Accident / Incident Investigation

Transcript Accident / Incident Investigation

Overcoming Barriers to EHS MEM Seminar Series 2001/2002 School of Design and Environment National University of Singapore August 25, 2001

Presentation Outline



Profile Jebsen & Jessen



The First EHS Efforts



Formal EHS Management



Achievements and Failures



“Spoon Feeding” Approach



Benefits and Shortcomings



Achieving Lasting Consistency



The Next Chapter: Sustainability

Jebsen & Jessen SEA A Brief Corporate Profile

ASEAN Regional Network



40 companies operating under seven activity-related divisions



Areas of operation: ASEAN



Number of employees: 2,500

Regional Coverage Vietnam

Ho Chi Minh (Saigon) Hanoi

Thailand

Bangkok Chiengma i

W. Malaysia

Kuala Lumpur Penang Johore Bahru Kuantan Ipoh Malacca

Singapore Indonesia

Jakarta Surabaya Medan Semarang Bandung Ujung Pandang

Sarawak

Kuching

Philippines

Manila Cebu

Brunei

Bandar Seri Bagawan Kuala Belait

Sabah

Kota Kinabalu

Regional Businesses



Chemicals



Communications



Industrial Products



Marketing



Material Handling



Packaging



Process Technology

Chemicals Chemicals Nutrition Metals

Communications Corporate Network Telecommunications Broadcast

Industrial Products Pumps Well screens Cutting Tools Special Electric Cables

Marketing Consumer Medical & Scientific Textiles Automotive Spares

Material Handling Cranes & Hoists Logistic Systems IPD Spares & Services

Packaging Moulded Foam Packaging Integrated Packaging Construction

Process Engineering Industrial Plant Marketing Industrial Plant Contracting

Group Statistical Profile TH 18% PH 4% MY 27% IND 9% SIN 42% Revenue by country SIN 29% TH 15% MY 31% PH 6% IND 18% CHE 22 % MKT 19% IPD 9% PKG 7% PRT 7% COM 12% MHE 25% Revenue by regional business unit PKG 11% IPD 12% PRT 7% CHE 9% MKT 14% COM 7% HLD 7% MHE 32% Employees by regional business unit Employees by country

The First EHS Efforts



Management Conference 1993



Member of Executive Committee overall in charge



Minor and random initiatives

Corporate Commitment



To be a leading provider within ASEAN of quality products and services dedicated to fulfilling customer needs with professionalism and integrity.



To maintain an environment that attracts, develops, retains, rewards and motivates talent and productivity.



To establish environmental excellence in all our business enterprises and actively promote environmentally responsible behaviour at all levels of our organisations and in customers, suppliers and principals.



To strive for an outstanding corporate and individual behaviour to maintain lasting trust and confidence of our customers, employees and suppliers.



To maintain a level of profitability that sustains growth, ensures quality and provides generous rewards to staff and an adequate return to shareholders

The Background

Japan/US/EU

EHS awareness Public Employees Moderate Moderate Retail customers Moderate Industrial customers Moderate Intrinsic mgmt interest Low Strategic mgmt interest Low ISO 14001 Low/Moderate

ASEAN

Low, growing Mixed Limited Moderate Mixed Mixed Moderate

The Background

Japan/US/EU ASEAN

Regulations Media focus news Strong Reg enforcement Moderate Strong Bad/shock news Strong Low Good / bad - Pollution, injuries - Govt influence NGOs role Labour unions Large memberships Moderate size Limited Limited role

Formal EHS Management

1995

EHS as a Central Service Executive Management Finance & Treasury Corporate & Legal Affairs Human Resources Environment, Health & Safety Providing Central Services Corporate Communication Information Technology Internal Audit & Taxation 40 Member Companies

EHS Management Environment, Health & Safety Organisation

Executive Board Operational Effectiveness Joint-Venture Boards | | | | | | | | | | | | | | | | | --- | | | | | | | | | | | --- --- Director - Env., Services Manager - Env., Unit EHS Consultants Internal Audit CSU Audit | | | | | | --------------------------------------------------------------- Regional Managing Directors Company Managers

Decentralised Approach Within overall EHS policies, each member company was expected to pursue its own initiatives

Accomplishments 1995 1997 1. EHS audits and understanding of weaknesses 2. Group EHS Policy 3. Network of EHS chairs and committees 4. Review of EHS laws in our 5 major countries 5. Training materials and programmes 6. Network of EHS expertise (consultants, organisations) 7. Audit checklists, facility checklists, procurement guide 8. Awareness campaign 9. Various EHS performance improvement projects

Idealism vs. Pragmatism



CFC Business



TBTO



Hazardous Wastes



Paint



Furniture



Polystyrene

Hocking (1991): Hot Drink Container LCA Item Paper Cup Polyfoam Cup

Per Cup

Raw Materials Wood/Bark (g) Petroleum (g)

Per Mg of Material

Utilities Steam (kg) Power (GJ) Cooling Water (m3) 33 4.1

0 3.2

9,000-12,000 3.5

50 5,000 0.4-0.6

154

Hocking (1991): Hot Drink Container LCA Item Paper Cup Polyfoam Cup

Per Mg of Material

Water Effluent Volume (m3) TSS (kg) BOD (kg) Organochlorides (kg) Metal Salts 50-190 35-60 30-50 5-7 1-20 0.5-2 Trace 0.07

0 20

Hocking (1991): Hot Drink Container LCA Item Paper Cup Polyfoam Cup

Per Mg of Material

Air Emissions Chlorine (kg) Sulfides (kg) Particulates (kg) Pentane (kg) 0.5

2.0

5-15 0 0 0 0.1

35-50

Hocking (1991): Hot Drink Container LCA Item Paper Cup Polyfoam Cup

Per Mg of Material

Recycling / Disposal Recycling Potential Heat Recovery (MJ/kg) Mass to Landfill (g) Biodegradable Yes 20 10.1

Yes Yes 40 1.5

Hub & Spoke EHS Service Operating in the environment prior to the RBU structure, the approach CSU EHS pursued was hub & spoke

MDP JJHM JJMS JJPM JJCS MDT JJHS JJMM JJMT MDS JJDP MDI JJPS JJDS JJCT MDS JJDT JJCT

CSU EHS

MDM JJCM JJIPT JJPTI JJIPS JJPTT JJDI

Benefits



Customised attention to each company



Fast communication

Drawbacks



Huge effort required to service and monitor 40 individual clients



Confusion as to what was required



Difficult to leverage opportunities within and across: RBUs, facilities, and countries due to exclusive reliance on CSU EHS

Drawbacks



Continuous “fire drills” limit time to think and plan strategically



Little incentive for member companies to generate their own agenda

“Spoon Feeding” Approach

1997

“Spoon Feeding” Approach

Major goals:

–

Formal standards and action plans

–

Improve effectiveness

–

Mandatory minimum standards

Leveraging information and resources in 3 ways:

1. Within regional business groups The tool: EHS Programmes 3. Within countries tools

EHS by Regional Business The Group’s new regional business framework identified a need to address businesses.

PKG Group MHE Group CHE Group IPD Group

CSU EHS and RMDs

COM Group PRT Group MKT Group

Benefits include:

• EHS training for specific regional business

EHS by Type of Facility The regional businesses use four common types of facilities:

– – – –

48 Offices 5 Hazardous warehouses 12 Factories 13 Stores and workshops !

Central EHS

Benefits include:

• Aligns management effort to risk level • Leverages synergies across businesses

EHS by Country The Group has up to seven business locations within each country, revealing potential opportunities for synergy. Thailand Group Malaysia Group Indonesia Group Singapore Group Central EHS and RMDs Philippines Group Shared local training providers Centralised EHS procurement Japan Group

• • •

Benefits include:

Providing common EHS legal advice Vietnam Group

EHS Programmes Part 1. Compliance with EHS Laws & Regulations Part 2. Emergency Preparedness & Response Part 3. Occupational Health Part 4. Worker Safety Part 5. Environment Part 6. Administration

EHS Legal Compliance

An important part of the group's commitment to managing our EHS issues is our compliance with EHS laws and regulations. Some of the regulations may impact the standards that are outlined below. In such cases, the more stringent standard should apply. The EHS committee is responsible for: •

Reviewing periodically the EHS Laws & Regulations binder to maintain familiarity with the laws and regulations that apply to the company

•

Reporting to CSU EHS their status of regulatory compliance by 1 May using the format suggested in Appendix A

•

Co-ordinating with company management and CSU EHS to ensure that the company remains in compliance with EHS laws and regulations

Emergency Preparedness & Response



Smoke detectors



Fire evacuation drills



First aid training



First aid kits



Fire fighting training



Fire fighting equipment



Illuminated exit signs



Fire doors



Housekeeping



Sign-posting



No-smoking areas

Occupational Health



Sufficient lighting



Noise testing



Manual lifting



Ergonomics



Health monitoring

Occupational Health

Ergonomics Diagram Lighting Recommendations LUX

50 100 200 300 500 750

Locations

Passageways Storage areas Welding, rough machining Drilling, cutting Offices, detailed inspection Conference rooms

Occupational Safety



Incident/accident reporting



EHS training manual



Forklift training



Permit-to-work programme



Site security



Personal protective equipment (PPE)



Tools and equipment



Hazardous substances training

Occupational Safety

X  X 

Environment



Recycling



Energy conservation



Paper reuse



EHS Procurement Guide



Technical monitoring



EHS monitoring programme



Ad-hoc improvements

Administration



Budgets



Monthly EHS meetings



Annual EHS audits



Periodic self-assessment



Risk management



New employee induction

Administration

m m m m m

I have received a copy of the Group EHS Policy I have received a copy of the booklet "Our Commitment to Preserving the Environment" I have been informed about the date of the next fire drill I have been informed about the location of the First Aid Kit nearest to my workplace I have been informed about the location of fire extinguishers and evacuation routes nearest to my workplace

Employee Signature

Enablers



Availability of Useful Guidelines



Vigorous Training



Nurturing Champions (e.g. Regional Trainers)



EHS in Job Descriptions (e.g. Chemicals)



Incentives (e.g. EHS Pot)



Quantitative Focus (e.g. Accident Statistics)



Peer Pressure (e.g. EHS Audits)



Group IT Infrastructure (SAP, Lotus Notes)

Facts Talk!

1999 Num ber of Accidents By Category

Hands 44% Heads 13% Foot 10% Eye 5% Back 10% Arm 5% Legs 3% Property Damage 10% Fire Smoke 4% Near Miss 8%

2000 Number of Accidents By Category

Hands 40% Arm 4% Legs 20% Property Damage 24%

Peer Pressure Works!

A 1997-2000 EHS Audit Results: Chemicals B C D F JJDS JJDM JJDP JJDT

1997 1998 1999 2000

IT Infrastructure



Lotus Notes



SAP

IT Infrastructure



Improving EHS management in the Chemicals RBU through SAP:

–

Recording chemical EHS properties:



Hazard class (toxic, flammable, etc.)



Storage climate (cool, dry, etc.)

IT Infrastructure



Improving EHS management in the Chemicals RBU through SAP:

–

Recording regulatory requirements:



Must customers have a poisons license to buy this product?



Which customers have a poisons license?

IT Infrastructure



Improving EHS management in the Chemicals RBU through SAP:

–

Emergency contact details of vendors

–

MSDS distribution:



When did we last send an MSDS to the customer?



What is the current version of each product’s MSDS?

IT Infrastructure



Resource Consumption Measured in SAP:

–

Electricity, in kWh

–

Water, in cubic metres

–

Fuel oil, in litres

–

Various raw materials, by size/weight

–

Waste / scrap, by size/weight

Drivers



Image, Corporate Citizenship

Bottom-Line Drivers



Lower Risk of Legal Liability



Lower Insurance Premiums



Enhanced Resource & Energy Efficiency



New Market Opportunities, First Mover Advantage



Anticipation of Trends, ISO 14001



Image, Corporate Citizenship

Bottom-Line Drivers The Cost Iceberg

Insurance Premiums Down!

1997-1998: 27% reduction 1998-1999: 18% reduction 1999-2000: 11% reduction

“Hidden” Costs!

Risk Reduction!

Business Opportunities?



One Failure After Another:

–

Allerguard / Green Cotton

–

Water & Wastewater Treatment

–

Moulded Pulp Packaging

Benefits of “Spoon Feeding” 1. Region-wide EHS standards

• • • • •

Facilitates synergies across the group Facilitates synergies within

• • •

RBUs Facilitates synergies within

•

facility types Facilitates synergies within

• •

metropolitan areas

•

Facilitates CSU support and monitoring of EHS programme implementation One EHS data collection tool Centralised PPE procurement Combining ERP training within CHE group One permit-to-work programme in workshops, factories, warehouses Haze mask ordering & distribution Preferred supplier lists EHS Audits

Benefits of “Spoon Feeding” 2.EHS responsibilities more clearly articulated

–

Improves efficiency and effectiveness of EHS committees

–

Provides ready access to necessary contacts (e.g., first aid trainers)

–

"No more excuses" 3.Enables CSU EHS to allocate its efforts to facilities based on level of EHS risk

–

Prioritise factories and chemical warehouses

Limitations of “Spoon Feeding”



Laggards still got away



Local management not always committed



“Cost-consciousness”



Bottom-line benefits long-term, indirect and “too strategic”

Achieving Lasting Consistency

2000

Management Systems

Planning Review Implementation Measurement & Evaluation

CSU EHS to provide the roadmap and structure to help build a company driven EHS management system

Management Systems 4.Review

1.Planning

–

EHS aspects & impacts

– – –

Legal requirements Objectives and targets Programme 2.

Implementa tion 3.Measurement & evaluation

Planning



Aspects & Impacts Activity, Product or Service Aspect 1. Cleaning bulk oil storage vault Hazardous atmosphere Impact Temporary to severe health impact 2. Solvent cleaning operation VOC emissions to air Ground level ozone occupational exposure 3. Bulk acid transportation and Accidental spillage storage 4. Battery charging Exploding battery Surface water contamination Acid burns 5. Office operation Document printing Consumption of renewable natural resources

Planning



An objective for each aspect / impact



An activity for each objective

Objective Activity Improve safety while • Create work procedure installing/servicing pumps • Obtain required PPE/tools • Develop checklist to maintain PPE/tools • Train staff on procedures and checklists • Inspect checklists to ensure they are being used

Planning



Key Performance Indicators (KPI) are used to demonstrate progress for each

Improve safety while installing/servicing pumps Activity • Develop checklist to maintain PPE/tools • Train staff on procedures and checklists • Inspect checklists to ensure they are being used KPI • Checklist • Training quiz • Feedback to be documented in EHS minutes.

Planning



Targets are the deadlines or numbers related to the KPI

Activity • Develop checklist to maintain PPE/tools • Train staff on procedures and checklists • Inspect checklists to ensure they are being used KPI • Checklist Target for 2000 • May • Training quiz • Feedback to be documented in EHS minutes.

• 80% score for all technicians June • 3 times

Planning



Resources are the people, supplies, and funding required to meet the targets

Activity • Develop checklist to maintain PPE/tools • Train staff on procedures and checklists KPI Target • Checklist • May Resources • Budi • Training quiz • 80% score for all technician s - June • Material -Budi • Trainer - Lee • Logistics Sam

Management Systems 1.Planning

4.Review

2.Implementation

–

Structure and

–

responsibility Training, awareness, and

– –

competency Operational control Emergency preparedness & response 3.Measurement & evaluation

Training Plans Training Topic

Forklift Inspection PPE Use Noise & Hearing Conservation

Instructor Participants J F M A M J J A S O N D

Loo TK Vincent Suguna All forklift drivers Wrhs staff & Procurement All production workers X X X

Management Systems 1.Planning

4.Review

Implementa evaluation

–

Monitoring

– – –

Audits (Corrective actions) (Records)

Auditing New approach to capture learning:



Year 2001: Risk Auditors joined by staff within same country/region

JJPS Example: Singapore/Johor MDS MDSM Marsh JJMS JJPJM

Auditing New approach to capture learning:



2002 and beyond: internal process performed by staff of another company within same RBU

Example: MHE MDI MDP MDS MDT MDSM MDM

Management Systems 1.Planning

4. Review

–

Investigate process deviations

–

Continuous improvement 2.

Implementa tion 3.Measurement & evaluation

EHS Monitoring

500.0

400.0

300.0

200.0

100.0

0.0

W ater Consumption - Per Capita

471.7

7.0

6.0

48.7

21.4

CHE 5.0

4.0

3.0

IPD,PRT,CO M,JJSEA

Paper Consumption – Per Capita

102.4

18.5

MHE MKT PKG 2.0

1.0

Electricity Consumption and Cost (Per capita)

0.0

35,000 30,000 CHE MHE MKT PKG 15,000 10,000 5,000 0 CHE IPD,PRT,CO M,JJSEA MHE MKT PKG 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0

Energy Intensity 1 0.5

0 2.5

2 1.5

1998 1999 2000 mkWh/$100m

Office Paper Intensity 25 20 15 10 5 0 1997 1998 1999 2000 Reams / S$m turnover

Accidents 52 50 48 46 44 42 40 38 1997 1998 1999 2000 Number of Accidents Reported

EHS Audit Scores D D+ C C C+ B B B+ A A Average Audit Scores 1997 I 1997 II 1998 1999 2000 Chemicals, Material Handling, Packaging

EHS Audit Scores Between 1999 and 2000:



Three companies improved their score



Three companies worsened

EHS Audit Scores D D+ C C C+ B B B+ A A 1997 I 1997 II 1998 1999 2000 Average Audit Scores

Variation = Surprises D A Mean score: A Variation: 0 D A Mean score: A Variation: 9

The Challenge



Achieving consistently high performance, consistently across the Group



No more surprises!



Self-managed EHS Committees and Management Systems

What does this require?



EHS must truly become part of business processes



EHS ceases to become an afterthought

   

Doing it right every time and all the time Greater spread of responsibility Elimination of delays in follow-up Systematic approach

 

Documenting what we do and doing what we document



Formal set of performance indicators Third-party verification



Beyond CHE, MHE, PKG ==> Group-wide EHS Management

Group-Wide Certification

ISO 14001

(Environmental Management System)

OHSAS 18001

(Health & Safety Management System)

ISO 14001 / OHSAS 18001



EHS Management Systems



Nothing new!



Scope of Compliance:

– – –

Adherence to regulatory standards Adherence to own standards Continual improvement

MS Components



Forming an EHS Committee and nominating an MR



Establishing an EHS Policy



Reviewing compliance with EHS laws and regulations



Identifying EHS aspects and impacts



Prioritising aspects and impacts



Establishing corresponding procedures and WIs



Training, creating awareness, building competence



Setting objectives and targets



Employee consultation & Stakeholder communication



Documentation; document and data control



Establishing KPI measurement and monitoring

Scope



CHE, IPD, MKT (Textiles), MHE, PKG, PRE



PRE: OHSAS 18001 only



31 member companies



COM, MKT, HLD: Adherence to J&J EHS standards

Roll-Out CHE IPD TXT MHE PKG PRT Full implementation by

December 31, 2003

CSU EHS Role



Provides full-time assistance in implementation



After 2003:

–

Oversees EHS Monitoring Programme

–

Participates in annual ISO/OHSAS Review Meetings

–

Assists in annual RB target-setting

–

EHS policies for non-certified, low-impact companies

–

Decides on future certifications

Benefits



Organisational attention

   

EHS becomes an integral part of daily work Things will get done! On time!

Systematic and thorough (aspects and impacts) Impact ranking and prioritised actions



More comprehensive staff awareness and engagement

 

Immunity from personnel movements International recognition & credibility

  

Peer pressure!

Professionalism and integrity A logical extension of what we already have ==> Proven Success (JJPS)!

What’s in a Decade?

1993

Commitment Activities

2003

International Standards Ad-Hoc

1993

Systems Service

1997

Formal Programmes

Done!

Done?

Global SO 2 Emissions

120 100 80 60 40 20 0 1980 1985 1990 1995 2000 2005 2010 Asia US Europe

Global Forest Loss

Accumulation of Human-Made Toxins

Global Soil Degradation

Fresh Water Availability

Water Stress

High Medium/High Moderate Low

CO 2 Concentrations Highest Levels in 160,000 Years

Biodiversity

Sustainability Major Impacts and Risks Remain!

Sustainability We’re not done yet!

Sustainability In nature, everything is cyclical

waste = food

Sustainability Today, we live in a linear society

Two Systems Technical cycle Natural cycle

Waste Feedstock Waste Nutrients

Four Conditions for Sustainability In a sustainable society, materials from the earth’s crust must not systematically increase in nature

Four Conditions for Sustainability In a sustainable society, man-made materials that don’t biodegrade must not systematically increase in nature

Four Conditions for Sustainability In a sustainable society, the physical basis for the productivity and diversity of nature must not be systematically deteriorated

Four Conditions for Sustainability A sustainable society must ensure resources are distributed fairly and efficiently

What would Sustainability Require of us?



Reduce toxic and persistent chemicals



High recycling of technical products



Manage natural resource consumption to not degrade the source



Preserve biodiversity



Renewable energy sources

Ensure that everything that reaches nature can be transformed into new resources