WASHEQ 2015 ppts

KAIZEN

Making Small Improvements

What is Kaizen

• KAIZEN is a Japanese word which is a

combination of two words

• KAI – meaning CHANGE

• ZEN – meaning GOOD

What is Kaizen

• When used in the business sense and

applied to the workplace, kaizen refers to

activities that continuously improve all

functions and involve all employees from

the CEO to the assembly line workers.

History of Kaizen

• Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in environments outside of business and productivity.

• The Japan we know now was built on the Kaizen philosophy and methodology along with other such methodologies like Lean, TQM, etc

The Kaizen Advantage

• Kaizen provides for us a methodology to

facilitate small changes continuously in a

methodical fashion while engaging the

entire workforce or engaging the power of

our most important resource – Our People.

Kaikaku • A quick mention of a similar concept called kaikaku.

Kaikaku (Japanese for "radical change") is a business

concept concerned with making fundamental and radical

changes to a production system, unlike Kaizen which is

focused on incremental minor changes.

Kaizen + Kaikaku = Blitz

• Typically kaizen and kaikaku which can both be linked strongly to the Toyota System come together in what Is called the Kaizen Blitz, Burst or Event. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream.

The Standard Work elements of a Kaizen are:

Document

Reality Start

Stages of the Kaizen


Document

Reality

Identify

Waste

Start



Document

Reality

Plan

Countermeasures

Identify

Waste

Start



Document

Reality

Plan

Countermeasures

Identify

Waste

Reality

Check

Start



Document

Reality

Plan

Countermeasures

Identify

Waste

Reality

Check Make Changes

Start



Document

Reality

Plan

Countermeasures

Identify

Waste

Reality

Check Make Changes Verify Change

Start



Document

Reality

Plan

Countermeasures

Identify

Waste

Reality


Measure

Results

Start



Document

Reality

Plan

Countermeasures

Identify

Waste

Reality


Measure

Results

Make this

the Standard

Start


Celebration

Celebrate the success (but not too long) because now you

Do It

Again


Document

Reality

Plan

Countermeasures

Identify

Waste

Reality


Measure

Results

Make this

the Standard

Celebrate

Do It

Again

Results:

A new way of work

Start


Final Word

• HSEQ professionals are well positioned

with the current tools of our trade

alongside well proven and effective tools

as kaizen to make lasting changes in our

organizations and even beyond our

organization to reach the entire nation with

the message of continuous improvement

as this same tools have built nations and

they can build ours also.

Thanks For Listening!

Questions?

a: Kristina Jade Center

70b, Olorunlogbon Street, Anthony Village, Lagos.

t: +234 909 1020 047, 090 1020 048. 09091020049

w: www.oakinterlink.com | e: [email protected]

THANK YOU

Creating a culture of Personal Accountability & compliance:

A tool for Improving Safety Culture

Presented at the WASHEQ 2015 Conference ,

Lagos

Oyet Gogomary

5th December , 2015

The Right to Win 2012 2

Content

ACCOUNTABILITY:

WHAT WHY HOW Conclusion


OBJECTIVES:

Changing the way people work

( Safe Work Practice)

Inculcating Responsibility and Accountability

( Stop Work Authority)

Working the new Model ( Be courageous)


WHAT IS ACCOUNTABILITY?

“ Answering, which means providing an explanation or justification for fulfillment of that responsibility.

“ Reporting on the results of that fulfillment and assuming liability for those results.

Accountability is the obligation a person, group, or organization assumes for the fulfillment of a responsibility. This obligation

includes:


What Is Safety Culture?

Is a term used to demonstrates "the attitudes, beliefs, perceptions and values that employees share in relation to safety" (Cox and Cox,1991).

A set of beliefs, norms attitudes and social technical practices that are concerned with minimizing exposure of individuals, within and beyond an organization to conditions considered dangerous or injurious (Mohd Saidin and Abdul Hakin, (2007b).

It describes the way we feel, act, think and make decisions in relation to safety.


Safety Culture

Developing safety culture • ….. ‚means creating a culture • of safety whereby the workers are constantly aware of hazards in the workplace, including the

ones that they create themselves. It becomes second nature to the employees to take steps to improve safety‛ (Dilley and Kleiner, 1996)‛.


Principles of accountability

3.Requires reporting 2.Results oriented

4.Comes with

consequences

5.Improves performance

1.Relationship


Accountability Pyramid

ALL LEVELS ACT TOGETHER IN ANY ORGANIZATION

ME, Foundation: look to ME for Personal results ;What can I do….

Within a working setting, both Parties In a relationship

Drives organizational performance

How the company performed

Provide input to company’s outcome

Personal Accountability

Individual Accountability

Team Accountability

Organizational Accountability

Stakeholder Accountability

All levels act together in any organization.


Why Personal Accountability & Compliance

Company’s poor performance in formal compliance with audits, procedures and guidelines.

Improve our business performance

Remind us of our responsibilities

Highlight on the consequences of lapses:

- Personnel safety at risk through breaking the rules - Financial and Asset loss - Reputation loss

- Over negative impact on business performance and our vision to be the

partner of 1st choice (World Class Company)

Dialogue and Engagement: Examples of Personal Acct & Compliance failures


PA (Personal Accountability) drives Corporate Performance

ME

ME ME

ME

ME

My Team

Other Teams

Execute responsibilities

My Company

SBUs

GROUP -Below target -On target -Above -Outstanding

Impact on Me


EHS – Management System shall serve as the nerve centre

for information management and the bedrock for the required

attitudinal change in the Organization

Corrective Action & Improvement

Tactical

Strategic

Operational

Leadership & Commitment

Organisation, Responsibilities, Resources Standards & Documents

Audit & Management Review

Hazard & Effect Management

CULTURE

The Bedrock of organisation’s Transformation

Policy & Strategic Objectives

Planning & Procedures

Implementation

Corrective Action

Monitoring

Operations

OPERATIONS CYCLE


Organizational Characteristics of a good safety

culture.


Organizational Characteristics of a good safety

culture.


A typical Organizational Model matrix.


Safety Culture Interaction Model


Strategic EHSSQ Thrust . . . Culture . . . a Key to Win

• Full Regulatory Management & Compliance

• Operational Risk Management

• Environmental & Community

• Innovation & New Product developed against an increased EHSSQ depth

• EHSSQ as a Competitive Advantage for Oando Businesses

• Rolling out / Joint EHSSQ activities with business partners e.g. Agip, NB etc

• Sustainable operations within EHSSQ driven metrics(e.g. LTI, NM etc)

• People development; incident / NM reporting, constant engagement etc

Growth

Return on Capital

Risk Mgmt

Pathological Reactive Calculative Proactive Generative

INSTITUTE THE CULTURE

FRAMEWORK FOR RESULTS

Win stakeholders trust and confidence


.

Organizational Culture

Purpose

Mission, goals, objectives, Roles, responsibilities

Planning

Strategies, processes, Work plans, controls

Evaluation & revision

Results management &

corrective actions

Execution

Do the work and deliver as promised

Organizational Culture

The underlying assumptions, beliefs Values, Attitudes and Expectations shared by the Members of an organization ,

ACCOUNTABILITY MODEL


Accountability Model

Purpose “ - Clear mission aligned with goals and

objectives exist.

“ - Objectives are relevant, integrated and aligned with appropriate parties, e.g. Group, SS (Shared Services) or other SBU’s or teams.

“ - Roles and responsibilities of parties in the accountability relationship are clearly defined and support achievement of objectives.

“ - Parties agree on the mandate, objective and results expectations.

Planning “ - Strategies and work plans, key business

activities (KBAs) to achieve objectives are in place and are clearly communicated to key stake holders of the system.

“ - Processes and method to execute plans are efficient and cost effective

“ - Controls are in place to identify and manage consequences and risks to achieving objectives

“ - Resources are planned, balanced and allocated to meet intended results

Execution “ - Perform the work and

measure the progress; Deliver as promised

“ - Ensures customers needs are met

“ - Collect and analyze performance data

Evaluation and revision “ - Results management; Measurements and targets are in

place that serve to demonstrate results and provide direction “ - Results reported are credible, timely, accurate and useful in

making execution decision “ - Results are used to asses ongoing relevancy of the

programmes, objectives and strategies “ - Parties in the accountability relationship strive for

continuous improvement in critically reviewing results, managing risks and consequences- to determine what corrective actions need to be taken to improve performance… or to determine what rewards should be given efficient and effective performance.


Consequence Management

You see it, you own it

Consequence

Management

You See it.

You own it !

Business

Execution

Outcome

•Improved performance

•Realizing our

•Potential

•Efficient work force

Negative

Positive

“Build Capacity “Discourage non conformance “Improve systems

Guide decisions

Standards

Procedures

Guidelines

Policies

EHS Consequence

Mgt. Manual

Handbook objectives'

CEO

Award.

promotion when applicable

Letter of Commendation

Merit Increase/ Performance Bonus

Stock options


You see it, You own It

Were the actions As intended

Were the results intended

Sabotage or Malevolent act

Final warning letter

NO Blame error

System Induced violation

Reckless violation

Dismissal

First warning letter

Coaching

Negligent error

Training required

Procedure Clear and workable?

Defective Training, Selection, experience

Verbal warning

Knowingly Violating procedures

Substitution test

History of violating

procedures? No No No

Diminishing individual culpability

System Produced error

@ @

**

Increasing individual culpability

**Substitution test- Are you sure that when under the same circumstance at the time of the event, you would have acted differently?

@ Management responsibility is correct root causes of system issues

YES

NO YES

YES NO YES

YES NO

YES NO

YES

Consequence Management Decision Tree

For Managing Compliance and lack of Personal Accountability


Name: Benard Uwalaka DEPT: EHSQ Role: Workshop Facilitator Purpose Planning Execution Evaluation & Revision

Comfort & no harm to participants “Layout of room “Location of exits “Conveniences “Fire emergency procedures “Ground rules “Room temp. “Bb periods “Eating

“Share information “Test understanding “Data with hazards & encourage others to do the same “Use posters as constant reminders

“Compliance to ground rules “Feedback from participants “No of incidents / Near Misses “Use output of HIR’s to improve future sessions.

My Example – with focus on EHS


Name: Dept.: Job Title:

Purpose Planning Execution Evaluation

Develop one for yourself


Personal Accountability: (Compliance & Consequence Management)

Improved Performance Realizing our Potential

Efficient work force

CONSEQ

.

MGT

Procedure & standards Guidelines & Processes Living the Company values Doing what is right

Being responsible, disciplined Attitudes & behaviors Living your values Doing what is right

Project delays, High costs Reputation loss, Sanctions

Demoralized work force, Facilities at Risk

Personal Accountability Compliance


Accountability Video


Changing the way people work.

“ Bring up positive and negative consequences regularly. “ Share examples of the failures and success

Thinking about the consequences of failures upfront :

“ Establishing and implementing a robust acknowledgement schemes. “ Celebrate exemplary individuals and teams. “ Point out areas of improvement to teams and individuals.

Entrenches good habits.

Some basic Principles:

“ People to report incidents, accidents, nearmisses, mistakes without fear. “ People must be comfortable to Challenge the status quo. “ People are held accountable and not blamed.

Encourages Trust/Openness.


Inculcating Responsibilities to major players:

“ Get Support to Provide required information. “ Promote responsibility for colleagues. “ Provide required support.

1. Letting the line/employees to know that it is their duty:

“ Politely declining clear demarcation by offering help/advice and not taking responsibility. 2. Firmly rejecting work that is passed on.

“ Delegating tasks to responsibility parties and held them accountable. 3. Transferring responsibility and accountability to the line


Personal accountability starts with me

It cannot be delegated

It makes me more responsible

It is done because it is just the way to go

It deters blame

“ Starts with ‘what’ or ‘how’ “ Always has an ‘I’ “ Plus an action statement “ What can I do to make a difference? “ How can I help my customer better?

It asks the inwardly focused question that

Finally….Your take away


Thanks for Listening

1

WASHEQ 2015

Ella Agbettor

SHEQ Foundation

Process Safety Engineering

Mitigating Risks

EVERYONE is responsible for safety

From the lab technician to the cleaner to the managing director

• Nobody wants to be involved with a major accident

• Nobody wants to see their fellow coworkers injured or killed as a result of their work

• Nobody wants to see their jobs or business destroyed

EVERYONE IS RESPONSIBLE FOR SAFETY

2

TWO ASPECTS OF SAFETY

There are two aspects of safety

• Process Safety

• Personal Safety

Personal Safety:

Incidents that have the potential to injure

one person and generally occur due to

individual work habits.

Occupational incidents – slips/trips/falls,

struck-by incidents, physical strains,

electrocution.

Generally OHS are avoided by wearing

PPEs & following procedures.

An effective personal safety

management system DOES NOT

prevent major accidents events!

Process Safety:

Process safety hazards can give rise to major

accidents involving the release of potentially

flammable, reactive, explosive or toxic materials,

the release of energy (such as fires and explosions),

or both. These are events that have the potential to

lead to multiple fatalities and/or major

environmental damage. Process safety management

ensures there are Adequate Barriers to MAE’s.

PROCESS SAFETY VS PERSONAL SAFETY

4

Increasing Likelihood of Event

In

cre

asin

g C

on

se

qu

en

ce

s of E

ve

nt

Occupational Health

& Safety Risks

Major Accident

Hazard Risks

Potentia

l

Losses increasin

g

Possib

le E

scala

tion

Increasing Likelihood of Event

In

cre

asin

g C

on

se

qu

en

ce

s of E

ve

nt

Occupational Health

& Safety Risks

Major Accident

Hazard Risks

Potentia

l

Losses increasin

g

Possib

le E

scala

tion

PROCESS SAFETY PERSONAL SAFETY

INCIDENTS THAT DEFINE PROCESS SAFETY

5

PSM REGULATION FROM THE UK AND USA

6

Employee Participation

Training

Process Hazard Analysis

Mechanical Integrity

Process Safety Information

Operating Procedures

Hot Work Permit

Management Of Change

Pre Start-up Review

Emergency Planning &

Response

Incident Investigation

Contractors

Compliance Audits

Trade Secrets

OSHA 1910.119 (USA)

Platform Description

Reservoir Description

Management System

Policy

Organisation

Processes

Risk Assessment

Permit To Work

Management of Change

Performance Measurement

Audit & Review

Major Hazard Identification

Major Hazard Risk Assessment

Demonstration Of:

Prevention

Control

Mitigation

Evacuation Rescue & Recovery

Safety Case

SAFETY CASE (UK)

Policy

Organisation

Processes

Risk Assessment

Permit To Work

Management of Change

Performance Measurement

Audit & Review

Major Hazard Identification

Major Hazard Risk Assessment

Safety & Environment

Demonstration Of:

Prevention

Control

Mitigation

Emergency Response Plans

Onsite & Offsite

Safety Report

SEVESO II (COMAH) UK

Does this look familiar? How do these compare? Differences?

RISK MANAGEMENT PROCESS – SUMMARY

Risk Potential Matrix

New/ Major Facilities

Brownfield / Sites

Workgroup Non-Routine Activity

Routine Activity by

Individuals and Workgroups

Task Risk Assessment -Qualitative

Health Risk Assessment

Safety Cases, Hazard Registers, Site

Standards, Procedures, PTW

HSE Bulletins, Toolbox meetings

Risk Management Process

HAZARD IDENTIFICATION [HAZOP][HAZID][LAYOUT REVIEW] [BOWTIE][ FMEA]

[HRA]

HAZARD ASSESSMENT [[FRA][EETRA][QRA][ALARP][DO][LOPA]

HAZARD MITIGATION [F&G][[IGNCONTROL][AFP][PFP][BLOWDOWN][FLARE]

[DOP]

Legislation & Regulations

International Codes & Standards,

Industry Standards, Company Standards

Sources of Information

Inspection checklists,

Induction handbooks,

Incident Report feedback,

Job Start meetings

QUANTITATIVE

QUALITATIVE

PROCESS SAFETY IMPLEMENTATION

7

Provide rapid and reliable indication of the occurrence of a hazardous event involving fire and/or

loss of containment of flammable or toxic inventories to :

• Emergency Shutdown (ESD 1) of affected Fire Zone

( on confirmed gas detection or fire detection )

• Initiate Alarms

• Trigger emergency isolation and

depressurisation of hydrocarbon inventories

• Initiate fire water deluge system

(fire, sometimes toxic or flammable gas)

• Initiate CO2 or INERGEN or FMC 200 fixed fire

extinguishing systems

• Trip power generation and electrical equipment

• Increase ventilation in enclosures

• Close dampers in HVAC air intakes

HAZARD MITIGATION – FIRE & GAS DETECTION 1

8

HAZARD MITIGATION – FIRE & GAS DETECTION 2

9

Types of detectors

• Smoke Detectors (Optical/ Ionisation)

• Heat Detectors ( FT/ RoR)

• Flame Detectors (UV/ UVIR/ IR/IR2/IR3)

• Hydrocarbon Gas Leak Detectors ( Line of sight , ultrasonic)

• Toxic Gas Detectors

• Open Path Gas leak Detectors

• VESDA

The use of fire and gas mapping to ensure coverage is adequate

http://www.thegreenbook.com/products/details/fire-and-gas-detection-system/

HAZARD MITIGATION – FIRE PROTECTION 1

10

Active fire protection objectives are achieved by

reduction of the fire effects through:

•cooling of the hydrocarbon equipment

•shielding against radiation

•fire suppression

Active fire protection is activated:

•By Fire and Gas detection logic (automatically)

•manually (local and remote)

Active fire protection ( fire pumps, ringmain, deluge

valves and nozzles). Type of protection depends on

required duty – this may be to extinguish the fire,

control the fire or provide exposure protection.

Types include:

•water deluge

• foam

•water mist / steam

•dry powder

•inert gas (Inergen), CO2

http://www.google.com/imgres?imgurl=http://www.haltd.co.uk/images/firewater-system.png&imgrefurl=http://www.haltd.co.uk/firewater-systems.html&usg=__fL0-gxYcjmGWhwO8iGsvibHVQOI=&h=260&w=240&sz=132&hl=en&start=13&sig2=LFLmaC2ZzWxf7wZjuWrO-A&zoom=1&tbnid=2R-suutG9YRqZM:&tbnh=112&tbnw=103&ei=8kVbT46kCafI0QWFoYG5DQ&prev=/search?q=FIREWATER+SYSTEM&hl=en&sa=N&gbv=2&tbm=isch&itbs=1

http://www.google.com/imgres?imgurl=http://www.darlingmuesco.com/images/delugevalve_big.png&imgrefurl=http://www.darlingmuesco.com/deluge_valve.htm&usg=__egQiPABMn0t-ioT_FxJulCuQ2Jk=&h=352&w=350&sz=29&hl=en&start=7&sig2=_9aPdIsC1MGAn7qpIQk_yg&zoom=1&tbnid=WB-Sku78o2WGFM:&tbnh=120&tbnw=119&ei=KUZbT-LaH-rO0QW9usztDQ&prev=/search?q=deluge+valve&hl=en&sa=N&gbv=2&tbm=isch&itbs=1

1 200

1 000

800

600

400

200

010

°C

minutes20 30 40 50 60

Standard Fire CurvesTemperature vs. Time

Jet fire

Hydrocarbon fire

Cellulosic fire

Fire Barriers / Partitions between areas e.g. Process /

Non Process :

• Coatings on Bulkheads - For A / H / JF ( with wire

mesh )

• Prefabricated GRP Panels - For A / H / JF

• Prefabricated Panels with insulation - For A / H /

Not JF

Critical Structural Members / Risers / Flare Structure /

Supports

Intumescent or Cementious coatings - For H / JF ( with

wire mesh)

Risers / ESDV's / Equipment / Panels

GRP Cast Sections for risers and boxes for ESDV

Intumescent half shells

Penetrations :

Seals suitable

for For A / H / JF

Passive fire protection -Fireproofing to prevent failure of

structures and equipments. Coating applied to the wall of

vessel (mineral or organic-based).

Resist to flames and slow down heat transfer to the wall ( fire

walls, chartek, blast wall, fire blankets)

Design for blast – possible explosion overpressure

The duration of the required stability and integrity

A = 60 minutes

H = 120 minutes

J = J-class is not a standard fire rating. SEV specification

retains H capabilities of 120 minutes

HAZARD MITIGATION – FIRE PROTECTION 2

11

J 45/ H60, 0.3

bar Blast wall

HAZARD MITIGATION – EMERGENCY SHUTDOWN 1

12

In the event of a process upset that can lead to loss of containment or hydrocarbon leak we need to

shutdown the process unit and sometimes the platform immediately so the event does not escalate to other

areas of the Platform.

ESD0 Total Black-Out

ESD1-1 Emergency Shut-

Down Fire Zone 1

SD2-1.1 Functional Unit Shut

Down Unit 1.1

SD3-1.1.1 Individual Shut-Down

Equipment 1.1.1

SD3-1.1.k Individual Shut-Down

Equipment 1.1.k...

SD2-1.j... Functional Unit Shut

Down Unit 1.j...

SD3-1.j.1 Individual Shut-Down

Equipment 1.j.1

SD3-1.j.k... Individual Shut-Down

Equipment 1.j.k...

ESD1-i... Emergency Shut-

Down Fire Zone 2...

SD2-i.1 Functional Unit Shut

Down Unit i.1

SD3-i.1.1 Individual Shut-Down

Equipment i.1.1

SD3-i.1.k... Individual Shut-Down

Equipment i.1.k...

SD2-i.j Functional Unit Shut

Down Unit i.j...

SD3-i.j.1 Individual Shut-Down

Equipment i.j.1

SD3-i.j.k... Individual Shut-Down

Equipment i.j.k...

HAZARD MITIGATION – OVERPRESSURE

13

Most of the plant is pressurised so what happens during an over pressure event. Design of relief disposal dependent on relief

requirements (e.g. fire, overpressure by gas , overfilling by liquid, reaction runaway).

Relief devices are installed and during an overpressure event they open and allow the gas to go to the flare

thus preventing over pressure of equipment. Process engineers have to size these devices for the

equipment they are protecting.

A flare or vent system consists of:

• Relieving devices in the Process systems

(PSV, BDV, Bursting discs,…)

•Headers for collection of relieved effluents

•Knock out (KO) Drum to segregate gas and

liquid phases

•Sealing devices to prevent air ingress (purge

gas, seals) or Designed to

•sustain internal explosion (15 barg as a

result of internal generic study)

•Disposal devices for the gas and liquid

(Flare tip, liquid burners, burn pit,…)

Function Of Drainage Systems

SAFETY

• Minimise uncontrolled spillage

• Minimise the risk of ignition (evacuation of flammable liquids away from ignition sources)

• Prevent escalation of a fire across the installation (containment and evacuation of flammable liquids)

ENVIRONMENT

• Minimise direct discharge of polluted streams by channelling to appropriate treatment units

Key Features For Safety Of Drainage

• Architecture of network to prevent cross-contamination

• Gas seals and fire breaks to prevent migration

Closed Drains Are Connected To:

• Hydrocarbon equipment under PRESSURE

• Equipment handling TOXIC fluids (intentional release to atmosphere not acceptable)

Open drains are ATMOSPHERIC systems

HAZARD MITIGATION – DRAINAGE

14

HAZARD MITIGATION – IGNITION CONTROL 1

15

Due to the flammable nature of oil and gas ignition control is very important because if there

is no ignition source there will be no explosion or fires.

Precautions:

> Avoiding flammable substances (replacement technologies)

> Inerting (addition of nitrogen, carbon dioxide etc.)

> Limitation of the concentration by means of ventilation

Ignition sources identification:

Apparatus which, separately or jointly, are intended for the

generation, conversion of energy capable of causing an

explosion through their own potential sources of ignition

Measures to limit the effect of explosions to a safe degree:

> Explosion pressure resistant construction

> Explosion relief devices

> Explosion suppression by means of extinguishers, deluge, etc

Hazardous Area Classification

Zone 0.

In which ignitable concentrations of flammable gases or vapours are present continuously, or in

which ignitable concentrations of flammable gases or vapours are present for long periods of

time.

• Zone 1.

In which ignitable concentrations of flammable gases or vapours are likely to exist under

normal operating conditions. (for a full definition refer to API RP 505).

• Zone 2.

In which ignitable concentrations of flammable gases or vapours are not likely to occur in

normal operation, and if they do occur will exist only for a short period (for a full definition

refer to API RP 505).

Reduce to an acceptable level the probability of coincidence of a flammable atmosphere and

an ignition source, by means of:

• Segregation of hydrocarbon sources and ignition sources,

•Selection of equipment with the potential to cause ignition:

HAZARD MITIGATION – HAZ. AREA CLASSIF.

16

HVAC unit usually is placed between the

helideck and the roof of the quarters for

offshore units.

The living quarters and electrical switch

rooms also requires a ventilation system , in

the event of a gas release or fire the HVAC

damper shut off preventing gas ingress.

Note normally you will have fire and gas

detectors at HVAC inlets to detect gas and

shutdown damper especially if HVAC inlet is

in close proximity to the process area.

HAZARD MITIGATION – HVAC & VENTILATION 1

17

http://www.google.com/imgres?imgurl=http://www.ephvac.ca/images/EP-HVAC-sidebox-hvac.jpg&imgrefurl=http://www.ephvac.ca/default.asp?mn=1.42.58&usg=__bsjsZGfTJ3NnLXhASB3NBks-aoI=&h=186&w=235&sz=28&hl=en&start=25&sig2=y9y1CyIVKX6sCxTw8iyoeQ&zoom=1&tbnid=MRPET7lvkAHdMM:&tbnh=86&tbnw=109&ei=lb-bT8jnAeag0QXPxdGMDw&prev=/search?q=HVAC+OFFSHORE&start=21&hl=en&sa=N&gbv=2&tbm=isch&itbs=1

TECHNICAL INTEGRITY

18

8 Dimensions of Integrity Monitoring

Shutdown Systems

Risk Control Dimensions Hydrocarbon

Leak

Safe

Operation

Major

Accident

H

A

Z

A

R

D

S

Prevention Barrier

• Mech

Integrity

• Ignition

Control

• Fire & Blast

walls location

Plant

Design

A

Plant

Design

A

• Thickness

m’ment

• PM checks

Equip. online

•Condition

monitoring

Inspection

and

Maintenance

B

Inspection &

Maintenance

B

• Defined &

understood

scope of

work

• Hazards

identified,

risk assessed

& Controls

in place

• Work

authorised

Permit to

work

C

Permit to

Work

C

• Risk

assessment

for potential

impacts

• Authorised

management of

change

• Case to

operate

Plant change

management

D

Plant Change

Management

D

• Standard’sd

Operating

Procedures

• Periodical

review done

• Temporary

procedures

for changed

situations risk

assessed.

Operational

Procedures

E

Operations

Proedures

E

• Role specific

competency

criteria for

process safety

• Periodic inputs

for updating

• Periodic

assessment

Staff

Competence

F

Staff

Competence

F

• Fire & Gas

alarms

• Routine

monit’ng

of alarms / trips

• Defined

procedure

for

management

of inhibits /

overrides

Alarms &

Instruments

G

Alarms &

Instruments

G

• Periodic

testing of ESD /

trips and

emergency

systems

• Periodic Mock

drills of ERP

• Emergency

procedures

updated

Emergency

arrangements

H

Emergency

Arrangements

H

Mitigation Barrier

C

O

N

S

E

Q

U

E

N

C

E

S

• Each Barrier is important

• Concurrent failure in barriers can result in Near Miss or MAE

• Significant Failing in just one critical barrier sometimes is sufficient to cause incident

• Continuous monitoring & testing of Barriers is needed through suitable tools

Technical Integrity (TI) is all about management of SCE ( HAZARD MITIGATION

MEASURES)

ESTABLISH DESIGN INTEGRITY

19

Technical Integrity Management

Hazid Hazop

Studies

PERFORMANCE

STANDARDS

SMS and

Procedures

Operations Safety Case

Work

Orders

Risk Based

Inspection /

Reliability

Centred

Maintenance

Major Health Hazards and

Major Accident Events

Hazard

Register

All HSE

Hazards

Formal Safety

Studies

SAPIntegrity

ReportsMAXIM

O

Project Phase Establish Integrity by identifying MAE, SCE ( Safety Critical Elements) producing Performance Standards(PS) all contributing to the establishment of Technical Integrity (TI).

In the operation phase, safeguard integrity by maintaining equipment, reviewing, verifying and assuring integrity using

performance standards, corrective action should be closed out appropriately all leading to maintaining TI.

MAJOR ACCIDENT EVENTS

(MAE)

Establish Design Integrity and Safeguard it during Operations

INHERENT SAFETY

20

THE BASICS •Fewer hazards •Fewer causes •Reduced severity •Fewer consequences

1 . Minimise – use smaller

quantities of hazardous substances

2 . Substitute – replace a material with a less hazardous

substance

3 . Moderate – use a less hazardous

condition, a less hazardous form of a material, or facilities that minimise the impact of a hazardous material or energy

4 . Simplify – design facilities that eliminate unnecessary complexity

and make operating errors less likely and that are more forgiving of errors which are made

barg barg

Gas Hot Oil

Gas Hot Water

But are design should be Inherently Safe in the first place

INHERENT SAFETY RISK REDUCTION MEASURES

21

Physical protection

– Safety valves to flare

– Rupture disks to flare

– Vacuum breakers

– Blowdown systems

Reduction of Leak

Frequencies

– Enhanced inspection plan (mechanical integrity)

– Full containment design

– Corrosion allowance

– Corrosion risk management

– Safety Critical Procedures (with high reliability level in execution)

Process Design

– Alternative chemical process (chemicals used, …)

– Reduction of operating pressure

– Reduction of operating temperature

– Reduction of area congestion

– Selection of construction materials

– Some critical cooling systems

Automatic action SIS

– Interlocks independent from DCS

• PCV to flare

• Heat cutout interlock

• Feed cutout interlock

– UPS systems

– Emergency power generator

– HIPPS

Limitation of Released Quantity

– Reduction of product inventory

– Remote operated isolation valves (ESD system)

– Blowdown system

– Flow orifices

– Excess flow valves

Mitigating & Protective measures

– Diking

– Water curtains

– AFP (Sprinkler/deluge systems)

– Foam application systems

– Restricting flow orifices

– Excess flow valves

– PFP(Blast/fire resisting structures blast/fire walls, reinforced control rooms)

– Control of ignition sources

– Emergency shutdown systems

– Containment systems (containment inside building)

– Flange protection

– Devices influencing the direction of leaks.

– Explosion suppression systems

– Inhibitor or killing agent injection systems

– Detection systems (gas, liquid, smoke, fire,...) with operator intervention

DRIVING CHANGE THROUGH “MOTIVATED” ACTION

West African Safety, Health, Environment and Quality Conference

WASHEQ

Powered By: Emmanuel George

Presentation Structure »Part 1 – Reality Check

•Why this State of Affairs

»Part 2 – Pathway to Performance Improvement

•Providing the Motivation to Act

Reality Check!!!

Background

Today’s modern businesses and Industrial organizations recognize the fact that a system without adequate Health, safety and environment framework will surely leads to heightened occupational and health hazards. In recent times, the paradigm shift is now towards improving the performance of the HSE frameworks already in place and measuring its effectiveness using international standard indicators

...And Yet...

“337 million workplace accidents each year.

2.3 million deaths occur on the average every year.

making it 6,300 deaths per day, across the globe.”

– International Labour Organization

# FACT

...“No Organisation, Agency, Employer, employee etc….sets out to “deliberately” cause harm to persons, assets or environment”

In Recent Times... There have been notable workplace accidents mentioned

in the national dailies: I. IMPCO Company Limited where a 21-year-old machine

operator, Happiness Okon, was killed by a plastic molding machine

II. Two workers died in Cadbury when an accident happened as the boiler was being operated, killing two casual workers and injuring many others.

III. Hongxing Steel Company on allegation of maltreatment and death of employees, recorded in the company recently.

What Exactly is Wrong?

Consider the 3 Es Error (Human) – Over 80% Equipment (Failure) – Less than 20% Environment (Natural) – About 10%

Consider Unsafe Act (Human) – 90% Unsafe Condition – 10%

Answer = HUMAN

What Is Wrong With HUMAN - Imperfection

Ignorance/Knowledge/Skill – 10%

Attitude (Poor) – 70%

Deliberate (Refusal to Yield) – 20%

Pathway to Performance Improvement

To Do List………..

Ignorance/Knowledge/Skill – Awareness/Education/Training

Attitude – Motivate (Apply All of the Above…...and Much More)

Deliberate (Refusal to Yield) – Discipline

Motivate…….How? 3-Phase Approach

FUNNEL STEPS

Consistency

Improved Interface

Professionalism 1. Professionalism – “Charity begins at home”

2. Improved Interface – “We are friends, not foes”

3. Consistency/Persistence - “Stay Positive”

Professionalism

Build Structure – Structure informs behavior; Newton’s Law of Motion

Be Innovative Learn New Ways to Say and Do Old Things

Utilize Tools Effectively Every Profession Has its Register

Improved Interface

Which Works Best: • Collaboration or antagonism

• To Coax or by coercion?

• Encouragement or Criticism

Consistence & Persistence in Improvement Ensure • Continual (incessant, constant,

persistent) Improvement – Internal • Continuous (permanent) Improvement

– External

Be Committed to Driving the required Change

Conclusion……

Let’s answer your questions now!!!

CHANGE: An Effective Health and Safety Application

Presented By:

Ehi Iden

WASHEQ 2015 Regional Conference

Change in its self!

• An act or process through which something becomes different or done differently.

• Sunday, Sept 13th 1967, Sweden changed from driving on the left hand to driving on the right side.

• All vehicles had to STOP at 4.50pm, then carefully CHANGE to the other side and remained there till 5.00pm.

• Road crew needed time to reconfigure the road intersections

The Ages of Evolution – Hovden 1998

The First Age: Technological Age

The Second Age: Organisational Measures

The Third Age: Culture and Human Behaviour

Hovden Theory of 1998

• Since the late 1980’s we live in what Hale and Hovden (1998) called the ‘third age of safety’ where the focus is no longer only on technological (the first age) or organizational measures (the second age) but also takes account of culture and human behaviour (the third age).

• In the age we are in, Safety Culture is the principal thing and it must start from the top.

Emerging OHS Risks

• An ‘emerging OHS risk’ is often defined as any occupational risk that is both new and increasing. And by this we mean:

a. The risk was previously unknown and is caused by new processes, new technologies, new types of workplaces, or social or organisational change

b. A long standing issue is newly considered to be a risk due to changes in social or public perceptions

c. New scientific knowledge allows a long standing issue to be identified as a risk

Mutations and Transmutations

• As the work environment changes very fast, new risks also come in very fast with these changes, the need for a whole new approach to management of these risks is crucial.

• We live in an INNOVATIVE world, work in INNOVATIVE workplaces

• “Every improvement requires change and every change definitely has its own risks”

The COM-B 1 Theory

Overcoming Internal Resistance

Give people something to believe in!

Give people someone to believe in!

Give people someone who believes in them!

Developing effective leadership begins with….

Change Application

• Leadership Commitment

• Employees Engagement and Involvement

• Process Review and Modification

BASIC SAFETY CULTURE

People don’t respect what you do not inspect!

Lewin’s Framework for Change

Safety Culture • A safety culture is characterised by a collective mindfulness that

can be achieved only when there is mutual respect among team members and an absence of fear and intimidation.

• The key components include:

I. Collective Mindfulness: We are aware things can go wrong, we are fallible, errors could happen and we are mindful of all that and ready to tackle it without regard to rank or status.

II. Accountability: Accepting responsibility for making the workplace safer. Report errors, near misses or any safety concern.

III. Empowerment and engagement: Makes employees feel safe to voice out their concern about safety issues, and makes them take charge of the safety of not just themselves but colleagues alike.

Creating a Safety Culture

• Workplaces suffer today because of the error management in our past culture

• We focused on blaming and punishing the employees rather than taking system’s responsibility

• There was little or no emphasis on how we can learn from our errors or incidence, no transparency and we could not own up to what happened.

• We ended up creating a punitive work environment that shuts everyone up

Safety culture or an enforcement environment?

• Now we have a safety enforcement environment . When what we really needed was a safety culture!

• Safety enforcement environment looks like this

"Here comes the boss, better put on your safety

glasses."

• But your goal is for the worker to say, "This could

expose my eyes to injury. I'll put on my safety

glasses.“ This is Safety Culture and this is the desired change.

When blame game hurts the system

• Blame game limits learning from errors because the incident was never discussed

• It increases likelihood that the error will reoccur. This is because other colleagues were not able to benefit or learn from the problem we have had.

• It may drive away self-reporting of adverse events

• It could create a vicious cycle that decreases learning

“The more we blame, the more employees stop talking

The quieter employees are, the less we learn

The less we learn, the less we improve

The less we improve, the more at risk workplaces are”

A case study: Kimberly Hiatt

Outcome of the blame & punishment • 50 years old nurse with 25 years at Seattle Children’s hospital

• Mistakenly dispensed 1.4 grams of calcium chloride — instead of the correct dose of 140 milligram for an 8 months old child in Sept 14 2009.

• “She reported the case and owned up to be responsible”

• After the infant’s death, Kim was placed on administrative leave and soon dismissed in weeks following

• Her practising license withdrawn, she cried for 2 weeks not because of her license but that she killed a child

• Kim Hiatt eventually committed suicide on April 3, 2010

• Hiatt’s dismissal — and her death — raise larger questions about the impact of errors on providers, the so-called “second victims” of medical mistakes. That’s a phrase coined a decade ago by Dr. Albert Wu, a professor of health policy and management at the Johns Hopkins Bloomberg School of Public Health

Some quotes out of this • “I messed up,” Kim wrote. “I’ve been giving CaCI [calcium chloride] for

years. I was talking to someone while drawing it up. Miscalculated in my head the correct mls according to the mg/ml. First medical error in 25 yrs. of working here.

• After the incident, Hiatt "was a wreck,” recalled Julie Stenger, 39, of Seattle, a critical care nurse who worked with Hiatt at the hospital. “No one needed to punish Kim. She was doing a good job of that herself.”

• “When she lost this job, it wasn’t just the job she lost, it was her future.” Kim’s mum

• “She was in such anguish,” Crum says. “She ran out of coping skills.” • “Punitive actions are actually counterproductive. Everything in the

literature points to that not being the right step to take,” Watkins said. “Nurses in that unit or hospital will not report things. There’s this heightened awareness: It could be me.”

• “I thought it was sending the exact wrong message: If you make a mistake, you better keep your mouth shut about it.” Kim’s colleague

In conclusion

Change is not necessarily what you tell us, it is what we see

The risk in workplaces are mutating, health and safety management systems must change at a much faster pace

In every change we effect, processes and procedure must reflect same changes

Remember, change in itself is also a process

[email protected]

0802 491 8800

mailto:[email protected]

Advocacy and Attitudinal Change Essential for Sustainable Consumption

and Production

Presented at the

West African Safety, Health, Environment & Safety Conference

Lagos, Nigeria

B Y EUGENE ITUA , P h . D

N I G E R I A C H A I R M A N

Nigeria Branch: 17, Akingbola Street,

Olayiwola Street, Oregun Alausa Village, Lagos.

Tel: 08090753363. Email:[email protected]

UK (HQ): Suite 7a 77 Fulham Palace Road, London, W6 8JA, United

Kingdom

Tel: +44 (0)20 8741 9100, Fax: +44 (0)20 8741 1349, Email:

[email protected], www.iirsm.org


http://www.iirsm.org/

Introduction

The well-being of humanity and the environment ultimately depends upon the responsible management of the planet’s natural resources,

yet, evidence is building that people are consuming far more natural resources than what the planet can sustainably provide.

Many of the Earth’s ecosystems are nearing critical tipping points of depletion or irreversible change, pushed by high population growth and economic development.

The Challenge

The science showing that humanity's current lifestyles are unsustainable is overwhelming.

“By 2050, if current consumption and production patterns remain the same and with a rising population expected to reach 9.6 billion, we will need three planets to sustain our ways of living and consumption.

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http://www.oecd.org/env/waste/smm

https://www.google.com.ng/search?site=&q=Women's+World+Cup&oi=ddle&ct=start-of-the-2015-fifa-womens-world-cup-5164271868575744-hp&hl=en&sa=X&ei=yl5xVfHZJcrnygOB8oHADg&ved=0CAMQNg

Today's Environment - Sick and Crying

The Root Cause

The Reality

Saving the environment is

not an issue anymore but

a survival truth!

No Longer Business as Usual

The Opportunity We Have

We all have the opportunity to realize the responsibility to care for the Earth and to become agents of change. move towards resource efficient and sustainable lifestyles

which bring better quality of life for all.

Although individual decisions may seem small in the face of global threats and trends, when 7 billion people join forces in common purpose, we can make a tremendous difference.

Setting the Stage

In 1992, Sustainable development was enshrined at the Earth Summit in Rio de Janeiro (Brazil) Then the international

community also adopted Agenda 21, a global plan of action for sustainable development.

An overarching objective within this agenda was the promotion of Sustainable Consumption and Production (SCP)”, which was reconfirmed in the recent Rio + 20 Summit in 2012.

It was recognized that fundamental changes in the way societies produce and consume are indispensable for achieving global sustainable development.

It called for all countries to

promote sustainable consumption and production patterns, with the developed countries taking the lead and

with all countries benefiting from the process, taking into account the Rio principles, including, inter alia, the principle of common but differentiated responsibilities as set out in Principle 7 of the Rio Declaration on Environment and Development.

Mobilising for Action, cont’d

What is Sustainable Consumption and Production (SCP)

“The use of services and related products, which respond to basic needs and bring a better quality of life while minimizing the use of natural resources and toxic materials as well as the emissions of waste and pollutants over the life cycle of the service or product so as not to jeopardize the needs of further generations"

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The KEY Principles of SCP

Adopting Sustainable Lifestyles

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Adopting Sustainable Lifestyles - Context

Typical Drivers needed to Address Today’s Priorities

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Typical Drivers needed to Address Today’s Priorities, Cont’d

Policy instruments, such as legislation and other legal measures are necessary to address the challenge of education and skills development as well as the optimal use of resources.

Policy instruments are also important to ensure effective governance and urban-rural development.

Economic drivers, represented by sustainable business models, and transparent and efficient supply chains, aim to promote sustainable energy generation and efficient resource use.

Economic drivers also play a very important role in the development and provision of education and skills training opportunities.

Social innovation and behavioural change are the social drivers considered as highest priority to address nutrition issues, local food production, community activities such as seasonal cooking and even the development of new businesses aimed at promoting healthier ways of living.

Urban and rural development and resource consumption are the other two areas for which socially-driven actions were seen as necessary;

Technology drivers were seen as having an important role in the development of mobility solutions and communication-related improvements.

Technology was also seen as relevant to the optimal use of resources and, to a smaller degree, to facilitate effective governance systems

Field of Action

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Field of Action, Cont’d

Field of Action- Business

Are You thinking of What You can Do?

Advocacy and Attitudinal Change

We need to advocate the principle of SCP

Advocacy here is active promotion of the SCP principle

Advocacy involves getting government, business, schools, or in indeed everyone to correct the harmful situation we have created that is affecting mankind.

We need to Change our attitude to imbibe the principle of SCP

Attitude here means mental dispositions that make us change our “Soft” Values.

Attitude that enables us to see sustainable lifestyle as a new status symbol (an aspiration) that can be fulfilled easily

Changing Our “Soft” Values

Soft values are norms, habits, traditions and perceptions that build people’s identity and lie in large part behind the choices they make.

.

Further, given the appropriate infrastructure, information, economic incentives and internalization of environmental costs, lifestyle changes in favour of sustainable living can become the dominant social trend.

It is the role of the media and educators to design easy and engaging narratives and messages that promote a sustainable lifestyle.

What is my Consumption Pattern?

What is my Consumption Pattern?, Cont’d

We must shift our consumption patterns towards goods that use less energy, water and other resources, and by wasting less food.”

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You and I, All of US, Cont’d

Create Your Own Personal Ecological Oasis – Build More than A Home

Home is where you simply eat and sleep

Home can also be where you find ways to utilize the space you have in a way that has the least impact on your community and, ultimately, the planet.

Even the tiniest of balconies can be converted into an edible garden and compost bins come in a multitude of sizes, ranging from full-size to, yes even apartment-size.

YOUR ACTION

Action?

Action, cont’d

Although individual decisions may seem small in the face of global threats and trends, when 7 billion people join forces in common purpose, we can make a tremendous difference.

We can do this by shifting our consumption patterns towards goods that use less energy, water and other resources, and by wasting less food.”

Outcome

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The Future We Want?

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The Future We Want? cont’d

Conclusion

There are many better ways for us to solve one of the big global challenges.

Every Action, your little action, Counts

Remember, “Many people out there are starving”

recognise access to food as a basic right for everyone -

Conclusion, Cont’d

Let us take a moment to question how we live and how it impacts the planet.

Yes, let us evaluate our consumption habits: how we shop, eat and travel.

THANK YOU

LET US JOIN HANDS TO SECURE OUR

West African Safety, Health Environnement and Quality Conférence

Samedi 05 décembre 2015

Suru Lere Lagos

Présenté par

Raouf PEREIRA Médecin du Travail

Médecin Inspecteur du Travail à la retraite

Objectif général ◦ Promouvoir la sécurité, la santé au travail, la qualité

et l’environnement dans la sous région ouest-africaine

Objectifs spécifiques ◦ Faire connaître la République du Bénin

◦ Partager avec les professionnels de la SST de la sous région l’expérience béninoise en la matière

◦ Mieux connaitre les normes appliquées dans les pays anglophones de la sous région

Introduction

Brève présentation de la République du Bénin

Etat des lieux de la SST

Cadre institutionnel de la SST

Cadre légal de la SST

Perspectives

L’Homme, principal acteur du développement, à travers ses activités, transforme la matière en biens de service et de consommation.

Le travail est une source de richesse et de développement par laquelle l’Homme arrive à satisfaire ses nombreux besoins.

Pour pérenniser cette source de revenu, l’Homme au travail lutte pour l’accroissement de la productivité, gage du bien-être physique, mental et social tant souhaité par tous.

Chaque jour, il est mis sur le marché des milliers de produits chimiques.

Les machines, les outils et autres produits chimiques et biologiques représentent pour l’Homme au travail des facteurs de risques pouvant agir ou non sur sa santé et sur environnement.

La République du Bénin, a une superficie de 114.763 Km2.

La population s’accroît à un rythme annuel de 3,23 pour cent. La population en 2012 est estimée à environ 10.320.000 habitants.

Le territoire est découpé en douze départements et 77 communes.

Environ 70 % de la population vivent en zone rurale.

L’exode rural est un facteur démographique important.

L’agriculture (base essentielle de l’économie béninoise) occupe 43 % de la population active avec une contribution de 36 % au Produit Intérieur Brut.

Le secteur industriel est très peu développé. Il représente à peine 13 % du PIB, et occupe un peu moins de 13 % de la population active.

Le secteur tertiaire repose essentiellement sur les services et occupe 40% de la population active, avec une contribution de 50 % dans la formation du Produit Intérieur Brut.

Le secteur non structuré contribue pour près de 15% à la formation du PIB et connait un taux de croissance annuel de 7 %.

La tutelle de la sécurité et santé au travail est assurée par le Ministère chargé du Travail.

Les principes fondamentaux de son exercice sont contenus dans la loi n° 98-004 du 27 janvier 1998 portant Code du travail en République du Bénin et ses textes d’application en matière de sécurité et de santé au travail.

Son champ d’application ne concerne que les travailleurs des secteurs privé et parapublic régis par ce code.

D’autres structures étatiques et non gouvernementales interviennent à travers des programmes sectoriels.

Les multiples actions ont eu, pendant longtemps, un impact limité sur la promotion de la sécurité et santé au travail : ◦ séminaires, formation, actualisation et prise de

textes réglementaires ;

◦ émissions radiodiffusées, productions de supports de sensibilisation en sécurité et santé au travail ;

◦ mise en place des Comités d’Hygiène et de Sécurité (CHS) ;

◦ visites d’inspection, etc.

LES INDICATEURS DE SANTÉ AU TRAVAIL ◦ Les statistiques sur les accidents du travail et les

maladies professionnelles, en République du Bénin, sont élaborées par la Caisse Nationale de Sécurité Sociale (CNSS).

◦ Actuellement, ces données ne reflètent pas la réalité (sous déclaration des accidents du travail et des maladies professionnelles).

◦ Au Bénin, la Caisse Nationale de Sécurité Sociale enregistre en moyenne 700 accidents du travail par an dont une dizaine de cas mortels.

◦ Les données statistiques sur les maladies professionnelles indiquent que seulement 16 cas sont déclarés et pris en charge par le régime de sécurité sociale en vigueur.

Cette situation pourrait s’expliquer par :

le sous-diagnostic des pathologies professionnelles ;

l’insuffisance des dispositifs devant y conduire.

◦ Les autres indicateurs de santé au travail tels que les taux de fréquence et de gravité des accidents du travail, le nombre de journées de travail perdues par branche d’activité ne sont pas toujours disponibles.

Le cadre institutionnel ◦ Les structures relevant du Ministère chargé du

Travail

La Direction Générale du Travail

Les Inspections du Travail

La Direction de la Santé au Travail

La Caisse Nationale de Sécurité Sociale (CNSS)

◦ Les structures d’appui à travers des programmes sectoriels

La Direction Générale des Mines

L’Office Béninois de Recherches Géologiques et Minières (OBRGM)

Le Service de Protection des Végétaux (SPV)

La Direction de l’Environnement

Le Centre National de Sécurité Routière (CNSR)

Le Groupement National des Sapeurs Pompiers

La Direction de la Prévention et de la Protection Civile

La Direction de l a Marine Marchande

◦ Les Associations de Professionnels en Sécurité et Santé au Travail

L’Association Béninoise de Sécurité et Santé au Travail et Environnement (ASBESSTE)

L’Association Béninoise des Infirmières et Infirmiers en Santé au Travail (ABIIST)

L’Association des Médecins Spécialistes en Santé au Travail (AMESST).

Le cadre juridique ◦ La sécurité et la santé au travail au Bénin sont

régies par :

des normes internationales ;

des textes législatifs et réglementaires.

◦ Les secteurs concernés sont :

Le monde du travail en général ;

Le monde rural agricole ;

Le secteur maritime ;

Les mines et carrières ;

La pêche etc.

Insuffisance des ressources humaines qualifiées en matière de sécurité et de santé au travail ;

Manque de coordination entre les différentes structures impliquées dans le système de sécurité et santé au travail ;

Non prise en compte des acteurs des secteurs artisanal, rural et de la fonction publique, sans oublier les travailleurs des collectivités locales en matière de sécurité et de santé au travail ;

Mauvaise couverture des entreprises en matière de sécurité et santé au travail ;

Non application des textes législatifs et réglementaires en matière de sécurité et santé au travail.

Le renforcement du cadre institutionnel implique de facto un développement des ressources humaines : ◦ la formation et la spécialisation des médecins, des

inspecteurs du travail, des techniciens de prévention de la Caisse Nationale de Sécurité Sociale et des infirmiers (ères) des entreprises en sécurité et santé au travail ;

◦ la formation d’ingénieurs de sécurité, d’hygiénistes du travail et d’Ergonomes, des environnementalistes en gestion des risques et pollutions ;

◦ l’élaboration d’un programme d’éducation ouvrière pour les travailleurs et les organisations syndicales ;

◦ l’élaboration d’un programme de formation des employeurs en sécurité et santé au travail.

Le renforcement du cadre législatif et réglementaire implique :

Le recensement et l’analyse des textes existants en matière de sécurité et de santé au travail ;

Actualisation et adaptation des textes législatifs et réglementaires à la nouvelle orientation en associant tous les acteurs de la prévention des risques professionnels ;

Diffusion à une large échelle des normes internationales concernant la sécurité et la santé au travail.

Cette conférence qui regroupe des professionnels de sécurité et de santé au travail est une opportunité à saisir pour : ◦ une intégration et une orientation vers

l’harmonisation des normes en matière de SST QE ;

◦ Une normalisation sous régionale répondant aux réalités africaine.

Merci pour votre bienveillante attention

Pleins succès aux travaux de cette conférence

SEE IT, OWN IT: The trajectory to a sustainable society

Julius A. Akpong

OUTLINE

• Introduction

• On the streets of West Africa

• Driving Change; creating value

• The dwarf of a solution

• Areas of advocacy

• Passionate Advocacy

• Opportunities in coveralls

• Final thoughts

Introduction

• This is a call for innovation and passionate

involvement in the delivery of advocacy by

safety professionals towards a sustainable

society in West Africa.

• It is an open invitation to everyone to

understand the seriousness of the safety

problem and begin individually and collectively

to take action.

Ghana

The Motor Traffic and Transport Unit (MTTU) of the Ghana Police

Service has said it recorded about 2,330 fatalities and 13,572 road crashes

nationwide in 2011.

In all 19,530 vehicles were involved in the crashes recorded. They

included commercial vehicles, private motor vehicles and motor cycles.

TOGO

Road Traffic Accidents Deaths in Togo reached 1,052. WHO May 2014. The traffic accidents are so numerous in Lome and generally in Togo, we stopped

counting.

Reckless drivers, excessive speed, bad roads are an explosive cocktail.

Mali

Bamako, Mali - Some

536 people died in 6,090

accidents reported in

Mali in 2012.

Mrs Assa Sylla, Director

of the Malian National

Road Safety Agency

(ANASER), announced

at a conference.

Apart from the Radison

Blu incident lately.

Lagos, Nigeria

The Federal

Road Safety

Commission

(FRSC) said

1,903

children had

died in road

accidents in

Nigeria

between

2010 and

2014.

How Bad is the Problem?

The dwarf of a solution

BUT…

Our culture and belief system

shows that we need more than just

these…

Driving Change; creating value

Sustainable value

Areas Needing Advocacy

Areas Needing Advocacy

Passionate Advocacy

Passionate Advocacy

Opportunities in Overalls

VID-20150413-WA0004.3gp

VID-20150413-WA0004.3gp

VID-20150413-WA0004.3gp

The Trajectory

RESULTS WILL COME

Final thoughts

• There is no embargo on creative association for worthy causes;

• In Ebola, West Africans showed that they love life, The reality of the accident situation has not been very well established.

• Let there be a more widespread advocacy across the region, seeing that we share a common problem, lets unite against it in the most professional ways possible.

UNITY OF PURPOSE

United, we can only win

VID-20150411-WA0009.mp4

LABOUR SAFETY & HEALTH BILL (LSHB) 2012 – A BETTER ALTERNATIVE FOR

THE EMPLOYER?

PRESENTED BY: TITILOLA HAMEED (PHD)

SIIRSM, MIOSH

LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?

• LSHB - A RESPONSE TO THE NEED FOR REFORMATION OF OSH LAWS

• THE FACTORIES ACT IS THE MAJOR OSH ACT IN NIGERIA

• IN EXISTENCE FOR ALMOST THREE DECADES – A RELIC OF

COLONISATION

• PROVISION ARE PRESCRIPTIVE IN NATURE


• THE SCOPE OF ITS APPLICATION IS QUITE UNCLEAR

• “… TO PROVIDE FOR FACTORY WORKERS AND A WIDER SPECTRUM OF

WORKERS …BUT FOR WHOM NO PROVISIONS HAD BEEN MADE”

• CF WITH ITS SECTION 87 THAT PROVIDES FOR 10 OR MORE PEOPLE IN A

WORKPLACE.

• HAS BECOME OBSOLETE IN THE LIGHT OF INCREASED AND

DYNAMIC INDUSTRIALISATION


• HIGHLIGHTS OF THE LSHB (2012)

• ESTABLISHMENT OF NATIONAL COUNCIL OF OCCUPATIONAL HEALTH AND

SAFETY (NCOSH) AND NATIONAL INSTITUTE FOR OCCUPATIONAL HEALTH

AND SAFETY

• PROTECTION OF PREGNANT AND NURSING EMPLOYEES

• RECOGNITION OF THE NATIONAL INDUSTRIAL COURT HAVING

JURISDICTION OVER OSH MATTERS.


• ESTABLISHMENT OF A TRIPARTITE APPROACH IN THE MANAGEMENT OF

OSH

• A PROACTIVE STYLED LEGISLATION CONTRARY TO PRESCRIPTIVE

LEGISLATION AS FOUND UNDER THE FACTORIES ACT.

• PREPARATION AND REGULAR REVISION OF WRITTEN STATEMENT OF

GENERAL POLICY AND IMPLEMENTATION OF SAME AT THE WORKPLACE


• EMPLOYMENT OF SAFETY AND HEALTH REPRESENTATIVES OR COMMITTEES

TO ENSURE HEALTH AND SAFETY STANDARDS AT WORK

• NOTE THAT MANY SIMILARITIES EXIST BETWEEN THE PROVISIONS OF THE

BILL AND THE HSWA 1974


• THE SAME APPLIES IN THE AREA OF DUTIES OF THE EMPLOYER TO THE EMPLOYEE.

• SAFETY IN HANDLING, STORING AND TRANSPORTATION OF FACILITIES

• MAINTENANCE OF PLANTS AND SYSTEMS OF WORK WITHOUT RISKS TO

HEALTH OF WORKERS

• PROVISION OF INFORMATION, INSTRUCTION, TRAINING AND SUPERVISION

TO ENSURE WORKER SAFETY

• PROVISION AND MAINTENANCE OF A SAFE AND HAZARD FREE WORK

ENVIRONMENT.


• AS IDENTICAL AS THESE MAY BE, THE HSWA CARRIES A

QUALIFICATION NAMELY: “SO FAR AS IS REASONABLY

PRACTICABLE”. THE BILL DOES NOT DO THE SAME.

• SUBMISSION:

• THAT REGARDLESS OF THE SIMILARITIES IN THE DUTIES OF THE EMPLOYER

TO THE EMPLOYEE ON THE FACE OF IT UNDER BOTH PIECES OF

LEGISLATION, BOTH CANNOT CARRY THE SAME PURPORT.


• IMPORT:

• THE PRESENCE OF THE PHRASE MITIGATES/ABSOLVES THE LIABILITY

OF THE EMPLOYER; THE ABSENCE DOES THE CONTRARY.


• ILLUSTRATION 1:

• SPIFF THE OWNER OF A CABLE MANUFACTURING COMPANY PROVIDES HIS WORKERS WITH

TRAINING ON THE USE OF EQUIPMENT BIANNUALLY. HE PROVIDES SUFFICIENT PPE AND HAS

SAFETY SUPERVISORS ON FIELD ALL DAY. HE ENSURES THAT THE PLANTS IN THE COMPANY ARE

REGULARLY SERVICED. BEN, AN EMPLOYEE, WORKING ON A PLANT NOTICED THE MACHINE

WAS CHURNING OUT DEFECTIVE PIECES. THE MACHINE STOPPED WORKING AND BEN

SWITCHED OFF THE PLANT TO REMOVE THE DEFECTIVE PIECE BEFORE GOING TO REPORT TO

THE SUPERVISOR. UNFORTUNATELY, AS HE PUT HIS HAND INSIDE, THE MACHINE SUDDENLY

SWITCHED BACK ON AND MANGLED HIS LEFT ARM.


• ILLUSTRATION 2:

• A-Z PLC PROVIDES HOUSE PAINTING SERVICES. ALEX, THE OWNER, ARMS HIS WORKERS WITH

SUFFICIENT TRAINING AND INFORMATION DONE BY CERTIFIED HEALTH AND SAFETY EXPERTS.

ALEX ALSO PROVIDES WORKERS WITH MANUALS, VIDEOS AND OTHER RELEVANT MATERIALS

TO ENSURE THEIR SAFETY. HE HAS A SAFETY SUPERVISOR GO WITH THEM TO EACH HOUSE-

PAINTING JOB, ALL AT AN EXTRA COST TO ALEX. ON SITE ONE DAY, THE LADDER ON WHICH

ONE OF HIS WORKERS STOOD TO WORK SHIFTED AND TOUCHED AN OVER GROUND

ELECTRICITY CABLE BURIED UNDER SAND. THE WORKER WAS ELECTROCUTED AND FATALLY

INJURED.


• WHAT IS THE RESPONSIBILITY OF EACH EMPLOYER UNDER THE HSWA AND THE

LSHB IN EACH SCENARIO?

• UNDER THE HSWA, THE EMPLOYER IS HIGHLY LIKELY TO BE LET OFF THE HOOK

ONCE HE CAN PROOF THAT FOLLOWING HIS RISK ASSESSMENT, HE TOOK

STEPS THAT WERE REASONABLE PRACTICABLE TO AVERT DANGER.

• THE EMPLOYER UNDER THE A JURISDICTION WHERE THE BILL WOULD APPLY IS

UNLIKELY TO ACHIEVE THE SAME RESULT. HE IS LIKELY TO BE STRICTLY LIABLE.


• THIS MARKS THE DIFFERENCE BETWEEN THE NATURE OF THE DUTIES

UNDER THE HSWA ON ONE HAND AND THE BILL ON THE OTHER.


• IMPLICATION:

• THE EMPLOYER IS MORE LIKELY TO ENSURE THAT HE DOES NOT BECOME

STRICTLY LIABLE FOR THE DANGERS THE EMPLOYEES MIGHT FIND

THEMSELVES RATHER THAN ENSURING THE SAFETY OF HIS WORKERS.

• THAT THE STYLE OF THE BILL MAY NOT BE ANY DIFFERENT FROM THE

PRESCRIPTIVE ACT THAT IT INTENDS TO IMPROVE UPON.


• OBSERVATIONS:

• THAT OUR DRAFTSMEN PLACE A LOT OF RELIANCE ON LAWS FROM

FOREIGN JURISDICTIONS PARTICULARLY THE UK

• WHILE IT IS NOT DISPUTED THAT LESSONS MAY BE DRAWN FROM

OTHER JURISDICTIONS ESPECIALLY THOSE THAT APPEAR TO HAVE

BETTER RESOLUTIONS OF ISSUES IN THEIR LEGISLATIVE ENACTMENTS,

CERTAIN FACTORS MUST HOWEVER BE TAKEN INTO CONSIDERATION.


• THE MOTIVATION BEHIND SUCH ENACTMENTS

• LEGAL, SOCIO-CULTURAL, POLITICAL AND ECONOMIC VALUES OF THE JURISDICTION

UNDER STUDY.

• ONCE THIS IS DONE, ONLY THEN CAN THE QUESTING

JURISDICTION DECIDE WHETHER TO RELY OR NOT.


• CONCLUSION:

• IT MAY NOT BE TOO LATE IN THE DAY FOR THE LEGISLATION TO RETRACE

ITS STEPS AND DO WHAT IS RIGHT.

• ACCORDING TO OPUTA JSC IN THE CASE OF FEDERAL CIVIL SERVICE

COMMISSION V LAOYE (1989),

• “IT IS FAR BETTER TO ADMIT AN ESTABLISHED MISTAKE AND CORRECT SAME

RATHER THAN PERSEVERE IN ERROR”

• THANK YOU FOR LISTENING!!!

Value to a lay-man can be define as:

Giving importance to something

A person’s principle or standard of

behaviour

Every

organisation

has a value

system

A prevention culture to accidents and

injuries

Is aimed at zero accident everywhere

It is data-driven

It is outcome driven

Zero-tolerance

It is not fault finding

It is collaborative across agencies,

organization and departments

Four principles of Vision Zero is based on:

Ethics

Responsibility

Safety

Mechanisms for change

Is Vision Zero a realistic

approach?

There are of course some critics on

Vision Zero. Some say it is impossible to

attain, due to the inherent risks in the

nature of the industry and work. Some

say it is too ambitious and will cause us

to become disheartened and

disillusioned when we see ourselves

failing to meet the goal year after year.

Others say it will discourage the

reporting of injuries in order to keep up a

false appearance of zero injuries.

2013

Implementation of various changes

through strong legislative requirements,

Infrastructure improvements

Technological improvements

Many organisation have implement the

Factory Act into their system

Health & Safety has become a value to

them

Vision Zero is a global focus

It is practicable in Nigeria

Delay in implementation of legislation

Inadequate knowledge in the

technology: illiteracy imbalance

Behavioural attitude of human to

changes in culture

Poor infrastructure and disjointed

management

Effectively implementing policy & legislation

Changing organisational practices

Fostering coalitions & networks

Intensive enlightenment

Educating providers

Strengthening individual knowledge & skills

Safety Must Be a Value – Not Just a Priority

…the logical 1st choice

Driving Change, Creating Value

…through Audits A presentation at WASHEQ 2015 By

EZEKIEL T. OGULU

IRCA Certified QHSE Lead Auditor


CONTENT

Definitions

Change, value and strategic actions

Driving change, creating value …through audits

Process approach to QMS, EMS and OHASMS

Auditing to drive change and create value

What and how to check

Final word


LEARNING OBJECTIVES

At the end of this interactive session, participants should be able to:

Appreciate management systems as strategic actions for organizational transformation

Understand the importance of audits in management systems

Understand the transformational ability of process approach to audits

Add value to management systems through audits

Know what and how to check.


DEFINITIONS

Change:

to make the form, nature, content, future course, etc., of (something) different from what it is or from what it would be if left alone

to transform or convert

Value:

estimated or assigned worth; valuation

to regard or esteem highly

This presentation, therefore, would be looking at how to transform the nature, content, future course, culture, etc., of an organization from what it is or from what it would be if left alone, to a different one, that would be highly esteemed, through audits.


CHANGE, VALUE AND STRATEGIC ACTIONS

Change

Value

Strategic Actions e.g.

implementation of

Management Systems


MANAGEMENT SYSTEMS AS STRATEGIC ACTIONS


THE NECESSITY FOR AUDITS IN DRIVING CHANGE AND

CREATING VALUE

Provide confidence about the implementation of strategic initiatives.

Facilitate achievement of the strategic objectives of top management.

Ensure compliance with standards.

Demonstrate organization’s ability to comply with customer, statutory, regulatory and other requirements to which the organization subscribes.

Ensure effective implementation and maintenance of the management system(s).


Enhance improved performance by:

identifying preventive actions;

identifying opportunities for improvement;

identifying and reporting outstanding emphases on customer satisfaction; risk reduction; reduction in environmental impact;

identifying best practices in use in parts of the organization with a view to assessing for opportunities for replicating such practices in other areas;

testing efficacy of preventive and corrective actions being implemented.


CLASSIFICATIONS AND TYPES OF AUDITS

Audit Classifications

First Party Audit

Second Party Audit

Audit Types

Vertical

Horizontal

Third Party Audit


DRIVING CHANGE, CREATING VALUE

…THROUGH AUDITS

What is an audit?

ISO 9000:2005 and ISO 19011:2011 define an audit as a: “systematic, independent and documented process of obtaining audit evidence and evaluating it objectively to determine the extent to which audit criteria are fulfilled.

Auditing principles:

Integrity; Independence; Evidence-based;

Due professional care; Confidentiality; Ethical;

Fair presentation; Cooperation and Trust.


PROCESS APPROACH: WHAT IS IT?

PROCESS

A set of interrelated or

interacting activities

which transform

inputs into outputs

Input Output

Controls

Resources A desired result is achieved more

efficiently when activities and related

resources are managed as a process


Interrelated and interacting processes

Process

A

Process

C

Process

B

Process

D

Input

Output

Controls

Resources


Process Approach Summary

An organization needs to identify and manage many activities in order to function effectively.

Any activity using resources and managed in order to enable the transformation of inputs into outputs can be considered to be a process.

Often the output from one process directly forms the input to the next process.

The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management, can be referred to as a “process approach”.


AUDITING FOR SUSTAINABILITY: PROCESS APPROACH TO QMS AUDITING

A1 A2 A3

PURCHASING PROCESS

7.4.1 7.4.2 7.4.3

7.4.1

Issues 7.4.2

Issues

7.4.3

Issues

CA

Input

(Desired)

Output

Controls

Resources 6.1; 6.2.1; 6.2.2, 5.5.1,

5.5.3; 6.3, 7.6; 6.4

5.4.1,

5.5.1,

7.2.1,

7.2.2,

7.2.3,

7.3.3,

8.5.3

7.5.1, 7.1, 7.2.2,

8.2.2, 5.6.1-3

7.5.2,

8.2.3,

8.2.4,

8.2.1,8.4,

8.5.1

8.5.2

NC 8.3


PROCESS APPROACH TO ENVIRONMENTAL

MANAGEMENT SYSTEM

CA

Input

Op, legal & other

Controls/Reqts

M&M – KPI; Effectiveness

of Control, etc.

Material, Tech.,

Finance, etc. Man, Emergency

Resp. & Prep

(Desired)

Output A1 A2 A3

PURCHASING PROCESS

Impact


AUDITING TO REDUCE IMPACT

Environmental Process

to Reduce Impact

(Desired)

Output Impact

4.5.3

CA

4.3.1 Env. Aspect;

4.3.2, 4.3.3, 4.5.3

4.4.6 How? Op &

other Controls

4.5.1, 4.5.2, 4.5.3, 4.5.5, 4.6 M&M –

KPI, Effectiveness of Control, etc.

4.4.1 What? – Eqpt,

Facility, System,

Material, Tech., etc.

4.4.2, 4.4.1, 4.4.3, 4.4.7 Who?

– Competence; Awareness;

Comm.; Roles, Responsibilities

& Authority: Emergency P&R

NC


WHAT AND HOW TO CHECK

Verify that they have done aspects and impacts assessments for new and planned developments.

Sample from significant aspects, particularly, the most significant. Follow the whole process for each aspect.

Check interrelated and interacting processes.

Confirm that statutory, regulatory and other requirements are being fulfilled.

Walk-about (walk-through) is an important monitoring and measurement approach for general waste.

Establish that the system is effective/efficient.

Check samples NOT transactions.


AUDITING TO REDUCE RISK

OH&S Process to

Reduce Risk

CA

4.3.1 HIRAC;

4.3.2, 4.3.3, 4.5.3

4.4.6 How? Op &

other Controls

4.5.1, 4.5.2, 4.5.3, 4.5.5, 4.6 M&M –

KPI, Effectiveness of Control, etc.

4.4.1 What? – Eqpt,

Facility, System,

Material, Tech., etc.

4.4.2, 4.4.1, 4.4.3, 4.4.7 Who? –

Competence; Awareness;

Comm.; Roles, Responsibilities

& Authority: Emergency P&R

(Desired)

Output Risk

NC

4.5.3


WHAT AND HOW TO CHECK IN THE OH&S MS ADUDIT

Verify that they have done Hazard Identification & Risk Assessments,

Determination and Control for routine and non-routine activities.

Sample from high risk, particularly, the top 2 risks. Follow the whole

process for each of these risks.

Check interrelated and interacting processes.

Confirm that statutory, regulatory and other requirements are being

fulfilled.

Walk-about (walk-through) is an important monitoring and

measurement approach for gauge house keeping and OH&S

implementation.

Establish that the system is effective/efficient.

Check samples NOT transactions.


FINAL WORD

Audits are great agents for driving change and creating value in any organization.

They are very expensive – handle with care!

Have an audit programme that is designed to drive change and create value.

Plan, execute and report the audit appropriately.

Pay attention to post audit activities.

Audits provide a veritable tool for making a difference in organizations, particularly, when process approach is applied.

Therefore, add value to every system you audit.


Thank you

EZEKIEL T. OGULU

www.bjchris.com

[email protected]

+234 809 062 2735

+234 803 781 9578

http://www.bjchris.com/


TRANSLATING VISION TO ACTION:

December 5, 2015December 5, 2015December 5, 2015December 5, 2015

ROLES OF SAFETY

PROFESSIONALS

Learning Outcomes

� Overview of SHE vision

� Incident Figures and SHE status in West Africa and Nigeria

� Safety vision and Action

� SHE Leadership : Safety Performance,

� Communicating SHE to Executive: Returns on Safety

� SHE Professional Will Power and best Practices

Vision is Good

We have vision yet there are still accidents in our

workplaces claiming millions of lives yearly.

Safety Slogans

TheseTheseTheseThese areareareare wellwellwellwell craftedcraftedcraftedcrafted slogansslogansslogansslogans bybybyby SafetySafetySafetySafety professionalsprofessionalsprofessionalsprofessionals

totototo leadleadleadlead usususus awayawayawayaway fromfromfromfrom accidentaccidentaccidentaccident.... WeWeWeWe knowknowknowknow whatwhatwhatwhat wewewewe wantwantwantwant

–––– ZEROZEROZEROZERO INCIDENTINCIDENTINCIDENTINCIDENT butbutbutbut wewewewe maymaymaymay nevernevernevernever getgetgetget whatwhatwhatwhat wewewewe wantwantwantwant

ifififif wewewewe continuecontinuecontinuecontinue totototo havehavehavehave VISIONVISIONVISIONVISION alonealonealonealone....

InInInIn thethethethe midstmidstmidstmidst ofofofof ourourourour vision,vision,vision,vision, regulationsregulationsregulationsregulations andandandand policies,policies,policies,policies, wewewewe

stillstillstillstill havehavehavehave hugehugehugehuge figuresfiguresfiguresfigures suchsuchsuchsuch asasasas thesethesethesethese onononon ourourourour statisticalstatisticalstatisticalstatistical

boardsboardsboardsboards.... WhereWhereWhereWhere goesgoesgoesgoes ourourourour visionvisionvisionvision asasasas safetysafetysafetysafety professionalsprofessionalsprofessionalsprofessionals????

INCIDENT FIGURES

� Low level of Health and

Safety culture or awareness

among the Africa populace

impacts negatively on HSE

planning and its

implementation.

� Approximately 20% of the

Nigeria population working in

the oil and gas sector of the

economy are knowledgeable

in HSE probably similar in

other Africa nations ,

� Therefore changing the

culture across industry

sectors in Africa is

challenging.

Facts: HSE Status

Vision for HSE

Having vision is good:

� Vision gets you to your goal quickly

� Vision guides you to your goal

� Vision drives you to your goal

VISION alone will not make it happen. It may remain a

fantasy.

� Through vision, we

have regulations to

guide our operations


have coined several

safety slogans


have reduced

accident


have not been able to

STOP accident.

VISION & ACTION!!!

VISION & ACTION!!!

AsAsAsAs SafetySafetySafetySafety ProfessionalProfessionalProfessionalProfessional wewewewe mustmustmustmust tiretiretiretire VISIONVISIONVISIONVISION totototo ACTIONACTIONACTIONACTION

totototo achieveachieveachieveachieve ZEROZEROZEROZERO INCIDENTINCIDENTINCIDENTINCIDENT

Is Is Is Is VVVVision ision ision ision a a a a

enough to enough to enough to enough to

drive the drive the drive the drive the

desired desired desired desired

result ?result ?result ?result ?

VISION & ACTION: Leadership

Leadership

means –

The will to

persuasion

another

person or

group to

pursue

objectives or

vision.

VISION + ACTION: Leadership

�When you lead a safety

talk or a toolbox

session. You are in

front of others, sharing

an optimistic vision.

� Your competence drive

you to Action

� Competencies are skills that define success. So howdo you define the key competencies of safety leaders?

LEADERSHIP: SHE Performance

� Leadership is crucial to safety results,

� As Safety leaders we forms the culture that determines

what will and will not work in the organization’s safety

efforts.

� Leadership, through its actions, systems, measures and

rewards, clearly determines whether or not safety will be

achieved in the organization.

Lead by Example

Confidence & Authority

Empathy & Understanding

Openness & Clarity

Evaluate Perform

ance

Motivation & Commitment

Assets for Leadership For The SHE Professional

LEADERSHIP

FOR SHE PROFESSIONAL

SHE LEADERSHIP QUALITIES

SHE LEADERSHIP QUALITIES:

Confidence and Authority

� Instill respect & command authority

� Demonstrate knowledge & competence

� Exercise the power vested in your position

� Act confidently and decisively

� Admit mistakes

� Demonstrate respect for others

� Earn respect through your actions

� Lead by example

� Draw on knowledge and experience

� Remain calm in a crises/ emergency

CONFIDENCE AND AUTHORITY:

Executives Communication

“As HSE leaders understand the business value of

effective HSE in the context of our organizations is key ”

Communicating the return on safety in a language that

executives understand command authority and respect.

SAFETY RETURN ON INVESTMENT :

Executives Communication

Even if incident and injury rates are communicated at the executive and board level of

your company, EHS success still relies on executives’ understanding the rest of the EHS

variables that come into play.

More often than not, it’s not that workplace safety isn’t valued in your company, but

rather its importance is not understood or valued from the perspective of these other

business-blocks.

What gets measured, gets managed. - Peter Drucker

If you cannot measure it, you cannot improve it. - Lord Kelvin

LEADERSHIP – Safety ROI

Return on Investment (ROI) – A method of comparing

business value of several initiatives. E.g.

- 1 initiative takes an investment of N50,000 and resulted

in N100,000 in savings per year for at least 3 years.

- This would be an ROI of 6x or 600% (N100,000 x 3 years

return ÷ N50,000 investment).

Base on the above the payback period would be 6month

because the N50,000 investment is recovered within half

of the first year, benefits, which N100,000 per year.

LEADERSHIP – Return on Safety

Base on the above our Safety ROI on this initiative, we

have a very high confidence level that EHS initiative is

justified for its business value

HSE Professional: Will Power

� Verdict: We simply lack WILLPOWER to make things

happen

� We are not ready to sacrifice our “daily bread” on the altar

of saving human lives

� We always want to be “the good guy” in our workplace

LACK OF OUR WILLPOWER HAS CONTINUED TO CAUSE

PAIN IN THE HEART OF MANY PEOPLE

Head or Tail ….?

Remember that there are two sides to a coin. In an event of Remember that there are two sides to a coin. In an event of Remember that there are two sides to a coin. In an event of Remember that there are two sides to a coin. In an event of

accident, who wins?accident, who wins?accident, who wins?accident, who wins?

Safety professionals should see it as a failure on their part if Safety professionals should see it as a failure on their part if Safety professionals should see it as a failure on their part if Safety professionals should see it as a failure on their part if we fail to prevent incident .we fail to prevent incident .we fail to prevent incident .we fail to prevent incident .

AsAsAsAs safetysafetysafetysafety leaders,leaders,leaders,leaders, ourourourour lacklacklacklack ofofofof WILLPOWERWILLPOWERWILLPOWERWILLPOWER continuescontinuescontinuescontinues totototo

leaveleaveleaveleave painpainpainpain inininin thethethethe heartheartheartheart ofofofof millionsmillionsmillionsmillions ofofofof peoplepeoplepeoplepeople whosewhosewhosewhose

lovedlovedlovedloved onesonesonesones suffersuffersuffersuffer oneoneoneone majormajormajormajor mishap/painmishap/painmishap/painmishap/pain....

Words, not enough

Otis Redding

Video : Pain in my heart

To return every worker back home safely.

Anything short of this is FAILURE

Our goal as safety professionals

Take Home

References

Abiodun Kamil Gbolahan - 2013 Successful Construction HSE Planning and

Implementation: A practical Approach for Africa.

http://assevirtualclassroom.org/virtualclassroomseminars/wp-

content/uploads/2013/08/510_B_Session_No.510B_Successful_Constrcution

_HSE_Planning_and_Implem.pdf

Adrian Bartha - How to Demonstrate the Return on Safety to C-Level

Executives eCompliance.com www.ecompliance.com

Institute of Safety professional of Nigeria - ISPON Act 2014

Prichard R. Owner Safety Leadership, Arcanum Professional Services

Feburary, 2004 http://www.irmi.com/expert/articles/2004/prichard02.aspx

HSE Books 2004 Leadership for the major hazard industries: Effective health

and safety management Leaflet INDG277(rev1)

www.hse.gov.uk/pubns/indg277.htm

VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015

I am not here to speak to you on OHS systems and their applications. But my lecture this morning will focus mainly on workers in our society who do not need to understand these stuffs before we save their lives from disabling occupational injuries and diseases. They need your help and my help; they are the forgotten majority, the suffering majority, the ignorant majority.


My PhD field work took me to their corridors. Observing the way they work and the hazards they are exposed to when carrying out their tasks is heart breaking. Preaching the “gospel” according to occupational safety and health to them is like trying to squeeze water out of a stone. They are exposed to hazards and they are hazards. They took risks and they are risks.


But without them we remain uncovered. From head to toes they are involved in our lives. They make us look handsome and beautiful but not protected from hazards inherent in changing our looks. They are always rendering assistance, though not free when the cars refused to start. They took our dirt away to remain their casual neighbours. They climbed to put roofs over our heads. But who can help them to be saved from working in unsafe acts and unsafe conditions? Do we really care? : The forgotten majority!


The International Labour Organisation has defined the informal sector as, “very small-scale units producing and distributing goods and services, and consisting largely of independent, self-employed producers in urban areas …’’ (ILO Dilemma 1991 in Mhone 1996).

Inevitably, these are the engines of our economy.


“they generally live and work in appalling, often dangerous and unhealthy conditions, even without basic sanitary facilities, in the shanty towns of urban areas.’’ -Mhone (1996)


Most common types of trades in this sector include building construction, electronic repairs, brick making, carpentry, metal work and auto-mechanic repairs. The sector in most cases provides jobs for the ever increasing masses most especially youths and those who are released from formal employment.








The followings were results of a study carried out in 22 randomly selected mechanic workshops (as a representative of informal sector)

covering 182 workers in Ibadan.



S/N Workshops No of Workers % Of Workers Cumulative %

1 Abioye 2 1.1 1.1 2 Aduloju 8 4.4 5.5 3 Ajao Bus Stop 32 17.6 23.1 4 Alademimo 4 2.2 25.3 5 Audu 1 .5 25.8 6 Ayo 2 1.1 26.9 7 Benbo 1 .5 27.5 8 Bimbo 5 2.7 30.2 9 Eleyele 20 11.0 41.2 10 Ifepodun 1 .5 41.8 11 ifesowapo 1 0.5 42.3 12 Irepodun 1 0.5 42.9 13 Irepowa 2 1.1 44.0 14 Iyana 15 8.2 52.2 15 Iyanganku 20 11.0 63.2 16 Mechanic Engineer

Village 1 .5 63.7

17 Mechanic village 20 11.0 74.7 18 Mobil 18 9.9 84.6 19 Okebola 23 12.6 97.3 20 Olaniyi 1 .5 97.8 21 Prince 3 1.6 99.5 22 Rambo 1 0.5 100.0 Total 182 100.0

Table 1: Location of Workshops/ Distribution of Workers


Job type Frequency Percent Cumulative Percent

Auto Mechanics 75 41.2 41.2

Panel Beater 30 16.5 57.7

Battery Charger 13 7.1 64.8

Welder 22 12.1 76.9

Auto-electrician 16 8.8 85.7

Auto-Painter 26 14.3 100

Total 182 100

Auto mechanic technician accounted for 41.2 % of the study population. It was also discovered that they were either the landlords or team leaders while other craftsmen joined them to render support services.


On knowledge of occupational health and safety and consequences of exposure to workplace hazards; 74.6% of the study population did not have any knowledge of occupational health and safety while 92.3% were not aware of consequences of exposure to hazards inherent in their jobs.

Frequency Percent Cumulative Percent

Yes 46 25.3 25.3

No 136 74.7 100

Total 182 100


Frequency Percent Cumulative

Percent

Yes 14 7.7 7.7

No 168 92.3 100

182 100

Few of the subjects (7.7%) had some insight into the occupational health and safety hazards of their workplaces while 92.3 % of the study population generally lacked thorough factual occupational health and safety knowledge.


Frequency Perce

nt

Cumulative Percent

Yes 4 2.2 7.7

No 178 97.8 100

182 100

97.8% of the study population did not consider safety as a priority while carrying out their jobs.


Training on how to work safely

On participation in occupational health and safety programme, only 3.3% of the workers have ever participated in occupational health and safety programme, likely to be when they worked in a formal sector.


Yes 6 3.3 3.3

No 176 96.7 100

182 100


Operation of fire extinguishers

Only 64 (35.2% ) of the study population had fire extinguishers in their workshops while only 10 (15.6%) knew how to operate the fire extinguishers


Yes 64 35.2 63.2

No 118 64.8 100

182 100



Yes 13 7.6 7.6

No 169 92.4 100

182 100

Most of the workers (92.4%) did not use any protective equipment while working. On further investigation most of them confessed of finding them inconvenience while working. Among the 7.6 % of the participants who were using PPE were painters and panel beaters whose exposure to chemical hazards were very obvious and visible.


Job type

Frequency of respondents (n=172)

yes no Total Respondents

absolute figure

% absolute figure

% absolute figure

%

Apprentice 35 28.1 11 23.9 46 26.7

Joining man 28 22.4 9 19.1 37 21.5

Master craftsman

62 49.6 27 57.4 89 51.7

% within total 125 72.7 47 27.3 172 100

A large percentage 72.7% (125) of the respondents as shown in the above table indicated that they had backache after work. This might have resulted from the nature of their jobs which was discovered to be physically demanding most especially panel beating and replacement of vehicles’ engines often carried out in poor postures.


Job type

frequency of respondents (n=175)


absolute figure

% absolute figure

% absolute figure

%

Apprentice 41 29.3 5 14.3 46 26.3

Joining man 31 22.1 6 17.1 37 21.1

Master craftsman

68 48.6 24 68.6 92 52.6

% within total 140 80 35 20 175 100

One of the effects of poor lifting technique is general weakness of he body often refer to as fatigue. 80% (140) of the respondents experienced this after work as shown in the above table. VERTEXT MEDIA PRODUCTION

No.07/04/Dec/2015

Job type

frequency of respondents (n=148)


absolute

figure

% absolute

figure

% absolute

figure

%

Apprentice 5 20.8 36 29.0 41 27.7

Joining man 0 0 36 29.0 36 24.3

Master craftsman

19 79.2 52 41.9 71 48.0

% within total 24 16.2 124 83.8 148 100

As shown in the table above 79.2 % (19) of the respondents who were master craftsmen and 20.8% (5) who were apprentice complained of difficult of hearing. In most of the workshops, master craftsmen and apprentice engaged in all the heavy duty works capable of generating noise of high intensity (though not measured). Panel beating of vehicles could produce noise levels capable of damaging the hearing of workers. The effect is not instantaneous but gradual in nature, albeit depending on the duration of exposure and level of noise.


Frequency Percent Cumulative

Percent

Yes 39 21.4 63.2

No 143 78.6 100

182 100

The table above shows that only 21.4% of the study population had first aid boxes in their workshop.


Frequenc

y

Percen

t

Cumulative

Percent

Yes 122 67 67

No 60 33 100

182 100 Solid wastes such as emptied containers and unused spare parts of vehicles accumulated in open dumps in 67% of the workshop where flies and rats and disease carrying insects and rodents proliferated.

Used cans and unused spare parts of vehicles


Many of the mechanic workshops were located in the backyard or the road sides. Owing to the variety of activities performed, there was a wide range of risks associated with these activities. Workshops were mainly open shelters which lack sanitary facilities and potable water and suffered from inadequate refuse disposal methods.

Other observed features in these workshops were poor housekeeping, use of unsuitable personal protective equipment and tools, poor lifting methods, and inadequate fire protection.

Many workshops in these sectors disposed of hazardous wastes in an improper manner. Thus, the workers were at risk of being exposed to hazardous waste with the potential of causing ill health.


They were also potentially exposed to solvents (gasoline and diesel fuel), motor vehicles lubricants (engine oil, grease, and coolants).

The workers were also exposed to airborne particulates and vehicles exhausts fumes. The auto painters were particularly exposed to solvents.

Improper storage of equipment and disposal of used fuel was observed during the walk through survey.

During work through survey it was discovered that some of the workers suffered from dermatitis which was likely caused by exposure to one or more of the solvents


The personal protective equipment such as coverall as shown in the figure below were not properly kept and were heavily contaminated with chemicals


Poor knowledge of hazards inherent in the use of materials or substances for production by workers and exposure of workers to different types of occupational and environmental hazards.

Failure to use protective equipment such as ear muff or plugs when exposed to potential excessive noise far beyond the workplace exposure limit of 85 dB (A) for eight hour working day is a common scene.

There is lack of welfare facilities and services in the workplaces. For instance sanitary facilities are not made available in roadside mechanic workshops and other open air- enterprises.


Nutritional deficiencies and parasitic and other infectious diseases are common among workers in this sector of the economy. These will without doubt, increase the susceptibility of the workers to develop occupational diseases. For example, workers with nutritional anaemia are sensitive to low levels of exposure to lead.

Most workers in informal sector are family based and mainly operate outside the main institutional regulatory framework and are therefore rarely supervised.


Unsafe conditions or Unsafe acts will jeopardise production and efficiency

The economic gain from promotion of self-employment and mass employment of people will be absorbed by sickness absence and treatment of diseases.

The economic gain by people who belong to these sector is therefore consumed by medical expenses.

The neglect of the general wellbeing of the workforce in informal sector will make poverty eradication to be impossible.


Improvement of the working condition of this sector for sustaining development and economic growth through promotion of positive safety and health culture not only at work but at home and on even on the road as well.

There is need for education and training at all levels; starting from the youths and workers in informal sectors where most of the youths are employed. It should be noted here that occupational safety and health is not a product but a value.

Efforts should also be geared towards convincing the lawmakers, either at state and federal levels of the overall benefits of an integrated safety and health policy for a better society.


THANKS FOR LISTENING


Date post:	21-Jan-2017
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