Safety+Matters Making the
Difference in Safety
P.07How To Choose the Right Safety
Metrics for Value and Focus
P.12Transformation to Total Workplace
Safety and Health – I Want Myself Safe
P.18What You Should Know
if You Are Injured at Work
Permit No: R151033465
ISSUE 01
2017
P.03
SISO 2016– YEAR IN
PERSPECTIVE
REPORTSTOP NEwS
top news02 Get-Together and Discussion
with Mr Chan Chun Sing, Secretary-General, National Trade Union Congress
reports03 SISO 2016 –
Year in Perspective 03 Report on 43rd Annual
General Meeting
feature07 How to Choose the Right Safety
Metrics to Create Value and Focus 12 Transformation to Total Workplace Safety and Health – I Want Myself Safe18 What You Should Know if You Are
Injured at Work?
membership28 Welcome New Members
advertisers04 XXI World Congress on Safety & Health at Work 2017 APOSHO 3206 Kee Safety Singapore Pte. Ltd.11 King’s – Honeywell Safety Products16 PDS International Pte Ltd
– BATA Industrials®16 PDS International Pte Ltd
– WORKSafe®19 MSA – The Safety Company22 Leeden National Oxygen Ltd24 QSS Safety Products (S) Pte Ltd25 Singapore University of Social Sciences
SISO mailing Address:Blk 167 Jalan Bukit Merah #02-13, Connection One, Tower 5, Singapore 150167
office tel: 6777 5185 Fax: 6777 6896email: [email protected]: www.siso.org.sgopening Hours: 9am – 6pm (Monday – Friday)
OFFICE BEARERS 2016 – 2018PresidentBernard Soh [email protected] PresidentNiranjan Arun Masurekar [email protected]. Secretary Roger B C Lim [email protected]. treasurerSeah Liang Bing [email protected]. Asst SecretarySam Ng [email protected]
Committee members:Chow Choy Wah [email protected] Daud [email protected] Law [email protected] Ong Pak Shoon [email protected] Yen Ping [email protected]
Hon. PresidentSeet Choh San [email protected]
ex-officio:Winston YewDeputy Director, Industry Capability Building Department, Workplace Safety and Health Council, Ministry of ManpowerHon. Legal Advisor:Lee Kwok Wengeditorial Committee:Ong Pak Shoon [email protected] Sarkar Kent ChaiDennis TayJason Tee
SAFETY MATTERS is a quarterly publication of the Singapore Institution of Safety Officers and copyright of the materials contained in this publication belongs to SISO. Nothing in here shall be reproduced in whole or in part without prior written permission from the Editor. Views expressed here are not necessarily those of SISO and no liabilities shall be attached thereto. All rights reserved.
Get-Together and Discussion with Mr Chan Chun Sing, Secretary-General, National Trades Union Congress
On 14 February 2017, the National Trades Union Congress (NTUC) hosted a “Get-Together and Discussion” with Mr Chan Chun Sing, Secretary-General, NTUC. About 50 members from a variety of industries attended the event, which was held at the Union Square located at Havelock II (formally known as Apollo Centre).
Following a warm welcome speech by Mr Vivek Kumar, Assistant Director General, NTUC, Mr Bernard Soh, President, SISO, presented a quick
update on the SISO Professional Standard for WSH Professionals.
The event’s highlight was the dinner where Mr Chan went around and engaged in conversations with the SISO members present. Laughter and merriment made the atmosphere at the event seemed like a ‘family gathering’ of brothers and sisters. It was a casual yet very meaningful and memorable event. Indeed, one SISO member quipped, “This is unforgettable because it’s the first time I had dinner on Valentine’s Day with a Minister!”
BRANdA LOhExecutive, SISO
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REPORTS
SISO 2016–Year in Perspective
of Accounts were tabled and approved at the meeting.The members present at the AGM noted that at the deadline of 1pm, 16 March 2016, for each position in the Executive Committee there was only one nomination form received. The members present at the AGM duly elected the following members as the Executive Committee for the term 1 April 2016 to 31 March 2018:
MAJOR EVENTS & hIGhLIGhTS IN 2016
SISO 42ND ANNUAL GENERAL MEETINGSISO’s 42nd Annual General Meeting was held on 24 March 2016 at the Furama Riverfront Hotel. It was attended by 103 Fellow Members, Professional Members, and Associate Members. The 2015 Annual Report and Statement
President Mr. Bernard Soh
Vice President: Mr. Niranjan Arun Masurekar
Honorary Secretary: Mr. Lim Boon Chiow Roger
Honorary Assistant Secretary:
Mr. Sam Ng Choon Wang
Honorary Treasurer: Mr. Seah Liang Bing
Committee Members:
Mr. Chow Choy Wah
Mr. Darajit Bin Daud
Mr. Eric Law Wei Kwang
Mr. Ong Pak Shoon
Mr. Tan Yen Ping
SISO ACADEMY PTE LTD – ANOTHER MILESTONE As the leading Institution representing workplace safety and health professionals
Report on 43rd Annual General MeetingSISO’s 43rd Annual General Meeting (AGM) was held on 24 March 2017, Friday, 7.30pm at Cinnamon Ballroom, Novotel Singapore Clarke Quay. A total of 111 members, comprising 2 Fellow members, 101 Professional members, 6 Associate members and 2 Corporate members, attended the AGM.
Mr Bernard Soh, President of SISO, welcomed the members to the 43rd AGM and delivered an engaging opening remarks, focusing on the competition for WSHO jobs in the foreseeable future and SISO’s Professional Standard for WSH Professionals. He also announced that the Committee for Private Education Singapore has certified that the
SISO Academy is registered as a Private Education Institution under the provision and regulation of the Private Education Act in Singapore. The registration period is valid for four years effective from 21 March 2017.
The Minutes of the 42nd AGM was confirmed at the meeting. The Annual Report and the Statement of Accounts for the Year ended 31 December 2016 which had been published on the SISO website were also confirmed and adopted at the meeting.
As there was no any other business for which notice in writing has been given to and received by the Honorary Secretary on or before 12 noon, 9 March 2017, the meeting ended at 9pm.
Following the adjournment of the AGM, the members stayed back for a sharing session, where Mr Seet Choh San,
Honorary President, SISO, spoke on the topic of “Re-Scaling of WSH Profession”. The members were informed of SISO’s plans to develop soft-skill courses to help SISO members and other WSH Professionals progress in their careers.
Safety Matters 03
(Continued on Page 05)
XXI World Congress
A Global Vision of PreventionLargest Congress for OSH held in Marina Bay Sands, Singapore from 3 – 6 September 2017!
World Congress offers a platform for the exchange of information and views to experts in occupational safety and health, representatives of enterprises and workers (the social partners), decision-makers in governments and public authorities, and anyone else active in occupational safety and health.
Inculcate the mindset of a paradigm shift for safety for all stakeholders.
Improve interconnected issues between work environment and employees’ health to protect and promote employees’ safety and health in the workplace.
Protect employees via sustainable strategies for promotion, protection and education for different demographics changes, gender and culture.
SISO Members will be able to attend the event at a special discount of SGD $600. Please kindly email SISO at [email protected] for the promotional code.
For more information, please visit https://www.safety2017singapore.com/schedule/
APOSHO 32
At the Forefront of OSH ProgressionOne of the longest running international OSH event held in Novotel Clarke Quay, Singapore from 7 – 9 September 2017!
The Asia Pacific Occupational Safety and Health Organisation (APOSHO) is an international body comprising non-profit professional organisations from 19 countries and districts devoted to the prevention of occupational accidents and diseases.
The APOSHO 32 Conference will explore Occupational Safety and Health progression in three important areas namely “Risk Management”, “Safety Culture”, and “Research”.
Take advantage of the rare chance to meet and network with leading OSH professionals from over 20 countries.
Exchange personal views with leaders from WSH Council, APOSHO, NSCS and SISO.
Develop required skills and competence in our workforce with main topics such as, “Mitigating Risks in the Workplace”, “Fostering a Safety Culture”, or “Latest Development for Safety”.
For SISO members, register before 1 May 2017 to take advantage of the special rate of SGD $350. For non-members please visit http://siso.org.sg/event-registration/1-events/1-aposho-32-event for more information about registration fees.
For more information, please visit https://www.siso.org.sg/conferences/upcoming-conferences
RepoRts
Safety Matters 05
(Continued on Page 20)
in Singapore, SISO believes that continuing professional development is a key strategy for building and upskilling the capabilities and competencies of WSH Professionals.
To enhance and align WSH learning and development for WSH Professionals, SISO set up a wholly-owned subsidiary named SISO Academy Pte Ltd. Incorporated on 6 May 2016, the Academy consolidates more than 40 years of WSH expertise and practices to focus on educational and capability-building programmes for WSH Professionals. It also serves the needs of local and regional entities by providing WSH programmes for both employers and the workforce to educate and promote the importance of ensuring a safe workplace and a safe and healthy workforce.
One of the key objectives of the Academy is to raise the professional standards and practices of WSH Professionals. This includes helping WSH Professionals to identify, plan and build up their skills, knowledge and attributes in order to stay current, employable, and to value-add and be future-ready, via a Career Progression Pathway.
The Career Progression Pathway (or CPP) is a 5-tier competency pathway that provides a career roadmap and identifies new and additional professional skills for continuous improvement and professional development. The CPP allows individuals to embark on and plan their learning journey through the different stages of the Pathway from a point at which they are comfortable with.
With the CPP, a WSH Professional would thus be able to chart a systematic lifelong learning journey, which equips him or her to stay employable, productive and be future-ready.
APOSHO 31 APOSHO 31 was held in New Delhi, India, from 4-7 April 2016 and both SISO and the National Safety Council of Singapore (NSCS) sent delegates
to participate in the event. At the conclusion of APOSHO 31, during the APOSHO Annual General Meeting, Mr Ameerali Abdeali, President, NSCS, and Mr Niranjan Masurekar, Vice President, SISO, jointly received the APOSHO Flag from Mr Satish Reddy, Chairman, the National Safety Council of India. The handing over of the APOSHO Flag symbolised the handing over of the Chairmanship of APOSHO from NSC India to SISO and NSCS who will be co-hosting APOSHO 32 in Singapore.
INSHPO ANNUAL MEETING The International Network of Safety and Health Practitioner Organisations (INSHPO) held their annual meeting in Vancouver, Canada from 14 to 24 September 2016. Mr Seet Choh San, who is also the Secretary-Treasurer of INSHPO, represented SISO at the meeting. Mr Seet took the opportunity to invite INSHPO members to visit Singapore for the XXI World Congress on Safety and Health at Work, as well as to propose and organise the Singapore Accord on the Standards of OSH Professionals in Singapore during the World Congress. Mr Andrew H S Tan, Executive Director, SISO Academy, and Ms Isabella Yeo, Manager, SISO
Academy, also attended the meeting to establish contacts for future developments at SISO Academy.
MOM-SISO MOBILE WORK-AT-HEIGHTS SAFETY CLINIC From August to November 2016, the Ministry of Manpower(MOM) and SISO collaborated and conducted a pilot programme called the MOM-SISO Mobile Work-at-Height Safety Clinic, where 16 SISO Professional Members volunteered to visit construction worksites to conduct safety clinics for workers to highlight and raise awareness of work-at-height safety.
The MOM tapped on the expertise of SISO professionals to engage and educate the supervisors/ workers for the sites. The aims were to provide the supervisors/workers with an efficient and effective understanding of problems related to working at height, as well as to recommend actions to resolve relevant Work-at-Height issues. At the same time, SISO professional members had the opportunity to work with the construction industry, especially those who were non-construction based registered WSHOs.
14TH SISO ANNUAL WSHO CONFERENCE The 14th SISO Annual WSHO Conference was held on 3 November 2016 at the Marina Bay Sands Convention Centre. With a theme of “Developing A Culture of Prevention”, the Conference had strong support from the Ministry of Manpower, the Workplace Safety and Health Council, the Workplace Safety and Health Institute, the National Trades Union Council, and the National Safety Council of Singapore. Guest-of-Honour, Mr Sam Tan, Minister
SISO 2016–Year in Perspective(Continued from Page 03)
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How to Choose the Right Safety Metrics to Create Value and Focus
Metrics are indispensable to workplace safety management. Traditionally, organisations measure accident rates (lagging indicators) because of legal and corporate requirements. And increasingly more organisations are measuring leading indicators to obtain a more complete picture of their safety performance.
The challenge in using leading indicators is to select the right ones. There are many leading indicators
available, but only a limited number will be useful at any particular stage of an organisation’s development, according to a study conducted by International Council on Mining and Metals. In a survey conducted by Campbell Institute, two-thirds of survey respondents said that leading indicators are highly important in their communications with company executives. During such conversations, the most commonly asked question is “How are leading indicators connected to actual EHS performance on lagging indicators?”
This article will explain how to choose the right metrics and subsequently, how to use them to demonstrate value and create focus.
“Unsafe acts are usually more difficult to correct than unsafe conditions. While you can fix a missing railing easily, you cannot fix a worker’s behavior with the same ease. However, unsafe acts contribute to more than 80% of the accidents.”
FEATuRE
Safety Matters 07
(Continued on Page 08)
Feature
Safety Matters08
ThE PROBLEMS OF uSING LAGGING INdICATORS Almost all companies measure the number of accidents or accident rate. These are also known as lagging indicators, as they indicate facts about past events. The problems of using lagging indicators are well known. In a nut shell, they
• do not direct and motivate prevention efforts
• do not tally with safety performance perfectly due to statistical randomness
• can be subjected to under-reporting and creative interpretation
ThE ChALLENGE IN uSING LEAdING INdICATORS Because of the limitations of lagging indicators, more organisations are using leading indicators to measure their performance. Common leading indicators include percentages of staff being trained, number of near misses reported in a year and number of audit findings closed. Leading indicators are proactive in nature – they precede accidents and are actionable.
The belief is that when the leading indicators improve, accident rate will drop. This belief is only true if the right activities are implemented. There are many leading indicators you can track, but not all of them move the needle in accident rate. Take the example of a manufacturing site where frontline employees understand the safety requirements, but behave unsafely because their supervisors prioritise production over safety. Providing more refresher training for them is not going to impact the safety performance. For the case above, although “percentage of workers trained” is a leading indicator, it does not lead to lower accidents. What is right for one company at a particular stage of its development may not be right for another company.
LuMINOuS INdICATORSFortunately, certain indicators can indicate the value of the implemented
activities. Think of it as building a healthy lifestyle. Your goal is to be free of illness, which is the lagging indicator. The leading indicators you might set are how often you exercise and the amount of ‘green’ food in your diet. To know whether these factors are effective, you enrol in a body checkup. Your blood pressure, heart rate and cholesterol level, to name a few elements, provide insights on whether you are on the right track. If the current level of cholesterol is high, your diet may not be healthy enough, and you would need to make an adjustment.
By definition, these body measurements are leading indicators. Yet they are special, in that they tell you whether other leading indicators are effective; and they also predict whether the lagging indicators are achievable. In other words, such indicators align the leading indicators to the lagging ones. For ease of reference, these indicators are separately termed as luminous indicators.
Unlike body checks, which can have several dozen luminous indicators, for workplace safety, there are only two key types for workplace safety: the number/percentage of unsafe conditions and the number/percentage of unsafe acts at the shop floor. These measurements are not new. However, when put into perspective with leading and lagging indicators, they illuminate the safety landscape of an organisation.
These indicators predict the risk of accidents, because accidents are directly caused by either unsafe conditions or unsafe acts. For accident
rates to drop, the number of unsafe conditions and acts at the shop floor must first decrease. If not, you would just be relying on luck to achieve zero accident.
These indicators also measure the overall effectiveness of the safety action plan (also known as the strategic plan or safety roadmap). For any action plan to be considered effective, it must improve workplace conditions or employees’ behaviour, one way or another. If it doesn’t do either of these things, it is not generating a return on its investment.
SETTING LuMINOuS INdICATORS FOR uNSAFE ACTSUnsafe acts are usually more difficult to correct than unsafe conditions. While you can fix a missing railing easily, you cannot fix a worker’s behaviour with the same ease. However, unsafe acts contribute to more than 80% of the accidents. Without reducing unsafe acts, achieving zero becomes impossible.
You begin measuring the luminous indicator for unsafe acts by defining a list of safety behaviours essential to safety improvement. In your workplace, what behaviours, when carried out by all the frontline employees, would make the workplace safer than it is now?
If you pinpoint such behaviours, put them together in a checklist, and then observe the frontline employees at work. You can quantify the behaviour as “percentage safe behaviour.” When this indicator
How to Choose the Right Safety Metrics to Create Value and Focus(Continued from Page 07)
FIG 1: RELATIONShIPS BETwEEN INdICATORS
Leadingindicators
Luminousindicators
Laggingindicators
impacts impacts
Measures efforts
Proactive in nature Predictive innature Reactive in nature
Measures overall effectiveness of Efforts
Measures endresults
Feature
Safety Matters 09
whEN LEAdING INdICATORS ARE uNSATISFACTORYWhen implementing your action plan, leading indicators allow you to measure the extent of completion of the activities. When leading indicators are not achieved, it is usually due to inadequate efforts from stakeholders. The stakeholders may have other priorities, may not see the value of these activities, or may simply be overstretched. In such cases, management support is required to reset priorities and push the agenda through.
Besides quantitative measurement, it is also important to measure the quality of a particular activity. In giving training, for example, you not only want the employees to participate in the training, but you want them to be able to recall the key information after attending. A corresponding leading indicator would be “the percentage of participants who are able to recall the key points.” If your quality-based leading indicators reveal that your activities are not working well, make adjustments! For example, if your
training does not build the desired skills and knowledge in frontline employees, you need to adjust the content or mode of delivery.
whEN LuMINOuS INdICATORS ARE uNSATISFACTORYLeading indicators reveal whether you are doing things right, while luminous indicators reveal whether you are doing the right things. When frontline employees are behaving unsafely despite attending training and acquiring the knowledge and skills, the leading indicators relating to training will be high but the luminous indicators will be low. This means that the action plan does not have the right components to reduce unsafe acts or conditions. New activities would need to be introduced while certain existing ones need to be reviewed. Doing more of the same thing usually does not work.
How do you know which action plan is right for your organisation? I learnt that the most powerful insights you can ever obtain to develop or adjust
your action plan do not come from outside the organisation; nor do they come from the safety department or top management. They come from the staff working on the shop floor. They are the end users of the safety programs. They are closest to the action. They offer a front-line perspective on organisational issues as well as the real reasons for their own behaviour. The key is to capture these reasons systematically through honest and open dialogues.
While unsafe acts directly cause accidents, they are never the root causes. There are reasons for the unsafe acts: maybe a procedure is not feasible, maybe frontline employees do not see the need for it, or maybe they lack suitable tools. If you don’t talk to the employees, you will miss the chance to address the underlying reasons.The underlying reasons for unsafe acts, also known as inducing factors, fall into four categories:
• Perceptions (person-related) – “in my experience, this is oK.”
• Mental lapses (person-related) – “i have forgotten…”
• Abilities (System-related) – “i know a spanner cannot be used for hammering nails, but we do not have a single hammer in the store.”
• Social environment (Culture-related) –“Nobody cares about safety here.”
While some inducing factors can be addressed directly by observers, other inducing factors require the attention of the management (e.g., when many frontline employees give feedback indicating that “Nobody cares about safety here”).
Analysing these inducing factors allows the management to obtain insights to tailor the action plan. With the right action plan, you have charted
(Continued on Page 10)
FIG 2: uSING METRICS TO FACILITATE dECISIOIN-MAkING
Actionplan
Implementactivities
Maintainmomentum
Obtainmanagementsupport oradjustactivities
Improvescope/quality ofobservation orinspection
No
No
Yes
Yes
Yes
Adjust actionplan
Measured byluminousindicators
Measured byleadingindicators
Measured bylaggingindicators
Accidentrate
reduced?No
Unsafeacts/condition
reduced?
Activitiescompleted
and ofgood
quality?
Feature
Safety Matters10
How to Choose the Right Safety Metrics to Create Value and Focus(Continued from Page 09)
the shortest route to safety success. Walking diligently down a route does not necessarily move you closer to zero accident. You have to choose the right route and then march forward.
Once you have the right action plan in place, setting the leading indicators becomes easy. (Refer Table 1).have not been included inside the observation or inspection list.
whEN LAGGING INdICATORS ARE uNSATISFACTORYWhen an action plan is well-developed and well-implemented, the leading and luminous indicators should improve, and the accident rate should be reduced. When the luminous indicators improve but lagging indicators remain consistently high, the luminous indicators have probably not been measured accurately. Two reasons may have caused this to happen. One, the
scope of inspection or observation may not be comprehensive enough; key unsafe acts or conditions have not been included inside the observation or inspection list. Two, the quality of observation or inspection may be low; observers are accepting unsafe acts or condition as normal. As a result, the luminous indicators do not reflect the actual risks on the shop floor. Such an instance requires a recalibration of the ways in which the luminous indicators are being measured.
CONCLuSIONUsing a metrics-driven approach paints a clear picture of performance and makes a complicated safety world less so. If you were to use such an approach and achieve zero accident, not only would you be able to explain how it has been achieved, you would also know how to duplicate the results year after
year. When things don’t work out, you would know exactly what needs to be done and can focus finite resources on the activities that really matter.
To quote Epstein & Birchard (author of “Counting What Counts”), “Measures have great power, almost like genetic code, to shape action and performance...Change the measures, and you change the organism.”
References Birchard.B. and M.J. Epstein. Counting What Counts: Turning Corporate Accountability to Competitive Advantage. New York: Basic Books, 2000.
Campbell Institute. Transforming EHS Performance Measurement through Leading Indicators. Presented at NSC Congress & Expo, 2013.
International Council on Mining and Metals, Overview of Leading Indicators for Occupational Health and Safety in Mining, 2012.
Galloway, S.M. and T. L. Mathis. Steps to Safety Culture Excellence. New York: Wiley, 2013.
Spitzer, D. R. Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success. New York: Amacom, 2007.
WSH Council, WSH Guidelines- Process Safety Performance Indicators, 2012.
TABLE 1: ACTIVITIES ANd LEAdING INdICATORS RELATING TO uNSAFE ACTS
Inducing factors Possible activities for the action plan Leading indicators examples Luminous indicators
Perception- related
• Communicate safety risks and precautions
• Collate relevant videos and case studies
• Real-life demonstration of “what can happen”
• Number of briefings conducted• % completion of action items• Number of frontline employees
with ‘perception’ issues based on behaviour observation
• % safe behaviours • % safe behaviours
based on o Work areao Timingo Job tasks
Mental lapses • Set-up signages and reminders at key locations
• Briefing on safety requirements • Memos on notice board
• % completion of action items• Number of frontline employees
with ‘mental lapse’ issues based on behaviour observation
Abilities (System-related)
• Completion of action items relating to equipment purchase or revision of procedures
• Provide specific training
• % completion of action items• Perception survey of frontline
employees about new procedures, equipment, training
• % of people attending training• % of people able to
recall the key points• Number of frontline employees
with ‘abilities’ issues based on behaviour observation
Social Environment (Culture-related)
• Involvement of management team in communication and inspection
• Attend leadership workshop • Redefining of manager and
supervisor roles in safety• Setting up accountability
system in safety• Number of behaviour
observations per manager
• Number of items completed by managers
• Perception survey of safety leadership
• % of action items completed• Perception survey of safety climate• Number of frontline employees
with ‘social environment’ issues based on behaviour observation
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Safety Matters12
Transformation to Total Workplace Safety and Health – I Want Myself Safe
Keywords: vulnerable, management, communication, in-situ risk assessment
ABSTRACTThere is always a solution to a problem, provided we are committed to find the solution. The target of zero safety and health incidents is achievable provided we learn from past incidents,which are followed up with timely major transformations. Zeal in formulating transformation strategies with action plans will lead to total workplace safety and health excellence.
INTROduCTION TO TRANSFORMATIONPetrochemical Corporation of Singapore (PCS) is an upstream company of the Singapore Petrochemical Complex in Jurong Island, incorporated in August 1977. PCS has been operating two ethylene cracker plants with the first plant since February 1984, supplying high quality monomers such as ethylene, propylene, acetylene, butadiene and benzene to companies within the island.
LuCAS NG hONG kIANGGeneral Manager of Plant
Petrochemical Corporation of Singapore
(Private) [email protected]
“Timely major transformation strategy would break through vulnerable situation for Total Workplace Safety and Health excellence”
Both occupational safety and process safety are crucial to ensure safe, stable and reliable operations. This article concentrates on occupational safety, and we welcome further engagement as it has been our practice to share best practices with the community.
PCS had a painful falling-from-height incident in 2004. Learning from that incident, PCS Management made major changes to the then Health, Safety and Environment (HSE) management system, over and above the Process Safety Management System.
We strongly believe that there is always a solution to a problem and a zero incident target is achievable, and we have since rolled out several initiatives in mitigating various issues encountered in the past. The outcome is that, as of now, PCS has achieved more than 12 years lost time incident (LTI) free, and achieved 35-million worked hours LTI free on 18 August 2016. To-date, we accumulated more than 36-million
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Safety Matters 13
worked hours LTI free. We are honoured to have been a bizSAFE Mentor – a position conferred by the Workplace Safety and Health Council since 2011.
MANAGEMENT OwNERShIPMany incidents of various natures had occurred elsewhere that make us feeling vulnerable as similar incidents could occur at our own workplace if we are complacent. There is great concern for the 66 fatalities at work in Singapore in 2016: that was a workplace fatality rate of 1.9 per 100,000 employed persons, while another 13,000 workers suffered from major and minor injuries1. The management’s feeling of constant safety and health concern would translate into taking ownership of their own workforce’s wellbeing. Additionally, management should never bet on luck. They should never set aside a budget to “wait” in covering incident costs as well. Instead, they should use the lessons learnt from incidents occurring elsewhere for proactive safety and health management.
The positive approach is to design workplace safety and health measures with special attention paid to
construction sites and road works; and plan for an incident-free workplace with adequate risk assessment, complete with mitigation measures in reducing risk to as low as reasonably practicable (ALARP).
In PCS, we subscribe to Responsible Care® 2 where Management takes ownership and responsibility not only in workplace safety and health but also process safety, environment and security for the entire workforce including contractors. The CEO (Managing Director) chairs the Responsible Care (RC) Committee (refer to Fig. 1) which encompasses Health Safety and Environment (HSE) Management Committee, Safety & Health Working Committee, HSE Promotion Committee, Contractors HSE Committee and several functional (departmental) HSE Committees. The General Manager of plant operations chairs the HSE Management Committee executing the corporate HSE objectives and achieving set targets.
The PCS RC Committee organisation is well above regulatory requirements which is the Safety & Health Working
Committee, represented by operators (workers), supervisors and managerial staff. Another unique set up is that the Contractors HSE Committee is supported by the Petrochemical Complex Contractors Association (PCCA)3 such that the chairperson is seating in the RC Committee. The corporate responsibility of Safety and Health is not the sole duty of safety and health personnel as it has been entrenched in all workforces, including in-house contractors.
MANAGEMENT MuST hAVE hOLISTIC ACTION PLANS Holistic action plans cover not only planning for a particular job, workplace preparation, risk assessment that leads to the approval of job execution through permit-to-work, but also in-situ risk assessment (iRA)4 before commencement of work. It seems to be a lengthy process, it ensures safe workplace condition for job execution as workplace conditions might have changed following the initial risk assessment. For example, the wet workplace following rainfall would change the working conditions significantly requiring additional risk mitigation measures. Of course, the
FIG 1
(Continued on Page 14)
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Safety Matters14
time taken for iRA varies depending on the complexity of the workplace.
The adoption of a hierarchy in risk control forms the basis of reducing risk to the ALARP through elimination, substitution, engineering/isolation, training/administrative control and using personal protective equipment as a last resort. These are familiar processes we should never ignore or miss as elimination and substitution are more effective risk controls.
Cultivation of safety culture unique to one’s organisation should be part of the plans such that individuals would follow rules and regulations even if no one is around. It would then transform the “You want me safe” mindset to “I want myself safe”. From experience, a safety culture can be cultivated through various corporate activities, including that of workplace safety and health. This is a more caring approach.
MANAGEMENT TO TAkE LEAd – TOP-dOwN ANd BOTTOM-uPA top-down and bottom-up management approach facilitates effective communication throughout the entire organisation5. In particular, the two-way communication between senior management and the larger workforce of different levels. The proactive management leadership in a mature safety culture environment certainly removes all barriers in the two-way communication.
TWO-WAY COMMUNICATION – TOP-DOWNManagement as leaders with a sense of vulnerability/chronic unease would be proactive in leading their teams towards a safe direction as they are vigilant in all safety risks. Along the way they would cultivate safety culture and preserve it.
Senior management must also be visible to the line managers and workers, walking the talk and be at work sites to understand the workplace status. This is so that the timely rectification of workplace deficiency or unsafe condition could be expedited.
For the outsourced contract workforce, management should treat contractors as partners working closely as a team for close communication in attaining safe activities. As mentioned, PCS’ in-house contractors formed a contractors association in promoting workplace safety and health seamlessly.
TWO-WAY COMMUNICATION – BOTTOM-UPIt is essential to provide a blame-free environment for peer-to-peer behaviour based safety observation (BBSO). It helps to encourage the workforce to have mutual feedback for continuous improvement without fear. The acronym of PCS’ BBSO is TRUsT, which means Trust – you have trust in me
because you know I careRespect – I respect our work together
and I am going to watch your work to give you behaviour-based feedback
Us – we trust, respect and coach each other. This is about us
Truth – the truth of this behaviour based safety is Trust, Respect and Unity
PCS encourages workers to Speak Out for Safety (SOS) promoting peer-to-peer support in pointing out any unsafe act and condition they have learned or observed for continuous improvement and preventing a repeat of similar unsafe situations. PCS also empowered the entire workforce to intervene and report
any unsafe acts and conditions to supervisors for prompt intervention. This is the Stop And Report (STAR) initiative complementing BBSO and SOS.
Near miss reporting practice is another major safety and health activity in evaluating each and every near miss report with risk ranking for the prioritisation of mitigation as well as education purpose. In the Heinrich Model of 300-29-16, major incidents could be prevented through near miss reporting and its mitigating process.
Besides, PCS also provides a platform for suggestion and feedback by its own employees, called “Make Our Ideas Work” It has since been extended to the contractors with very encouraging outcomes and resolving certain emergency situations before escalation. This platform enables senior management to have prompt response in certain major improvement as the information is escalated up rapidly with such close communication.
wORkPLACE SAFETY ANd hEALTh PROGRAMMESFrom the holistic action plans and close communication in a well cultivated safety and health culture environment, the core safety and health programmes can be sustained effectively for safety and health excellence. Fig 2 shows the core safety and health programmes.
SENSE OF VULNERABILITYThe leadership with a sense of vulnerability and the zeal for continuous improvement will uncover any potential black swan events, despite having a comprehensive
FIG 2
Transformation to Total Workplace Safety and Health – I Want Myself Safe(Continued from Page 13)
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Safety Matters 15
set of safety and health programmes. Once the pathway is known, the Black Swan becomes a White Swan 7,8. The challenge lies in ensuring the swan remains white, not losing focus on safety and health. In-situ risk assessment certainly is an important step that complements the formal risk assessment requirement in ensuring the swan remains white.
WORKPLACE SECURITYIn-situ risk assessment is also applicable to workplace security. This initiative can actively prepare workforce to pay attention to any unusual workplace activities through extreme behaviours of employees and workers. It contributes to the elimination of potential threats to national security. BIzSAFE INITIATIVESPCS management has been working closely with its in-house contractors way back in the 1980s. The philosophy of treating contractors as partners led to the formation of the Petrochemical Complex Contractors Association in 2001, and subsequently restructured in 2004 to transform the workplace HSE management system. The main driver behind then was to unite all in-house contractors companies under one roof, to self-regulate and to manage Approved Training Organisation (ATO)9 towards HSE excellence. Ever since, PCS safety and health culture sink roots such that workers take ownership to “I want myself safe”.
MANAGEMENT COMMITMENTThe PCS senior management maintains close communication with contractors through quarterly dialogue sessions where contractors workers and management come together to share safety and health subjects through questions and answers. There is also an Annual Contractors’ HSE meeting with the Contractors’ senior management in January every year to review HSE performance of the previous year, and plan for the coming year.
CAPABILITY BUILDINGPCS Workplace Safety and Health (WSH) officers conduct monthly WSH training sessions, sharing incidents compiled from near miss reports and incidents occurred elsewhere such as from the
WSH Council’s bulletins – WSH Alert Accident Advisory10. Besides, there are monthly Mass Tool Box meetings (refer to Fig. 3), in addition to the day-to-day tool box meetings. Such mass gatherings provide a platform for workers to share their experience including Speak Out for Safety. There has been overwhelming response from workers, which is very encouraging.
FIG 3
LEVELLING-UPContinuous education through in-house training is crucial to sustain workers competency in work skills, WSH skills and basic language skills (English). English language is a common language at the workplace for effective communication. Besides, contractors WSH culture building via the CultureSAFE11 platform is another practical approach to speed up the WSH skill level.
ALL-INCLUSIVE PARTNERSHIPPartnership through PCCA, who manages ATO helps to speed up the workforce’s competency development process. For example, PCCA sponsors a core group of contractors’ line leaders for external WSH training and seminars to enhance WSH leadership. An example of visible partnership is the joint team in external event engagement. Fig. 4 shows the annual National Workplace Safety and Health (WSH) Campaign held on 17 April 201612 where PCS staff and contractors representatives jointly participate in the event.
FIG 4
CONCLuSIONIt is never too late to transform the current feeling of vulnerability in workplace safety and health. When required, management should take ownership and responsibility to have a timely major transformation strategy to kick start the transformation process for workplace safety and health excellence. A close communication amongst all stakeholders with holistic plans and actions are crucial for the success of transformation. The ultimate objective is to ensure healthy workforce in safe workplace with zero injury.
REFERENCES [1] WSH Bulletin, 16 February 2017: bizSAFE Convention 2017 – “A Healthy Workforce in a Safe Workplace”, Workplace Safety and Health Council [2] Responsible Care®, accessed 19 February 2017, http://www.scic.sg/index.php/about responsible-care [3] Petrochemical Complex Contractors Association (PCCA), accessed 19 February 2017, http://cms.sccci.org.sg/index.cfm?GPID=377 [4] In-situ risk assessment (iRA), originated by PCS in 2006 to enhance the Workplace Safety and Health (Risk Assessment) Regulations, accessed 30 December 2016, http://www.pcs.com.sg/news/media/Mass_Tool_box_mtg_2015.pdf “iRA” used in PCS is a derivative of KYT - kiken yochi training (Japanese危険予知訓練); Concept of “Zero-accident Total Participation Campaign”, Japan International Center for Occupational Safety and Health (JICOSH), accessed 30 December 2016, http://www.jniosh.go.jp/icpro/jicosh-old/english/zero-sai/eng/ [5] John F. Murphy, Editor [email protected] Process Safety Progress, Safety & Health News: “A Top-Down and Bottom-Up Process Safety Management”, by Lucas Ng Hong Kiang, PCS, Fall 2015; accessed 19 February 2017, http://onlinelibrary.wiley.com/doi/10.1002/prs.11758/epdf?r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onlinelibrary.wiley.com&purchase_site license=LICENSE_DENIED_NO_CUSTOMER [6] Heinrich Model of 300-29-1, “Near Miss vs. an Accident”, accessed 19 February 2017, http://etraintoday.com/blog/near-miss-vs-an-accident/ [7] John F. Murphy and Jim Conner, “Beware of the Black Swan: The Limitations of Risk Analysis for Predicting the Extreme Impact of Rare Process Safety Incidents”, Process Safety Progress, December 2012 [8] John F. Murphy and James Conner, “Black Swans, White Swans, and 50 Shades of Grey: Remembering the Lessons Learned from Catastrophic Process Safety Incidents”, Process Safety Progress, November 2013 [9] “Becoming a WSQ Approved Training Organisation (ATO) and WSQ Approved Training Organisation-Private Education Institution (ATO-PEI)”, accessed 19 February 2017, http://www.ssg.gov.sg/for-training-organisations/funding-and-accreditation/becoming-a-wsq-ato.html [10] WSH Bulletin, “WSH Alert Accident Advisory” by Workplace Safety and Health Council, November 2016 [11] CultureSAFE, Workplace Safety and Health Council, December 2016 [12] Annual National Workplace Safety and Health (WSH) Campaign 2016, Workplace Safety and Health Council, May 2016
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Safety Matters18
What You Should Know If You Are Injured at Work?
The Work Injury Compensation Department has produced a two-part series of comic strips to educate the employees on work injury compensation. Part 2 educates employees on the compensation benefits that they are entitled to if they are injured at work. Injured
employees should also attend all medical appointments at the same clinic or hospital so as not to delay receiving their compensation.
Employers and supervisors are recommended to share the comic strips with their employees
during employee orientation programmes and safety briefings.
For the full version of the comic strips, please visit our website at www.mom.gov.sg/wic-resources
FEATuRE
Safety Matters18
Worker Protection in
monitoring equipment to respiratory protection, protective clothing and entry retrieval systems.
• Is large enough for an employee to physically enter and perform work• Has limited or restricted means of entry or exit• Is not designed for continuous human occupancy
more of the following criteria:
• Contains, or has a known potential to contain, a hazardous atmosphere.• Contains material with engulfment potential.•
cross-section.• Contains any other recognized serious safety or health hazard.
space and implement risk mitigation.
processing, utility and communications installations, and construction sites, to name just a few. These spaces often are
and should be treated with caution:
• Storage Tanks• Pump wells• Sewers and Septic Tanks• Pipelines
• Pits• Furnaces• Manholes• Tunnels
• Boilers• Silos• Vessels• Grain Elevators
• Open topped water tanks• Water towers• Bottom access enclosures• Railcar tanks
characteristics but are not necessarily included in the above list, it is always best to treat unknown areas and their interior
www.MSAsafety.com
• Atmospheric• Physical• Engulfment
• Corrosive• Biological• Other hazards
As a result, careful planning and preparation of all personnel involved in
Identifying a conhierarchy of controls, key consideration needs to be placed on proper PPE selection. This process extends to environmental/gas monitoring, respiratory protection but it is critical in approaching the risk mitigation process that entry methods align
Applying a well-designed entry system facilitates operating procedures that satisfy a broad range of applications. Integrating equipment that satis
ned space entry. This in turn allows workers to engage and be more e
For further information on Con�ned Space Entry Solutions, visit MSA Con�ned Space Solutions web page http://sg.msasafety.com/applications/con�ned-space/fall-protection
Worker Protection in
monitoring equipment to respiratory protection, protective clothing and entry retrieval systems.
• Is large enough for an employee to physically enter and perform work• Has limited or restricted means of entry or exit• Is not designed for continuous human occupancy
more of the following criteria:
• Contains, or has a known potential to contain, a hazardous atmosphere.• Contains material with engulfment potential.•
cross-section.• Contains any other recognized serious safety or health hazard.
space and implement risk mitigation.
processing, utility and communications installations, and construction sites, to name just a few. These spaces often are
and should be treated with caution:
• Storage Tanks• Pump wells• Sewers and Septic Tanks• Pipelines
• Pits• Furnaces• Manholes• Tunnels
• Boilers• Silos• Vessels• Grain Elevators
• Open topped water tanks• Water towers• Bottom access enclosures• Railcar tanks
characteristics but are not necessarily included in the above list, it is always best to treat unknown areas and their interior
www.MSAsafety.com
• Atmospheric• Physical• Engulfment
• Corrosive• Biological• Other hazards
As a result, careful planning and preparation of all personnel involved in
Identifying a conhierarchy of controls, key consideration needs to be placed on proper PPE selection. This process extends to environmental/gas monitoring, respiratory protection but it is critical in approaching the risk mitigation process that entry methods align
Applying a well-designed entry system facilitates operating procedures that satisfy a broad range of applications. Integrating equipment that satis
ned space entry. This in turn allows workers to engage and be more e
For further information on Con�ned Space Entry Solutions, visit MSA Con�ned Space Solutions web page http://sg.msasafety.com/applications/con�ned-space/fall-protection
RepoRts
Safety Matters20
of State, Ministry of Manpower highlighted in his Opening Address the increasing trend of workplace accidents in 2016 and emphasised that the WSH community must work together and double the collective efforts to prevent workplace accidents.
Er. Ho Siong Hin, Commissioner for Workplace Safety and Health, engaged the audience in the traditional “In-Conversation with Commissioner WSH” segment, which was moderated by Mr. Eric Law, Executive Committee Member, SISO, and Mr. Seet Choh San, Honorary President, SISO.
SISO MEMBERS’ NIGHT 2016 On 1 December 2016, SISO held its annual SISO Members’ Night at Novotel Singapore Clarke Quay. As sports play an important role in the maintenance of good health, and that 2016 was a very fruitful year for Singapore’s sportsmen and sportswomen, the Members’ Nite 2016 was appropriately themed as “Go for Gold”.
About 160 SISO Members and guests attended the event with many dressed in their favorite sports outfits to match the event’s theme. Members had a memorable time enjoying the food, the games, the camaraderie, and winning various attractive prizes. At the end of the evening, the general
feedback from members were that they had thoroughly enjoyed themselves and they were pleased with the improvements in this year’s Members’ Nite, especially with the professional Master of Ceremony who successfully created a fun and meaningful atmosphere.
SISO AS A U-ASSOCIATE PARTNER: ACTIVITIES AND PROGRAMMES With the signing of a Memorandum of Understanding with NTUC in 2015, there were several activities organised together with fellow NTUC U-Associates:
• With the support of NTUC and the Employment and Employability Institute, SISO conducted two Workplace Safety and Health Leadership Programmes in March and July 2016. As a result, on 30 November 2016, over 50 graduates of the WSH Leadership Programme received their Certificates from Er. Ho Siong Hin, Commissioner for Workplace Safety and Health.
• On 30 June, Mr. Chan Chun Sing, Secretary-General, NTUC, visited SISO’s premises for a dialogue session with about 50 SISO members. As a result of this dialogue, SISO started work on the SISO Professional Standard for WSH Professionals and launched
the Standard six months later on 30 November 2016.
• Mr Patrick Tay, Assistant Secretary-General, NTUC, was invited as a distinguished Keynote Speaker for the 14th SISO WSHO Conference.
SISO also participated in the following events organised by NTUC:
• UA Convention on 18 February 2016
• WSH Workshops at NTUC on 11 April & 16 May 2016
• U-Associate Leaders’ Circle on 22 April 2016
• NTUC U-SAFE Award on 28 April 2016
• U-Future Leaders’ Summit on 2 July 2016
• NTUC National Day Observance Ceremony on 16 August 2016
• U-HR Leaders’ Forum on 16 September 2016
PROFESSIONAL dEVELOPMENT
SISO CODE OF CONDUCTThe SISO Code of Conduct was launched and posted on the SISO website in March 2016. The Code establishes the foundation to our professionalism and it fosters a common vision for professional conduct of SISO members.
The Code encompasses the following fundamental principles:
a. Integrity – a member shall be honest and have strong moral principles in all professional and business relationships.
b. Objectivity – a member shall not allow bias, conflict of interest or undue influence to undermine or compromise professional judgements.
c. Competence – a member has a continuing duty to maintain professional knowledge and skills based on current developments in practice, legislation and technologies.
SISO 2016–Year in Perspective(Continued from Page 05)
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Safety Matters 21
d. Diligence – a member shall act diligently and in accordance with applicable technical and professional standards.
e. Professionalism – a member shall comply with relevant laws and regulations and behave in a manner that will not discredit the profession.
SISO PROFESSIONAL STANDARD FOR WSH PROFESSIONALSOn 30 November 2016, SISO launched the SISO Professional Standard for Workplace Safety and Health Professionals. Mr Chan Chun Sing, Secretary-General of the National Trades Union Congress was the Guest-of- Honour for the launch. In his dialogue with the audience, Mr Chan noted that SISO was the first U-Associate Partner to launch a Professional Standard framework. He congratulated SISO for their vision and great effort in launching the Standard.The Standard is supported by the Ministry of Manpower, Workplace Safety and Health Council, and the National Trades Union Congress. SISO plans to introduce the Standard across a range of sectors, including manufacturing and construction.
During the launch, eight NTUC affiliate unions and eight companies have already confirmed their support for the Standard. One of these unions is the United Workers of Electronics and Electrical Industries, which sees to the interest of about 66,000 members. Its President, Mr. Fahmi Abu Bakar Bafana, said, “The Standard will make workers aware of skills they need to pick up, or courses they should enrol in, to progress to the next career tier.”
MEMBERShIP MATTERS
NEW AND UPGRADED MEMBERSIn 2016, SISO welcomed 340 new members into its fold. We would like to extend a very warm welcome to all the new members and look forward to their support of the Institution and its activities. These new members comprised 284 Professional,
47 Associate, and 9 Corporate Members (please see Appendix A).
In addition, two Associate Members had upgraded their membership to Professional Members. We would like to congratulate these members on their new Professional status. In total, SISO had 1,297 members in 2016, comprising 2 Fellow Members, 1,108 Professional Members, 127 Associate Members, and 60 Corporate Members.
OuTREACh & ENGAGEMENT
OUTREACH AND ENGAGEMENT EVENTSIn our continuing effort to extend our outreach to all workplaces and the community, SISO participated in the following events:
• oSHi Seminar, 22 January 2016
• bizSAFe Convention 2016, 17 February 2016
• Work-related traffic Accidents Solutioning Session, 19 February 2016
• NFeC Dialogue Session with FSm and WSHo for industrial Premises, 14 March 2016
• Singapore Polytechnic WSH Forum 2016, 6 April 2016
• National Workplace Safety & Health Campaign 2016, 17 April 2016
• SCAL innovation Convention 2016, 20 May 2016
• iPAF Asia Conference, 20 & 21 July 2016
• Singapore Workplace Safety & Health Conference 2016, 24 & 25 August 2016
• occupational Safety & Health Asia, 24 - 26 August 2016
• Workplace Safety & Health Forum, 26 August 2016
• Launch of Foreign Workers Dormitory roadshow, 23 September 2016
• Work Safe Asia 2016, 28 - 30 September 2016
• Buildtech Asia 2016, 18 - 20 October 2016
• NFeC 30tH Anniversary Celebration and Award Ceremony, 31 October 2016
SISO WEBSITE REVAMPThe SISO website was revamped and launched in May 2016. Besides a refreshing, easy-to-navigate layout, the new website also included features related to the WSH Continuing Professional Development (CPD) Programme, such as a list of CPD-approved courses.
In addition, SISO also started SISO-WSHC Safety Accident Sharing And Prevention (ASAP) Portal. The purpose of the Safety ASAP Programme is to raise awareness of preventing major hazards in our workplace, while the goal is to reach out to the workforce with timely safety pointers.
(Continued on Page 23)
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SAFETY MATTERSOur SAFETY MATTERS remains a choice read for our WSH professionals. During 2016, four quarterly issues were published with an average circulation of 2,600 copies per issue.
We take this opportunity to thank all our advertisers, readers, and contributors for their unstinting support in making SAFETY MATTERS much sought-after.
COMMITTEES & REPRESENTATIONS
EXECUTIVE COMMITTEEThe Executive Committee for 2016-2018 continues to initiate, develop and manage the affairs of the Institution and the many varied programmes and activities which contribute to the continued development and growth of SISO. Members of the Committee comprise of:
President Mr. Bernard Soh
Vice President:
Mr. Niranjan Arun Masurekar
Honorary Secretary:
Mr. Lim Boon Chiow Roger
Honorary Assistant Secretary:
Mr. Sam Ng Choon Wang
Honorary Treasurer:
Mr. Seah Liang Bing
Committee Members:
Mr. Chow Choy WahMr. Darajit Bin DaudMr. Eric Law Wei KwangMr. Ong Pak ShoonMr. Tan Yen Ping
Ex-officio, WSHC:
Mr Winston Yew
REPRESENTATIONS IN OTHER ORGANISATIONS SISO members continued to represent the Institution in committees and working groups set up by other organisations, like WSHC, MOM, SPRING Singapore, etc. These volunteer members participated actively in developing and improving WSH guidelines, codes, and standards for Singapore. The list of External Committees with representation from SISO is attached at Appendix B.
APPENdIx A
LIST OF NEW AND UPGRADED SISO MEMBERS IN 2016
Upgraded from Associate to Professional membership 1 Liew Mei Kay
2 Sriram Ramachandar
Professional membership1 Abdul Malik Bin Mohamed Abdul Kadir2 Abu Bakar Bin Sukor3 Alakar Samy Shanmuga Nathan4 Anbalagan S/o Sellayam5 Andrew Ng Kok Sing6 Andy Philip7 Ang Seng Hoo8 Anthonysamy Soosai9 Aourangzeb Gazi Mohammad10 Appasamy Kumar11 Avtar Singh S/O Gorzaran12 Aw San Kiong Thomas13 Ayyakkannu Karthikraj14 Badiuzzaman Ashek Ali15 Bala Subramanian Ananda Kumar16 Benedict Chow Chin Choy17 Bernard Ng Wei Tak18 Bhupendra Singh Baliyan19 Bokka Naga Kumar
20 Calvin Ng Mun Kong21 Chan De Song22 Chan Jin Da23 Chandran Udhayakumar24 Chee Chin Thiam25 Chen Sheng26 Chen Shiwei27 Cheng Pei Fen28 Cheong Chon Keong29 Cheong Kian Wee, Timothy30 Chew See Kiun Cohen31 Chia Liangwei32 Chia Wee Cheng33 Chiam Toon Hoo34 Chian Ker Lit
35 Chong Fatt Chow36 Chong Zheng Yean37 Chow Weng Yew38 Chua Chin Chye39 Chua Lay Leng40 Chua Sook Tee41 Daniel Tang Wai Kit42 Daruvala Dinyar Dorab43 Dhetchinamoorthy Pukazhenthi44 Edmund E Peng Sim45 Edwin Tan Eng Siong46 Er Soon Kiat47 Erwin Marwan Bin Kunut48 Espanol Rodrigo Jr Nebre49 Evelyn Chua Chwee Ying50 Everson Isaac Pereira51 Fan Jing Tao52 Francis Terrance s/o Nelson53 Frederick Neo Chu Yeow54 Fung Kai55 Gan Wee Jye56 Gandhi S/O Munusamy57 Ganesan Suresh58 Giauw Joon Chai Rickson59 Go Hwee Hear60 Goh Keng Beng61 Goh Keng Siong62 Goh Kim Seng63 Goh Tian Ghee Andy64 Goh Wee Tat65 Gondesi V S N Reddy66 Gopalakrishnan Balamurugan67 Govindarajan Gobikrishnan68 Gransen Jose Aresseril69 Hamidah Binte Mohd Razak70 Han Wenqi71 HeatherMarie Chandy72 Heng Yeow Song73 Ho Beng Hock74 Ho Hai Wee75 Ho Wai Leong Benson76 Ho Wei Tat77 Ho Weng Leong78 Ho Zong Wei Wayne79 How Choon Wai80 Ibrahim Bin Abdullah81 Ignacio Melchor Delgado82 Imran Bin Marjuki83 Izzar Nasution Bin Mohamed Athmad84 James Teo Lip Pang85 Jayabal Kumar86 Jerry Quek Joo Joo87 Joe Tan Soo Chuan88 Kaharuddin Bin Sajat89 Kannan Raguraman90 Kattarackan Neelameka Kannan91 Kavimani Chinna Samy92 Kelvin Tan93 Khairul Sham Bin Abdul Rahim94 Koh Meng Hui Susan
SISO 2016–Year in Perspective(Continued from Page 21)
Permit no: mCi (P) 177/12/2016
Making the Difference in Safety
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14th SISO Annual WSHO Conference pg 02, 03 & 14
Safety Neutrality – Towards Improving Safety Landscapepg 08
Why People Don’t Intervene in Unsafe Acts, and What They Could Do Differently pg 12
Issue 42016
Safety Case Regime in Singapore – The Way Forward!pg 20
The Essence of the Fall Prevention Plan
Introductionin 2015, the number of fatal injuries caused by falling from height (FFH) in Singapore workplaces averaged almost two every month while non-fatal injuries from FFH were almost 200 every month. these statistics are alarming and warrant urgent attention from everyone from management to supervisors and workers. We all have a collective responsibility to minimise such accidents.
the regulations and Code of Practice have been in force for more than two years now but many are still unfamiliar with a key tool to prevent such accidents — the Fall Prevention Plan (FPP).
Victor Yeow WSH Professional [email protected]
this article hopes to help everyone understand FPP and its components.
Components of the Fall prevention plan (Fpp)All factories and worksites with work-at-height activities should have a robust and practical FPP that is site-specific to ensure it is relevant, suitable and effective in managing hazards arising from work-at-height activities. this should not be a mere paper exercise but practically implemented with full management awareness and support of the requirements involved, and with clear roles as well as responsibilities identified and comprehensive risk management in place.
the FPP must take a holistic approach to managing risks, be developed by a competent person, and approved by management. the site must maintain effective communication and supervision.
Fundamental to the understanding and proper practice of the FPP is to be familiar with its components. these are not limited to the ten as follows:
1. Policy for fall prevention – Like any other WSH policy, this is to express clear and unequivocal commitment to the effective management of workplace safety and health (WSH) risks on site and compliance to the relevant laws for any hazardous work at height. management’s involvement, engagement and communication to all parties concerned is the first proper step that sets a safer work environment where otherwise haphazard conditions exist.
2. Roles & responsibilities – essential
allocation of resources is critical for a safer work environment. Competent persons, accountability, systems, tools, equipment, engagement, communication, documentation, etc. must be defined to adequately meet the needs. this should not be taken for granted or done in an ad hoc manner. A proper organisation chart should be implemented clearly with accountability in place.
3. risk management (rm) – effective hazard identification, risk evaluation and risk control with applicable safe
The FPP must take a holistic approach to managing risks, be developed by a competent person, approved by Management and the site must have effective communication and supervision.
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Ownership in Safety - The Who, Why, and How
Last year, during a family vacation in Langkawi, i rented a car. it was a red Proton Saga, not new but clean. At the end of the trip, i returned the car in dirty condition — the result of driving through muddy puddles. the staffer at the rental company walked around the car to check for damage. there was none. He accepted the car with a reluctant smile.
With a tinge of guilt, i asked my wife, “Do you think anyone would wash the car before returning it?”“Why would anyone want to do that? they don’t own the car,” she replied.
Fast forward one month later: i met up with a friend, who is a safety practitioner. He lamented the lack of pro-activeness amongst his production staff. He has to persuade, argue with, and sometimes even threaten them to get safety tasks moving. “they see safety as my work. Anything i ask them to do is additional work.”
At that moment, i was hit with a sudden realisation — ownership matters. Just as driving a rental car reduced my desire to take care of it, perceiving workplace safety as the responsibility of the safety department reduced the production staff’s desire to be proactive.
if ownership is so crucial, who should own safety in an organisation? there are three possibilities:• Everyone• Safetydepartment• Productiondepartment(orline
function)
Should everyone own safety?Since safety is everyone’s responsibility, everyone should own safety. this is obvious, right?
i beg to disagree. responsibility and ownership are different. When i rented the Proton Saga, i drove carefully, topped up the petrol and removed my litter from the car every day. these are my responsibilities. if the car were to go into the shop for maintenance, the
Soon Boon Chew Principal [email protected]
workshop mechanic would be expected to service the car professionally. it is his responsibility. But neither the mechanic nor i own the car. We do what we do because the owner — the car rental company — expects us to do our part. the car rental company has overall responsibility for the car.
Similarly, some person or function must be in charge of leading, directing and implementing safety. this person or function must bear the overall responsibility for safety. the issue with everyone owning safety is that it usually ends up neglected. too many cooks spoil the broth.
Should the safety department own safety?in many organisations, the safety department is the face of safety. As subject matter experts, they chart out the strategies, develop the procedures, and communicate requirements to the operation departments. to ensure that the requirements are followed, the safety professionals also direct the implementation of new initiatives, lead safety meetings and enforce the rules. in such organisations, the production
department tends to let the safety department manage safety while they look after production.
this siloing of safety and production ownership has the unintended consequence of pitting safety against production. in the daily life of an organisation, the employees have to juggle dozens of activities, often with limited resources. to select priorities, the employees take cues from their immediate supervisors and managers. managers who focus on increasing production output and lowering operating costs, who praise employees for meeting production targets and reprimand them for missing them, send the message
The issue with everyone owning safety is that it usually ends up neglected. Too many cooks spoil the broth.
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95 Krishni Narasimhulu Janardhana Rao96 Kuppusamy Saravanan97 Kuppuswamy Bakthavatchalu98 Lai Chung Mun99 Lam Kiang Hoong100 Lee Bee Ling101 Lee Cheng Chuen102 Lee Chun Kit103 Lee Eng Leong104 Lee Li Hong105 Lee Meng Chye106 Lee Shao Wen Justin107 Lee Siew Mui108 Lee Yok Chon109 Leong Kee Mei110 Leong Wai Tong111 Lidiyea Uma Dennis112 Liew Ching Boon113 Liew Mei Kay114 Lim Chye Tong Stephen115 Lim Honey116 Lim Hui Ting, Melissa117 Lim Hung Seng Samuel118 Lim Hwee Nam119 Lim Jie Hui120 Lim Kia Wee121 Lim Seng Hock Joseph122 Lim Swee Heng Eric123 Liow Beng Kit124 Liu Yinyuan125 Lo Soon Hee126 Loh Siew Hock127 Loh Tzu Yang128 Low Hong Keng129 Low Yong Hui, Allan130 Mahadevan Krishnan131 Marutha Nayagam Robert Ingersol132 Mary Jacob133 Maung Kyi Lynn134 Maung Maung Latt135 Md Dedaruzzaman136 Md Matiar Rahman137 Md Nur Islam138 Michael Rayar139 Mohamad Marican Bin Mohd Ali Akbar140 Mohamed Abdul Wahab Bin
Mohamed Abdul Kader
141 Mohamed Fahd Bin Mazlan142 Mohamed Nazli Bin Mohamed Ali143 Mohammad Miaj Uddin
Mohammad Abul Hossain
144 Mohammad Zubir Bin Rosli145 Mohammed Rezaul Huq146 Mohanasundaram S/O Thangaraju147 Muhammad Fithri Bin Abdul Jaffar148 Muhammad Isbahi Bin Diman149 Muhammad Khairil Bin Jani150 Murugesan Balasubramanian151 Muslim Bin Ahmad152 Myo Thein153 Nachiappan Rajeshkhanna154 Nageasuwarran s/o Sundaresan
155 Nah Kee Wee156 Namasivayam Sivakumar157 Natesan Tekkamalai158 Ng Cha Hee159 Ng Chee Hwee160 Ng Chong Peng161 Ng Chuan Jie, Edmund162 Ng Fong Ling163 Ng Hong Wei164 Ng Jin Hwah Sean165 Ng Lay Yong166 Ng Teck Seng167 Ng Yan Hock168 Ngian Jin Shun169 Ong Boon Kin170 Ong Eng Bee171 Ong Eng Choon George172 Ong Eng Kok173 Ong Leng Chye174 Ong Lian Wah175 Ong Sze Wei176 Ooi Yeong Lih177 Othman Bin Abdul Rashid178 Pachamuthu Ayyappan179 Pang Chin Fatt180 Pang Sing San Eric181 Payac Lochinvar Respecia182 Peck Kian Soon183 Peh Chee Leong184 Phay Huiyin185 Phua Kok Liang186 Png Chee Wee187 Png Ley Huat188 Poon Shou Lai189 Praveen Arora190 Quah Kah Seng191 R U M Masum Majumder192 Raden Ismail Bin Mohd Sateli193 Rahmat Bin Abdul Wahab194 Raja Kamarul-den Bin Raja Othman195 Ramachandran Thangadurai196 Ramaiah Karuppaiah197 Rangasamy Jayavel198 Rathinasamy Murugesan199 S M Arifur Rahman200 S M Shadique Reza201 Sathiyamoorthy Nagarajan202 Saw Kyaw Thu @ Maung
Saw Kyaw Thu
203 Seah Chun Hong204 Seah Lye Huat205 Seet Guan Hui Kevin206 Seet Yong Liang207 Shafie Bin Sa'at208 Sia Chee Peng209 Sia Kian Leong210 Sia Yan Pau, Rayson211 Sim Thiam Heng212 Sivakolunthu Venkatesan213 Soh Hock Guan214 Soh Teck Guan215 Sowrirajan Anbu
216 Sriram Ramachandar217 Subramanian Balaji218 Sukumar Karmaker219 Sushil Kumar Goswami S/O
Vinod Kumar Goswami
220 Syed Mahdhar Bin Mohamed Almusyayyakh
221 Tai Soo Ping222 Tai Thian Sung223 Tai Wu Ye224 Tan Ah Chui225 Tan Bee Lin226 Tan Boon Tiong227 Tan Chin Hock Christopher228 Tan Chye Huat229 Tan Hui Leong230 Tan Jway Kwee231 Tan Lee Ting232 Tan Michael233 Tan Ni Chin234 Tan Peng Koon Bernard235 Tan Suan Chew236 Tan Tee Tiong237 Tan Wee Ping238 Tan Wooi Hin239 Tan Xia Yuan240 Tan Yee Ping241 Tang Ting Keng242 Tay Meng Hui243 Tay Tjh Chow244 Teo Chin Teck245 Tham Chee Leong246 Thangavel Pillai Ramachandran247 Thian Chen San248 Thng Swee Siang Alvin249 Too Yook Ha Shirley250 U Ohn Kyaw Myint251 U Than Myint252 U Yu Shein253 Ung Moh Tuang254 Valiyaveettil Devassy Anthonys255 Venkadachalam Ramasamy256 Venkataramani Vaidhynathan257 Vincent Dominic Savio Michael258 Vincent Wong Veen Senn259 Vinesh S/O Venugopal260 Vinodh Vijayan261 Wong Chong Onn262 Wong Wai Keong263 Wong Yew Kum264 Wu Hongyi, Edwin265 Xiao Shanshan266 Yang Yuning267 Yap Beng Soon268 Yap Khee Beng269 Yap Kim San270 Yau Tiam Soon271 Yeo Jeng Piao272 Yeo Kee Wei273 Yeo Khai274 Yeo See Heng275 Yeo Swee Cheng
SISO 2016–Year in Perspective(Continued from Page 23)
RepoRts
Safety Matters 27
276 Yeong Chark Sung277 Yong Chee Kong278 Yong Hon Yean279 Yong Swee Keong280 Yoong Yew Meng281 Zainal Ariffin Bin Mohammad282 Zaini bin Sungit283 Zakaria284 Zhang Ye
Associate membership1 Alex Mathew2 Boedi Setyono3 Chan Wee Ping Veronica4 Chandran S/O C Kundan5 Chen Song6 Chew Beng Hoe Jimmy7 Chua Kheng Chuang8 Clarence Aloysius Spencer9 D Suria Narayanan10 David Ezekiel Pirakalathan
S/O Subramaniam11 Fernandez Christie Caparros12 Geoffrey Chow Sui Choi13 Gordon Koh Chi Ming14 Khoo Boo Koon Derek15 Koh Boon Ann16 Koh Kai Shyang17 Koh Kok Weng18 Lee Teck Wah19 Lim Chee Yong20 Lim Li Lian21 Lim Liang Yun22 Lim Teng Leong23 Lionel Yap Mou Qiang24 Loh Ee Leen Yvonne25 Md Monarul Islam26 Michael Zack27 Mohammed Suhaimy
Bin Mohd Senin28 Mohd Akhir Bin Hashim29 Mustafa Bin Zainudin30 Neo Chin Hoe31 Neo Chin Poh32 Ng Boon Pian33 Punniya Moorthy S/O Vadivelu34 Pushparajah Philip
Samson Gnanasekar35 Rajendra Murthi36 Rajendran S/O M Vengadasalam37 Ramu Alagiri38 Raymond Loh Shing Ming39 Seow Foo Meng40 Sivabalan S/O N Dhanapal41 Tan Kheng Kee42 Tay Hwee Ming43 Teo Chuan Beng44 Thevaraj S/O Issac
Dawson Martin Victor45 Vinod Kumar Nambiar46 Yim Chek Kiong47 Yuan Xiaomo
Corporate membership1 Absolute Kinetics Consultancy Pte Ltd2 Dynamic Safety Pte Ltd3 EPM Training Services Pte Ltd
4 Lee Hung Scientific Pte Ltd5 Ministry of Defence, Safety &
Systems Review Directorate
6 SIA Engineering Company Ltd7 Singapore Telecommunications Limited8 Unikwire Rope & Cable (S) Pte Ltd9 UON Singapore Pte Ltd
Organisation Name of Committee Name of SISO Representative
1 International Network of Safety & Health Practitioner Organizations (INSHPO)
Board of Directors Mr. Seet Choh San (Secretary-Treasurer)
2 Ministry of Manpower National GHS Task Force Mr. Tan Yen Ping3 National Fire and Civil
Emergency Preparedness Council (NFEC)
National GHS Task Force Mr Seet Choh San
4 National Fire and Civil Emergency Preparedness Council (NFEC)
Industrial Premises Sub-Committee Mr. Ong Pak Shoon
5 Singapore Accreditation Council
Shipbuilding & SSR Mr. Andrew JJ Tan
6 Singapore Accreditation Council
Technical Experts on OHSMS Construction Mr. Timothy Yen
7 SPRING Singapore General Engineering and Safety Standards Committee
Mr. Seet Choh San (Deputy Chairman)
8 SPRING Singapore Technical Committee on Workplace Safety & Health
Mr. Naranjan Lionel Singh
9 SPRING Singapore Occupational Safety & Health Management Tech Committee
Mr. Ong Wee Liang
10 SPRING Singapore Technical Committee on Personal Safety & Health
Mr. Seah Liang Bing
11 SPRING Singapore Working Group to review SS 514: 2004 Code of Practice on Office Ergonomics
Mr. Andrew JJ Tan
12 SPRING Singapore Technical Committee on Safety and Health Involving the Use of Equipment
Mr. Tan Oon
13 SPRING Singapore Working Group for SS 588 on Personal Equipment for Protection Against Falls - Rope Access Systems
Mr. S Damodaran
14 SPRING Singapore ISO/TC 44: "Welding and Allied Processes" - National Mirror Committee
Mr. S. Damodaran
15 SPRING Singapore (SDO-SMF) Working Group to develop a standard on the specifications and design requirements for active fall protection systems
Mr. Bernard Soh
16 SPRING Singapore (SDO-SMF) Working Group to review CP 14 : 1996 - Code of Practice for Scaffolds
Mr. Mohd Ridzwan bin Mohammad
17 SPRING Singapore (SDO-SMF) Working Group to review CP 99:2003 - Code of Practice for Industrial Noise Control
Ms. Chong Lee Mei
18 SPRING Singapore (SDO-SMF) Working Group to review archived Singapore Standards for CP 100 Code of Practice for Hazardous Waste Management
Mr. Ong Wee Liang
19 SPRING Singapore (SDO-SMF) SS for Local Exhaust Ventilation Mr. Chow Choy Wah20 TUV SUD PSB Advisory Committee for Certification Mr. Seet Choh San21 WDA WSH Skills Council Mr. Andrew H S Tan22 WSH Council WSH (Industry Capability
Building) CommitteeMr. Seet Choh San (Deputy Chairman)
23 WSH Council WSH (Metalworking & Manufacturing ) Committee
Mr. Andrew H S Tan (Deputy Chairman)
24 WSH Council WSH (Chemical Industries) Committee Mr. Niranjan Masurekar
25 WSH Council WSH (Logistics & Transportation) Committee
Mr. Eric Law Wei Kwang
26 WSH Council WSH (Marine Industries) Committee Mr. Seah Liang Bing27 WSH Council WSH (Construction &
Landscaping) CommitteeMr. Bernard Soh
28 WSH Council Project Safety Coordination Committee (PSCC) Workgroup (Construction and Landscape Committee)
Mr. Mohd Ridzwan bin Mohammad
29 WSH Council WSH (Workplace Health) Committee Mr. Roger Lim Boon Chiow
30 WSH Council Steering Committee of the Singapore WSH Conference 2016
Mr. Bernard Soh
31 WSH Council Panel of Judges for the WSHO Awards 2016 Mr. S. Damodaran32 WSH Council WSH (Engagement & Outreach) Committee Mr. Eric Law
Wei Kwang33 WSH Council WSHC (National Work At
Heights Safety) TaskforceMr. Bernard Soh
34 WSH Institute WSH Institute's Train-The-Trainers (T3) Advisory Committee
Mr. Bernard Soh
2016 LIST OF EXTERNAL COMMITTEES WITH REPRESENTATION FROM SISO
NAme DeSiGNAtioN ComPANY
A B M Mohsin WSHO / ECO Hytech Builders Pte Ltd
Abu Thaheer Ali HSE Advisor AMEC Foster Wheeler Asia Pacific Pte Ltd
Al Amin Md HSE Engineer Honeywell Pte Ltd
Annamalai Ramachandran Swaminathan
Senior Quality & EHS Manager
Lendlease Singapore Pte Ltd
Antony Raj Amalasugumar WSHO JEL Maintenance Pte Ltd
Arunagiri S/O Doraikannan HSE Manager Kim Hock Corporation Pte Ltd
Athinamilagi Kannan WSHO Santarli Construction Pte Ltd
Au Meng Hui Safety Manager HGST Singapore Pte Ltd
Balakrishnasamy Ramesh Training Manager Smatra Training Centre
Balaraman Delvakumar Corporate QEHS Manager
Nishimatsu Construction Co. Ltd
Chan Bao Sen Safety Officer Mitsubishi Chemical Infonics Pte Ltd
Cheah Hoong Chuang HSES Manager Eastman Chemical Pte Ltd
Chew Wen Zhen Training Manager Global Training Services Pte Ltd
Chin Jye Fei Senior Fire & Safety Manager
Resorts World at Sentosa Pte Ltd
Chin Yew Chyi Manager-EHS,QA & Facility
Zodiac Aerospace Services Asia Pte Ltd
Choo Choon Huat Peter Safety Manager Gennal Industries Pte Ltd
Dhalan Bin Mohamed Said Safety Officer Public Utilities Board
Dicky Fadly Bin Zaini HSE Manager (Asia) CH2M Hill Singapore Pte Ltd
Francis Cheng Eng Choon Principal Consultant Silver Safety Services Pte Ltd
Hau Chee Keen Engineer SMC Manufacturing (S) Pte Ltd
Islam Md Foridul WSHO & ECO Tritech Engineering & Testing Pte Ltd
Jagannathan Ragavendhiran HSE Coordinator Hertel Singapore Pte Ltd
Jeyaraj S/O Sankarapandi Chami
Engineer PUB
Kamalesvaran S/O Nagaratnam
Assistant Manager HSE Sankyu Singapore Pte Ltd
Kassim Bin Othman Safety Specialist Jurong Aromatics Corporation Pte Ltd
Kho Swee Hin WSHO 3 IN 1 Consultancy Services Pte Ltd
Kim Kie Ngiap WSHO XPO Logistics
Koh Wee Meng HSE Executive Singapore Petroleum Company Limited
Lakshmanan Ayyakkannu Lead WSH Officer JGC Corporation
Lau Yew Wai WSHO Jua Seng Engineering Works Pte Ltd
Lee Soon Heong NIL NIL
Leong Weng Seng WSHO / Field Services
Aero Systems Engineering INC
Li YuJuan EHS Executive Eagle Services Asia Pte Ltd
Lim Chuan Quee WSHO Sanwah Construction Pte Ltd
Lim Eng Tit WSHO & FSM Manager
Sembcorp Tay Paper Recycling Pte Ltd
Lim You Tek WSHO Yokogawa Electric Asia Pte Ltd
Lim Yun Zhen Desmond Safety Manager Ginlee Construction Pte Ltd
Lin XiaoJia Operation Manager Global Training Services Pte Ltd
Mark Lim Tow Thong Associate Safety,Health Environment and Procurement Manager
Zuellig Pharma Pte Ltd
Md Rafiqul Islam HSSE Supervisor / Trainer
AMEC Foster Wheeler Asia Pacific Pte Ltd
Michael S/O Sivagnanam WSHO GS E&C Singapore
Misbah Uddin Ahmed HSE Manager Sembcorp Marine Integrated Yard
Mohamad Fauzan Bin Wahid EHS Manager Kinden Corporation Singapore Branch
Mohamed Fairuz Bin Ahmad HSE Executive SGS Testing & Control Services Singapore Pte Ltd
Mohammad Helmi Bin Mohamed Sedik
WSH Manager HCT Construction Pte Ltd
Muhammad Ramdan Bin Usman
HSE Manager Batamindo Investment (S) Pte Ltd
Muthukaruppan Pandian QSHE Manager Ed. Zublin AG, Pipe Jacking Division
Navaneedhan Ravi Sankar EHS Consultant Eversafe Consultants Pte Ltd
Nayak Vinay Narsimha Product Stewardship & Rog Leader South Asia & Singapore
Dupont Company (Singapore) Pte. Ltd
Neoh Keng Chye SHE Executive Croda Singapore Pte Ltd
Ng Mun Choon WSHO HPC Builders Pte Ltd
Ng Swee Wah Edvin WSHO Singa Development Pte Ltd
Ong Kok Keng Full Time Trainer & EHS Consultant
Eversafe Consultants Pte Ltd
Praveen S/O Ooma Maneswaran
EHS Executive / WSHO
SDDA Pte Ltd
NAme DeSiGNAtioN ComPANY
Rafiqul Islam WSHO & ECO Wan Chung Construction (S) Pte Ltd
Rajendram S/O M Ramasamy Senior Engineer Public Utilities Board
Redkar Amit Ramesh AP SHE Consultant Dupont Company (Singapore) Pte. Ltd.
Ruiz Ruel Felipe lll Guanzon Senior Safety & Process Hazard Management for APAC
3M Innovation Singapore Pte Ltd
Sanasi Muthukaruppan Trainer Eversafe Consultants Pte Ltd
Selvaraj Mahinth Joe Wiselyn HSE Manager GS Engineering & Construction
Suresh Kumar S/o Tangavelu Regional Corporate QHSE, Head
Ssangyong Engineering & Construction Co Ltd
Tan Boon Swan Safety Consultant A Plus Work Safe Consultancy Service
Tan Chin Chye Regional EHS Specialist
GCP (Singapore) Pte Ltd
Tan Lay Choo Serene NIL NIL
Tan Tiang Yew Senior Engineer Resorts World at Sentosa Pte Ltd
Teo Lee Sing Auditor Self Employed
V Massilamany WSHO Lam Chee Group
Yau Chun Shin QEHS Consultant EHS Services Pte Ltd
ASSOCIATE MEMBERS
NAme DeSiGNAtioN ComPANY
Asbullah Bin Yahya Safety Singapore Takada Industries Pte Ltd
Aziz Bin Ahmad Service Centre Technician
Sankyu Singapore Pte Ltd
Chew Chuan Tiong ATO SWI MINDEF
De Silva Christopher Bryan Sergeant Major MINDEF
Goh Kean Kiang Laboratory Tech-nologist
NUS Faculty of Engineering
Goh Soft Donnelly ADOC QAC MINDEF
Hwee Shoen Chee Leonard Associate Trainer / Lecturer
SIRS (NYP)
Johnson Decruz Self-Employed NIL
K Chandran CI, SAFWOS MINDEF
K. Rathakrushnan Classified Appoint-ment
MINDEF
Karamjit Directing Staff, SAFWOS
MINDEF
Koh Shaw Chye Bernard Freelance Trainer Self-Employed
Kwek Bing Shun HSE Supervisor Rockwell Collins S.E.A Pte Ltd
Lam Yoon Sing Lead Engineer MINDEF
Lee Soo Peng OC Security MINDEF
Manokaran S/o Arumugam Master Trainer MINDEF
Mohammed Hasan Business Office Assistant
DES Marine Singapore
Muhammad Remizan Bin Sulaiman
Senior Safety Coor-dinator
Kurihara Kogyo Co. Ltd
Munusamy J Kumar Safety Executive NTUC Learning Hub
Ng Zhong Hong Adult Educator, Assessor Instructional Designer and Cumi-ulum Developer
ST Logistics Pte Ltd
Nonis Jeffrey Gerard HQ CSM MINDEF
Pancha Varanam WO EPCS MINDEF
Pragash S/O Achunan Associate Partner Building and Construction Authority
Rajiv Vinayakrao Athavale Trainer AMEC Foster Wheeler
Saminathan Thiyagarajan Media Lab IC MINDEF
Sini Mathew Assistant Director, HES LKC Medicine, NTU
Tanikaselvam Pervmal WSM MINDEF
Teo Li Hiang Technical Executive August Training And Consultan-cy Services
Wang Yan Training Manager Medicam Pte Ltd
CORPORATE MEMBERS
ComPANY
1st Aid & Healthcare Pte Ltd MSA S E Asia Pte Ltd Pilz South East Asia Pte. Ltd
3M Technologies (S) Pte Ltd Ocean Pearl Shipping & Services Pte Ltd
Singapore Rescue Training Centre Pte Ltd
LTH Logistics (Singapore) Pte Ltd
uPGRAdE OF MEMBERShIP
NAme DeSiGNAtioN ComPANY
Lawrence Teo Tok Boon Deputy Director Singapore Power Pte Ltd
Soh Xiao Fen WSHO Sembcorp Industries
JANuARY / FEBRuARY / MARCh
welcome New Members
