11

22

OSHOSH & Business & Business

HazardExposure In-appropriate

Control

Loss

Poorperformance

Productiondecline

•Impact to Community

InternalInternal ExternalExternal

Business Requirement

•Competitive Advantage

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33

GOOD CORPORATE GOVERNANCE

Role and

Function of BOC,

BOD and

Committees

Vision,Mission,Business

Goalsand

Objectives

AccountingandM IS

RiskManagement,

Complianceand

Audit

HumanResources

andPerformance

MeasurementSystem

Protectingright of

shareholder

G C GG C G

18/07/1118/07/11 © PT. Sucofindo 201© PT. Sucofindo 20111 – All rights reserved – All rights reserved

44

R E L AT ION S HIP S

T e c hnic a l R is ks

P HY S IC ALAS S E T S

Ope ra t io na lR is ks

HUMANF AC T O R S

C o m m e rc ia lR is ks

F ina nc ia lC o ntro ls

R is ks

F IN AN C E S

S tra te g ic R is ks

P L AN S� acquisitions� mergers� change of government� innovation

� treasury� accounting� systems� fraud

� suppliers� customers� government� stakeholder� third parties� competitors

� error� safety� health� selection� skills

� equipment failure� infrastructure� natural perils

Enterprise Risk ManagementEnterprise Risk Management

18/07/1118/07/11 © PT. Sucofindo 201© PT. Sucofindo 20111 – All rights reserved – All rights reserved

Risk Evaluation

18/07/1118/07/11 55© PT. Sucofindo 201© PT. Sucofindo 20111 – All rights reserved – All rights reserved

Challenges to be meet

O S H A c t / S ta nda rd C o nve ntio n e tc .

•S pe c ific

•De ta il

•E nfo rc e

•Hig h re quire m e nt

•F irs t prio rity

OSHAwareness

Integrated Approach

B us ine s s E nviro nm e nt R e quire m e nt

•T e c hno lo g y s e que nc e

•Im pro ve m e nt in pro duc tio n

pro c e s s a nd m e tho d

•T ra de B a rrie r•Hum a n R ig ht

Is s ue

OSH Existence Today

77

Strategy to creating sustainable Strategy to creating sustainable OHS systemOHS system

• Short termShort term – Corrective Action Plan (refer to SIP)Corrective Action Plan (refer to SIP)– Human approach (coaching & training)Human approach (coaching & training)– Standard approach (refer to MHSStandard approach (refer to MHS, OSHMS, OSHMS))

• Long termLong term– Empowering organization structure (clarity the chain of Empowering organization structure (clarity the chain of

command & job description)command & job description)– Empowering human resources (clarity the responsibility, Empowering human resources (clarity the responsibility,

authority, & enhancing competence)authority, & enhancing competence)– System approach based on risk management (PDCA cycle, System approach based on risk management (PDCA cycle,

objectives, targets, programs)objectives, targets, programs)– Process approach based on function (mapping business Process approach based on function (mapping business

process, MHS, process, MHS, OOSSHH standard, standard, SOPSOP))

Involved All Aspects (Man, Machine, Product, Process, Environment, etc)

Involved All Aspects (Man, Machine, Product, Process, Environment, etc)

Covered activities such as Preventive, Curative, Rehabilitation and Promotion

Covered activities such as Preventive, Curative, Rehabilitation and Promotion

Enforced Active Participation from all level function of workplaceEnforced Active Participation from all level function of workplace

Covered all Management function ( Planning, Organizing, Actuating and Controlling)

Covered all Management function ( Planning, Organizing, Actuating and Controlling)

As assurance for having continuous improvement processAs assurance for having continuous improvement process

As Assurance tool to comply with Regulation and StandardAs Assurance tool to comply with Regulation and Standard

Integrated with Workplace Management SystemIntegrated with Workplace Management System

O S HMS - Ma na g e m e nt S y s te m Appro a c h

99

Commitment & Policy

Management Review

Planning

• Hazard, Risk Identification•Aspect& Impact Identification

• Legal requirement• Objective and Target

•SHE Management Program

Implementation•Structure and Responsibility

• Training, Awareness and Responsibility• Communication• Documentation

• Document Control• Operational Control

• Emergency Preparedness/Responses

Checking and Corrective Action

• Monitoring and Measurement• Nonconformance and Corrective

and Preventive Action• Records

• Internal Audit

Continual Improvement

ACTACT PLANPLAN

DODOCHECKCHECK

Basic Principle of SMK3/OHSAS 18001:Basic Principle of SMK3/OHSAS 18001:20072007Integrated as Management SystemIntegrated as Management System

1010

Kebijakan K3Kebijakan K3

PolicyAuditAuditFeedback from Feedback from measuring measuring performanceperformance

Management ReviewManagement Review

PlanningPlanning

1111

PlanningPlanning

PlanningAuditAuditFeedback Feedback from from measuring measuring performanceperformance

PolicyPolicy

Implementation Implementation and Operationand Operation

1212

Implementasi & OperasiImplementasi & Operasi

Implementation and OperationAuditAudit Feedback Feedback

from from measuring measuring performanceperformance

PlanningPlanning

Checking and Checking and Corrective ActionCorrective Action

1313

Pengecekan dan Tindakan PerbaikanPengecekan dan Tindakan Perbaikan

Checking and Corrective

ActionAuditAudit

Feedback Feedback from from measuring measuring performanceperformance

Implementation and Implementation and OperationOperation

PolicyPolicy

1414

Tinjauan Ulang ManajemenTinjauan Ulang Manajemen

Management Review

Internal Internal FactorFactor

External External FactorFactor

Checking and Checking and Corrective ActionCorrective Action

PolicyPolicy

Standar Audit SMK3Standar Audit SMK3(Permenaker No. 05/MEN/1996 Lamp. II)(Permenaker No. 05/MEN/1996 Lamp. II)

No Elemen 1

Pembangunan & Pemeliharaan Komitmen

2 Strategi Pendokumentasian 3 Peninjauan Ulang Desain & Kontrak 4 Pengendalian Dokumen 5 Pembelian 6 Keamanan bekerja berdasarkan SMK3

7 Standar Pemantauan

8 Pelaporan dan Perbaikan

9 Pengelolaan Material & Perpindahannya 10 Pengumpulan & Penggunaan Data 11 Audit Sistem Manajemen K3 12

Pengembangan Ketrampilan & Kemampuan

Total 166 kriteria

Peningkatan Berkelanjutan

Komitmen & Kebijakan

Perencanaan SMK3

Penerapan SMK3

Pengukuran & Evaluasi

Tinjauan Ulang & Peningkatan oleh

Manajemen

5 Prinsip

1616

• Management Commitment• Condition of Employment• Fear/Discipline• Rules/Procedures• Supervisor Control, Emphasis, and Goals

• Value All People• Training

• Personal Knowledge, Commitment, and Standards• Internalization• Personal Value• Care for Self• Practice, Habits• Individual Recognition

• Help Others Conform• Others’ Keeper• Networking Contributor• Care for Others• Organizational Pride

Dependent IndependentReactive• Safety by Natural

Instinct• Compliance is the

Goal• Delegated to Safety

Manager• Lack of Management

Involvement

Natural Instincts

Supervision

SelfTeams

Inju

ry R

ates

Interdependent

OSH-MS TO ESTABLISH SAFETY CULTURE

Engineering Control

OSH - MS Behavioral Safety

Note1. Internal Audit2. Certified Operator3. Certified Safety

Professional4. Safety Committee report5. Emergency S ituation

Preparedness 6. Hazardous Substances

Handling7. Working environment

monitoring8. OSH Data 9. OSH Training10. Health Care

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

% NC

1 2 3 4 5 6 7 8 9 10

Jenis Kategori

10 Kategori %NC Tertinggi

NC

T o p T e n o f Hig he s t % N C R T o p T e n o f Hig he s t % N C R C a te g o rie s C a te g o rie s F ro m O S HMS A uditF ro m O S HMS A udit

PT. SUPERINTENDING COMPANY OF INDONESIA (PERSERO)

10 Highest NCR

1818

Based on Survey on OSH Condition of Small and Medium Based on Survey on OSH Condition of Small and Medium Scale Industries in Jakarta and its suburbs (100 Scale Industries in Jakarta and its suburbs (100 manufacturing)manufacturing)

• Commitment of employer and worker are very low, Commitment of employer and worker are very low, which is influenced by unclear responsibility at which is influenced by unclear responsibility at management level management level

• 16 % claimed that they have a written OSH Policy 16 % claimed that they have a written OSH Policy • 23 % have safety unit23 % have safety unit• 10 % require pre-employment examination10 % require pre-employment examination• 22 % keep records of occupational injuries 22 % keep records of occupational injuries • 81 % accident caused by human error (unsafe act) 81 % accident caused by human error (unsafe act) • 16 % have canteen or eating room16 % have canteen or eating room• 16 % have safety training for they employees or 16 % have safety training for they employees or

newly hired employeesnewly hired employees

1919

PROGRAMSPROGRAMSMinistry Regulation No. 05 Year 1996 concerning Ministry Regulation No. 05 Year 1996 concerning

OSH Management SystemOSH Management System

Gov Regulation for OSH-MS implementation

ACT No. 13 YEAR 2003Article 87

Compulsory in every companiy to implement OSH Management System

Governance Standards

Management System Standards

Process &methodology Standards

Capability Standards

Technology Standards

Terminology Standards

RequirementsStandards

Guidance Standards

Sector Specific Standards

Categories within the family of social security standards

2222

General ImprovementGeneral Improvement

AreaBaseline (Aug 06)

Second audit (Apr 07) May 2007 Jun 2007 Jul 2007 Aug 2007 Target (%)

MHS 02 Logistic 57 60 61 61 61 61 65MHS 08 Logistic 16 52 52 52 55 57 60MHS 11 Logistic 16 36 36 36 40 40 55MHS 17 Material Management 33 51 51 51 54 54 55

TOTAL 28 46 47 47 49 49 55

TARGET (%) 55CURRENT (%) 49NEED IMPROVEMENT (%) 6To Achieve Target 2

SCM MHS - SIP PROGRESS

0

10

20

30

40

50

60

70

MHS 02 MHS 08 MHS 11 MHS 17 TOTAL

SCM SIP Achievement

AreaBaseline (Aug 06)Second audit (Apr 07)May 2007Jun 2007Jul 2007Aug 2007Target (%)

2323

Gap analysis from previous auditGap analysis from previous audit

• Low awareness on MHS standardLow awareness on MHS standard• Lack of behaviour in operation level Lack of behaviour in operation level • Low competence on specific qualificationLow competence on specific qualification• Lack of communication from middle Lack of communication from middle

management to operator levelmanagement to operator level• Lack of leadership in terms of supervising in the Lack of leadership in terms of supervising in the

field operationfield operation• Inconsistency in the evaluation stages in terms Inconsistency in the evaluation stages in terms

of follow up corrective action the SIPof follow up corrective action the SIP

2424

Strategy to creating sustainable Strategy to creating sustainable OSH ManagementOSH Management SSystemystem

• Short termShort term – Corrective Action Plan (refer to SIP)Corrective Action Plan (refer to SIP)– Human approach (coachingHuman approach (coaching, , trainingtraining, promoting, promoting))– Standard approach (refer to MHS)Standard approach (refer to MHS)

• Long termLong term– Empowering organization structure (clarity the chain of command & Empowering organization structure (clarity the chain of command &

job description)job description)– Empowering human resources (clarity the responsibility, authority, & Empowering human resources (clarity the responsibility, authority, &

enhancing competence)enhancing competence)– System approach based on risk management (PDCA cycle, objectives, System approach based on risk management (PDCA cycle, objectives,

targets, programs)targets, programs)– Process approach based on function (mapping business process, MHS, Process approach based on function (mapping business process, MHS,

EHS standard, PKS)EHS standard, PKS)– Software for database & application (web based) : document control, Software for database & application (web based) : document control,

risk assessment, reporting non conformity & monitoring corrective risk assessment, reporting non conformity & monitoring corrective action action

2525

Challenge stages due to OSHMS Challenge stages due to OSHMS operation excellence in SCMoperation excellence in SCM

• DevelopmentDevelopment– System approach System approach

• EHSMS structure : OHS Policy, Objectives & programs, project palnningEHSMS structure : OHS Policy, Objectives & programs, project palnning• Document structure : document control list per functionDocument structure : document control list per function• Organization structure : project organization, report mechanism, MHS Organization structure : project organization, report mechanism, MHS

championchampion• OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), OHSAS design approach (5 principle on OHSMS) : Commitment (Policy),

Planning, Implementation, Monitoring & Measurement, Evaluation Planning, Implementation, Monitoring & Measurement, Evaluation (Management Review)(Management Review)

– Standard approachStandard approach• MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each

MHSMHS• Documentation : registration, risk assessment, skill matrix, working permit, Documentation : registration, risk assessment, skill matrix, working permit,

etc.etc.• Operational level : physically evidenceOperational level : physically evidence

– Human approachHuman approach• Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class

room training for TKBM Balantang, safety meeting, safety talk,etcroom training for TKBM Balantang, safety meeting, safety talk,etc• Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO

14001:2004, ISO 9001:2008, how to be a good auditor, internal auditor 14001:2004, ISO 9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)MHS (EHS Dept)

• MHS Champion coaching refer to MHS standardMHS Champion coaching refer to MHS standard

OSH

Coord

2626

Continue...Continue...• Deployment Deployment

– System approachSystem approach• EHSMS structure : SCM’s EHS Policy, Objectives & programs, project palnningEHSMS structure : SCM’s EHS Policy, Objectives & programs, project palnning• Document structure : document control list per functionDocument structure : document control list per function• Organization structure : project organization, report mechanism, MHS championOrganization structure : project organization, report mechanism, MHS champion• OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning, OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,

Implementation, Monitoring & Measurement, Evaluation (Management Review)Implementation, Monitoring & Measurement, Evaluation (Management Review)– Standard approachStandard approach

• MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHSMHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS• Documentation : registration, risk assessment, skill matrix, working permit, etc.Documentation : registration, risk assessment, skill matrix, working permit, etc.• Operational level : physically evidenceOperational level : physically evidence

– Human approachHuman approach• Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room

training for TKBM Balantang, safety meeting, safety talk,etctraining for TKBM Balantang, safety meeting, safety talk,etc• Capacity building : training Lead Auditor for OHSAS 18001:1999, ISO 14001:2004, ISO Capacity building : training Lead Auditor for OHSAS 18001:1999, ISO 14001:2004, ISO

9001:2000, how to be a good auditor, internal auditor MHS (EHS Dept)9001:2000, how to be a good auditor, internal auditor MHS (EHS Dept)• MHS Champion coaching refer to MHS standardMHS Champion coaching refer to MHS standard

– Setting EHS Committee : functional structure for EHSSetting EHS Committee : functional structure for EHS– QQTR : KPI per Superintendent areaQQTR : KPI per Superintendent area– Process approach : Mapping Bussines Process Vs Risk AssessmentProcess approach : Mapping Bussines Process Vs Risk Assessment

OHS

Coord

Superintendent

2727

Continue....Continue....• EmpowermentEmpowerment

– EHS committee take all project fase in terms of empowerment organizationEHS committee take all project fase in terms of empowerment organization– Training & audit by consultant teamTraining & audit by consultant team

– System approach System approach • EHSMS structure : OSH Policy, Objectives & programs, project palnningEHSMS structure : OSH Policy, Objectives & programs, project palnning• Document structure : document control list per functionDocument structure : document control list per function• Organization structure : project organization, report mechanism, MHS championOrganization structure : project organization, report mechanism, MHS champion• OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning, OHSAS design approach (5 principle on OHSMS) : Commitment (Policy), Planning,

Implementation, Monitoring & Measurement, Evaluation (Management Review)Implementation, Monitoring & Measurement, Evaluation (Management Review)– Standard approachStandard approach

• MHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHSMHS compliance checklist : comply to all 9 parameters (PDCA cycle) in each MHS• Documentation : registration, risk assessment, skill matrix, working permit, etc.Documentation : registration, risk assessment, skill matrix, working permit, etc.• Operational level : physically evidenceOperational level : physically evidence

– Human approachHuman approach• Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room Awareness : dissemination by audit (SLA, ASA) refer to MHS standard, class room

training for TKBM Balantang, safety meeting, safety talk,etctraining for TKBM Balantang, safety meeting, safety talk,etc• Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO 14001:2004, ISO Capacity building : training Lead Auditor for OHSAS 18001:2007, ISO 14001:2004, ISO

9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)9001:2008, how to be a good auditor, internal auditor MHS (EHS Dept)• MHS Champion coaching refer to MHS standardMHS Champion coaching refer to MHS standard

Superintendent

2828

YANG PENTING……

2929

Terima Kasih

PT. Sucofindo (persero)Graha Sucofindo Lt. B1Jl. Raya Pasar Minggu Kav. 34Jakarta 12780