WASHEQ 2012 conference ppt slides

Improving Health & Safety
Management P ti in West
M
t Practices i W t
Africa’s Construction Industry
Africa s
Daniel A Anoff; MSc. Pg. Dip Civil Eng. MIDE;
D i l A. A ff MS P Di Ci il E MIDE ICIOB
Senior Projects Coordinator
Brown and Mason Limited - United Kingdom

Introduction
Intr d ti n

 Accident in the construction industry is
considered very high; the working environment
is usually conceived as ‘chaotic, fragmented
‘chaotic, g
y
,
and constantly changing.’
changing.’
 Consequently it put workers, employers and
Consequently,
workers
the public at risk to injuries, incidents and
accidents; some of which end in fatality.

Objectives
Obj ti

 To raise health & safety awareness in the
construction industry.

 To challenge the Government, professionals
and stakeholders involve in the construction
industry to do more in an effort to prevent
y
p
accidents on construction sites.

 T turn our focus on developing, promoting
To
f
d l i
i
and implementing best practices in health and

Accidents
Cultural and Behavioural Differences
Behavioural Safety
y
Creating Health & Safety Management Model
The Law
Company’s Health and Safety Policy
Creating a Safety Culture

Accidents: Definition
A id nt D finiti n
The term "accident" is defined in the HSE*
publication S
bli i
Successful h l h and safety
f l health d f
management (HS(G)65) as:
as:
"any undesired circumstances which give
rise to ill health or injury; damage to
property, plant, products or the environment;
production losses or increased liabilities"
losses,
liabilities

Accidents: C
A id nt Causal F t r
l Factors

The
Th construction i d
i industry’s poor safety record can
’
f
d
be attributed to some of the following:







Lack of management commitment
Poorly trained site managers
No safety knowledge
Timework complexity
Work not properly planned
Exposure to risk/hazards

Accidents: Oth r Factors
A id nt Other F t r

Most
M construction companies l k or h
i
i lack have:
 No health and safety policy
yp y
 No documented or organised Safety
Management System (SMS)
 No risk management plan
 No safety training plan
 Inadequate welfare facilities for workers
q
 Insufficient resources/no safety budget

Accidents: F r
A id nt Forecast
t

 I 1976 the UK Chi f I
In 1976, h
Chief Inspector of Factories
fF
i
made a then controversial forecast, which
unfortunately is still true. He said and I quote;
f
l i ill
H id d

“Unless there is a radical change in the
g
effectiveness of accident prevention in the
(
(construction) industry, about 2000 men will die
)
y,
and about 400,000 will be injured over the next 10
y
years” Dalton, 1989
,

During 2010/11, eight workers were killed and

Accidents: St ti ti
A id nt Statistics

Fatal injuries to UK workers:
l
k

The provisional figure for the number of workers fatally
p
g
y
njured in 2011/12 is 173, and corresponds to a rate of
atal injury of 0.6 deaths per 100 000 workers.
j y
p

Cultural Behavioural Differences
C lt r l & B h i r l Diff r

 Most local workers in Africa are often very
loyal and dedicated. The difference between
dedicated
them and Americans or Europeans are
h distinct.
somewhat di i

 For example, "If a hammer falls apart, the local
p ,
p ,
worker will find a way to tape it back together,
whereas an American/European worker will
come to you and say, 'You gave me this

Cultural Behavioural Differences
C lt r l & B h i r l Diff r

 The reluctance of many Africans to challenge
authority means they may agree to do unsafe jobs,
or not stop co-workers from risky behaviour.
cobehaviour.

 Economic hardship and the cultural aversion to
saying ‘no’ may well be one factor behind the
no
high incident rates among local workers.
workers.
R
Reporting an injury or accident to management or
i
i j
id
a supervisor means you are likely to lose your job.

What is Behavioural Safety?
Wh t i B h i r l S f t ?

Behavioural Safety is
“ A process that create a safety partnership
between the workforce and management
that continually focuses everyone’s
attention and action on their own, and
i
d
i
h i
d
others daily safety behaviour”

Behavioural Safety
B h i r lS f t

Most accidents are caused by unsafe practices. The
reason for this is that unsafe practices involve the
Human Mind-sets about hazard(s), that is, they
Mindhazard(s)
occur because of people s attitudes and behaviours
people’s
owards occupational safety
safety.

It is estimated that in up to 80 per cent of
workwork-related accidents, employees’ behaviour –
,
p y
in the form of acts or omissions – is a
contributing factor.

Behavioural Safety
B h i r lS f t

Some of the reasons why workers engage i ’ -risk’
S
f h
h
k
in ’at i k’
’atbehaviour at work are;
1. Cutting corners to save time:
How often do employees/workers decide not to
use personal protective equipment (PPE) because a
ask may only take seconds to complete? In this
example, the at-risk behaviour (the failure to use
atPPE) has the instant perceived benefit of saving
h th i t t
i d b fit f i
ime.
ime. (this ‘time saving’ may potentially cause an injury)

Behavioural Safety
B h i r lS f t

2. Ergonomic factors:
Inappropriately placed machine controls may lead
o improvised and potentially dangerous access
arrangements.
arrangements

3. Misunderstanding at-risk behaviour:
atEmployees/Workers may be unaware, or have a
ow
o perception of the risks associated with a
ith
particular task or activity. This could be due to

Behavioural Safety
B h i r lS f t

4. R i f
Reinforcement of at-risk b h i
f at- i k behaviour b the
by h
actions of supervisors:
This may also undermine employees’ confidence in
he management’s commitment to manage concerns
g
g
such as safety.
5.
5 Accepted practice:
“We’ve always done it that way”
6. Instinctive risk taking behaviour:
Some people are more naturally inclined than others
p p
y

Behavioural Safety
B h i r lS f t

What do you think can go wrong?

Behavioural Safety
B h i r lS f t
se of ‘Safety’ plastic shield
y p

Use of Safety Goggles
y
gg

One of these men can potentially lose his sight.

Behavioural Safety
B h i r lS f t
‘Safe’ Lifting Props

Safe Lifting Jacks

Which condition would you like to work under?
y

Behavioural Safety
B h i r lS f t
No Protection

in contact with fresh wet concrete,
ortar or screed may cause chemical
rns to develop without p being felt.
p
pain
g

Fully Protected

Safety Phil ph
S f t Philosophy & Challenges
Ch ll

Recent fortunes in Ghana s oil (exploration) industry
Ghana’s
have increased interest from international firms.
 To mention j st few, we have firms from
just fe
e ha e
Germany, US, UK, India, China, South Africa
d Australia working in Ghana.
li
ki i Gh
and A
 Each country has brought along their own safety
philosophy.
 Tullow Oil Company is presently working with
GNPC ‘to shape legislation and set standards for
y
y
safety in the oil industry’.

Health Safety Management
H lth & S f t M
t

The Health & Safety Executive (UK) describes health
(UK)
nd safety management (H&SM) as

“The means by which an
organisation controls risk through
the management process”
g
process”
p

Why is
Wh i H&SM so I p rt t?
Important?
As owner or manager of a business, you know
that
th t competent employees/workers are valuable.
t t
l
/
k
l bl
Companies need to ensure that workers do not
get injured or made ill by the work they do.
Preventing accidents and ill health caused by
work must be a key priority for everyone at
work.
k
p
y
y
More importantly, it could save your life!

Why
Wh H&SM i so Important?
is I p rt t?

In UK, the law requires that
organisations provide whatever
i f
i
i
d i i
information, i
instruction and training
needed to ensure, so far as is reasonably
,
y
practicable, the health and safety of
workers and employees.
rk r nd
pl
How to create a Health & Safety Management Model?

Creating C p ’
C ti a Company’s H&SM M d l
Model
Company’s
p y
Safety Policy
The Law
Towards
T
d
Improving
S f
Safe
Management
Practice

Need to create a
Safety Culture

Safety L i l ti
S f t Legislation & Guidance
G id

n most d l d C
developed Countries;
i
 Ensuring good health and safety practice on
gg
yp
construction sites is a legal requirement.
 The law also has provision for setting up a joint
health and safety committee or choosing a
health d f
h l h and safety representative f your
i for
workplace.
 There are health and safety laws that specify
g
p
y
rights and responsibilities for everyone in the

Health and Safety Organisations
United States

he practice of safety in
p
y
onstruction is regulated by a
overnmental agencies
nown as the Occupational
afety and Health
dministration (OSHA): It
(OSHA):
rovides strict rules and
gulations to enforce safety
l ti
t
f
f t
nd health standards on job

Enforcement
The OSH Act (1970),

 Ensures that safe and
healthful workplaces are
set by the duty holder
 Enforce standards by
providing training,
outreach,
outreach education
and assistance.

Health and Safety Organisations
United Kingdom

he HSE (Health & Safety
(
y
xecutive) UK is the national
dependent watchdog for
orkork-related health, safety
nd illness. They are an
illness.
dependent regulator and act
the public interest to
duce work-related death
d
work- l t d d th
k
nd serious injury across

Enforcement
Enforcement ensures
that duty holders;
 deal immediately with
serious risks;
 comply with the law;
ith
la ;
 are held to account if they
fail
f in their responsibilities.
b

Ghana’s L i l ti
Gh ’ Legislation & G id
Guidance

Ghana currently has no recognise equivalent of
UK’s Health and Safety Executive- HSE, or
UK s
ExecutiveUS’s OHSA.
Ghana do have legislation & guidance that cover
Gh
d h
l il i
id
h
pecific areas; for example;
Environmental Protection Agency Act (Act 490)
490)
Mining Regulations Act 1970 LI 665 & Factories
Offices and Shops Act, LI 328

Ghana’s “Health S f t E
Gh ’ “H lth & Safety Executive”
ti ”

The h ll
Th challenge goes t Th G
to The Government, Law
t L
practitioners, professional bodies; (e.g. GhIE, GNPC,
CIOB) and S k h ld to continue with their effort
d Stakeholders
i
i h h i ff
o provide Ghana with e.g. UK’s equivalent of Health
& Safety Executive (HSE) or US’s (OSHA).
(HSE)

Ghana s
Ghana’s HSE or OSHA would be tasked with the
OSHA”
esponsibility of refining existing legislations, regulations
tc. to match international standards.
c. o
c
e
o
s d ds.

n addition, it must be empowered to enforce safety and

Company’s Health Safety Policy
C p ’ H lth & S f t P li

The li i
Th policy is usually made up of three parts:ll
d
f h parts:-

 A Statement of Intent: (What you intend to do) A
written policy statement which shows your staff, and
anyone else, your commitment to health and safety.

 Organisation details: (Who will be involved) This
section names those who will have responsibilities for
p
health and safety matters in your company.

 Arrangements: (How you will put it in place) This
section explains how you will control the main hazards
y
that have been identified in your risk assessment.

Health & Safety Policy (1)
H lth S f t P li
The health & safety policy establishes an
overall sense of direction and sets the
principles of action for the organisation.
I sets goals for the l l of h l h & S f
l f h level f health Safety
It
responsibility and performance required.
It demonstrates the formal commitment
towards good H&S management particularly
management,
that of the organisation’s top management.

Health S f t P li
H lth & Safety Policy (2)

The li
Th policy place the management of H S as a prime
l
h
f H&S
i
esponsibility of line management, from the most
enior executive to first line supervisory level.
Management have to ensure that the policy
g
p y
statement is understood, implemented and
maintained at all levels in the organisation.
Management must identify all legal requirements
applicable to it as well as any other industry or
ppli bl t
ll
th i d t
company specific requirements to which it

MANAGING PROCESS SAFETY TO
PREVENT PROCESS INCIDENTS
THE ROLE OF EMPLOYERS AND
EMPLOYEES
Okudor K. Emmanuel
AIIRSM, TechIOSH, MAiChE, RGDP, ANGA, AASME, MAIChE, ANISP

Principal Consultant –DM Sheffield, Lagos Nigeria.

WASHEQ CONFERENCE, ACCRA GHANA
31st August,2012.

Presentation Outline
•
•
•
•
•

What process safety is
Elements of PSM (OSHA )
Process safety related incidents
Overview of process safety legislations and application
Overview of some of the Roles of Employers under the
elements of PSM
• Process Safety Performance Indicators
• Role of Employees
• Summary/Conclusion

DM

What is Process Safety?
Process Safety Management (PSM) is the application of management principles and
systems to the identification, understanding and control of process hazards to
prevent process-related injuries and accidents. It was developed by the Center for
Chemical Process Safety (CCPS) in the United States but has since been adopted in
Canada and other countries.

CCPS DEFINITION: Process safety is a disciplined framed work for managing the
integrity of hazardous operating systems and processes by applying good design
principles, engineering and operating practices.
Such incidents can cause toxic effects, fire or explosion and could immediately
result in serious injuries, property damage, lost production and environmental
impact.

Elements of PSM
OSHA’s PSM Structure
1. Employee

Participation
2. Process Safety Information
3. Process Hazards Analysis
4. Operating Procedures
5. Training
6. Contractors
7. Pre startup Safety Review

8. Mechanical

Integrity

9. Hot Work
10. Management of Change
11. Incident Investigation
12. Emergency Planning And
Response
13. Compliance Audits
14. Trade Secrets

DM

PSM
PSM is not a management program that is handed down by management to
their employees and contract workers; it is a program involving everyone.
The key word is
communication.

participation — which is much more than just

All managers, employees and contract workers are responsible for the
successful implementation of PSM. Management must organize and lead the
initial effort, but the employees must be fully involved in its implementation
and improvement because they are the people who know the most about
how a process really operates, and they are the ones who have to implement
recommendations and changes.

Specialist groups, such as staff organizations and consultants can provide
help in specific areas, but PSM is fundamentally a line responsibility.

DM

History of Unsafe Processes-FLIXBOROUGH
•
•
•

June 1974 - explosion at a caprolactam process killed 28 people and
seriously injured 36
Temporary 20cm bypass pipe ruptured releasing about 40 tons
cyclohexane that formed a vapour cloud 100-200m in diameter
Ignited, probably by a furnace in a nearby hydrogen plant, releasing
equivalent to 15 ton of TNT

History of Unsafe Processes – PIPER ALPHA
•

•
•
•

Piper Alpha was a North Sea oil production platform operated by Occidental
Petroleum
Platform began production in 1976 first as an oil platform and then converted
to gas production
July 6, 1988 Explosion and resulting fire destroyed platform killing 167 men
To date the worlds worst offshore oil disaster in terms of lives lost and impact to
UK oil and gas industry

History of Unsafe Processes – TEXAS CITY
•
•

March 23, 2005 - during start up of isomerisation unit, a distillation column
flooded and over-pressurised causing release from a vent stack resulting in a
series of explosions. 15 workers killed and 180 others injured
Baker Panel Report :-

– Process safety considerations have not been considered adequately
– All levels of management and supervision play an important role in
process safety performance.
– Personnel and contractors need process safety knowledge and
competence

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Incidents that define Process Safety
WHEN WHERE
1966
1974
1976
1979
1982
1984
1984
1986
1986
1986
1987
1987
1988
1988
1989
1992
1994
1998
2001
2001
2003
2004
2005
2005
2005

WHAT

Feyzin, France
LPG Bleve
Flixborough, UK
Cyclohexane 28
Seveso, Italy Dioxin
1
Bantry Bay, Ireland
Crude ship
Ocean Ranger, Canada
Platform
Mexico
LPG Bleve
Bhopal, India Methyl isocyanate 20000+
Challenger
Space shuttle
7
Chernobyl, USSR
Nuclear powerplant
Sandoz, Bale, Switzerland Warehouse
0
Texas City, USA
HF
Grangemouth, UK
HCK HP/LP interface
Piper Alpha Platform
Norco, USA Propane FCCU
Pasadena TX, USA
Ethylene/isobutane
La Mède, France
Gasoline/LPG FCCU
Milford Haven, UK
FCCU feedstock
Longford, Australia
LPG, brittle fracture
Toulouse, France
Ammonium Nitrate
Petrobras
Platform
Columbia
Space shuttle 7
Skikda, Algeria
LNG
Texas City, US Gasoline ISOM
15
Buncefield, UK
Gasoline
Bombay High, India
Platform

FATALITIES
18

50
84
600+

100+
0
1
167
7
23
6
0
2
30
11
27
0
13

REGULATIONS
First LPG prescriptive regulations
EU Seveso I Directive1982
US Chemical Emergency Preparedness
Program 1985
US Emergency Planning and Community Rightto-Know Act 1986
US Chemical Accident Prevention Program
1986
US Chemical Safety Audit Program 1986
EU Seveso I Directive update 1987
US Clean Air Act Amendments 1990
UK HSE Offshore Installations (Safety Case)
Regulations 1992
US OSHA 1910-119 Process Safety
Management 1992
US EPA Risk Management Program1996
EU Seveso II Directive 1996

UK Control of Major Accident Hazard
Regulations 1999
EU Seveso II update 2002
UK HSE Offshore Installations (Safety Case)
Regulations 2005
API RPs on occupied buildings and vents
OSHA Refinery National Emphasis Program

DM

Process Safety Legislations
Europe: Seveso Directive(1982,1996 &???)
•
•

UK: Control of Industrial Major Accident Hazards(CIMAH)Regulations 1984
UK: Control of Major Accident Hazards(COMAH)Regulation,1999

UK: Offshore Installation(Safety Case)Regulation,1992
 UK: Offshore Installation (Prevention of Fire and Explosion
and Emergency Response)Regulations (PFEER),1995
 USA:OSHA Process Safety Management,1992
 USA:EPA Risk Management Program,1996
DM

DOES LEGISLATION REALLY
WORK?

DM

WHAT WENT
WRONG?

The Gulf oil rig
explosion –
2010
DM

The Deepwater Horizon drilling
rig before the explosion.

The rig belongs to Transocean,
the world’s biggest offshore
drilling contractor. The rig was
originally contracted through the
year 2013 to BP and was working
on BP’s Macondo exploration
well when the fire broke out.
The rig costs about $500,000 per
day to contract.
The full drilling spread, with
helicopters and support vessels
and other services, will cost
closer to $1,000,000 per day to
operate in the course of drilling
for oil and gas.
The rig cost about $350,000,000
to build in 2001 and would cost
at least double that to replace
today.
DM

July 17,2010: pipeline explosion at a Chinese port in
Dalian in northern China's Liaoning province. The oil
pipeline at the busy Chinese port exploded, causing a
massive fire that burned for 15 hours before being put
out on Saturday. Officials say no one was killed.

OSHA REGULATION 29 CFR 1910.119
“Process Safety
Management of Highly
Hazardous Chemicals“
Application.
This regulation applies to the following:
(i) A process which involves a chemical at or above the specified threshold quantities listed in the
Regulation;
(ii) A process which involves a flammable liquid or gas (as defined in 1910.1200(c)
of this part) on site in one location, in a quantity of 10,000 pounds (4535.9 kg) or
more except for:
(A) Hydrocarbon fuels used solely for workplace consumption as a fuel (e.g.,
propane used for comfort heating, gasoline for vehicle refueling), if such fuels are
not a part of a process containing another highly hazardous chemical covered by
this standard;
(B) Flammable liquids stored in atmospheric tanks or transferred which are kept
below their normal boiling point without benefit of chilling or refrigeration.

DM

OBJECTIVE of Process
Safety Management
• To Prevent Unwanted Releases of
Hazardous Chemicals; especially
Into Locations that Could Expose
Employees and Others to Serious

Hazards
• Prevent major accidents in
hazardous plants

ROLES OF EMPLOYERS
Ensure employee Participation in PSM Development
• Employees must have access to PHA’s and All Other
Information Required by the Standard
• Employers Must Consult With their Employees on the
Development of PSM (Part of PHA Teams, Development of
Management Of Change(MOC),Pre Startup Safety Review
(PSSR), etc.)

DM

Employer shall
develop process Safety Information (PSI)

OSHA 29CFR 1910:119
Requires Safety Information To Be
Accessible To All Employees

DM

Process Safety Information (PSI)
Must Include:
Development of Written Safety Information
• Information on the Hazards of the Highly Hazardous
Chemicals Used or Produced by the Process (Material
Safety Data Sheets)
• Information On the Technology of the Process (Piping &
Instrument Diagrams (P&ID’S)
• Information On the Equipment in The Process (Safety
Instruction Sheets (SIS’S)

DM

Where are all these Information Found ?

• SIS’s
• P & I D’s
• PFD’s

• Operating Manuals
It Is YOUR Responsibility to Ensure That This
Information Is Complete and Accurate PRIOR
to Start-up of Any New or Modified Facility.

DM

Employer shall conduct

Process Hazards Analysis-PHA
• A Thorough and Systematic Approach to Identifying,
Evaluating and Controlling Processes and Their
Hazards

• A PHA Must be Conducted Every 5 Years

DM

Employer shall develop

Operating Procedures
• Documents the Steps to Operate the Process Safely

• Procedures Must Be :
• Written
• Consistent With the Process Safety Information
• Well Communicated to the Employees

• Procedures Should :
• State the Operating Limits
• Discuss the Consequences of Deviation
• Address Safety and Health Issues

DM

Training
• Staff are adequately given relevant PSM trainings
• Ensures That Operators Understand the Hazards of the
Process and How to Operate It
• Refresher Training Must Be Conducted at Least Every Three
Years

• Must Be Documented That All Training Was Completed and in
a Satisfactory Manner
• Who Received the Training
• The Date of the Training
• The Method Used to Verify That the Training Was Understood
DM

Contractor Management
Employers shall ensure that

• That Contractors Work Safely and Understand
the Potential Process Hazards
• Contractor Safety Orientation Must Be Included
As a Requirement of Every Contract

DM

Employers Must :
• Inform Contractor and their Employees of Known
Potential Process Hazards

• Review Contractor’s Safety Performance and Safety
Training Program
• Inform Contractors of Emergency Action Procedures
• Maintain an Injury and Illness Log

DM

Pre-Startup Safety Review
• Ensures That New and Modified Processes Are Safe to
Operate
• PSSR’s Must Be Conducted Prior to the Induction of Feed

• PSSR’s Are Required When There Is a Change to Process Safety
Information
• Confirms That Procedures, Training and Equipment Records
Have Been Updated

DM

Mechanical Integrity
EMPLOYERs shall establish MI programs and
provide applicable Recognized And Generally
Acceptable Good Engineering Practices
RAGAGEPs.
Mechanical Integrity(MI) is a program that
manages all activities (monitoring, control,
documentation, etc) to assure that all the
components works together in a plant or
facility in a Safe Condition throughout its
operational lifetime.
MI

•

Helps to prevent Loss of Containment-LOC

•

Helps to ensure that that the Equipment Is
Designed, Installed, Operated, and
Maintained Properly throughout its life
time.
Provides window for Regularly Scheduled
“Pro-Active” or Preventive Maintenance

•

DM

Defining/setting operation safe limit

Setting the above in a process system could reasonably prevent
process deviation that could lead to major accident.

DM

Roles of Employers:
Management of Change -MOC
Change Is Defined As “Any Modification to Process Chemicals, Technology,
Equipment, Procedures, or to the Personnel Running the Facility”
• Establish and Implement Written Procedures to Manage Changes
(Except for “Replacement in-Kind”) to Process Chemicals, Technology,
Equipment, and Procedures, and Change to Facilities

• Types of Changes:
- Installing Bypasses or Rerouting the Flow of the Process
- Changes in the Chemicals Used
- Changes in the Process parameter
- Installing Temporary Leak Repairs, clamps, fittings etc...

--

Employers are expected to have an MOC Program in place to effectively
monitor, track and implement all changes.
DM

Roles of Employers
Emergency Planning and Response
•

Establishes a Plan and Management
System for Responding to
Emergencies

•

Addresses Procedures for Emergency
Shutdown of Equipment

•

Addresses Procedures for Emergency
Notification, and Evacuation

•

Should Include Hypothetical Drills

DM

Roles of Employers
Compliance Audits
• Requires That the Other Elements of PSM Are Audited at Least
Every Three Years for Compliance, Implementation, and
Effectiveness

• Verifies That Operating and Maintenance Procedures and
Training Are Adequate, Up-to-Date, and are being followed
• Requires That the Last two
Audits Be Kept on File

DM

Process Safety Performance Indicators-PSPI
employers shall establish suitable PSPI

Operational controls
Lagging Indicators
•
•

Identify challenges to integrity
Select the lowest detectable
event –(breach of process
control envelope) e.g.:
–Overfilling
–Overpressure
–Over temp
–Low flow
–Excessive corrosion
• Set indicator at the earliest point
of deviation

Leading Indicators
Critical operator Actions to:
• set process
controls/operating envelope
correctly
• take remedial action if
process deviation from
operating envelope
• routine operation control –
monitoring actions
• Inspection and maintenance
of process control
instruments and alarms
DM

AUDITS
Role of Employers shall conduct PSM compliance audit to;

• Verify That there is PSM Program in place.
• Verify That the Program Is Effective (Quality).
• Verify That the Program Is Communicated to All
Employees.
The above is usually done by Reviewing of Procedures
and Conducting Employee Interviews

DM

Leading and lagging indicators set to detect defects in
important risk control systems

DM

Setting tolerances
A tolerance should be set for each leading indicator. This
represents the point at which deviation in performance should be
flagged up for attention of senior management. For example, for a
leading indicator, ‘percentage of overdue safety critical maintenance
actions’

DM

Roles of Employees
Basically, much of PSM responsibilities rely on employers to
provide effective and quality PSM program through top
management staff/ line managers. However, employees are
obliged to adhere strictly to laid down PSM programs.
e.g monitoring of process equipment to prevent process
deviations, Carryout Preventive Maintenance
as at when due etc

DM

Summary
•
•
•
•
•

•
•
•

•

Process safety management program is required by operators of chemical
plants and processes that are highly hazardous.
PSM involves participation of all stake holders and wider consultation is
required for effective implementation.
Employers plays a major role in managing PSM to prevent process related
incidents.
Employees’ positive response to stipulated PSM regulations is essential in
preventing PSM related incidents.
Implementation of lessons learnt from previous incidents plays an important
role in preventing accidents
Process safety incidents often result to major accidents
Effective management of PSM programs will significantly prevent or reduce
process related incidents.
Choosing and Setting the right Process Safety Performance Indicators is vital
in measuring progress/performance of PSM programs
PSM compliance auditing is essential in checking the degree of PSM
compliance ,Identification of gaps and creates windows for closing the loop
and also ,to ensure continuous improvement.
DM

Reference:
•
•
•
•
•
•
•
•
•
•

Petroleum Refinery Process Safety Management National Emphasis Program
(OSHA Instruction, Directive No. CPL 03-00-004)
process safety management of highly hazardous chemicals, OSHA 1910.119
HSE Offshore Installations (Safety Case) Regulations 2005.
Lees 1996, Loss Prevention in the Process Industries, volume 1,Vol-2,Vol-3
F.P.Lees, Butterworth & Co. Ltd., 1996
Process Risk and Reliability Management-operational integrity management, Ian
Sutton.
What went wrong –Trevor Kletz
Still going Wrong-Trevor Kletz
Chemical Process Safety, Learning from Case Histories-3rd Edition, Roy E. Sanders.
Process Hazards Analysis, Ian S. Sutton -Second Edition, 2003.
Developing process safety indicators –Health and Safety Executive UK.

DM

Thank You!
PSM IS A GOOD BUSINESS
Okudor Emmanuel
Principal Consultant, DM SHEFFIELD Ltd
T: +234-8026944107
E: emmanuel@dmsheffield.com
W: www.dmsheffield.com
DM

by

Principal Consultant,
Zub - Chord Tech Ventures (HSE CONSULTANTS), Lagos, Nigeria
skadiri782000@yahoo.com 2348120505968, 2348051441112

and

SAFETY
QUALITY

CREATIVITY &
INNOVATION

INTERVENTION
MORALE

COST

nosay2k2000@yahoo.com 2348033432081, 2348075996632

West African Safety, Health, Environment & Quality (WASHEQ), 31st August 2012. Accra, Ghana

What Will We Talk About?

• What is an Safety Management?
• What is an accident?
• Accident prevention program
• Basic elements of ISMS
• Where to get more help

Abstract
As SH&E professionals, we hear a lot about "the system" – those core
components

that

make

up

how

we

manage

safety

within

our

organization. The increasing importance of health and safety at the
workplace is prompting organisations to devise means of accident
prevention at work. There is a notion that “every workplace accident is
preventable”. For this to be realised, the organisation’s occupational health
and safety management systems need to be proactive. An Occupational
Health and Safety Management System (OHSMS) enables the organization
to identify hazards, assess risks and place the necessary risk control
measures in place to prevent accidents. This presentation suggests
integrated Safety management systems (ISMS) as one of the solution to
accident prevention in workplaces

Safety is absence of danger.
Safety is an attitude, a frame of mind. It is the awareness of

one’s environment and actions, all day, everyday.

Safety is knowing what is going on; knowing what can injure

anyone or anything; knowing how to prevent that injury and then
acting to prevent it. All it requires is intelligence and a reasonable
amount of native ability to see, to hear, to smell and to think.

What is an Occupational Health and
Safety Management System (OHSMS)?
An Occupational Health and Safety Management System (OHSMS) is a set of
plans, actions and procedures that assist an organisation to systematically
manage health and safety risk associated with their business.

It aims at providing a method to assess and improve performance in the
prevention of workplace incidents and accidents via the effective management of
hazards and risks in the workplace.

What is an Occupational Health and
Safety Management System (OHSMS)?
The OSHMS approach ensures that:
1.

2.
3.
4.

5.

the implementation of preventive and protective measures
is carried out in an efficient and coherent manner;
pertinent policies are established;
commitments are made;
all the workplace elements to assess hazards and risks are
considered, and
management and workers are involved in the process at
their level of responsibility.

DEMING CYCLE (PDCA), DESIGNED IN
THE 1950S

CSA Z 1000 & ANSI Z10

ILO OSHMS 2001

OHSAS 1800 series 2007

•Functions

Planning

Direction

Leadership

Results

Organizing

Structure

Measurement

Controlling

of Management System

Implementing

Advantages of a Systems Approach
1. A system that will meet your specific hazards & risks:

- Can prioritize planning, organizing,
controlling,
monitoring & reviewing components of the program
- Can allocate resources as “reasonable & practicable”
2. Legal compliance issues
3. Best industry practices
4. Equal focus of safety with other objectives –production,
quality, ...
5. A management system provides initiatives that are
sustainable.

“An unexpected, unplanned event in sequence of
events, that occurs through a combination of
causes. It results in injury or disease
to an individual, damage
to property or equipment,
a near-miss, a loss or any
combination of these effects”.

THE ACCIDENT HIERARCHY
•MANAGEMENT

SYSTEMS

•ROOT

CAUSE

•WORK

ACTIVITIES

•OPERATING

RULES

•VIOLATIONS

•MISTAKES

•ACCIDENTS

•DIRECT

CAUSE

Workers, unions and employees don’t
always agree on why accident happen.
Workers may say that the workplace is :
HAZARDOUS * UNSAFE * DANGEROUS *
BADLY ORGANISED

THE WORKPLACE IS TO BLAME.

Employers sometimes say that the
worker is :
•CARELESS * RECKLESS * SILLY *
ACCIDENT PRONE
•*STUBBORN * INCONSIDERATE *
IGNORANT

•THE

WORKER IS TO BLAME.

Some accidents may be due to human errors.
But the work environment must recognise that the workers
are human and sometimes make mistakes – this must be
acknowledged during workplace design.

Employers can improve the workplace so that stress, fatigue and
poor working conditions do not cause mistakes.

HAS BLAMING EACH OTHER SOLVED THE
PROBLEM ?
NO, AS CAN BE SEEN FROM THE ACCIDENT
FIGURES.

IMMEDIATE
DEATH
INJURY
PAIN
DISEASE
DAMAGE
LOSS
FEAR

SHORT TERM
MEDICAL TREATMENT
REPAIRS
REPLACEMENTS
LOST PRODUCTION
INCREASED COSTS
DISCIPLINE
LOW MORALE

LONG TERM
SUFFERING
DISABILITY
LOST INCOME
INSURANCE
COMPENSATION
MISTRUST
MISSED TARGETS
PROFITABILITY

RESULTS
HIGHER COST & LOWER PROFIT

MONEY SPENT FOR ACCIDENT IS NOT LIKE MONEY
SPENT FOR MATERIAL OR WAGES. THERE IS NO
RETURN ON MONEY SPENT FOR ACCIDENT.

THE ACCIDENT STUDIES
MANAGEMENT
Through Supervision
Controls

MAN FAILURE
Knowledge, Attitude, Fitness, Ability
•Which

Behavioural

Causes or Permits

UNSAFE ACTS
OF PERSONS

UNSAFE MECHANICAL OR
PHYSICAL CONDITIONS

INEXPLICABLE

88%

10%

2%

•Which

Cause

ACCIDENTS
2% are unpreventable
50% are practically preventable
98% are of a preventable type

CHAIN OF ACCIDENT CAUSATION
•Management

Basic Causes

Safety Policy & Decisions
•Supervisory Performance
•Personal Factors
•Job Factors

Human Factor

Immediate
causes

Substandard
Practices

Incident - Contact

Substandard
Conditions

ACCIDENT
unplanned release of
Energy and/or
hazardous material

Accident Results
Personal injury
Property damage
Uninsured Costs

•DIRECTLY

•INDIRECTLY

INVOLVED

INVOLVED

 Fatigue
 Stress
 Taking shorts cut
 Lack of experience
 Lack of training
 Lack of concentration
 Not wearing
appropriate PPE
 Using incorrect tool
 Not following work
practices

 Fault with the
original design of a
piece of equipment.
 Inappropriate
purchasing decisions.
 Behavior of fellow
individuals in the
workplace.

 Operating without clearance/failure to secure or warn.
 Operating or working at unsafe speed.
 Making safety devices inoperative.
 Using unsafe equipment or equipment unsafely.
 Unsafe loading, placing, mixing, combining, etc.
 Taking unsafe position of posture.
 Working on moving of dangerous equipment.
 Distracting, teasing, abusing, startling, etc.
 Failure to use safe attire or personal protective devices.

 Inadequately guarded, guards of improper height, strength, mesh, etc.
 Unguarded absence of required guards.
 Defective, rough, sharp, slippery, decayed, cracked, etc.
 Unsafely designed machines, tools, etc.
 Unsafely arranged, poor housekeeping, congestion, blocked exits, etc.
 Inadequately lighted, sources of glare, etc.
 Inadequately ventilated impure air sources, etc.
 Unsafely clothed, no goggles, gloves,
masks, wearing high heels, etc.

 Unsafe processes, mechanical,
chemical, electrical, nuclear, etc.

Management
System
Pressures
•Financial

restrictions
•Lack

of
commitment

•Lack

of policy

•Lack

of
standards

•Lack

of training

Social
Pressures

•Group
•Trade

attitude

customs

•Tradition
•Society

attitudes
to risk taking

•‘Acceptable’

behaviour in the
workplace

ACCIDENT RATIO STUDIES
THE HEINRICH THEORY
(USA-1931)

SERIOUS / FATAL

1

MINOR INJURIES

29

THE TYE/PEARSON
THEORY (UK-1974/75)

NON-INJURY

•300

1
3
•1

10
30
600

SERIOUS / FATAL
MINOR INJURIES
PROPERTY DAMAGE
NON-INJURY

THE BIRD THEORY (USA1969)

50
80
400

SERIOUS / FATAL
MINOR INJURIES
(1 TO 3 DAYS MC)
FIRST-AID INJURIES
PROPERTY DAMAGE
NON-INJURY / DAMAGE

Accident Prevention
Man + Machine + Uncontrolled Energy Release = Accident***

Energy Source

•

Associated
Hazards

•Gravity
•Chemical
•Thermal
•Residual Stored
•Pneumatic
•Hydraulic
•Pressurized Liquids / Gases
•Mechanical

Accident
Triangle

Man

Machine

***Removing one element or creating effective barriers will reduce risk of having
accident.

Accident Prevention Objectives

• Moral
•
•
•
•

Duty of Care
Environmental Affairs
Physical and Emotional pain
Worker Morale

• Legal
• Enforcement and Prosecution
• Civil Law

Accident Prevention Objectives
Economic
Direct Costs and Indirect Costs

£1

£8 -£36

Insured Costs – Injury, Ill
health, damage
Uninsured Costs – Product
and material damage, Plans
and Building damage, Legal
Costs, Emergency Supplies,
Cleaning Site, Production
Delays, Temp Labour, Fines
etc etc

The first minute in an area concentrate entirely
on the actions of the people in the work area
and ask yourself three questions:
1) Are they doing the job right?
–

Right from safety and health standpoint

2) Could they get injured or cause damage to property?
3) Does anything look different, out of place?

PROACTIVE SAFETY MANAGEMENT
Proactive Safety Management measures progress by
% Safe Behavior not by accident rates

Fatalities
Lost-time
Accidents
REGULATORY
Recordables

Reactive
Safety
Management

First Aid

BEHAVIOR

PROACTIVE
Safety
Management

Fatalities
Lost-Time Accidents
Recordable Accidents
First Aid Accidents

Unsafe Behaviors

How to Measure Safety Performance?
Where to Focus Safety Efforts?

Conclusion
PLAN, DO, CHECK & ACT
with a
SMILE AND RESOLVE
on a
RISK BASIS
with the aim of
CONTINUAL IMPROVEMENT
within
EACH OH&S PROGRAM ELEMENT
as well as
THE ENTIRE OH&S PROGRAM

TPM:
A VERITABLE TOOL
FOR ACHIEVING
HSE EXCELLENCE

PRESENTED

by

Dr Olugbenga O. Bejide
olugbenga_bejide@yahoo.com

@

WASHEQ 2012
La Palm Beach Hotel, Accra
August 31, 2012

OUTLINE
•
•
•
•
•
•

Introduction
What do we want to achieve?
Cause and effect of accidents
Safety Improvements
Safety Pillar Management
Summary & Conclusion

LEARNING OBJECTIVES
• To identify main causes of workplace
accidents
• To be able to prioritise means of
accident prevention
• To detect human and environmental
risk factors in the work environment
• To design and implement a safety
pillar management system

WHY WORKPLACE SAFETY?
• To protect workers against risk factors
• To reduce risk causes to a minimum
level making human life safer
• To increase the quality of work
activities
• To assure workplace safety
• To create new and better
environmental and work conditions

ICEBERG THEORY
serious accidents

1

reportable accidents

29

minor accidents

300

SOME ENVIRONMENTAL FACTORS
•
•
•
•
•
•

Illumination
Heat
Humidity
Noise
Equipment
Slippery floor

SOME HUMAN FACTORS
•
•
•
•
•
•
•

Negligence
Tiredness
Distractions like phones, music, etc
Lack of relevant skill
Lack of experience
Deviation from SOP
Short cuts

CATEGORIES OF ACCIDENTS
•
•
•
•
•
•
•

Violation of safety rules
MAN
Poor housekeeping
ENVIRONMENT
Poor machine design
MACHINE
Poor tool or equipment condition MATERIALS
People not trained enough
MAN
Using wrong/inappropriate method METHOD
Oil leaks
MACHINE/ENVIRONMENT

ATTAINING ‘ZERO’ ACCIDENT LEVEL
• Supervision by the person responsible for
management
• Train people to be safety-conscious
• Create an environment in which safety
rules are respected
• Ability to foresee danger
• Techniques to avoid danger
• Established restoration procedure

ELIMINATION OF ACCIDENTS (‘0’ level)
• Training
• Promotion
• Risk assessment
• Accident and near-miss analysis

7 OTHER PILLARS
•
•
•
•
•
•
•

AM Pillar
autonomous maintenance
PM Pillar
planned maintenance
Focused improvement Pillar
Quality Maintenance Pillar
T & E Pillar training and education
Initial Phase Control Pillar
TPM Office Pillar

BASIC TPM TOOLS
•
•
•
•
•
•
•
•

5Y
5S
RCFA root cause failure analysis
Countermeasures
Collaboration with other PILLARS
Define KPI and standards
Near-miss and accident analysis
Restoration

SIX STEPS OF SAFETY PILLAR MANAGEMENT
• Identify safety priorities
• Analyse every accident and implement
improvement actions
• Reduce accidents through restoration of
physical workplace safety standards
• Reduce accidents through restoration of
discipline
• Implement the safety system
• Further safety improvement

1. IDENTIFYING SAFETY PRIORITIES
• Formalise KPI and targets
• Assess all actual activities carried out for safety

• Introduce the accident mode and first aid
recording system
• Introduce and spread the concept of near
misses and implement a recording system
• Carry out accident and near misses deployment

• Link deployments to areas to attack.
Prioritise the areas and draw up a plan

2. ANALYSE EVERY ACCIDENT &
IMPLEMENT IMPROVEMENT ACTIONS
• Select and train safety experts and
safety teams
• Introduce single accident and first aid
analysis to find out root causes
• Introduce near misses analysis
• Support a plan of countermeasures
• Start horizontal expansion of actions
on similar situations

3. REDUCE ACCIDENTS THROUGH RESTORATION OF
PHYSICAL WORKPLACE SAFETY STANDARDS

• Carry out hazard identification and
risk assessment in critical areas
• Assess and restore workplace
compliance with safety standards
carrying out 5S
• Introduce the safety tagging system
• Carry out safety-oriented cleaning
activities in conjunction with AM PILLAR

4. REDUCE ACCIDENTS THROUGH
RESTORATION OF DISCIPLINE
• Assess the know how of safety with the
aid of T & E PILLAR
• Carry out focused training to fill the gaps
• Understand behavioural standards
• Understand and analyse behavioural anomalies

• Eliminate anomalies through training and
fool-proof devices
• Introduce checklists to audit safety
standard application

5. IMPLEMENT THE SAFETY SYSTEM
• Introduce safety audit system
• Introduce accident simulation
• Support the plan of horizontal
expansion of implementation of
countermeasures
• Check the implementation of long term actions
• Check the effectiveness of

6. FURTHER SAFETY IMPROVEMENT
• Carry out residual risk analysis
• Further improve environmental
conditions
• Achieve excellent balance between
behaviours and safety devices
• Introduce a safety preventive
assessment for process and machine
modification

SUMMARY & CONCLUSION
is a
world class manufacturing (WCM)
systematic and integrated
approach to manufacturing safety,
health and environment
management which has been
proven to be result-oriented tool in
achieving zero accident level

TOTAL PRODUCTIVE MANAGEMENT (TPM)

RECAP
•
•
•
•
•
•

Introduction
What do we want to achieve?
Cause and effect of accidents
Safety Improvements
Safety Pillar Management
Summary & Conclusion

August 2012

Tullow Ghana Limited
Influencing EHS through Local Content

Tullow Safety Rules

Tullow Safety Rules – what we will cover today…
•
•
•
•
•

LOCAL CONTENT IN TULLOW
CEO MESSAGE ON EHS
COMMITMENT AND EXPECTATION
FOUNDATION FOR OPERATIONS
TULLOW SAFETY RULES

Rule 1:
Rule 2:
Rule 3:
Rule 4:
Rule 5:
Rule 6:
Rule 7:
Rule 8:
Rule 9:
Rule 10:
Rule 11:
Rule 12:
Rule 13:
Slide 2

Permit to Work
Energy Isolation
Working at Height
Lifting Operations
Excavation Work
Confined Space Entry
Process Safety
Management of Change
Driving Safety
Hazardous Materials
Contractor Management
Environmental Management
Health and Hygiene

Tullow Safety Rules

What does local content mean to Tullow?

Slide 3

Tullow Safety Rules

Some benefits of driving local content
• Reduces time in the SCM cycle
• Cost reduction in the inventory &
stock management
• Reduces reliance on international
suppliers
• Leaves a good legacy for the
promoters
• Creates shared prosperity

Slide 4

Tullow Safety Rules

Influencing HSE through local content
• Our personnel,
• The environment
• Surrounding communities
Tullow Ghana Limited:
• is committed to supporting
the effective implementation
of these rules.
• expects that everyone give
their own commitment to
adhering to these
requirements in their work.

Slide 5

Tullow Safety Rules

Message from CEO
Safety is of paramount importance to Tullow and
we all have a personal responsibility to look after
ourselves and the people we work with.
The Tullow Safety Rules have been set out to
protect you and manage the day-to-day risks
associated with our operations, so please take
the time to understand the rules and apply them
to your work.
I encourage you all to speak up and stop any
operations which may be unsafe, as there is
nothing more important than ensuring all our
staff return home safely every day.
Thank you for your support in pro-actively
managing safety across our Tullow operations

Slide 6

Tullow Safety Rules

Commitment and Expectation
Tullow is committed to the safety and wellbeing of its people,
the environment and surrounding communities.
Tullow will:
• Identify risks associated with the execution of
Tullow’s business
• Develop a set of mandatory rules that must be
applied
• Communicate Tullow’s expectations and
requirements to everyone engaged in the execution
of Tullow’s business
• Allocate sufficient competent resources to support
the effective implementation of these rules
• Require everyone to comply with these rules
• Require everyone to report any variances and/or
violations
• Undertake assurance activities

influencing HSE through local content

Tullow Safety Rules

Commitment and Expectation (cont.)
Tullow expects that each employee and contractor is able to return home at the end
of the working day without having suffered or caused harm in any way to themselves,
others, the environment or surrounding communities.
Tullow expects:
• The Tullow Safety Rules form part of induction
processes
• All employees and contractors are conversant with
the Tullow Safety Rules
• Employees and contractors will only undertake work
for which they have been trained and deemed
competent
• All employees and contractors are personally
accountable for the implementation of these Tullow
Safety Rules as they apply to their specific role.
• Any variance and/or violation is immediately reported
• All employees and contractors to intervene and stop
work for instances where these Tullow Safety Rules
are not adequately managing the risks.
Slide 8

Tullow Safety Rules

Foundation for Operations
Fundamental requirements which are the foundation for EHS aspects of
operations include:
• Work will not be conducted without a task risk
assessment and a safety discussion appropriate to that
level of risk
• People will be trained, competent and fit to conduct
the activity
• Personal Protection Equipment (PPE) will be worn as
detailed in the risk assessment and minimum site
requirements
• All equipment to be utilised is proven to be fit for
purpose Equipment found to be damaged or defective
is removed from service.
• Rescue, recovery and emergency response plans and
specified equipment, developed from a review of
potential emergency scenarios, is in place before
commencement of the activity
• Everyone has an obligation to stop work that is unsafe
Slide 9

Tullow Safety Rules

RULE 1 – Permit to Work
Application
Applies to confined space entry, excavation work, work on energised systems (electrical,
mechanical, hydraulical, thermal), hot work, heavy lifts, working at heights, work with
hazardous materials (including radioactive materials) and any non-routine activities.

Hazards

Requirements

• Failure to recognise
hazards and controls

• Permits must:
− Specify activity and location

• Uncontrolled activities
within hazardous
environments

− Identify hazards and controls

• Ineffective
communication of
hazards and controls

− Be approved by the accountable and responsible parties

• Loss of control of
hazardous work
activities during an
emergency

Slide 11

− Reference any associated certificates and risk assessments
− Identify any conflicting work activities

•
•
•
•
•

!

Permits must be issued and controlled by the permit control centre
Permits must be displayed at the work site and permit control centre
A task risk assessment must be conducted
Hazards and controls must be communicated to all involved persons
Permits must be closed-out upon completion or suspension
of the activity

Tullow Safety Rules

RULE 1 – Permit to Work

Roles and
Responsibilities
Supervisor
• Provide fit-for-purpose permit system and
control centre
• Provide training and competency assessments
• Verify that controls are in place

Individual
•
•
•
•
•

Identify the need for a permit
Identify all hazards and controls
Identify work interfaces
Communicate hazards
Ensure controls are in place

Slide 12

Tullow Safety Rules

RULE 2 – Energy Isolation
Application
Applies to the identification, isolation and testing of energy (electrical, mechanical,
hydraulic, thermal) sources to dissipate any residual energy and secure the isolation by
using a lock out device.

Requirements

Hazards
• Unexpected start-up
• Inadequate isolation
• Failure of isolation
• Inadvertent / malicious
de-isolation

!
Slide 13

• Work must be conducted under an isolation certificate and task risk
assessment
• Equipment must be shut down using the standard stopping procedure
• Equipment must be isolated from all energy sources
• Isolation(s) must be secured using a lock out device
• Stored or residual energy must be dissipated to a zero energy state
• Equipment must be disconnected from the energy source(s) by first
checking that no personnel are exposed and then verified by testing to
ensure the equipment will not operate
• Isolation and de-isolation of energy sources must be
communicated to all involved persons
• All personnel involved in the isolation of energy sources must
be suitably trained and competent

Tullow Safety Rules

RULE 2 – Energy Isolation

Roles and
Responsibilities
Supervisor
• Provide fit-for-purpose lock devices
• Provide a system for the management of
isolations and de-isolations

Individual
• Identify all hazards and controls
• Identify affected personnel / groups and
communicate hazards
• Use appropriate isolation points
• Ensure controls are in place

Slide 14

Tullow Safety Rules

RULE 3 – Working at Height
Application
Applies to work conducted at 2 metres (or 6 feet) or higher above a working surface, or
where a fall could result in a significant injury.
Note: Risk of significant injuries may occur from heights less than 2 meters (or 6 feet), as such, appropriate
controls and mitigation measures must be in place to manage such risks.

Requirements

Hazards

• Consider an alternative approach other than working at height

• Fall from height
• Man overboard

• Any erected fixed platforms or scaffold structures must be inspected and
approved by a competent person prior to use

• Dropped object

• A task risk assessment must be conducted
• Work must be conducted using a personal fall arrest system, consisting of a
full body harness, shock absorber and lanyard
• Individuals must remain attached to a suitable anchor point at all times.
• Fall arrest equipment must be visually inspected prior to every use
• Fall arrest equipment must be maintained and fit-for-purpose
• Work must not be conducted alone
• Areas below must be cordoned off below and tools always secured at height
• Rescue plans must be developed and in place

!
Slide 15

• All personnel involved in working at height activities must be
suitably trained and competent

Tullow Safety Rules

RULE 3 – Working at Height

Roles and
Responsibilities
Supervisor
• Provide fit-for-purpose fall arrest equipment
• Provide system to manage the periodic
maintenance of equipment

Individual
•
•
•
•
•

Visually inspect equipment and report defects
Identify all hazards and controls
Identify work interfaces
Communicate hazards
Always secure tools at height and remove from
work area
Slide 16

Tullow Safety Rules

RULE 8 – Management of Change
Application
Applies to the identification, evaluation, and approval of change that ensures risks
associated with a specific change are managed prior to the commencement and/or
continuation of activities.

Requirements

Hazards

• A management of change process must in place, and must ensure that:

• Inappropriate change,
increasing risk to
operations

−
−
−
−

Hazards associated with the change are identified
Controls are in place
Procedures, plans and specifications are appropriately revised
Managers approve

• Ineffective
implementation
of change

• An approval framework commensurate with the risk must be in place

• Poor communication
of change

• Controls must be verified as being in place prior to the continuation
and/or commencement of operations.

!
Slide 17

Tullow Safety Rules

RULE 8 – Management of Change

Roles and
Responsibilities
Supervisor
• Provide a process for the management of change
• Approve execution of change
• Verify that controls are in place prior to the
continuation and/or commencement of activities

Individual
• Perform change risk assessment
• Update relevant procedures, plans and specifications,
as appropriate
• Ensure all controls are in place

Slide 18

Tullow Safety Rules

RULE 9 – Driving Safety
Application
Applies to all the control of people and equipment transport by vehicles used to support
all parts of Tullow operations.

Requirements
Hazards

• Vehicles must be fit for purpose, inspected and confirmed to be in safe working condition

• Collision with fixed
structure or other
vehicle

• Daily and pre-use inspections must be conducted on all vehicles

• Individual struck by
vehicle or transported
load

• Vehicles must have driver’s airbags, and where manufacturer fitted, passenger airbags fitted

• Vehicle roll-over

• Individuals must establish visual contact or communication with vehicle operator to ensure
safe approach

• All occupants must wear three point seat belts
• Vehicle safety devices (warning lights, reverse alarms, speedometers) must be operational
• Loads must be secured and must not exceed vehicle load specifications
• Number of passengers must not exceed the manufacturer’s maximum specification

!
Slide 19

• Drivers must:
− Be trained, certified and medically fit to operate the class of vehicle
− Obey speed limits and applicable site and road rules
− Adjust their speed and journey plan based prevailing weather conditions
− Not be under the influence of alcohol, drugs or suffer from fatigue
− Not use hand-held cell phones or radios while driving
− Not drive at night outside city limits

Tullow Safety Rules

RULE 9 – Driving Safety

Roles and
Responsibilities
Supervisor
• Provide fit-for-purpose vehicles
• Provide training and medical assessments
• Provide system for to manage the periodic
maintenance of vehicles

Individual
• Visually inspect vehicles and report defects
• Ensure training, competency and licensing
requirements are satisfied
• Ensure all passengers comply with
relevant controls

Slide 20

Tullow Safety Rules

RULE 10 – Hazardous Materials
Application
Applies to all materials that when released into the environment or comes in contact
with an individual could cause illness, injury, or death to people or impact on the
environment if improperly treated, stored, transported or discarded.

Requirements

Hazards
• Ignition – fire / explosion
• Corrosion – degradation
of equipment
• Toxic – inhalation,
contact with skin
• Reactive – release of
hazardous materials

!
Slide 21

• Consider an alternative approach other than using hazardous
materials
• A register of all hazardous materials on the site/facility must be
maintained
• Work involving the use of hazardous materials must be conducted
under a written permit and task risk assessment
• Up-to-date MSDS must be readily available and used
• Appropriate PPE must be readily available and worn
• First aid equipment must be fit-for-purpose and operational
• Hazardous material storage and transport vessels must be adequately
labelled
• Hazardous materials must be segregated from incompatible
materials and hazardous areas

Tullow Safety Rules

RULE 10 – Hazardous Materials

Roles and
Responsibilities
Supervisor
• Provide a system for managing hazardous
materials on a site/facility
• Provide appropriate PPE and first aid equipment
• Verify the use of up-to-date MSDS
• Verify controls are in place

Individual
• Review and use MSDS
• Ensure written permit and task risk assessment
identify all hazards and controls

Slide 22

Tullow Safety Rules

Tullow’s Policy on Offshore Travel, Training & Medical
TGL has a strict Policy on anyone travelling offshore.
• MUST have completed Basic Offshore Survival Induction and Emergency Training
(BOSIET) with a valid, in date, BOSIET Certificate.
• MUST have completed a UKOOA standard OFFSHORE medical and have a valid, in date,
UKOOA Medical Certificate that confirms your fitness for working offshore.

Slide 23

Tullow Safety Rules

BOSIET Training
SMTC Training Centre which is part of the Regional Maritime University (RMU)
inTema (the only OPITO Approved Training School in Ghana for BOSIET training)
The training is a three day course and includes the following elements:• Sea Survival (Helicopter Ditching)
• Simulated Helicopter Underwater Escape Training (HUET)
• Basic Fire Fighting
• Elements of First Aid training
The BOSIET Training Certificate is valid for FOUR years and is accepted for any
offshore working worldwide.
BOSIET Certificate must be submitted to Tullow at the Helicopter Base in Takoradi.

Slide 24

Tullow Safety Rules

BOSIET Training – this could be you ☺

Slide 25

Tullow Safety Rules

Fitness For Travel Offshore – UKOOA Offshore Medical
Tullow accepts offshore medical certificates from the following Medical Examiners in
Ghana.
• West African Rescue Association (WARA), Accra/Takoradi
• International SOS, Accra/Takoradi
• The Cocoa Clinic, Accra
• Sycamore Medical Centre, Takoradi
• Port Medical Centre, Tema
The Certificate is valid for TWO years and is accepted for working offshore
worldwide.
A copy of this certificate MUST be submitted to Tullow before travelling offshore.

Slide 26

Tullow Safety Rules

Thank you!

Tullow Ghana Limited
NO. 71 GEORGE BUSH HIGHWAY, NORTH DZOWULU
Tel:+233 (0) 302 215400 / 742200
Fax: +233 (0) 302 766370

WASHEQ Conference:
Striving for HSE Excellence
August 2012

Iykay Onyemaobi

Health Safety & Environment
(HSE) Regulatory Model
Lessons from UK Regulations
and Recommendations

Presentation Outline
• Introduction
• Overview
• History of UK Health & Safety Legislation
• EU Influence on UK Health & Safety
• Components of UK H & S Legislation
• E.g of a UK Sector H & S Legislation
• E.g of Key Health & Safety Regulations
• UK H & S Enforcement Model
• Challenges of UK H & Safety Regulatory Framework
• H&S Legislation in West Africa
• Recommendations
• Conclusion

Introduction
Why Manage Health & Safety?
• Costs (Financial Loss)
• To Avoid Prosecution
• Humanitarian and Moral
reasons

Introduction
Why is Health & Safety legislation important?
• Major accidents still happen
• To set the necessary framework
• Ensure sensible health and
safety practices

Overview
1

The legal status sets the
framework for health and
safety legislation

6

Responsibility for health and
safety lies with those who own,
manage and work within the
environment

5

The standard of health and
safety regulations in UK are
achieved due to flexible
regulatory system

UK health and
safety regulations
dates back over
150 years

2

Health and Safety
enforcement is spear headed
by the Health and Safety
Executives (HSE)

3

HSE ‘s job is to prevent
4
people being killed, injured
In order to enforce the law,
or made ill by work
health and safety inspectors
have important statutory
powers

History of UK Health & Safety
1802

First Legislation

1833

First Factories Act

1843

First Mines Legislation

1863

First Railways Legislation

1901, 1937,1961

New Factories Acts

1952

First Agricultural legislation

1959

Nuclear installations covered by H&S legislation

1971

First offshore plant covered by H & S legislation

1974

Health and Safety at Work etc Act 1974

1975

Health and Safety Executives (HSE) created

1980s

EU Directives implemented as UK legislation

EU Influence on UK H&S legislation
The main categories of European law that have
binding influence on UK Health and Safety
Legislation are:

• EU Regulations – direct application /binding on
member states eg REACH is an EU regulations

• EU Directives – indicate the results to be
achieved, but implementation leads to national
legislation eg dangerous substance and dangerous
preparations directives led to CHIP, COSHH in UK

Components of UK H&S legislation
Acts / Statutes
• They are written law; passed into law by Parliament; thus are legal document
• It is the primary legislation
• Breach leads to court/fine/imprisonment
Regulations / Statutory Instrument
• They are written by HSE
• They are passed into law by Parliament; thus are legal documents
• They are secondary legislation permitted by an ‘enabling’ act
• Breach leads to court/fine/imprisonment
Approved Codes of Practice (ACOPs)
• They are Quasi-legal documents
• They have no legal standing , but may be taken into account in the court of
law
• They explain the regulations in greater detail
Guidance
• They are specific to a particular health and safety problem
• They help people achieve compliance with legal requirements
• They give technical advice

Components of UK H&S legislation
Approved Codes of Practice (ACOPs)

Statutory Instruments (Regulations)

Number of ACOPs- ~52

Number of Regulations- ~150

Key ACOPs
1. COSHH Approved Code of Practice
2.MHSWR Approved Code of Practice
3. Safe Use of Equipment ACOP
4. Safety in installation and use of gas systems
ACOP

Key Regulations
1. Management of H & S at Work Regs
2. Control of Noise at Work Regs
3. Manual Handling Operations Regs
4. Provision & Use of Work Equipment Regs

ACTS
Guidance
Number of Guidance- ~65
Key Guidance
1. A guide to RIDDOR
2. A short guide to PPE at Work Regs
3. Memorandum of guidance on Electricity
At work regs
4. Workplace H, S & W: a short guide for
managers

Health and Safety
at work Act 1974

EU Regulations
Number of EU Regulations- ~4
Key Regulations
1. EEC Council Regulations relating to
Safety & Health at work
2. EEC Council Regulations – REACH

9

EU / UK H & S Regulatory Framework
Health & Safety at Work Act

SUPPORTING LEGISLATION - PUWER, LOLER, PSR, etc
APPROVED CODES OF PRACTICE
Guidance Notes, API, NFPA, BS, EN,

EU Direc
irectives

PFEER

General Regs

Major Hazard Regs

Health Regs

Construction Regs

Workplace Regs

EU Regulations

Example of a UK Sector H & S Legislation

UK Offshore Safety Legislations

E.G of Key Health & Safety Regulations
The Health and Safety at Work Act 1974

Employers’ Duty:
General duties on Employers to ensure, so far as is
reasonably practicable, the health and safety of their
employees, and others who might be affected by their
undertaking.

Employees’ Duty:
It is also the general duty of employees to
take reasonable care for the health & safety
of himself and of other persons who may
be affected by his acts or omissions at work.

E.G of Key Health & Safety Regulations
Management of Health & Safety at Work 1999 (MHSW)
Employers responsible for:
• Risk assessment of the risk to the health & safety of employees and others who might
affected by his/her work.
• Preventive and protective measures on H&S of employees. (E.g. health surveillance,
information for employee, training, contacts with external emergency services.)
Employees responsible for:
• Complying with the employer procedures and trainings requirements.
Special requirement on the employees below:
New/expected mothers: A complete risk assessment is needed. If necessary, alter the
work hour to reduce any risks.
Young person: They should be protected at work due to their lack of experience and
awareness. No young person should be employed if the work might impose high risk to
his H&S.

Health & Safety Executive (HSE)
1974
1975

Health and Safety at Work etc Act 1974
Health and Safety Executives (HSE) created

HSE was created as part of the recommendation for all
government safety regulators to be brought under one
umbrella with a common statute / act ie HSW Act 1974
Role of HSE is prevent people from being killed,
injured or made ill at work. To achieve this, HSE
inspectors....
•
•
•
•
•

Inform / Advice
Inspect
Enforce
Investigate, and
Prosecute

UK H & S Enforcement Model

• Enforcement management model (EMM)
provides the framework which helps
inspectors make enforcement decisions
• Provides a common language to discuss
enforcement
• provides an auditable trail for enforcement
decisions
•Protects the Inspector

Challenges to UK H&S Regulatory Framework

Societal:

EU Influence

Organisation

•EU requirements due to treaty
•EU legislations duplicate HSWA
• EU doe not like ACOP concept
• Trade v social Directives
• EU does not like ‘reasonably practicality’

• Too many regulations
• Aging population
• Skills gap
• Compensation driven society
• Insurance overkill approach

• Massive cost to organisations
• Climate of fear approach
• Legislation & new technology
• Skills gap
• Cooperate memory

H & S Legislation in West Africa
• Benin
• Burkina Faso
• Cape Verde
• Cote d'Ivoire

• Gambia
• Ghana
• Guinea
• Guinea-Bissau

• Liberia
• Mali
• Mauritania
• Niger

ANY ?

• Nigeria
• Senegal
• Sierra Leone
• Togo

Recommendations
•
•
•
•
•
•
•
•
•

Better and smarter regulations
Necessary legal framework
Independence from political interference
Work in partnership – need to
Fair system of compensation
Targeted intervention approach
Look out for each other culture
Competency- knowledge/capacity building is key
Lessons learnt

Conclusion

Sensible health and safety legislation
is a cornerstone
of a civilised society

WASHEQ
2012

“THE BATTLE” – REDUCING FRONTLINE
EMPLOYEE STRESS AND HUMAN ERROR
Engr. Jamiu Badmos
Director, ISQEM, US

STRESS MANAGEMENT
We will discuss two important aspects:
Understanding Stress

Practical Guidelines to Stress
Management

Stress
The No.1 disease of the modern age
All pervasive
The Hidden Enemy
Uniquely different from other diseases
Underlying factor for a variety of
physical & mental illnesses

What is STRESS ?

The adverse reaction people have to excessive pressure or
other types of demand placed on them - HSE

It is a state
of mind
which
distorts
comfortable
way of living

Distress due
to any kind of
burden,
pressure or
hardship

Any condition
that gives rise
to worry,
tension &
frustration

How does STRESS arise?
Work
Stressors
People
Stressors

Mind
Stressors










Body
Stressors





Always too much work; never able to relax
Efforts often seem for nothing – Don’t get
satisfying results
Tension with family, friends or romantic
partner
Incompatibility with colleague’s habits,
schedule, lifestyle
Interpersonal conflict; trouble expressing
needs or standing up for rights
Worry about what people think?
More time spent thinking about what did
go wrong than where you can go from
here
Motivation problems, difficulty getting
started
Insufficient sleep
Inadequate nutrition, missed meals,
reliance on junk food
Aversive environment

STRESS ARISES…
from a transaction between an
individual and the environment when
the individual perceives the stimuli as :
Damaging
Threatening
Challenging

Effects of Stress
Behavioral

Physiological

Emotional

Cognitive

• Over-eating
• Excess alcohol
• etc.

• Rapid heartbeat
• High BP

• Anxiety
• Depression
• Instability

• Decreased
concentration

• Obesity
• Alcoholism
etc.

• Headache
• Heart Disease
• Hyper tension
• Asthma

• Chronic anxiety
• Depression
• Phobia
• Temper tantrum

• Amnesia
• Sleep disorders

Decreased Productivity, Decreased enjoyment, Instability of Mind

Human Function Curve
E = Exhaustion
I = Ill Health

B = Breakdown

E

Performance

I

Arousal

B

Stress arises when:

Demands

Resources

Demands > Resources

Why do we need to tackle stress?

When stress goes

The productivity will go
AND
The sickness/absence will go

Different people resort to different ways to
tackle stress
Drinking

Tranquilizers & Other drugs

Smoking
Gambling

Do they really help ?

No No No!!!!!!!!!

TACKLING
STRESS
Some practical
guidelines

Managing Stress
Learn
to say no!!

Don’t work too
long hours

Plan regular breaks

Express
your
feelings

Make time for
social activities

Separate
work from home

Don’t
become
addicted

Appreciate your
colleagues

Seek
support

Exercise
regularly

Don't be
a perfectionist

Don’t do all
things by
yourself

ORGANIZATIONAL APPROACH

Establish
a strategy

Managing
Occupational
STRESS

Redesign the
organization’s
structure

Reshape the
organization’s culture

WASHEQ 2012 conference ppt slides

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