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SGS GLOBAL VISION IN OPERATIONAL INTEGRITY Alain DENIELLE – CORPORATE VICE-PRESIDENT, ANTOFAGASTA, CHILE – MINSEG 2017...

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SGS GLOBAL VISION IN OPERATIONAL INTEGRITY Alain DENIELLE – CORPORATE VICE-PRESIDENT,

ANTOFAGASTA, CHILE

– MINSEG 2017

SAFETY – HEALTH - ENVIRONMENT

AGENDA

 SGS as a global company  SGS Operational Integrity: Vision and strategy  OI KPIs, tools and programmes  History and dynamics

 Conclusions 2

SGS AS A GLOBAL COMPANY

GLOBAL SERVICES TAILORED TO INDIVIDUAL INDUSTRIES

INSPECTION TESTING VERIFICATION CERTIFICATION TRAINING CONSULTANCY OUTSOURCING 4

SGS AT A GLANCE

Nº1

WORLD LEADER

90,000

2,000

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GLOBAL SERVICE LOCAL EXPERTISE

EMPLOYEES

GLOBAL INDUSTRIES

OFFICES AND LABORATORIES

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VALUES

PASSION INTEGRITY ENTREPRENEURIALISM INNOVATIVE SPIRIT

6

AGRICULTURE AND FOOD

TRANSPORTATION

CHEMICAL

CONSTRUCTION

CONSUMER GOODS AND RETAIL

LIFE SCIENCES

MINING

OIL AND GAS

PUBLIC SECTOR

ENERGY

INDUSTRIAL MANUFACTURING

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SGS AND THE MINING INDUSTRY

IMPROVING SPEED TO MARKET, OPTIMISING RECOVERIES

EXPLORE

DEVELOP

OPERATE

TRADE

RECLAIM

Our testing ensures project value is determined in line with industry standards

We provide proven technical solutions to advance projects through the development stages

Our reliable inplant and production services deliver optimal recovery and product quality

Our analysis, inspection and sampling supports the international trade of commodities

We have the capabilities and expertise to ensure site closures have minimal impact

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SGS OPERATIONAL INTEGRITY: VISION AND STRATEGY

OPERATIONAL INTEGRITY AT SGS

 Operational Integrity definition at SGS: « Not only Health, Safety and Environment compliance »  Our goal:

AN AMBITION TO HSE EXCELLENCE 10

SGS BUSINESS PRINCIPLES

SGS HSE POLICY STATEMENT  The most stringent of HSE regulations / laws, and SGS HSE standards

 Continuous improvement towards ZERO accident

 Stop-work authority

 State-of-the-art technologies and best practices

THE CURRENT OPERATIONAL INTEGRITY STRATEGY

YEARLY OBJECTIVES DEPLOYED THROUGH A CASCADED “TOP -PAGE” PROCESS (EFQM* MODEL) * EFQM: European Foundation f or Quality Management

OPERATIONAL INTEGRITY STRUCTURE 1 Chemicals Industrial Hygiene Health Environment

OPERATIONAL INTEGRITY VICE-PRESIDENT REPORTING TO CEO Technical Safety & Analytics

Management Systems

Learning & Development Resources & Skills BBS

Audits

Communication

Regional Operational Integrity Managers Business Operational Integrity Representatives Regional, Country & Site Structures

2

EXECUTIVE OPERATIONAL INTEGRITY STEERING COMMITTEE - 6 Chief Operating Officers (6 regions) - 2 Executive Vice-Presidents (OGC, Minerals) - Human Resources Vice-President - Operational Integrity Vice-President

Quarterly meetings

OI KPIS, TOOLS AND PROGRAMMES

5 SAFETY LAGGING INDICATORS  Lost time accidents  Recordable cases  Severity rates

 Fires and explosions  Motor vehicles incidents

LOST TIME INCIDENT RATE* 1,00 0,90

0,88

New OI strategy

0,80 0,72

0,69

0,70

0,64 0,59

0,60

LTIR

0,60 0,50 0,38

0,40

0,27

0,30

0,18

0,20 0,10 0,00

FTE

* OSHA Definition (200 K Hours)

2009

2010

2011

2012

2013

2014

2015

2016

58000

61000

68000

77000

81000

84000

86000

90000

Q1 2017

92000 17

RECORDABLE INCIDENT RATE* 2,00

1,80

1,7

1,60 1,5

1,4

1,40 1,2

TRIR

1,20

1,1

1,1

1,00

0,80 0,7 0,5

0,60

0,3

0,40

0,20

0,00 2009

* OSHA Definition (200 K Hours)

2010

2011

2012

2013

2014

2015

2016

Q1 2017

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SEVERITY RATES

LOST DAYS SEVERITY RATE*

14

LOST DAYS / LOST TIME INCIDENT

25

13,2

22,2 12 18,9 16,6

10

8

7,3

6 4,4

Lost Days per LTI

Lost Day Severity Rate

20

15

10

4 5 2

0

0 2014

* OSHA Definition (200 K Hours)

2015

2016

2014

2015

2016 19

3 KEY LEADING INDICATORS  Trainings and awareness

 Leadership visits

 Hazard hunting

TRAINING & AWARENESS HOURS* 20 18,2 18

HSE Training Hours per Employee

16

14 12,6

Training matrix

12,5

12

- Classroom trainings, - E-learnings, - Safe Talks

10

8

Including Management: - Managing Directors sessions - E-learning for all Managers

6

4

2

0 2014

* Company average

2015

2016

LEADERSHIP VISITS

25

Leadership OI Visits per 100 Employees

21,6

20

OI App since 2016 15 12,2

10

9,0

5

Version 2 in 2017 0 2014

2015

2016

Millares

HAZARD HUNTING 45 40,000 40

Number of Hazards in Crystal

35

30

25

by INTELEX

22,000 20

15

10 5,000 5

0 2014

2015

2016

3 ADDITIONAL KEY “TOOLS”  15 Rules for Life

 Safety Month

 STELLAR Self-assessments

15 SGS RULES FOR LIFE Concept of Line of Fire 2012 - 12 RULES FOR LIFE

2015 - 3 NEW RULES FOR LIFE

- Dedicated e-learning (45,000 people YTD) - E-learning in 10 languages - Included in SHINE induction programme

SAFETY MONTH  Every September

CONTENTS

 All sites

1.

Presentations

2.

Contests / Games

3.

Guest speakers

4.

Partnership with authorities / associations

5.

Dedicated training sessions

6.

Safety challenges

7.

…….

 Everybody

 One leading message, up to 3 themes  One video

 Various supportive materials

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SEPTEMBER SAFETY MONTH

2015 CAMPAIGN

SEPTEMBER SAFETY MONTH

2016 CAMPAIGN

SEPTEMBER SAFETY MONTH

2017 CAMPAIGN

 BBS, PEER-TO-PEER AND BOTTOM-UP  „‟EMOTIONS‟‟  CASE STUDIES

SAFETY MONTH 2017 YOUR BEHAVIOUR KEEPS YOU SAFE

STELLAR* SELF-ASSESSMENTS *Safety Tool Evaluation List (for) Leadership Assessment Rating

GOAL: All SGS sites self-assessing their HSE „‟level‟‟, on a regular basis

HOME MADE “PROTOCOL”: • 15 HSE sections ( Y or N or NA answers) • Up to 400 questions • Specific contents for Low, Medium and High Risks sites • Green, Orange & Red results status from assessments • Auto-rating from 1 star („‟Full basics‟‟) to 5 stars (Best in class)

CONTINUOUS SELF-ASSESSMENTS AND ACTION PLANS • Dedicated IT Solution • Through Top-page yearly objectives

1. Communication 2. Contractor & Service Management 3. Emergency Management 4. Health, Industrial Hygiene & Well- Being 5. Incident Reporting, Investigations 6. Inspections & Task Observations 7. Management & Effective Leadership 8. Management of Change 9. Materials & Environmental Management 10. Operating Rules & Work Permits 11. Personal Protective Equipment 12. Purchasing & Supply Management 13. Risk Assessment 14. System Monitoring & Continuous Improvement 15. Training & Competency Management

IT GIVES A SHORT-TERM, MID-TERM AND LONG-TERM VISION TO EACH INDIVIDUAL SITE

HISTORY AND DYNAMICS

OPERATIONAL INTEGRITY AT SGS 12 Rules for life

Quarterly Reporting Global/Region//BL/Country

Executive OI Steering Committee

Corporate HSE Auditing

ProcessMap (IH/OH) Webinars

Corporate HSE Group

2010-2011

Quarterly Campaigns

OIMS

2012

Extended OI Steering Committee

2013

Regional OI Managers

Safety Day

Crystal

Corporate OI L&D Corporate OI Comm. Corporate IH/OH

2014

Business OI Managers

Chemwatch

STELLAR Self-assessments

2015

Yearly EFQM Top-pages

New OI Strategy based on 7 pilars

2016

15 Upgraded Rules for Life

Crystal 2.0

BBS Pilots

Safety Month HSE Analytics group

2017

Check Status (JHA)

Crystal 3.0

BBS Launch (phase 1)

Best practices & Safe-talks

Quality Programmes (accident investigations, risk assessments, …)

OTHER AREAS OF FOCUS  Motor Vehicles Accidents  In-Vehicles Monitoring Systems

 Communication, Visual identity, Q. campaigns  Fires and Explosions  Resources and Skills  Risk Assessments  Accident Investigations  Chemical Management  Management Systems  Audits  Industrial Hygiene and Occupational Health  Technical safety (machines, marine ops, …)  PPE  ….… 33

CONCLUSIONS

THE CURRENT OPERATIONAL INTEGRITY STRATEGY

YEARLY OBJECTIVES DEPLOYED THROUGH A CASCADED “TOP PAGE” PROCESS (EFQM* MODEL) * EFQM: European Foundation f or Quality Management

THE KOTTER PROCESS

 John P. KOTTER  US citizen (1948)  Economist  Professor at Harvard Business School

 Regarded as one of the authorities in Leadership and Change

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KOTTER PROCESS : 8 STEPS TO LEADING CHANGE

STEP

HEADING

1

Establish a Sense of Urgency

2

Forming a Powerful Guiding Coalition

3

Creating a Vision

4

Communicating the Vision

5

Empowering Others to Act on the Vision

6

Planning for and Creating Short-Term Wins

7

Consolidating Improvements and Producing Still More Change

8

Institutionalizing New Approaches 37

THANK YOU FOR YOUR ATTENTION

© SGS Group Management SA – 2017 – All rights reserved - SGS is a registered trademark of SGS Group Management SA

WWW.SGS.COM

THE RULES OF 3 FOR RISK ASSESSMENTS RISK ASSESSMENTS 3 STEPS

 Identify the hazards  Prioritize the risks  Implement the corrective actions

3 KEY PEOPLE

 The person who does

the job  A supervisor  An OI expert

CHECK STATUS 3 CASES FOR EACH JOB & POSITION

3 MINUTES

 At least every 3 year

RED status: STOP WORK

 After each change or

AMBER status: Risk could

modification  After each incident or accident

be there GREEN status: Everything

is OK

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