WASHEQ 2012 conference ppt slides

Improving Improving Health & Safety Health & Safety M t P ti i W tM t P ti i W tManagement Practices in West Management Practices in West AfricasAfricas ConstructionConstruction IndustryIndustryAfrica s Africa s Construction Construction IndustryIndustry

D i l A A ff MS P Di Ci il E MIDE ICIOBD i l A A ff MS P Di Ci il E MIDE ICIOBDaniel A. Anoff; MSc. Pg. Dip Civil Eng. MIDE; ICIOBDaniel A. Anoff; MSc. Pg. Dip Civil Eng. MIDE; ICIOBSenior Projects CoordinatorSenior Projects Coordinator

Brown and Mason Limited Brown and Mason Limited -- United KingdomUnited Kingdom

Intr d ti nIntr d ti nIntroductionIntroduction

Accident in the construction industry is Accident in the construction industry is considered very high; the working environment considered very high; the working environment is usually conceived as is usually conceived as chaotic, fragmented chaotic, fragmented yy , g, gand and constantly changingconstantly changing. .

Consequently it put workers employers andConsequently it put workers employers and Consequently, it put workers, employers and Consequently, it put workers, employers and the public at risk to injuries, incidents and the public at risk to injuries, incidents and accidents; some of which end in fatality.accidents; some of which end in fatality.

Obj tiObj tiObjectivesObjectives

To raise health & To raise health & safety awareness in the safety awareness in the construction industry.construction industry.construction industry.construction industry.

TTo o challenge challenge the Government, professionals the Government, professionals and stakeholders involve in the construction and stakeholders involve in the construction industry industry to do more to do more in an effort to prevent in an effort to prevent yy ppaccidents on construction sites. accidents on construction sites.

T f d l i iT f d l i i To turn our focus on developing, promoting To turn our focus on developing, promoting and implementing best practices in health and and implementing best practices in health and

ff i ii i

AccidentsAccidents

Cultural and Behavioural DifferencesCultural and Behavioural DifferencesCultural and Behavioural DifferencesCultural and Behavioural Differences

Behavioural SafetyBehavioural Safetyyy

Creating Health & Safety Management ModelCreating Health & Safety Management Model

The LawThe Law

Companys Health and Safety PolicyCompanys Health and Safety Policy

Creating a Safety CultureCreating a Safety Culture

R d I i H&S M P iR d I i H&S M P iRoad to Improving H&S Management PracticesRoad to Improving H&S Management Practices

A id nt D finiti nA id nt D finiti nAccidents: DefinitionAccidents: Definition

The term "accident" is defined in the The term "accident" is defined in the HSE* HSE* bli i S f l h l h dbli i S f l h l h d ffpublication Successful health and publication Successful health and safety safety

management management (HS(G)65) as(HS(G)65) as::"any undesired circumstances which give "any undesired circumstances which give rise to illrise to ill health orhealth or injury; damage toinjury; damage torise to ill rise to ill health or health or injury; damage to injury; damage to property, plant, products or the environment; property, plant, products or the environment; productionproduction losses orlosses or increased liabilities"increased liabilities"production production losses, or losses, or increased liabilitiesincreased liabilities

A id nt C l F t rA id nt C l F t rAccidents: Causal FactorsAccidents: Causal FactorsTh i i d f dTh i i d f dThe construction industrys poor safety record can The construction industrys poor safety record can be attributed to some of the following: be attributed to some of the following: Lack Lack of of management management commitment commitment Poorly trainedPoorly trained sitesite mmanagersanagers Poorly trained Poorly trained site site mmanagersanagers No safety knowledgeNo safety knowledge Timework complexityTimework complexity Work not properly plannedWork not properly plannedWork not properly plannedWork not properly planned Exposure to Exposure to risk/hazardsrisk/hazards P l b h iP l b h i Personal behaviourPersonal behaviour

A id nt Oth r F t rA id nt Oth r F t rAccidents: Other FactorsAccidents: Other FactorsM i i l k hM i i l k hMost construction companies lack or have:Most construction companies lack or have: No health and safety policyNo health and safety policyy p yy p y No documented or organised No documented or organised Safety Safety

ManagementManagement System (SMS)System (SMS)Management Management System (SMS)System (SMS) No No risk management risk management plan plan No safety training No safety training planplan Inadequate welfare facilities for Inadequate welfare facilities for workersworkersqq Insufficient resources/no safety budgetInsufficient resources/no safety budget

Usually nobody is held accountable for anyUsually nobody is held accountable for anyUsually, nobody is held accountable for anyUsually, nobody is held accountable for any

A id nt F r tA id nt F r tAccidents: ForecastAccidents: Forecast I 1976 h UK Chi f I f F iI 1976 h UK Chi f I f F i In 1976, the UK Chief Inspector of Factories In 1976, the UK Chief Inspector of Factories

made a then controversial forecast, which made a then controversial forecast, which f l i ill H id d If l i ill H id d Iunfortunately is still true. He said and I quote;unfortunately is still true. He said and I quote;

Unless there is a radical change in the Unless there is a radical change in the ggeffectiveness of accident prevention in the effectiveness of accident prevention in the (construction) industry, about 2000 men will die (construction) industry, about 2000 men will die ( ) y,( ) y,and about 400,000 will be injured over the next 10 and about 400,000 will be injured over the next 10 years years Dalton, 1989Dalton, 1989yy ,,

During 2010/11, eight workers were killed and During 2010/11, eight workers were killed and r th 440 th r r ri l i j r d hilr th 440 th r r ri l i j r d hilmore than 440 others were seriously injured whilemore than 440 others were seriously injured while

A id nt St ti tiA id nt St ti tiAccidents: Statistics Accidents: Statistics ll kkFatal Fatal injuries to injuries to UK workers:UK workers:

The provisional figure for the number of workers fatally The provisional figure for the number of workers fatally p g yp g ynjured in 2011/12 is 173, and corresponds to a njured in 2011/12 is 173, and corresponds to a rate rate of of atal injury of 0.6 deaths per 100 000 atal injury of 0.6 deaths per 100 000 workers.workers.j y pj y p

AccidentsAccidents




The LawThe Law




C lt r lC lt r l & B h i r l& B h i r l Diff rDiff rCultural Cultural & Behavioural & Behavioural DifferencesDifferences

Most local workers in Africa are often very Most local workers in Africa are often very loyal and dedicated The difference betweenloyal and dedicated The difference betweenloyal and dedicated. The difference between loyal and dedicated. The difference between them and Americans or Europeans are them and Americans or Europeans are

h di ih di isomewhat distinct. somewhat distinct. For example, "If a hammer falls apart, the local For example, "If a hammer falls apart, the local p , p ,p , p ,

worker will find a way to tape it back together, worker will find a way to tape it back together, whereas an American/European worker willwhereas an American/European worker willwhereas an American/European worker will whereas an American/European worker will come to you and say, 'You gave me this come to you and say, 'You gave me this i f i l d I d j b l !i f i l d I d j b l !inferior tool and I cannot do my job properly!inferior tool and I cannot do my job properly!

C lt r lC lt r l & B h i r l& B h i r l Diff rDiff rCultural Cultural & Behavioural & Behavioural DifferencesDifferences

The The reluctance of many reluctance of many Africans Africans to challenge to challenge authority means they may agree to do unsafe jobs, authority means they may agree to do unsafe jobs, or not stop coor not stop co--workers from risky workers from risky behaviourbehaviour. .

Economic hardship and the cultural aversion Economic hardship and the cultural aversion to to sayingsaying no mayno may well be one factor behind thewell be one factor behind thesaying saying no may no may well be one factor behind the well be one factor behind the high incident high incident rates rates among local among local workersworkers..

R i i j idR i i j id Reporting an injury or accident to management or Reporting an injury or accident to management or a supervisor means you are likely to lose your job.a supervisor means you are likely to lose your job.

AccidentsAccidents




The LawThe Law




Wh t i B h i r l S f t ?What is Behavioural Safety?

Behavioural Safety isBehavioural Safety is A process that create a safety partnership A process that create a safety partnership between the workforce and managementbetween the workforce and managementbetween the workforce and management between the workforce and management

that continually focuses everyones that continually focuses everyones i d i h i di d i h i dattention and action on their own, and attention and action on their own, and

others daily safety behaviourothers daily safety behaviour

B h i r l S f tBehavioural Safety

Most accidents are caused by unsafe practices. Most accidents are caused by unsafe practices. The The reason for this is that unsafe practices involvereason for this is that unsafe practices involve thethereason for this is that unsafe practices involve reason for this is that unsafe practices involve the the Human MindHuman Mind--sets about sets about hazard(shazard(s)),, that is, they that is, they occur because of peoples attitudes and behavioursoccur because of peoples attitudes and behavioursoccur because of people s attitudes and behaviours occur because of people s attitudes and behaviours owards occupational safetyowards occupational safety.

It is estimated that in up to 80 per cent of It is estimated that in up to 80 per cent of workwork--related accidents, employees behaviour related accidents, employees behaviour , p y, p y

in the form of acts or omissions in the form of acts or omissions is a is a contributing factor.contributing factor.contributing factor.contributing factor.

B h i r l S f tBehavioural SafetyS f hS f h h k i h k i i ki kSome of the reasons Some of the reasons why workers engage in atwhy workers engage in at--risk risk behaviour at behaviour at work are;work are;1. Cutting 1. Cutting corners to save time: corners to save time:

How often doHow often do employees/workersemployees/workers decide not todecide not toHow often do How often do employees/workers employees/workers decide not to decide not to use personal protective equipment (PPE) because a use personal protective equipment (PPE) because a ask may only take seconds to complete? In thisask may only take seconds to complete? In thisask may only take seconds to complete? In this ask may only take seconds to complete? In this

example, the atexample, the at--risk behaviour (the failure to use risk behaviour (the failure to use PPE) h th i t t i d b fit f iPPE) h th i t t i d b fit f iPPE) has the instant perceived benefit of saving PPE) has the instant perceived benefit of saving imeime. . ((this time saving may potentially cause an injurythis time saving may potentially cause an injury))


2. Ergonomic 2. Ergonomic factors: factors:

IInappropriatelynappropriately placed machine controls may leadplaced machine controls may leadIInappropriately nappropriately placed machine controls may lead placed machine controls may lead o improvised and potentially dangerous access o improvised and potentially dangerous access

arrangementsarrangements.

3.3. Misunderstanding atMisunderstanding at--risk behaviour:risk behaviour:3. 3. Misunderstanding atMisunderstanding at risk behaviour: risk behaviour:

Employees/Workers Employees/Workers may be unaware, or have a may be unaware, or have a oo perception ofperception of the risks associated ith athe risks associated ith aow ow perception of perception of the risks associated with a the risks associated with a particular task or activity. This could be due to particular task or activity. This could be due to

ffi i i f iffi i i f i i ii insufficient information ornsufficient information or trainingtraining

B h i r l S f tBehavioural Safety44 R i fR i f ff i k b h i b hi k b h i b h44. Reinforcement . Reinforcement of atof at--risk behaviour by the risk behaviour by the actions of supervisors: actions of supervisors:

TThis his may also undermine employees confidence in may also undermine employees confidence in he managements commitment to manage concerns he managements commitment to manage concerns g gg g

such as such as safety.safety.55 Accepted practice:Accepted practice:5. 5. Accepted practice: Accepted practice:

Weve always done it that wayWeve always done it that way6. 6. Instinctive Instinctive risk taking risk taking behaviour: behaviour:

SSome ome people are more naturally inclined than others people are more naturally inclined than others p p yp p y


What do you think can go wrong?What do you think can go wrong?


se of Safety Safety plastic shield Use of SafetySafety Gogglesyy p yy gg

One of these men can potentially lose his sight.One of these men can potentially lose his sight.

B h i r l S f tBehavioural SafetySafe Safe Lifting Props SafeSafe Lifting Jacks

Which condition would you like to work under?Which condition would you like to work under?yy

B h i r l S f tBehavioural SafetyNo Protection Fully Protected

in contact with fresh wet concrete, in contact with fresh wet concrete, ortar or screed may cause chemical ortar or screed may cause chemical rns rns to to develop without pain being felt.develop without pain being felt.p p gp p g

S f t Phil ph & Ch llS f t Phil ph & Ch llSafety Philosophy & Challenges Safety Philosophy & Challenges Recent fortunes in Ghanas oil (exploration) industryRecent fortunes in Ghanas oil (exploration) industryRecent fortunes in Ghana s oil (exploration) industry Recent fortunes in Ghana s oil (exploration) industry have increased interest from international firms. have increased interest from international firms. To mention j st fe e ha e firms fromTo mention j st fe e ha e firms from To mention just few, we have firms from To mention just few, we have firms from

Germany, US, UK, India, China, South Africa Germany, US, UK, India, China, South Africa d A lid A li ki i Ghki i Ghand Australia and Australia working in Ghana. working in Ghana.

Each country has brought along their own safety Each country has brought along their own safety philosophy.philosophy.

Tullow Oil Company Tullow Oil Company is presently working is presently working with with GNPC to GNPC to shape shape legislation and set standards for legislation and set standards for safety in the oil industry. safety in the oil industry. y yy y

H lth & S f t M tHealth & Safety Management

The HealthThe Health & Safety Executive (UK& Safety Executive (UK) describes health) describes healthThe Health The Health & Safety Executive (UK& Safety Executive (UK) describes health ) describes health nd safety management (H&SM) asnd safety management (H&SM) as

The means by which an The means by which an organisation controls risk throughorganisation controls risk throughorganisation controls risk through organisation controls risk through

the management processthe management processg pg p

Wh i H&SM I p rt t?Why is H&SM so Important?

As owner As owner or manager of a or manager of a business, business, you know you know th t t tth t t t l / kl / k l bll blthat competent that competent employees/workers employees/workers are are valuable.valuable.Companies need to ensure that workers do not Companies need to ensure that workers do not get injured or made ill by the work they do.get injured or made ill by the work they do.PreventingPreventing accidents and ill health caused byaccidents and ill health caused byPreventing Preventing accidents and ill health caused by accidents and ill health caused by work work must be must be a key priority for everyone a key priority for everyone at at

kkwork. work. More importantly, it More importantly, it could save your life!could save your life!p yp y yy

AccidentsAccidents




The LawThe Law




Wh H&SM i I p rt t?Why H&SM is so Important?

InIn UK, the law requires thatUK, the law requires thatIn In UK, the law requires that UK, the law requires that organisations provide whatever organisations provide whatever

i f i i i d i ii f i i i d i iinformation, instruction and training information, instruction and training needed to ensure, so far as is reasonably needed to ensure, so far as is reasonably , y, y

practicable, the health and safety of practicable, the health and safety of rk r nd plrk r nd plworkers and employees.workers and employees.

How to create a Health & Safety Management Model?How to create a Health & Safety Management Model?How to create a Health & Safety Management Model?How to create a Health & Safety Management Model?

C ti C p H&SM M d lC ti C p H&SM M d lCreating a Companys H&SM ModelCreating a Companys H&SM Model

Companys Companys p yp ySafety PolicySafety Policy

T dT d

The LawThe Law Need to create a Need to create a Safety CultureSafety Culture

Towards Towards

ImprovingImproving

S fS fSafe Safe Management Management

PracticePractice

AccidentsAccidents




The LawThe Law




S f t L i l ti & G idS f t L i l ti & G idSafety Legislation & GuidanceSafety Legislation & Guidanced l d C id l d C in most developed Countries;n most developed Countries;

Ensuring good Ensuring good health and safety health and safety practice on practice on g gg g yy ppconstruction sites is a legal requirement.construction sites is a legal requirement.

The law also has provision for setting up a jointThe law also has provision for setting up a joint The law also has provision for setting up a joint The law also has provision for setting up a joint health and safety committee or choosing a health and safety committee or choosing a h l h d f i fh l h d f i fhealth and safety representative for your health and safety representative for your workplace.workplace.

There There are health and safety laws that specify are health and safety laws that specify rights and responsibilities for everyone in the rights and responsibilities for everyone in the g p yg p y

Health and Safety OrganisationsHealth and Safety OrganisationsHealth and Safety OrganisationsHealth and Safety Organisations

United StatesUnited Stateshe he practice of safety in practice of safety in

EnforcementEnforcementThe The OSH Act (1970), OSH Act (1970), p yp y

onstruction is regulated by onstruction is regulated by a a overnmental overnmental agencies agencies

Ensures that safe and Ensures that safe and healthfulhealthful workplaces areworkplaces are

nown as nown as the Occupational the Occupational afety and Health afety and Health

healthful healthful workplaces are workplaces are set by the duty holderset by the duty holder

EEnforce standardsnforce standards bybydministration (dministration (OSHA): It OSHA): It rovides rovides strict rules and strict rules and

l ti t f f tl ti t f f t

EEnforce standards nforce standards by by providingproviding training, training, outreach educationoutreach educationgulations to enforce safety gulations to enforce safety

nd health standards on job nd health standards on job testes

outreach, education outreach, education andand assistance.assistance.

testes..

Health and SafetyHealth and Safety OrganisationsOrganisationsHealth and Safety Health and Safety OrganisationsOrganisations

UnitedUnited KingdomKingdomhe HSE (Health & Safety he HSE (Health & Safety

EnforcementEnforcementEnforcement Enforcement ensures ensures ( y( y

xecutive) UK is xecutive) UK is the national the national dependent watchdog for dependent watchdog for

thatthat duty holders;duty holders;

deal immediately withdeal immediately withorkork--related health, safety related health, safety

nd illnessnd illness. They are an . They are an

deal immediately with deal immediately with serious risks;serious risks;

comply ith the la ;comply ith the la ;dependent regulator and act dependent regulator and act the public the public interest tointerest todd kk l t d d thl t d d th

comply with the law; comply with the law; are are held to account if they held to account if they

f bf bduce duce workwork--related death related death nd serious injury nd serious injury across across reat Britains workplacesreat Britains workplaces

fail in their responsibilities.fail in their responsibilities.

reat Britain s workplacesreat Britain s workplaces

Gh L i l tiGh L i l ti && G idG idGhanas Legislation Ghanas Legislation & & GuidanceGuidance

Ghana currently has no Ghana currently has no recognise equivalent of recognise equivalent of UKs Health and Safety ExecutiveUKs Health and Safety Executive-- HSE, orHSE, orUK s Health and Safety ExecutiveUK s Health and Safety Executive HSE, orHSE, orUSs OHSA.USs OHSA.

Gh d h l i l i id hGh d h l i l i id hGhana do have legislation & guidance that cover Ghana do have legislation & guidance that cover pecific areas; for example; pecific areas; for example;

Environmental Environmental Protection Agency Act (Act 490Protection Agency Act (Act 490))MiningMining Regulations Act 1970 LI 665 &Regulations Act 1970 LI 665 & FactoriesFactoriesMining Mining Regulations Act 1970 LI 665 &Regulations Act 1970 LI 665 & FactoriesFactoriesOffices and Offices and Shops Act, LI Shops Act, LI 328328

Gh H lth & S f t E ti Gh H lth & S f t E ti Ghanas Health & Safety ExecutiveGhanas Health & Safety ExecutiveTh h ll tTh h ll t ThTh G t LG t LThe challenge goes to The challenge goes to The The Government, Law Government, Law practitioners, practitioners, professional bodies; (e.g. GhIE, GNPC, professional bodies; (e.g. GhIE, GNPC, CIOB) d S k h ld i i h h i ffCIOB) d S k h ld i i h h i ffCIOB) and Stakeholders to continue with their effort CIOB) and Stakeholders to continue with their effort o o provide provide Ghana with e.g. Ghana with e.g. UKs equivalent of Health UKs equivalent of Health

& Safety Executive (HSE& Safety Executive (HSE) or USs (OSHA).) or USs (OSHA).

Ghanas HSE or OSHA would be tasked with theGhanas HSE or OSHA would be tasked with theGhana s HSE or OSHA would be tasked with the Ghana s HSE or OSHA would be tasked with the esponsibility of refining existing legislations, regulations esponsibility of refining existing legislations, regulations tc. to match international standards. tc. to match international standards. c. o c e o s d ds.c. o c e o s d ds.

n addition, it must be empowered n addition, it must be empowered to enforce safety and to enforce safety and h lthh lth t d d ll i d t i i l di t tit d d ll i d t i i l di t tihealthhealth standards on all industries including constructionstandards on all industries including construction

AccidentsAccidents




The LawThe Law




C p H lth & S f t P liC p H lth & S f t P liCompanys Health & Safety PolicyCompanys Health & Safety PolicyThTh li i ll d f hli i ll d f hThe The policy is usually made up of three parts:policy is usually made up of three parts:-- A A Statement of Statement of Intent: Intent: (What (What you intend to do) A you intend to do) A

written policy statement which shows your staff, and written policy statement which shows your staff, and anyone else, your commitment to health and safety.anyone else, your commitment to health and safety.

Organisation details:Organisation details: (Who will be involved) (Who will be involved) This This section names those who will have responsibilities for section names those who will have responsibilities for pphealth and safety matters in your company.health and safety matters in your company.

Arrangements:Arrangements: (How you will put it in place) This(How you will put it in place) This Arrangements:Arrangements: (How you will put it in place) This (How you will put it in place) This section explains how you will control the main section explains how you will control the main hazards hazards that have been identified in your risk that have been identified in your risk assessment.assessment.yy

H lth & S f t P li (1)H lth & S f t P li (1)Health & Safety Policy (1)Health & Safety Policy (1)

The health & safety policy The health & safety policy establishes an establishes an overall sense of direction and sets theoverall sense of direction and sets theoverall sense of direction and sets the overall sense of direction and sets the principles of action for principles of action for the the organisation.organisation.II l f h l l fl f h l l f h l h S fh l h S fIt It sets sets goals for the level of goals for the level of health & Safety health & Safety responsibility and performance responsibility and performance required. required. It demonstrates the formal commitment It demonstrates the formal commitment towards goodtowards good H&SH&S management particularlymanagement particularlytowards good towards good H&S H&S management, particularly management, particularly that of the organisations top management. that of the organisations top management.

H lth & S f t P liH lth & S f t P li (2)(2)Health & Safety Policy Health & Safety Policy (2)(2)

Th li lTh li l h fh f H SH S iiThe policy place The policy place the management of the management of H&S H&S as a prime as a prime esponsibility of line management, from the most esponsibility of line management, from the most enior executive to first line supervisory level.enior executive to first line supervisory level.

Management have to Management have to ensure that the policy ensure that the policy gg p yp ystatement is understood, implemented and statement is understood, implemented and maintained at all levels in themaintained at all levels in the organisation.organisation.maintained at all levels in the maintained at all levels in the organisation.organisation.Management must identify all legal requirements Management must identify all legal requirements ppli bl t it ll th i d tppli bl t it ll th i d tapplicable to it as well as any other industry or applicable to it as well as any other industry or

company specific requirements to which it company specific requirements to which it b ibb ibsubscribessubscribes

MANAGING PROCESS SAFETY TO PREVENT PROCESS INCIDENTS

THE ROLE OF EMPLOYERS AND EMPLOYEES

Okudor K. Emmanuel AIIRSM, TechIOSH, MAiChE, RGDP, ANGA, AASME, MAIChE, ANISP Principal Consultant DM Sheffield, Lagos Nigeria.

WASHEQ CONFERENCE, ACCRA GHANA

31st August,2012.

Presentation Outline

What process safety is

Elements of PSM (OSHA )

Process safety related incidents

Overview of process safety legislations and application

Overview of some of the Roles of Employers under the elements of PSM

Process Safety Performance Indicators

Role of Employees

Summary/Conclusion

DM

What is Process Safety?

Process Safety Management (PSM) is the application of management principles and systems to the identification, understanding and control of process hazards to prevent process-related injuries and accidents. It was developed by the Center for Chemical Process Safety (CCPS) in the United States but has since been adopted in Canada and other countries.

CCPS DEFINITION: Process safety is a disciplined framed work for managing the

integrity of hazardous operating systems and processes by applying good design

principles, engineering and operating practices.

Such incidents can cause toxic effects, fire or explosion and could immediately

result in serious injuries, property damage, lost production and environmental

impact.

Elements of PSM

OSHAs PSM Structure

1. Employee Participation

2. Process Safety Information

3. Process Hazards Analysis

4. Operating Procedures

5. Training

6. Contractors

7. Pre startup Safety Review

DM

8. Mechanical Integrity

9. Hot Work

10. Management of Change

11. Incident Investigation

12. Emergency Planning And

Response

13. Compliance Audits

14. Trade Secrets

PSM

PSM is not a management program that is handed down by management to

their employees and contract workers; it is a program involving everyone.

The key word is participation which is much more than just communication.

All managers, employees and contract workers are responsible for the

successful implementation of PSM. Management must organize and lead the

initial effort, but the employees must be fully involved in its implementation

and improvement because they are the people who know the most about

how a process really operates, and they are the ones who have to implement

recommendations and changes.

Specialist groups, such as staff organizations and consultants can provide

help in specific areas, but PSM is fundamentally a line responsibility.

DM

History of Unsafe Processes-FLIXBOROUGH June 1974 - explosion at a caprolactam process killed 28 people and

seriously injured 36

Temporary 20cm bypass pipe ruptured releasing about 40 tons cyclohexane that formed a vapour cloud 100-200m in diameter

Ignited, probably by a furnace in a nearby hydrogen plant, releasing equivalent to 15 ton of TNT

History of Unsafe Processes PIPER ALPHA

Piper Alpha was a North Sea oil production platform operated by Occidental Petroleum

Platform began production in 1976 first as an oil platform and then converted to gas production

July 6, 1988 Explosion and resulting fire destroyed platform killing 167 men

To date the worlds worst offshore oil disaster in terms of lives lost and impact to UK oil and gas industry

History of Unsafe Processes TEXAS CITY

March 23, 2005 - during start up of isomerisation unit, a distillation column flooded and over-pressurised causing release from a vent stack resulting in a series of explosions. 15 workers killed and 180 others injured

Baker Panel Report :-

Process safety considerations have not been considered adequately

All levels of management and supervision play an important role in process safety performance.

Personnel and contractors need process safety knowledge and competence

Incidents that define Process Safety WHEN WHERE WHAT FATALITIES 1966 Feyzin, France LPG Bleve 18 1974 Flixborough, UK Cyclohexane 28 1976 Seveso, Italy Dioxin 1 1979 Bantry Bay, Ireland Crude ship 50 1982 Ocean Ranger, Canada Platform 84 1984 Mexico LPG Bleve 600+ 1984 Bhopal, India Methyl isocyanate 20000+ 1986 Challenger Space shuttle 7 1986 Chernobyl, USSR Nuclear powerplant 100+ 1986 Sandoz, Bale, Switzerland Warehouse 0 1987 Texas City, USA HF 0 1987 Grangemouth, UK HCK HP/LP interface 1 1988 Piper Alpha Platform 167 1988 Norco, USA Propane FCCU 7 1989 Pasadena TX, USA Ethylene/isobutane 23 1992 La Mde, France Gasoline/LPG FCCU 6 1994 Milford Haven, UK FCCU feedstock 0 1998 Longford, Australia LPG, brittle fracture 2 2001 Toulouse, France Ammonium Nitrate 30 2001 Petrobras Platform 11 2003 Columbia Space shuttle 7 2004 Skikda, Algeria LNG 27 2005 Texas City, US Gasoline ISOM 15 2005 Buncefield, UK Gasoline 0 2005 Bombay High, India Platform 13

REGULATIONS First LPG prescriptive regulations

EU Seveso I Directive1982 US Chemical Emergency Preparedness Program 1985 US Emergency Planning and Community Right-to-Know Act 1986 US Chemical Accident Prevention Program 1986 US Chemical Safety Audit Program 1986 EU Seveso I Directive update 1987

US Clean Air Act Amendments 1990

UK HSE Offshore Installations (Safety Case) Regulations 1992

US OSHA 1910-119 Process Safety Management 1992

US EPA Risk Management Program1996

EU Seveso II Directive 1996

UK Control of Major Accident Hazard Regulations 1999

EU Seveso II update 2002

UK HSE Offshore Installations (Safety Case) Regulations 2005

API RPs on occupied buildings and vents

OSHA Refinery National Emphasis Program

DM

Process Safety Legislations

Europe: Seveso Directive(1982,1996 &???) UK: Control of Industrial Major Accident Hazards(CIMAH)Regulations 1984

UK: Control of Major Accident Hazards(COMAH)Regulation,1999

UK: Offshore Installation(Safety Case)Regulation,1992

UK: Offshore Installation (Prevention of Fire and Explosion and Emergency Response)Regulations (PFEER),1995

USA:OSHA Process Safety Management,1992

USA:EPA Risk Management Program,1996

DM

DOES LEGISLATION REALLY WORK?

DM

WHAT WENT WRONG?

The Gulf oil rig explosion

2010 DM

The Deepwater Horizon drilling rig before the explosion.

The rig belongs to Transocean, the worlds biggest offshore drilling contractor. The rig was originally contracted through the year 2013 to BP and was working on BPs Macondo exploration well when the fire broke out. The rig costs about $500,000 per day to contract.

The full drilling spread, with helicopters and support vessels and other services, will cost closer to $1,000,000 per day to operate in the course of drilling for oil and gas.

The rig cost about $350,000,000 to build in 2001 and would cost at least double that to replace today.

DM

July 17,2010: pipeline explosion at a Chinese port in Dalian in northern China's Liaoning province. The oil pipeline at the busy Chinese port exploded, causing a massive fire that burned for 15 hours before being put out on Saturday. Officials say no one was killed.

OSHA REGULATION 29 CFR 1910.119

Process Safety

Management of Highly

Hazardous Chemicals

DM

Application. This regulation applies to the following: (i) A process which involves a chemical at or above the specified threshold quantities listed in the Regulation; (ii) A process which involves a flammable liquid or gas (as defined in 1910.1200(c) of this part) on site in one location, in a quantity of 10,000 pounds (4535.9 kg) or more except for: (A) Hydrocarbon fuels used solely for workplace consumption as a fuel (e.g., propane used for comfort heating, gasoline for vehicle refueling), if such fuels are not a part of a process containing another highly hazardous chemical covered by this standard; (B) Flammable liquids stored in atmospheric tanks or transferred which are kept below their normal boiling point without benefit of chilling or refrigeration.

OBJECTIVE of Process Safety Management

To Prevent Unwanted Releases of

Hazardous Chemicals; especially

Into Locations that Could Expose

Employees and Others to Serious

Hazards

Prevent major accidents in

hazardous plants

Employees must have access to PHAs and All Other Information Required by the Standard

Employers Must Consult With their Employees on the Development of PSM (Part of PHA Teams, Development of Management Of Change(MOC),Pre Startup Safety Review (PSSR), etc.)

ROLES OF EMPLOYERS Ensure employee Participation in PSM Development

DM

Employer shall develop process Safety Information (PSI)

OSHA 29CFR 1910:119 Requires Safety Information To Be Accessible To All Employees

DM

Process Safety Information (PSI)

Must Include:

Development of Written Safety Information

Information on the Hazards of the Highly Hazardous Chemicals Used or Produced by the Process (Material Safety Data Sheets)

Information On the Technology of the Process (Piping &

Instrument Diagrams (P&IDS)

Information On the Equipment in The Process (Safety

Instruction Sheets (SISS)

DM

Where are all these Information Found ?

SISs

P & I Ds

PFDs

Operating Manuals

It Is YOUR Responsibility to Ensure That This

Information Is Complete and Accurate PRIOR

to Start-up of Any New or Modified Facility.

DM

Employer shall conduct Process Hazards Analysis-PHA

A Thorough and Systematic Approach to Identifying,

Evaluating and Controlling Processes and Their

Hazards

A PHA Must be Conducted Every 5 Years

DM

Employer shall develop Operating Procedures

Documents the Steps to Operate the Process Safely

Procedures Must Be : Written

Consistent With the Process Safety Information

Well Communicated to the Employees

Procedures Should : State the Operating Limits

Discuss the Consequences of Deviation

Address Safety and Health Issues

DM

Training

Staff are adequately given relevant PSM trainings Ensures That Operators Understand the Hazards of the

Process and How to Operate It

Refresher Training Must Be Conducted at Least Every Three Years

Must Be Documented That All Training Was Completed and in a Satisfactory Manner

Who Received the Training The Date of the Training The Method Used to Verify That the Training Was Understood

DM

Contractor Management Employers shall ensure that

That Contractors Work Safely and Understand the Potential Process Hazards

Contractor Safety Orientation Must Be Included As a Requirement of Every Contract

DM

Inform Contractor and their Employees of Known Potential Process Hazards

Review Contractors Safety Performance and Safety

Training Program

Inform Contractors of Emergency Action Procedures

Maintain an Injury and Illness Log

Employers Must :

DM

Pre-Startup Safety Review

Ensures That New and Modified Processes Are Safe to

Operate

PSSRs Must Be Conducted Prior to the Induction of Feed

PSSRs Are Required When There Is a Change to Process Safety

Information

Confirms That Procedures, Training and Equipment Records

Have Been Updated

DM

Mechanical Integrity EMPLOYERs shall establish MI programs and provide applicable Recognized And Generally Acceptable Good Engineering Practices RAGAGEPs.

Mechanical Integrity(MI) is a program that manages all activities (monitoring, control, documentation, etc) to assure that all the components works together in a plant or facility in a Safe Condition throughout its operational lifetime.

MI

Helps to prevent Loss of Containment-LOC

Helps to ensure that that the Equipment Is Designed, Installed, Operated, and Maintained Properly throughout its life time.

Provides window for Regularly Scheduled Pro-Active or Preventive Maintenance

DM

Defining/setting operation safe limit

DM

Setting the above in a process system could reasonably prevent process deviation that could lead to major accident.

Roles of Employers: Management of Change -MOC

Change Is Defined As Any Modification to Process Chemicals, Technology, Equipment, Procedures, or to the Personnel Running the Facility

Establish and Implement Written Procedures to Manage Changes (Except for Replacement in-Kind) to Process Chemicals, Technology, Equipment, and Procedures, and Change to Facilities

Types of Changes:

- Installing Bypasses or Rerouting the Flow of the Process

- Changes in the Chemicals Used

- Changes in the Process parameter - - - Installing Temporary Leak Repairs, clamps, fittings etc...

Employers are expected to have an MOC Program in place to effectively

monitor, track and implement all changes.

DM

Roles of Employers Emergency Planning and Response

Establishes a Plan and Management

System for Responding to

Emergencies

Addresses Procedures for Emergency

Shutdown of Equipment

Addresses Procedures for Emergency

Notification, and Evacuation

Should Include Hypothetical Drills

DM

Roles of Employers Compliance Audits

Requires That the Other Elements of PSM Are Audited at Least Every Three Years for Compliance, Implementation, and Effectiveness

Verifies That Operating and Maintenance Procedures and Training Are Adequate, Up-to-Date, and are being followed

Requires That the Last two

Audits Be Kept on File

DM

Process Safety Performance Indicators-PSPI employers shall establish suitable PSPI

DM

Lagging Indicators

Identify challenges to integrity Select the lowest detectable

event (breach of process control envelope) e.g.:

Overfilling Overpressure Over temp Low flow Excessive corrosion

Set indicator at the earliest point of deviation

Leading Indicators

Critical operator Actions to:

set process controls/operating envelope correctly

take remedial action if process deviation from operating envelope

routine operation control monitoring actions

Inspection and maintenance of process control instruments and alarms

Operational controls

Verify That there is PSM Program in place.

Verify That the Program Is Effective (Quality).

Verify That the Program Is Communicated to All Employees.

The above is usually done by Reviewing of Procedures

and Conducting Employee Interviews

AUDITS Role of Employers shall conduct PSM compliance audit to;

DM

Leading and lagging indicators set to detect defects in important risk control systems

DM

Setting tolerances

A tolerance should be set for each leading indicator. This

represents the point at which deviation in performance should be

flagged up for attention of senior management. For example, for a

leading indicator, percentage of overdue safety critical maintenance actions

DM

Roles of Employees

Basically, much of PSM responsibilities rely on employers to provide effective and quality PSM program through top management staff/ line managers. However, employees are obliged to adhere strictly to laid down PSM programs.

e.g monitoring of process equipment to prevent process deviations, Carryout Preventive Maintenance

as at when due etc

DM

Summary

Process safety management program is required by operators of chemical plants and processes that are highly hazardous.

PSM involves participation of all stake holders and wider consultation is required for effective implementation.

Employers plays a major role in managing PSM to prevent process related incidents.

Employees positive response to stipulated PSM regulations is essential in preventing PSM related incidents.

Implementation of lessons learnt from previous incidents plays an important role in preventing accidents

Process safety incidents often result to major accidents Effective management of PSM programs will significantly prevent or reduce

process related incidents. Choosing and Setting the right Process Safety Performance Indicators is vital

in measuring progress/performance of PSM programs PSM compliance auditing is essential in checking the degree of PSM

compliance ,Identification of gaps and creates windows for closing the loop and also ,to ensure continuous improvement.

DM

Reference:

Petroleum Refinery Process Safety Management National Emphasis Program (OSHA Instruction, Directive No. CPL 03-00-004)

process safety management of highly hazardous chemicals, OSHA 1910.119

HSE Offshore Installations (Safety Case) Regulations 2005.

Lees 1996, Loss Prevention in the Process Industries, volume 1,Vol-2,Vol-3 F.P.Lees, Butterworth & Co. Ltd., 1996

Process Risk and Reliability Management-operational integrity management, Ian Sutton.

What went wrong Trevor Kletz

Still going Wrong-Trevor Kletz

Chemical Process Safety, Learning from Case Histories-3rd Edition, Roy E. Sanders.

Process Hazards Analysis, Ian S. Sutton -Second Edition, 2003.

Developing process safety indicators Health and Safety Executive UK.

DM

Thank You!

PSM IS A GOOD BUSINESS

DM

Okudor Emmanuel

Principal Consultant, DM SHEFFIELD Ltd

T: +234-8026944107

E: [email protected]

W: www.dmsheffield.com

Principal Consultant,

Zub - Chord Tech Ventures (HSE CONSULTANTS), Lagos, Nigeria [email protected] 2348120505968, 2348051441112

and

[email protected] 2348033432081, 2348075996632

West African Safety, Health, Environment & Quality (WASHEQ), 31st August 2012. Accra, Ghana

MORALE

CREATIVITY &

INNOVATION

QUALITY

INTERVENTION

COST

SAFETY

by

What is an Safety Management?

What is an accident?

Accident prevention program

Basic elements of ISMS

Where to get more help

What Will We Talk About?

As SH&E professionals, we hear a lot about "the system" those core

components that make up how we manage safety within our

organization. The increasing importance of health and safety at the

workplace is prompting organisations to devise means of accident

prevention at work. There is a notion that every workplace accident is

preventable. For this to be realised, the organisations occupational health

and safety management systems need to be proactive. An Occupational

Health and Safety Management System (OHSMS) enables the organization

to identify hazards, assess risks and place the necessary risk control

measures in place to prevent accidents. This presentation suggests

integrated Safety management systems (ISMS) as one of the solution to

accident prevention in workplaces

Abstract

Safety is absence of danger.

Safety is an attitude, a frame of mind. It is the awareness of ones environment and actions, all day, everyday.

Safety is knowing what is going on; knowing what can injure anyone or anything; knowing how to prevent that injury and then acting to prevent it. All it requires is intelligence and a reasonable amount of native ability to see, to hear, to smell and to think.

What is an Occupational Health and

Safety Management System (OHSMS)?

It aims at providing a method to assess and improve performance in the

prevention of workplace incidents and accidents via the effective management of

hazards and risks in the workplace.

An Occupational Health and Safety Management System (OHSMS) is a set of

plans, actions and procedures that assist an organisation to systematically

manage health and safety risk associated with their business.

1. the implementation of preventive and protective measures

is carried out in an efficient and coherent manner;

2. pertinent policies are established;

3. commitments are made;

4. all the workplace elements to assess hazards and risks are

considered, and

5. management and workers are involved in the process at

their level of responsibility.

What is an Occupational Health and

Safety Management System (OHSMS)?

The OSHMS approach ensures that:

OHSAS 1800 series 2007 CSA Z 1000 & ANSI Z10

ILO OSHMS 2001 DEMING CYCLE (PDCA), DESIGNED IN

THE 1950S

Planning Organizing

Leadership

Controlling Implementing

Measu

rem

en

t

Results

Stru

ctu

re

Direction

Functions of Management System

Why a OHSMS?

1. A system that will meet your specific hazards & risks:

- Can prioritize planning, organizing, controlling,

monitoring & reviewing components of the program

- Can allocate resources as reasonable & practicable

2. Legal compliance issues

3. Best industry practices

4. Equal focus of safety with other objectives production,

quality, ...

5. A management system provides initiatives that are

sustainable.

Advantages of a Systems Approach

An unexpected, unplanned event in sequence of events, that occurs through a combination of

causes. It results in injury or disease

to an individual, damage

to property or equipment,

a near-miss, a loss or any

combination of these effects.

THE ACCIDENT HIERARCHY

MANAGEMENT

SYSTEMS

WORK

ACTIVITIES

OPERATING

RULES

ACCIDENTS

VIOLATIONS MISTAKES DIRECT CAUSE

ROOT CAUSE

Workers, unions and employees dont

always agree on why accident happen.

Workers may say that the workplace is :

HAZARDOUS * UNSAFE * DANGEROUS *

BADLY ORGANISED

THE WORKPLACE IS TO BLAME.

Employers sometimes say that the

worker is :

CARELESS * RECKLESS * SILLY *

ACCIDENT PRONE

*STUBBORN * INCONSIDERATE *

IGNORANT

THE WORKER IS TO BLAME.

Some accidents may be due to human errors.

But the work environment must recognise that the workers

are human and sometimes make mistakes this must be

acknowledged during workplace design.

Employers can improve the workplace so that stress, fatigue and

poor working conditions do not cause mistakes.

HAS BLAMING EACH OTHER SOLVED THE

PROBLEM ?

NO, AS CAN BE SEEN FROM THE ACCIDENT

FIGURES.

IMMEDIATE

DEATH

INJURY

PAIN

DISEASE

DAMAGE

LOSS

FEAR

SHORT TERM

MEDICAL TREATMENT

REPAIRS

REPLACEMENTS

LOST PRODUCTION

INCREASED COSTS

DISCIPLINE

LOW MORALE

LONG TERM

SUFFERING

DISABILITY

LOST INCOME

INSURANCE

COMPENSATION

MISTRUST

MISSED TARGETS

PROFITABILITY

HIGHER COST & LOWER PROFIT

MONEY SPENT FOR ACCIDENT IS NOT LIKE MONEY SPENT FOR MATERIAL OR WAGES. THERE IS NO

RETURN ON MONEY SPENT FOR ACCIDENT.

RESULTS

UNSAFE ACTS

OF PERSONS

88%

UNSAFE MECHANICAL OR

PHYSICAL CONDITIONS

10%

INEXPLICABLE

2%

MAN FAILURE

Knowledge, Attitude, Fitness, Ability

MANAGEMENT

Through Supervision

Controls

Which Causes or Permits

ACCIDENTS

2% are unpreventable

50% are practically preventable

98% are of a preventable type

Which Cause

THE ACCIDENT STUDIES

Behavioural

Human Factor

Substandard

Practices

Substandard

Conditions

ACCIDENT

unplanned release of

Energy and/or

hazardous material

Personal injury

Property damage

Uninsured Costs

Basic Causes

Immediate

causes

Incident - Contact

Accident Results

CHAIN OF ACCIDENT CAUSATION

Management Safety Policy & Decisions

Supervisory Performance

Personal Factors

Job Factors

DIRECTLY INVOLVED

Fatigue Stress Taking shorts cut Lack of experience Lack of training Lack of concentration Not wearing appropriate PPE

Using incorrect tool Not following work practices

INDIRECTLY INVOLVED

Fault with the original design of a

piece of equipment.

Inappropriate purchasing decisions.

Behavior of fellow individuals in the

workplace.

Operating without clearance/failure to secure or warn. Operating or working at unsafe speed. Making safety devices inoperative. Using unsafe equipment or equipment unsafely. Unsafe loading, placing, mixing, combining, etc. Taking unsafe position of posture. Working on moving of dangerous equipment. Distracting, teasing, abusing, startling, etc. Failure to use safe attire or personal protective devices.

Inadequately guarded, guards of improper height, strength, mesh, etc. Unguarded absence of required guards. Defective, rough, sharp, slippery, decayed, cracked, etc. Unsafely designed machines, tools, etc. Unsafely arranged, poor housekeeping, congestion, blocked exits, etc. Inadequately lighted, sources of glare, etc. Inadequately ventilated impure air sources, etc.

Unsafely clothed, no goggles, gloves, masks, wearing high heels, etc.

Unsafe processes, mechanical, chemical, electrical, nuclear, etc.

Management

System

Pressures

Social

Pressures

Financial

restrictions

Lack of

commitment

Lack of policy

Lack of

standards

Lack of training

Group attitude

Trade customs

Tradition

Society attitudes

to risk taking

Acceptable

behaviour in the

workplace

ACCIDENT RATIO STUDIES

300

29

1

NON-INJURY

MINOR INJURIES

SERIOUS / FATAL

THE HEINRICH THEORY

(USA-1931)

600

30

10

NON-INJURY

PROPERTY DAMAGE

MINOR INJURIES

THE BIRD THEORY (USA-

1969)

1 SERIOUS / FATAL

400

80

50

NON-INJURY / DAMAGE

PROPERTY DAMAGE

MINOR INJURIES

(1 TO 3 DAYS MC)

THE TYE/PEARSON

THEORY (UK-1974/75)

1 SERIOUS / FATAL

3

FIRST-AID INJURIES

Man Machine

Energy Source

Accident

Triangle

Gravity

Chemical

Thermal

Residual Stored

Pneumatic

Hydraulic

Pressurized Liquids / Gases

Mechanical

***Removing one element or creating effective barriers will reduce risk of having

accident.

Associated

Hazards

Man + Machine + Uncontrolled Energy Release = Accident***

Accident Prevention

Moral Duty of Care

Environmental Affairs

Physical and Emotional pain

Worker Morale

Legal Enforcement and Prosecution

Civil Law

Accident Prevention Objectives

Economic Direct Costs and Indirect Costs

1

8 -36

Insured Costs Injury, Ill

health, damage

Uninsured Costs Product

and material damage, Plans

and Building damage, Legal

Costs, Emergency Supplies,

Cleaning Site, Production

Delays, Temp Labour, Fines

etc etc

Accident Prevention Objectives

So how do I Do all This????

The first minute in an area concentrate entirely

on the actions of the people in the work area

and ask yourself three questions:

1) Are they doing the job right? Right from safety and health standpoint

2) Could they get injured or cause damage to property?

3) Does anything look different, out of place?

Stakeholder Involvement

Proactive Safety Management measures progress by

% Safe Behavior not by accident rates

Fatalities

Lost-time

Accidents

\REGULATORY

Recordables

First Aid

BEHAVIOR

Reactive

Safety

Management

PROACTIVE

Safety

Management

PROACTIVE SAFETY MANAGEMENT

Fatalities

Lost-Time Accidents

Recordable Accidents

First Aid Accidents

Unsafe Behaviors

How to Measure Safety Performance?

Where to Focus Safety Efforts?

Conclusion

PLAN, DO, CHECK & ACT with a

SMILE AND RESOLVE on a

RISK BASIS with the aim of

CONTINUAL IMPROVEMENT within

EACH OH&S PROGRAM ELEMENT as well as

THE ENTIRE OH&S PROGRAM

Thank You

TPM: A VERITABLE TOOL

FOR ACHIEVING HSE EXCELLENCE

PRESENTED

by

Dr Olugbenga O. Bejide

[email protected]

@

WASHEQ 2012

La Palm Beach Hotel, Accra August 31, 2012

OUTLINE

Introduction

What do we want to achieve?

Cause and effect of accidents

Safety Improvements

Safety Pillar Management

Summary & Conclusion

LEARNING OBJECTIVES

To identify main causes of workplace accidents

To be able to prioritise means of accident prevention

To detect human and environmental risk factors in the work environment

To design and implement a safety pillar management system

WHY WORKPLACE SAFETY?

To protect workers against risk factors

To reduce risk causes to a minimum level making human life safer

To increase the quality of work activities

To assure workplace safety

To create new and better environmental and work conditions

ICEBERG THEORY

serious accidents 1

reportable accidents 29

minor accidents 300

WORK ENVIRONMENTS AND HAZARDS

SOME ENVIRONMENTAL FACTORS

Illumination

Heat

Humidity

Noise

Equipment

Slippery floor

SOME HUMAN FACTORS

Negligence

Tiredness

Distractions like phones, music, etc

Lack of relevant skill

Lack of experience

Deviation from SOP

Short cuts

CAUSES OF ACCIDENTS

CATEGORIES OF ACCIDENTS

Violation of safety rules MAN

Poor housekeeping ENVIRONMENT

Poor machine design MACHINE

Poor tool or equipment condition MATERIALS

People not trained enough MAN

Using wrong/inappropriate method METHOD

Oil leaks MACHINE/ENVIRONMENT

ATTAINING ZERO ACCIDENT LEVEL

Supervision by the person responsible for management

Train people to be safety-conscious

Create an environment in which safety rules are respected

Ability to foresee danger

Techniques to avoid danger

Established restoration procedure

ELIMINATION OF ACCIDENTS (0 level)

Training

Promotion

Risk assessment

Accident and near-miss analysis

7 OTHER PILLARS

AM Pillar autonomous maintenance

PM Pillar planned maintenance

Focused improvement Pillar

Quality Maintenance Pillar

T & E Pillar training and education

Initial Phase Control Pillar

TPM Office Pillar

BASIC TPM TOOLS

5Y 5S RCFA root cause failure analysis Countermeasures Collaboration with other PILLARS Define KPI and standards Near-miss and accident analysis Restoration

SIX STEPS OF SAFETY PILLAR MANAGEMENT

Identify safety priorities

Analyse every accident and implement improvement actions

Reduce accidents through restoration of physical workplace safety standards

Reduce accidents through restoration of discipline

Implement the safety system

Further safety improvement

1. IDENTIFYING SAFETY PRIORITIES

Formalise KPI and targets Assess all actual activities carried out for safety

Introduce the accident mode and first aid recording system

Introduce and spread the concept of near misses and implement a recording system

Carry out accident and near misses deployment

Link deployments to areas to attack. Prioritise the areas and draw up a plan

2. ANALYSE EVERY ACCIDENT & IMPLEMENT IMPROVEMENT ACTIONS

Select and train safety experts and safety teams

Introduce single accident and first aid analysis to find out root causes

Introduce near misses analysis

Support a plan of countermeasures

Start horizontal expansion of actions on similar situations

3. REDUCE ACCIDENTS THROUGH RESTORATION OF PHYSICAL WORKPLACE SAFETY STANDARDS

Carry out hazard identification and risk assessment in critical areas

Assess and restore workplace compliance with safety standards carrying out 5S

Introduce the safety tagging system

Carry out safety-oriented cleaning activities in conjunction with AM PILLAR

4. REDUCE ACCIDENTS THROUGH RESTORATION OF DISCIPLINE

Assess the know how of safety with the aid of T & E PILLAR

Carry out focused training to fill the gaps

Understand behavioural standards Understand and analyse behavioural anomalies

Eliminate anomalies through training and fool-proof devices

Introduce checklists to audit safety standard application

5. IMPLEMENT THE SAFETY SYSTEM

Introduce safety audit system

Introduce accident simulation

Support the plan of horizontal expansion of implementation of countermeasures

Check the implementation of long - term actions

Check the effectiveness of implemented actions

6. FURTHER SAFETY IMPROVEMENT

Carry out residual risk analysis

Further improve environmental conditions

Achieve excellent balance between behaviours and safety devices

Introduce a safety preventive assessment for process and machine modification

TPM TEAM

SAFETY PILLAR MEMBERS

SAFETY PILLAR BOARD

SUMMARY & CONCLUSION

TOTAL PRODUCTIVE MANAGEMENT (TPM) is a world class manufacturing (WCM) systematic and integrated approach to manufacturing safety, health and environment management which has been proven to be result-oriented tool in achieving zero accident level

RECAP

Introduction

What do we want to achieve?

Cause and effect of accidents

Safety Improvements

Safety Pillar Management

Summary & Conclusion

THANK YOU

THANK YOU

QUESTIONS

AND

ANSWERS

Tullow Ghana Limited Influencing EHS through Local Content

August 2012

Tullow Safety Rules

Tullow Safety Rules what we will cover today

LOCAL CONTENT IN TULLOW

CEO MESSAGE ON EHS

COMMITMENT AND EXPECTATION

FOUNDATION FOR OPERATIONS

TULLOW SAFETY RULES

Rule 1: Permit to Work

Rule 2: Energy Isolation

Rule 3: Working at Height

Slide 2

Rule 3: Working at Height

Rule 4: Lifting Operations

Rule 5: Excavation Work

Rule 6: Confined Space Entry

Rule 7: Process Safety

Rule 8: Management of Change

Rule 9: Driving Safety

Rule 10: Hazardous Materials

Rule 11: Contractor Management

Rule 12: Environmental Management

Rule 13: Health and Hygiene

Tullow Safety Rules

What does local content mean to Tullow?

Slide 3

Tullow Safety Rules

Some benefits of driving local content

Reduces time in the SCM cycle

Cost reduction in the inventory &

stock management

Reduces reliance on international Reduces reliance on international

suppliers

Leaves a good legacy for the

promoters

Creates shared prosperity

Slide 4

Tullow Safety Rules

Influencing HSE through local content

Our personnel,

The environment

Surrounding communities

Tullow Ghana Limited:

is committed to supporting is committed to supporting

the effective implementation

of these rules.

expects that everyone give

their own commitment to

adhering to these

requirements in their work.

Slide 5

Tullow Safety Rules

Message from CEO

Safety is of paramount importance to Tullow and

we all have a personal responsibility to look after

ourselves and the people we work with.

The Tullow Safety Rules have been set out to

protect you and manage the day-to-day risks

associated with our operations, so please take

the time to understand the rules and apply them

to your work.to your work.

I encourage you all to speak up and stop any

operations which may be unsafe, as there is

nothing more important than ensuring all our

staff return home safely every day.

Thank you for your support in pro-actively

managing safety across our Tullow operations

Slide 6

Tullow Safety Rules

Commitment and Expectation

Tullow will:

Identify risks associated with the execution of

Tullows business

Develop a set of mandatory rules that must be

applied

Tullow is committed to the safety and wellbeing of its people,

the environment and surrounding communities.

applied

Communicate Tullows expectations and

requirements to everyone engaged in the execution

of Tullows business

Allocate sufficient competent resources to support

the effective implementation of these rules

Require everyone to comply with these rules

Require everyone to report any variances and/or

violations

Undertake assurance activities

influencing HSE through local content

Tullow Safety Rules

Commitment and Expectation (cont.)

Tullow expects:

The Tullow Safety Rules form part of induction

processes

All employees and contractors are conversant with

Tullow expects that each employee and contractor is able to return home at the end

of the working day without having suffered or caused harm in any way to themselves,

others, the environment or surrounding communities.

All employees and contractors are conversant with

the Tullow Safety Rules

Employees and contractors will only undertake work

for which they have been trained and deemed

competent

All employees and contractors are personally

accountable for the implementation of these Tullow

Safety Rules as they apply to their specific role.

Any variance and/or violation is immediately reported

All employees and contractors to intervene and stop

work for instances where these Tullow Safety Rules

are not adequately managing the risks.

Slide 8

Tullow Safety Rules

Foundation for Operations

Work will not be conducted without a task risk

assessment and a safety discussion appropriate to that

level of risk

People will be trained, competent and fit to conduct

the activity

Fundamental requirements which are the foundation for EHS aspects of

operations include:

Personal Protection Equipment (PPE) will be worn as

detailed in the risk assessment and minimum site

requirements

All equipment to be utilised is proven to be fit for

purpose Equipment found to be damaged or defective

is removed from service.

Rescue, recovery and emergency response plans and

specified equipment, developed from a review of

potential emergency scenarios, is in place before

commencement of the activity

Everyone has an obligation to stop work that is unsafe

Slide 9

Tullow Safety RulesTullow Safety Rules

Tullow Safety Rules

RULE 1 Permit to Work

Hazards

Failure to recognise

hazards and controls

Application

Applies to confined space entry, excavation work, work on energised systems (electrical,

mechanical, hydraulical, thermal), hot work, heavy lifts, working at heights, work with

hazardous materials (including radioactive materials) and any non-routine activities.

Requirements

Permits must:


Uncontrolled activities

within hazardous

environments

Ineffective

communication of


Loss of control of

hazardous work

activities during an

emergency

Slide 11

Specify activity and location

Identify hazards and controls

Reference any associated certificates and risk assessments

Identify any conflicting work activities

Be approved by the accountable and responsible parties

Permits must be issued and controlled by the permit control centre

Permits must be displayed at the work site and permit control centre

A task risk assessment must be conducted

Hazards and controls must be communicated to all involved persons

Permits must be closed-out upon completion or suspension

of the activity!

Tullow Safety Rules

RULE 1 Permit to Work

Roles and

Responsibilities

Supervisor

Provide fit-for-purpose permit system and

control centre

Slide 12

control centre

Provide training and competency assessments

Verify that controls are in place

Individual

Identify the need for a permit

Identify all hazards and controls

Identify work interfaces

Communicate hazards

Ensure controls are in place

Tullow Safety Rules

RULE 2 Energy Isolation

Application

Applies to the identification, isolation and testing of energy (electrical, mechanical,

hydraulic, thermal) sources to dissipate any residual energy and secure the isolation by

using a lock out device.

Hazards

Unexpected start-up

Requirements

Work must be conducted under an isolation certificate and task risk

assessment

Slide 13

Inadequate isolation

Failure of isolation

Inadvertent / malicious

de-isolation

assessment

Equipment must be shut down using the standard stopping procedure

Equipment must be isolated from all energy sources

Isolation(s) must be secured using a lock out device

Stored or residual energy must be dissipated to a zero energy state

Equipment must be disconnected from the energy source(s) by first

checking that no personnel are exposed and then verified by testing to

ensure the equipment will not operate

Isolation and de-isolation of energy sources must be

communicated to all involved persons

All personnel involved in the isolation of energy sources must

be suitably trained and competent!

Tullow Safety Rules

RULE 2 Energy Isolation

Roles and

Responsibilities

Supervisor

Provide fit-for-purpose lock devices


Slide 14


Provide a system for the management of

isolations and de-isolations


Individual


Identify affected personnel / groups and

communicate hazards

Use appropriate isolation points


Tullow Safety Rules

RULE 3 Working at Height

Application

Applies to work conducted at 2 metres (or 6 feet) or higher above a working surface, or

where a fall could result in a significant injury.

Note: Risk of significant injuries may occur from heights less than 2 meters (or 6 feet), as such, appropriate

controls and mitigation measures must be in place to manage such risks.

Hazards

Fall from height

Requirements

Consider an alternative approach other than working at height

Any erected fixed platforms or scaffold structures must be inspected and

Slide 15

Man overboard

Dropped object

Any erected fixed platforms or scaffold structures must be inspected and

approved by a competent person prior to use

A task risk assessment must be conducted

Work must be conducted using a personal fall arrest system, consisting of a

full body harness, shock absorber and lanyard

Individuals must remain attached to a suitable anchor point at all times.

Fall arrest equipment must be visually inspected prior to every use

Fall arrest equipment must be maintained and fit-for-purpose

Work must not be conducted alone

Areas below must be cordoned off below and tools always secured at height

Rescue plans must be developed and in place

All personnel involved in working at height activities must be

suitably trained and competent!

Tullow Safety Rules

RULE 3 Working at Height

Roles and

Responsibilities

Supervisor

Provide fit-for-purpose fall arrest equipment


Slide 16


Provide system to manage the periodic

maintenance of equipment


Individual

Visually inspect equipment and report defects


Identify work interfaces

Communicate hazards

Always secure tools at height and remove from

work area


Tullow Safety Rules

RULE 8 Management of Change

Application

Applies to the identification, evaluation, and approval of change that ensures risks

associated with a specific change are managed prior to the commencement and/or

continuation of activities.

Hazards

Inappropriate change,

increasing risk to

Requirements

A management of change process must in place, and must ensure that:

Hazards associated with the change are identified

Slide 17

increasing risk to

operations

Ineffective

implementation

of change

Poor communication

of change

Hazards associated with the change are identified

Controls are in place

Procedures, plans and specifications are appropriately revised

Managers approve

An approval framework commensurate with the risk must be in place

Controls must be verified as being in place prior to the continuation

and/or commencement of operations.

!

Tullow Safety Rules

RULE 8 Management of Change

Roles and

Responsibilities

Supervisor

Provide a process for the management of change

Approve execution of change

Slide 18

Approve execution of change

Verify that controls are in place prior to the

continuation and/or commencement of activities

Individual

Perform change risk assessment

Update relevant procedures, plans and specifications,

as appropriate

Ensure all controls are in place

Tullow Safety Rules

RULE 9 Driving Safety

Application

Applies to all the control of people and equipment transport by vehicles used to support

all parts of Tullow operations.

Hazards

Collision with fixed

structure or other

Requirements

Vehicles must be fit for purpose, inspected and confirmed to be in safe working condition

Daily and pre-use inspections must be conducted on all vehicles

Slide 19

structure or other

vehicle

Individual struck by

vehicle or transported

load

Vehicle roll-over

Daily and pre-use inspections must be conducted on all vehicles

All occupants must wear three point seat belts

Vehicle safety devices (warning lights, reverse alarms, speedometers) must be operational

Vehicles must have drivers airbags, and where manufacturer fitted, passenger airbags fitted

Loads must be secured and must not exceed vehicle load specifications

Number of passengers must not exceed the manufacturers maximum specification

Individuals must establish visual contact or communication with vehicle operator to ensure

safe approach

Drivers must:

Be trained, certified and medically fit to operate the class of vehicle

Obey speed limits and applicable site and road rules

Adjust their speed and journey plan based prevailing weather conditions

Not be under the influence of alcohol, drugs or suffer from fatigue

Not use hand-held cell phones or radios while driving

Not drive at night outside city limits

!

Tullow Safety Rules

RULE 9 Driving Safety

Roles and

Responsibilities

Supervisor

Provide fit-for-purpose vehicles

Slide 20

Provide fit-for-purpose vehicles

Provide training and medical assessments

Provide system for to manage the periodic

maintenance of vehicles


Individual

Visually inspect vehicles and report defects

Ensure training, competency and licensing

requirements are satisfied

Ensure all passengers comply with

relevant controls

Tullow Safety Rules

RULE 10 Hazardous Materials

Application

Applies to all materials that when released into the environment or comes in contact

with an individual could cause illness, injury, or death to people or impact on the

environment if improperly treated, stored, transported or discarded.

Hazards

Ignition fire / explosion

Requirements

Consider an alternative approach other than using hazardous

materials

Slide 21

Corrosion degradation

of equipment

Toxic inhalation,

contact with skin

Reactive release of

hazardous materials

materials

A register of all hazardous materials on the site/facility must be

maintained

Work involving the use of hazardous materials must be conducted

under a written permit and task risk assessment

Up-to-date MSDS must be readily available and used

Appropriate PPE must be readily available and worn

First aid equipment must be fit-for-purpose and operational

Hazardous material storage and transport vessels must be adequately

labelled

Hazardous materials must be segregated from incompatible

materials and hazardous areas!

Tullow Safety Rules

RULE 10 Hazardous Materials

Roles and

Responsibilities

Supervisor

Provide a system for managing hazardous

Slide 22

Provide a system for managing hazardous

materials on a site/facility

Provide appropriate PPE and first aid equipment

Verify the use of up-to-date MSDS

Verify controls are in place

Individual

Review and use MSDS

Ensure written permit and task risk assessment

identify all hazards and controls


Tullow Safety Rules

Tullows Policy on Offshore Travel, Training & Medical

TGL has a strict Policy on anyone travelling offshore.

MUST have completed Basic Offshore Survival Induction and Emergency Training

(BOSIET) with a valid, in date, BOSIET Certificate.

MUST have completed a UKOOA standard OFFSHORE medical and have a valid, in date,

UKOOA Medical Certificate that confirms your fitness for working offshore.

Slide 23

Tullow Safety Rules

BOSIET Training

SMTC Training Centre which is part of the Regional Maritime University (RMU)

inTema (the only OPITO Approved Training School in Ghana for BOSIET training)

The training is a three day course and includes the following elements:-

Sea Survival (Helicopter Ditching)

Simulated Helicopter Underwater Escape Training (HUET) Simulated Helicopter Underwater Escape Training (HUET)

Basic Fire Fighting

Elements of First Aid training

The BOSIET Training Certificate is valid for FOUR years and is accepted for any

offshore working worldwide.

BOSIET Certificate must be submitted to Tullow at the Helicopter Base in Takoradi.

Slide 24

Tullow Safety Rules

BOSIET Training this could be you

Slide 25

Tullow Safety Rules

Fitness For Travel Offshore UKOOA Offshore Medical

Tullow accepts offshore medical certificates from the following Medical Examiners in

Ghana.

West African Rescue Association (WARA), Accra/Takoradi

International SOS, Accra/Takoradi

The Cocoa Clinic, Accra The Cocoa Clinic, Accra

Sycamore Medical Centre, Takoradi

Port Medical Centre, Tema

The Certificate is valid for TWO years and is accepted for working offshore

worldwide.

A copy of this certificate MUST be submitted to Tullow before travelling offshore.

Slide 26

Tullow Safety Rules

Thank you!

Tullow Ghana LimitedNO. 71 GEORGE BUSH HIGHWAY, NORTH DZOWULU

Tel:+233 (0) 302 215400 / 742200 Fax: +233 (0) 302 766370

WASHEQ Conference:

Striving for HSE Excellence

August 2012

Health Safety & Environment

(HSE) Regulatory Model

Lessons from UK Regulations

and Recommendations

Iykay Onyemaobi

Introduction

Overview

History of UK Health & Safety Legislation

EU Influence on UK Health & Safety

Components of UK H & S Legislation

Presentation Outline

E.g of a UK Sector H & S Legislation

E.g of Key Health & Safety Regulations

UK H & S Enforcement Model

Challenges of UK H & Safety Regulatory Framework

H&S Legislation in West Africa

Recommendations

Conclusion

Why Manage Health & Safety?

Costs (Financial Loss)

To Avoid Prosecution

Introduction

To Avoid Prosecution

Humanitarian and Moral reasons

Major accidents still happen

To set the necessary framework

Introduction

Why is Health & Safety legislation important?

To set the necessary framework

Ensure sensible health and safety practices

The legal status sets the

framework for health and

safety legislation

Health and Safety

enforcement is spear headed

by the Health and Safety

Executives (HSE)

Responsibility for health and

safety lies with those who own,

manage and work within the

environment

1

26

UK health and

safety regulations

Overview

HSE s job is to prevent

people being kill

Education

WASHEQ 2012 conference ppt slides