sgs global vision in operational integrity
TRANSCRIPT
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SGS GLOBAL VISION IN OPERATIONAL INTEGRITY
Alain DENIELLE – CORPORATE VICE-PRESIDENT, SAFETY – HEALTH - ENVIRONMENT
ANTOFAGASTA, CHILE – MINSEG 2017
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AGENDA
SGS as a global company
SGS Operational Integrity: Vision and strategy
OI KPIs, tools and programmes
History and dynamics
Conclusions
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SGS AS A GLOBAL COMPANY
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GLOBAL SERVICES TAILORED TO INDIVIDUAL INDUSTRIES
INSPECTION
VERIFICATION TESTING
CERTIFICATION
CONSULTANCY TRAINING
OUTSOURCING
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SGS AT A GLANCE
Nº1
WORLD LEADER
90,000
EMPLOYEES
2,000
OFFICES AND LABORATORIES
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GLOBAL INDUSTRIES
GLOBAL SERVICE LOCAL EXPERTISE
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VALUES
PASSION INTEGRITY ENTREPRENEURIALISM INNOVATIVE SPIRIT
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CHEMICAL CONSUMER GOODS AND RETAIL
MINING OIL AND GAS PUBLIC SECTOR LIFE SCIENCES
TRANSPORTATION
ENERGY
INDUSTRIAL MANUFACTURING
CONSTRUCTION AGRICULTURE AND FOOD
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EXPLORE Our testing ensures project value is determined in line with industry standards
DEVELOP We provide proven technical solutions to advance projects through the development stages
OPERATE Our reliable in-plant and production services deliver optimal recovery and product quality
TRADE Our analysis, inspection and sampling supports the international trade of commodities
RECLAIM We have the capabilities and expertise to ensure site closures have minimal impact
IMPROVING SPEED TO MARKET, OPTIMISING RECOVERIES
SGS AND THE MINING INDUSTRY
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SGS OPERATIONAL INTEGRITY:
VISION AND STRATEGY
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OPERATIONAL INTEGRITY AT SGS
Operational Integrity definition at SGS:
« Not only Health, Safety and Environment
compliance »
Our goal:
AN AMBITION TO
HSE EXCELLENCE
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SGS BUSINESS PRINCIPLES
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SGS HSE POLICY STATEMENT
The most stringent of HSE
regulations / laws, and SGS HSE
standards
Continuous improvement towards
ZERO accident
Stop-work authority
State-of-the-art technologies and best
practices
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YEARLY OBJECTIVES DEPLOYED THROUGH A CASCADED “TOP -PAGE” PROCESS (EFQM* MODEL)
* EFQM: European Foundation for Quality Management
THE CURRENT OPERATIONAL INTEGRITY STRATEGY
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OPERATIONAL INTEGRITY VICE-PRESIDENT REPORTING TO CEO
Technical Safety
& Analytics
Chemicals
Industrial Hygiene
Health
Environment
Management
Systems
Learning & Development
Resources & Skills
BBS
Audits
Communication
Regional Operational Integrity Managers
Business Operational Integrity Representatives
Regional, Country & Site Structures
EXECUTIVE OPERATIONAL INTEGRITY STEERING COMMITTEE - 6 Chief Operating Officers (6 regions)
- 2 Executive Vice-Presidents (OGC, Minerals)
- Human Resources Vice-President
- Operational Integrity Vice-President
1
2
OPERATIONAL INTEGRITY STRUCTURE
Quarterly
meetings
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OI KPIS, TOOLS AND PROGRAMMES
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5 SAFETY LAGGING INDICATORS
Lost time accidents
Recordable cases
Severity rates
Fires and explosions
Motor vehicles incidents
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LOST TIME INCIDENT RATE*
0,88
0,72 0,69
0,64
0,59 0,60
0,38
0,27
0,18
0,00
0,10
0,20
0,30
0,40
0,50
0,60
0,70
0,80
0,90
1,00
2009 2010 2011 2012 2013 2014 2015 2016 Q1 2017
LT
IR
FTE 58000 61000 68000 77000 81000 84000 86000 90000 92000
* OSHA Definition (200 K Hours)
New OI strategy
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RECORDABLE INCIDENT RATE*
1,7
1,5 1,4
1,2
1,1 1,1
0,7
0,5
0,3
0,00
0,20
0,40
0,60
0,80
1,00
1,20
1,40
1,60
1,80
2,00
2009 2010 2011 2012 2013 2014 2015 2016 Q1 2017
TR
IR
* OSHA Definition (200 K Hours)
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SEVERITY RATES
13,2
7,3
4,4
0
2
4
6
8
10
12
14
2014 2015 2016
Lo
st
Day S
ev
eri
ty R
ate
22,2
18,9
16,6
0
5
10
15
20
25
2014 2015 2016
Lo
st
Days p
er
LT
I
LOST DAYS SEVERITY RATE* LOST DAYS / LOST TIME INCIDENT
* OSHA Definition (200 K Hours)
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3 KEY LEADING INDICATORS
Trainings and awareness
Leadership visits
Hazard hunting
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12,6 12,5
18,2
0
2
4
6
8
10
12
14
16
18
20
2014 2015 2016
HS
E T
rain
ing
Ho
urs
per
Em
plo
yee
* Company average
- Classroom trainings,
- E-learnings,
- Safe Talks
Including Management:
- Managing Directors sessions
- E-learning for all Managers
TRAINING & AWARENESS HOURS*
Training matrix
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9,0
12,2
21,6
0
5
10
15
20
25
2014 2015 2016
Lead
ers
hip
OI
Vis
its p
er
100 E
mp
loyees
OI App since 2016
LEADERSHIP VISITS
Version 2 in 2017
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5,000
22,000
40,000
0
5
10
15
20
25
30
35
40
45
2014 2015 2016
Nu
mb
er
of
Hazard
s i
n C
rysta
l
Milla
res
by INTELEX
HAZARD HUNTING
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3 ADDITIONAL KEY “TOOLS”
15 Rules for Life
Safety Month
STELLAR Self-assessments
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2015 - 3 NEW RULES FOR LIFE 2012 - 12 RULES FOR LIFE Concept of Line of Fire
- Dedicated e-learning
(45,000 people YTD)
- E-learning in 10 languages
- Included in SHINE
induction programme
15 SGS RULES FOR LIFE
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SAFETY MONTH
Every September
All sites
Everybody
One leading message,
up to 3 themes
One video
Various supportive materials
CONTENTS
1. Presentations
2. Contests / Games
3. Guest speakers
4. Partnership with authorities /
associations
5. Dedicated training sessions
6. Safety challenges
7. …….
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SEPTEMBER SAFETY MONTH
2015 CAMPAIGN
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SEPTEMBER SAFETY MONTH
2016 CAMPAIGN
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SEPTEMBER SAFETY MONTH
2017 CAMPAIGN
SAFETY MONTH 2017
YOUR BEHAVIOUR KEEPS YOU SAFE
BBS, PEER-TO-PEER AND BOTTOM-UP
„‟EMOTIONS‟‟
CASE STUDIES
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*Safety Tool Evaluation List (for) Leadership Assessment Rating
GOAL: All SGS sites self-assessing their HSE „‟level‟‟, on a regular
basis
HOME MADE “PROTOCOL”:
• 15 HSE sections (Y or N or NA answers)
• Up to 400 questions
• Specific contents for Low, Medium and High Risks sites
• Green, Orange & Red results status from assessments
• Auto-rating from 1 star („‟Full basics‟‟) to 5 stars (Best in class)
CONTINUOUS SELF-ASSESSMENTS AND ACTION PLANS
• Dedicated IT Solution
• Through Top-page yearly objectives
1. Communication
2. Contractor & Service Management
3. Emergency Management
4. Health, Industrial Hygiene & Well- Being
5. Incident Reporting, Investigations
6. Inspections & Task Observations
7. Management & Effective Leadership
8. Management of Change
9. Materials & Environmental Management
10. Operating Rules & Work Permits
11. Personal Protective Equipment
12. Purchasing & Supply Management
13. Risk Assessment
14. System Monitoring & Continuous Improvement
15. Training & Competency Management
STELLAR* SELF-ASSESSMENTS
IT GIVES A SHORT-TERM, MID-TERM AND LONG-TERM VISION TO EACH INDIVIDUAL SITE
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HISTORY AND DYNAMICS
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Corporate
HSE Group
2010-2011 2012 2013 2014 2015 2016 2017
12 Rules
for life
OIMS
Regional
OI Managers
Crystal
Safety
Day
Business
OI Managers
Yearly EFQM
Top-pages
New OI Strategy
based on 7 pilars
Extended OI
Steering Committee
Quarterly Reporting
Global/Region//BL/Country
Quarterly
Campaigns
Crystal 2.0
Corporate OI L&D
Corporate OI Comm.
Corporate IH/OH
15 Upgraded
Rules for Life
Safety Month
Executive OI
Steering Committee
HSE Analytics
group
STELLAR
Self-assessments
Crystal 3.0
Corporate HSE
Auditing
Check Status
(JHA)
BBS Pilots
BBS
Launch
(phase 1)
OPERATIONAL INTEGRITY AT SGS
Quality Programmes
(accident investigations,
risk assessments, …)
ProcessMap
(IH/OH)
Chemwatch
Webinars
Best practices
& Safe-talks
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OTHER AREAS OF FOCUS
Motor Vehicles Accidents
In-Vehicles Monitoring Systems
Communication, Visual identity, Q. campaigns
Fires and Explosions
Resources and Skills
Risk Assessments
Accident Investigations
Chemical Management
Management Systems
Audits
Industrial Hygiene and Occupational Health
Technical safety (machines, marine ops, …)
PPE
….…
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CONCLUSIONS
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YEARLY OBJECTIVES DEPLOYED THROUGH A CASCADED “TOP PAGE” PROCESS
(EFQM* MODEL) * EFQM: European Foundation for Quality Management
THE CURRENT OPERATIONAL INTEGRITY STRATEGY
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THE KOTTER PROCESS
John P. KOTTER
US citizen (1948)
Economist
Professor at Harvard Business
School
Regarded as one of the
authorities in Leadership and
Change
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KOTTER PROCESS : 8 STEPS TO LEADING CHANGE
STEP HEADING
1 Establish a Sense of Urgency
2 Forming a Powerful Guiding Coalition
3 Creating a Vision
4 Communicating the Vision
5 Empowering Others to Act on the Vision
6 Planning for and Creating Short-Term Wins
7 Consolidating Improvements and Producing Still More
Change
8 Institutionalizing New Approaches
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THANK YOU FOR YOUR ATTENTION
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WWW.SGS.COM
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THE RULES OF 3 FOR RISK ASSESSMENTS
Identify the hazards
Prioritize the risks
Implement the
corrective actions
The person who does
the job
A supervisor
An OI expert
At least every 3 year
After each change or
modification
After each incident or
accident
RISK ASSESSMENTS CHECK STATUS
RED status: STOP WORK
AMBER status: Risk could
be there
GREEN status: Everything
is OK
3 STEPS 3 KEY PEOPLE 3 CASES FOR EACH
JOB & POSITION 3 MINUTES