“Beyond OHSAS 18001”

Creating a Culture that

Strives for Safety & Health

Excellence

14th NOSH Congress

OSHC, Quezon City

Engr. Nomer A. Reynaldo AVP- SHESQ SN Aboitiz Power Group ASPPI National President

Company profile : the partnership

Creating a Culture that Strives for OSH Excellence

AEV, Inc is the public holding company

of one of the largest conglomerates

in the Philippines

SN Power is a joint venture between

Statkraft and Norfund of Norway

Power generation and

distribution are major

components of AEV’s

core businesses

SN Power’s current initiatives

are developing building,

acquiring, and operating

hydropower assets in

Latin America, Asia,

and Africa

Plant profile … acquisitions from the government

Creating a Culture that Strives for OSH Excellence

360 MW Magat Hydropower plant Isabela, Ifugao Took over April 25, 2007

105 MW Ambuklao Hydropower plant Bokod, Benguet Took over July 10, 2008 On-going rehabilitation

132 MW Binga Hydropower plant Itogon, Benguet Took over July 10, 2008

OSH Milestones and Accomplishments

Creating a Culture that Strives for OSH Excellence

GKK Award 2012, 2014 - OSHC, DOLE

Safety Milestone (SMILE) – BWC

TCCLS Award - DOLE Reg. Office

Anvil Award- Transport Safety

OHSAS 18001, ISO 14001, ISO 9001

Accumulated, combined 8 M work-hours

and more ..

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The way things were (7 years ago.. baseline OSH practices)

Creating a Culture that Strives for OSH Excellence

Benchmark standards . . . huh

Creating a Culture that Strives for OSH Excellence

Legal standard – minimum requirement

Industry standards

Internationally accepted framework (ISO, ILO, IFC, etc.)

Company management systems framework

Are the company OSH risks acceptable? ALARP Level?

Set Up

Set Up and Shake Up

Safe

ty a

nd H

ealth P

erf

orm

ance

Time

Gap Assessment

o Risk mapping (HIRAC)

o SNAP OSHMS Framework as

standard

o Minding the Gap

o OHSAS 18001 certification is one

goal (part of OSHMS) for process

excellence

Shake Up

Creating a Culture that Strives for OSH Excellence

9

Creating world class OSH systems

Set up

Document &

Measure

Set up

Implement &

Measure

Review

&

Shake up

Creating a Culture that Strives for OSH Excellence

When we started … we said we need stronger processes

People

Process

Culture

People

Process

Culture

acquisition phase development and

implementation phase

Creating a Culture that Strives for OSH Excellence

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OSH Management System Framework

Leadership and Commitment

Policy and Strategic Objectives

Management Review

Corrective Action & Improvement

Monitoring

Planning & Procedures

Risks and Hazards

Management

Corrective Action

Audit

Organization, Responsibilities Resources, Standards & Documentation

Corrective Action & Improvement

Implementation

SNAP’s Management System for OSH

Creating a Culture that Strives for OSH Excellence

The way things were: Tokke Project

Tokke Plant in Western Norway was built in 1955. Project took a span of 15 years. During those times , fatal injuries were considered normal occurrence in this type of project.

8 water power stations

tunnels and power stations inside granite mountain

1,500 persons at work at peak level.

1,000 MW capacity

23 fatalities

Creating a Culture that Strives for OSH Excellence

OSH Changing Strategies

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Incidents

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Prosedyrer Competence

Equipment, Tools

Technology

Procedures

and

Systems

Creating a Culture that Strives for OSH Excellence

Excavation Works in Drop Shaft: The way we do things may take some time

Early Practices in the Hydropower Plant Construction

Construction Works in Ambuklao – Year 2009

Creating a Culture that Strives for OSH Excellence

Why change?

If you do what you’ve always done, you’ll get what you’ve always got!

One fatality is one death too many. What maybe acceptable in the past is no longer acceptable today.

Creating a Culture that Strives for OSH Excellence

Breaking Old Safety Paradigms

I have been doing this thing for many years. Why change our practices?

An accident will not happen to me.

Accidents only happen to others.

We are already safe enough.

Sales and production are more important than safety.

You can’t make everything idiot proof.

When push comes to shove, safety loosens.

Management is more concerns with insurance rates and legal liabilities.

People are careless.

Creating a Culture that Strives for OSH Excellence

Take-Away Lesson: ISO & OHSAS Discipline

Establish the objective and processes necessary to deliver results in accordance with customer requirements and the organization’s policies

PLAN

CHECK

DO

ACT

Implement the processes

Monitor and measure processes and product against policies, objectives, and requirements for the products and report the result

Take actions to continually improve processes

Creating a Culture that Strives for OSH Excellence

No incident to report.

“What you can measure, you can manage” –P.D.

Creating a Culture that Strives for OSH Excellence

Leading “kpi” and Lagging “kpi”

Traditional OSH KPI Proactive OSH KPI

- Number of worker fatalities

- Number of lost time incidents/illnesses

- Total Recordable Case Frequency

- No. of Medical Treatment Cases

- No. of Restricted work cases

- No. of Motor Vehicle Accidents

- Cases of Regulatory non-compliance

- No. of First aid cases

- Costs incurred from an accident

- Man-hours exposure without LTI

- Hazards reporting (# of Report of Unwanted Occurrences or RUO) and hazard control action item closure %

- Safety Audit finding closures %

- OSH Management System expectations, closure of gaps %

- No. of OSH training conducted vs. No. of OSH training planned

- Emergency drill action items vs. Emergency action items closed

- No. of Safety Committee meetings

- Results of OSH Climate surveys

Creating a Culture that Strives for OSH Excellence

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Why Set Up and Shake Up?

These workers failed to get home to their loved

ones . . .

o If you are able to operate a plant for a day

without any fatal injury, why not work for a

week… a month…. a year or even for a lifetime

without one.

Creating a Culture that Strives for OSH Excellence

OSH Changing Strategies

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Incidents

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Prosedyrer Competence

Equipment, Tools

Technology

Procedures

and

Systems OSH-Culture

• Leadership and commitment

• Personal behaviour

• Teamwork & partnership

• Organizational learning

Striking a balance . . .

People

Process

Culture

People

Process

Culture

People

Process

Culture

acquisition phase development and

implementation phase where we want to be

Creating a Culture that Strives for OSH Excellence

Is Safety first here?

Supervisor

It used to be first until it became a second priority…

Sometimes sales, production, profit and cost pressure … can take precedence over our safety and health…

Is Safety first?

No … Safety is a Value not a Priority!

Do values and priorities affect our attitudes and behavior towards safety? Value- is a principle or desired quality.

Priority- precedence in date, goals, positions or could be a superiority in rank or position.

Creating a Culture that Strives for OSH Excellence

Value vs. Priority

Priorities:

- Can and will change frequently

- Something that takes precedence over another

- Can be easily influenced by others or circumstances

- Waiver, a form of compromise

Safety First!

Values: - Don’t easily change

- Not readily influenced by

others or circumstance

- Takes a life change to change a value

Why shouldn’t Safety be first?

Safety must be an integral part of line management’s responsibility

Safety should rank up there with other company objectives such as cost, productivity, quality

Safety need not rank higher nor should it rank lower.

“Senior line management should manage OSH the same way it manages other sustaining priorities such as productivity, cost and quality.”

Creating a Culture that Strives for OSH Excellence

What is Safety then?

Safe means not being at risk, not the absence of accidents. Able

to control hazards to attain an acceptable level of risk.

Achieving a zero injury or accident is possible, but removing all

risks from an industrial setting is not.

“Safety is first with the company” – predicated false belief with the

chance that the sense of responsibility is diminished, or worse,

removed.

- employer’s responsibility to provide safe work environment

- proactive self-accountability is the responsibility of each

employee

Creating a Culture that Strives for OSH Excellence

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Where are you now in the Culture Ladder?

Directors’ Safety Alliance Limited ©

Pathological

Bureaucratic

Reactive

Proactive

The safety culture is how we do things around

here. Business culture = safety culture.

Safety leadership and values drive continuous

Improvement across organisation.

Criticism encouraged.

We have systems in place to manage all hazards.

Lessons learned enable local improvements.

Safety is important, we do a lot every time we

have an accident

Who cares as long as we’re not caught. Conceal

problems if possible. If caught, blame individuals

and move on.

Generative

6

The Safety Culture Ladder Prof Patrick Hudson

Creating a Culture that Strives for OSH Excellence

Set Up

Understanding Continual Improvement

Safe

ty a

nd H

ealth P

erf

orm

ance

Time

Shake Up

Fade Fade

Shake Up

Fade

Shake Up

Creating a Culture that Strives for OSH Excellence

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Striking a balance . . .

People

Process

Culture

People

Process

Culture

People

Process

Culture

acquisition phase development and

implementation phase where we want to be

Creating a Culture that Strives for OSH Excellence

What is Culture of Safety all about then?

A Culture of Safety is a way of life of a group of workers, which is dedicated to elimination of all workplace incidents and injuries.

The way we do things out here! Could be as simple as that!

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Components of a World Class Safety & Health Culture

Acknowledgment of the high risk, error-prone nature of an

organization’s activities

Blame-free environment where individuals are able to report

errors or close calls without punishment.

Expectation of collaboration across ranks to seek solutions to

vulnerabilities.

Willingness on the part of the organization to direct resources to

address safety and health concerns.

Visible safety leadership

“Nobody gets hurt” – ultimate

measurement

Creating a Culture that Strives for OSH Excellence

Cultural Values Applicable to Safety

Interpersonal responsibility

Person centeredness

Co-workers helpful and supportive

of one another

Friendly

Open and sensitive personal

relations

Creativity

Achieving goals

Strong feelings of credibility

Strong feeling of interpersonal

trust

Resiliency

Creating a Culture that Strives for OSH Excellence

What line management should do?

Set the EXPECTATIONS for the entire organization.

COMMUNICATE these expectations to the organization.

Demonstrate COMMITMENT to these expectations during tours,

meetings and one-on-one discussions.

Provide reasonable RESOURCES; i.e., provide the right to

succeed.

Track progress and hold the organization ACCOUNTABLE.

RECOGNIZE and REWARD progress and performance.

Creating a Culture that Strives for OSH Excellence

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Making Waves

Leader

Creating a Culture that Strives for OSH Excellence

Management vs. Leadership

• Management

– Functional

– Job-focused

– Objectives

– What to do ?

– Engage the mind

• Leadership

– Cultural

– People-focused

– Vision and values

– Why do it ?

– Engage the heart

Discuss distinctions

What relevance gives this for HSE performance ?

We need them both, but to achieve deeply motivation and personal

engagement it`s critical to touch the heart

Creating a Culture that Strives for OSH Excellence

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Activators Behavior Consequence

Personal Values Attitude

Life experiences Knowledge

Co. Culture Peer influence

Leader’s influence

Family Industry network Friends

Individual

Company

Social context

What employees should do? .. Sphere of influence

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Maturity Ladder

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Thank You

Creating a Culture that Strives for OSH Excellence

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