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  • 2Copyright 2010 CLP Power Hong Kong Limited.

    Introduction of CLP PowerIntroduction of CLP Power CLP Power operates a vertically integrated electricity generation,

    transmission and distribution business

    CLP Power provides reliable electricity for over 2.2 million customers (approximately 80% of the Hong Kongs population), and is vital to modern living and the societys development

    CLP Power endeavours to provide a stable and secure electricity supply at a reasonable cost to customers

  • 3Copyright 2010 CLP Power Hong Kong Limited.

    Key Drivers for Safety

    Demonstrate the commitment towards Companys value on

    We Care for People -

    Nobody

    wants to

    get hurt

    !

    Everyone

    go home

    safely an

    d

    enjoy the

    ir lives !

  • 4Copyright 2010 CLP Power Hong Kong Limited.

    Safety Journey in CLP Power

  • 5Copyright 2010 CLP Power Hong Kong Limited.

    EElements in CLP Powerlements in CLP Powers Safety Management Systems Safety Management System

    1. Safety Policy2. Safety Organization3. Safety Training4. In-house Safety Rules and Regulations5. Safety Inspections6. Personal Protection Program7. Incident Investigation

    8. Emergency Preparedness9. Evaluation, Selection and

    Control of Contractors10. Safety Committee11. Job Hazard Analysis12. Safety Promotion13. Process Control Program14. Health Assurance Program

    CLP Power establishes a safety culture through various SMS elements, ensuring that the system is effectively implemented at all levels

  • 6Copyright 2010 CLP Power Hong Kong Limited.

    As a responsible corporate citizen, CLP Power cares for the safeAs a responsible corporate citizen, CLP Power cares for the safety andty andhealth of all employees, customers, the public, and contractorshealth of all employees, customers, the public, and contractors

    Element 1: Safety PolicyElement 1: Safety Policy

  • 7Copyright 2010 CLP Power Hong Kong Limited.

    Element 2: Safety OrganizationElement 2: Safety OrganizationCLP Power SHEQ organizational structure: The CLP Power SHEQ Steering Committee is chaired by the Chief Operating Officer to

    monitor the Companys overall safety performance

    The SHEQ Department provides consultancy and professional advices

    The SHEQ Committees in each operational departments (with the assistance of the frontline SHEQ practitioner) motivates frontline employees in participating and implementation of SHEQ programs

    SHEQ DepartmentSHEQ DepartmentSHEQ Steering CommitteeSHEQ Steering Committee

    Operational Department SHEQ Committees

    Operational Department SHEQ Committees

    Frontline SHEQ Practitioners

    Frontline SHEQ Practitioners

    Frontline EmployeesFrontline Employees

  • 8Copyright 2010 CLP Power Hong Kong Limited.

    Element 3: Safety TrainingElement 3: Safety Training

    Behavioural-based Safety Observation TrainingTrains observers to observe and improve their peers work practices

    Risk Awareness TrainingEnhances employees awareness to the risks associated with daily activities

    Safety Leader TrainingDevelops safety models to influence peer safety awareness and culture

    Safe Systems of Work WorkshopPromotes the understanding of safe systems work and the responsibilities of each employee

    Arrange appropriate safety training for employees through training need matrix

    Besides the essential safety training for daily operations, CLP Power carries out safety cultural training programs to enhance the employees safety awareness and nurture an interdependent safety culture:

    Safety & Health Training Matrix Competence in Safe Transportation of Dangerous Goods

    Management of Dangerous Substances

    Incident Investigation

    Root Cause Analysis Workshop

    SHE Representative Course

    Confined Space (CP) Course

    Line Manager (Engineering) O OEngineering / Technical Staff R R OConfined Space Worker MConfined Space (CP) MSHE Coordinator R RSHE Representative MHazardous Substances Coordinator RChemical Wastes Vehicle Driver RDangerous Goods Vehicle Driver R

    http://edmsweb/idmws/doccontent.dll?library=PS%5enedmssp01&id=006273646

  • 9Copyright 2010 CLP Power Hong Kong Limited.

    Element 4: InElement 4: In--house Safety Rules and Regulationshouse Safety Rules and Regulations

    SHEQ documents are established systematically to provide clear directions and guidance for the safety measures in daily operations

    Policies and principles Occupational Safety and E&M

    Rules Administrative procedures Supporting documents including

    SHEQ standards, instructions, procedures and guidelines

    CLP Power solicits the participation and precious comments fromCLP Power solicits the participation and precious comments fromfrontline employees while establishing the SHEQ documents,frontline employees while establishing the SHEQ documents,

    so as to enhance their buyso as to enhance their buy--in and supportin and support

    All SHEQ documents are developed under the structure of CLP Power Safety Rules:

  • 10Copyright 2010 CLP Power Hong Kong Limited.

    Executive Caring Visits Demonstrate the top managements care and

    concern for the safety of the employees Face to face discussions brings top

    management closer to the frontline employees

    Supervisor Safety Walk Using Care, Communicate, and Improve as

    the basis, observe employees safety behaviour and workplaces safety condition

    Look for improvement areas and points worth learning

    Demonstrate frontline supervisorsenthusiasm on participation and support for work safety

    Element 5: Safety InspectionsElement 5: Safety Inspections

    CLP Power Management CLP Power Management Walk the TalkWalk the Talk, demonstrating their, demonstrating theircommitment and leadership for employeescommitment and leadership for employees safety!safety!

  • 11Copyright 2010 CLP Power Hong Kong Limited.

    Behavioural-based safety Observation Safety observation and care among peers Strictly observe No Name, No Blame, and No

    Reprimand Identifies at-risk behaviours and the underlying

    causes for making improvement actions and strategies

    Safety leader Inspection Setting role models, and motivate safety culture

    among peers Instant intervention and discussion for

    improvements upon inadequacies observed

    Observation among peers builds an interdependent safety cultureObservation among peers builds an interdependent safety culture

    Element 5: Safety InspectionsElement 5: Safety Inspections

  • 12Copyright 2010 CLP Power Hong Kong Limited.

    6 interactive steps include:1. Observe safety behaviour and workplace

    condition

    2. Praise safety practices of employees

    3. Ask how they can improve unsafe practices

    4. Promise to implement safety improvements

    5. Discuss other safety suggestions

    6. Thank employees for their safety efforts

    Wise use of the 6-step Safety Observationskill to reinforce the acceptance of employees on site visits and improve their safety awareness

    Element 5: Safety InspectionsElement 5: Safety Inspections

  • 13Copyright 2010 CLP Power Hong Kong Limited.

    Element 6: Personal Protection ProgramElement 6: Personal Protection ProgramIdentify and provide proper Personal Protective

    Equipment (PPE) Identify PPE requirements accordingly to the risks of

    different trades Evaluate and select suitable PPE together with

    frontline employees Produce PPE Handbook and arrange exhibitions of

    various PPE with the suppliers for the employees

    Safety management begins with incident prevention, where PPESafety management begins with incident prevention, where PPEcan only be used as the last resort to reduce the severity of incan only be used as the last resort to reduce the severity of injuriesjuries

  • 14Copyright 2010 CLP Power Hong Kong Limited.

    All incidents including near-miss cases are reported and investigated

    Use of Causal Factor Why Tree analysis for investigation to identify the root causes of the incidents, and define areas for improvement

    The root causes of the incidents are dealt with and shared with all employees to prevent recurrence.

    Statistics of all incidents are timely maintained and analyzed, and share with the employees on the findings and precautions

    Element 7: Accident and Incident InvestigationElement 7: Accident and Incident Investigation

  • 15Copyright 2010 CLP Power Hong Kong Limited.

    Element 8: Emergency PreparednessElement 8: Emergency PreparednessIdentify different emergency scenarios, produce relevant contingency plans, and perform drills:

    Fire Drills First Aid Drills Typhoon Drills Avian Flu Drills Chemical Spill Drills Management emergency Drills

  • 16Copyright 2010 CLP Power Hong Kong Limited.

    Element 9: Evaluation, Selection and Control of ContractorsElement 9: Evaluation, Selection and Control of Contractors

    Enforcing SHEQ Policy on Contractors and Suppliers, clearly requiring all contractors to achieve the same level of safety as CLP Power

    Organize Contractors CEO Forums for the contractors top management to share their safety commitment and continual improvement strategies

    Provide safety leadership training for the contractor management to strengthen their commitment and leadership skills

    Exercise Contractor Performance Management System to assess their safety performance during work

    CLP Power cares for the safety of its contractors, and proactively promotes its safety culture to enhance their safety performance and culture:

  • 17Copyright 2010 CLP Power Hong Kong Limited.

    Perform inspections on work sites to continuously monitor the safety effectiveness of the contractors

    Safety Resources Centre provides supports and conduct specific talks for contractors to strengthen and nurture their safety awareness and culture

    CLP Power cares about contractorsCLP Power cares about contractors safety and requiring themsafety and requiring themto achieve the same safety standards of CLP Powerto achieve the same safety standards of CLP Power

    Element 9: Evaluation, Selection and Control of ContractorsElement 9: Evaluation, Selection and Control of Contractors

  • 18Copyright 2010 CLP Power Hong Kong Limited.

    Element 10: Safety CommitteeElement 10: Safety CommitteeManagement, supervisors and frontline employees participate actively in safety committees to regularly review the safety performance and ensure effective implementation of safety programs.

    Management commitment and employees involvement are essentialManagement commitment and employees involvement are essential

  • 19Copyright 2010 CLP Power Hong Kong Limited.

    Element 11: Job Hazard AnalysisElement 11: Job Hazard Analysis

    7272

    (ALARP)

    Bow-Tie

    All operating exposures can be safeguardedAll operating exposures can be safeguarded

    Effective risk management is an important part of the safety management system

    CLP Power implements Risk Management Approach for all employees in managing the overall safety and health risks

    Adopt the Bow-Tie Model to evaluate the risk mitigation measures and monitor the current minimum acceptable risks

  • 20Copyright 2010 CLP Power Hong Kong Limited.

    Conduct risk assessment for each critical work activity to assess the associated risk level

    Conduct Job Safety Analysis (JSA) and produce Written Safe Work Procedures (WSWP) for high risk activities

    Involve experiences workers of various trades to deal with specific risks during the course of risk assessment and JSA

    Work team to conduct Pre-work Risk Assessment (PWRA) before commencement of work to identify and control the specific hazards on site (Refer to Element 13)

    All operating exposures can be safeguardedAll operating exposures can be safeguarded

    Element 11: Job Hazard AnalysisElement 11: Job Hazard Analysis

  • 21Copyright 2010 CLP Power Hong Kong Limited.

    Element 12: Safety PromotionElement 12: Safety PromotionSafety Leader Program

    Develop safety role models among the work teams, influencing andstrengthening the interdependent safety culture among their peers

    Program covers industrial employees (including frontline technicians and engineers) and office employees (including office staff and managers)

    Promotion of safety culture among the peers through safety role Promotion of safety culture among the peers through safety role modelsmodels

  • 22Copyright 2010 CLP Power Hong Kong Limited.

    U See U Act

    Instant rectification or control of any hazardous condition observed to avoiding any danger that may affect other employees

    Share U See U Act cases with all employees

    Incident Prevention Program

    Regular sharing of incidents, site inspection findings and good practices with frontline employees to enhance their safety awareness for incident prevention

    Establish a two-way communication channel between supervisors and frontline employees

    All injuries can be preventedAll injuries can be prevented

    Element 12: Safety PromotionElement 12: Safety Promotion

  • 23Copyright 2010 CLP Power Hong Kong Limited.

    Safety Incentive Scheme (SIS) Systemically quantify, record and credit the employees and

    departments safety efforts

    Convert safe efforts to charity donations making work safety more meaningful

    Motivates the charities to recognize the importance of occupational safety

    All beneficiaries show support to the scheme and safety efforts by CLP Powers employees

    Element 12: Safety PromotionElement 12: Safety Promotion

  • 24Copyright 2010 CLP Power Hong Kong Limited.

    Safety Performance Award Reward departments with outstanding

    safety performance during the year

    Categorized into Chairmans Award for operation-based units and Managing Directors Award for office-based units

    Encourage all employees to participate and aim for better safety achievements

    Element 12: Safety PromotionElement 12: Safety Promotion

  • 25Copyright 2010 CLP Power Hong Kong Limited.

    SHE Quiz Aims to encourage employees learning and

    participation Production of CLPP SHE Quiz Bank incorporating

    information from Companys SHE documents for improving the employees knowledge on Companys SHE requirements

    Utilization of the latest IT to motivate more participation from the competing employees and audience

    Element 12: Safety PromotionElement 12: Safety Promotion

  • 26Copyright 2010 CLP Power Hong Kong Limited.

    Traffic Safety

    Promote 3-C ( ) mind driving to arouse on the traffic safety awareness amongst drivers

    Other traffic safety events include: -

    traffic safety briefing

    Video sharing

    dispatch traffic hints stickers to staff by their direct supervisor

    encouraged passengers to conduct behaviouralobservations

    5-minutes traffic safety contact

    Traffic safety leaders training

    Element 12: Safety PromotionElement 12: Safety Promotion

  • 27Copyright 2010 CLP Power Hong Kong Limited.

    Off-the-Job Safety Promotion Encourage employees to report and share off-the-job

    incidents Produce Off-the-Job Safety & Health Newsletter Arrange Off-the-Job Health Tour for employees and

    family members Produce DVD on Prevention of Musculoskeletal

    Disorder for employees encourage sharing with family members

    Element 12: Safety PromotionElement 12: Safety Promotion

  • 28Copyright 2010 CLP Power Hong Kong Limited.

    SHE Day Encourage employees and family members to join the event

    and share the joy from Companys safety achievements throughout the year

    Aim to enhance the safety awareness of employees and family members through carefully designed game booths

    Element 12: Safety PromotionElement 12: Safety Promotion

  • 29Copyright 2010 CLP Power Hong Kong Limited.

    Pre-work Risk Assessment (PWRA) Identify specific hazards associated with the

    work and site

    Assessment base on the aspects of Man, Machine, Material, Method and Environment

    Maintain close communication and care within the work team

    Element 13: Process Control ProgramElement 13: Process Control Program

  • 30Copyright 2010 CLP Power Hong Kong Limited.

    Collect site photos of different trades from specialize focus workgroups to establish the web-base Hazard Photo Bank clearly showing the potential hazards in different trades, in order to provide a practical reference for the employees and enhance their hazard awareness

    Element 13: Process Control ProgramElement 13: Process Control Program

  • 31Copyright 2010 CLP Power Hong Kong Limited.

    Control of Hazardous Substances Conduct risk assessments for all hazardous

    substances in use

    Produce the Simplified Material Safety Data Handbook to provide practical and simple safety references on the relevant hazardous substances for the employees

    Establish the Hazardous Substances Register to ensure that hazardous substances in use are under control

    Element 13: Process Control ProgramElement 13: Process Control Program

  • 32Copyright 2010 CLP Power Hong Kong Limited.

    Occupational Health Program Regularly assess the use of Display Screen Equipment Provide an occupation rehabilitation program for injured

    employees Establish relevant health specifications for employees Conduct regular medical examinations for employees with

    critical and high risk positions Publish Prevention of Musculoskeletal Disorder Self

    Learning Package Promote Quality Work Life program

    Element 14:Element 14: Health Assurance ProgramHealth Assurance Program

  • 33Copyright 2010 CLP Power Hong Kong Limited.

    Safety AuditSafety Audit Conduct annual Integrated Management System (IMS) Audits by independent

    auditors to assess the effectiveness and compliance of the SHE management system to the set standards

    Scope of the IMS Audit covers the assessment on the international standards ISO 9001, ISO 14001 and OHSAS 18001, and the requirements under Factories and Industrial Undertakings (Safety Management) Regulation

  • 34Copyright 2010 CLP Power Hong Kong Limited.

    CLPP has very good Safety Management System ?

  • 35Copyright 2010 CLP Power Hong Kong Limited.

    Time

    Inci

    dent

    rat

    e

    Equipment and Plant

    improvement

    Systems, procedures improvement

    Safety CultureWe are hereWe are here

  • 36Copyright 2010 CLP Power Hong Kong Limited.

    Safety Culture

    The U.K. Health and Safety Commission developed one of the most commonly used definitions of safety culture, which describes safety culture as: The product of individual and group values, attitudes, perceptions, competencies, and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organizations health and safety management.

  • 37Copyright 2010 CLP Power Hong Kong Limited.

    Safety Management System Vs Safety Culture

    The safety health of any organisation is the product of two key elements:-

    1. The quality and execution of the systems and processes implemented to deal with risk and safety-related information, and

    2. The Safety Culture, which includes people's shared values, beliefs and attitudes about safety.

    It is not enough for an organisation to have good safety management system, because performance is determined by how organisations actually live or act out their systems.

  • 38Copyright 2010 CLP Power Hong Kong Limited.

    Safety is not just about the employee. In fact, all employees should participate proactively and take care of each other, and with the support of family members, we can share the joys brought by safety

    To achieve our goal of Zero incidents, CLP Power endeavours on an all-level participation

    Safety Culture in CLP PowerSafety Culture in CLP Power

    Dependent IndependentReactive

    Natural InstinctsSupervision

    SelfTeamIn

    cide

    n t R

    a tes

    Interdependent

  • 39Copyright 2010 CLP Power Hong Kong Limited.

    Safety Culture in CLP PowerSafety Culture in CLP Power

    SMS helps to develop a safety cultureSMS helps to develop a safety culture

    Helps to drive employeesdynamics and ensure the effectiveness and values of the promotion activities

    Assist employees to improve their safety awareness and establish a safety culture

  • 40Copyright 2010 CLP Power Hong Kong Limited.

    Safety Culture

    Learning can reduce repeated errors and chance of major incident.

    Reporting Culture

    Just Culture Learning Culture

    Safety Culture in CLP PowerSafety Culture in CLP Power

  • 41Copyright 2010 CLP Power Hong Kong Limited.

    Just CultureReporting Culture

  • 42Copyright 2010 CLP Power Hong Kong Limited.

    Punitive CultureAnticipation of promotes cover upFear of criticism in close calls and near misses precludes rational analysis of possible injury precursor mechanisms, and thus the opportunity for constructive accident preventionMost of the human errors are unintentional

    Blame free CultureOne that reserves no right of disciplinary action regardless of the individual's conduct.

    Just CultureProvides a fair and productive alternative to the two extremes of punitive or blame free cultureBalances the need to have a non-punitive learning environment with the need to hold persons accountable for their actions

    Our understanding of Just Culture

    PUNITIVE No Blame CultureJUSTCulture

  • 43Copyright 2010 CLP Power Hong Kong Limited.

    Culpability Evaluation JUST

  • 44Copyright 2010 CLP Power Hong Kong Limited.

    Just Culture and Reporting CultureFocus on learning from any incidents / near-misses rather than blaming

    Effective reporting culture depends on how an organisation / management handles blame and punishment.

    Develop an atmosphere of trust in which people are encouraged, even rewarded, for providing essential safety-related information

    Educate people and make clear about where the line must be drawn between acceptable and unacceptable behaviour.

    Establish a culture in which front line operators or others are not punished for actions, omissions or decisions taken by them that are commensurate with their experience and training

    No blame for honest mistake BUT gross negligence, willful violations and destructive acts are not tolerated

  • 45Copyright 2010 CLP Power Hong Kong Limited.

    The Key Messages to Us

    Align management attitude on incidentsNo blame for honest mistakes but not tolerate willful violations

    and gain trust from people to establish Just Culture

    Review reporting mechanism and perform true root cause analysis

    to facilitate continuous learning and

    reduce chance of incident from Learning Culture

    Encourage reports on minor incidents /unsafe acts and

    create Reporting Culture

  • 46Copyright 2010 CLP Power Hong Kong Limited.

    Reporting Culture Enhancement Framework

    Identification of Barriers

    SystemReview

    Trust & behaviour development

    Process improvement

    Training

    Promotion

    Implementation plan

    Implementation monitoring

    Evaluation of system

    effectiveness

  • 47Copyright 2010 CLP Power Hong Kong Limited.

    /

    From understanding and studying unsafe behaviour at our working environment, we will be able to tackle one very important root cause of incidents, human behaviour.

    The Incident Triangle

    Death

    Major Incidents

    Minor Incidents

    Near misses

    Unsafe behaviour / unsafe act

  • 48Copyright 2010 CLP Power Hong Kong Limited.

  • 49Copyright 2010 CLP Power Hong Kong Limited.

    -

  • 50Copyright 2010 CLP Power Hong Kong Limited.

    -

  • 51Copyright 2010 CLP Power Hong Kong Limited.

    Conclusion

  • 52Copyright 2010 CLP Power Hong Kong Limited.

    ConclusionConclusion

    CLP Power pacing towards the goal of Zero IncidentsCCLP Power pacing towards LP Power pacing towards

    the goal of the goal of Zero IncidentsZero Incidents

    Inju

    ry R

    ates

    Time

    Improvement on Improvement on equipment and work equipment and work environmentenvironment

    Improvement on Improvement on WorkersWorkers behaviourbehaviour

    Establishment Establishment of SMSof SMS

    Safety culture is the main driving force for SMS, where a good SSafety culture is the main driving force for SMS, where a good SMS is an effective tool MS is an effective tool for building up safety culture in the organizationfor building up safety culture in the organization

    CLP Power CLP Power endeavoursendeavours in establishing a participative and interdependent safety in establishing a participative and interdependent safety culture, making the SMS more effective on implementationculture, making the SMS more effective on implementation

  • 53Copyright 2010 CLP Power Hong Kong Limited.

    Sustained Momentum Never be Complacent

    Never Be Complacent !

    Zero Incidents !Nobody gets hurt !

    Key Drivers for SafetySafety CultureSafety Management System Vs Safety CultureOur understanding of Just CultureCulpability Evaluation JUST Reporting Culture Enhancement Framework