Behavioural Safety. Organisation?? INPUT OUTPUT. CII Eastern Region Safety Symposium And Exposition nd November 2011 QUALITY PRODUCT

Transcription

1 Behavioural Safety CII Eastern Region Safety Symposium And Exposition nd November 2011 Organisation?? RAW MATERIAL INPUT OUTPUT QUALITY PRODUCT WORKFORCE SMILING PEOPLE 1

2 A Glimpse Into The Factories Act 1948 Every Occupier Shall (a) ensure, so far as is reasonably practicable, the health, safety and welfare of all workers while they are at work in the factory: (b) provide and maintain plant and systems of work in the factory that are safe and without risks to health: (c) make arrangements for ensuring safety and absence of risks to health in connection with the use, handling, storage and transport of articles and substances: (d) provide necessary information, instruction, training and supervision for the health and safety of all workers: (e) maintain all places of work in the factory in a condition that is safe and without risks to health: (f) provide and maintain such working environment in the factory that is safe, without risks to health and with adequate facilities and arrangements for welfare of workers. All of above and more get elaborated in the rules Some Facts Unsafe Acts Unsafe Conditions & Equipments 4% 96% Most Injuries are caused by: Unsafe acts, at risk behaviours and poor decisions AND NOT DUE TO CONDITIONS AND EQUIPMENT. Unsafe Acts may be in form of - Improper PPEs - Not following of procedures - Not using right tools and tackles - Way people position themselves or react to a situation - Housekeeping - Ergonomics 2

3 Behavioural Safety?..process that helps an individual at work and off work to understand / identify and choose a safe behavior over an unsafe one Conceptually easy to understand but difficult to implement and sustain Requires high commitment levels of the senior leadership team Requires involvement of employees across the organisation. Creates an atmosphere of transparency within the organisation Tight accountability in place The Process Sets in a culture where behaviour is managed My role in The Journey Two key roles in driving behaviour based safety Weekly two hours observation (it is a contact sport!) Chosen the best, young and experienced GT to lead program from MD s office Attended the first training program for the company for 3 days Consequence management on the MD Created deployment structure and all communication starts with Safety (not just announcements!!) Create mechanism for regular assessment of performance and make it Board agenda Impact on business Improved Morale Better Productivity Higher Profitability I care Words and actions and involvement Accountability for effective deployment / sustenance of management system 3

4 TCIL an introduction TCIL: The Tinplate Company of India Limited A TATA Enterprise located in Jamshedpur A downstream facility in the steel business / supply chain Tinplate is an environment friendly steel packaging medium Middle of Jamshedpur with township and hospital 1800 employees Proud recipients of JRDQV award, CII EXIM prize and the TPM award. Safety Excellence Journey..the start Prior to 2010: - safety approach reactive and trying to comply to regulations Need to change: - Stagnating safety records and general feeling not a safe place - We were expanding from X to 2X (and space was a constraint) Challenges in implementing Change: - Hiding unsafe incidents was common - Safety is safety department s responsibility and not a line responsibility We received guidance and help from Tata Steel 4

5 Health and Safety Policy for alignment And Decision Making BELIEF: The Safety and Health of all the people who work in and with The Tinplate Company Of India Limited is our number one priority. PRINCIPLES: All injuries and work related illness can and must be prevented. All employees and contractors are responsible for their own health and safety and that of their colleagues, with management accountable. Employee engagement and training is essential. Working safely is a condition of employment for all employees and contractors. Excellence in health and safety drives excellent business results. Safety and health is integrated into all our business management systems and processes. Safety Excellence Journey..the Deployment Union Committee Members are part of all committees and DICs Apex Safety Council (Chaired By MD) Four Apex Safety Sub Committees Audit and Training And Contractor Safety and Safety Standards, Observation Communication Occupational Health Rules and Procedures Five Divisional Implementation Committees (DICs) CRMs Coating lines Plant Services Projects General Services Divisions and Departments Policy Management Daily Management Unlike Past Safety Department plays a role of coordinator, consult with line managers and advice the senior management. 5

6 Training & Communication Training 100% coverage of employees on behavioural safety Mass Communication Skits by employees inside works On site sessions by internal and External experts Online communication system Road shows during shift changeover Some Parallel Activities. Identification of Key Focus Areas, based on - Analysis of previous year s injuries - Brainstorming amongst executives Meetings to start with safety pause constantly raising awareness Safety first agenda for all Communication meetings Visible change to create a physical environment safety is important here Weekly safety observation by all executives Include union members in all decisions related to safety Create culture that promotes Reportage Of Incidents IMMEDIATELY Success lies in involvement of employees at all levels and being accountable 6

7 Driving Systems Standards, Rules and Procedures We streamlined ourselves through priortization based on thrust areas identified Safety standards made - Book formally inaugurated - Made available online Deployment Through -Checklists based on standards - Audits based on standards Standards will form the basis of disciplinary actions once thorough communication and training has been done Driving Systems Audit and Observation Observations -As per standard process -Mandatory for trained officers -Logging in Incidents -Immediate reportage -Logging within 24 hr Audits -Mock drills and audits as schedlued -Review to close gaps Reward and Recognition -Identifying and recognizing - the good citizens 7

8 Contract workmen a big contributor in all businesses The biggest challenge was to recognize them as partners in the Safety Journey as well Contractor Safety Management (to reinforce existing systems) - Questionnaire including safety Issues for new contractors -General Safety guidelines as part of all contracts -Tool box meetings for and by them -Health check matrix(initiated) Conscious Effort to display felt leadership 8

9 What gets measured, gets attention, and then action can follow.. Standardised tracking and review of relevant data is a MUST and helps to calibrate yourself with other organisations Key Performance Indicator LTIFR (Lost Time Injury Frequency Rate) Plan Actual While Improvement is visible, a long way to go Plan figures with less than sign LTI: Loss time injury (person doesn t report to duty in the next scheduled shift i-e within 24 hrs) 9

10 Few personal thoughts Any change management requires personal involvement Prioritisation of change opportunities is important Management by Facts ensures a common language and rationale Training, Communication, Personal contact, systems and procedures Reward and Recognition as also Consequence Management Learn from others Business Excellence Core Values and Safety Excellence Journey: Valuing Workforce members and Partners Management by Fact Systems Perspective visit us at 10