Overview of Meralco ESH Management13 Nov 2014
GREATER EMPHASIS FOR SAFETY AS THE 8TH CORPORATE VALUE
ESH CALIBRATED METRICS SPELLS ACCOUNTABILITY
Objective Indicators Target Unit Weight Remarks
LTI 0 Cases 10%
Fatality 0 Cases 5%
Safety Infrigement (B, C, D, E) 0 Cases 10%
Vehicular Accident Limit (Preventable)Sectors: 4
STS: 15Cases 10%
To reduce public accidents Volume of Public Accidents see PS Limits Cases 10%10% reduction from 2013
data
EnvironmentTo monitor environmental
performance.Environmental Contamination 0 Cases 5%
To promote internationally
acceptable ESH practiceISO Re/Certification 1 Certification 5% except Alabang
Public Safety Pocket Sessions 48 Sessions 10% Weekly or 4 per month
PS Tier 3 Planning & Coordination Meetings 4 Meetings 5%Quarterly meetings with
Networks/Sectors
To prevent accidents in the
workplace.Local ESH Committee Meetings 12 Meetings 5% Monthly meeting
Tree Planting 1 Activity 5%
PCO Accreditation 1 Employee 5% for designated PCO
Compliance to SMR, PTO &DP requirements 100% Percentage 5%Submit accomplished report
form to SEM for processing
To optimize use of util ities Resource Optimization 100% Percentage 5%
Fuel Efficiency 1%; water
consumption 2%; KWH
consumption 1% from 2013
baseline
Health
To provide healthy working
conditions to prevent occupational
i l lnesses among employees.
Annual PE 100% Percentage 5%
All regular employees. To
include BMI baseline data
as benchmark for 2015
improvement program.
Networks per ESH Committee
To monitor safety performance.
To campaign public safety
Safety
LAGGING INDICATORS
LEADING INDICATORS
Safety
To monitor legal compliance of
facil ities
Environment
EVEN NON-LINE PERSONNEL HAVE SAFETY ACCOUNTABILITIES
CRS- HMB per BC
Objective Indicators Target Unit Weight Remarks Validation
LAGGING INDICATORS
Safety
To monitor official duty safety performance
LTI 0 Cases 10% Documented report
Fatality 0 Cases 10% Documented report
To reduce public accidents Volume public accidentssee PS Limits
Cases 10% 10% reduction from 2013 data Public safety database
LEADING INDICATORS
Safety
To information activity to workers in building work sites
PS Campaign on Construction Sites 12Pocket
sessions20% Documented report
To implement and manage public safety activities
PS Tier 3 Planning & Coordination Meetings
4 Meetings 10%Quarterly meeting with Networks/Sectors
Documented report
Local BC ESH Gen Monthly Meet 12 Meetings 10% Monthly meeting Documented report
To exercise emergency knoweldgeand readiness
Emergency Drills 1 Drills 5% Fire / evacaution drills Documented report
EPRT Training as part of ESH meeting
4 Percentage 5%Discuss in 4 parts (quarterly), EPRT pocket training
Documented report
Environment To promote reforestation Tree Planting 1 Activity 10% Documented report
HealthTo determine occupational illnesses among employees.
Annual PE 100% Percentage 10%
All regular employees. To include BMI baseline data as benchmark for 2015 improvement program.
Documented report from CWC
100%
CRS-SME per Zone
Objectives Indicators Target Unit Remarks Validation
SafetyTo information activity to workers in building work sites
PS Campaign on Construction Sites 6Pocket
sessions100%
6 session per zone @ 7 SME zones
Documented report
SEM-ENGINEERS ARE ACCOUNTABLE FOR THEIR ASSIGNMENTS
Month Year Units Remarks
Sector SEM-Engineers
Lagging Indicators
LTI 0 Cases
Fatality 0 Cases
Safety Infrigement (B, C, D, E) 0 Cases
Vehicular Accident Reduction (Preventable) 4 Cases maintain 2013 target
Volume of Public Accidents see PS Limits Cases 10% reduction from 2013 data
Environmental Contamination 0 Cases
Leading Indicators
Lead Sector ESH Committee Meetings 1 12 Meetings once per month
Lead Sector General Safety Meeting 1 12 Meetings once per month
Lead BC General ESH Meeting 4 Meetings quarterly per BC
Lead in PS Pocket Session 1 12 Sessions once per month
PS Tier 3 Planning & Coordination Meetings 4 Meetings quarterly per BC & Sectors
Inspection: Sector Facilities 1 12 Meetings once per month
Inspection: Business Centers 6 ea BC Inspections Bi-monthly inspection
Inspection: Substations 3x ea s/s Inspections Trimestral inspection
Inspection: Line crew - Company (per work order) 8 96Inspections twice per week
Inspection: Line crew - Contractor (per work order) 8 96Inspections twice per week
Emergency Drills: Sector Facilities 2 drills Must include chem & medical emergency scenario
Emergency Drills: Business Center 1 drill per BC
DOLE BOSH Accreditation* 100 % *for 3yrs practitioner up
ESH Training 40 hours responsibility of the Head
Audit (Internal & External) 2 audits 1 internal & 1 external
PERFORMANCE IS REGULARLY REPORTED
DATA TRACKING IS NECESSARY (LTIR + TRIR)
The Lost Time Injuries Rate (LTIR) and the Total Recordable Injuries Rate (TRIR) are internationally acceptable safety performanceindicators. Meralco’s LTIR and TRIR limits are based on the 2012 LTIR and TRIR global average of the International Association ofOil and Gas Producers at 0.48 and 1.76, respectively.
INJURY PYRAMID BACKS THE TRIR & LTIR
EVERYTHING IS REPORTABLE BUT NOT EVERYTHING IS RECORDABLE.
PUBLIC ACCIDENT COUNTS ARE NOW A MEASURE OF PERFORMANCE
21 2014
1822
18
29
6 8
22
3 4 3 41 1
6 30
3
38
53
30
39 37
23
39
6
21
41
0
10
20
30
40
50
60
Alabang Balintawak Dasmariñas Manila Pasig Plaridel Rizal San Pablo Sta. Rosa Valenzuela
Public Accident per ESH Committee
YTD 2014 Jun-14 Limits
Alabang Angono Bacoor BalagtasBalinta
wakBaliwag
Batangas
CaintaCalamb
aCommonwealth
Dasmariñas
EspañaKamuni
ngLas
PiñasLucena Makati
Malabon
Malate MalolosMandaluyong
Marikina
Novaliches
PasigRoosev
eltRosario
SanPablo
SanPedro
Sta.Maria
TutubanValenzu
ela
YTD 2014 15 6 6 6 6 4 3 16 3 8 5 8 2 4 1 8 5 7 4 4 7 9 9 3 2 2 5 8 3 9
Jun-14 3 2 0 1 0 0 1 3 0 3 1 1 0 0 1 0 0 2 0 1 1 2 0 2 1 1 0 1 0 1
Limits 25 7 10 7 12 9 3 17 9 24 15 7 7 12 2 9 16 15 7 5 15 18 14 5 5 2 13 5 14 18
0
5
10
15
20
25
30
Axi
s Ti
tle
Public Accident per Business Center
CLOSE OUT OF ACCIDENTS ARE TRACKED2014 JUN FINAL INCIDENT REPORT MONITOR PER ESH COMMITTEE
ALA BAL DAS MNL MOC PSG PLA RZL SPL STR STS VAL Total
Table 1.0: INCIDENT CASES
1.1 Injurious Cases (Resulting to MTC, RWC, LTI, FAT. Count can be paired with 1.2, 1..3 and 1.4).
JUN 0 1 0 1 0 0 0 0 0 0 0 0 2YTD 0 2 1 2 1 0 1 0 0 2 0 0 9
1.2 Environmental Cases (Contamination: > Clean-up/remediation is required; no lasting impact on food chain, terrestial or aquatic life).
JUN 0 0 0 0 0 0 0 0 0 0 0 0 0
YTD 0 0 0 0 0 0 0 0 0 0 0 0 0
1.3 Vehicular Accident Cases (Involvement of company vehicles with or without personal injury).
JUN 0 0 0 0 1 1 3 0 0 0 0 5
YTD 0 0 0 0 5 1 6 14 0 9 0 20 551.4 Property Damage Cases (Facility damage with or without personal injury).
JUN 0 0 0 0 0 0 4 0 0 0 0 0 4YTD 0 0 0 0 0 0 18 0 0 0 0 0 18
1.5 High Potential Cases (Near-Misses. Untoward incident occurred but had the potential to cause injury, environmental contamination, and/or property damage).
JUN 0 0 0 1 0 0 0 0 0 0 0 0 1
YTD 0 0 0 1 0 0 0 0 0 0 0 0 1
Table 2.0: PRIMARY INVOLVEMENT CAUSES (Incident cases requiring reports. High-potential near misses are included). 2.1 Linework Cases (Linework activities resulting to personal injury, environmental contamination and/or property damage, were company vehicles/transports are not in transit).
JUN 0 0 0 2 0 0 0 0 0 0 0 0 2YTD 0 1 0 3 0 0 0 0 0 2 0 0 6
2.2 Vehicular Cases (Activities were vehicles/transports are in transit resulting to personal injury, environmental contamination and/or property damage > P20K).
JUN 1 0 2 0 0 0 0 0 1 0 3 0 7YTD 2 0 6 0 0 0 1 0 10 0 3 0 22
2.3 Other Cases (Activities other than linework and vehicular cases resulting to personal injury, environmental contamination and/or property damage > P20K).
JUN 0 1 0 0 0 0 0 0 0 0 0 1
YTD 0 1 0 0 0 0 0 0 0 0 0 0 1
Table 3.0: FINAL INCIDENT REPORT (FIR) MONITOR
3.1 Requiring FIR (Items 2.1, 2.2 and 2.3) .
JUN 1 1 2 2 0 0 0 0 1 0 3 0 10
YTD 4 2 6 3 0 0 1 0 7 2 3 0 283.2 Pending FIR (Count starts the day after incident until FIR is submitted to BRU Head).
< 45 days 1 0 2 0 0 0 0 0 2 0 0 0 5
> 45 days 3 0 4 0 0 0 0 0 5 0 0 0 12> 60 days 0 0 0 0 0 0 1 0 0 0 0 0 1
3.3 Reported FIR (Reports submitted to BRU Head).
JUN 0 1 0 2 0 0 0 0 1 0 3 0 7
YTD 0 2 0 3 0 0 0 0 7 0 3 0 15
% Completion YTD 0% 100% 0% 100% 100% 100% 0% 100% 100% 0% 100% 100% 54%
Note: This process only captures incident notification, incident investigation and final report submitted to the ESH Committee Head.
INVOLVEMENT IN PUBLIC SAFETY IS EXEMPLEFIED IN THE POCKET SESSIONS
PUBLIC SAFETY CAMPAIGNS
(Pocket Sessions)
June 2014 YTD 2014
Total Sector Total BC
S C S C S C
Alabang Sector 0 0 0 10
Alabang BC 0 0 2 10
Las Pinas BC 0 0 3 0
Balintawak Sector 0 1 0 1
Balintawak BC 2 0 17 1
Commonwealth BC 0 0 3 1
Dasmariñas Sector 0 0 0 0
Dasmariñas BC 0 0 10 0
Bacoor BC 0 0 2 0
Rosario BC 0 0 7 0
Manila Sector 1 9 44 36
Malate BC 1 6 0 15
Espana BC 0 3 0 12
Roosevelt BC 0 1 0 6
Tutuban BC 0 0 2 7
Pasig Sector 0 0 0 9
Pasig BC 2 0 4 2
Makati BC 0 0 6 2
Kamuning BC 0 0 5 3
Mandaluyong BC 0 0 5 4
Plaridel Sector 1 0 0
Sta. Maria BC 0 0 7 0
Malolos BC 3 0 11 0
Balagtas BC 1 1 22 3
Baliwag BC 0 0 4 0
Rizal Sector 0 7 0 6
Marikina BC 2 1 4 3
Cainta BC 0 4 15 0
Angono BC 0 2 3 3
Sta. Rosa Sector 0 0 24 0
San Pedro BC 4 0 8 0
Calamba BC 0 0 6 0
San Pablo Sector 0 0 3 0
Batangas BC 0 0 4 0
San Pablo BC 1 0 11 0
Lucena BC 0 0 7 0
Valenzuela Sector 4 0 0 0
Novaliches BC 0 0 4 0
Malabon BC 1 0 8 0
Valenzuela BC 0 0 10 0
Sub-Transmission
Services0 60 0
SUB-TOTAL 5 17 18 17 316 130
June TOTAL (Sessions conducted) 40
YTD TOTAL (Sessions conducted) 479
INSPECTIONS ARE HIGHLIGHTED
1 0 0 0 33 0 1 1 0 0 0 0 36
2 3 0 1 0 1 2 2 3 0 3 2 19
6 3 0 6 0 3 6 6 3 1 1 0 35
5 16 3 19 0 9 4 11 2 9 2 16 96
2 0 0 18 0 6 1 13 8 4 4 2 58
16 22 3 44 33 19 14 33 16 14 10 20 244
50 94 84 111 124 70 73 130 77 52 36 103 1004
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
1 4 5 4 2 1 3 2 2 1 1 2 28
total
SEM Engineer Inspection Performance Per Main Facility / Base of Operations
ALA BAL DAS MNL MOC PSG PLA RZL SPL STR STS VAL
June 2014 Tally
Inspections
*Sector / Base Facilities
*Business Centers
*Substations
*Line crew - Company (per work order)
*Line crew - Contractor (per work order)
June 2014 Tally
2014 Tally
Emergency Drills
*Sector Facilities
*Business Center
2014 Tally
VARIOUS PROGRAMS ARE NEEDED TO INSPIRE A SAFETY CULTURE
Competency Upgrade
Inspections
AuditsCOACH Cards
(BBS)
Rewards & Recognition
Risk Assessment
Management Reviews Communications
DIFFERENT ELEMENTS ACHIEVE A DEFINED OBJECTIVE OR PERFORM A COMMON FUNCTION IN AN EFFICIENT WAY.
INTERDEPENCE OF SYSTEMS IMPROVES CHANCES OF ESH MATURITY
ESH Management
System
Incident Reporting MS
Safe Work Systems
Crisis & Emergency
MS
Road Transport
SMS
Resiliency Plans
Contractor SMS
SAFETY MODEL
System
LeadershipCulture
System
• Technical and administrative requirements
• Knowledge based
Culture
• Shared values, attitudes, beliefs and behaviours. Shapers of decision making.
• Difficult to measure
Leadership
• Driving force for developing and enhancing safety culture.
• Establishes authority, accountability, resources, and goals
THE SAFETY MODEL IS THE INTERDEPENDENCE OF 3 ELEMENTS
SAFETY CULTURE MATURITY MODEL
PATHOLOGICAL
Who cares as long we’re not caught.
REACTIVE
Safety is important, we do a lot every time we have an accident.
CALCULATIVE
We have systems in place to manage all hazards.
PROACTIVE
Safety leadership and values drive continuous improvement.
GENERATIVE
(High Reliability Organizations)
ESH is how we do business around here.
TOOLS, NO MATTER HOW GOOD IT IS, WILL NOT GIVE THE DESIRED IMPROVEMENT UNLESS THE ORGANIZATION IS READY FOR IT.
Category PATHOLOGICAL REACTIVE CALCULATIVE PROACTIVE GENERATIVE
Characteristics • In denial • Messengers ‘shot’• Whistleblowers
dismissed or discredited
• Protection of the powerful
• Information hoarded• Responsibility shirked• Failure punished or
cover up• New ideas crushed
• Deal ‘by the book’• Conform to rules• Target = ‘zero’• Repair not reform• Information
neglected• Responsibility
compartmentalized • New ideas =
‘problems’
• Develop riskmanagement capability
• Enhance systems• Improve suite or
performance measures
• Develop action plans• Monitor review
progress• Clarify refine
objectives
• Active leadership• Safety management
plan widely known • Competent people
with experience• Accountabilities
understood• Advanced
performance measures
• Regular reviews• Range of emergency
responses catered for
• Strive for resilience of systems
• Reform rather than repair
• Actively seek new ideas
• Messengers rewarded
• Proactive as well as reactive
• Failures prompt far-reaching inquiries
• Flexibility of operation
• Consistent mindset = ‘wariness’
Description In disarray Organized Credible Trusting Disciplined
Strategy Sanction Direct Encourage Partner Champion
Type Vulnerable Rule Followers Robust Enlightened Resilient
SECRET OF SUCCESS: PLANNING IS IMPORTANT BUT EXECUTION IS KEY
TECHNICAL KNOW-HOW IS
A MUST
‘BUY-IN’ IS VITAL
PERSONAL COMMITMENT
IS CRITICAL
Accident prevention hinges on behavioural changes.