1. Title masterReference, date, place

2. HSE, Business Strategy Tool for Developing Markets: A Focus on the West-Africa Sub-Region Presented by: Alabi Olubunmi at the WASHEQ 2013 Conference 3. Background West Africa Economic Outlook Has some of the fastest growing economies in the world Estimated growth rate of 6.7% in 2013 and 7.4% by 2014 It provides a myriad of opportunities for Foreign Direct Investments (FDIs) Economic barriers include Infrastructure, insecurity and salient issues like HSE, affecting its competitiveness 4. Background Contd.... Current Sub-Regional HSE Trend Lack of regulator framework and legislations Lack statistics which could form the bedrock for implementing regulatory controls, identify high risk sectors and setting objectives and targets In Sub-Sahara-Africa, which includes the sub-region, about 54,000 fatalities occur annually with 42 million accidents. 5. Background Contd.... Gas flaring and GHG emission are still on the high Pollution and spills are not accurately prosecuted andaccounted for There are no proper plans for Climate Change Mitigation and Adaptation 6. Economic Importance of the Sub-Region Natural Resource includes; Land for subsistence farming and cash crop production including cocoa, rubber and timber Major player in the Oil and Gas global market with new reserves increasingly discovered Large deposits of solid minerals like Diamonds in Sierra-Leone, Gold in Mali, Ghana and Guinea 7. Economic Importance of the Sub-Region contd.... Human Capital Resources It has a population of over 245 million people Some of the brightest minds in the continent are from the region Yet about 40% of the adult workforce is illiterate And over 80% are exposed to the risk of accident at work 8. Challenges to HSE in the SubRegion Proper Regulatory Framework and Compliance There are no regulatory or compliance mechanism No regulatory body to supervise and monitor businesses within member states Lack of records keeping and inability to benchmark data with other regions Little or no penalty for non-compliance 9. Challenges to HSE in the Sub-Region contd.... Education, Training and Awareness Huge population with high illiteracy rate Little knowledge of HSE hazards Cultural belief that accidents are part of normal worklife Short term focus of meeting daily needs which take precedence over safe work environment 10. Challenges to HSE in the Sub-Region contd.... Leadership and Corporate Commitment There is little or no meeting point between business and HSE Businesses align themselves with productivity and profit as HSE is perceived as luxury HSE is not viewed as strategic enabler to business sustainability 11. Challenges to HSE in the SubRegion contd.... Life Cycle Approach to HSE in Business Plans and Processes Lack of incorporation of HSE into business plans, processes and programmes HSE should be in all phases of business from conception of an Idea through the design phase to commissioning and decommissioning 12. Qualitative Analysis of HSE in the SubRegion There are no statistical numbers to back quantitativeanalysis Best and Brightest hands are more willing to work for HSE compliant companies Recent surveys reveals some of the best companies to work for are Multi-Nationals and indigenous firms that adopt global best practices Global Best Practices in this regards, refer to Sustainability 13. Counting the Cost Loss of Investment Opportunities Inability to attract investment from Fortune 500 companies Also agencies like IFC are less willing to borrow businesses in regions with little or no HSE framework or compliance In Nigeria for instance with the Central Banks initiation of the Sustainable Banking Principle, businesses access to funds would become more stringent. 14. Counting the Cost contd..... Drop in GDP A decline in investment would surely lower the subregions GDP Refusal of other markets to take products from the sub-region Consequent lowered productivity is experienced 15. Counting the Cost contd..... Inability to Break into New Markets Loss of new markets as a result of the inability to meet GMP requirements HSE is a prerequisite in most countries to gain access into their markets 16. Counting the Cost contd.... Flight of Bright /Talented Minds Indigenous bright/talented minds are seen to move to regions where HSE is at the cornerstone of business This would affect human capital mobilization and retention 17. Looking Forward Regional and State Governments Commitment Regulatory framework should be design and implemented Set-up regulatory bodies Ensure compliance Lead by example 18. Looking Forward contd.... Businesses Adopting Global Best Practices Adopting HSE practices into the life cycle of its plan, programmes and processes Use of efficient and cost effective HSE methodologies Business Case to investors should highlight its HSE objectives and targets 19. Looking Forward contd.... NGOs and HSE Consultant Participation Organisation of Conferences HSE awareness amongst the public especially through campaigns, media outreach like radio talks Collaboration of Governments, Businesses, Associations and Consultants to develop sectoral guidance 20. Benefit of HSE to the Sub-Region Sustain Business Development and Regional Sustained Economic Growth It would increase sub-regional productivity Make businesses more sustainable Help harness sub-regions potential especially in less attractive sectors Would increase sub-regions GDP 21. Benefits of HSE to the Sub-Region Contd.... Retention and Attraction of Best Talents Would help keep indigenous talents Foreign Expatriate and West-Africans in Diaspora would be willing to come back to help grow the subregion 22. Benefits of HSE to the Sub-Region Contd.... Breaking into New Markets Businesses in the sub-region would easily break into new markets The would be a soar in foreign exchange in the region Foreign businesses would be willing to relocate to the region 23. Benefits of HSE to the Sub-Region Contd.... Enhancement of its Reputation It would rank the sub-region highly amongst international bodies like ILO Win the confidence of varied stakeholder It would place the region amongst the strongest economic regions in the league of nations 24. Benefits of HSE to the Sub-Region Contd.... Other plus include a stronger, healthier, motivated andwell enlightened workforce Also litigation and business closure would be greatly reduced 25. Conclusion Looking forward HSE has to be addressed like otherbusiness aspects and should be emplaced in the very heart of business plans and processes. Proactive measures would help safety grow in the subregion adding value and setting precedents would bring bout the recognition that safety requires in the sub-region 26. Thank you!!!! 27. Any Questions? 28. THE PATH WAYS OF FIRES AND EXPLOSIONS IN PROCESS PLANT OPERATION APPLICATION OF API 752 AND API 753 AS A TOOL FOR PREVENTING/REDUCING THE CONSEQUENCES OF FIRES AND EXPLOSIONS. Okudor K. Emmanuel RGDP,MASME,MAIChe,MIIRSM,TechIOSH,ANGA,MNISPDelivered at the WASHEQ Conference Lagos. 31st October, 2013 29. Presentation Overview Introduction on pathway of fires and explosions Overview of API RP 752 and API RP-753 Application of API 572/API 753 Building assessment and evaluation Process incidents involving Buildings in process plants Consequence modeling tools and their application Management Responsibilities Conclusion 30. In the Line of Fire! (Pathways of fires and explosions) What does it mean? Simply means, In the path of an an attack. This expression, dating from the mid-1800s, originally referred to the path of a bullet or other projectile, a meaning that is also still current. 31. Line of fire or pathways of fires and explosion! What it means, in process plant Operation A key factor of consideration are facility siting and layout. Avoiding or minimizing Domino effect by application of equipment spacing standards and process & non process building evaluation. 32. In the pathway of fires and explosion The fire and explosion that destroyed the West Fertilizer chemical plant in Texas on 17 April, 2013; killing at least 14 people and injuring more than 200. The Blast destroyed the plant and surrounding buildings, including a school and a care home 33. West Fertilizer chemical plant explosion 34. Pathways of Fires and Explosionsand its consequences 35. Avoiding being in the line or pathway of fires and explosions The line or pathway separating SAFETY from Danger is sometimes quite small. To avoid crossing the line/pathway of fires and explosion, we must, 1.Always be aware of the hazards around us.2.Understand the process equipment operation philosophy and associated inherent hazards and nature of consequences of top event. e.g effects of deflagration & detonation in a process plant operation.1.Take the time to think of the possible consequences from where we place our bodies or action we perform, where we site our permanent and portable process and non process buildings.When we do this, we can avoid suddenly finding ourselves in the Line of Fire or In the pathways of fires and explosions 36. Overview of API 752/API 753 API 752/API 753 AND FACILITY SITING AND LAYOUT: Facility siting is an analysis, during the PHA, of the spatial relationship between where the hazards are located and where the people congregate. Merely stating in the PHA that industry spacing standards have been met is not sufficient. Industry spacing standards (API, NFPA, etc.) are equipment-to-equipment standards, not equipment-to- people standards. Facility siting has come under increasing scrutiny in recent years and is an important aspect of process safety for plant personnel and their contractors. In December 2009, API issued the Third Edition of the Recommended Practice 752/753, Management of Hazards Associated with Location of Process Plant Permanent and portable Buildings, which incorporated much of what has been learned from catastrophic incidents e.g BP Texas refinery disaster, Piper Alpha, Conoco Humber refinery etc, 37. APPLICATION OF API RP 752 & 753 AS A PROACTIVE PROCESS SAFETY TOOL TO AVOID BEING IN THE PATHWAY OF FIRES AND EXPLOSIONS,AND MINIMIZATION OF CONSEQUENCES OF PROCESS INCIDENTS. 38. Why API 752/753 Most process and non process plants buildings are sited too close to process plant/units without due consideration to effects of fires, explosions and toxic releases resulting from accident. Portable and permanent buildings are sited, unknowingly in the pathway of fires and explosion(unsafe zone);hence, exposing occupants to high risk of blast, radiation and toxic effects. Lots of fatality recorded as due to nearness of process and non process plant buildings to process plants. To reduce unnecessary exposures of building occupancy to effects of fires, explosions and toxic releases 39. Why API 752/753? Texas BP Refinery Disaster -2005 and many other process incidents. 40. A case for implementation of API 752/753- BP Texas Refinery Explosion 15 Killed, 180 Injured A community devastated Resulted in financial losses exceeding $1.5B.KEY ISSUES: Facility Siting SAFETY CULTUREREGULATORY OVERSIGHTPROCESS SAFETY METRICSHUMAN FACTORS 41. Most common comments during accident investigations I didnt knowthat was importantI didnt know it would be like thatNo-one told me that could happen 42. Selected Accidents involving Buildings in Process Plant. Date LocationFatalitiesDescription1988 Norco, 7 (Hagar,1988) (6 in buildings)A corrosion-induced propane leak in a fluid catalytic cracking unit resulted in an explosion that destroyed the control room. six fatalities occurred in or near the control room; the seventh was caused by a falling brick wall.1992 Castleford, England (HSE 1994)5 (5 in buildings)Heat-sensitive and unstable nitrotoluene residue was overheated during the preparation for maintenance. A runaway reaction caused a jet flame that destroyed a wooden control room.1975 Beek, The 14 Netherlands( (6 in buildings) Marshall,198 7)A propylene leak resulted in an explosion that caused severe blast and fire damage to the control room. All controls and plant records were lost. 43. API RECOMMENDED PRACTICE 752 Management of Hazards Associated with Location of Process Plant Permanent Buildings 44. Guiding Principles of API 752 API RP 752 is based on the following guiding principles: locate personnel away from process areas consistent with safe and effective operations; minimize the use of buildings intended for occupancy in close proximity to process areas; manage the occupancy of buildings in close proximity to process areas; design, construct, install, modify, and maintain buildings intended for occupancy to protect occupants against explosion, fire, and toxic material releases; manage the use of buildings intended for occupancy as an integral part of the design, construction, maintenance, and operation of a facility. Examples of buildings intended for occupancy include, but are not limited to: conference rooms; control rooms; laboratories with assigned personnel; lunchrooms; maintenance shops with assigned personnel; offices; training rooms; warehouse buildings with assigned personnel; 45. Management of Hazards Associated with Location of Process Plant Portable Buildings API RECOMMENDED PRACTICE 753PURPOSE The purpose of this recommended practice is to provide guidance for reducing the risk to personnel located in portable buildings from potential explosion, fire and toxic release hazards. 46. Guiding principles This recommended practice is based on the following guiding principles: Locate personnel away from covered process areas consistent with safe and effective operations Minimize the use of occupied portable buildings in close proximity to covered process areas Manage the occupancy of portable buildings, especially during periods of increased risk including unit start-up or planned shut-down operations Design, construct, install, and maintain occupied portable buildings to protect occupants against potential hazards Manage the use of portable buildings as an integral part of the design, construction, maintenance, and operation of a facility.Portable buildings intended for occupancy Portable buildings intended for occupancy include, but are not limited to: Offices Training rooms Orientation rooms Lunch rooms Conference rooms Control rooms Laboratories Change houses Maintenance shops 47. Assessment Approach and Scenario Selection Consequence Based Approach-CBA The methodology used for building siting evaluation that is based on consideration of the impact of explosion, fire and toxic materials release which does not consider the frequency of event.Risk-based approach-RBA A quantitative risk assessment methodology used for building siting evaluation that takes into consideration numerical values for both the consequences and frequencies of explosion, fire, or toxic material release.Spacing Tables Approach -STA The spacing tables approach uses established tables to determine minimum separation distances between equipment and buildings intended for occupancy. Industry groups, insurance associations, regulators, and owner/operator companies have developed experience-based spacing tables for minimum building spacing for fire. 48. Overall process for a Building Siting Evaluation Step-1 Select ApproachStep-2 Define siting criteriaStep-3 Determine the scope of the siting evaluation by identifying buildings intended for occupancyStep-4 Determine if buildings within the scope are potentially impacted by explosion, fire or toxic releaseStep-5 Perform an assessment of consequence of explosions, fires, and toxic releases on buildings intended for occupancyStep-6 Evaluate buildings against siting criteria. For existing buildings, prepare mitigation plans if criteria are not met.Step-7 For new buildings, feed results into the building design process. 49. Building Siting Evaluation Criteria for the Consequence-based Approach Building siting evaluation criteria for the consequence-based approach can be expressed as building exposure criteria or consequence criteria. These criteria are specific to the materials of construction, building design, and hazard type (explosion, fire, toxic material release). Building exposure criteria are typically expressed as: blast load, thermal flux and exposure time, flammable gas concentration, or toxic concentration and exposure time. Consequence criteria are typically expressed as: occupant vulnerability, potential building damage, or building internal environment degradation (i.e. inability to support human life). 50. Building Siting Evaluation Criteria for the Risk-based Approach Building siting evaluation criteria for the risk-based approach shall address the risk to the building occupants as a group (aggregate risk) and the risk to an individual. An owner/operator may choose to establish a single risk criterion that addresses both individual and aggregate risk. Building siting evaluation criteria may be expressed as numerical values of individual risk, aggregate risk or exceedance values. They can also be expressed as graphical formats which include cumulative frequency vs consequence (F/N) curves, or matrices with numerical axes. 51. Software Application in Modelling of Consequences of Fires and Explosions Onshore Building Siting Capability Explosion Simulations (FLACS) Leading CFD software for gas explosion calculations Gas dispersion modelling 52. Usefulness of Consequence modelling in process plant 53. FACILITY MAPPING - VCE Pressure Contours Simulation 54. Portable Building Location Guidance 55. Management Responsibilities under API RP-752 and API RP-753 Meeting Expectations-Managements Role in the process Management sets the criteria considering their corporate values and how building siting is integrated into the balance of their process safety program. e.g use of CBA,RBA,STA or combination of either of them to identify the major scenarios at a facility, and then use a Building Damage Level(BDL) as acceptance criteria. - Management should ensure that competent persons should only carryout building siting evaluation. Among the areas of competency that may be needed are: HAZID Scenario development Frequency assessment Flammable and toxic gas dispersion modeling Fire modeling Explosion modeling Blast response of building Fire resistance of building Toxic ingress into buildings Occupant vulnerability and QRA techniques Maintaining the process Management of Change(MOC) system should be in place and effectively implemented to identify the events that could trigger a need to re-evaluate the siting for the affected areas. 56. Conclusion Consequence of fires, explosions and toxic releases on occupants of buildings in process plants could be significantly reduced where instituted barriers fails by: Considering adoption or implementation of facility siting and building evaluation.Conduct QRA to gather relevant data from modeling of maximum credible postulated scenarios of various consequence of fires, explosions and toxic releases. Make use of QRA Data in engineering design Implementation of MOC to manage all changes relating to the removal, addition or modification of portable and permanent buildings in process plants.Using one or combination of the various Assessment Approach and Scenario Selection e.g CBA,RBA and STA etc 57. Reference OSHA, Title 29 Code of Federal Regulations (CFR) Part 1910.119, Process Safety Management of Highly Hazardous Chemicals Guidelines for Facility Siting and Layout, Center for Chemical Process Safety (CCPS), Wiley-American Institute of Chemical Engineers (AIChE), August 15, 2003 Dows Fire & Explosion Index Hazard Classification Guide, Wiley-American Institute of Chemical Engineers (AIChE) API RP- 752; Management of Hazards Associated with Location of Process Plant Permanent Buildings API RP-753; Management of Hazards Associated with Location of Process Plant Portable Buildings CCPS Guidelines for Evaluating Process Plant Buildings for External Explosions, Fires, and Toxic Releases. 58. Avoid being in the line of fire! A good business sense. 59. Contact: T: +234-8026944107, 08034421085, E: okudor2002@yahoo.com for further information on this presentation. 60. 2013 Friday, November 01, 2013By Titilola Awogboro1Six Sigma Learning Materials By Titilola Awogboro 61. Titilola L.N Awogboro2Principal Management Consultant, Sigma Qualitas Information Technology and Quality Management.Friday, November 01, 2013Core CompetenciesISACA: Serving IT Governance Professionals (CGEIT)Process Improvement, Service and Quality ManagementSenior Member American Society for Quality (SMASQ)Culture Change & Change ManagementGovernance, ManagementandRiskHuman Resource Management, Leadership & Group FacilitationTeamIT Portfolio Management, Strategy & ExecutionFellow British Computer Society (FBCS) and a Chartered IT Professional (CITP)ComplianceInstitute of Customer Service Companion Member (CMICS)Associate Member Business Continuity Institute England (ABCI)Project & Programme Management, Financial Control and Budgetary PlanningITIL Foundation CertificationBusiness Development and MarketingBusiness Analysis and Systems Design MethodologiesVendor & Contract Negotiation Six Sigma Black Belt Certification (SSBB)OperationalSFIA Accredited Consultant.Six Sigma Learning Materials By Titilola Awogboro2013 62. 1. Awareness with respect to origins and history of Six Sigma and Lean Six Sigma. 2. The utility and benefitsPersistence Its not that Im so smart, its just that I stay with the problems longer3. Introduction to Six Sigma and Lean as methodology, metric and management system 3 63. 4Friday, November 01, 2013Lean and Six Sigma: A Holistic Approach to Process ImprovementSix Sigma Learning Materials By Titilola Awogboro2013 64. 5Friday, November 01, 2013Serious Competition! Every morning in Africa, a gazelle wakes up; it knows it must run faster than the fastest lion or it will not survive.Every morning in Africa, a lion wakes up; it knows it must outrun the slowest gazelle or it will starve.It doesnt matter whether you are a lion or a gazelle: When the sun comes up, you had better be running!Six Sigma Learning Materials By Titilola Awogboro2013 65. 6 CAUSES of Competition: advances in communications, computing, transportation technologies, and the consumer has a wide variety of choices for their purchases - Global Village, Internet etc. To produce a service or a product companies run process A company that understands the behavior of its processes is able manage it processes better, manage the company better and therefore is more competitive. AVOID BEING IN THE LINE OF FIRE! This is a fundamental fact many companies have known for years, yet it has only been over the past several years that they are starting to do something significant about it. Whether you are a gazelle or a lion, you better be running as fast as you can if you want to survive in todays economy. Six Sigma Learning Materials By Titilola Awogboro 66. 7 The Basis of competition is: Price, Delivery and Quality A frequently used definition of quality is Delighting the customer by fully meeting their needs and expectations. Organisations must knows what these needs and expectations are. (Delighters) Having identified them, the organisation must understand them, and measure its own ability to meet them.Six Sigma Learning Materials By Titilola Awogboro 67. 8Friday, November 01, 2013"Six Sigma: A comprehensive and flexible system for achieving, sustaining and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, and diligent attention to managing, improving and reinventing business processes. By Panda, Neuman and Cavanagh Six Sigma requires everyone develop a new way of looking at how they approach their work.Six Sigma is a collection of many old and new tools that enable quality management.Six Sigma is a methodology, metric and management system - MotorolaSymbolized by the Greek Alphabet.Six Sigma aligns with business strategy, providing the workforce with new knowledge and capabilities that enable better organization of process activities based on identified problems. This enables the organization to make better decisions. 6Six Sigma quality methodology uses the very best from existing Total Quality Management together with Statistical Process Control and Measurement, and strong Customer Focus, and therefore impacts on three key areas: the process, the employee, and the customer.Six Sigma Learning Materials By Titilola Awogboro2013 68. 9 The definition of Six Sigma brings out a few keypoints: Change will be driven by the desire for perfection, with a low tolerance level for failure, QUALITY must never, never be compromised All change will be conducted in COLLABORATIVE manner with stakeholders Leadership, Management and Task Orientation will be PROACTIVE Change will be CUSTOMER DRIVEN and must lead to significant improvements in Business Performance Performance Measurements will be driven by FACTS, DATA AND STATISTICAL ANALYSIS Business Process change will be INCREMENTAL and where necessary redesignedSix Sigma Learning Materials By Titilola Awogboro 69. 101885 Craft Production1913 Mass Production- Machine then harden - Fit on assembly - Customization - Highly skilled workforce - Low production rates - High Cost- Part inter-changeability - Moving production line - Production engineering - "Workers don't like to think" - Unskilled labor - High production rates - Low cost - Persistent quality problems - Inflexible modelsLean Manufacturing has been going on for a very long time, however the phrase is credited to James Womac in 1990.1955 - 1990 Toyota Production System - Worker as problem solver - Worker as process owner enabled by: -- Training -- Upstream quality -- Minimal inventory -- Just-in-time - Eliminate waste - Responsive to change - Low cost - Improving productivity - High quality productFriday, November 01, 20131993 Lean Enterprise - "Lean" applied to all functions in enterprise value stream - Optimization of value delivered to all stakeholders and enterprises in value chain - Low cost - Improving productivity - High quality product - Greater value for stakeholdersA small list of accomplishments are noted in the slide above primarily focused on higher volume manufacturing.Six Sigma Learning Materials By Titilola Awogboro2013 70. 11ConceptsTQMSix SigmaFriday, November 01, 2013LeanOriginThe quality evolution in JapanThe quality evolution in Japan & MotorolaThe quality evolution in Japan & ToyotaTheoryFocus on customersNo defectsRemove wasteProcess viewImprove & uniform processesReduce variation & improve processesImprove flow in processesApproachLet everybody be committedProject managementProject managementPlan, do, study, actDefine, measure, analyse, improve (or design), control (or verify)Understanding customer value, value stream, analysis, flow, pull, perfectionAnalytical & statistical toolsAdvanced statistical & analytical toolsAnalytical toolsIncrease customer satisfactionSave moneyReduce lead-timeAchieves customer loyalty & improves performanceAchieves business goals & improves financial performanceReduces inventory, increases productivity & customer satisfactionNo tangible improvements, resource-demanding, unclear notionDoes not involve everybody, does not improve customer satisfaction, does not have a system viewReduces flexibility, causes congestion in the supply chain.Methodologies Tools Primary effects Secondary effects CriticismSix Sigma Learning Materials By Titilola Awogboro2013 71. 12Friday, November 01, 2013The strategy and Goals of Six Sigma and Lean Six SigmaSix Sigma Learning Materials By Titilola Awogboro2013 72. 13Friday, November 01, 2013Process Engineering is driven by the simple Business Logic that is charted below:We are able to satisfy needs and expectations by doing for our customers We make money from our customers by satisfying their needs and exceeding their expectations through our products and servicesWe are in business to make moneyMaking Money Profit Bottom Line01Any repeated action constitutes a process The aim of customer focus is on improving need or do interactions Every need or do pair is an interactionCustomer InteractionSix Sigma Learning Materials By Titilola Awogboro02Products or services delivered on-time, with zero defects, at the lowest cost Process Improvement yields better business performance We create processes to generate needed products or servicesProducts and Services032013 73. 14Strategic ThemesFriday, November 01, 2013A BUSINESS STRATEGY is a mechanism to ensure that the resources or assets of a business are applied profitably across all its activities for developing and retaining a competitive edge in the market place.ProcessesCompanys Profit / Bottom lineProducts & Services Customer SatisfactionThe world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow. Rupert Murdoch (Chairman and CEO News Corporation) Six Sigma Learning Materials By Titilola Awogboro2013 74. 151. Manage Process Defects by Eliminating Waste 2. Cost Reduction 3. Risk ManagementSix Sigma Goals Process Capability 1. Judicious Resource Allocation 2. Increase in Customer Satisfaction 3. Continuous Quality ImprovementsSix Sigma Learning Materials By Titilola AwogboroFriday, November 01, 20131. Reduction in Cycle Time 2. Reduction in the Cost of Poor Quality 3. Improvement in Productivity 4. Increase in Employee Satisfaction People & Leadership Programmes2013 75. 16GoalFriday, November 01, 2013highest level of process performance possible - PERFECTION.5+ Sigma3 - 5 Sigma3 Sigma1 - 2 SigmaSix Sigma Learning Materials By Titilola AwogboroSweet Fruit Design for Six Sigma Bulk of Fruit Process Characterization and OptimizationLow Hanging Fruit Basic Tools of Problem Solving Ground Fruit Simplify and Standardize2013 76. 17Friday, November 01, 2013Six Sigma and Lean is a methodology, metric and management system Six Sigma Learning Materials By Titilola Awogboro2013 77. 18Friday, November 01, 2013Six Sigma as a Philosophy is based on the theory that reducing variation in process output to stay within limits defined by the customer will yield great returns. Defects are expensive. Competitive Advantage is gained by meeting customer expectationsSix Sigma has been proven to accomplish just that objective.Six Sigma Program & Process Performance have aPositive Correlation The Six Sigma philosophy is that of Continuous Improvement through the use of data and specific variation reduction techniques.Six Sigma Learning Materials By Titilola Awogboro2013 78. 19Friday, November 01, 2013A Sigma value allows us to Benchmark performance against other processes.YieldDPMOCOPQ Sigma99.9997%3.440%1World Class Benchmarks 10% GAP Industry Average 10% GAP Non CompetitiveSource: Journal for Quality and Participation, Strategy and Planning AnalysisWhat does 20 - 40% of Revenue represent to your Organization? As you can see from this graphic, as the sigma performance level is improved the operating efficiency improves yielding lower costs for the same output and more customer satisfying products and services. Six Sigma Learning Materials By Titilola Awogboro2013 79. 20Friday, November 01, 2013Six Sigma utilizes specific Tools for business problem solving. Six Sigma tools are used to scope and select projects, modify and/or design new processes, improve current processes, decrease downtime and improve customer response time.FishboneControl Chart FMEA High Variability AData AnalysisSPCSix Sigma Learning Materials By Titilola AwogboroHistogram2013 80. 21Friday, November 01, 2013Six Sigma as a Methodology provides an organized, specific, repeatable means of assessing and resolving challenges through a process titled.This approach yields a focus on cause and effect with analytical problem solving tools within a management structure to assure results.Six Sigma Learning Materials By Titilola Awogboro2013 81. Friday, November 01, 2013InputPhaseOutputIdentify Project, People and ProcessDefineYou have a problem definition and a thorough execution planEnsure you have output measures for process and reliable ways of measuring itMeasureYou ensure reliable analyses and decisionsFind the gaps between current and final statesAnalyseYou understand the problem nowFind root causes and develop solutionImproveYou have the solution to the problemCommunicate, standardize and document the improvementControlYou have ensured sustained improvementSix Sigma Learning Materials By Titilola Awogboro 222013 82. 23Friday, November 01, 2013Project PhaseProject Life CyclePerspectiveCore ToolsDefineInitiation and PlanningIdentify the Practical ProblemDefine Process and Map ProcessMeasureDesignPractical ProblemVOC, VOB and VOPImplementationStatistical Problem DefinitionBuild PMSTestingStatistical SolutionDevelop DashboardsPractical SolutionIdentify Improvement OpportunitiesAnalyse Improve ControlGo Live, Project Closure and SupportSix Sigma Learning Materials By Titilola Awogboro2013 83. 24Define Team election and scoping Review Project Charter Validate High-Level Value Stream Map and Scope Validate Voice of the Customer and Voice of the Business Validate Problem Statement and Goals Validate Financial Benefits Create Communication Plan Select and Launch Team Develop Project Schedule Complete Define GateMeasure Identify Key Input, Process and Output Metrics Develop Operational Definitions Develop Data Collection Plan Validate Measurement System Collect Baseline Data Determine Process Performance/Capa bility Validate Business Opportunity Value Stream Map for deeper understanding & focus Quick Wins (Control Plans) Measure Gate ReviewAnalyze Identify Potential Root Causes Reduce List of Potential Root Causes Confirm Root Cause to Output Relationship Estimate Impact of Root Causes on Key Outputs Prioritize Root Causes Complete Analyze GateSix Sigma Learning Materials By Titilola AwogboroFriday, November 01, 2013Improve Develop Potential Solutions Evaluate, Select, and Optimize Best Solutions Develop To-Be Value Stream Map(s) Develop and Implement Pilot Solution Confirm Attainment of Project Goals Develop Full Scale Implementation Plan Complete Improve GateControl Implement Mistake Proofing Develop SOPs, Training Plan & Process Controls Implement Solution and Ongoing Process Measurements Identify Project Replication Opportunities Complete Control Gate Transition Project to Process Owner2013 84. 25Define Project Management Methodology Affinity Process De Bono Brainstorming Process Communication Plan Voice of the Customer Kano Analysis Process Map & Documentation Process SIPOC Analysis CTQ Tree Diagram QFD Tollgate WorksheetMeasure Measurement Planning & Assessment Tree Stratification Factors Balance Score Card Benchmarking Process and Population Sampling & Data Collection Control Chart Pareto Charts Prioritization Matrix Measurement System Analysis Process Variation Process Capability Proportion Defective and Yield Calculation Tollgate WorksheetAnalyze Value Add Ishikawa Diagram Stratified Data Charts Testing Quick Fixes or Obvious Solutions CURD Matrix Quick Wins Chi Square Correlation Scatter Diagrams FMEA ANOVA Hypothesis Testing Design of Experiment Tollgate WorksheetSix Sigma Learning Materials By Titilola AwogboroFriday, November 01, 2013Improve Brainstorming Process Force Field Analysis Reduce Lead Time & Non-Value Add Cost Generic Pull System Replenishment Pull System 4 Step Rapid Setup (for service process) Total Productivity Method Poke Yoke Process Balancing Work Cell Optimization Visual Process Controls Tupe Law Tollgate WorksheetControl Process Management Chart Process Scorecard Dashboard Mistake Proofing Solution Rollout Plan Documentation Standard Operating Procedures Statistical Process Control SPC Exploring Variance Central Limit Theorem Control Chart Basic XBar and Rcharts Tollgate Worksheet, Project Summary and Lessons Learnt2013 85. 26White Belt (Champion) Master Black BeltBlack Belt- Thought Leadership - Expert on Six Sigma - Mentor Green and Black BeltsBlack BeltGreen BeltGreen Belt Green BeltYellow Belt Six Sigma Learning Materials By Titilola Awogboro- Backbone of Six Sigma Org - Full time resource - Deployed to complex or high risk projects- Part time or full time resource - Deployed to less complex projects in areas of functional expertise 86. 27Friday, November 01, 2013Training as a Six Sigma Belt can be one of the most rewarding undertakings of your career and one of the most difficult. To become an efficient Belt takes Hard Work! You can expect to experience: Hard work (becoming a Six Sigma Belt is not easy) Long hours of training Be a change agent for your organization Work effectively as a team leader Prepare and present reports on progress Receive mentoring from your Black Belt Perform mentoring for your team members ACHIEVE RESULTS!Youre going places! Six Sigma Learning Materials By Titilola Awogboro2013 87. 28Friday, November 01, 2013All players in the Six Sigma process must be willing to step up and act according to the Six Sigma set of behaviors.Leadership by example: walk the talk Encourage and reward individual initiative Align incentive systems to support desired behaviors Eliminate functional barriers Embrace systems thinking Balance standardization with flexibilitySix Sigma Learning Materials By Titilola Awogboro2013 88. 29Six Sigma Learning Materials By Titilola AwogboroFriday, November 01, 20132013 89. 30CustomerDefineAnalyzeMeasureImproveProcess AProcess BVendorControlDriven by customer needs Process Map Analysis LSLLed by Senior MgmtMethodologyOrganizationToolsUS LUpper/Lower specification limits Regression35100%30 2580% 60%20 15Enabled by quality team.Six Sigma Learning Materials By Titilola AwogboroProcess variation40%10 520%00% LKAFrequencyFBCGRDCumulative FrequencyPareto Chart 90. 31Six Sigma Learning Materials By Titilola AwogboroFriday, November 01, 20132013 91. 32Friday, November 01, 20132013 Trifles make perfection, but perfection is no trifle. Michael AngeloThanks You!Six Sigma Learning Materials By Titilola Awogboro 92. THE IMPACT OF ENVIRONMENTAL INCIDENTSIfeanyi Enebeli Environmental Consultant CARES Ltd 93. H SEHEALTH The absence of disease or illness SAFETY The absence of risk of serious personal injury ENVIRONMENTAL PROTECTION The prevention of damage to the air, land, water and living creatures in the wider environment. ENVIRONMENT The local area around a particular workplace e.g air, ventilation, light, humidity, temperature 94. What is an Environmental Incident? Sudden onset accident or disaster resulting from natural, technological or human-induced factors. Causes or threatens to cause environmental damage as well as impacts on human lives and/or property Any event which may potentially have adverse effects to human health or the environment Any incident which may result in pollution of waters (surface or groundwater), air or landIt can exist and remain unnoticedAffects the environment in one way or the other 95. Environmental Incidents Fires Oil Spills Chemical Spills Industrial emissions Air Pollution Noise Pollution Gas leaks Dust Waste 96. Factors Which Result in Environmental Incidents Lack of Leadership Management Lack of relevant expertise Poor management systems and procedures Giving lower priority to environmental issues Lack of Management Commitment High turnover rates Lack of Environmental Statement / Policy Poor reporting and record keeping 97. Why do we have to think of Environmental Incidents? Damage to business reputation Cost of remedial action Cost of compensation Fines Cost of rebuilding Loss of life Loss of productive time 98. To Avoid Being in the Line of Fire? Environmental Impact AssessmentsEnvironmental MonitoringEnvironmental AuditsContingency PlanningEnvironmental Management Systems 99. Environmental Impact Assessment A detailed assessment of the impacts (negative and positive) associated with a proposed project on the environment, consisting of environmental, social and economic aspects. It is a tool which aims to predict environmental impacts at an early stage in project planning and design as well as find ways and means to reduce adverse effects 100. Environmental Monitoring Processes involved in monitoring the environment to enable one find out and characterize the quality of the environment over time. It can involve air monitoring, emissions monitoring, water monitoring and even noise monitoring 101. Environmental Auditing Processes of determining if company practices and operations are in compliance with regulatory requirements, company procedures and accepted standards. It assesses the effectiveness of environmental management systems in place and looks at conformance as well as non-conformance. 102. EMS A structured system designed to help organizations manage their environmental impacts and improve environmental performance caused by their products, services and activities. 103. Contingency Planning A process that prepares an organization to respond coherently to an unplanned event. It ensures there is timely, measured and effective response to incidents, prevents incidents from getting worse and keeps authorities and staff prepared 104. Oil Spills The release or presence of crude oil or refined oil products into the environment It more often than not refers to marine oil spills where oil is released into the ocean or coastal waters It is a form of pollution ONCE A SPILL OCCURS, IT IS ESSENTIAL TO CONTAIN AND CONTROL THE SPILL BY RESPONDING QUICKLY 105. Effects of Oil Spills Destruction of fisheries and fishing Ill health Forced Relocation Displacement Physical and chemical alteration of natural habitats Poisoning of water supply Lethal or sub-lethal toxic effects on flora and fauna and humans Reduction of property value Prevents animals from locating young ones Tainting Disruption of the ecosystem Interruption of food Chain 106. 15 107. Chemical Spills Release of one or more hazardous substances could harm human health or the environment.whichChemical Spills could either be simple or complicated with classification dependent on If the chemical is toxic or flammable or not If the spill occurs in public space or confined area If the chemical is known or unknown If lives have been lost or people injured 108. Effects of Chemical Spills ACUTE AND CHRONIC EFFECTS Respiratory Illness Burns Organ failure Fires and Explosions Cancer Neurological disorder Blindness Dizzyness Death Highly dependent on Exposure time, Exposure Levels and toxicity of Chemical 109. Fire We see the effects of fire as Death Loss of properties Burns Fires and Explosions Collapse of buildingsWhat we dont think of .. Massive Air pollution Poor Visibility Respiratory Illnesses Reduction in Land Value Destruction of Land Death of land organisms 110. Waste EFFECTS Harm caused to wildlife Destruction of natural environment and its beauty Unattractive Smells Release of Gaseous substances Attracts vermin such as rats and pigeons Leeching 111. Waste HierarchyCLOSE THE LOOP 112. Emissions EFFECTS Local Pollution Poor Air Quality Discoloration of Buildings Unattractive Smells Ozone depletion Increases the effects of Global warming Respiratory Effects 113. Reducing your Organizations Emissions Reporting and fixing Defects to machinerySelecting Newer equipment with lower emissionsSelecting Energy efficient equipmentRegularly measure output by testing emissions and setting reduction targets Fitting emission reducing equipment 114. The Importance Of Contingency Planning Prevents loss of time as normaloperations resume quicker Ensures there is timely, measured and effective response to incidents Prevents incidents from getting worse Gives us the opportunity to identify and prioritize risks Keeps authorities and staff prepared 115. Maintaining the Plan Communicate the plan to everyone in the organization. Inform people of their roles and responsibilities related to the plan. Provide necessary training for people to fulfill these roles and responsibilities. Conduct disaster drills where practical. Assess the results of training and drills, and make any necessary changes. Update 116. Answers needed !!!!!!!! Is there a reporting process ?Are there Procedures to be followed ?Is there provision of suitable equipment?Do we have suitably trained staff ?Are workers fully prepared and informed? 117. Environmental Incident Management Matrix 118. Environmental Responsibilities Following Procedures at workAwareness of Environmental Impacts of ones jobMaking a conscious effort to minimise and segregate waste Take responsibility of your work area Making a conscious effort to save energy and resources 119. How can CARES be of Help? 28EMS development and associated training Environmental Monitoring (Air quality, Noise, Effluent) Environmental, Social and Health Impact Assessment Land Remediation Environmental Management Plans Laboratory Services Environmental Audits Water testing Environmental Due Diligence Environmental Awareness Training 120. Conclusion Environmental Incidents are bound to occur. What is key is having a contingency plan in place to contain and prevent further damage to the environment. Having in place an Environmental Management System that WORKS is also very necessary in continual improvement of processes. It is also necessary to think of Environmental Awareness trainings for staff, so that they understand fully the effects of what they do to the environment 121. Conclusion In our own little way, we all have an individual responsibility to protect the environment we work in. Finally !!!!!!!!!! What ever we do to the environment is but a mirror reflection of what we are doing to ourselves and to one another. The truth is the environment will still remain in whatever condition we leave it. WE HAVE TO THINK OF THE ENVIRONMENT AS WE THINK OF HEALTH AND SAFETY 122. In case you were wondering . CARES is a multi-disciplinary environmental and engineering consultancy company that brings together a team of highly experienced individuals, a number of whom have over 30 years experience in their chosen fields. Coastal And Reclamation Engineering Services 123. More information Ifeanyi Enebeli Environmental Consultant (ifeanyi.enebeli@cares-group.com) CARES, and more information on environmental management is available at STAND 124. THANK YOU FOR LISTENING 125. A paper presented by: Fayo Williams B.Pharm, MSc, MISPoN, NEBOSH IGC EXECUTIVE DIRECTOR RELY SUPPLY LTD. PRESENTER, SAFETY TRAIN ON LAGOS TRAFFIC RADIO. FM 96.1Emergency Preparedness and Response by Fayo Williams1 126. An emergency is a sudden, often devastating occurrence which may pose a threat to lives, property and the environment; especially if on a large scale and prolonged.Associated airline crash Culled from Nigerian EyeEmergency Preparedness and Response by Fayo Williams2 127. Fire, explosionFlammable liquid leak, spillNatural disasters - lightning, landslide, flood, extreme weatherStructural failure in buildingsElectrical incidentsCrash, collisionSabotage, vandalism, terrorist attack, riot, bomb threat, hostage/kidnapping incidentEmergency Preparedness and Response by Fayo Williams3 128. According to a statistics given by the FRSC, in year 2012, 3,000 people in Nigeria died in 2,235 accidents, making Nigeria, the second country in the world with the highest fatalities on the roads [1]. The aviation industry also recorded 29 fatal crashes from 2000 till date [2] while a total of 665 deaths have been recorded in boat mishaps [3]. Emergency Preparedness and Response by Fayo Williams4 129. Wines(2005) reported that 102 people died as a result of ship capsize along Jalingo River in Taraba state [3]. Mei (2009) reported that 40 people lost their lives after their boat capsized mid-river in the State [3]. 18 deaths were recorded in a boat mishap at Niger state Oct 2013 [4].Emergency Preparedness and Response by Fayo Williams5 130. Boilerexplosion kills 4, injures 20 at Distillery Company at Sango Ota [5]. Operatorsucked into machine at Ilupeju Manloses head due to failure in safety procedure at steel rolling millsEmergency Preparedness and Response by Fayo Williams6 131. 60%of Accidents caused in homes are due to faulty appliances including improper lighting of the family premises [6]. Victim of Generator ExplosionEmergency Preparedness and Response by Fayo Williams7 132. PreventionMitigationPreparednessResponseRecoveryEmergency Preparedness and Response by Fayo Williams8 133. EmergencyPreparedness This the set of activities undertaken to create the appropriate mindset, skills and infrastructure for responding to emergencies in a given population Emergency Response This is the chain of activities set in motion on notification of any emergency bearing in mind the need for efficiency and effectiveness in reducing impact on lives, property and the environment Emergency Preparedness and Response by Fayo Williams9 134. Minimizethe risks of emergencies occurring Identify potential emergency situations Develop, implement, and test plans to respond promptly and effectively to emergencies Minimize the impact of emergencies on the environmentEmergency Preparedness and Response by Fayo Williams10 135. Whyhave these statistics been so grave when compared to other countries? Howcan parts of the Emergency Response Plan be adequately addressed?Emergency Preparedness and Response by Fayo Williams11 136. Procedure for raising an Alarm Internal and external emergency phone numbers Emergency communication structure - chain of command Emergency Response Team members with defined responsibilities Evacuation routes, assembly points Emergency Preparedness and Response by Fayo Williams12 137. Proceduresfor responding to the various types of emergencies outlined Provision of suitable equipment such as Fire extinguishers and First Aid boxes Nomination of responsible officers such as Safety Committee, Incident commander, Fire Marshalls etc. Provision of Training and Information Drills and exercises (Ref.: NEBOSH IGC) Emergency Preparedness and Response by Fayo Williams13 138. Moreprovisions Leadership and Commitments Encourage appropriate Policies Ambulances- 15 mins away [Call 767 in Lagos] More trained Emergency Medical Technicians Trained First Aiders, Caregivers, Safety and Security personnel National reorientation on responding to Accidents and Emergencies Emergency Preparedness and Response by Fayo Williams14 139. Public Address Systems Biohazard Supplies, Equipments and Kits ,e.g. waste containers, Decontamination kits, Chemical Agents Detector Kits, Haz Mat Simultest (detects gases and vapors), First Aid Equipment, CPR Masks, Defribillators, Emergency lightening, EMT Paramedic items PPE such as Boots, Hard hats, Fire-retardant overalls Evacuation Stretchers and chairs Heavy Duty Equipments e.g. Air Compressors, Backhoes, Bulldozers, Concrete saws, Earth moving and material handling equipments Emergency Preparedness and Response by Fayo Williams15 140. The initial skilled assistance given to a casualty before the arrival of medical help16 Emergency Preparedness and Response by Fayo Williams16 141. First Aid Kits, Boxes and supplies for Rapid ResponseEmergency Preparedness and Response by Fayo Williams17 142. Proposal to Cycology Clup from Rely18 143. Emergency Preparedness and Response by Fayo Williams19 144. The solutionProposal to Cycology Clup from Rely20 145. eg. Fore-and-aft carriage1Emergency Preparedness and Response by Fayo Williams3221 146. Emergency Preparedness and Response by Fayo Williams22 147. Emergency Preparedness and Response by Fayo Williams23 148. Prevention(i.e. risk management) is a key component of emergency preparedness EmergencyResponse Teams must be adequately Trained. Theimportance of an effective safety plan cannot be over emphasized . Accidents are unplanned and its occurrence reduces the quality of life. Emergency Preparedness and Response by Fayo Williams24 149. THINK SAFETY AT ALL TIMES!Emergency Preparedness and Response by Fayo Williams25 150. +2348034030366fayowilliams@yahoo.co.uk@safetywithfayohttps://www.facebook.com/fayo.williams Fayo WilliamsRelysup Emergency Preparedness and Response by Fayo Williams26 151. THANK YOUEmerge ncy Prepare dness and Respons e by Fayo 27 Williams 152. 1.http://www.frscinsight.com/?p=247232.http://www.nairaland.com/893742/timeline-air-crashes-nigeria3.International Journal of Academic Research in Business and Social Sciences. November 2012, Vol. 2, No. 11. ISSN: 2222-6990. 378 www.hrmars.com/journals by L.B Dogarawa4.http://tribune.com.ng/news2013/index.php/en/news/item/2327 65.tribune.com.ng/.../5771-steam-boiler-explosion-kills-workersof-nigeria6.Journal of Home economics. Vol 1 June 1985. Home Accidents in Nigeria: Effects and measures for prevention by O.O OyerindeEmergency Preparedness and Response by Fayo Williams28 153. WASHEQ 2013 PRESENTATION SUMMARY TITLE: THE IMPACT OF ENVIRONMENTAL INCIDENTS COMPREHENSIVE HSEQ PRACTICES AUTHOR: IFEANYI ENEBELI (ENVIRONMENTAL CONSULTANT, CARES NIG. LTD) Environmental incidents while rare, tend to result in wide spread impacts that may require extensive remediation. While traditional health and safety impacts are well managed due to the obvious result, holistic solutions for health, safety, environment and quality are needed.This talk aims to provide you with an overview of the potential issues, case studies of relevant incidents and relevant management solutions.Ifeanyi Enebeli Ifeanyi is an Environmental Consultant with CARES Nigeria Limited. With qualifications in Geology and Energy Futures, he specializes in environmental awareness, monitoring and energy efficiency. He has provided capacity building expertise to clients and assisted in development and implementation of environmental management plans. He has also been involved in planning remediation of oil spill contaminated land, and associated training on oil spill response and clean up and environmental effects of oil spills. He also has a NEBOSH International General Certificate in Occupational Health and Safety.Coastal and Reclamation Engineering Services Nigeria Ltd., RC 495390 www.cares-group.com 154. WASHEQ 2013_CARES Presentation.docPage 2 of 2 155. APPRECIATING BEHAVIOURAL SAFETY A Presentation During WASHEQ Conference 2013. Presented By: Olatunde Akinade 156. Current Situation. Too often safety is neglected. There must be cultural and behavioural change.Royal Commission into the Building and Construction Industry, Final Report, ReformOccupational Health and Safety, Volume 6, 2003 157. BBS Overview. --Im sure most of us would agree safe behaviour is a critical element of health and safety Management -Incidents measure behaviour of staff, contractors and visitors but are obviously reactive -As safety professionals we are interested in turning health and safety management system into reality and providing a safe place of work to staff, contractors and visitors 158. Overview. -For many behavioural Safety is the latest initiative but is it not what we as Safety professional are all about? -Behavioural safety allows us to ask WHY people behave unsafely, which is fundamental to changing individual behaviour, -Understanding how people are organised, managed, motivated, rewarded and how their working environment, equipment may not actually deal with the root issue 159. Behavioural Safety in Organization. In organisations, it is usually the human that is seen in human error which they tend to refer to as being front line staff, consider your organisation how many incident forms have you seen where the investigation report included a manager stating that they have told the employee to be more careful!!!! 160. Behavioural Safety. If behaviours are not recognised and the management system put in place to prevent that behaviour then an unsafe condition will apply- for instance hard wiring safety guards to prevent staff over ridding them. For staff to behave safely they must understand the process knowledge to be able to respond appropriately to all conditions 161. AIM To ensure that everyone Involved recognise their personal responsibilities, are Pro-actively encouraged and Challenged, and work within a culture that supports a progressive improvement in all aspects of Safe managements System In our Organization 162. Objective. At the end of the Conference Session each Deligate should be able to: Appreciate their Role in Behavioural safety Programme. Identify the approach & Tools for an effective behavioural safety Programme.. Participate in their behavioural Safety Program. 163. Introduction. Behaviour based safety (BBS) emphasizes that employees need to take an ownership of their safe as well as unsafe behaviours. If they behave unsafe, they are not punished, instead they are repeatedly told to correct, and when they behave safe, they are encouraged. Both safe and unsafe behaviours are counted and displayed. BBS also discusses the unsafe conditions that influence unsafe behaviours. 164. INTRODUCTION Count: BBS is a data driven decision-making process. BBS believes that what gets measured gets done and each employee can make a difference in organizational safety. Employees are the basic source of expertise of behavioural change (observe and correct). BBS begins by briefing sessions for all work areas and depts. BBS is a teamwork; it is company wide and peopledriven. BBS purpose is not to enforce safety rules, force change, gossip about others, reporting to boss. Its purpose is to identify safe and at risk behaviours, identify possibility for injury, communicating the risk and helping to identify safer solutions. An implementation team or BBS steering committee monitors its progress. Essentially BBS is not a management driven tool for safety. It is an employee driven approach with management support. 165. What is Behavioural Safety. Dan Petersen on behavior-based safety as I look at what we, as safety practitioners, have done to the best concepts for possible improvement, it seems we have done everything possible to make sure this (the behavior based safety) approach will fade away -- just another safety program of the month. Maybe the answer is to learn how to manage safety and health first, then implement these behaviorbased approaches. 166. Behavioural Based Safety: A Behaviour-Based Safety (BBS) is a process through which work groups can identify, measure and change their behaviours.It is a process that applies the principles of the Antecedent Behaviour Consequence (ABC) behaviour model. This assumes that all behaviours have one or more antecedents or activators or prompts which initiate the behaviour and one or more consequences that either encourage or discourage repetition of the behaviour. 167. Behavioural Based Safety. An excellent tool for collecting data on the quality of a companys safety management system. A scientific way to understand why people behave the way they do when it comes to safety. 168. Why BBS ? Analysis of incidents shows that +/- 90% of them have the behaviour of the person(s) involved as a key contributing factor. Of the 10% remaining, +/90% of them have the behaviour of a person, not directly involved in the incident, as a contributing factor.Increasing the number of safe behaviours being performed is essential for incident elimination. Behaviour Based Safety helps with this. It is not a silver bullet or the solution however. It is a process that goes along with the other elements of a good incident reduction Program. 169. Behavioral Safety Modification The Modification of Behaviour is then the Integration of this new Improved behaviour into Standards best Practice to form a critical part of How Business is Done The Well Established Principles that underpin the modification of Human behaviour include the Following: 170. Behaviour Can be Measured. But first,it has to be defined so that Everyone understand what is being measured and , crucially,observable and observed. Key safe(and Unsafe) Behaviour(KSB) list of Critical Behaviour List(CBL) are a vital Starting point in the process of Modifying Behaviour. 171. Behaviour is a function of its Known,or perceived,Consequences Personnel will behave in a certain way untill the Consequences Change and Become unfavourable(An Accident) or they become Convinced that they will change so that their belief and values change. The Antecedents-Behaviour-Consequences(ABC). Analysis is one technique that can be used to develop a plan to recognise, and Change Consequences and Antecedents(Trigger) in such a way as to increase Desired behaviour. 172. Lets look at Behaviour Principle Safety in the workplace is a combination of three measurable components: the personnel( Knowledge, Skills, Ability, Intelligence, Motives), their Work environment(Tools ,machines ,procedures & Facilities) and their Behavior.(What the person does on the Job)Only when these three elements are combined can workplace accidents be eliminated. 173. Behaviour Behaviour is a Function of: Activators (what needs to be done) Competencies(how it needs to be done) Consequences(what happens if it is done) 174. Personnel Behaviour is both. thereforeBehavior can be managed ! Observable Measurable. 175. Behaviour Can be Changed By Providing positive Reinforcement. Thanks, acknowledge of, and Praise for safe behaviour and support from colleaque and management will encourage behavioural change. All too often organizations will reward good safety behaviour . They Prefer to Use Discipline and purnishment of Poor safety Behaviour,which actually reinforces the taking of short cuts. 176. Behaviour Rainforcement. R+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future - You get something you wantGood safety suggestion ken! Keep bringing em up! 177. Negative Reinforcement R- : a consequence that strengthens any behavior that reduces or terminates the behavior - You escape or avoid something you dont want.One more report like this and youre out here!! 178. Behavioural Modification Programmes Behavioural Modification Programmes(BMP) 179. Features of Behavioural Modification Programmes. There are Numbers of basic features of behavioural Safety Modification Programes, including those that also incorporate safety culture change, and this are now listed. Ownership: Without Doubt,the best result are obtained when there is a clear management commitment to support the process stemming Right from Top level in the Organization. 180. Behavioural Modification. Safety Culture: As stated above ,there is evidence that,unless managers and Workforce accept that there is a need to change ,no lasting Changes will be made. Who leads the programe: This can be external consultants or In-House HSE Specialist or a combination of both. Safe and Unsafe Behaviour Definition: an essential Starting point,or marker,on the road improvement. These definitions can be generated from previous injury,or accident data,or from Risk Assessment. 181. Behavioural Modification. Training: Includes Training in the need to follow existing safe Practices and in techniques.(Probably New to organization) for improving behaviour Observation Process: what should be observed and By whom.(Key safe Behaviour,unsafe act..) Establishing Base Lines: these will include accident statistics but will also incorporate the important area of input or preventive measurements such as audits and safety inspections. .(standard safe way of working, behavioural modification principles) 182. Tools FEEDBACK AND REINFORCEMENT: all real and perceived barriers to people providing feedback about injuries and near misses need to be broken down. Positive management support, trust, respect, general concern and encouragement are vital to this. It is also important to get workforce, and trades union, endorsement and buy in- vital to development of a no blame culture. 183. Behavioural Modification. TARGETS AND GOALS: should be set participatively between management and workforce and should be realistic and achievable. They should be changed as time proceeds to enable progressive attainment of the long term vision. AUDIT AND REVIEW: The results of the programme, against the target that have been set and other features, should be reviewed, audited and, if necessary amended on a scheduled basis. 184. Behavioural Modification. WHEN DOES THE PROGRAMME END?: the simple answer is never even the very best (world class) organizations, in safety management terms, are always seeking further improvement even though their safe practices have become the way we do it here strife for Behaviour improvement. 185. SOME SPECIFIC TOOLS BEHAVIOURAL MODIFICATION PROGRAME TOOLS 186. Behavioural Modification Tools Time out For safety(TOFS): Is a tool developed by BP Amoco, initially for their Drilling team,but subsequently used by their entire Platform crew.(Stop for safety concern). Take 2: Exxon introduced TAKE 2 at the Fawley(Hampshire uk) site in the 1990s. Supervisor and his team, take two Minutes at the start of each work activity to discuss, and think through,the various aspects of activity. Potential hazard,what could go wrong and Preventive Action. 187. Tools Recovery Behaviour: is a process whereby personnel pause to check their last, or next action(s),before proceeding further with a job,in order to ensure that they they will not result in incident, accident or other adverse Condition. Mental Imaging: This is focussing of the old addage of look before you leap personnel are trained to imagine or visualize in their mind the worst accident that could happen to them as a result of what they plan to do. 188. Tools. Advanced Safety Audit : ASA is a designed to enhance the ability of managers and Supervisors to engage in positive interactions with the workforce about Safety and, therefore tackles the other overall barrier(In addition to the workforce-related one) to improve safe Behaviour. 189. Tool Safe and Unsafe Act Discussion(SUSA ): Is a trade marked Product of john Ormond Management consultants Ltd.it is a one to one discussion tool aimed at praising safe Behaviour and identifying Actual,or potential,unsafe Behaviour. Safety Training and Observation Programme(STOP): is a tool developed by Du pont. It is a five stages process of deciding to make observations ,observing people and situations to identify unsafe behaviours,acting upon those observations and reporting,reviewing and collating the observations and Corrective Actions. TM 190. Tools. Crew Resource Management(CRM): is a tool developed initially by the united states aviation industry, and also by shipping, and other, industries to utilize the collective input of members of a crew, from the ship, or aircraft, captain down, to improve safety, and other, behaviors by avoidance of error and error management. 191. Tools Safety self-management, particularly for lone workers: safety-management methods and tools were initially developed to address a range of non-safety human activities such as stress, weight loss, over eating, time management, smoking, depression and others but they are very easily applicable to safety. Self Observation, Recording and follow up. 192. Tools An alternative approach: Although not a tool or technique as such, Ref 18(BBS Guide) details an approach that, in words of the author questions the accepted wisdom about the subject of human error. The view of the Author is that it is extremely difficult to change peoples tendency to make error and more beneficial to change work Environment for better by Engineering Design and Managerial Mean. 193. Tools A practical guide for behavioural change: The Behavioural Issues Task Group of the UK oil and gas industry has produced a review of the available information on behavioural issues and related topics and a guide on how to select and implement suitable programmes for various situations .This review discuss the importance of Behavioural issues and present a model for Behavioural Safety improvement. 194. Tools B-SHARP: B-SHARP, developed by ABB Eutech(Ref 190) is primiraily a tool designed to assess, and aid the improvement of, safety culture. However,it incorporates a range of behavioural modification techniques and process including problem solving presentation skill,observation and feed back skill,and others. 195. Tools Self-managing teams (SMTs): The concept of self-management has been extended into operation by small teams of workers .SMT s are typically high performing team of 5-15 people with the technical Skill,knowledge and Authority to make decisions that would formely enhance safe Behaviour. 196. Pause ! Appreciating Behavoural safety it saves Cost and Enhances Operation Excellence. 197. Reflect Behavioural Safety improves Productivity and personnel Efficiency. 198. Appreciating Behavioural safety. It Saves down Time. 199. Attitude is the Key. AttitudesAre inside a persons head -therefore they are not observable or measurable, However attitude can be changed by changing behavior. 200. Thank you all For Listening. Any Comment. Observation. Question. 201. My Contact. Olatunde akinade. +234-8060284400. E- mail: akin4labi@yahoo.co.uk. 202. REFERENCES. 1. Pettinger CB. People-based safety: The optimal approach to behaviour-based safety. Safety performance solutions Inc: 2001 2. Krause T. Employee driven systems for safe behaviour. Van Nostrand Reinhold: New york; 1995. 3. Krause TR. The behavioural-based safety process. Van Nostrand: New york;1990. 4. Locke E. Goalsetting and task performance. Psychol Bull 1981; 90:125-52. 5. Marsh T. The role of management committment in determining the success of a behaviouralintervention. J Inst occup safety health 1998;2:4. 6. Pearse A. Cited in managing the risks organizational accidents. Reason J. A ashgate publishing: 1997. p. 20. 7. Reason J. Managing the risks of organizational accidents. Ashgate publishing: 1997. 8. Skinner B. About behaviourism. Jonathan Cape: 1974. 9. Stewart MG. Dependence of human error probabilities, in ergonomics and human environments. Proceedings of the 27th annual conference of the ergonomics society of Australia. Coolum: Australia; 1991. p. 207-14. 203. AS A VITAL COMPONENT OF THE SHEQ PACKAGE TO AVOID BEING IN 10/31/2013JABULANI CONSULTS LIMITED1 204. PRESENTED BY Dr Olugbenga O. Bejide www.jabulaniconsults.com10/31/2013JABULANI CONSULTS LIMITED2 205. THE PRESENTER10/31/2013JABULANI CONSULTS LIMITED3 206. @WASHEQ 2013 Thursday31stOctober2013Ikeja, Lagos 10/31/2013JABULANI CONSULTS LIMITED4 207. OUTLINE INTRODUCTION BACKGROUND INFORMATION WORK ENVIRONMENTS & HAZARDS TYPES OF WORKPLACE MEDICAL EXAMINATION PERIODIC HEALTH SCREENING THE VITAL QUESTION SUMMARY & CONCLUSION 10/31/2013JABULANI CONSULTS LIMITED5 208. WORK HOURS80% of the waking hours is spent at work 10/31/2013JABULANI CONSULTS LIMITED6 209. EMPLOYEE SURVEY FINDINGS ABOUT WORKPLACE STRESS 1/3 report high level of stress report their jobs as number 1 stressor in their life above family and financial pressuresbelieve more on-the-job stress than a generation ago10/31/2013JABULANI CONSULTS LIMITED7 210. CHANGING WORLD OF WORK Increased workload (123 concept) New technologies at work New business environment Meeting deadlines Overdependence on targets Gender insensitivity e.g. corporate prostitution in banks Extended work hourse.g. banks and top management Conflict resolution10/31/2013JABULANI CONSULTS LIMITED8 211. RELEVANT INFORMATIONLagosians spend N1b (USD 6.25m) per day on social parties (annual expenditure of N365billion)10/31/2013JABULANI CONSULTS LIMITED9 212. THE 3W INVOLVED WORK WORKER WORKPLACE 10/31/2013JABULANI CONSULTS LIMITED10 213. WORKERS10/31/2013JABULANI CONSULTS LIMITED11 214. TYPES OF WORKPLACE MEDICAL EXAMINATION Pre-employment medical examination Pre-placement medical examination Work-related periodic medicalexaminationPeriodic Health Assessment Requested medical examination Post-employment (exit) medicalexamination10/31/2013JABULANI CONSULTS LIMITED12 215. WORK ENVIRONMENTS AND HAZARDS Physical Chemical Biological Mechanical/ergonomic Psycho-social 10/31/2013JABULANI CONSULTS LIMITED13 216. WORK ENVIRONMENTS AND HAZARDS10/31/2013JABULANI CONSULTS LTD14 217. OSH POLICY: BACKGROUND Section 17.3C of the Nigerian Constitution:the state shall divert its policy towards ensuring that the health, safety and welfare of all persons in employment is safeguarded and not endangered or abused 10/31/2013JABULANI CONSULTS LIMITED15 218. OSH POLICY: BACKGROUND Nigeria is also obliged to domesticate ILO Convention 155 on Occupational Safety and Health and the Working Environment which Nigeria ratified in 1994 10/31/2013JABULANI CONSULTS LIMITED16 219. OSH POLICY: DUTIES OF EMPLOYERS SECTION 5.3 subsection (x)verify the effectiveness of applicable standards on occupational safety and health, periodically using safety audits, environmental monitoring and health screening of workers and keep records of such verification.10/31/2013JABULANI CONSULTS LIMITED17 220. DEFINITION OF HEALTH the state of physical, mental and social well-being and not just the absence of disease or infirmity (WHO, 1948) 11/1/201318 221. NOTE Your health is your greatest ASSET 11/1/201319 222. NOTE HEALTH is WEALTH 11/1/201320 223. NOTE Sometimes you dont appreciate what you have until you lose it! e.g. sleep 11/1/201321 224. PREVENTIVE MAINTENANCE ........of machines including vehicles, generators, air-conditioner units and even computers 11/1/201322 225. WHEREAS Man is the most complexMACHINE in the entire world! 11/1/201323 226. GENERAL GUIDE FOR CHECK-UPS < 30 years 30 - 40 years 40 - 50 years 50 - 60 years 60 - 70 years > 70 years 11/1/2013Once Once in 5 years Once in 2 years Every year Every six months Every three months 24 227. MEDICAL CHECK CLASSES A B C D E 11/1/2013Advanced Basic Classical Diamond Elementary 25 228. CLASS E General Physical Examination Weight, Height (BMI), Blood Pressure, Pulse Visual Acuity FBC + FBS+ FU ABO Blood Grouping + Haemoglobin Genotype 11/1/201326 229. CLASS D Class E + Hepatitis B Screening Hepatitis C Screening Retroviral Screening Faecal Occult Blood H. pylori11/1/201327 230. CLASS C Class D + Chest Xray Fundoscopy Lipid Profile Liver Function Tests 11/1/201328 231. CLASS B Class C + Electrocardiograph (ECG) Abdominal Ultrasound Renal Function Tests 11/1/201329 232. CLASS A Class B+ PSA/Paps Smear ENT 11/1/201330 233. STEPS (1) 1Preparatory Chat2Health Questionnaire3Visit to the Nurse (Class E/D)4Visit to external laboratories (Class C/B)5 11/1/2013Visit to specialists (Class C/B/A) 31 234. STEPS (2) 6Collation of results7Compilation of results8Discussion with clients9Follow up visits 10Seeking Spouse cooperation11/1/201332 235. MEDICAL REPORT Comprehensive Medical Report Highlighting key positive findings Summary and Conclusion Medical advice11/1/201333 236. METABOLIC SYNDROME Total Cholesterol Trigylicerides FBSFasting Blood Sugar BMIBody Mass Index ACAbdominal Circumference11/1/201334 237. BENEFITS (EMPLOYEE) Health Score Card Preventive Maintenance Taking Responsibility for Your Health Improved Quality of Life Lifestyle Modification 11/1/201335 238. BENEFITS (EMPLOYER) Healthy and productive workforce Reduced absenteeism Early detection of work-related illnesses Employee Compensation Act 2010 facilitation Increased quality of life Longer life span CONSULTS LIMITED JABULANI10/31/201336 239. REMEMBER Gods promise:....I will take sickness away from thy midst Exodus 23:25 11/1/201337 240. THE VITAL QUESTIONWhen last did you as a person undergo a comprehensive health screening to avoid being in the line of fire?10/31/2013JABULANI CONSULTS LIMITED38 241. SUMMARY & CONCLUSION investing in your health and that of your workers is a rewarding business decision that can make you avoid being in the line of fire! 10/31/2013JABULANI CONSULTS LIMITED39 242. RECAP INTRODUCTION BACKGROUND INFORMATION WORK ENVIRONMENTS & HAZARDS TYPES OF WORKPLACE MEDICAL EXAMINATION PERIODIC HEALTH SCREENING THE VITAL QUESTION SUMMARY & CONCLUSION 10/31/2013JABULANI CONSULTS LIMITED40 243. THANK YOU ALL FORLISTENING 10/31/2013JABULANI CONSULTS LIMITED41 244. QUESTIONS ANDANSWERS 10/31/2013JABULANI CONSULTS LIMITED42 245. BYAKPA, PROVIDENCE N. +2348037662891;providominion2000@yahoo.com Masters in Environmental Chem. & Pollution Control (Ibadan) BSc. in Industrial Chemistry (EBSU)QHSE Services Provyda Ltd. www.qhseservicesprovyda.com 246. Problem Statement Construction industry has earned the reputation of a highly hazardous industry because There is high incidence of accident and fatality rates. A lot of workers both the skilled and the unskilled lose their lives and more are maimed and injured on site. Accidents, incidents, injuries and fatalities continue to occur unabated (Singh A. Hinze, 1997). 247. Most of the accidents in construction industry occur because : Workers in construction sites have to face constant change in the nature of work 248. Thelocation of work 249. There is also mix of experienced and unskilled workers both professionals, casuals and amateur. 250. To develop reasonable and efficient safety supervision system To address the high rate of accidents, injury and fatality in the Nigerian construction industry To propose a conceptual framework of safety culture in construction industry in order to provide a safe working environment 251. 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. 252. 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). 253. According to Mohd Saidin and Abdul Hakin (2007), the elements that influence the development of safety culture in construction industry include: Leadership Involvement Recognition system and acknowledgement Training Communication Teamwork Motivation Safety and Health committee Workers behavior Work environment Policy and safety planning 254. Methodology s/n RespondenceFrequencyPercentage1.Safety & Health Professionals5130.722.Safety Practitioners5231.333.Skilled workers/Artisans6337.95Total166100 255. s/nSafety Culture Driving FactorsSafety Safety Professionals Practitioners Ranking Ranking order orderArtisan on site Ranking orderi.Leadershipii.Policy & safety planning Safety & Health committee Training1 21 21 23334 5 8 6 8 7 10 114 5 6 7 8 9 10 11iii. iv. v. vi. Vii vii. iix. x. xi.4 Involvement 6 Team work 7 Communication 5 Motivation 8 Work behavior 10 Work environment 9 Recognition System & 11 Acknowledge 256. DISCUSSION Using the findings from this study as the point reference, the following discussions shall focus on Leadership, Safety policy & planning, Safety committee Training 257. DISCUSSION Developing Safety Culture in Nigeria Construction IndustryLeadership Placing Safety as top priority among other competing priority like cost, quality, and yield, etc.Visible management commitment- It means leading by example.Safety Managers Commitment 258. A good health and safety policy will: Enhance the performance of the organization Help with the personal development of the work force Reduce financial losses The Safety Managers should: Set safety goals Establish the present position of the organization Plan to move forward 259. Develops effective organization set up to implement and monitor the safety policy. Provide resources to enthusiastic safety representatives to fulfill their function effectively They should involve in: Investigating the causes of accidents Investigating employees compliant relating to Health, Safety & Welfare matters 260. Safety orientation for new employeesContractors and/ or temporary employeesEmployees who work in high hazard/ risk areasTraining in the use and maintenance of personal protective equipment.Attitudes and perceptions of managers, supervisors, and employees toward safety and health. 261. Inculcate and sustain a healthy and intelligent respect for the hazards that threaten operations in construction industry. Have competent safety advisers and to train and reretrains workers on safety and health issues.Safety should be given a priority from structural design, civil, erection, commissioning and operation phase by engineering safety culture. 262. EMERGENCY/DISASTER MANAGEMENT LAGOS STATE APPROACHA PAPER PRESENTED BY MR. FEMI KENNEDY GIWA AT WEST AFRICAN SAFETY, HEALTH, ENVIRONMENT AND QUALITY CONFRERENCE HELD AT THE SEVEN STAR EVENT CENTER IKEJA ON THURSDAY 31ST OCTOBER, 2013. 263. PREAMBLE Lagos State is the Centre of Excellence in the Nation providing Social, Economic and Environmental incentives that are lacking elsewhere. The State located in South West Nigeria houses over 75% of the nations manufacturing/commercial activities making it the beautiful bride to all and sundry. It is cosmopolitan and metropolitan in nature. Also domicile in the state are one International Airport and one domestic Airport as well as two seaports. These features indeed bequeath on the state the status as the Centre of Commerce. However, the small landmass of 3,577sq km and the population of over 18million people with the ever increasing migration of people to the state create undesirable entropic reactions with attendant output referred to as disaster with a wide range of negative impacts on the citizenry of the state and the environment at large. The negative impacts of disaster include; injuries, loss of live and properties, death, environmental degradation, pollution and post traumatic impact on families of decease. 264. EMERGENCY/DISASTER Emergency: is a sudden, unforeseen dangerous occurrence in the human environment that causes serious disruption of the ecological dynamics in the environment causing widespread human, material and environmental losses, which is within the capability of the affected society to cope with using only its own resources while Disaster is a sudden, unforeseen dangerous occurrence in the human environment that causes serious disruption of the ecological dynamics in the environment causing widespread human, material and environmental losses, which exceeds the capability of the affected society to cope with using only its own resources. 265. SPONTANEOUSDESTRUCTIVENATURE OF DISASTER RANDOMFAST 266. Disaster Management may be defined as those measures which are aimed at impeding the occurrence of a disaster event and preventing such an occurrence from having harmful effects on communities.PREPAREDNESSMITIGATIONDISASTER MANAGEMENT CYCLERECOVERYRESPONSE 267. ROLE OF LASEMA IN THE MANAGEMENT OF EMERGENCIES/DISASTERS The Lagos State Emergency Management Agency is the statutory body responsible for the overall co-ordination of emergency/disaster management in the State, working closely with all its stakeholders herein referred to as Emergency responders. The Agency came into existence in February, 2007 and the Legal frame work which statutorily established the Agency; the LASEMA Law 16 of 2008 was enacted on July 22nd, 2008 by His Excellency, Mr Babatunde Raji Fashola (SAN). The Agency is charged with the responsibility of responding promptly and adequately to all forms of emergency/disaster in the state through Mitigation, Preparedness, Response and Recovery operations by synergizing and working in collaboration with its multi-stakeholders which include; The Lagos State Fire Services, Lagos State Building Control Agency, Lagos State Ambulance Service, Rapid Response Squad, Lagos State Traffic Management Authority, National Emergency Management Agency, Red Cross, and Local Emergency Management Committees amongst other. 268. RESPONSIBILTIES OF THE LAGOS STATE EMERGENCY MANAGEMENT AGENCY In accordance with the extent Law 16 of 2008 of Lagos State which established the Agency (LASEMA), the Agency carries out the following responsibilities which include but not limited to; a. Coordination of activities of relevant agencies (Stakeholders/emergency responders) in prevention and management of disasters in the state. b. Development of Loss prevention programmes and procurement of necessary technology to mitigate identified emergency situation. c. Prompt and adequate response as well as sustained interventions in any form of emergency or disaster in the state. d. Provision ofrelief materials/financial assistance to victims of variousdisasters in the state. e. Conducting hazard analysis and risk assessment in disaster prone areas as well as post disaster enumeration when and where necessary. f.Capacity building of stakeholders/emergency responders in various areas of emergency/disaster management. 269. RESPONSIBILITIES CONTINUEDG.Responding promptly to emergency at hand, which includes but not limited to the following; i. Collapsed Building ii. Fire outbreak iii.Flood Control iv.Environmental Pollution v. Crowd Control vi.Pipeline vandalization vii.Rain/wind storm viii.Search and Rescue Operations. 270. EMERGENCY AND DISASTER MANAGEMENT: LAGOS STATE APPROACH. The state has put in place holistic approach in managing emergency/disaster in the state which encapsulate the four(4) phases/cycle of disaster management. Which include; (A) Establishment of Command and Control Centre/Toll free Emergency no; 767/112 The state in recognition of the importance of information dissemination in quick response to disaster scenario established a command and control centre which is adequately furnished with state-of-the-art communication equipment and human resources to receive emergency/disaster distress call through its toll free emergency numbers; 767/112. Upon receipt of these calls at the call centre, emergency responders in the state are immediately informed such that necessary resources are mobilized to scenes of various disaster for search and rescue operation to save lives of victims as well as properties in the state. (B)Coordinated Emergency/Disaster Response Through a Well Defined Command Chain. The Emergency Response of the state is well coordinated, swift, prompt and effective. The effectiveness of the Emergency response/disaster intervention culminating into search and rescue operation is as a result of a well defined command structure of the state. Every emergency responding agencies has put in place internal dispatch protocol as per vertical flow of authority as prescribed by the coordinating agency (LASEMA). Thus, during emergency/disaster intervention relevant stakeholders have been assigned specific tasks and responsibilities in conducting search and rescue of disaster victims as entrenched in the Lagos State Emergency Response Action Plan. 271. RESPONSE PROTOCOL 272. RESPONSE PROTOCOL CONTINUED 273. RESPONSE PROTOCOL CONTINUED 274. FLOOD RESPONSE AND MANAGEMENT 275. EMERGENCY AND DISASTER MANAGEMENT: LAGOS STATE APPROACH CONTINUED. (c) Establishment of Local Emergency Management Committe The impact of disaster is usually felt the most at the local level, hence, the state through the instrumentality of LASEMA established the Local Emergency Committee (LEMC) in various Local Government /Local Council Development Areas. The LEMC has been empowered to respond to disaster victims at the Local Level before arrival of emergency responders (Stakeholders) from the state . This noble initiative, has been able to save more lives and properties in the state. (D) Establishment of Relief and Resettlement Centre: When disaster occur, victims are often displaced thereby creating the challenge of internally displaced persons (IDPs). Aside this, disaster also affects the day to day activities of victims creating often times post psychological impact. It is in realization of this fact that the Lagos State Emergency Management Agency constructed its first Relief and Resettlement camp at Agbowa, Lagos East senatorial district in 2010, sequel to the approval granted the agency by His Excellency Mr Babatunde Raji Fashola that Relief Camp be built in three (3) senatorial district of the state. The Agbowa Camp has since been completed and accommodated over 1760 internally displaced flood disaster victims of Ajegunle, Ikorodu in October2010. The Agency has also commenced construction of its second Relief Camp at Igando which has t