Safety Requirements Behavior Based Safety for Power Plants.pdf
Transcript of Safety Requirements Behavior Based Safety for Power Plants.pdf
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Safety Requirements & Behavior
Based Safety for Power Plants
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1
Fatal
30 Lost
Time injuries
300 Medical
Treatment Injuries
3000
Near - Misses or First Aid
30000 Hazards
• Unsafe acts and Employee created
• Unsafe conditions
Worker slips on the oil, fall and hits
head on pump and dies
Worker slips on the oil, fall &
breaks hip
Worker slips on the
Oil, turns/twists his ankle
Worker slips on the
Oil, regains balance
Small oil leak at a
pump operator
does not clean up
To fix the
Top
Work at the
bottom
The Hazards Pyramid
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The Cardinal rules we have to bear in
mind always
• Do not override or interfere with any safety provision nor allow
anyone else to override or interfere with them
• Personal Protective equipment (PPE) rules , applicable to a
given task, must be adhered to at all times.
• Isolation & lock out procedure must always be followed
• No persons may work if under the influence of alcohol or drugs
• All injuries & incidents must be reported / recorded
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SAFETY REQUIREMENTS
1. Training
Adequate theoretical & practical to understand operations
involved & precautions/safety aspects relevant to the job.
To become proficient in the job.
To carry out operations safely.
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2. USE OF CORRECT TOOLS AND
PROTECTIVE EQUIPMENTS
Essential to use the correct tools.
Ensure appropriate protective gear & protective guards
to be placed in machinery.
To check its proper function.
Keep always in readiness.
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3. WORK PROCEDURE
Requirement is to develop in writing a detail procedure for ensuring safe & efficient job.
To implement scrupulously by individual without any deviation.
Precautions that need to be observed.
Specialized tools to be used.
Protective equipment to be used.
Parameters to be observed.
Variations permitted.
Results expected.
Latest revised procedure to be available for use.
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4. JOB SUPERVISION
All important jobs should be assigned to experienced & competent persons.
Who have clear understanding of work involved, prerequisite to be complied, precautions to be taken, necessary isolations of equipment involved.
Steps to prevent unintended or premature start up of equipment.
Ensure employment of adequate trained man power.
Make available requisite & appropriate tools & spares.
Have proper approved procedure to use
Adherence to procedure in proper sequence
Provide updated status to his reliever.
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5. QUALITY ASSURANCE
Ensure safety & reliability in all activities.
Establish procedural controls.
Ensure that relevant knowledge exists in right
hands.
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6. FORMAL REPORTING AND REVIEW OF
INCIDENTS
To ensure the availability of complete information necessary for deriving the maximum benefit for future use.
OBSERVE THE FOLLOWING
1. Sequence of events prior to & post incidents.
2. Mal-operation, if any, faithfully reported.
3. Operation & maintenance staff should be encouraged
without fear of punishment to report facts.
4. Consequence of incident i.e. damaged equipment or
injury to personnel.
5. Action taken after the incident to restore normalcy.
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7. SAFETY EDUCATION
To bring an awareness on the hazards & risks
involved.
It should be on-going continuous education,
mutual discussion, safety lectures,
demonstration on safety equipment.
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Behavior Based Safety &
Safety Observations
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Injuries and Incidents Do Not Have to
Happen . . .
A new on-the-job
injury or illness
case every
SEVEN seconds
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Only Zero Tolerance is Acceptable
Each day 16 people will not die
in a work-related accident.
Each year over 4 million people
will not be hurt or made ill in
private industry.
Families and communities will
prosper.
No physical pain, no deep
emotional anguish for the worker’s
family, no negative talk about your
organization in the community.
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Do you have the fundamentals in place
that will form a solid foundation for
any safety program?
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Safety Values & Principles
Safety and Health
Environmental stewardship
Highest ethical behavior
Respect for people
Line managers are
accountable for the safety
performance of their
employees.
Working safely is a condition
of employment.
Employees must receive
appropriate training.
Core values are the
cornerstone of who you are
and what you stand for.
Principles are the ways
you live your values day
by day.
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An Integrated Safety Management System
Safety
Management
System
Leadership
Structure
Process &
Action
Visible, demonstrated commitment
Clear, meaningful policies and principles
Challenging goals and plans
High standards of performance
Line management accountability
Supportive safety staff
Integrated committee structure
Performance measurement and progressive motivation
Thorough investigations and follow-up
Effective audits and re-evaluation
Effective communication processes
Safety management skills
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Safety Excellence Requires A Culture Shift
Involvement / Ownership by All Employees
• Management Commitment
• Condition of Employment
• Fear/Discipline
• Rules/Procedures
• Supervisor Control, Emphasis, and Goals
• Value All People
• Training
• Personal Knowledge, Commitment, & Standards
• Internalization
• Personal Value
• Care for Self
• Practice, Habits
• Individual Recognition
• Help Others Conform
• Others’ Keeper
• Networking Contributor
• Care for Others
• Organizational Pride
• Safety by Natural Instinct
• Compliance is the Goal
• Delegated to Safety Manager
• Lack of Management Involvement
Dependent Independent Reactive Interdependent
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Behavior Based Audits
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…Where do our injuries come from?
Unsafe Acts 96%
Cause of Injuries
Unsafe Conditions 4%
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HAZARDS Unsafe Acts
Employee Created Unsafe Conditions
NEAR-MISSES OR FIRST AID
RECORDABLE INJURIES
MAJORS
FATAL
Injuries: A Matter of Probabilities
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Auditing for Safety
Focuses attention on safety.
Shows how well safety is understood and applied.
Shows where systems are working well.
Helps identify weaknesses in systems.
Helps clarify your safety standards.
Raises awareness of safety issues.
Identifies where people take risks.
Prevents injuries.
But - does NOT try to catch people doing something wrong!
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Gaining Commitment
Skills Required
Noticing:
Unsafe acts
Safe work practices
Unsafe conditions
Unsafe situations
Talking about:
Safe practices
Unsafe acts
Unsafe situations
Other safety issues
...for conducting effective Safety Audits
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…help sharpen & sort observations
Observation Categories
Reactions of people
Positions of people
Personal protective equipment
Tools and equipment
Procedures
Orderliness standards
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Why are people reluctant to
approach another person
around safe and unsafe
behavior?
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Contacting Someone Working Safely
Start with a positive comment.
Engage the employee in conversation.
End with thanks.
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1. Observe; then contact.
2. Comment on safe behavior.
3. Discuss
Consequences of unsafe act.
Safer ways to do the job.
If you comment...
– Express your concern.
– Focus on effects, not acts.
If you question...
– Question to explore.
– Question to learn, not to teach.
When Someone Is Working Unsafely
... a framework for the Audit Discussion
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4. Get agreement to work safely. 4. Get agreement to work safely.
1. Observe; then contact.
2. Comment on safe behavior.
3. Discuss Consequences of unsafe act.
Safer ways to do the job.
5. Discuss other safety issues.
6. Thank the employee.
... a framework for the Audit Discussion
When Someone Is Working Unsafely
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The Benefits of Safety Excellence
Improves business performance while protecting the lives of
employees and contract workers
Enhances existing business practices, including environmental
and health processes
Increases productivity while decreasing operating costs
Helps protect brand and public image
Leverages current strengths of your organization
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The Role of Senior Leadership
“Leadership is infinitely more important
than policy, for the leader through his or
her actions and decisions sends clear
messages to the organization which
policies are important and which are not.”
— Dr. Dan Petersen
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Safety Excellence
You will achieve the level of safety
excellence that
YOU
DEMONSTRATE
YOU
WANT
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Making Contact
Ask if this is a safe and convenient time
Open on a personal note
Explain what you are doing
Recognize positives
Ask what the major hazards are
Are hazard controls in place / working well
Communicate observed opportunities
Coach substandard actions if necessary
Close on a positive note
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Practice
Practice
Practice
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Summary
You get what you DEMONSTRATE you want
Time and Emphasis varies by leadership level
Status,Rituals,Emblems of Success and Taboos create the
culture
Safety progresses in stages
You have many opportunities to lead
“ Just do it!”
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Thank You