safety communication at mpp3 october 2012. some facts & figures (2011) europe: focussed and...
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Safety communication at MPP3
October 2012
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Some facts & figures (2011)
Europe: Focussed and synergistic positioningOutside Europe: Targeted expansion
Sales 113 billion euro
Net income (loss) (1,86) billion euro
Investments 6,5 billion euro
Sales electricity 1.145 TWh
Sales gas 1.718 TWh
Households 30 million
Employees 79.000
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MPP3 key data
Start construction April 2008In operation End 2013
Workers on site Approx. 1,800Nationalities 25-30Contractor firms 800HPE inductions 4,500
LTIFR 0TRIF 4.8Record safe hours 5,300,000
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“I am dedicated to the safety and health of our employees and those that work with and for us. With respect to topics of occupational safety, I expect pragmatic and stringent leadership from the HSE Council. But one thing is clear: Only if everyone chips in -every day- will implementation work.”Klaus-Dieter Maubach(Member Management Board E.ON AG, Head of the HSE Council)
Safety support on highest level
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HSE Performance over time
Time
Inci
den
t ra
te
Technology
and standards
HSE
Management
Systems
Improved
culture
• Engineering improvements• Hardware improvements• Safety emphasis• E&H Compliance
• Integrated HSE-MS
• Reporting• Assurance• Competence• Risk
Management
• Behaviour• Visible leadership /
personal accountability• Shared purpose &
belief• Aligned performance
commitment & external view
• HSE delivers business value
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PATHOLOGICALwho cares as long as we’re not caught
REACTIVESafety is important, we do a lot every time we have an accident
CALCULATIVEwe have systems in place to manage all hazards
PROACTIVEwe work on the problems that we still find
GENERATIVEHSE is how we do business round here
Increasing Trust/Accountability
Culture Ladder
Increasinglyinformed
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Culture Ladder
PATHOLOGICAL• the lawyers/regulator said it was OK• of course we have accidents, it’s a dangerous business• sack the idiot who had the accident
REACTIVE• we are serious, but why don’t they do what
they’re told?• endless discussions to re-classify accidents• You have to consider the condition under which
we are working
GENERATIVE
• chronic unease• safety seen as a profit centre• new ideas are welcomed
PROACTIVE• resources are available to fix things before an accident• management is open but still obsessed with statistics• procedures are “owned” by the workforce
CALCULATIVE• we cracked it!• lots and lots of audits• HSE advisers chasing statistics
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Focus on Safety
• Why: up to 1,800 workers on site• How:
• Culture change• Example behavior and leadership• 90% of incidents due human error• Control of primary process• Control of quality and logistics• No changes = no rush jobs• FEL / preparation is 90% of success
As part of the primary process
Real involvement (certificates,observation rounds, …)
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9
“An excellent
primary processmakes a safety departmentunnecessary.”
Prof. Jop Groeneweg (Leiden University)
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10
“An excellent primary process
starts with Front End Loading.”
Aris Blankenspoor (E.ON)
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FEL
time
infl
uen
ce &
co
sts Influence
Design progress
Costs / commitment
Implementative
FEL
2. Cost of change is high value (% of overall commitment)
1. Cost of change is low value (% of overall commitment)
1
2
1
2
Front End Loading (FEL)
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The FEL Project system translates business objectives into project development
Optimal definition of the primary construction process
Continuous improvement and use of “best practices”
To maintain business objective during project execution
Fulfil business demands effective and efficient
Tools with proven and benchmarked results are used to optimize the primary process
An optimized primary process leads to good preparation and zero change
Zero change leads to high safety performance and reduced investment costs!
Optimize project results
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Site wideCommunication Dept.
Contractor firmsConstruction mgt./Safety Dept.
(Groups of) individualsConstruction mgt./Safety Dept.
- Safety Summit - Contractor Safety Platform (Award)- Safety Magazine- Safety induction gate- Poster/flyer campaigns- Digital screens/billboards- Celebration milestones (BBQ, gate, …)- Positive recognition (lottery)- Safety alerts - meetings
- Kick off meetings- Risk sessions- Biweekly HSE Coordination meetings- Status meetings- Area coordination meetings- Subject coordination meetings- 4-weeks look ahead- Daily/weekly/toolbox meetings
- Permit to work process- Safety observation rounds
Safety Communication Tools (1)
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Safety Communication Tools (2)
All staff, including secretaries: VCA-VOL
PMT: NEBOSH
Safety staff: Influencing
General: behaviour, respect
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90% of project success (including safety) is determined by good preparation
Each change is a potential risk