E.ON PowerPoint

Report
Safety communication at MPP3
October 2012
Some facts & figures (2011)

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
Europe: Focussed and synergistic positioning
Outside Europe: Targeted expansion
MPP3 key data
Start construction
In operation
April 2008
End 2013
Workers on site
Nationalities
Contractor firms
HPE inductions
Approx. 1,800
25-30
800
4,500
LTIFR
TRIF
Record safe hours
0
4.8
5,300,000
Safety support on highest level
“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)
HSE Performance over time
Technology
and standards
HSE
Incident rate
Management
•
•
•
•
Systems
Engineering improvements
Hardware improvements
Safety emphasis
E&H Compliance
•
•
•
•
•
Integrated HSE-MS
Reporting
Assurance
Competence
Risk Management
Time
• Behaviour
• Visible leadership /
personal accountability
• Shared purpose & belief
• Aligned performance
commitment & external
view
• HSE delivers business
value
Improved
culture
Culture Ladder
GENERATIVE
HSE is how we do business
round here
PROACTIVE
we work on the problems that we
still find
Increasingly
informed
CALCULATIVE
we have systems in place to
manage all hazards
REACTIVE
Safety is important, we do a lot every
time we have an accident
Increasing
Trust/Accountability
PATHOLOGICAL
who cares as long as we’re not caught
Culture Ladder
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
REACTIVE
PATHOLOGICAL
• we cracked it!
• lots and lots of audits
• HSE advisers chasing statistics
• 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
• the lawyers/regulator said it was OK
• of course we have accidents, it’s a dangerous business
• sack the idiot who had the accident
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, …)
Prof. Jop Groeneweg (Leiden University)
“An excellent
primary process
makes a safety
department
unnecessary.”
9
Aris Blankenspoor (E.ON)
“An excellent primary process
starts with
10
Front End Loading.”
Front End Loading (FEL)
influence & costs
FEL
Influence
Design progress
Costs / commitment
2
1
FEL
time
Implementative
1
1.
Cost of change is low value (% of overall commitment)
2
2.
Cost of change is high value (% of overall commitment)
11
Optimize project results
 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!
12
Safety Communication Tools (1)
Site wide
- Safety Summit
Contractor firms
- 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
(Groups of) individuals
- Permit to work process
- Safety observation rounds
Communication Dept.
Construction mgt./Safety Dept.
Construction mgt./Safety Dept.
- 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
Safety Communication Tools (2)
All staff, including secretaries: VCA-VOL
PMT: NEBOSH
Safety staff: Influencing
General: behaviour, respect
90% of project success (including safety)
is determined by good preparation
Each change is a potential risk
15

similar documents