introduction of clp power - srso · introduction of clp power ... clp power management “walk the...

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


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 !


Safety Journey in CLP Power


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


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


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


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


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:


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!


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



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 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


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


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


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:


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


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


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


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


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


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


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



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



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



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



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



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



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


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



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



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


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


CLPP has very good Safety Management System ?


Time

Inci

dent

rat

e

Equipment and Plant

improvement

Systems, procedures improvement

Safety CultureWe are hereWe are here


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.


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.


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



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


Safety Culture

Learning can reduce repeated errors and chance of major incident.

Reporting Culture

Just Culture Learning Culture



Just CultureReporting Culture


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


Culpability Evaluation JUST


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


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


Reporting Culture Enhancement Framework

Identification of Barriers

SystemReview

Trust & behaviour development

Process improvement

Training

Promotion

Implementation plan

Implementation monitoring

Evaluation of system

effectiveness


/

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


-


Conclusion


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


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

introduction of clp power - srso · introduction of clp power ... clp power management “walk the...

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