washeq 2015 ppts
TRANSCRIPT
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KAIZEN
Making Small Improvements
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What is Kaizen
• KAIZEN is a Japanese word which is a
combination of two words
• KAI – meaning CHANGE
• ZEN – meaning GOOD
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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.
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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
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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.
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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.
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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.
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The Standard Work elements of a Kaizen are:
Document
Reality Start
Stages of the Kaizen
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The Standard Work elements of a Kaizen are:
Document
Reality
Identify
Waste
Start
Stages of the Kaizen
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The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Start
Stages of the Kaizen
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The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check
Start
Stages of the Kaizen
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The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check Make Changes
Start
Stages of the Kaizen
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The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check Make Changes Verify Change
Start
Stages of the Kaizen
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The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check Make Changes Verify Change
Measure
Results
Start
Stages of the Kaizen
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The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check Make Changes Verify Change
Measure
Results
Make this
the Standard
Start
Stages of the Kaizen
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Celebration
Celebrate the success (but not too long) because now you
Do It
Again
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The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check Make Changes Verify Change
Measure
Results
Make this
the Standard
Celebrate
Do It
Again
Results:
A new way of work
Start
Stages of the Kaizen
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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.
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Thanks For Listening!
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Questions?
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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
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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
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The Right to Win 2012 2
Content
ACCOUNTABILITY:
WHAT WHY HOW Conclusion
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The Right to Win 2012 3
OBJECTIVES:
Changing the way people work
( Safe Work Practice)
Inculcating Responsibility and Accountability
( Stop Work Authority)
Working the new Model ( Be courageous)
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The Right to Win 2012 4
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:
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The Right to Win 2012 5
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.
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The Right to Win 2012 6
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)‛.
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The Right to Win 2012 7
Principles of accountability
3.Requires reporting 2.Results oriented
4.Comes with
consequences
5.Improves performance
1.Relationship
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The Right to Win 2012 8
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.
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The Right to Win 2012 9
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
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The Right to Win 2012 10
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
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The Right to Win 2012 11
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
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The Right to Win 2012 12
Organizational Characteristics of a good safety
culture.
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The Right to Win 2012 13
Organizational Characteristics of a good safety
culture.
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The Right to Win 2012 14
A typical Organizational Model matrix.
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The Right to Win 2012 15
Safety Culture Interaction Model
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The Right to Win 2012 16
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
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The Right to Win 2012 17
.
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
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The Right to Win 2012 18
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.
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The Right to Win 2012 19
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
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The Right to Win 2012 20
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
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The Right to Win 2012 21
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
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The Right to Win 2012 22
Name: Dept.: Job Title:
Purpose Planning Execution Evaluation
Develop one for yourself
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The Right to Win 2012 23
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
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The Right to Win 2012 24
Accountability Video
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The Right to Win 2012 25
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.
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The Right to Win 2012 26
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
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The Right to Win 2012 27
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
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The Right to Win 2012 28
Thanks for Listening
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1
WASHEQ 2015
Ella Agbettor
SHEQ Foundation
Process Safety Engineering
Mitigating Risks
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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
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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.
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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
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INCIDENTS THAT DEFINE PROCESS SAFETY
5
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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?
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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
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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
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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
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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
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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
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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...
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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,…)
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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
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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
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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
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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
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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)
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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
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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
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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
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DRIVING CHANGE THROUGH “MOTIVATED” ACTION
West African Safety, Health, Environment and Quality Conference
WASHEQ
Powered By: Emmanuel George
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Presentation Structure »Part 1 – Reality Check
•Why this State of Affairs
»Part 2 – Pathway to Performance Improvement
•Providing the Motivation to Act
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Reality Check!!!
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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
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...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
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# FACT
...“No Organisation, Agency, Employer, employee etc….sets out to “deliberately” cause harm to persons, assets or environment”
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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.
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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
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What Is Wrong With HUMAN - Imperfection
Ignorance/Knowledge/Skill – 10%
Attitude (Poor) – 70%
Deliberate (Refusal to Yield) – 20%
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Pathway to Performance Improvement
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To Do List………..
Ignorance/Knowledge/Skill – Awareness/Education/Training
Attitude – Motivate (Apply All of the Above…...and Much More)
Deliberate (Refusal to Yield) – Discipline
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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”
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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
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Improved Interface
Which Works Best: • Collaboration or antagonism
• To Coax or by coercion?
• Encouragement or Criticism
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Consistence & Persistence in Improvement Ensure • Continual (incessant, constant,
persistent) Improvement – Internal • Continuous (permanent) Improvement
– External
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Be Committed to Driving the required Change
Conclusion……
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Let’s answer your questions now!!!
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CHANGE: An Effective Health and Safety Application
Presented By:
Ehi Iden
WASHEQ 2015 Regional Conference
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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
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The Ages of Evolution – Hovden 1998
The First Age: Technological Age
The Second Age: Organisational Measures
The Third Age: Culture and Human Behaviour
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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.
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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
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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”
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The COM-B 1 Theory
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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….
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Change Application
• Leadership Commitment
• Employees Engagement and Involvement
• Process Review and Modification
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BASIC SAFETY CULTURE
People don’t respect what you do not inspect!
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Lewin’s Framework for Change
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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.
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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
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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.
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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”
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A case study: Kimberly Hiatt
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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
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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
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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
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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
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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.
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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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The Interplay?
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Today's Environment - Sick and Crying
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The Root Cause
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The Reality
Saving the environment is
not an issue anymore but
a survival truth!
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No Longer Business as Usual
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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.
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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.
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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
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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
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Adopting Sustainable Lifestyles
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Adopting Sustainable Lifestyles - Context
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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
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Field of Action
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Field of Action, Cont’d
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Field of Action- Business
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Are You thinking of What You can Do?
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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
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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.
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What is my Consumption Pattern?
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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
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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
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Action?
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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.”
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Outcome
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The Future We Want?
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The Future We Want? cont’d
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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 -
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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.
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THANK YOU
LET US JOIN HANDS TO SECURE OUR
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West African Safety, Health Environnement and Quality Conférence
Samedi 05 décembre 2015
Suru Lere Lagos
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Présenté par
Raouf PEREIRA Médecin du Travail
Médecin Inspecteur du Travail à la retraite
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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
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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
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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.
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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.
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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.
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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.
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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 %.
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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.
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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.
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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.
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◦ 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.
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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)
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◦ 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
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◦ 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).
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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.
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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.
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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.
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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.
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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.
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Merci pour votre bienveillante attention
Pleins succès aux travaux de cette conférence
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SEE IT, OWN IT: The trajectory to a sustainable society
Julius A. Akpong
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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
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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.
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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.
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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.
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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.
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Lagos, Nigeria
The Federal
Road Safety
Commission
(FRSC) said
1,903
children had
died in road
accidents in
Nigeria
between
2010 and
2014.
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How Bad is the Problem?
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The dwarf of a solution
BUT…
Our culture and belief system
shows that we need more than just
these…
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Driving Change; creating value
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Sustainable value
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Areas Needing Advocacy
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Areas Needing Advocacy
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Passionate Advocacy
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Passionate Advocacy
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The Trajectory
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RESULTS WILL COME
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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.
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LABOUR SAFETY & HEALTH BILL (LSHB) 2012 – A BETTER ALTERNATIVE FOR
THE EMPLOYER?
PRESENTED BY: TITILOLA HAMEED (PHD)
SIIRSM, MIOSH
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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
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• IMPORT:
• THE PRESENCE OF THE PHRASE MITIGATES/ABSOLVES THE LIABILITY
OF THE EMPLOYER; THE ABSENCE DOES THE CONTRARY.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• THIS MARKS THE DIFFERENCE BETWEEN THE NATURE OF THE DUTIES
UNDER THE HSWA ON ONE HAND AND THE BILL ON THE OTHER.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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.
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LABOUR SAFETY AND HEALTH BILL – A BETTER ALTERNATIVE FOR THE EMPLOYER?
• 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”
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• THANK YOU FOR LISTENING!!!
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Value to a lay-man can be define as:
Giving importance to something
A person’s principle or standard of
behaviour
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Every
organisation
has a value
system
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A prevention culture to accidents and
injuries
Is aimed at zero accident everywhere
It is data-driven
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It is outcome driven
Zero-tolerance
It is not fault finding
It is collaborative across agencies,
organization and departments
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Four principles of Vision Zero is based on:
Ethics
Responsibility
Safety
Mechanisms for change
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Is Vision Zero a realistic
approach?
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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.
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2013
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Implementation of various changes
through strong legislative requirements,
Infrastructure improvements
Technological improvements
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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
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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
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Effectively implementing policy & legislation
Changing organisational practices
Fostering coalitions & networks
Intensive enlightenment
Educating providers
Strengthening individual knowledge & skills
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Safety Must Be a Value – Not Just a Priority
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…the logical 1st choice
Driving Change, Creating Value
…through Audits A presentation at WASHEQ 2015 By
EZEKIEL T. OGULU
IRCA Certified QHSE Lead Auditor
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…the logical 1st choice
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
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…the logical 1st choice
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.
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…the logical 1st choice
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.
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…the logical 1st choice
CHANGE, VALUE AND STRATEGIC ACTIONS
Change
Value
Strategic Actions e.g.
implementation of
Management Systems
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…the logical 1st choice
MANAGEMENT SYSTEMS AS STRATEGIC ACTIONS
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…the logical 1st choice
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).
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…the logical 1st choice
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.
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…the logical 1st choice
CLASSIFICATIONS AND TYPES OF AUDITS
Audit Classifications
First Party Audit
Second Party Audit
Audit Types
Vertical
Horizontal
Third Party Audit
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…the logical 1st choice
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.
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…the logical 1st choice
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
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…the logical 1st choice
Interrelated and interacting processes
Process
A
Process
C
Process
B
Process
D
Input
Output
Controls
Resources
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…the logical 1st choice
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”.
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…the logical 1st choice
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
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…the logical 1st choice
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
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…the logical 1st choice
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
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…the logical 1st choice
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.
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…the logical 1st choice
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
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…the logical 1st choice
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.
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…the logical 1st choice
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.
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…the logical 1st choice
Thank you
EZEKIEL T. OGULU
www.bjchris.com
+234 809 062 2735
+234 803 781 9578
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TRANSLATING VISION TO ACTION:
December 5, 2015December 5, 2015December 5, 2015December 5, 2015
ROLES OF SAFETY
PROFESSIONALS
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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
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Vision is Good
We have vision yet there are still accidents in our
workplaces claiming millions of lives yearly.
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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....
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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
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� 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
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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.
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� Through vision, we
have regulations to
guide our operations
� Through vision, we
have coined several
safety slogans
� Through vision, we
have reduced
accident
� Through vision, we
have not been able to
STOP accident.
VISION & ACTION!!!
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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 ?
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VISION & ACTION: Leadership
Leadership
means –
The will to
persuasion
another
person or
group to
pursue
objectives or
vision.
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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?
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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.
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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
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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
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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.
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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.
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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.
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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
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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
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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 .
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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
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Otis Redding
Video : Pain in my heart
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To return every worker back home safely.
Anything short of this is FAILURE
Our goal as safety professionals
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Take Home
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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
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VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
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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.
VERTEXT MEDIA PRODUCTION No.07/04/Dec/2015
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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.
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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!
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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.
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“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)
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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.
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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.
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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
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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.
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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
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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.
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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.
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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.
Frequency Percent Cumulative Percent
Yes 6 3.3 3.3
No 176 96.7 100
182 100
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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
Frequency Percent Cumulative Percent
Yes 64 35.2 63.2
No 118 64.8 100
182 100
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Frequency Percent Cumulative Percent
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.
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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.
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Job type
frequency of respondents (n=175)
yes no Total Respondents
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
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Job type
frequency of respondents (n=148)
yes no Total Respondents
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.
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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.
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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
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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.
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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
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The personal protective equipment such as coverall as shown in the figure below were not properly kept and were heavily contaminated with chemicals
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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.
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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.
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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.
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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.
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THANKS FOR LISTENING
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