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DNV GL © 2013 - 1 - SAFER, SMARTER, GREENER DNV GL © 2013
Assuring safety of your organization
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ISRS and Safety Culture Assessment
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Contents Background
ISRS
Why DNV GL
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Background
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Safety Doesn’t Happen by Accident!
Source: WSH council
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Safety Doesn’t Happen by Accident!
Source: Straits Times
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Safety Doesn’t Happen by Accident!
Source: Straits Times
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Costs of An Accident
Property damage and other
uninsured costs
– property damage
– production stoppages
– replacement of equipment
– emergency supplies, cleanup costs
– investigation costs
– legal procedures and costs
– penalties, fines, future liabilities and
additional conditions
– morale and motivation of workers
and new hires
– loss of reputation, goodwill and
business opportunities
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Background Overseas and domestic leading companies are trying to establish high level of EHS culture, to assess and control the
changes for achieving loss reduction, improvement of occupational environment, and their social responsibilities.
They are using quantitative assessment tools to compare their achievements with other industries, their competitors and preceding performance.
DNV-GL’s ISRS has been applied to the 3 companies of global top 5, the 23% of Fortune 100 companies, and the 27% of Fortune 500 companies.
3 4 5 6 7 8 9 10 Only the EHS manager/ department is interested, and controls legal, any types of system certification requirements. Management and site-manager shows a low concern degree.
EHS management is conducted under site-manager’s leading. Management has a high level of interest in improving EHS culture.
The basic awareness level of site-staffs toward EHS is remarkably high on the extent to which they voluntarily perform risk assessment, evaluation, management in appropriate, and management provides good examples.
The level of scientific and statistical EHS management in terms of analyses stochastically for every parts and human behavioral errors and failures, and coping with solutions to them.
Space, abyss, etc., extreme working
Including nuclear power plants
Refining/ petroleum
Aviation/ Marine
Machinery, Automotive, Electronics, Heave Industry, etc.
General feature
ISRS Level
Industrial Classification and Global Level
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Su
rviv
al o
f th
e F
itte
st
Co
mp
lia
nce
Tech
nic
al
Mn
gt’
Management system approach
Safety Culture Approach
100
25
5
3
%
Time
15
Proactive Mode Reactive Mode
Steps to improve safety
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Safety Culture
Safety Culture
Values that individuals and organizations that determine the power / mode of safety management within the organization have , attitudes , perceptions , and behaviour
Organization culture
A set of attitudes that are shared characterizing the institution or organization , values , goals, and guidelines
Culture (society)
Customary beliefs, social norms , and ethnic , religious, or major characteristics of social groups, characterized by the nature of the everyday life of people sharing in any place or time,
+
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ISRS Introduction
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ISRS Background
A quantitative assessment of behaviors based safety culture;
Methodology focuses on what the members perceive and accept, and what
behavior they do;
This methodology is usually used for the assessment of Safety and Health
Management System with the ISRSTM assessment.
Establish strategic directions and objectives for improvements
by quantitative diagnosis for the safety culture of an organization.
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Why ISRS?
A management system is a framework of controls to
manage key processes, organisational risks and drive
continual improvement.
The management system is important to the operation
of every business because it guides the behaviour of
personnel. ISRS is a behaviour based approach to
improving safety and sustainability. ISRS helps change
people’s behaviour by systematically building Risk
Competence
All companies have a management system but many
struggle to get their management system
implemented effectively.
ISRS can help.
Your management system
Your business processes
Your management system
Your business processes
A management system based on ISRS assures the health of your business processes
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ISRS: A Systematic Approach to Changing Behaviour
Risk Competence
Desired
Behaviour
Based on Albert Bandura’s social cognitive theory.
Bandura, 1997, Self Efficacy: The Exercise of Control
Monitor
& Measure
ContinualImprovement
Plan
Set
Expectations
Implement
& Operate
Review
Monitor
& Measure
Monitor
& Measure
Monitor
& Measure
Monitor
& Measure
ContinualImprovement
PlanPlan
Set
Expectations
Set
Expectations
Set
Expectations
Implement
& Operate
Implement
& Operate
ReviewReview
External Environment
e.g. management systems and
working environment
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An organization consists of persons.
The effective risk management means that the
members act right and safely.
Safe behavior is decided by the Risk competence.
Human-oriented risk management
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What is Risk Competence?
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Adolph, L; Urwin, C. 2007
Risk Perception
Individual awareness of true risk.
Risk Acceptance
Accept appropriate values, beliefs and
attitudes concerning risk
Knowledge and Skills
Application of desired behaviour.
Develop practical know-how to
identify and control risks.
Commitment to Norms and Rules
Assimilation of desired behaviour.
Demonstrate commitment to rules,
procedures, and social norms.
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HAZARD
e.g. hydrocarbon
inventory within plant and storage
facilities
HAZARD REALIZATION
Loss of
containment
Ignition
Fire / Explosion
Plant Design
Maintenance and Check
Lessons from
accidents
Operation Process
Effective Monitoring
Work Control
Extraction and
Release System
Audits and internal
regulations
change management
Monitoring
Education and
competence
Control, alarm, and
shutdown system
Prevention Barriers
Facilities Process Person
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ISRS Structure
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Strategy &
policy
Planning
Implementation
& Operation
Monitoring and
Measurement
Management
Review
23 specifics from 15 areas
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ISRS Assessment
Tailored to organisation’s needs
Thorough evidence based assessment involving intervie
ws with process owners and document checks
Assesses management system and physical conditions/
barriers
Award levels recognise achievement
Detailed report including suggestions for improvement
and noteworthy efforts
Competent auditors
Consistent scoring
Benchmark within the ISRS community
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The Components of Safety Culture?
Management commitment
The visibility of management’s will
The commitment of management to health and safety leads to higher levels of motivation and conc
ern for health and safety throughout the organisation.
It is indicated by; the priority given to health and safety, the resources allocated to health & safety a
nd the visibility and accessibility of management
Involvement
Effective communication based on workers’ participations
Involvement of all in the health and safety system, including senior management, supervisors and e
mployees. The involvement of people at all levels within the organisation can lead to shared solution
s which in turn can help promote a safe working environment. It is indicated by: active participation,
consultation and communication
Risk Competence
Training can assure members’ competence
Safety is integrated into all workplace activities; safety rules and procedures are accepted, and the or
ganisation is learning-driven. It is indicated by: being a learning organisation, trust between staff at
all levels, effective and integrated job and safety training, the existence of realistic and workable saf
ety procedures, systems and rules
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The questionnaire consists of 150 questions for 23 elements
It asks similar questions repeatedly for the consistency.
Any given antinomic answers will be exposed through the program
helps determines reliability and output from a survey.
correspondents’ answers undergoes comparative analyses which any
also determines reliability and output from a survey.
Survey
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for whom:
– Top management is required to participate
– Sampling should be conducted from all sections
the time required:
– 30 minutes
– Net interview time required: 20~25 minutes
(movement/break time between interviews included)
Interview method:
– An interviewee answers given questions from an interviewer considering her or his own knowledge
or view of the 23 elements
Interview
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Why combining survey and interview?
Survey • Suitable for benchmarking/ comparative purposes
• Economical assessment tool • Answers “what” but not always “why”
Interview
• In depth analysis (Explain and confirm survey results) • Explorative
• Method is time and resource consuming • Results:
• Harder to compare • used internally
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ISRS Result of Safety Culture Assessment
(Sample)
• Analysis of organization Safety
culture based on DNV-GL’s Loss
Control Management
• Address conventional way of
improvement
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Report contents
1.0 DNV GL SAFETY CULTURE ASSESSMENT (INTRODUCTION)
2.0 ASSESSMENT SUMMARY
3.0 ISRS-C RESULT
3.1 Performance Summary
3.1.1 Graphic Evaluation Summary
3.1.2 Score Summary
3.1.3 P-D-C-A (Analysis for Management Status)
3.1.4 Analyses on age and continuous service year
3.1.5 Benchmark
4.0 ELEMENT SCORE
5.0 CONCLUSIONS
5.1 Improvement Priority
5.2 Improvement Program Proposal
6.0 APPENDIX
6.1 Overall results data
6.1 Benchmarking results
6.1 Results on age and continuous service year (11 areas)
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Grade result
DNV GL SAFETY Culture Assessment
Manager: 3.69 Extended / (D)
Employees: 2.33 Core / (D)
Grade Expiration Date: 01/24/2014 ~ 01/23/2015 (1 year)
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Result Graph
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Benchmarking
Why do HSEQ Benchmarking?
To answer the following questions:
• Is our HSEQ management good enough?
• How good are we compared to our peers in the Oil & Gas industry?
• Where do we stand when compared to world class?
• How can we demonstrate our performance to our key stakeholders?
• What are our strengths and weakness?
• Where do we need to improve?
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What is Benchmarking?
Searching for and comparing with best practice to improve or demonstrate performance.
The Benchmarking Wheel. (Andersen, B.,
Petersen P. G.; 1994; Benchmarking Handbook)
Average 63%
HS
EQ
Man
agem
en
t P
erf
orm
an
ce
(IS
RS
Score
)
Sites
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Why DNV GL
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DNV GL
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DNV GL Business Assurance - A broader view
Presence We have presence in over 300
offices, in over 100 countries
Position A world-leading certification body for management systems, products, persons , supply chains and facilities.
People We are 2000 highly skilled employees with a reason to get up in the morning.
Trust We help 70 000 customers in 187 countries, in most industries, along entire value chains.
Partnership Working with our customers to take a broader view in order to build sustainable business performance and create stakeholder trust.
Innovation Certification, verification, assessment, training and sustainability advisory services that help companies meet changing demands.
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How DNV GL can help
Book of Knowledge
Safety Benchmarking
Global ISRS Practitioner Network
The ISRS family of tools,
techniques and services
Synergi Life
BSCAT
ISRS Modern Safety Management
Process Safety Management
Incident Investigation
Alpha
Leadership Training
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Assessment (Global partner)
Sonatrach
Geostock Geosel Geogaz
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Raise Risk competence
“. Companies must continue to build the competency of their
employees by sending them for relevant WSH training such as risk assessment, working at height, and behaviour observation and intervention “
Source: WSH Council
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SAFER, SMARTER, GREENER
www.dnvgl.com
THANK YOU
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Contact us:
Ros OH (Mr.) Business Development Manager [email protected]
+65 9686 9802
Ms Christine Low
Assistant Sales Manager [email protected]
+65 9624 5866