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
11
GLOBAL SERVICE LOCAL EXPERTISE
EMPLOYEES
GLOBAL INDUSTRIES
OFFICES AND LABORATORIES
5
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
7
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
8
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
18
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
26
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
36
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
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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
40