Ma Manag nageme ement nt Syst stem em Presented by: MBA - - PowerPoint PPT Presentation
Al Aladin adin Am Amus usement ement Park Oc Occupati upational onal Healt alth h & Safety ty (OH OH&S) &S) Ma Manag nageme ement nt Syst stem em Presented by: MBA Students Institute of Business Administration 1
Presented by:
MBA Students Institute of Business Administration
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Program – IBA (Project Supervisor IBA) Ahsen Rehman Salman Hemani Zain Shah Waqas Rauf Mehvash Zameer Jehanzeb Ali
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Manager EHS, K-Electric Ltd. Manager Materials Planning, Syngenta Pakistan Ltd. Brand Manager, Sanofi-Aventis Pak. Ltd. Manager EHS, GlaxoSmithKline Project Coordinator, Adaptive Technologies Senior Engineer, Cards Division, Pakistan State Oil
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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
Improved Safety Conditions, attracting safety conscious customers Improve Brand Image and Equity
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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
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Economical
Maximize staff’s productivity, commitment to organization Protect and enhance Brand Image and Equity Reduce cost of business disruptions
Moral
Safer environment for customers & employees Protection against potential injuries
Social
Demonstrate social responsibility of business Legal and regulatory compliance
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Organizational Factors
Research Methods Primary Research In Depth Interviews On Site Inspections Survey Questionnaire Secondary Research Literature review
safety personnel, customers, Management Sample Size: 15 to 20
Cars, Ferries Wheel etc.
Safety personnel, Management Sample Size: 40 to 45 Global Standards:
Devices Safety Council) Park’s Practices:
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Surveys Performed
Three levels of Management of Aladin Amusement Park Assessed
Sample size: 46 persons From the data of online surveys, a tool has been developed to show:
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)
4-5 3-4 <3
Desired/Satisfactory Performance Below par: Needs improvement Critical Focus Area Legend
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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
4-5 3-4 <3
Desired/Satisfactory Performance Below par (Needs improvement) Critical Focus Area Legend
Summary
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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
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4-5 3-4 <3 Desired/Satisfactory Performance Below par (Needs improvement) Critical Focus Area Legend
developed
improvement Summary
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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 Defining Safety KPIs Incentive plans missing to promote Safety Culture Enhanced Awareness of International standards House keeping measures – Room for improvement
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Critical Areas Need Improvement
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& Determining Control
Continual improvement by implementing decisions/outputs of :
Plan Act Check Do Do Plan Check Do Act Check Act Plan Plan
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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 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
Do Check Act Plan
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Do Check Act Plan
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CURRENT STATUS
Hazard Identification & Risk Assessment: 6 Step Model
Do Check Act Plan
Step # 1
Step # 2
Step # 3
Step # 4
Step # 5
Step # 6
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Do Check Act Plan
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Do Check Act Plan
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
Conseque nces Score Likelihood Score
Risk Index Value
Actions to be taken to mitigate the risk Action Owner / Target Date Mitigated RIV 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
locked
and instruct the rider to close the door 5 2 10
mechanism should be installed.
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
4 2 8
controls
analysis
Maintenance procedure to incorporate the ageing factor of each critical safety control
Engineering 4
Exposed high voltage electrical conductors Because of uncontrolled access in electrical panels there is a risk
exposed conductors resulting in injuries caused by electrocution No exisiting controls identified 4 3 12
panels
will access the electrical panels
shield inside the electrical panels
marked
Engineering 4
Strategic Level Tactical Level Operational Level
Strategic Level (for Senior Management)
equipment upgrade etc.)
Tactical Level (for Middle Management)
reward/reprimand etc.)
Operational Level (for Operations & Maintenance Staff)
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Back
Do Check Act Plan
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Senior Management 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 Middle Management 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 Ops & Maintenance Staff 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
Leadership EHS Policy EHS Manual Incident Management & Response Plan Health and Safety legislation Risk Management
Do Check Act Plan
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Sample Permit to Work
Work Request Hazard Identification Risk Assessment Controls Implementation Authorization of Permit Work execution Permit to work closure
Do Check Act Plan
Overall Rating: 3.27
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CURRENT STATUS
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Do Check Act Plan
Incident Incident
ON-SCENE (Chief Warden)/ ERT Supervisor
Publi
Activate
Incident
N O T I F I C A T I O N N O T I F I C A T I O N
Head of HSE Response Control Room Operator Incident Managers (Head of Admin) (Head of Security)
TEAM
Four Steps
Incident Manager (Manager – HSE) 30
Do Check Act Plan
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Need for Information Management
Safety Communication with Employees
Safety Communication with Customers
Employee Participation
Do Check Act Plan
Shukriya Award
Goal Sifar
Employee of the Year
the call of duty
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Back
reducing accidents
“It is a proven fact that missing 3,000 near misses lead to a major / fatal accident which is detrimental for the organization”
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Do Check Act Plan
Root Cause Analysis Prevent Reoccurrence Corrective & Preventive Actions
INVESTIGATION FRAMEWORK
Lack of formal investigation Sharing Investigation Report Lack RCA Analysis
EMPLOYEE FEEDBACK
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Do Check Act Plan
SWISS CHEESE MODEL
CURRENT CONDITIONS – ALADIN AMUSEMENT PARK
Lack of mechanism for planned audits No dedicates audit team Documentation missing Low Awareness level Grey Areas
Do Check Act Plan
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Formation Of Audit Team Defining periodicity Check compliance of system requirements
FRAMEWORK
Do Check Act Plan
Sharing results with top management Ensuring objectivity and impartiality Maintaining Records
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Formal Meeting Periodic Involvement Of Top management
Dearth Of Communication Lack of Staff Input Low Motivation level
FRAMEWORK EMPLOYEE FEEDBACK
Do Check Act Plan
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CURRENT CONDITIONS – ALADIN AMUSEMENT PARK
Lack of planned & formal Meetings Less Documentation Gap between top management & employees Low Awareness level Grey Areas
Do Check Act Plan
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RECOMMENDED SYSTEM
Do Check Act Plan
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“Key Performance Indicators are measurable values indicating how effectively an organization is achieving its goals.”
Source for developing KPIs KPI Incident and Accident Rate Near Miss / employee Best performance & Worst performance Disciplinary actions / enforcement by law Performance Monitoring Monthly Health and Safety Committee Meetings Yearly Annual Review of H&S Management System
Surveys Dimensions Rating Safety Culture of Aladin Amusement Park Reward and Recognition 2.94 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
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CEO/Director OH&S Manager Officers Fire Safety Executive Officer Performance Evaluation Manager Assistant Manager 1 Assistant Manager 2 Head of HSE Dept.
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