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

AEV, Inc is the public holding company

of one of the largest conglomerates
in the Philippines
Power generation and
distribution are major
components of AEVs
core businesses

SN Power is a joint venture between

Statkraft and Norfund of Norway
SN Powers current initiatives
are developing building,
acquiring, and operating
hydropower assets in
Latin America, Asia,
and Africa

Creating a Culture that Strives for OSH Excellence

Plant profile acquisitions from the government

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

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

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

Creating a Culture that Strives for OSH Excellence

OSH Milestones and Accomplishments

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 ..

Creating a Culture that Strives for OSH Excellence

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

Creating a Culture that Strives for OSH Excellence

6

Benchmark standards . . . huh

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?
Creating a Culture that Strives for OSH Excellence

Set Up and Shake Up

Safety and Health Performance

Shake Up

Set Up
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

Time
Creating a Culture that Strives for OSH Excellence

Creating world class OSH systems

Set up

Set up

Review

Document &

Implement &

&

Measure

Measure

Shake up

Creating a Culture that Strives for OSH Excellence

9

When we started we said we need stronger processes

acquisition phase

development and
implementation phase

People

People

Process

Process

Culture

Culture

Creating a Culture that Strives for OSH Excellence

SNAPs Management System for OSH

OSH Management System Framework
Leadership and Commitment
Policy and Strategic Objectives
Organization, Responsibilities
Resources, Standards & Documentation
Risks and Hazards
Management
Corrective
Action

Planning & Procedures

Implementation
Audit
Management Review

11

Monitoring
Corrective Action & Improvement
Corrective Action & Improvement

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

No. of
Incidents

60
55
50
45
40
35
30
25
20
15
10
5
0

Technology
Equipment, Tools
Competence
Prosedyrer

Procedures
and
Systems

Time
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

Creating a Culture that Strives for OSH Excellence

Construction Works in
Ambuklao Year 2009

Why change?
If you do what youve always done, youll get what
youve 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 cant 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

PLAN

DO

CHECK

ACT

Establish the objective and processes

necessary to deliver results in accordance with
customer requirements and the organizations
policies

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

What you can measure, you can manage P.D.

No incident to report.
Creating a Culture that Strives for OSH Excellence

Leading kpi and Lagging kpi

Traditional 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

Proactive OSH KPI

- 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

- Costs incurred from an accident

- Emergency drill action items vs. Emergency

action items closed

- Man-hours exposure without LTI

- No. of Safety Committee meetings

- Results of OSH Climate surveys

Creating a Culture that Strives for OSH Excellence

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.

20

Creating a Culture that Strives for OSH Excellence

OSH Changing Strategies

No. of
Incidents

60
55
50
45
40
35
30
25
20
15
10
5
0

Technology
Equipment, Tools
Competence
Prosedyrer

Procedures
and
Systems
OSH-Culture

Leadership and commitment

Personal behaviour
Teamwork & partnership
Organizational learning

Time

Striking a balance . . .
acquisition phase

development and
implementation phase

People

People

People

Process

Process

Process

Culture

Culture

Culture

Creating a Culture that Strives for OSH Excellence

where we want to be

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:
- Dont easily change
- Not readily influenced by
others or circumstance
- Takes a life change to
change a value

Why shouldnt Safety be first?

Safety must be an integral
part of line managements
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.
- employers responsibility to provide safe work environment
- proactive self-accountability is the responsibility of each
employee

Creating a Culture that Strives for OSH Excellence

Where are you now in the Culture Ladder?

The Safety Culture Ladder

Prof Patrick Hudson

Generative

The safety culture is how we do things around

here. Business culture = safety culture.

Proactive

Safety leadership and values drive continuous

Improvement across organisation.
Criticism encouraged.

Bureaucratic

We have systems in place to manage all hazards.

Lessons learned enable local improvements.

Reactive

Pathological

Safety is important, we do a lot every time we

have an accident
Who cares as long as were not caught. Conceal
problems if possible. If caught, blame individuals
and move on.
Directors Safety Alliance Limited

30

Creating a Culture that Strives for OSH Excellence

Understanding Continual Improvement

Safety and Health Performance

Shake Up
Shake Up
Shake Up
Set Up
Fade
Fade

Fade

Time
Creating a Culture that Strives for OSH Excellence

Striking a balance . . .
acquisition phase

development and
implementation phase

People

People

People

Process

Process

Process

Culture

Culture

Culture

where we want to be

Creating a Culture that Strives for OSH Excellence

32

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!

Components of a World Class Safety & Health Culture

34

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

organizations 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

Making Waves

Leader
37

Creating a Culture that Strives for OSH Excellence

Management vs. Leadership

Discuss distinctions
What relevance gives this for HSE performance ?
Management

Functional
Job-focused
Objectives
What to do ?
Engage the mind

Leadership

Cultural
People-focused
Vision and values
Why do it ?
Engage the heart

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

What employees should do? .. Sphere of influence

Company
Individual

Personal Values
Attitude
Life experiences
Knowledge

Activators

Social context
Co. Culture
Peer influence
Leaders
influence

Behavior

Family
Industry
network
Friends

Consequence

39

Maturity Ladder

40

Thank You

Creating a Culture that Strives for OSH Excellence

41

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please visit: www.snaboitiz.com
You may also email us at: info@snaboitiz.com