cosh2011 day 2 mr roy sucofindo

8/6/2019 Cosh2011 Day 2 Mr Roy Sucofindo

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OSHOSH & Business& Business

Hazard

Exposure In-appropriateControl

Loss

Poor

performance

Production

decline

Impact to Community

InternalInternal ExternalExternal

BusinessRequirement

Competitive Advantage

18/07/1118/07/11 PT. Sucofindo 201 PT. Sucofindo 20111 All rights reserved All rights reserved


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33

GOOD CORPORATE GOVERNANCE

Role

and

Function

of BOC,

BOD

and

Committees

Vision,

Mission,

Business

Goals

and

Objectives

Accounting

and

M IS

Risk

Management,

Compliance

and

Audit

Human

Resources

and

Performance

Measurement

System

Protecting

right of

shareholder

G C GG C G



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R E L A T I ON S HIP S

T e c h n i c a l

R is k s

P H Y S IC A L

A S S E T S

O p e r a t i o n a l

R i s k s

HUMAN

F A C T O R S

C o m m e r c i a l

R i s k sF i n a n c i a l

Controls

R i s k s

F I N A N C E S

S t ra t e g ic R is k s

P L A N S

acquisitions mergers change of government innovation

treasury accounting systems fraud

suppliers customers government stakeholder third parties competitors

error safety health selection skills

equipment failure infrastructure natural perils

Enterprise Risk ManagementEnterprise Risk Management



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Risk Evaluation

18/07/1118/07/11 55 PT. Sucofindo 201 PT. Sucofindo 20111 All rights reserved All rights reserved


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Challenges to be meet

O S H Ac t / S t a n da rd

C o n v e n t io n e t c .

S p e c ific

D e t a i l

E n f o r c e

High re q uire m e nt

F irs t priority

OSH

Awareness

Integrated Approach

B u s i n e s s

E n v i r o n m e n tR e q u i r e m e n t

T e c h n o l o g ys e q u e n c e

I mp r o ve me nt i n

productionpro c e s s a n d

m e t h o dT ra d e B a rrie rHu m a n R ig h t

I s s u e

OSH Existence Today


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Strategy to creating sustainableStrategy to creating sustainable

OHS systemOHS system Short termShort term

Corrective Action Plan (refer to SIP)Corrective Action Plan (refer to SIP)

Human approach (coaching & training)Human approach (coaching & training)

Standard approach (refer to MHSStandard approach (refer to MHS, OSHMS, OSHMS))

Long termLong term Empowering organization structure (clarity the chain ofEmpowering organization structure (clarity the chain of

command & job description)command & job description)

Empowering human resources (clarity the responsibility,Empowering human resources (clarity the responsibility,authority, & enhancing competence)authority, & enhancing competence)

System approach based on risk management (PDCA cycle,System approach based on risk management (PDCA cycle,objectives, targets, programs)objectives, targets, programs)

Process approach based on function (mapping businessProcess approach based on function (mapping business

process, MHS,process, MHS, OOSSHH standard,standard, SOPSOP))


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InvolvedAll Aspects (Man, Machine, Product, Process, Environment,

etc)

InvolvedAll Aspects (Man, Machine, Product, Process, Environment,etc)

Covered activities such as Preventive, Curative, Rehabilitation andPromotion

Covered activities such as Preventive, Curative, Rehabilitation and

Promotion

EnforcedActive Participation from all level function of workplaceEnforcedActive Participation from all level function of workplace

Covered all Management function ( Planning, Organizing,

Actuatingand Controlling)

Covered all Management function ( Planning, Organizing,

Actuatingand Controlling)

As assurance for having continuous improvement processAs assurance for having continuous improvement process

As Assurance tool to complywith Regulation and StandardAs Assurance tool to complywith Regulation and Standard

Integrated with Workplace Management SystemIntegrated with Workplace Management System

O S H M S - Ma na g e m e n t S ys te mA p p r o a c h


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Commitment& Policy

ManagementReview

Planning

Hazard, Risk IdentificationAspect& Impact Identification

Legal requirement

Objective and TargetSHE ManagementProgram

Implementation

Structure and Responsibility

Training, Awareness and Responsibility

Communication

Documentation

Document Control

Operational Control

Emergency Preparedness/

Responses

Checking and

Corrective Action Monitoring and Measurement

Nonconformance and Correctiveand Preventive Action

Records

Internal Audit

Continual

Improvement

ACTACT PLANPLAN

DODOCHECKCHECK

Basic Principle of SMK3/OHSAS 18001:Basic Principle of SMK3/OHSAS 18001:20072007Integrated as Management SystemIntegrated as Management System


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Kebijakan K3Kebijakan K3

PolicyAuditAudit Feedback fromFeedback frommeasuringmeasuring

performanceperformance

Management ReviewManagement Review

PlanningPlanning


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1111

PlanningPlanning

PlanningAuditAudit

FeedbackFeedbackfromfrommeasuringmeasuringperformanceperformance

PolicyPolicy

ImplementationImplementationand Operationand Operation


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Implementasi & OperasiImplementasi & Operasi

Implementationand Operation

AuditAudit FeedbackFeedbackfromfrommeasuringmeasuringperformanceperformance

PlanningPlanning

Checking andChecking andCorrective ActionCorrective Action


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Pengecekan dan Tindakan PerbaikanPengecekan dan Tindakan Perbaikan

Checking and

Corrective

Action

AuditAuditFeedbackFeedbackfromfrommeasuringmeasuringperformanceperformance

Implementation andImplementation andOperationOperation

PolicyPolicy


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Tinjauan Ulang ManajemenTinjauan Ulang Manajemen

Management

Review

InternalInternalFactorFactor

ExternalExternalFactorFactor

Checking andChecking andCorrective ActionCorrective Action

PolicyPolicy


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Standar Audit SMK3Standar Audit SMK3

(Permenaker No. 05/MEN/1996 Lamp. II)(Permenaker No. 05/MEN/1996 Lamp. II)

NoElemen

1 Pembangunan & PemeliharaanKomitmen

2Strategi Pendokumentasian

3Peninjauan Ulang Desain & Kontrak

4Pengendalian Dokumen

5 Pembelian

6Keamanan bekerja berdasarkan SMK3

7 Standar Pemantauan

8 Pelaporan dan Perbaikan

9 Pengelolaan Material & Perpindahannya10

Pengumpulan & Penggunaan Data

11Audit Sistem Manajemen K3

12 Pengembangan Ketrampilan &Kemampuan

Total 166 kriteria

PeningkatanBerkelanjutan

Komitmen &Kebijakan

PerencanaanSMK3

Penerapan SMK3

Pengukuran &

Evaluasi

Tinjauan Ulang &Peningkatan oleh

Manajemen

5 Prinsip


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ManagementCommitment

Condition of

Employment Fear/Discipline Rules/Procedures Supervisor Control,

Emphasis, and Goals Value All People Training

Personal Knowledge,Commitment, and

Standards Internalization Personal Value Care for Self Practice, Habits Individual Recognition

Help Others Conform

Others Keeper Networking Contributor Care for Others Organizational Pride

Dependent IndependentReactive

Safety by NaturalInstinct

Compliance is theGoal

Delegated to SafetyManager

Lack of ManagementInvolvement

NaturalInstincts

Supervision

Self

Teams

InjuryR

ates

Interdependent

OSH-MS TO ESTABLISH SAFETY CULTURE

Engineering

ControlOSH - MS Behavioral

Safety


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Note

1. Internal Audit

2. Certified Operator

3. Certified Safety

Professional4. Safety Committee report

5. Emergency Situation

Preparedness

6. Hazardous Substances

Handling

7. Working environmentmonitoring

8. OSH Data

9. OSH Training

10. Health Care

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

% NC

1 2 3 4 5 6 7 8 9 10

Jenis Kategori

10 Kategori %NC Tertinggi

NC

T o p T e n o f Hig h e s t % N C RT o p T e n o f Hig h e s t % N C R

C a t e g o r i e sC a t e g o r i e s

F ro m O S HMS A uditF ro m O S HMS A udit

PT. SUPERINTENDING COMPANY OF INDONESIA (PERSERO)

10 Highest NCR


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Based on Survey on OSH Condition of Small and MediumBased on Survey on OSH Condition of Small and MediumScale Industries in Jakarta and its suburbs (100Scale Industries in Jakarta and its suburbs (100

manufacturing)manufacturing)

Commitment of employer and worker are very low,Commitment of employer and worker are very low,which is influenced by unclear responsibility atwhich is influenced by unclear responsibility atmanagement levelmanagement level

16 % claimed that they have a written OSH Policy16 % claimed that they have a written OSH Policy 23 % have safety unit23 % have safety unit

10 % require pre-employment examination10 % require pre-employment examination

22 % keep records of occupational injuries22 % keep records of occupational injuries

81 % accident caused by human error (unsafe act)81 % accident caused by human error (unsafe act)

16 % have canteen or eating room16 % have canteen or eating room 16 % have safety training for they employees or16 % have safety training for they employees or

newly hired employeesnewly hired employees


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PROGRAMSPROGRAMS

Ministry Regulation No. 05 Year 1996 concerningMinistry Regulation No. 05 Year 1996 concerning

OSH Management SystemOSH Management System

Gov Regulation for OSH-MS implementation

ACT No. 13 YEAR 2003

Article 87

Compulsory in every companiy to implement OSHManagement System


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Governance

Standards

Management SystemStandards

Process &methodology Standards

Capability Standards

Technology Standards

Terminology

Standards

Requirements

Standards

Guidance

Standards

Sector Specific

Standards

Categories within the family of social security standards


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General ImprovementGeneral Improvement

Area

Baseline

(Aug 06)

Second

a udit (Apr 07) Ma y 2007 Jun 2007 Jul 2007 Aug 2007 Target (%)

MHS 02 Logistic 57 60 61 61 61 61 65

MHS 08 Logistic 16 52 52 52 55 57 60

MHS 11 Logistic 16 36 36 36 40 40 55MHS 17 Material Management 33 51 51 51 54 54 55

TOTAL 28 46 47 47 49 49 55

TARGET (%) 55

CURRENT (%) 49

NEED IMPROVEMENT (%) 6

To Achieve Target 2

SCM MHS - SIP PROGRESS

0

10

20

30

40

50

60

70

MHS 02 MHS 08 MHS 11 MHS 17 TOTAL

SCM SIP Achievement

Area

Baseline (Aug 06)

Second audit (Apr 07)

May 2007

Jun 2007

Jul 2007

Aug 2007

Target (%)


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Gap analysis from previous auditGap analysis from previous audit

Low awareness on MHS standardLow awareness on MHS standard

Lack of behaviour in operation levelLack of behaviour in operation level

Low competence on specific qualificationLow competence on specific qualification

Lack of communication from middleLack of communication from middlemanagement to operator levelmanagement to operator level

Lack of leadership in terms of supervising in theLack of leadership in terms of supervising in the

field operationfield operation Inconsistency in the evaluation stages in termsInconsistency in the evaluation stages in terms

of follow up corrective action the SIPof follow up corrective action the SIP


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Strategy to creating sustainableStrategy to creating sustainable

OSH ManagementOSH Management SSystemystem Short termShort term

Corrective Action Plan (refer to SIP)Corrective Action Plan (refer to SIP) Human approach (coachingHuman approach (coaching,, trainingtraining, promoting, promoting)) Standard approach (refer to MHS)Standard approach (refer to MHS)

Long termLong term Empowering organization structure (clarity the chain of command &Empowering organization structure (clarity the chain of command &

job description)job description) Empowering human resources (clarity the responsibility, authority, &Empowering human resources (clarity the responsibility, authority, &

enhancing competence)enhancing competence) System approach based on risk management (PDCA cycle, objectives,System approach based on risk management (PDCA cycle, objectives,

targets, programs)targets, programs) Process approach based on function (mapping business process, MHS,Process approach based on function (mapping business process, MHS,

EHS standard, PKS)EHS standard, PKS) Software for database & application (web based) : document control,Software for database & application (web based) : document control,

risk assessment, reporting non conformity & monitoring correctiverisk assessment, reporting non conformity & monitoring correctiveactionaction

Ch ll d OS SCh ll t d t OSHMS


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Challenge stages due to OSHMSChallenge stages due to OSHMS

operation excellence in SCMoperation excellence in SCM DevelopmentDevelopment

System approachSystem approach

EHSMS structure : OHS Policy, Objectives & programs, project palnningEHSMS structure : OHS Policy, Objectives & programs, project palnning Document structure : document control list per functionDocument structure : document control list per function Organization structure : project organization, report mechanism, MHSOrganization structure : project organization, report mechanism, MHS

championchampion

OHSAS design approach (5 principle on OHSMS) : Commitment (Policy),OHSAS design approach (5 principle on OHSMS) : Commitment (Policy),Planning, Implementation, Monitoring & Measurement, EvaluationPlanning, Implementation, Monitoring & Measurement, Evaluation(Management Review)(Management Review)

Standard approachStandard approach

MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in eachMHS compliance checklist : comply to all 9 parameters (PDCA cycle) in eachMHSMHS

Documentation : registration, risk assessment, skill matrix, working permit,Documentation : registration, risk assessment, skill matrix, working permit,etc.etc.

Operational level : physically evidenceOperational level : physically evidence Human approachHuman approach

Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, classAwareness : dissemination by audit (SLA, ASA) refer to MHS standard, classroom training for TKBM Balantang, safety meeting, safety talk,etcroom training for TKBM Balantang, safety meeting, safety talk,etc

Capacity building : training Lead Auditor for OHSAS 18001:2007, ISOCapacity building : training Lead Auditor for OHSAS 18001:2007, ISO14001:2004, ISO 9001:2008, how to be a good auditor, internal auditor14001:2004, ISO 9001:2008, how to be a good auditor, internal auditorMHS (EHS Dept)MHS (EHS Dept)

MHS Champion coaching refer to MHS standardMHS Champion coaching refer to MHS standard

O

SH

C

o

o

r

d


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Continue...Continue...

DeploymentDeployment

System approachSystem approach EHSMS structure : SCMs EHS Policy, Objectives & programs, project palnningEHSMS structure : SCMs EHS Policy, Objectives & programs, project palnning Document structure : document control list per functionDocument structure : document control list per function Organization structure : project organization, report mechanism, MHS championOrganization structure : project organization, report mechanism, MHS champion OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,

Implementation, Monitoring & Measurement, Evaluation (Management Review)Implementation, Monitoring & Measurement, Evaluation (Management Review) Standard approachStandard approach

MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHSMHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS

Documentation : registration, risk assessment, skill matrix, working permit, etc.Documentation : registration, risk assessment, skill matrix, working permit, etc. Operational level : physically evidenceOperational level : physically evidence

Human approachHuman approach

Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class roomAwareness : dissemination by audit (SLA, ASA) refer to MHS standard, class roomtraining for TKBM Balantang, safety meeting, safety talk,etctraining for TKBM Balantang, safety meeting, safety talk,etc

Capacity building : training Lead Auditor for OHSAS 18001:1999, ISO 14001:2004, ISOCapacity building : training Lead Auditor for OHSAS 18001:1999, ISO 14001:2004, ISO9001:2000, how to be a good auditor, internal auditor MHS (EHS Dept)9001:2000, how to be a good auditor, internal auditor MHS (EHS Dept)


Setting EHS Committee : functional structure for EHSSetting EHS Committee : functional structure for EHS QQTR : KPI per Superintendent areaQQTR : KPI per Superintendent area Process approach : Mapping Bussines Process Vs Risk AssessmentProcess approach : Mapping Bussines Process Vs Risk Assessment

OH

S

C

o

o

r

d

S

u

p

er

in

te

n

d

ent


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Continue....Continue....

EmpowermentEmpowerment EHS committee take all project fase in terms of empowerment organizationEHS committee take all project fase in terms of empowerment organization Training & audit by consultant teamTraining & audit by consultant team

System approachSystem approach

EHSMS structure : OSH Policy, Objectives & programs, project palnningEHSMS structure : OSH Policy, Objectives & programs, project palnning Document structure : document control list per functionDocument structure : document control list per function Organization structure : project organization, report mechanism, MHS championOrganization structure : project organization, report mechanism, MHS champion

OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,Implementation, Monitoring & Measurement, Evaluation (Management Review)Implementation, Monitoring & Measurement, Evaluation (Management Review) Standard approachStandard approach

MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHSMHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS Documentation : registration, risk assessment, skill matrix, working permit, etc.Documentation : registration, risk assessment, skill matrix, working permit, etc. Operational level : physically evidenceOperational level : physically evidence

Human approachHuman approach

Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class roomAwareness : dissemination by audit (SLA, ASA) refer to MHS standard, class roomtraining for TKBM Balantang, safety meeting, safety talk,etctraining for TKBM Balantang, safety meeting, safety talk,etc

Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO 14001:2004, ISOCapacity building : training Lead Auditor for OHSAS 18001:2007, ISO 14001:2004, ISO9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)


S

u

p

eri

n

t

e

n

d

e

nt


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YANG PENTING


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Terima Kasih

PT. Sucofindo (persero)Graha Sucofindo Lt. B1

Jl. Raya Pasar Minggu Kav. 34Jakarta 12780

cosh2011 day 2 mr roy sucofindo

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