Aladin Amusement Park Occupational Health & Safety (OH&S) Management System. Presented by: MBA Students Institute of Business Administration

Transcription

1 Aladin Amusement Park Occupational Health & Safety (OH&S) Management System Presented by: MBA Students Institute of Business Administration 1

2 Team Structure Dr. Nasir Afghan, Director MBA Program IBA (Project Supervisor IBA) Ahsen Rehman Salman Hemani Zain Shah Waqas Rauf Mehvash Zameer Jehanzeb Ali Manager Materials Planning, Syngenta Pakistan Ltd. Manager EHS, K-Electric Ltd. Senior Engineer, Cards Division, Pakistan State Oil Manager EHS, GlaxoSmithKline Brand Manager, Sanofi-Aventis Pak. Ltd. Project Coordinator, Adaptive 2 Technologies

3 Presentation Flow Define the project Share the outcome of research Share the results and inference of organization-wide Safety Surveys Enlighten Best safety practices Explain the gaps identified in safety practices at the park Suggest roadmap to improve weaknesses, capitalize strengths Gather feedback from stakeholders 3

4 Objectives Park the first amusement park in the city to formally establish and implement comprehensive OH&S Management System Achieve & Maintain Zero Accidents Financial Benefits (attract new customers, repeat visits, reduced operational costs etc.) Improved Safety Conditions, attracting safety conscious customers Improve Brand Image and Equity 4

5 Project Road Map Phase I Study of International Standards and OH&S Practices + Collection Of Data For Aladin Park (through OH&S Audit, Interviews etc.) Phase II GAP ANALYSIS Analyze the data collected in Phase I & Identify short comings Phase III Propose Comprehensive OH&S Improvement Plan 5

6 Benefits of OH&S Management System Moral Safer environment for customers & employees Protection against potential injuries Social Demonstrate social responsibility of business Legal and regulatory compliance Economical Maximize staff s productivity, commitment to organization Protect and enhance Brand Image and Equity Reduce cost of business disruptions 6

7 Components of Integrated OH&S Mgmt System Organizational Factors 7

8 Research Methodology In Depth Interviews With rides operators, Maintenance teams, admin and safety personnel, customers, Management Sample Size: 15 to 20 Primary Research On Site Inspections High risk rides: Discovery, Trica, Crazy Boat, Dodgem Cars, Ferries Wheel etc. Park Layout Contractor Activity Research Methods Secondary Research Survey Questionnaire Literature review Operations, Maintenance, Administration Teams, Safety personnel, Management Sample Size: 40 to 45 Global Standards: OHSAS 18001:2007 Guidelines on Safe Practices for Amusement by HSE Safety of Amusement Devices by ADSC (Amusement Devices Safety Council) Park s Practices: Safety SOPs Maintenance Checklists 8 Training Modules

9 Quantitative Analysis 9

10 Quantitative Analysis Surveys Performed Safety Culture of Aladin Amusement Park Effectiveness of Safety Systems at Aladin Amusement Park Three levels of Management of Aladin Amusement Park Assessed Senior Management Middle Management Operational Level Management Sample size: 46 persons From the data of online surveys, a tool has been developed to show: Analysis of any of the surveys as mentioned above. Analysis of all 3 management levels including an overall analysis Overall Management Analysis of each individual category within a questionnaire The answers of respondents were measured through six levels: 0 = Not Sure (The respondent don t know the answer) 1 = Strongly Disagree (The respondent strongly disagrees) 2 = Disagree (The respondent disagrees) 3 = Neutral (The respondent has neutral view) 4 = Agree (The respondent agrees) 5 = Strongly Agree (The respondent strongly agrees) Legend <3 Desired/Satisfactory Performance Below par: Needs improvement Critical Focus Area 10

11 Survey 1: Assessment of Safety Culture 11

12 Survey 1: Assessment of Safety Culture Dimensions Rating Availability of Resources 3.51 Commitment to Safety - Everyone / Individual 3.77 Commitment to Safety - Sr. Mgmt 3.62 Contractor Safety Mgmt 2.68 Housekeeping 3.25 Incidents reporting & Investigation 3.58 Legal and Regulatory Compliance 3.6 Openess to Communication 3.48 Peer Relationship 3.72 Policy & Procedures 3.31 Respect for People / Mutual Trust 3.69 Reward and Recognition 2.94 Roles and Responsibilities 3.46 Safety Performance Measurement and Reviews 3.45 Training, awareness and competence 3.49 Use of Tools and Equipment 3.49 Overall Rating 3.47 Legend <3 Summary Desired/Satisfactory Performance Below par (Needs improvement) Critical Focus Area Fear of incident accident reporting Whistle blowing for unsafe act Knowledge and clarity regarding safety concepts Motivational issues Lack of provision of safety gadgets 12

13 Survey 2: Effectiveness of Safety Systems 13

14 Survey 2: Effectiveness of Safety Systems Dimensions Rating Competence Management and Trainings 3.45 Emergency Response Procedure 3.28 Hazard Identification and Risk Management 2.99 HSE Trainings 3.16 Incident Reporting & Investigation 3.23 Management Safety Leadership 3.47 Process for Design and Engineering 3.13 Process for Facility's Life Management 2.91 Resource Management 3.45 Safety Communication 3.24 Setting of Safety Goals and Safety Policy 2.85 Vision, Mission, Business Goals, JD, SOPs 3.39 Overall Rating 3.24 Legend <3 Summary Desired/Satisfactory Performance Below par (Needs improvement) Critical Focus Area Structured safety management system missing Detailed Standard operating procedures not developed Competence Management be incorporated Safety Communication with customers Preparedness for various emergencies needs improvement 14

15 Qualitative Analysis 15

16 Critical Areas High Risks Areas Aging factor of equipment Focus on corrective versus preventive measures Availability of Detailed SOP s Lack of safety trained personnel Safety communication with customers missing Need Improvement Defining Safety KPIs Incentive plans missing to promote Safety Culture Enhanced Awareness of International standards House keeping measures Room for improvement 16

17 Proposed OH&S Management System 17

18 OH&S Management Implementation Methodology Do Risk Management Competence, Training & Awareness Operational Control: Permit to Work, Trainings Emergency Preparedness & Response Communication, Participation & Consultation Establish OH&S Policy Hazard Identification, Risk Assessment & Determining Control Establish OH&S Objectives Plan Check Performance Measurement Incident investigation Internal Audits Management Review Act Continual improvement by implementing decisions/outputs of : Incident investigation Internal Audits Management Review 18

19 Aladin Park Policy Guidelines Plan Do Check OH&S Management Policy Statement Commitment to: Prevention of injury and ill-health Continual improvement in OH&S Management Surpass the requirements and expectations of all stakeholders Act Improving Health and Safety performance by Embedding Health & Safety in routine and non-routine activities Proactive system of risk management Adequate training, information, instructions and supervisions to manage competence of employees Communication with stakeholders Establishing a system of performance planning, measurement and reviews 19

20 Hazard Identification & Risk Assessment (HIRA) CURRENT STATUS Plan Do Check Act 20

21 Hazard Identification & Risk Assessment: 6 Step Model Plan Do Check Act Step # 1 Step # 2 Step # 3 Step # 4 Step # 5 Step # 6 Identification Of Hazards All types of potential hazards in that specified activity to be identified and noted down Who Can Be Harmed & How Analysis of all who can be harmed because of that specific hazard like rise operator, rider, passer by etc Risk Evaluation You then need to access the level of risk against specified hazard through your risk matrix Identification Of Controls In order to bring the risk level to "Tolerable Risk"; appropriate control shall be identified Communicate & Implement Controls Implementation of identified controls shall be ensured in true spirit Periodic Review Regular reviews shall be taken place to accommodate any process/design change 21

22 Sample Risk Matrix for Aladin Amusement Park Plan Do Check Act 22

23 Conseque nces Score Likelihood Score On-site HIRA Reference # 01/16 Area / Department: Aladin Amusement Park Assessors Name: Approved By: Date: 07/05/16 Ride / location: Ferris Wheel, Free Fall Hazard Risk Picture Existing Control Risk Index Value Actions to be taken to mitigate the risk Plan Action Owner / Target Date Do Act Mitigated RIV Check Status Doors of Ferris Wheel ride are not interlocked Because the doors of ferris wheel are not interlocked there is risk that someone may open the door and fall from height resulting in fatality 1. Latch type lock is provided 2. Ride operators ensured that doors are locked 3. Ride operates at slow RPM 4. If any door is found open during the ride operation, ride operator stops the ride, and instruct the rider to close the door Interlocking door mechanism should be installed. 2. Inspection and maintenance system to be developed to ensure the interlocking system of doors. Engineering 5 Rusted load carrying joints Because of rusted load carrying joints in 'Free Fall Ride' there is a risk of premature failure / malfunctioning of ride resulting in multiple injuries and property damage Because of uncontrolled access Exposed high in electrical panels there is a risk voltage electrical of contact with high voltage conductors exposed conductors resulting in injuries caused by electrocution 1. Visual inspection 2. Breakdown maintenance No exisiting controls identified Identify safety critical controls 2. Perform the ageing analysis 3. Update Preventive Maintenance procedure to incorporate the ageing factor of each critical safety control 1. Lock the electrical panels 2. Only authorized person will access the electrical panels 3. Provide IP2X secondary shield inside the electrical panels 4. Hazard sign to be marked Engineering 4 Engineering 4 23

24 Proposed OH&S Goals Hierarchy Wise Strategic Level (for Senior Management) Develop and promote Safety culture Develop long, medium and short term OH&S objectives (systems, certifications, competence management, equipment upgrade etc.) Budgetary allocation for required resources (trainings, tools, equipment, safety gadgets, dedicated team etc.) Incentivize safety performance and safety conscious behavior Perform GEMBA (on field safety walks) Tactical Level (for Middle Management) Perform Training Need Analysis, develop and implement training plan Define Standard Operating Procedures (Risk Assessment, Emergency Response, Incident/hazard Reporting, reward/reprimand etc.) Arrange Mock Drills for emergency preparedness Conduct Safety Reviews with Team Leads Operational Level (for Operations & Maintenance Staff) Identify on-site hazards Implement Safety SOPs Execute emergency response planning developed by Middle Management. Perform Safety Reviews with team members Back Strategic Level Tactical Level Operational Level Plan Do Act 24 Check

25 Do Competence, Training & Awareness Plan Check EHS Policy EHS Manual Leadership Incident Management & Response Plan Health and Safety legislation Risk Management Act Senior Management Middle Management Ops & Maintenance Staff EHS Policy EHS Management System Emergency Response Plan Incident Management and Response Plan Safety critical controls Management of Change H&S Legislation Risk Management Office ergonomics Permit to work system Machinery Safety Process Safety Emergency Response Plan Incident Reporting & Investigation Hazard identification and risk assessment Contractor Safety Construction Safety Preventive maintenance Incident Reporting and Investigation Fire fighting First Aid Permit to work Hazard identification & risk assessment Work at height Control of Noise Personal Protective Equipment Emergency Response Plan 25

26 Permit to Work Plan Do Check Work Request Hazard Identification Act 1. Lifting of heavy blocks 2. Unguarded cement mixer machine 3. Exposure to dust Risk Assessment Controls Implementation Authorization of Permit Work execution Permit to work closure Sample Permit to Work 26

27 Emergency Response Planning: Current Situation CURRENT STATUS Overall Rating:

28 Emergency Preparedness Plan Do Check Risk Assessments performed Act Written policies and procedures implemented Emergency exit routes provided and marked Emergency lighting of workplace and exit routes Emergency Rescue Training of workers Personal Protective Equipment Used Proactive Maintenance of Equipment Maintain effective communications with rescue authorities Worker s regular training in combating emergency situations 29

29 Emergency Response: Plan of Action Four Steps Alarm & Assemble Rescue Contain Relocate Plan Do Act Check Incident Publi TEAM Response ON-SCENE (Chief Warden)/ ERT Supervisor Activate Control Room Operator Incident Manager (Manager HSE) Incident Managers (Head of Admin) (Head of Security) N O T I F I C A T I O N Head of HSE 30

30 Do Communication, Participation & Consultation Need for Information Management Effective transfer of Info about OH&S Mgmt System to stakeholders Policies, standards and procedures are understood Learning from internal and external events Plan Act Check Safety Communication with Employees HSE Policy Score Card (Reward & Recognition, KPIs) Corporate Safe Hours (Major/Minor Incidents) Trainings Safety Communication with Customers Information Center/Help Desk Support Safety induction to Park Safety guidelines for different rides (IAAPA Guidelines) Employee Participation HSE Bulletins Safety Observation Recommendations Program Hazard Hunt Program Safety Champions 31

31 Communication, Participation & Consultation Shukriya Award Appreciate employees for safety conscious behavior Cash incentive for active participation in safety programs Monthly award to celebrate outperformers Applicable to Operations & Maintenance Staff Goal Sifar Achieving zero accidents and near miss for a period of consecutive 3 months. Cash Bonus and medal/plaque to winning department on a quarterly basis Applicable to Operations, Maintenance and Administration Department Employee of the Year Criteria to be set considering Individual Performance against safety KPI and going beyond the call of duty Cash Reward, sponsored Umrah Back 32

32 Incident Reporting & Investigation Plan Do Check Employees found well aware of the importance of reducing accidents Areas For Improvement: o Culture of catching near misses o RCA Analysis o Reporting unsafe acts Act It is a proven fact that missing 3,000 near misses lead to a major / fatal accident which is detrimental for the organization 33

33 Incident Reporting & Investigation Plan Do Check INVESTIGATION FRAMEWORK Root Cause Analysis Act Prevent Reoccurrence SWISS CHEESE MODEL Corrective & Preventive Actions EMPLOYEE FEEDBACK Lack of formal investigation Sharing Investigation Report Lack RCA Analysis 34

34 Internal Audit Plan Do Check CURRENT CONDITIONS ALADIN AMUSEMENT PARK Act Lack of mechanism for planned audits No dedicates audit team Grey Areas Documentation missing Low Awareness level 35

35 Internal Audit FRAMEWORK Formation Of Audit Team Plan Do Act Check Defining periodicity Check compliance of system requirements Sharing results with top management Ensuring objectivity and impartiality Maintaining Records 36

36 Management Review System FRAMEWORK Plan Do Check Formal Meeting Act Periodic Involvement Of Top management EMPLOYEE FEEDBACK Dearth Of Communication Lack of Staff Input Low Motivation level 37

37 Management Review System Plan Do Check CURRENT CONDITIONS ALADIN AMUSEMENT PARK Act Lack of planned & formal Meetings Less Documentation Grey Areas Gap between top management & employees Low Awareness level 38

38 Management Review System Plan Do Check RECOMMENDED SYSTEM Act 39

39 Key Performance Indicators (KPIs) Key Performance Indicators are measurable values indicating how effectively an organization is achieving its goals. Source for developing KPIs Surveys Dimensions Rating Safety Culture of Aladin Amusement Park Reward and Recognition 2.94 KPI Incident and Accident Rate Near Miss / employee Best performance & Worst performance Disciplinary actions / enforcement by law Roles and Responsibilities 3.46 Effectiveness of Safety Systems at Aladin Amusement Park Setting of Safety Goals and Safety Policy 2.85 Vision, Mission, Business Goals, JD, SOPs 3.39 Performance Monitoring Monthly Health and Safety Committee Meetings Yearly Annual Review of H&S Management System 40

40 Proposed Organogram: OH&S Team CEO/Director Head of HSE Dept. OH&S Manager Performance Evaluation Manager Fire Safety Executive Assistant Manager 1 Assistant Manager 2 Officers Officer 41

41 Thank you! 42