ehs – driving global programs...• evaluate in-house resource and capabilities to conduct...

COPYRIGHT © 2014 ALCATEL-LUCENT. ALL RIGHTS RESERVED.

Shashi Kini, Corporate EHS Office

EHS – DRIVING GLOBAL PROGRAMS

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SUSTAINABILITY

SAFETY(Conserving human

resources)

ENVIRONMENTAL(Conserving

environmental resources)

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GLOBALLY….HOW DOES ONE DEPLOY ANY EHS PROGRAM

Attitude

Mindful

Customize

Adapt

Accepted practices

Political scenario

Social norms

Local laws and

InfrastructureMonitor

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• LEADERSHIP COMMITMENT

- Executive Committee involved with Serious Incidents

• ZERO TOLERANCE APPROACH

- Zero tolerance for safety breaches

• TRANSPARENCY

- Communicate Serious Incidents and Lessons Learned

• LEADING VS LAGGING INDICATORS

- Measure leading indicators such as audit findings

• SUPPLIER COMMUNITY

- Set expectations and mentor suppliers to meet safety standards.

GLOBAL SAFETY IN SUSTAINABILITY

TRANSPARENCY AWARENESS SAFE BEHAVIOR SUSTAINABIL IY

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OCCUPATIONAL ROAD RISK • CUSTOMER DRIVEN INITIATIVE.

• Alcatel-Lucent participated in an occupational road risk workshop collaborating with competitors towards the development of a common industry standard for the management of the risk associated with driving.

• We share openly in the interest of ourselves, our customers, our industry and society.

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DRIVER SAFETY ELEMENTS

DRIVER SAFETY

PROGRAM

TRAINING

TOOLSPROCESS

Driver Eligibility Checklist

Daily and Periodic checklist

Lessons learned

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SPECTRUM

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Convincing subcontractorsCost of fuelProject time

Transporting people Get away from the “fit as many as you can..and more” in a vehicle mentality

Communicate and CheckLeadership messageTrainingAudits

Enforce trackingProven effective time and again

Backkies

During and post projectWarning and Penalty

Resistance to Vehicle

Monitoring

CHALLENGES AND SUCCESS STORIES…DRIVER SAFETY

Hidden Costs

Consequence

Close Loop

Individual andOverall....

Presenter

Presentation Notes

OUR APPROACH TO SUSTAINABILITY AT ALU SUSTAINABILITY IS BOTH AN INDUSTRY IMPERATIVE AS WELL AS A KEY COMPONENT OF OUR BRAND AS A LEADING INNOVATOR AND TRUSTED PARTNER FOR OUR CUSTOMERS. THE ALCATEL-LUCENT SUSTAINABILITY VISION Our vision is to make communications more sustainable and more accessible in line with our company’s industrial focus on The Shift Plan. This means using our innovation to embed the concepts of eco-sustainability and digital inclusion in our ultra-broadband access, IP networking and cloud solutions. The goal is to increase the capacity and reach of communications technology, making it more accessible and affordable for users worldwide. SINCE 2011, OUR SUSTAINABILITY ACTIVITIES FOCUS ON THREE CORE PRIORITIES: 1. The environment Lead in eco-innovation to provide energy efficient, environmentally sustainable networks and innovative solutions that meet growing bandwidth demands. Working in collaboration with the GreenTouch™ Consortium initiated by Bell Labs, we seek to make communications networks 1,000 times more energy efficient than they were in 2010. 2. Our people Create a diverse and highly skilled global workforce able to meet customer demands for reliable, quality service. To this end, Alcatel-Lucent University provided 1.4 million hours of training to our employees in 2013. 3. Digital inclusion Realize the potential of a connected world and digital inclusion by developing and deploying affordable communication solutions for citizens, and by expanding their social and economic opportunities. We will address digital inclusion through our innovative products and solutions in ultra-broadband access, IP and cloud, enabling global connectivity. This will change the way billions of people live and work, and connect economies to new opportunities. THESE PRIORITIES ARE UNDERPINNED BY THREE KEY VALUES: ETHICS : Zero-tolerance for compliance violations SUPPLY CHAIN : Collaboration only with partners who support our values PHILANTROPY : Active engagement as citizens in the communities where we do business around the globe

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ELECTRICAL SAFETY – EXAMPLE OF CUSTOMIZATION

1. One page handout on DOs and DON’Ts.

2. Translate in local language.

3. Deliver to all the caretakers and field force who actually work on the site.

ACTIONS TO BE TAKENCURRENT SITUATION

Caretakers physically visit the site on a regular basis. Although electrical components are out of their scope, upon request, they do handle minor turning equipment switches on or off if needed when the technician or engineer is not able to physically be there on the site.

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SUBCONTRACTOR AUDITS

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SUBCONTRACTOR AUDITSSCOPE

OVERALL

• Conduct onsite audits of EHS qualified high risk subcontractors currently working on our project.

• SCOPE: Service/installation operations associated with tower climbing and electrical safety.

GEOGRAPHICAL SCOPE AND LOGISTICS

• Priority 1 countries as defined by PDC and FF.• One person day/subcontractor visiting active locations.• Internal and external auditors.

AUDIT REPORT AND TIMELINE

• Use Global Subcontractor Site Audit Checklist 1.0. • Enter Findings for each audit in the Audit Tool.• Follow up on action items and track the findings to a closure.

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SUBCONTRACTOR AUDITSSTRATEGY

OVERALL

• Sample 10% of the identified High Risk Subcontractors (P1). • Evaluate in-house resource and capabilities to conduct audits.

- Internal resource can be Corporate EHS Office, EHS Real Estate or Field Force personnel

• Use external resource for third party view (representative sample in each Region) and where needed.

• Enhance current project specific field reviews to audit and leverage onsite visits as already required by customer.

CONSISTENCY

• Global Subcontractor Site Audit Checklist 1.0 to be used for consistency. • Findings and Corrective Actions to be tracked.• Close all open items generated.

METRICS

• Track number of subcontractors who need guidance to develop their EHS Programs.• Track number of completed action items vs. generated ones.

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SUBCONTRACTOR AUDITSLOGISTICS

SCHEDULING

• Evaluate in-house resource and capabilities to conduct audits.- Internal resource can be Corporate EHS Office, EHS Real Estate or Field Force personnel

• The identified EHS point of contact shall connect with Global EHS Office prior to the audit to discuss scheduling.

• If EHS audits are being conducted as part of the customer’s requirement, inform Global EHS Office and add the Global Subcontractor Onsite Audit Checklist on the same schedule.

VISIT

• Audit against the Global Subcontractor Site Audit Checklist 1.0.• Consolidate Findings in the bottom half of the checklist.• Enter the Findings in Audit Tool.

TRACKING

• Track Findings to a closure.


REGION COUNTRY HIGH RISK SUB-CONTRACTORS

# OF AUDITS

PLANNED

AUDITS COMPLETED

% AUDITS COMPLETED

# OF ACTION ITEMS

ACTION ITEMS

COMPLETED

% ACTION ITEMS

COMPLETED

Audit Dates / Current Status

CALA

ARGENTINA 8 1 1 100% 0 0 August Current

MEXICO 8 2 1 50% GASO SuspendedPUERTO RICO 8 1 0% On-hold CCO trvl

PERU 8 2 2 100% 5 5 100% CurrentECUADOR 8 2 0% On-hold CCO trvl

PARAGUAY 8 1 0% No wk-Sub Chile?MARTINIQUE/ GUADELOUPE 7 1 0% No wk-Sub Chile?

Subtotal 85 11 2 20% 5 5 100%

META

QATAR 8 2 1 50% 0 100% Sept /OctSOUTH AFRICA 16 4 2 50% 0 100% Sept /OctSAUDI ARABIA 12 2 0% Sept /Oct

Subtotal 36 8 4 40% 5 5 100%

EUROPE

FRANCE 16 3 0% Sept /OctBELGIUM 1 1 0% Sept /Oct

SPAIN 75 20 10 50% 6 6 100% CurrentPORTUGAL 9 2 1 50% 0 100% Current

Subtotal 101 26 11 42% 6 6 100%

APAC-CHINA

CHINA* 5 1 1 100% 3 3 100% Sept /OctMALAYSIA 3 1 0% Sept /OctTAIWAN* 5 1 0% Sept /Oct

INDIA* 15 2 0% Sept /OctAUSTRALIA 7 1 1 100% 0 100% Sept /Oct

Subtotal 35 6 2 33% 3 0 100%

NAR UNITED STATES* 214 20 14 70% 17 12 71% Ongoing fin. Oct.Subtotal 214 20 14 70% 17 12 71%

KPI Status 5% 441 70 34 49% 31 23 74%

2015 New1 Subcontractor Internal Audits Summary – Sep 23, 2015

1 Targeting new subcontractors, those not audited in 2014* Additional External Consultant Subcontractor Audits scheduled separately and not included in this tables totals.

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