPARTITE APPROACH IN THE MANAGEMENT OF OSH • A PROACTIVE STYLED LEGISLATION CONTRARY TO PRESCRIPTIVE LEGISLATION AS FOUND UNDER THE FACTORIES ACT. • PREPARATION AND REGULAR REVISION OF WRITTEN STATEMENT OF GENERAL POLICY AND IMPLEMENTATION OF SAME AT THE WORKPLACE
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • EMPLOYMENT OF SAFETY AND HEALTH REPRESENTATIVES OR COMMITTEES TO ENSURE HEALTH AND SAFETY STANDARDS AT WORK • NOTE THAT MANY SIMILARITIES EXIST BETWEEN THE PROVISIONS OF THE BILL AND THE HSWA 1974
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THE SAME APPLIES IN THE AREA OF DUTIES OF THE EMPLOYER TO THE EMPLOYEE. • SAFETY IN HANDLING, STORING AND TRANSPORTATION OF FACILITIES • MAINTENANCE OF PLANTS AND SYSTEMS OF WORK WITHOUT RISKS TO HEALTH OF WORKERS • PROVISION OF INFORMATION, INSTRUCTION, TRAINING AND SUPERVISION TO ENSURE WORKER SAFETY • PROVISION AND MAINTENANCE OF A SAFE AND HAZARD FREE WORK ENVIRONMENT.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • AS IDENTICAL AS THESE MAY BE, THE HSWA CARRIES A QUALIFICATION NAMELY: “SO FAR AS IS REASONABLY PRACTICABLE”. THE BILL DOES NOT DO THE SAME. • SUBMISSION: • THAT REGARDLESS OF THE SIMILARITIES IN THE DUTIES OF THE EMPLOYER TO THE EMPLOYEE ON THE FACE OF IT UNDER BOTH PIECES OF LEGISLATION, BOTH CANNOT CARRY THE SAME PURPORT.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • IMPORT: • THE PRESENCE OF THE PHRASE MITIGATES/ABSOLVES THE LIABILITY OF THE EMPLOYER; THE ABSENCE DOES THE CONTRARY.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • ILLUSTRATION 1: • SPIFF THE OWNER OF A CABLE MANUFACTURING COMPANY PROVIDES HIS WORKERS WITH TRAINING ON THE USE OF EQUIPMENT BIANNUALLY. HE PROVIDES SUFFICIENT PPE AND HAS SAFETY SUPERVISORS ON FIELD ALL DAY. HE ENSURES THAT THE PLANTS IN THE COMPANY ARE REGULARLY SERVICED. BEN, AN EMPLOYEE, WORKING ON A PLANT NOTICED THE MACHINE WAS CHURNING OUT DEFECTIVE PIECES. THE MACHINE STOPPED WORKING AND BEN SWITCHED OFF THE PLANT TO REMOVE THE DEFECTIVE PIECE BEFORE GOING TO REPORT TO THE SUPERVISOR. UNFORTUNATELY, AS HE PUT HIS HAND INSIDE, THE MACHINE SUDDENLY SWITCHED BACK ON AND MANGLED HIS LEFT ARM.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • ILLUSTRATION 2: • A-Z PLC PROVIDES HOUSE PAINTING SERVICES. ALEX, THE OWNER, ARMS HIS WORKERS WITH SUFFICIENT TRAINING AND INFORMATION DONE BY CERTIFIED HEALTH AND SAFETY EXPERTS. ALEX ALSO PROVIDES WORKERS WITH MANUALS, VIDEOS AND OTHER RELEVANT MATERIALS TO ENSURE THEIR SAFETY. HE HAS A SAFETY SUPERVISOR GO WITH THEM TO EACH HOUSE- PAINTING JOB, ALL AT AN EXTRA COST TO ALEX. ON SITE ONE DAY, THE LADDER ON WHICH ONE OF HIS WORKERS STOOD TO WORK SHIFTED AND TOUCHED AN OVER GROUND ELECTRICITY CABLE BURIED UNDER SAND. THE WORKER WAS ELECTROCUTED AND FATALLY INJURED.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • WHAT IS THE RESPONSIBILITY OF EACH EMPLOYER UNDER THE HSWA AND THE LSHB IN EACH SCENARIO? • UNDER THE HSWA, THE EMPLOYER IS HIGHLY LIKELY TO BE LET OFF THE HOOK ONCE HE CAN PROOF THAT FOLLOWING HIS RISK ASSESSMENT, HE TOOK STEPS THAT WERE REASONABLE PRACTICABLE TO AVERT DANGER. • THE EMPLOYER UNDER THE A JURISDICTION WHERE THE BILL WOULD APPLY IS UNLIKELY TO ACHIEVE THE SAME RESULT. HE IS LIKELY TO BE STRICTLY LIABLE.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THIS MARKS THE DIFFERENCE BETWEEN THE NATURE OF THE DUTIES UNDER THE HSWA ON ONE HAND AND THE BILL ON THE OTHER.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • IMPLICATION: • THE EMPLOYER IS MORE LIKELY TO ENSURE THAT HE DOES NOT BECOME STRICTLY LIABLE FOR THE DANGERS THE EMPLOYEES MIGHT FIND THEMSELVES RATHER THAN ENSURING THE SAFETY OF HIS WORKERS. • THAT THE STYLE OF THE BILL MAY NOT BE ANY DIFFERENT FROM THE PRESCRIPTIVE ACT THAT IT INTENDS TO IMPROVE UPON.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • OBSERVATIONS: • THAT OUR DRAFTSMEN PLACE A LOT OF RELIANCE ON LAWS FROM FOREIGN JURISDICTIONS PARTICULARLY THE UK • WHILE IT IS NOT DISPUTED THAT LESSONS MAY BE DRAWN FROM OTHER JURISDICTIONS ESPECIALLY THOSE THAT APPEAR TO HAVE BETTER RESOLUTIONS OF ISSUES IN THEIR LEGISLATIVE ENACTMENTS, CERTAIN FACTORS MUST HOWEVER BE TAKEN INTO CONSIDERATION.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THE MOTIVATION BEHIND SUCH ENACTMENTS • LEGAL, SOCIO-CULTURAL, POLITICAL AND ECONOMIC VALUES OF THE JURISDICTION UNDER STUDY. • ONCE THIS IS DONE, ONLY THEN CAN THE QUESTING JURISDICTION DECIDE WHETHER TO RELY OR NOT.
LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • CONCLUSION: • IT MAY NOT BE TOO LATE IN THE DAY FOR THE LEGISLATION TO RETRACE ITS STEPS AND DO WHAT IS RIGHT. • ACCORDING TO OPUTA JSC IN THE CASE OF FEDERAL CIVIL SERVICE COMMISSION V LAOYE (1989), • “IT IS FAR BETTER TO ADMIT AN ESTABLISHED MISTAKE AND CORRECT SAME RATHER THAN PERSEVERE IN ERROR”
•THANK YOU FOR LISTENING!!!
Value to a lay-man can be define as:  Giving importance to something  A person’s principle or standard of behaviour
Every organisation has a value system
 A prevention culture to accidents and injuries  Is aimed at zero accident everywhere  It is data-driven
 It is outcome driven  Zero-tolerance  It is not fault finding  It is collaborative across agencies, organization and departments
Four principles of Vision Zero is based on:  Ethics  Responsibility  Safety  Mechanisms for change
Is Vision Zero a realistic approach?
There are of course some critics on Vision Zero. Some say it is impossible to attain, due to the inherent risks in the nature of the industry and work. Some say it is too ambitious and will cause us to become disheartened and disillusioned when we see ourselves failing to meet the goal year after year. Others say it will discourage the reporting of injuries in order to keep up a false appearance of zero injuries.
2013
 Implementation of various changes through strong legislative requirements,  Infrastructure improvements  Technological improvements
 Many organisation have implement the Factory Act into their system  Health & Safety has become a value to them  Vision Zero is a global focus  It is practicable in Nigeria
 Delay in implementation of legislation  Inadequate knowledge in the technology: illiteracy imbalance  Behavioural attitude of human to changes in culture  Poor infrastructure and disjointed management
 Effectively implementing policy & legislation  Changing organisational practices  Fostering coalitions & networks  Intensive enlightenment  Educating providers  Strengthening individual knowledge & skills
Safety Must Be a Value – Not Just a Priority
…the logical 1st choice Driving Change, Creating Value …through Audits A presentation at WASHEQ 2015 By EZEKIEL T. OGULU IRCA Certified QHSE Lead Auditor
…the logical 1st choice CONTENT  Definitions  Change, value and strategic actions  Driving change, creating value …through audits  Process approach to QMS, EMS and OHASMS  Auditing to drive change and create value  What and how to check  Final word
…the logical 1st choice LEARNING OBJECTIVES  At the end of this interactive session, participants should be able to: Appreciate management systems as strategic actions for organizational transformation Understand the importance of audits in management systems Understand the transformational ability of process approach to audits Add value to management systems through audits Know what and how to check.
…the logical 1st choice DEFINITIONS  Change:  to make the form, nature, content, future course, etc., of (something) different from what it is or from what it would be if left alone  to transform or convert  Value:  estimated or assigned worth; valuation  to regard or esteem highly  This presentation, therefore, would be looking at how to transform the nature, content, future course, culture, etc., of an organization from what it is or from what it would be if left alone, to a different one, that would be highly esteemed, through audits.
…the logical 1st choice CHANGE, VALUE AND STRATEGIC ACTIONS Change Value Strategic Actions e.g. implementation of Management Systems
…the logical 1st choice MANAGEMENT SYSTEMS AS STRATEGIC ACTIONS
…the logical 1st choice THE NECESSITY FOR AUDITS IN DRIVING CHANGE AND CREATING VALUE  Provide confidence about the implementation of strategic initiatives.  Facilitate achievement of the strategic objectives of top management.  Ensure compliance with standards.  Demonstrate organization’s ability to comply with customer, statutory, regulatory and other requirements to which the organization subscribes.  Ensure effective implementation and maintenance of the management system(s).
…the logical 1st choice  Enhance improved performance by:  identifying preventive actions;  identifying opportunities for improvement;  identifying and reporting outstanding emphases on customer satisfaction; risk reduction; reduction in environmental impact;  identifying best practices in use in parts of the organization with a view to assessing for opportunities for replicating such practices in other areas;  testing efficacy of preventive and corrective actions being implemented.
…the logical 1st choice CLASSIFICATIONS AND TYPES OF AUDITS Audit Classifications First Party Audit Second Party Audit Audit Types Vertical Horizontal Third Party Audit
…the logical 1st choice DRIVING CHANGE, CREATING VALUE …THROUGH AUDITS  What is an audit?  ISO 9000:2005 and ISO 19011:2011 define an audit as a: “systematic, independent and documented process of obtaining audit evidence and evaluating it objectively to determine the extent to which audit criteria are fulfilled.  Auditing principles:  Integrity; Independence; Evidence-based;  Due professional care; Confidentiality; Ethical;  Fair presentation; Cooperation and Trust.
…the logical 1st choice PROCESS APPROACH: WHAT IS IT? PROCESS A set of interrelated or interacting activities which transform inputs into outputs Input Output Controls Resources A desired result is achieved more efficiently when activities and related resources are managed as a process
…the logical 1st choice Interrelated and interacting processes Process A Process C Process B Process D Input Output Controls Resources
…the logical 1st choice Process Approach Summary  An organization needs to identify and manage many activities in order to function effectively.  Any activity using resources and managed in order to enable the transformation of inputs into outputs can be considered to be a process.  Often the output from one process directly forms the input to the next process.  The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management, can be referred to as a “process approach”.
…the logical 1st choice AUDITING FOR SUSTAINABILITY: PROCESS APPROACH TO QMS AUDITING A1 A2 A3 PURCHASING PROCESS 7.4.1 7.4.2 7.4.3 7.4.1 Issues 7.4.2 Issues 7.4.3 Issues CA Input (Desired) Output Controls Resources 6.1; 6.2.1; 6.2.2, 5.5.1, 5.5.3; 6.3, 7.6; 6.4 5.4.1, 5.5.1, 7.2.1, 7.2.2, 7.2.3, 7.3.3, 8.5.3 7.5.1, 7.1, 7.2.2, 8.2.2, 5.6.1-3 7.5.2, 8.2.3, 8.2.4, 8.2.1,8.4, 8.5.1 8.5.2 NC 8.3
…the logical 1st choice PROCESS APPROACH TO ENVIRONMENTAL MANAGEMENT SYSTEM CA Input Op, legal & other Controls/Reqts M&M – KPI; Effectiveness of Control, etc. Material, Tech., Finance, etc. Man, Emergency Resp. & Prep (Desired) Output A1 A2 A3 PURCHASING PROCESS Impact
…the logical 1st choice AUDITING TO REDUCE IMPACT Environmental Process to Reduce Impact (Desired) Output Impact 4.5.3 CA 4.3.1 Env. Aspect; 4.3.2, 4.3.3, 4.5.3 4.4.6 How? Op & other Controls 4.5.1, 4.5.2, 4.5.3, 4.5.5, 4.6 M&M – KPI, Effectiveness of Control, etc. 4.4.1 What? – Eqpt, Facility, System, Material, Tech., etc. 4.4.2, 4.4.1, 4.4.3, 4.4.7 Who? – Competence; Awareness; Comm.; Roles, Responsibilities & Authority: Emergency P&R NC
…the logical 1st choice WHAT AND HOW TO CHECK  Verify that they have done aspects and impacts assessments for new and planned developments.  Sample from significant aspects, particularly, the most significant. Follow the whole process for each aspect.  Check interrelated and interacting processes.  Confirm that statutory, regulatory and other requirements are being fulfilled.  Walk-about (walk-through) is an important monitoring and measurement approach for general waste.  Establish that the system is effective/efficient.  Check samples NOT transactions.
…the logical 1st choice AUDITING TO REDUCE RISK OH&S Process to Reduce Risk CA 4.3.1 HIRAC; 4.3.2, 4.3.3, 4.5.3 4.4.6 How? Op & other Controls 4.5.1, 4.5.2, 4.5.3, 4.5.5, 4.6 M&M – KPI, Effectiveness of Control, etc. 4.4.1 What? – Eqpt, Facility, System, Material, Tech., etc. 4.4.2, 4.4.1, 4.4.3, 4.4.7 Who? – Competence; Awareness; Comm.; Roles, Responsibilities & Authority: Emergency P&R (Desired) Output Risk NC 4.5.3
…the logical 1st choice WHAT AND HOW TO CHECK IN THE OH&S MS ADUDIT  Verify that they have done Hazard Identification & Risk Assessments, Determination and Control for routine and non-routine activities.  Sample from high risk, particularly, the top 2 risks. Follow the whole process for each of these risks.  Check interrelated and interacting processes.  Confirm that statutory, regulatory and other requirements are being fulfilled.  Walk-about (walk-through) is an important monitoring and measurement approach for gauge house keeping and OH&S implementation.  Establish that the system is effective/efficient.  Check samples NOT transactions.
…the logical 1st choice FINAL WORD  Audits are great agents for driving change and creating value in any organization.  They are very expensive – handle with care!  Have an audit programme that is designed to drive change and create value.  Plan, execute and report the audit appropriately.  Pay attention to post audit activities.  Audits provide a veritable tool for making a difference in organizations, particularly, when process approach is applied.  Therefore, add value to every system you audit.
…the logical 1st choice Thank you EZEKIEL T. OGULU www.bjchris.com ezekiel.ogulu@bjchris.com +234 809 062 2735 +234 803 781 9578
TRANSLATING VISION TO ACTION: December 5, 2015December 5, 2015December 5, 2015December 5, 2015 ROLES OF SAFETY PROFESSIONALS
Learning Outcomes Overview of SHE vision Incident Figures and SHE status in West Africa and Nigeria Safety vision and Action SHE Leadership : Safety Performance, Communicating SHE to Executive: Returns on Safety SHE Professional Will Power and best Practices
Vision is Good We have vision yet there are still accidents in our workplaces claiming millions of lives yearly.
Safety Slogans TheseTheseTheseThese areareareare wellwellwellwell craftedcraftedcraftedcrafted slogansslogansslogansslogans bybybyby SafetySafetySafetySafety professionalsprofessionalsprofessionalsprofessionals totototo leadleadleadlead usususus awayawayawayaway fromfromfromfrom accidentaccidentaccidentaccident.... WeWeWeWe knowknowknowknow whatwhatwhatwhat wewewewe wantwantwantwant –––– ZEROZEROZEROZERO INCIDENTINCIDENTINCIDENTINCIDENT butbutbutbut wewewewe maymaymaymay nevernevernevernever getgetgetget whatwhatwhatwhat wewewewe wantwantwantwant ifififif wewewewe continuecontinuecontinuecontinue totototo havehavehavehave VISIONVISIONVISIONVISION alonealonealonealone....
InInInIn thethethethe midstmidstmidstmidst ofofofof ourourourour vision,vision,vision,vision, regulationsregulationsregulationsregulations andandandand policies,policies,policies,policies, wewewewe stillstillstillstill havehavehavehave hugehugehugehuge figuresfiguresfiguresfigures suchsuchsuchsuch asasasas thesethesethesethese onononon ourourourour statisticalstatisticalstatisticalstatistical boardsboardsboardsboards.... WhereWhereWhereWhere goesgoesgoesgoes ourourourour visionvisionvisionvision asasasas safetysafetysafetysafety professionalsprofessionalsprofessionalsprofessionals???? INCIDENT FIGURES
Low level of Health and Safety culture or awareness among the Africa populace impacts negatively on HSE planning and its implementation. Approximately 20% of the Nigeria population working in the oil and gas sector of the economy are knowledgeable in HSE probably similar in other Africa nations , Therefore changing the culture across industry sectors in Africa is challenging. Facts: HSE Status
Vision for HSE Having vision is good: Vision gets you to your goal quickly Vision guides you to your goal Vision drives you to your goal VISION alone will not make it happen. It may remain a fantasy.
Through vision, we have regulations to guide our operations Through vision, we have coined several safety slogans Through vision, we have reduced accident Through vision, we have not been able to STOP accident. VISION & ACTION!!!
VISION & ACTION!!! AsAsAsAs SafetySafetySafetySafety ProfessionalProfessionalProfessionalProfessional wewewewe mustmustmustmust tiretiretiretire VISIONVISIONVISIONVISION totototo ACTIONACTIONACTIONACTION totototo achieveachieveachieveachieve ZEROZEROZEROZERO INCIDENTINCIDENTINCIDENTINCIDENT IsIsIsIs VVVVisionisionisionision aaaa enough toenough toenough toenough to drive thedrive thedrive thedrive the desireddesireddesireddesired result ?result ?result ?result ?
VISION & ACTION: Leadership Leadership means – The will to persuasion another person or group to pursue objectives or vision.
VISION + ACTION: Leadership When you lead a safety talk or a toolbox session. You are in front of others, sharing an optimistic vision. Your competence drive you to Action Competencies are skills that define success. So how do you define the key competencies of safety leaders?
LEADERSHIP: SHE Performance Leadership is crucial to safety results, As Safety leaders we forms the culture that determines what will and will not work in the organization’s safety efforts. Leadership, through its actions, systems, measures and rewards, clearly determines whether or not safety will be achieved in the organization.
LeadbyExample Confidence&Authority Empathy&Understanding Openness&Clarity EvaluatePerformance Motivation&Commitment Assets for Leadership For The SHE Professional LEADERSHIP FOR SHE PROFESSIONAL SHE LEADERSHIP QUALITIES
SHE LEADERSHIP QUALITIES: Confidence and Authority Instill respect & command authority Demonstrate knowledge & competence Exercise the power vested in your position Act confidently and decisively Admit mistakes Demonstrate respect for others Earn respect through your actions Lead by example Draw on knowledge and experience Remain calm in a crises/ emergency
CONFIDENCE AND AUTHORITY: Executives Communication “As HSE leaders understand the business value of effective HSE in the context of our organizations is key ” Communicating the return on safety in a language that executives understand command authority and respect.
SAFETY RETURN ON INVESTMENT : Executives Communication Even if incident and injury rates are communicated at the executive and board level of your company, EHS success still relies on executives’ understanding the rest of the EHS variables that come into play. More often than not, it’s not that workplace safety isn’t valued in your company, but rather its importance is not understood or valued from the perspective of these other business-blocks.
What gets measured, gets managed. - Peter Drucker If you cannot measure it, you cannot improve it. - Lord Kelvin LEADERSHIP – Safety ROI Return on Investment (ROI) – A method of comparing business value of several initiatives. E.g. - 1 initiative takes an investment of N50,000 and resulted in N100,000 in savings per year for at least 3 years. - This would be an ROI of 6x or 600% (N100,000 x 3 years return ÷ N50,000 investment). Base on the above the payback period would be 6month because the N50,000 investment is recovered within half of the first year, benefits, which N100,000 per year.
LEADERSHIP – Return on Safety Base on the above our Safety ROI on this initiative, we have a very high confidence level that EHS initiative is justified for its business value
HSE Professional: Will Power Verdict: We simply lack WILLPOWER to make things happen We are not ready to sacrifice our “daily bread” on the altar of saving human lives We always want to be “the good guy” in our workplace LACK OF OUR WILLPOWER HAS CONTINUED TO CAUSE PAIN IN THE HEART OF MANY PEOPLE
Head or Tail ….? Remember that there are two sides to a coin. In an event ofRemember that there are two sides to a coin. In an event ofRemember that there are two sides to a coin. In an event ofRemember that there are two sides to a coin. In an event of accident, who wins?accident, who wins?accident, who wins?accident, who wins? Safety professionals should see it as a failure on their part ifSafety professionals should see it as a failure on their part ifSafety professionals should see it as a failure on their part ifSafety professionals should see it as a failure on their part if we fail to prevent incident .we fail to prevent incident .we fail to prevent incident .we fail to prevent incident .
AsAsAsAs safetysafetysafetysafety leaders,leaders,leaders,leaders, ourourourour lacklacklacklack ofofofof WILLPOWERWILLPOWERWILLPOWERWILLPOWER continuescontinuescontinuescontinues totototo leaveleaveleaveleave painpainpainpain inininin thethethethe heartheartheartheart ofofofof millionsmillionsmillionsmillions ofofofof peoplepeoplepeoplepeople whosewhosewhosewhose lovedlovedlovedloved onesonesonesones suffersuffersuffersuffer oneoneoneone majormajormajormajor mishap/painmishap/painmishap/painmishap/pain.... Words, not enough
Otis Redding Video : Pain in my heart
To return every worker back home safely. Anything short of this is FAILURE Our goal as safety professionals
Take Home
References Abiodun Kamil Gbolahan - 2013 Successful Construction HSE Planning and Implementation: A practical Approach for Africa. http://assevirtualclassroom.org/virtualclassroomseminars/wp- content/uploads/2013/08/510_B_Session_No.510B_Successful_Constrcution _HSE_Planning_and_Implem.pdf Adrian Bartha - How to Demonstrate the Return on Safety to C-Level Executives eCompliance.com www.ecompliance.com Institute of Safety professional of Nigeria - ISPON Act 2014 Prichard R. Owner Safety Leadership, Arcanum Professional Services Feburary, 2004 http://www.irmi.com/expert/articles/2004/prichard02.aspx HSE Books 2004 Leadership for the major hazard industries: Effective health and safety management Leaflet INDG277(rev1) www.hse.gov.uk/pubns/indg277.htm
VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
 I am not here to speak to you on OHS systems and their applications. But my lecture this morning will focus mainly on workers in our society who do not need to understand these stuffs before we save their lives from disabling occupational injuries and diseases. They need your help and my help; they are the forgotten majority, the suffering majority, the ignorant majority. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
 My PhD field work took me to their corridors. Observing the way they work and the hazards they are exposed to when carrying out their tasks is heart breaking. Preaching the “gospel” according to occupational safety and health to them is like trying to squeeze water out of a stone. They are exposed to hazards and they are hazards. They took risks and they are risks. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
 But without them we remain uncovered. From head to toes they are involved in our lives. They make us look handsome and beautiful but not protected from hazards inherent in changing our looks. They are always rendering assistance, though not free when the cars refused to start. They took our dirt away to remain their casual neighbours. They climbed to put roofs over our heads. But who can help them to be saved from working in unsafe acts and unsafe conditions? Do we really care? : The forgotten majority! VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
 The International Labour Organisation has defined the informal sector as, “very small-scale units producing and distributing goods and services, and consisting largely of independent, self-employed producers in urban areas …’’ (ILO Dilemma 1991 in Mhone 1996).  Inevitably, these are the engines of our economy. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
“they generally live and work in appalling, often dangerous and unhealthy conditions, even without basic sanitary facilities, in the shanty towns of urban areas.’’ -Mhone (1996) VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
 Most common types of trades in this sector include building construction, electronic repairs, brick making, carpentry, metal work and auto-mechanic repairs. The sector in most cases provides jobs for the ever increasing masses most especially youths and those who are released from formal employment. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
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 The followings were results of a study carried out in 22 randomly selected mechanic workshops (as a representative of informal sector) covering 182 workers in Ibadan. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
S/N Workshops No of Workers % Of Workers Cumulative % 1 Abioye 2 1.1 1.1 2 Aduloju 8 4.4 5.5 3 Ajao Bus Stop 32 17.6 23.1 4 Alademimo 4 2.2 25.3 5 Audu 1 .5 25.8 6 Ayo 2 1.1 26.9 7 Benbo 1 .5 27.5 8 Bimbo 5 2.7 30.2 9 Eleyele 20 11.0 41.2 10 Ifepodun 1 .5 41.8 11 ifesowapo 1 0.5 42.3 12 Irepodun 1 0.5 42.9 13 Irepowa 2 1.1 44.0 14 Iyana 15 8.2 52.2 15 Iyanganku 20 11.0 63.2 16 Mechanic Engineer Village 1 .5 63.7 17 Mechanic village 20 11.0 74.7 18 Mobil 18 9.9 84.6 19 Okebola 23 12.6 97.3 20 Olaniyi 1 .5 97.8 21 Prince 3 1.6 99.5 22 Rambo 1 0.5 100.0 Total 182 100.0 Table 1: Location of Workshops/ Distribution of Workers VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Job type Frequency Percent Cumulative Percent Auto Mechanics 75 41.2 41.2 Panel Beater 30 16.5 57.7 Battery Charger 13 7.1 64.8 Welder 22 12.1 76.9 Auto-electrician 16 8.8 85.7 Auto-Painter 26 14.3 100 Total 182 100 Auto mechanic technician accounted for 41.2 % of the study population. It was also discovered that they were either the landlords or team leaders while other craftsmen joined them to render support services. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
 On knowledge of occupational health and safety and consequences of exposure to workplace hazards; 74.6% of the study population did not have any knowledge of occupational health and safety while 92.3% were not aware of consequences of exposure to hazards inherent in their jobs. Frequency Percent Cumulative Percent Yes 46 25.3 25.3 No 136 74.7 100 Total 182 100 VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Frequency Percent Cumulative Percent Yes 14 7.7 7.7 No 168 92.3 100 182 100 Few of the subjects (7.7%) had some insight into the occupational health and safety hazards of their workplaces while 92.3 % of the study population generally lacked thorough factual occupational health and safety knowledge. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Frequency Perce nt Cumulative Percent Yes 4 2.2 7.7 No 178 97.8 100 182 100 97.8% of the study population did not consider safety as a priority while carrying out their jobs. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Training on how to work safely  On participation in occupational health and safety programme, only 3.3% of the workers have ever participated in occupational health and safety programme, likely to be when they worked in a formal sector. Frequency Percent Cumulative Percent Yes 6 3.3 3.3 No 176 96.7 100 182 100 VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Operation of fire extinguishers Only 64 (35.2% ) of the study population had fire extinguishers in their workshops while only 10 (15.6%) knew how to operate the fire extinguishers Frequency Percent Cumulative Percent Yes 64 35.2 63.2 No 118 64.8 100 182 100 VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Frequency Percent Cumulative Percent Yes 13 7.6 7.6 No 169 92.4 100 182 100 Most of the workers (92.4%) did not use any protective equipment while working. On further investigation most of them confessed of finding them inconvenience while working. Among the 7.6 % of the participants who were using PPE were painters and panel beaters whose exposure to chemical hazards were very obvious and visible. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Job type Frequency of respondents (n=172) yes no Total Respondents absolute figure % absolute figure % absolute figure % Apprentice 35 28.1 11 23.9 46 26.7 Joining man 28 22.4 9 19.1 37 21.5 Master craftsman 62 49.6 27 57.4 89 51.7 % within total 125 72.7 47 27.3 172 100 A large percentage 72.7% (125) of the respondents as shown in the above table indicated that they had backache after work. This might have resulted from the nature of their jobs which was discovered to be physically demanding most especially panel beating and replacement of vehicles’ engines often carried out in poor postures. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
Job type frequency of respondents (n=175) yes no Total Respondents absolut e figure % absolute figure % absolute figure % Apprentice 41 29.3 5 14.3 46 26.3 Joining man 31 22.1 6 17.1 37 21.1 Master craftsman 68 48.6 24 68.6 92 52.6 % within total 140 80 35 20 175 100 One of the effects of poor lifting technique is general weakness of he body often refer to as fatigue. 80% (140) of the respondents experienced this after work as shown in the above table. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
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WASHEQ 2015 ppts

  • 2. What is Kaizen • KAIZEN is a Japanese word which is a combination of two words • KAI – meaning CHANGE • ZEN – meaning GOOD
  • 3. What is Kaizen • When used in the business sense and applied to the workplace, kaizen refers to activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers.
  • 4. History of Kaizen • Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in environments outside of business and productivity. • The Japan we know now was built on the Kaizen philosophy and methodology along with other such methodologies like Lean, TQM, etc
  • 5. The Kaizen Advantage • Kaizen provides for us a methodology to facilitate small changes continuously in a methodical fashion while engaging the entire workforce or engaging the power of our most important resource – Our People.
  • 6. Kaikaku • A quick mention of a similar concept called kaikaku. Kaikaku (Japanese for "radical change") is a business concept concerned with making fundamental and radical changes to a production system, unlike Kaizen which is focused on incremental minor changes.
  • 7. Kaizen + Kaikaku = Blitz • Typically kaizen and kaikaku which can both be linked strongly to the Toyota System come together in what Is called the Kaizen Blitz, Burst or Event. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream.
  • 8. The Standard Work elements of a Kaizen are: Document Reality Start Stages of the Kaizen
  • 9. The Standard Work elements of a Kaizen are: Document Reality Identify Waste Start Stages of the Kaizen
  • 10. The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Start Stages of the Kaizen
  • 11. The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Start Stages of the Kaizen
  • 12. The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Start Stages of the Kaizen
  • 13. The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Start Stages of the Kaizen
  • 14. The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Measure Results Start Stages of the Kaizen
  • 15. The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Measure Results Make this the Standard Start Stages of the Kaizen
  • 16. Celebration Celebrate the success (but not too long) because now you Do It Again
  • 17. The Standard Work elements of a Kaizen are: Document Reality Plan Countermeasures Identify Waste Reality Check Make Changes Verify Change Measure Results Make this the Standard Celebrate Do It Again Results: A new way of work Start Stages of the Kaizen
  • 18. Final Word • HSEQ professionals are well positioned with the current tools of our trade alongside well proven and effective tools as kaizen to make lasting changes in our organizations and even beyond our organization to reach the entire nation with the message of continuous improvement as this same tools have built nations and they can build ours also.
  • 21. a: Kristina Jade Center 70b, Olorunlogbon Street, Anthony Village, Lagos. t: +234 909 1020 047, 090 1020 048. 09091020049 w: www.oakinterlink.com | e: info@oakinterlink.com THANK YOU
  • 22. Creating a culture of Personal Accountability & compliance: A tool for Improving Safety Culture Presented at the WASHEQ 2015 Conference , Lagos Oyet Gogomary 5th December , 2015
  • 23. The Right to Win 2012 2 Content ACCOUNTABILITY: WHAT WHY HOW Conclusion
  • 24. The Right to Win 2012 3 OBJECTIVES: Changing the way people work ( Safe Work Practice) Inculcating Responsibility and Accountability ( Stop Work Authority) Working the new Model ( Be courageous)
  • 25. The Right to Win 2012 4 WHAT IS ACCOUNTABILITY? “ Answering, which means providing an explanation or justification for fulfillment of that responsibility. “ Reporting on the results of that fulfillment and assuming liability for those results. Accountability is the obligation a person, group, or organization assumes for the fulfillment of a responsibility. This obligation includes:
  • 26. The Right to Win 2012 5 What Is Safety Culture?  Is a term used to demonstrates "the attitudes, beliefs, perceptions and values that employees share in relation to safety" (Cox and Cox,1991). A set of beliefs, norms attitudes and social technical practices that are concerned with minimizing exposure of individuals, within and beyond an organization to conditions considered dangerous or injurious (Mohd Saidin and Abdul Hakin, (2007b). It describes the way we feel, act, think and make decisions in relation to safety.
  • 27. The Right to Win 2012 6 Safety Culture Developing safety culture • ….. ‚means creating a culture • of safety whereby the workers are constantly aware of hazards in the workplace, including the ones that they create themselves. It becomes second nature to the employees to take steps to improve safety‛ (Dilley and Kleiner, 1996)‛.
  • 28. The Right to Win 2012 7 Principles of accountability 3.Requires reporting 2.Results oriented 4.Comes with consequences 5.Improves performance 1.Relationship
  • 29. The Right to Win 2012 8 Accountability Pyramid ALL LEVELS ACT TOGETHER IN ANY ORGANIZATION ME, Foundation: look to ME for Personal results ;What can I do…. Within a working setting, both Parties In a relationship Drives organizational performance How the company performed Provide input to company’s outcome Personal Accountability Individual Accountability Team Accountability Organizational Accountability Stakeholder Accountability All levels act together in any organization.
  • 30. The Right to Win 2012 9 Why Personal Accountability & Compliance Company’s poor performance in formal compliance with audits, procedures and guidelines. Improve our business performance Remind us of our responsibilities Highlight on the consequences of lapses: - Personnel safety at risk through breaking the rules - Financial and Asset loss - Reputation loss - Over negative impact on business performance and our vision to be the partner of 1st choice (World Class Company) Dialogue and Engagement: Examples of Personal Acct & Compliance failures
  • 31. The Right to Win 2012 10 PA (Personal Accountability) drives Corporate Performance ME ME ME ME ME My Team Other Teams Execute responsibilities My Company SBUs GROUP -Below target -On target -Above -Outstanding Impact on Me
  • 32. The Right to Win 2012 11 EHS – Management System shall serve as the nerve centre for information management and the bedrock for the required attitudinal change in the Organization Corrective Action & Improvement Tactical Strategic Operational Leadership & Commitment Organisation, Responsibilities, Resources Standards & Documents Audit & Management Review Hazard & Effect Management CULTURE The Bedrock of organisation’s Transformation Policy & Strategic Objectives Planning & Procedures Implementation Corrective Action Monitoring Operations OPERATIONS CYCLE
  • 33. The Right to Win 2012 12 Organizational Characteristics of a good safety culture.
  • 34. The Right to Win 2012 13 Organizational Characteristics of a good safety culture.
  • 35. The Right to Win 2012 14 A typical Organizational Model matrix.
  • 36. The Right to Win 2012 15 Safety Culture Interaction Model
  • 37. The Right to Win 2012 16 Strategic EHSSQ Thrust . . . Culture . . . a Key to Win • Full Regulatory Management & Compliance • Operational Risk Management • Environmental & Community • Innovation & New Product developed against an increased EHSSQ depth • EHSSQ as a Competitive Advantage for Oando Businesses • Rolling out / Joint EHSSQ activities with business partners e.g. Agip, NB etc • Sustainable operations within EHSSQ driven metrics(e.g. LTI, NM etc) • People development; incident / NM reporting, constant engagement etc Growth Return on Capital Risk Mgmt Pathological Reactive Calculative Proactive Generative INSTITUTE THE CULTURE FRAMEWORK FOR RESULTS Win stakeholders trust and confidence
  • 38. The Right to Win 2012 17 . Organizational Culture Purpose Mission, goals, objectives, Roles, responsibilities Planning Strategies, processes, Work plans, controls Evaluation & revision Results management & corrective actions Execution Do the work and deliver as promised Organizational Culture The underlying assumptions, beliefs Values, Attitudes and Expectations shared by the Members of an organization , ACCOUNTABILITY MODEL
  • 39. The Right to Win 2012 18 Accountability Model Purpose “ - Clear mission aligned with goals and objectives exist. “ - Objectives are relevant, integrated and aligned with appropriate parties, e.g. Group, SS (Shared Services) or other SBU’s or teams. “ - Roles and responsibilities of parties in the accountability relationship are clearly defined and support achievement of objectives. “ - Parties agree on the mandate, objective and results expectations. Planning “ - Strategies and work plans, key business activities (KBAs) to achieve objectives are in place and are clearly communicated to key stake holders of the system. “ - Processes and method to execute plans are efficient and cost effective “ - Controls are in place to identify and manage consequences and risks to achieving objectives “ - Resources are planned, balanced and allocated to meet intended results Execution “ - Perform the work and measure the progress; Deliver as promised “ - Ensures customers needs are met “ - Collect and analyze performance data Evaluation and revision “ - Results management; Measurements and targets are in place that serve to demonstrate results and provide direction “ - Results reported are credible, timely, accurate and useful in making execution decision “ - Results are used to asses ongoing relevancy of the programmes, objectives and strategies “ - Parties in the accountability relationship strive for continuous improvement in critically reviewing results, managing risks and consequences- to determine what corrective actions need to be taken to improve performance… or to determine what rewards should be given efficient and effective performance.
  • 40. The Right to Win 2012 19 Consequence Management You see it, you own it Consequence Management You See it. You own it ! Business Execution Outcome •Improved performance •Realizing our •Potential •Efficient work force Negative Positive “Build Capacity “Discourage non conformance “Improve systems Guide decisions Standards Procedures Guidelines Policies EHS Consequence Mgt. Manual Handbook objectives' CEO Award. promotion when applicable Letter of Commendation Merit Increase/ Performance Bonus Stock options
  • 41. The Right to Win 2012 20 You see it, You own It Were the actions As intended Were the results intended Sabotage or Malevolent act Final warning letter NO Blame error System Induced violation Reckless violation Dismissal First warning letter Coaching Negligent error Training required Procedure Clear and workable? Defective Training, Selection, experience Verbal warning Knowingly Violating procedures Substitution test History of violating procedures? No No No Diminishing individual culpability System Produced error @ @ ** Increasing individual culpability **Substitution test- Are you sure that when under the same circumstance at the time of the event, you would have acted differently? @ Management responsibility is correct root causes of system issues YES NO YES YES NOYES YES NO YES NO YES Consequence Management Decision Tree For Managing Compliance and lack of Personal Accountability
  • 42. The Right to Win 2012 21 Name: Benard Uwalaka DEPT: EHSQ Role: Workshop Facilitator Purpose Planning Execution Evaluation & Revision Comfort & no harm to participants “Layout of room “Location of exits “Conveniences “Fire emergency procedures “Ground rules “Room temp. “Bb periods “Eating “Share information “Test understanding “Data with hazards & encourage others to do the same “Use posters as constant reminders “Compliance to ground rules “Feedback from participants “No of incidents / Near Misses “Use output of HIR’s to improve future sessions. My Example – with focus on EHS
  • 43. The Right to Win 2012 22 Name: Dept.: Job Title: Purpose Planning Execution Evaluation Develop one for yourself
  • 44. The Right to Win 2012 23 Personal Accountability: (Compliance & Consequence Management) Improved Performance Realizing our Potential Efficient work force C O N S E Q . M G T Procedure & standards Guidelines & Processes Living the Company values Doing what is right Being responsible, disciplined Attitudes & behaviors Living your values Doing what is right Project delays, High costs Reputation loss, Sanctions Demoralized work force, Facilities at Risk Personal Accountability Compliance
  • 45. The Right to Win 2012 24 Accountability Video
  • 46. The Right to Win 2012 25 Changing the way people work. “ Bring up positive and negative consequences regularly. “ Share examples of the failures and success Thinking about the consequences of failures upfront : “ Establishing and implementing a robust acknowledgement schemes. “ Celebrate exemplary individuals and teams. “ Point out areas of improvement to teams and individuals. Entrenches good habits. Some basic Principles: “ People to report incidents, accidents, nearmisses, mistakes without fear. “ People must be comfortable to Challenge the status quo. “ People are held accountable and not blamed. Encourages Trust/Openness.
  • 47. The Right to Win 2012 26 Inculcating Responsibilities to major players: “ Get Support to Provide required information. “ Promote responsibility for colleagues. “ Provide required support. 1. Letting the line/employees to know that it is their duty: “ Politely declining clear demarcation by offering help/advice and not taking responsibility.2. Firmly rejecting work that is passed on. “ Delegating tasks to responsibility parties and held them accountable. 3. Transferring responsibility and accountability to the line
  • 48. The Right to Win 2012 27 Personal accountability starts with me It cannot be delegated It makes me more responsible It is done because it is just the way to go It deters blame “ Starts with ‘what’ or ‘how’ “ Always has an ‘I’ “ Plus an action statement “ What can I do to make a difference? “ How can I help my customer better? It asks the inwardly focused question that Finally….Your take away
  • 49. The Right to Win 2012 28 Thanks for Listening
  • 50. 1 WASHEQ 2015 Ella Agbettor SHEQ Foundation Process Safety Engineering Mitigating Risks
  • 51. EVERYONE is responsible for safety From the lab technician to the cleaner to the managing director • Nobody wants to be involved with a major accident • Nobody wants to see their fellow coworkers injured or killed as a result of their work • Nobody wants to see their jobs or business destroyed EVERYONE IS RESPONSIBLE FOR SAFETY 2
  • 52. TWO ASPECTS OF SAFETY There are two aspects of safety • Process Safety • Personal Safety Personal Safety: Incidents that have the potential to injure one person and generally occur due to individual work habits. Occupational incidents – slips/trips/falls, struck-by incidents, physical strains, electrocution. Generally OHS are avoided by wearing PPEs & following procedures. An effective personal safety management system DOES NOT prevent major accidents events! Process Safety: Process safety hazards can give rise to major accidents involving the release of potentially flammable, reactive, explosive or toxic materials, the release of energy (such as fires and explosions), or both. These are events that have the potential to lead to multiple fatalities and/or major environmental damage. Process safety management ensures there are Adequate Barriers to MAE’s.
  • 53. PROCESS SAFETY VS PERSONAL SAFETY 4 Increasing Likelihood of Event IncreasingConsequencesofEvent Occupational Health & Safety Risks Major Accident Hazard Risks P otential Losses increasing Possible Escalation Increasing Likelihood of Event IncreasingConsequencesofEvent Occupational Health & Safety Risks Major Accident Hazard Risks P otential Losses increasing Possible Escalation PROCESS SAFETY PERSONAL SAFETY
  • 54. INCIDENTS THAT DEFINE PROCESS SAFETY 5
  • 55. PSM REGULATION FROM THE UK AND USA 6 Employee Participation Training Process Hazard Analysis Mechanical Integrity Process Safety Information Operating Procedures Hot Work Permit Management Of Change Pre Start-up Review Emergency Planning & Response Incident Investigation Contractors Compliance Audits Trade Secrets OSHA 1910.119 (USA) Platform Description Reservoir Description Management System Policy Organisation Processes Risk Assessment Permit To Work Management of Change Performance Measurement Audit & Review Major Hazard Identification Major Hazard Risk Assessment Demonstration Of: Prevention Control Mitigation Evacuation Rescue & Recovery Safety Case SAFETY CASE (UK) Policy Organisation Processes Risk Assessment Permit To Work Management of Change Performance Measurement Audit & Review Major Hazard Identification Major Hazard Risk Assessment Safety & Environment Demonstration Of: Prevention Control Mitigation Emergency Response Plans Onsite & Offsite Safety Report SEVESO II (COMAH) UK Does this look familiar? How do these compare? Differences?
  • 56. RISK MANAGEMENT PROCESS – SUMMARY Risk Potential Matrix New/ Major Facilities Brownfield / Sites Workgroup Non-Routine Activity Routine Activity by Individuals and Workgroups Task Risk Assessment -Qualitative Health Risk Assessment Safety Cases, Hazard Registers, Site Standards, Procedures, PTW HSE Bulletins, Toolbox meetings Risk Management Process HAZARD IDENTIFICATION [HAZOP][HAZID][LAYOUT REVIEW] [BOWTIE][ FMEA] [HRA] HAZARD ASSESSMENT [[FRA][EETRA][QRA][ALARP][DO][LOPA] HAZARD MITIGATION [F&G][[IGNCONTROL][AFP][PFP][BLOWDOWN][FLARE] [DOP] Legislation & Regulations International Codes & Standards, Industry Standards, Company Standards Sources of Information Inspection checklists, Induction handbooks, Incident Report feedback, Job Start meetings QUANTITATIVE QUALITATIVE PROCESS SAFETY IMPLEMENTATION 7
  • 57. Provide rapid and reliable indication of the occurrence of a hazardous event involving fire and/or loss of containment of flammable or toxic inventories to : • Emergency Shutdown (ESD 1) of affected Fire Zone ( on confirmed gas detection or fire detection ) • Initiate Alarms • Trigger emergency isolation and depressurisation of hydrocarbon inventories • Initiate fire water deluge system (fire, sometimes toxic or flammable gas) • Initiate CO2 or INERGEN or FMC 200 fixed fire extinguishing systems • Trip power generation and electrical equipment • Increase ventilation in enclosures • Close dampers in HVAC air intakes HAZARD MITIGATION – FIRE & GAS DETECTION 1 8
  • 58. HAZARD MITIGATION – FIRE & GAS DETECTION 2 9 Types of detectors • Smoke Detectors (Optical/ Ionisation) • Heat Detectors ( FT/ RoR) • Flame Detectors (UV/ UVIR/ IR/IR2/IR3) • Hydrocarbon Gas Leak Detectors ( Line of sight , ultrasonic) • Toxic Gas Detectors • Open Path Gas leak Detectors • VESDA The use of fire and gas mapping to ensure coverage is adequate
  • 59. HAZARD MITIGATION – FIRE PROTECTION 1 10 Active fire protection objectives are achieved by reduction of the fire effects through: •cooling of the hydrocarbon equipment •shielding against radiation •fire suppression Active fire protection is activated: •By Fire and Gas detection logic (automatically) •manually (local and remote) Active fire protection ( fire pumps, ringmain, deluge valves and nozzles). Type of protection depends on required duty – this may be to extinguish the fire, control the fire or provide exposure protection. Types include: •water deluge • foam •water mist / steam •dry powder •inert gas (Inergen), CO2
  • 60. 1 200 1 000 800 600 400 200 0 10 °C minutes 20 30 40 50 60 Standard Fire Curves Temperature vs. Time Jet fire Hydrocarbon fire Cellulosic fire Fire Barriers / Partitions between areas e.g. Process / Non Process : • Coatings on Bulkheads - For A / H / JF ( with wire mesh ) • Prefabricated GRP Panels - For A / H / JF • Prefabricated Panels with insulation - For A / H / Not JF Critical Structural Members / Risers / Flare Structure / Supports Intumescent or Cementious coatings - For H / JF ( with wire mesh) Risers / ESDV's / Equipment / Panels GRP Cast Sections for risers and boxes for ESDV Intumescent half shells Penetrations : Seals suitable for For A / H / JF Passive fire protection -Fireproofing to prevent failure of structures and equipments. Coating applied to the wall of vessel (mineral or organic-based). Resist to flames and slow down heat transfer to the wall ( fire walls, chartek, blast wall, fire blankets) Design for blast – possible explosion overpressure The duration of the required stability and integrity A = 60 minutes H = 120 minutes J = J-class is not a standard fire rating. SEV specification retains H capabilities of 120 minutes HAZARD MITIGATION – FIRE PROTECTION 2 11 J 45/ H60, 0.3 bar Blast wall
  • 61. HAZARD MITIGATION – EMERGENCY SHUTDOWN 1 12 In the event of a process upset that can lead to loss of containment or hydrocarbon leak we need to shutdown the process unit and sometimes the platform immediately so the event does not escalate to other areas of the Platform. ESD0 Total Black-Out ESD1-1 Emergency Shut- Down Fire Zone 1 SD2-1.1 Functional Unit Shut Down Unit 1.1 SD3-1.1.1 Individual Shut-Down Equipment 1.1.1 SD3-1.1.k Individual Shut-Down Equipment 1.1.k... SD2-1.j... Functional Unit Shut Down Unit 1.j... SD3-1.j.1 Individual Shut-Down Equipment 1.j.1 SD3-1.j.k... Individual Shut-Down Equipment 1.j.k... ESD1-i... Emergency Shut- Down Fire Zone 2... SD2-i.1 Functional Unit Shut Down Unit i.1 SD3-i.1.1 Individual Shut-Down Equipment i.1.1 SD3-i.1.k... Individual Shut-Down Equipment i.1.k... SD2-i.j Functional Unit Shut Down Unit i.j... SD3-i.j.1 Individual Shut-Down Equipment i.j.1 SD3-i.j.k... Individual Shut-Down Equipment i.j.k...
  • 62. HAZARD MITIGATION – OVERPRESSURE 13 Most of the plant is pressurised so what happens during an over pressure event. Design of relief disposal dependent on relief requirements (e.g. fire, overpressure by gas , overfilling by liquid, reaction runaway). Relief devices are installed and during an overpressure event they open and allow the gas to go to the flare thus preventing over pressure of equipment. Process engineers have to size these devices for the equipment they are protecting. A flare or vent system consists of: • Relieving devices in the Process systems (PSV, BDV, Bursting discs,…) •Headers for collection of relieved effluents •Knock out (KO) Drum to segregate gas and liquid phases •Sealing devices to prevent air ingress (purge gas, seals) or Designed to •sustain internal explosion (15 barg as a result of internal generic study) •Disposal devices for the gas and liquid (Flare tip, liquid burners, burn pit,…)
  • 63. Function Of Drainage Systems SAFETY • Minimise uncontrolled spillage • Minimise the risk of ignition (evacuation of flammable liquids away from ignition sources) • Prevent escalation of a fire across the installation (containment and evacuation of flammable liquids) ENVIRONMENT • Minimise direct discharge of polluted streams by channelling to appropriate treatment units Key Features For Safety Of Drainage • Architecture of network to prevent cross-contamination • Gas seals and fire breaks to prevent migration Closed Drains Are Connected To: • Hydrocarbon equipment under PRESSURE • Equipment handling TOXIC fluids (intentional release to atmosphere not acceptable) Open drains are ATMOSPHERIC systems HAZARD MITIGATION – DRAINAGE 14
  • 64. HAZARD MITIGATION – IGNITION CONTROL 1 15 Due to the flammable nature of oil and gas ignition control is very important because if there is no ignition source there will be no explosion or fires. Precautions: > Avoiding flammable substances (replacement technologies) > Inerting (addition of nitrogen, carbon dioxide etc.) > Limitation of the concentration by means of ventilation Ignition sources identification: Apparatus which, separately or jointly, are intended for the generation, conversion of energy capable of causing an explosion through their own potential sources of ignition Measures to limit the effect of explosions to a safe degree: > Explosion pressure resistant construction > Explosion relief devices > Explosion suppression by means of extinguishers, deluge, etc
  • 65. Hazardous Area Classification Zone 0. In which ignitable concentrations of flammable gases or vapours are present continuously, or in which ignitable concentrations of flammable gases or vapours are present for long periods of time. • Zone 1. In which ignitable concentrations of flammable gases or vapours are likely to exist under normal operating conditions. (for a full definition refer to API RP 505). • Zone 2. In which ignitable concentrations of flammable gases or vapours are not likely to occur in normal operation, and if they do occur will exist only for a short period (for a full definition refer to API RP 505). Reduce to an acceptable level the probability of coincidence of a flammable atmosphere and an ignition source, by means of: • Segregation of hydrocarbon sources and ignition sources, •Selection of equipment with the potential to cause ignition: HAZARD MITIGATION – HAZ. AREA CLASSIF. 16
  • 66. HVAC unit usually is placed between the helideck and the roof of the quarters for offshore units. The living quarters and electrical switch rooms also requires a ventilation system , in the event of a gas release or fire the HVAC damper shut off preventing gas ingress. Note normally you will have fire and gas detectors at HVAC inlets to detect gas and shutdown damper especially if HVAC inlet is in close proximity to the process area. HAZARD MITIGATION – HVAC & VENTILATION 1 17
  • 67. TECHNICAL INTEGRITY 18 8 Dimensions of Integrity Monitoring Shutdown Systems Risk Control Dimensions Hydrocarbon Leak Safe Operation Major Accident H A Z A R D S Prevention Barrier • Mech Integrity • Ignition Control • Fire & Blast walls location Plant Design A Plant Design A • Thickness m’ment • PM checks Equip. online •Condition monitoring Inspection and Maintenance B Inspection & Maintenance B • Defined & understood scope of work • Hazards identified, risk assessed & Controls in place • Work authorised Permit to work C Permit to Work C • Risk assessment for potential impacts • Authorised management of change • Case to operate Plant change management D Plant Change Management D • Standard’sd Operating Procedures • Periodical review done • Temporary procedures for changed situations risk assessed. Operational Procedures E Operations Proedures E • Role specific competency criteria for process safety • Periodic inputs for updating • Periodic assessment Staff Competence F Staff Competence F • Fire & Gas alarms • Routine monit’ng of alarms / trips • Defined procedure for management of inhibits / overrides Alarms & Instruments G Alarms & Instruments G • Periodic testing of ESD / trips and emergency systems • Periodic Mock drills of ERP • Emergency procedures updated Emergency arrangements H Emergency Arrangements H Mitigation Barrier C O N S E Q U E N C E S • Each Barrier is important • Concurrent failure in barriers can result in Near Miss or MAE • Significant Failing in just one critical barrier sometimes is sufficient to cause incident • Continuous monitoring & testing of Barriers is needed through suitable tools Technical Integrity (TI) is all about management of SCE ( HAZARD MITIGATION MEASURES)
  • 68. ESTABLISH DESIGN INTEGRITY 19 Technical Integrity Management Hazid Hazop Studies PERFORMANCE STANDARDS SMS and Procedures Operations Safety Case Work Orders Risk Based Inspection / Reliability Centred Maintenance Major Health Hazards and Major Accident Events Hazard Register All HSE Hazards Formal Safety Studies SAP Integrity Reports MAXIM O Project Phase Establish Integrity by identifying MAE, SCE ( Safety Critical Elements) producing Performance Standards(PS) all contributing to the establishment of Technical Integrity (TI). In the operation phase, safeguard integrity by maintaining equipment, reviewing, verifying and assuring integrity using performance standards, corrective action should be closed out appropriately all leading to maintaining TI. MAJOR ACCIDENT EVENTS (MAE) Establish Design Integrity and Safeguard it during Operations
  • 69. INHERENT SAFETY 20 THE BASICS •Fewer hazards •Fewer causes •Reduced severity •Fewer consequences 1 . Minimise – use smaller quantities of hazardous substances 2 . Substitute – replace a material with a less hazardous substance 3 . Moderate – use a less hazardous condition, a less hazardous form of a material, or facilities that minimise the impact of a hazardous material or energy 4 . Simplify – design facilities that eliminate unnecessary complexity and make operating errors less likely and that are more forgiving of errors which are made bargbarg Gas Hot Oil Gas Hot Water But are design should be Inherently Safe in the first place
  • 70. INHERENT SAFETY RISK REDUCTION MEASURES 21 Physical protection – Safety valves to flare – Rupture disks to flare – Vacuum breakers – Blowdown systems Reduction of Leak Frequencies – Enhanced inspection plan (mechanical integrity) – Full containment design – Corrosion allowance – Corrosion risk management – Safety Critical Procedures (with high reliability level in execution) Process Design – Alternative chemical process (chemicals used, …) – Reduction of operating pressure – Reduction of operating temperature – Reduction of area congestion – Selection of construction materials – Some critical cooling systems Automatic action SIS – Interlocks independent from DCS • PCV to flare • Heat cutout interlock • Feed cutout interlock – UPS systems – Emergency power generator – HIPPS Limitation of Released Quantity – Reduction of product inventory – Remote operated isolation valves (ESD system) – Blowdown system – Flow orifices – Excess flow valves Mitigating & Protective measures – Diking – Water curtains – AFP (Sprinkler/deluge systems) – Foam application systems – Restricting flow orifices – Excess flow valves – PFP(Blast/fire resisting structures blast/fire walls, reinforced control rooms) – Control of ignition sources – Emergency shutdown systems – Containment systems (containment inside building) – Flange protection – Devices influencing the direction of leaks. – Explosion suppression systems – Inhibitor or killing agent injection systems – Detection systems (gas, liquid, smoke, fire,...) with operator intervention
  • 71. DRIVING CHANGE THROUGH “MOTIVATED” ACTION West African Safety, Health, Environment and Quality Conference WASHEQ Powered By: Emmanuel George
  • 72. Presentation Structure »Part 1 – Reality Check •Why this State of Affairs »Part 2 – Pathway to Performance Improvement •Providing the Motivation to Act
  • 74. Background Today’s modern businesses and Industrial organizations recognize the fact that a system without adequate Health, safety and environment framework will surely leads to heightened occupational and health hazards. In recent times, the paradigm shift is now towards improving the performance of the HSE frameworks already in place and measuring its effectiveness using international standard indicators
  • 75. ...And Yet... “337 million workplace accidents each year. 2.3 million deaths occur on the average every year. making it 6,300 deaths per day, across the globe.” – International Labour Organization
  • 76. # FACT ...“No Organisation, Agency, Employer, employee etc….sets out to “deliberately” cause harm to persons, assets or environment”
  • 77. In Recent Times... There have been notable workplace accidents mentioned in the national dailies: I. IMPCO Company Limited where a 21-year-old machine operator, Happiness Okon, was killed by a plastic molding machine II. Two workers died in Cadbury when an accident happened as the boiler was being operated, killing two casual workers and injuring many others. III. Hongxing Steel Company on allegation of maltreatment and death of employees, recorded in the company recently.
  • 78. What Exactly is Wrong? Consider the 3 Es  Error (Human) – Over 80%  Equipment (Failure) – Less than 20%  Environment (Natural) – About 10% Consider  Unsafe Act (Human) – 90%  Unsafe Condition – 10% Answer = HUMAN
  • 79. What Is Wrong With HUMAN - Imperfection Ignorance/Knowledge/Skill – 10% Attitude (Poor) – 70% Deliberate (Refusal to Yield) – 20%
  • 80. Pathway to Performance Improvement
  • 81. To Do List……….. Ignorance/Knowledge/Skill – Awareness/Education/Training Attitude – Motivate (Apply All of the Above…...and Much More) Deliberate (Refusal to Yield) – Discipline
  • 82. Motivate…….How? 3-Phase Approach FUNNEL STEPS Consistency Improved Interface Professionalism 1. Professionalism – “Charity begins at home” 2. Improved Interface – “We are friends, not foes” 3. Consistency/Persistence - “Stay Positive”
  • 83. Professionalism Build Structure – Structure informs behavior; Newton’s Law of Motion Be Innovative Learn New Ways to Say and Do Old Things Utilize Tools Effectively Every Profession Has its Register
  • 84. Improved Interface Which Works Best: • Collaboration or antagonism • To Coax or by coercion? • Encouragement or Criticism
  • 85. Consistence & Persistence in Improvement Ensure • Continual (incessant, constant, persistent) Improvement – Internal • Continuous (permanent) Improvement – External
  • 86. Be Committed to Driving the required Change Conclusion……
  • 87.
  • 88. Let’s answer your questions now!!!
  • 89. CHANGE: An Effective Health and Safety Application Presented By: Ehi Iden WASHEQ 2015 Regional Conference
  • 90. Change in its self! • An act or process through which something becomes different or done differently. • Sunday, Sept 13th 1967, Sweden changed from driving on the left hand to driving on the right side. • All vehicles had to STOP at 4.50pm, then carefully CHANGE to the other side and remained there till 5.00pm. • Road crew needed time to reconfigure the road intersections
  • 91. The Ages of Evolution – Hovden 1998 The First Age: Technological Age The Second Age: Organisational Measures The Third Age: Culture and Human Behaviour
  • 92. Hovden Theory of 1998 • Since the late 1980’s we live in what Hale and Hovden (1998) called the ‘third age of safety’ where the focus is no longer only on technological (the first age) or organizational measures (the second age) but also takes account of culture and human behaviour (the third age). • In the age we are in, Safety Culture is the principal thing and it must start from the top.
  • 93. Emerging OHS Risks • An ‘emerging OHS risk’ is often defined as any occupational risk that is both new and increasing. And by this we mean: a. The risk was previously unknown and is caused by new processes, new technologies, new types of workplaces, or social or organisational change b. A long standing issue is newly considered to be a risk due to changes in social or public perceptions c. New scientific knowledge allows a long standing issue to be identified as a risk
  • 94. Mutations and Transmutations • As the work environment changes very fast, new risks also come in very fast with these changes, the need for a whole new approach to management of these risks is crucial. • We live in an INNOVATIVE world, work in INNOVATIVE workplaces • “Every improvement requires change and every change definitely has its own risks”
  • 95.
  • 96. The COM-B 1 Theory
  • 97. Overcoming Internal Resistance Give people something to believe in! Give people someone to believe in! Give people someone who believes in them! Developing effective leadership begins with….
  • 98. Change Application • Leadership Commitment • Employees Engagement and Involvement • Process Review and Modification
  • 99. BASIC SAFETY CULTURE People don’t respect what you do not inspect!
  • 101. Safety Culture • A safety culture is characterised by a collective mindfulness that can be achieved only when there is mutual respect among team members and an absence of fear and intimidation. • The key components include: I. Collective Mindfulness: We are aware things can go wrong, we are fallible, errors could happen and we are mindful of all that and ready to tackle it without regard to rank or status. II. Accountability: Accepting responsibility for making the workplace safer. Report errors, near misses or any safety concern. III. Empowerment and engagement: Makes employees feel safe to voice out their concern about safety issues, and makes them take charge of the safety of not just themselves but colleagues alike.
  • 102. Creating a Safety Culture • Workplaces suffer today because of the error management in our past culture • We focused on blaming and punishing the employees rather than taking system’s responsibility • There was little or no emphasis on how we can learn from our errors or incidence, no transparency and we could not own up to what happened. • We ended up creating a punitive work environment that shuts everyone up
  • 103. Safety culture or an enforcement environment? • Now we have a safety enforcement environment . When what we really needed was a safety culture! • Safety enforcement environment looks like this "Here comes the boss, better put on your safety glasses." • But your goal is for the worker to say, "This could expose my eyes to injury. I'll put on my safety glasses.“ This is Safety Culture and this is the desired change.
  • 104. When blame game hurts the system • Blame game limits learning from errors because the incident was never discussed • It increases likelihood that the error will reoccur. This is because other colleagues were not able to benefit or learn from the problem we have had. • It may drive away self-reporting of adverse events • It could create a vicious cycle that decreases learning “The more we blame, the more employees stop talking The quieter employees are, the less we learn The less we learn, the less we improve The less we improve, the more at risk workplaces are”
  • 105. A case study: Kimberly Hiatt
  • 106. Outcome of the blame & punishment • 50 years old nurse with 25 years at Seattle Children’s hospital • Mistakenly dispensed 1.4 grams of calcium chloride — instead of the correct dose of 140 milligram for an 8 months old child in Sept 14 2009. • “She reported the case and owned up to be responsible” • After the infant’s death, Kim was placed on administrative leave and soon dismissed in weeks following • Her practising license withdrawn, she cried for 2 weeks not because of her license but that she killed a child • Kim Hiatt eventually committed suicide on April 3, 2010 • Hiatt’s dismissal — and her death — raise larger questions about the impact of errors on providers, the so-called “second victims” of medical mistakes. That’s a phrase coined a decade ago by Dr. Albert Wu, a professor of health policy and management at the Johns Hopkins Bloomberg School of Public Health
  • 107. Some quotes out of this • “I messed up,” Kim wrote. “I’ve been giving CaCI [calcium chloride] for years. I was talking to someone while drawing it up. Miscalculated in my head the correct mls according to the mg/ml. First medical error in 25 yrs. of working here. • After the incident, Hiatt "was a wreck,” recalled Julie Stenger, 39, of Seattle, a critical care nurse who worked with Hiatt at the hospital. “No one needed to punish Kim. She was doing a good job of that herself.” • “When she lost this job, it wasn’t just the job she lost, it was her future.” Kim’s mum • “She was in such anguish,” Crum says. “She ran out of coping skills.” • “Punitive actions are actually counterproductive. Everything in the literature points to that not being the right step to take,” Watkins said. “Nurses in that unit or hospital will not report things. There’s this heightened awareness: It could be me.” • “I thought it was sending the exact wrong message: If you make a mistake, you better keep your mouth shut about it.” Kim’s colleague
  • 108. In conclusion Change is not necessarily what you tell us, it is what we see The risk in workplaces are mutating, health and safety management systems must change at a much faster pace In every change we effect, processes and procedure must reflect same changes Remember, change in itself is also a process
  • 110. Advocacy and Attitudinal Change Essential for Sustainable Consumption and Production Presented at the West African Safety, Health, Environment & Safety Conference Lagos, Nigeria B Y EUGENE ITUA, P h . D N I G E R I A C H A I R M A N Nigeria Branch: 17, Akingbola Street, Olayiwola Street, Oregun Alausa Village, Lagos. Tel: 08090753363. Email:iirsmnigeria@gmail.Com UK (HQ): Suite 7a 77 Fulham Palace Road, London, W6 8JA, United Kingdom Tel: +44 (0)20 8741 9100, Fax: +44 (0)20 8741 1349, Email: info@iirsm.org, www.iirsm.org
  • 111. Introduction  The well-being of humanity and the environment ultimately depends upon the responsible management of the planet’s natural resources,  yet, evidence is building that people are consuming far more natural resources than what the planet can sustainably provide.  Many of the Earth’s ecosystems are nearing critical tipping points of depletion or irreversible change, pushed by high population growth and economic development.
  • 112. The Challenge  The science showing that humanity's current lifestyles are unsustainable is overwhelming.  “By 2050, if current consumption and production patterns remain the same and with a rising population expected to reach 9.6 billion, we will need three planets to sustain our ways of living and consumption. http://www.unep.org/newscentre
  • 116. The Reality Saving the environment is not an issue anymore but a survival truth!
  • 117. No Longer Business as Usual
  • 118. The Opportunity We Have  We all have the opportunity to realize the responsibility to care for the Earth and to become agents of change.  move towards resource efficient and sustainable lifestyles which bring better quality of life for all.  Although individual decisions may seem small in the face of global threats and trends, when 7 billion people join forces in common purpose, we can make a tremendous difference.
  • 119. Setting the Stage  In 1992, Sustainable development was enshrined at the Earth Summit in Rio de Janeiro (Brazil)  Then the international community also adopted Agenda 21, a global plan of action for sustainable development.  An overarching objective within this agenda was the promotion of Sustainable Consumption and Production (SCP)”, which was reconfirmed in the recent Rio + 20 Summit in 2012.
  • 120.  It was recognized that fundamental changes in the way societies produce and consume are indispensable for achieving global sustainable development.  It called for all countries to  promote sustainable consumption and production patterns, with the developed countries taking the lead and  with all countries benefiting from the process, taking into account the Rio principles, including, inter alia, the principle of common but differentiated responsibilities as set out in Principle 7 of the Rio Declaration on Environment and Development. Mobilising for Action, cont’d
  • 121. What is Sustainable Consumption and Production (SCP)  “The use of services and related products, which respond to basic needs and bring a better quality of life while minimizing the use of natural resources and toxic materials as well as the emissions of waste and pollutants over the life cycle of the service or product so as not to jeopardize the needs of further generations" (Oslosymposium,1994).
  • 123.
  • 126. Typical Drivers needed to Address Today’s Priorities Workstudio(2013):CollaborationforSustainableLifestylesthroughBusinessandSocial Innovation,Multi-stakeholderworkstudio,4-5November2013,Berlin,Germany
  • 127. Typical Drivers needed to Address Today’s Priorities, Cont’d  Policy instruments, such as legislation and other legal measures are necessary to address the challenge of education and skills development as well as the optimal use of resources.  Policy instruments are also important to ensure effective governance and urban-rural development.  Economic drivers, represented by sustainable business models, and transparent and efficient supply chains, aim to promote sustainable energy generation and efficient resource use.  Economic drivers also play a very important role in the development and provision of education and skills training opportunities.  Social innovation and behavioural change are the social drivers considered as highest priority to address nutrition issues, local food production, community activities such as seasonal cooking and even the development of new businesses aimed at promoting healthier ways of living.  Urban and rural development and resource consumption are the other two areas for which socially-driven actions were seen as necessary;  Technology drivers were seen as having an important role in the development of mobility solutions and communication-related improvements.  Technology was also seen as relevant to the optimal use of resources and, to a smaller degree, to facilitate effective governance systems
  • 129. Field of Action, Cont’d
  • 130. Field of Action- Business
  • 131. Are You thinking of What You can Do?
  • 132. Advocacy and Attitudinal Change  We need to advocate the principle of SCP  Advocacy here is active promotion of the SCP principle  Advocacy involves getting government, business, schools, or in indeed everyone to correct the harmful situation we have created that is affecting mankind.  We need to Change our attitude to imbibe the principle of SCP  Attitude here means mental dispositions that make us change our “Soft” Values.  Attitude that enables us to see sustainable lifestyle as a new status symbol (an aspiration) that can be fulfilled easily
  • 133. Changing Our “Soft” Values  Soft values are norms, habits, traditions and perceptions that build people’s identity and lie in large part behind the choices they make.  .  Further, given the appropriate infrastructure, information, economic incentives and internalization of environmental costs, lifestyle changes in favour of sustainable living can become the dominant social trend.  It is the role of the media and educators to design easy and engaging narratives and messages that promote a sustainable lifestyle.
  • 134. What is my Consumption Pattern?
  • 135. What is my Consumption Pattern?, Cont’d We must shift our consumption patterns towards goods that use less energy, water and other resources, and by wasting less food.”
  • 137.  Create Your Own Personal Ecological Oasis – Build More than A Home  Home is where you simply eat and sleep  Home can also be where you find ways to utilize the space you have in a way that has the least impact on your community and, ultimately, the planet.  Even the tiniest of balconies can be converted into an edible garden and compost bins come in a multitude of sizes, ranging from full-size to, yes even apartment-size. YOUR ACTION
  • 139. Action, cont’d  Although individual decisions may seem small in the face of global threats and trends, when 7 billion people join forces in common purpose, we can make a tremendous difference.  We can do this by shifting our consumption patterns towards goods that use less energy, water and other resources, and by wasting less food.”
  • 143. Conclusion There are many better ways for us to solve one of the big global challenges. Every Action, your little action, Counts Remember, “Many people out there are starving” recognise access to food as a basic right for everyone -
  • 144. Conclusion, Cont’d Let us take a moment to question how we live and how it impacts the planet.  Yes, let us evaluate our consumption habits: how we shop, eat and travel.
  • 145. THANK YOU LET US JOIN HANDS TO SECURE OUR
  • 146. West African Safety, Health Environnement and Quality Conférence Samedi 05 décembre 2015 Suru Lere Lagos
  • 147. Présenté par Raouf PEREIRA Médecin du Travail Médecin Inspecteur du Travail à la retraite
  • 148.  Objectif général ◦ Promouvoir la sécurité, la santé au travail, la qualité et l’environnement dans la sous région ouest- africaine  Objectifs spécifiques ◦ Faire connaître la République du Bénin ◦ Partager avec les professionnels de la SST de la sous région l’expérience béninoise en la matière ◦ Mieux connaitre les normes appliquées dans les pays anglophones de la sous région
  • 149.  Introduction  Brève présentation de la République du Bénin  Etat des lieux de la SST  Cadre institutionnel de la SST  Cadre légal de la SST  Perspectives
  • 150.  L’Homme, principal acteur du développement, à travers ses activités, transforme la matière en biens de service et de consommation.  Le travail est une source de richesse et de développement par laquelle l’Homme arrive à satisfaire ses nombreux besoins.  Pour pérenniser cette source de revenu, l’Homme au travail lutte pour l’accroissement de la productivité, gage du bien-être physique, mental et social tant souhaité par tous.
  • 151.  Chaque jour, il est mis sur le marché des milliers de produits chimiques.  Les machines, les outils et autres produits chimiques et biologiques représentent pour l’Homme au travail des facteurs de risques pouvant agir ou non sur sa santé et sur environnement.
  • 152.  La République du Bénin, a une superficie de 114.763 Km2.  La population s’accroît à un rythme annuel de 3,23 pour cent. La population en 2012 est estimée à environ 10.320.000 habitants.  Le territoire est découpé en douze départements et 77 communes.
  • 153.  Environ 70 % de la population vivent en zone rurale.  L’exode rural est un facteur démographique important.  L’agriculture (base essentielle de l’économie béninoise) occupe 43 % de la population active avec une contribution de 36 % au Produit Intérieur Brut.
  • 154.  Le secteur industriel est très peu développé. Il représente à peine 13 % du PIB, et occupe un peu moins de 13 % de la population active.  Le secteur tertiaire repose essentiellement sur les services et occupe 40% de la population active, avec une contribution de 50 % dans la formation du Produit Intérieur Brut.  Le secteur non structuré contribue pour près de 15% à la formation du PIB et connait un taux de croissance annuel de 7 %.
  • 155.  La tutelle de la sécurité et santé au travail est assurée par le Ministère chargé du Travail.  Les principes fondamentaux de son exercice sont contenus dans la loi n° 98-004 du 27 janvier 1998 portant Code du travail en République du Bénin et ses textes d’application en matière de sécurité et de santé au travail.  Son champ d’application ne concerne que les travailleurs des secteurs privé et parapublic régis par ce code.  D’autres structures étatiques et non gouvernementales interviennent à travers des programmes sectoriels.
  • 156.  Les multiples actions ont eu, pendant longtemps, un impact limité sur la promotion de la sécurité et santé au travail : ◦ séminaires, formation, actualisation et prise de textes réglementaires ; ◦ émissions radiodiffusées, productions de supports de sensibilisation en sécurité et santé au travail ; ◦ mise en place des Comités d’Hygiène et de Sécurité (CHS) ; ◦ visites d’inspection, etc.
  • 157.  LES INDICATEURS DE SANTÉ AU TRAVAIL ◦ Les statistiques sur les accidents du travail et les maladies professionnelles, en République du Bénin, sont élaborées par la Caisse Nationale de Sécurité Sociale (CNSS). ◦ Actuellement, ces données ne reflètent pas la réalité (sous déclaration des accidents du travail et des maladies professionnelles). ◦ Au Bénin, la Caisse Nationale de Sécurité Sociale enregistre en moyenne 700 accidents du travail par an dont une dizaine de cas mortels.
  • 158. ◦ Les données statistiques sur les maladies professionnelles indiquent que seulement 16 cas sont déclarés et pris en charge par le régime de sécurité sociale en vigueur.  Cette situation pourrait s’expliquer par :  le sous-diagnostic des pathologies professionnelles ;  l’insuffisance des dispositifs devant y conduire. ◦ Les autres indicateurs de santé au travail tels que les taux de fréquence et de gravité des accidents du travail, le nombre de journées de travail perdues par branche d’activité ne sont pas toujours disponibles.
  • 159.  Le cadre institutionnel ◦ Les structures relevant du Ministère chargé du Travail  La Direction Générale du Travail  Les Inspections du Travail  La Direction de la Santé au Travail  La Caisse Nationale de Sécurité Sociale (CNSS)
  • 160. ◦ Les structures d’appui à travers des programmes sectoriels  La Direction Générale des Mines  L’Office Béninois de Recherches Géologiques et Minières (OBRGM)  Le Service de Protection des Végétaux (SPV)  La Direction de l’Environnement  Le Centre National de Sécurité Routière (CNSR)  Le Groupement National des Sapeurs Pompiers  La Direction de la Prévention et de la Protection Civile  La Direction de l a Marine Marchande
  • 161. ◦ Les Associations de Professionnels en Sécurité et Santé au Travail  L’Association Béninoise de Sécurité et Santé au Travail et Environnement (ASBESSTE)  L’Association Béninoise des Infirmières et Infirmiers en Santé au Travail (ABIIST)  L’Association des Médecins Spécialistes en Santé au Travail (AMESST).
  • 162.  Le cadre juridique ◦ La sécurité et la santé au travail au Bénin sont régies par :  des normes internationales ;  des textes législatifs et réglementaires. ◦ Les secteurs concernés sont :  Le monde du travail en général ;  Le monde rural agricole ;  Le secteur maritime ;  Les mines et carrières ;  La pêche etc.
  • 163.  Insuffisance des ressources humaines qualifiées en matière de sécurité et de santé au travail ;  Manque de coordination entre les différentes structures impliquées dans le système de sécurité et santé au travail ;  Non prise en compte des acteurs des secteurs artisanal, rural et de la fonction publique, sans oublier les travailleurs des collectivités locales en matière de sécurité et de santé au travail ;  Mauvaise couverture des entreprises en matière de sécurité et santé au travail ;  Non application des textes législatifs et réglementaires en matière de sécurité et santé au travail.
  • 164.  Le renforcement du cadre institutionnel implique de facto un développement des ressources humaines : ◦ la formation et la spécialisation des médecins, des inspecteurs du travail, des techniciens de prévention de la Caisse Nationale de Sécurité Sociale et des infirmiers (ères) des entreprises en sécurité et santé au travail ; ◦ la formation d’ingénieurs de sécurité, d’hygiénistes du travail et d’Ergonomes, des environnementalistes en gestion des risques et pollutions ; ◦ l’élaboration d’un programme d’éducation ouvrière pour les travailleurs et les organisations syndicales ; ◦ l’élaboration d’un programme de formation des employeurs en sécurité et santé au travail.
  • 165.  Le renforcement du cadre législatif et réglementaire implique :  Le recensement et l’analyse des textes existants en matière de sécurité et de santé au travail ;  Actualisation et adaptation des textes législatifs et réglementaires à la nouvelle orientation en associant tous les acteurs de la prévention des risques professionnels ;  Diffusion à une large échelle des normes internationales concernant la sécurité et la santé au travail.
  • 166.  Cette conférence qui regroupe des professionnels de sécurité et de santé au travail est une opportunité à saisir pour : ◦ une intégration et une orientation vers l’harmonisation des normes en matière de SST QE ; ◦ Une normalisation sous régionale répondant aux réalités africaine.
  • 167.  Merci pour votre bienveillante attention  Pleins succès aux travaux de cette conférence
  • 168. SEE IT, OWN IT: The trajectory to a sustainable society Julius A. Akpong
  • 169. OUTLINE • Introduction • On the streets of West Africa • Driving Change; creating value • The dwarf of a solution • Areas of advocacy • Passionate Advocacy • Opportunities in coveralls • Final thoughts
  • 170. Introduction • This is a call for innovation and passionate involvement in the delivery of advocacy by safety professionals towards a sustainable society in West Africa. • It is an open invitation to everyone to understand the seriousness of the safety problem and begin individually and collectively to take action.
  • 171. Ghana The Motor Traffic and Transport Unit (MTTU) of the Ghana Police Service has said it recorded about 2,330 fatalities and 13,572 road crashes nationwide in 2011. In all 19,530 vehicles were involved in the crashes recorded. They included commercial vehicles, private motor vehicles and motor cycles.
  • 172.
  • 173. TOGO Road Traffic Accidents Deaths in Togo reached 1,052. WHO May 2014. The traffic accidents are so numerous in Lome and generally in Togo, we stopped counting. Reckless drivers, excessive speed, bad roads are an explosive cocktail.
  • 174. Mali Bamako, Mali - Some 536 people died in 6,090 accidents reported in Mali in 2012. Mrs Assa Sylla, Director of the Malian National Road Safety Agency (ANASER), announced at a conference. Apart from the Radison Blu incident lately.
  • 175. Lagos, Nigeria The Federal Road Safety Commission (FRSC) said 1,903 children had died in road accidents in Nigeria between 2010 and 2014.
  • 176.
  • 177. How Bad is the Problem?
  • 178. The dwarf of a solution BUT… Our culture and belief system shows that we need more than just these…
  • 186.
  • 189. Final thoughts • There is no embargo on creative association for worthy causes; • In Ebola, West Africans showed that they love life, The reality of the accident situation has not been very well established. • Let there be a more widespread advocacy across the region, seeing that we share a common problem, lets unite against it in the most professional ways possible.
  • 190. UNITY OF PURPOSE United, we can only win
  • 191. LABOUR SAFETY & HEALTH BILL (LSHB) 2012 – A BETTER ALTERNATIVE FOR THE EMPLOYER? PRESENTED BY: TITILOLA HAMEED (PHD) SIIRSM, MIOSH
  • 192. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • LSHB - A RESPONSE TO THE NEED FOR REFORMATION OF OSH LAWS • THE FACTORIES ACT IS THE MAJOR OSH ACT IN NIGERIA • IN EXISTENCE FOR ALMOST THREE DECADES – A RELIC OF COLONISATION • PROVISION ARE PRESCRIPTIVE IN NATURE
  • 193. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THE SCOPE OF ITS APPLICATION IS QUITE UNCLEAR • “… TO PROVIDE FOR FACTORY WORKERS AND A WIDER SPECTRUM OF WORKERS …BUT FOR WHOM NO PROVISIONS HAD BEEN MADE” • CF WITH ITS SECTION 87 THAT PROVIDES FOR 10 OR MORE PEOPLE IN A WORKPLACE. • HAS BECOME OBSOLETE IN THE LIGHT OF INCREASED AND DYNAMIC INDUSTRIALISATION
  • 194. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • HIGHLIGHTS OF THE LSHB (2012) • ESTABLISHMENT OF NATIONAL COUNCIL OF OCCUPATIONAL HEALTH AND SAFETY (NCOSH) AND NATIONAL INSTITUTE FOR OCCUPATIONAL HEALTH AND SAFETY • PROTECTION OF PREGNANT AND NURSING EMPLOYEES • RECOGNITION OF THE NATIONAL INDUSTRIAL COURT HAVING JURISDICTION OVER OSH MATTERS.
  • 195. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • ESTABLISHMENT OF A TRIPARTITE APPROACH IN THE MANAGEMENT OF OSH • A PROACTIVE STYLED LEGISLATION CONTRARY TO PRESCRIPTIVE LEGISLATION AS FOUND UNDER THE FACTORIES ACT. • PREPARATION AND REGULAR REVISION OF WRITTEN STATEMENT OF GENERAL POLICY AND IMPLEMENTATION OF SAME AT THE WORKPLACE
  • 196. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • EMPLOYMENT OF SAFETY AND HEALTH REPRESENTATIVES OR COMMITTEES TO ENSURE HEALTH AND SAFETY STANDARDS AT WORK • NOTE THAT MANY SIMILARITIES EXIST BETWEEN THE PROVISIONS OF THE BILL AND THE HSWA 1974
  • 197. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THE SAME APPLIES IN THE AREA OF DUTIES OF THE EMPLOYER TO THE EMPLOYEE. • SAFETY IN HANDLING, STORING AND TRANSPORTATION OF FACILITIES • MAINTENANCE OF PLANTS AND SYSTEMS OF WORK WITHOUT RISKS TO HEALTH OF WORKERS • PROVISION OF INFORMATION, INSTRUCTION, TRAINING AND SUPERVISION TO ENSURE WORKER SAFETY • PROVISION AND MAINTENANCE OF A SAFE AND HAZARD FREE WORK ENVIRONMENT.
  • 198. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • AS IDENTICAL AS THESE MAY BE, THE HSWA CARRIES A QUALIFICATION NAMELY: “SO FAR AS IS REASONABLY PRACTICABLE”. THE BILL DOES NOT DO THE SAME. • SUBMISSION: • THAT REGARDLESS OF THE SIMILARITIES IN THE DUTIES OF THE EMPLOYER TO THE EMPLOYEE ON THE FACE OF IT UNDER BOTH PIECES OF LEGISLATION, BOTH CANNOT CARRY THE SAME PURPORT.
  • 199. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • IMPORT: • THE PRESENCE OF THE PHRASE MITIGATES/ABSOLVES THE LIABILITY OF THE EMPLOYER; THE ABSENCE DOES THE CONTRARY.
  • 200. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • ILLUSTRATION 1: • SPIFF THE OWNER OF A CABLE MANUFACTURING COMPANY PROVIDES HIS WORKERS WITH TRAINING ON THE USE OF EQUIPMENT BIANNUALLY. HE PROVIDES SUFFICIENT PPE AND HAS SAFETY SUPERVISORS ON FIELD ALL DAY. HE ENSURES THAT THE PLANTS IN THE COMPANY ARE REGULARLY SERVICED. BEN, AN EMPLOYEE, WORKING ON A PLANT NOTICED THE MACHINE WAS CHURNING OUT DEFECTIVE PIECES. THE MACHINE STOPPED WORKING AND BEN SWITCHED OFF THE PLANT TO REMOVE THE DEFECTIVE PIECE BEFORE GOING TO REPORT TO THE SUPERVISOR. UNFORTUNATELY, AS HE PUT HIS HAND INSIDE, THE MACHINE SUDDENLY SWITCHED BACK ON AND MANGLED HIS LEFT ARM.
  • 201. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • ILLUSTRATION 2: • A-Z PLC PROVIDES HOUSE PAINTING SERVICES. ALEX, THE OWNER, ARMS HIS WORKERS WITH SUFFICIENT TRAINING AND INFORMATION DONE BY CERTIFIED HEALTH AND SAFETY EXPERTS. ALEX ALSO PROVIDES WORKERS WITH MANUALS, VIDEOS AND OTHER RELEVANT MATERIALS TO ENSURE THEIR SAFETY. HE HAS A SAFETY SUPERVISOR GO WITH THEM TO EACH HOUSE- PAINTING JOB, ALL AT AN EXTRA COST TO ALEX. ON SITE ONE DAY, THE LADDER ON WHICH ONE OF HIS WORKERS STOOD TO WORK SHIFTED AND TOUCHED AN OVER GROUND ELECTRICITY CABLE BURIED UNDER SAND. THE WORKER WAS ELECTROCUTED AND FATALLY INJURED.
  • 202. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • WHAT IS THE RESPONSIBILITY OF EACH EMPLOYER UNDER THE HSWA AND THE LSHB IN EACH SCENARIO? • UNDER THE HSWA, THE EMPLOYER IS HIGHLY LIKELY TO BE LET OFF THE HOOK ONCE HE CAN PROOF THAT FOLLOWING HIS RISK ASSESSMENT, HE TOOK STEPS THAT WERE REASONABLE PRACTICABLE TO AVERT DANGER. • THE EMPLOYER UNDER THE A JURISDICTION WHERE THE BILL WOULD APPLY IS UNLIKELY TO ACHIEVE THE SAME RESULT. HE IS LIKELY TO BE STRICTLY LIABLE.
  • 203. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THIS MARKS THE DIFFERENCE BETWEEN THE NATURE OF THE DUTIES UNDER THE HSWA ON ONE HAND AND THE BILL ON THE OTHER.
  • 204. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • IMPLICATION: • THE EMPLOYER IS MORE LIKELY TO ENSURE THAT HE DOES NOT BECOME STRICTLY LIABLE FOR THE DANGERS THE EMPLOYEES MIGHT FIND THEMSELVES RATHER THAN ENSURING THE SAFETY OF HIS WORKERS. • THAT THE STYLE OF THE BILL MAY NOT BE ANY DIFFERENT FROM THE PRESCRIPTIVE ACT THAT IT INTENDS TO IMPROVE UPON.
  • 205. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • OBSERVATIONS: • THAT OUR DRAFTSMEN PLACE A LOT OF RELIANCE ON LAWS FROM FOREIGN JURISDICTIONS PARTICULARLY THE UK • WHILE IT IS NOT DISPUTED THAT LESSONS MAY BE DRAWN FROM OTHER JURISDICTIONS ESPECIALLY THOSE THAT APPEAR TO HAVE BETTER RESOLUTIONS OF ISSUES IN THEIR LEGISLATIVE ENACTMENTS, CERTAIN FACTORS MUST HOWEVER BE TAKEN INTO CONSIDERATION.
  • 206. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • THE MOTIVATION BEHIND SUCH ENACTMENTS • LEGAL, SOCIO-CULTURAL, POLITICAL AND ECONOMIC VALUES OF THE JURISDICTION UNDER STUDY. • ONCE THIS IS DONE, ONLY THEN CAN THE QUESTING JURISDICTION DECIDE WHETHER TO RELY OR NOT.
  • 207. LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER? • CONCLUSION: • IT MAY NOT BE TOO LATE IN THE DAY FOR THE LEGISLATION TO RETRACE ITS STEPS AND DO WHAT IS RIGHT. • ACCORDING TO OPUTA JSC IN THE CASE OF FEDERAL CIVIL SERVICE COMMISSION V LAOYE (1989), • “IT IS FAR BETTER TO ADMIT AN ESTABLISHED MISTAKE AND CORRECT SAME RATHER THAN PERSEVERE IN ERROR”
  • 208. •THANK YOU FOR LISTENING!!!
  • 209.
  • 210.
  • 211. Value to a lay-man can be define as:  Giving importance to something  A person’s principle or standard of behaviour
  • 213.  A prevention culture to accidents and injuries  Is aimed at zero accident everywhere  It is data-driven
  • 214.  It is outcome driven  Zero-tolerance  It is not fault finding  It is collaborative across agencies, organization and departments
  • 215.
  • 216.
  • 217.
  • 218. Four principles of Vision Zero is based on:  Ethics  Responsibility  Safety  Mechanisms for change
  • 219.
  • 220. Is Vision Zero a realistic approach?
  • 221. There are of course some critics on Vision Zero. Some say it is impossible to attain, due to the inherent risks in the nature of the industry and work. Some say it is too ambitious and will cause us to become disheartened and disillusioned when we see ourselves failing to meet the goal year after year. Others say it will discourage the reporting of injuries in order to keep up a false appearance of zero injuries.
  • 222. 2013
  • 223.  Implementation of various changes through strong legislative requirements,  Infrastructure improvements  Technological improvements
  • 224.  Many organisation have implement the Factory Act into their system  Health & Safety has become a value to them  Vision Zero is a global focus  It is practicable in Nigeria
  • 225.  Delay in implementation of legislation  Inadequate knowledge in the technology: illiteracy imbalance  Behavioural attitude of human to changes in culture  Poor infrastructure and disjointed management
  • 226.  Effectively implementing policy & legislation  Changing organisational practices  Fostering coalitions & networks  Intensive enlightenment  Educating providers  Strengthening individual knowledge & skills
  • 227. Safety Must Be a Value – Not Just a Priority
  • 228.
  • 229.
  • 230. …the logical 1st choice Driving Change, Creating Value …through Audits A presentation at WASHEQ 2015 By EZEKIEL T. OGULU IRCA Certified QHSE Lead Auditor
  • 231. …the logical 1st choice CONTENT  Definitions  Change, value and strategic actions  Driving change, creating value …through audits  Process approach to QMS, EMS and OHASMS  Auditing to drive change and create value  What and how to check  Final word
  • 232. …the logical 1st choice LEARNING OBJECTIVES  At the end of this interactive session, participants should be able to: Appreciate management systems as strategic actions for organizational transformation Understand the importance of audits in management systems Understand the transformational ability of process approach to audits Add value to management systems through audits Know what and how to check.
  • 233. …the logical 1st choice DEFINITIONS  Change:  to make the form, nature, content, future course, etc., of (something) different from what it is or from what it would be if left alone  to transform or convert  Value:  estimated or assigned worth; valuation  to regard or esteem highly  This presentation, therefore, would be looking at how to transform the nature, content, future course, culture, etc., of an organization from what it is or from what it would be if left alone, to a different one, that would be highly esteemed, through audits.
  • 234. …the logical 1st choice CHANGE, VALUE AND STRATEGIC ACTIONS Change Value Strategic Actions e.g. implementation of Management Systems
  • 235. …the logical 1st choice MANAGEMENT SYSTEMS AS STRATEGIC ACTIONS
  • 236. …the logical 1st choice THE NECESSITY FOR AUDITS IN DRIVING CHANGE AND CREATING VALUE  Provide confidence about the implementation of strategic initiatives.  Facilitate achievement of the strategic objectives of top management.  Ensure compliance with standards.  Demonstrate organization’s ability to comply with customer, statutory, regulatory and other requirements to which the organization subscribes.  Ensure effective implementation and maintenance of the management system(s).
  • 237. …the logical 1st choice  Enhance improved performance by:  identifying preventive actions;  identifying opportunities for improvement;  identifying and reporting outstanding emphases on customer satisfaction; risk reduction; reduction in environmental impact;  identifying best practices in use in parts of the organization with a view to assessing for opportunities for replicating such practices in other areas;  testing efficacy of preventive and corrective actions being implemented.
  • 238. …the logical 1st choice CLASSIFICATIONS AND TYPES OF AUDITS Audit Classifications First Party Audit Second Party Audit Audit Types Vertical Horizontal Third Party Audit
  • 239. …the logical 1st choice DRIVING CHANGE, CREATING VALUE …THROUGH AUDITS  What is an audit?  ISO 9000:2005 and ISO 19011:2011 define an audit as a: “systematic, independent and documented process of obtaining audit evidence and evaluating it objectively to determine the extent to which audit criteria are fulfilled.  Auditing principles:  Integrity; Independence; Evidence-based;  Due professional care; Confidentiality; Ethical;  Fair presentation; Cooperation and Trust.
  • 240. …the logical 1st choice PROCESS APPROACH: WHAT IS IT? PROCESS A set of interrelated or interacting activities which transform inputs into outputs Input Output Controls Resources A desired result is achieved more efficiently when activities and related resources are managed as a process
  • 241. …the logical 1st choice Interrelated and interacting processes Process A Process C Process B Process D Input Output Controls Resources
  • 242. …the logical 1st choice Process Approach Summary  An organization needs to identify and manage many activities in order to function effectively.  Any activity using resources and managed in order to enable the transformation of inputs into outputs can be considered to be a process.  Often the output from one process directly forms the input to the next process.  The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management, can be referred to as a “process approach”.
  • 243. …the logical 1st choice AUDITING FOR SUSTAINABILITY: PROCESS APPROACH TO QMS AUDITING A1 A2 A3 PURCHASING PROCESS 7.4.1 7.4.2 7.4.3 7.4.1 Issues 7.4.2 Issues 7.4.3 Issues CA Input (Desired) Output Controls Resources 6.1; 6.2.1; 6.2.2, 5.5.1, 5.5.3; 6.3, 7.6; 6.4 5.4.1, 5.5.1, 7.2.1, 7.2.2, 7.2.3, 7.3.3, 8.5.3 7.5.1, 7.1, 7.2.2, 8.2.2, 5.6.1-3 7.5.2, 8.2.3, 8.2.4, 8.2.1,8.4, 8.5.1 8.5.2 NC 8.3
  • 244. …the logical 1st choice PROCESS APPROACH TO ENVIRONMENTAL MANAGEMENT SYSTEM CA Input Op, legal & other Controls/Reqts M&M – KPI; Effectiveness of Control, etc. Material, Tech., Finance, etc. Man, Emergency Resp. & Prep (Desired) Output A1 A2 A3 PURCHASING PROCESS Impact
  • 245. …the logical 1st choice AUDITING TO REDUCE IMPACT Environmental Process to Reduce Impact (Desired) Output Impact 4.5.3 CA 4.3.1 Env. Aspect; 4.3.2, 4.3.3, 4.5.3 4.4.6 How? Op & other Controls 4.5.1, 4.5.2, 4.5.3, 4.5.5, 4.6 M&M – KPI, Effectiveness of Control, etc. 4.4.1 What? – Eqpt, Facility, System, Material, Tech., etc. 4.4.2, 4.4.1, 4.4.3, 4.4.7 Who? – Competence; Awareness; Comm.; Roles, Responsibilities & Authority: Emergency P&R NC
  • 246. …the logical 1st choice WHAT AND HOW TO CHECK  Verify that they have done aspects and impacts assessments for new and planned developments.  Sample from significant aspects, particularly, the most significant. Follow the whole process for each aspect.  Check interrelated and interacting processes.  Confirm that statutory, regulatory and other requirements are being fulfilled.  Walk-about (walk-through) is an important monitoring and measurement approach for general waste.  Establish that the system is effective/efficient.  Check samples NOT transactions.
  • 247. …the logical 1st choice AUDITING TO REDUCE RISK OH&S Process to Reduce Risk CA 4.3.1 HIRAC; 4.3.2, 4.3.3, 4.5.3 4.4.6 How? Op & other Controls 4.5.1, 4.5.2, 4.5.3, 4.5.5, 4.6 M&M – KPI, Effectiveness of Control, etc. 4.4.1 What? – Eqpt, Facility, System, Material, Tech., etc. 4.4.2, 4.4.1, 4.4.3, 4.4.7 Who? – Competence; Awareness; Comm.; Roles, Responsibilities & Authority: Emergency P&R (Desired) Output Risk NC 4.5.3
  • 248. …the logical 1st choice WHAT AND HOW TO CHECK IN THE OH&S MS ADUDIT  Verify that they have done Hazard Identification & Risk Assessments, Determination and Control for routine and non-routine activities.  Sample from high risk, particularly, the top 2 risks. Follow the whole process for each of these risks.  Check interrelated and interacting processes.  Confirm that statutory, regulatory and other requirements are being fulfilled.  Walk-about (walk-through) is an important monitoring and measurement approach for gauge house keeping and OH&S implementation.  Establish that the system is effective/efficient.  Check samples NOT transactions.
  • 249. …the logical 1st choice FINAL WORD  Audits are great agents for driving change and creating value in any organization.  They are very expensive – handle with care!  Have an audit programme that is designed to drive change and create value.  Plan, execute and report the audit appropriately.  Pay attention to post audit activities.  Audits provide a veritable tool for making a difference in organizations, particularly, when process approach is applied.  Therefore, add value to every system you audit.
  • 250. …the logical 1st choice Thank you EZEKIEL T. OGULU www.bjchris.com ezekiel.ogulu@bjchris.com +234 809 062 2735 +234 803 781 9578
  • 251. TRANSLATING VISION TO ACTION: December 5, 2015December 5, 2015December 5, 2015December 5, 2015 ROLES OF SAFETY PROFESSIONALS
  • 252. Learning Outcomes Overview of SHE vision Incident Figures and SHE status in West Africa and Nigeria Safety vision and Action SHE Leadership : Safety Performance, Communicating SHE to Executive: Returns on Safety SHE Professional Will Power and best Practices
  • 253. Vision is Good We have vision yet there are still accidents in our workplaces claiming millions of lives yearly.
  • 254. Safety Slogans TheseTheseTheseThese areareareare wellwellwellwell craftedcraftedcraftedcrafted slogansslogansslogansslogans bybybyby SafetySafetySafetySafety professionalsprofessionalsprofessionalsprofessionals totototo leadleadleadlead usususus awayawayawayaway fromfromfromfrom accidentaccidentaccidentaccident.... WeWeWeWe knowknowknowknow whatwhatwhatwhat wewewewe wantwantwantwant –––– ZEROZEROZEROZERO INCIDENTINCIDENTINCIDENTINCIDENT butbutbutbut wewewewe maymaymaymay nevernevernevernever getgetgetget whatwhatwhatwhat wewewewe wantwantwantwant ifififif wewewewe continuecontinuecontinuecontinue totototo havehavehavehave VISIONVISIONVISIONVISION alonealonealonealone....
  • 255. InInInIn thethethethe midstmidstmidstmidst ofofofof ourourourour vision,vision,vision,vision, regulationsregulationsregulationsregulations andandandand policies,policies,policies,policies, wewewewe stillstillstillstill havehavehavehave hugehugehugehuge figuresfiguresfiguresfigures suchsuchsuchsuch asasasas thesethesethesethese onononon ourourourour statisticalstatisticalstatisticalstatistical boardsboardsboardsboards.... WhereWhereWhereWhere goesgoesgoesgoes ourourourour visionvisionvisionvision asasasas safetysafetysafetysafety professionalsprofessionalsprofessionalsprofessionals???? INCIDENT FIGURES
  • 256. Low level of Health and Safety culture or awareness among the Africa populace impacts negatively on HSE planning and its implementation. Approximately 20% of the Nigeria population working in the oil and gas sector of the economy are knowledgeable in HSE probably similar in other Africa nations , Therefore changing the culture across industry sectors in Africa is challenging. Facts: HSE Status
  • 257. Vision for HSE Having vision is good: Vision gets you to your goal quickly Vision guides you to your goal Vision drives you to your goal VISION alone will not make it happen. It may remain a fantasy.
  • 258. Through vision, we have regulations to guide our operations Through vision, we have coined several safety slogans Through vision, we have reduced accident Through vision, we have not been able to STOP accident. VISION & ACTION!!!
  • 259. VISION & ACTION!!! AsAsAsAs SafetySafetySafetySafety ProfessionalProfessionalProfessionalProfessional wewewewe mustmustmustmust tiretiretiretire VISIONVISIONVISIONVISION totototo ACTIONACTIONACTIONACTION totototo achieveachieveachieveachieve ZEROZEROZEROZERO INCIDENTINCIDENTINCIDENTINCIDENT IsIsIsIs VVVVisionisionisionision aaaa enough toenough toenough toenough to drive thedrive thedrive thedrive the desireddesireddesireddesired result ?result ?result ?result ?
  • 260. VISION & ACTION: Leadership Leadership means – The will to persuasion another person or group to pursue objectives or vision.
  • 261. VISION + ACTION: Leadership When you lead a safety talk or a toolbox session. You are in front of others, sharing an optimistic vision. Your competence drive you to Action Competencies are skills that define success. So how do you define the key competencies of safety leaders?
  • 262. LEADERSHIP: SHE Performance Leadership is crucial to safety results, As Safety leaders we forms the culture that determines what will and will not work in the organization’s safety efforts. Leadership, through its actions, systems, measures and rewards, clearly determines whether or not safety will be achieved in the organization.
  • 264. SHE LEADERSHIP QUALITIES: Confidence and Authority Instill respect & command authority Demonstrate knowledge & competence Exercise the power vested in your position Act confidently and decisively Admit mistakes Demonstrate respect for others Earn respect through your actions Lead by example Draw on knowledge and experience Remain calm in a crises/ emergency
  • 265. CONFIDENCE AND AUTHORITY: Executives Communication “As HSE leaders understand the business value of effective HSE in the context of our organizations is key ” Communicating the return on safety in a language that executives understand command authority and respect.
  • 266. SAFETY RETURN ON INVESTMENT : Executives Communication Even if incident and injury rates are communicated at the executive and board level of your company, EHS success still relies on executives’ understanding the rest of the EHS variables that come into play. More often than not, it’s not that workplace safety isn’t valued in your company, but rather its importance is not understood or valued from the perspective of these other business-blocks.
  • 267. What gets measured, gets managed. - Peter Drucker If you cannot measure it, you cannot improve it. - Lord Kelvin LEADERSHIP – Safety ROI Return on Investment (ROI) – A method of comparing business value of several initiatives. E.g. - 1 initiative takes an investment of N50,000 and resulted in N100,000 in savings per year for at least 3 years. - This would be an ROI of 6x or 600% (N100,000 x 3 years return ÷ N50,000 investment). Base on the above the payback period would be 6month because the N50,000 investment is recovered within half of the first year, benefits, which N100,000 per year.
  • 268. LEADERSHIP – Return on Safety Base on the above our Safety ROI on this initiative, we have a very high confidence level that EHS initiative is justified for its business value
  • 269. HSE Professional: Will Power Verdict: We simply lack WILLPOWER to make things happen We are not ready to sacrifice our “daily bread” on the altar of saving human lives We always want to be “the good guy” in our workplace LACK OF OUR WILLPOWER HAS CONTINUED TO CAUSE PAIN IN THE HEART OF MANY PEOPLE
  • 270. Head or Tail ….? Remember that there are two sides to a coin. In an event ofRemember that there are two sides to a coin. In an event ofRemember that there are two sides to a coin. In an event ofRemember that there are two sides to a coin. In an event of accident, who wins?accident, who wins?accident, who wins?accident, who wins? Safety professionals should see it as a failure on their part ifSafety professionals should see it as a failure on their part ifSafety professionals should see it as a failure on their part ifSafety professionals should see it as a failure on their part if we fail to prevent incident .we fail to prevent incident .we fail to prevent incident .we fail to prevent incident .
  • 271. AsAsAsAs safetysafetysafetysafety leaders,leaders,leaders,leaders, ourourourour lacklacklacklack ofofofof WILLPOWERWILLPOWERWILLPOWERWILLPOWER continuescontinuescontinuescontinues totototo leaveleaveleaveleave painpainpainpain inininin thethethethe heartheartheartheart ofofofof millionsmillionsmillionsmillions ofofofof peoplepeoplepeoplepeople whosewhosewhosewhose lovedlovedlovedloved onesonesonesones suffersuffersuffersuffer oneoneoneone majormajormajormajor mishap/painmishap/painmishap/painmishap/pain.... Words, not enough
  • 272. Otis Redding Video : Pain in my heart
  • 273. To return every worker back home safely. Anything short of this is FAILURE Our goal as safety professionals
  • 275. References Abiodun Kamil Gbolahan - 2013 Successful Construction HSE Planning and Implementation: A practical Approach for Africa. http://assevirtualclassroom.org/virtualclassroomseminars/wp- content/uploads/2013/08/510_B_Session_No.510B_Successful_Constrcution _HSE_Planning_and_Implem.pdf Adrian Bartha - How to Demonstrate the Return on Safety to C-Level Executives eCompliance.com www.ecompliance.com Institute of Safety professional of Nigeria - ISPON Act 2014 Prichard R. Owner Safety Leadership, Arcanum Professional Services Feburary, 2004 http://www.irmi.com/expert/articles/2004/prichard02.aspx HSE Books 2004 Leadership for the major hazard industries: Effective health and safety management Leaflet INDG277(rev1) www.hse.gov.uk/pubns/indg277.htm
  • 277.  I am not here to speak to you on OHS systems and their applications. But my lecture this morning will focus mainly on workers in our society who do not need to understand these stuffs before we save their lives from disabling occupational injuries and diseases. They need your help and my help; they are the forgotten majority, the suffering majority, the ignorant majority. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 278.  My PhD field work took me to their corridors. Observing the way they work and the hazards they are exposed to when carrying out their tasks is heart breaking. Preaching the “gospel” according to occupational safety and health to them is like trying to squeeze water out of a stone. They are exposed to hazards and they are hazards. They took risks and they are risks. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 279.  But without them we remain uncovered. From head to toes they are involved in our lives. They make us look handsome and beautiful but not protected from hazards inherent in changing our looks. They are always rendering assistance, though not free when the cars refused to start. They took our dirt away to remain their casual neighbours. They climbed to put roofs over our heads. But who can help them to be saved from working in unsafe acts and unsafe conditions? Do we really care? : The forgotten majority! VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 280.  The International Labour Organisation has defined the informal sector as, “very small-scale units producing and distributing goods and services, and consisting largely of independent, self-employed producers in urban areas …’’ (ILO Dilemma 1991 in Mhone 1996).  Inevitably, these are the engines of our economy. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 281. “they generally live and work in appalling, often dangerous and unhealthy conditions, even without basic sanitary facilities, in the shanty towns of urban areas.’’ -Mhone (1996) VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 282.  Most common types of trades in this sector include building construction, electronic repairs, brick making, carpentry, metal work and auto-mechanic repairs. The sector in most cases provides jobs for the ever increasing masses most especially youths and those who are released from formal employment. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 289.  The followings were results of a study carried out in 22 randomly selected mechanic workshops (as a representative of informal sector) covering 182 workers in Ibadan. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 291. S/N Workshops No of Workers % Of Workers Cumulative % 1 Abioye 2 1.1 1.1 2 Aduloju 8 4.4 5.5 3 Ajao Bus Stop 32 17.6 23.1 4 Alademimo 4 2.2 25.3 5 Audu 1 .5 25.8 6 Ayo 2 1.1 26.9 7 Benbo 1 .5 27.5 8 Bimbo 5 2.7 30.2 9 Eleyele 20 11.0 41.2 10 Ifepodun 1 .5 41.8 11 ifesowapo 1 0.5 42.3 12 Irepodun 1 0.5 42.9 13 Irepowa 2 1.1 44.0 14 Iyana 15 8.2 52.2 15 Iyanganku 20 11.0 63.2 16 Mechanic Engineer Village 1 .5 63.7 17 Mechanic village 20 11.0 74.7 18 Mobil 18 9.9 84.6 19 Okebola 23 12.6 97.3 20 Olaniyi 1 .5 97.8 21 Prince 3 1.6 99.5 22 Rambo 1 0.5 100.0 Total 182 100.0 Table 1: Location of Workshops/ Distribution of Workers VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 292. Job type Frequency Percent Cumulative Percent Auto Mechanics 75 41.2 41.2 Panel Beater 30 16.5 57.7 Battery Charger 13 7.1 64.8 Welder 22 12.1 76.9 Auto-electrician 16 8.8 85.7 Auto-Painter 26 14.3 100 Total 182 100 Auto mechanic technician accounted for 41.2 % of the study population. It was also discovered that they were either the landlords or team leaders while other craftsmen joined them to render support services. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 293.  On knowledge of occupational health and safety and consequences of exposure to workplace hazards; 74.6% of the study population did not have any knowledge of occupational health and safety while 92.3% were not aware of consequences of exposure to hazards inherent in their jobs. Frequency Percent Cumulative Percent Yes 46 25.3 25.3 No 136 74.7 100 Total 182 100 VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 294. Frequency Percent Cumulative Percent Yes 14 7.7 7.7 No 168 92.3 100 182 100 Few of the subjects (7.7%) had some insight into the occupational health and safety hazards of their workplaces while 92.3 % of the study population generally lacked thorough factual occupational health and safety knowledge. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 295. Frequency Perce nt Cumulative Percent Yes 4 2.2 7.7 No 178 97.8 100 182 100 97.8% of the study population did not consider safety as a priority while carrying out their jobs. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 296. Training on how to work safely  On participation in occupational health and safety programme, only 3.3% of the workers have ever participated in occupational health and safety programme, likely to be when they worked in a formal sector. Frequency Percent Cumulative Percent Yes 6 3.3 3.3 No 176 96.7 100 182 100 VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 297. Operation of fire extinguishers Only 64 (35.2% ) of the study population had fire extinguishers in their workshops while only 10 (15.6%) knew how to operate the fire extinguishers Frequency Percent Cumulative Percent Yes 64 35.2 63.2 No 118 64.8 100 182 100 VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 298. Frequency Percent Cumulative Percent Yes 13 7.6 7.6 No 169 92.4 100 182 100 Most of the workers (92.4%) did not use any protective equipment while working. On further investigation most of them confessed of finding them inconvenience while working. Among the 7.6 % of the participants who were using PPE were painters and panel beaters whose exposure to chemical hazards were very obvious and visible. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 299. Job type Frequency of respondents (n=172) yes no Total Respondents absolute figure % absolute figure % absolute figure % Apprentice 35 28.1 11 23.9 46 26.7 Joining man 28 22.4 9 19.1 37 21.5 Master craftsman 62 49.6 27 57.4 89 51.7 % within total 125 72.7 47 27.3 172 100 A large percentage 72.7% (125) of the respondents as shown in the above table indicated that they had backache after work. This might have resulted from the nature of their jobs which was discovered to be physically demanding most especially panel beating and replacement of vehicles’ engines often carried out in poor postures. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
  • 300. Job type frequency of respondents (n=175) yes no Total Respondents absolut e figure % absolute figure % absolute figure % Apprentice 41 29.3 5 14.3 46 26.3 Joining man 31 22.1 6 17.1 37 21.1 Master craftsman 68 48.6 24 68.6 92 52.6 % within total 140 80 35 20 175 100 One of the effects of poor lifting technique is general weakness of he body often refer to as fatigue. 80% (140) of the respondents experienced this after work as shown in the above table. VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015