HSMS. Group Health AND Safety Management System

Transcription

1 3 2 CONSULTATION AND EMPOWERMENT 4 RISK MANAGEMENT 1 AMBITION, POLICY AND RULES LEADERSHIP, ACCOUNTABILITY AND ORGANISATION PLAN AND COMMIT 5 EMERGENCY PREPAREDNESS 10 AUDIT AND MATURITY PATH 9 LEARN AND PROGRESS DOCUMENTATION AND RECORD-KEEPING HSMS 8 PREVENT AND REACT INFORM AND DEVELOP 7 COMPETENT PEOPLE 6COMMUNICATION ACCIDENT-INCIDENT REPORTING AND INVESTIGATION Group Health AND Safety Management System 2015

2 W e are proud of the high priority we give to Health and Safety in Lafarge. I would like to acknowledge the achievements we have made in Health and Safety over the last few years. We continue to show progress in achieving our ambition of zero fatalities, virtually eliminating lost time incidents, and creating a healthy working environment for everyone. Health and Safety is now embedded in our Lafarge culture, but there is still a lot that remains to be done. This is why we have revised our Health and Safety Management System (HSMS) to be more closely aligned with our higher ambitions in order to become the safest company in our industry. The HSMS is a comprehensive system which encompasses all aspects of Health and Safety for everyone who works for, and with, Lafarge. As we continue our journey of growth, we have expanded our scope in Occupational Health and Safety, to address the well-being of employees, and Core Process Risks, with the aim of eliminating risks related with our production processes. Our performance in Health and Safety is directly linked to the success of our business. The HSMS is the foundation of our entire organization and is not just intended for our management team it applies to all. Health and Safety always has, and will remain our first priority. I count on your leadership and commitment to make the HSMS part of our daily life at Lafarge. Bruno Lafont Chairman & CEO

3 Group Health and Safety Management System Why the HSMS? Keeping people safe and healthy requires a structured approach. The Lafarge Health and Safety Management System (HSMS) provides high-level guidance on how the organisation consistently identifies and controls risks related to Health and Safety (H&S). However it encompasses more than risk management. It also covers key points like leadership, engagement and competence. Its implementation reduces the potential for injuries and occupational illnesses, improves overall performance, and through the Plan- Do-Check-Act (PDCA) cycle ensures continuous improvement for sustainable Health and Safety performance. Who is it for? The HSMS is mandatory and applies to all Lafarge businesses and joint ventures where Lafarge is either the majority shareholder or the managing partner. The HSMS applies to all individuals (i.e. employees, contractors, transporters, vendors and visitors), sites, plants, construction projects, offices and customer sites where there are activities under Lafarge responsibility. How does it work? The building blocks of the HSMS are its 10 elements. They are the mandatory components which ensure its robustness and resilience to existing and emerging risks. Some elements are strategic and others are more tactical. Like the links in a chain, they are all interdependent and key to the effective operation of the HSMS. Each element is supported by other processes and tools, some of which are also mandatory while others provide examples of good practice. All Health and Safety initiatives, activities and documents flow from the HSMS. Lafarge businesses shall respect all local laws and regulations that are more stringent than the requirements specified in the HSMS. PLAN DO ELEMENTS OF THE HEALTH AND SAFETY MANAGEMENT SYSTEM ACT CHECK R o a d SOLUTIONS M a p f o r c o n t i n u o u s i m ISSUES p r o v e m t e n 2015 I Health and Safety Management System I PAGE 3

4 1 2 AMBITION, POLICY AND RULES LEADERSHIP, ACCOUNTABILITY AND ORGANISATION Element 1: Ambition, Policy and Rules Our Health and Safety ambitions are defined by the Group Executive Committee. They are supported by the Group H&S Policy and Rules, and set clear guidance for reaching the ambitions and implementing the policy. Group H&S Policy and Rules articulate senior management s Health and Safety philosophy, commitment and expectations, providing a visible guide for the entire organisation. The Policy is signed and dated by the Group Chairman and CEO. Ambitions, Policy and Rules are reviewed regularly to ensure their ongoing relevance, and reissued as necessary. The rules apply to everyone and are non-negotiable. What does it mean for each Country? The Country CEO signs and dates the policy, ensures it is made relevant to each unit and communicated to the whole organisation and all stakeholders. Objectives and plans must be developed to support Group Health and Safety ambitions, policy and rules. The policy must be made readily visible and accessible on every Lafarge site. Element 2: Leadership, Accountability and Organisation Leadership and Accountability Management is responsible for all Health and Safety implementation, communication and compliance. Line managers must visibly demonstrate their commitment and leadership through their activities, for instance setting goals and targets, reviewing progress regularly, providing direction and coaching to line and functional staffs, approving the necessary human and financial resources to implement the HSMS, conducting regular one-on-one interactions with their direct reports and field interactions with employees, participating in Group HSMS audits and tracking action plans progress. All levels of management hold their direct reports (N-1s) accountable for Health and Safety performance. Managers and employees Health and Safety performance and behaviour are taken into consideration during the annual performance appraisal process as well as for career progression. A progressive discipline process is in place for managing breaches of Health and Safety policy and rules. PAGE 4 I Health and Safety Management System I 2015

5 3 CONSULTATION AND EMPOWERMENT Country/Unit Health and Safety Improvement Plan All Lafarge Units (Countries and their sites) must have a Health and Safety Improvement Plan. It is a critical part of the HSMS as it provides clear evidence of the unit management s commitment and continual improvement efforts. The plan incorporates improvement actions as they arise from the unit s risk management process. These improvement actions can arise from compliance with Group standards and advisories, Core Process Risks, Good Practices lessons learnt from events (fatality alerts, SERs, near-miss reports ) on-the-ground activities (audits, Visible Felt Leadership (VFL) visits, employee suggestions, inspections incl. Government Agencies) information sources internal or external (safety bulletins, regulatory guidance ) other Health and Safety activities For each action, a person should be assigned to complete it within a set timeframe; the plan must be reviewed and updated regularly by the unit s management, who monitor progress against targets. Organisation Each unit clearly defines Health and Safety roles, responsibilities and expectations for everyone in the organisation from Country CEO to employees. The purpose is to ensure Health and Safety efforts are well coordinated and optimized. Furthermore, this contributes to clarifying accountability, training needs and personal performance objectives. A Health and Safety functional organisation is defined and implemented throughout the Group down to site level. This ensures that the line organisation is adequately supported, guided, coached and challenged. Element 3: Consultation and Empowerment To achieve excellence in Health and Safety, Lafarge strongly believes it needs the contribution from all employees. Further, Lafarge recognizes its workforce represents a rich source of knowledge and information with regards to risks in the workplace and also the best means to mitigate these risks. Employee engagement and commitment is critical for the identification of unsafe acts and conditions, however minor, and to the elimination of their causes, which will in turn prevent serious Health and Safety events. Based on this premise, Lafarge is committed to engage all employees in its Health and Safety improvement efforts. Employee participation in Health and Safety activities is encouraged and promoted (membership of Health and Safety site committees, participation in site inspections, audits, health assessments, first-aid training, leading toolbox talk, making improvement suggestions through local suggestion programs etc ). Participation in such activities is taken into consideration when setting annual personal objectives and as part of the annual performance appraisal process. The level of engagement and participation is measured with appropriate leading Key Performance Indicators (KPIs). Achievements are rewarded through various channels, including Group or Country/Site awards, or membership of the Excellence Club. All employees are empowered to stop a task which is deemed unsafe or unhealthy and take the necessary means to correct the situation. Moreover, when confronted with an unsafe or unhealthy work condition, employees are expected to take immediate and personal action to address the condition. At minimum, the person in charge of the area is informed and is expected to mitigate the situation I Health and Safety Management System I PAGE 5

6 4 RISK MANAGEMENT Element 4: Risk Management Group H&S Standards and Advisories and Core Process Risks address the main potential hazards found in our businesses. However this is not limitative as there may be other relevant hazards from physical, biological or chemical agents, which are not covered by a standard. At the Country and site levels, tools and initiatives are defined to address local risks. Countries and their units will develop systematic processes to prioritize, manage and address their risks in a sustainable manner. A review will take place periodically, and whenever there is a change in process, equipment or operating procedure. Process As described in the Risk Management Group Standard, the process is deployed as follows: Operational level - measuring, assessing and controlling risks for each work area and any at-risk population, including impacts on health and ensuring people are fit to do their job. Task level - assessing and controlling risks for each job, both predictively (with the aim of devising safe working procedures) and at field level (i.e. just before carrying out a task). The principle of Hierarchy of Control (HOC) should be used to devise control measures. Implementation Risk assessments are carried out by people competent to perform the task and should address all foreseeable harm. People who may be impacted by any identified risk should be involved in the risk assessment process and are trained in the corresponding safe operating procedures. PAGE 6 I Health and Safety Management System I 2015

7 5 EMERGENCY PREPAREDNESS Element 5: Emergency Preparedness Systems, procedures and resources are in place to ensure that in the event of an incident, our people, the public, the environment, our assets and our reputation are protected from harm. Plans are in place to effectively manage different emergency scenarios. The essential requirements are: 1. emergency plans that are riskbased and take into account: Hazards inherent to our processes, stored energy and materials External hazards from surrounding industrial processes and material transported by road, rail and sea Geographic location which can potentially expose a site to natural disasters, civil unrest and insurgency Availability, effectiveness and accessibility of external support or partners, e.g. local authorities, medical facilities, other businesses, Non-Governmental Organisations. 2. Plans that address: The Health and Safety aspects of any emergency response The response strategies for handling all potential emergencies including medical emergencies The internal organisation, responsibilities and external stakeholders required to manage different emergency scenarios The business continuity plan in case the emergency escalates into a crisis. 3. a designated authority who is identified and is responsible for ensuring that: Effective plans are in place and clearly communicated to all stakeholders, especially when changes are made Competent response teams, internal and external, are established Appropriate equipment and facilities are available to support the emergency response, and are compatible with external necessary resources Regular drills are conducted (annually as a minimum), using a variety of scenarios that reflect the main risks Plans are reviewed regularly, to validate and strengthen their robustness, and that lessons learnt from drills and the root cause analysis of incidents are incorporated. 4. a communication system is in place to ensure that: There are agreed protocols for information exchange with all stakeholders Relevant personnel receive appropriate media training All stakeholders are aware of how to respond in case of emergency I Health and Safety Management System I PAGE 7

8 6COMMUNICATION Element 6: Communication The aim of communication is to maintain the engagement and motivation of the workforce as well as ensuring that information is disseminated for an effective decision making process. Lafarge has established a process and organisation for communicating on Health and Safety to all stakeholders. Effective communication is fundamental to engaging with the workforce and external bodies. Key subjects include: Policy and Rules, Standards and Advisories, performance, progress towards goals, achievements, incidents, procedures, good and effective practices, Serious Event Reviews and Key Lessons. The communications system includes: Clear, established information flow networks and communication channels that allow topdown and bottom-up communication through well-defined media and tools Strong collaboration between the Health and Safety and Communication functions at all levels of the organisation to define and prioritize communication content and methods Workforce participation in the implementation process driven by line management Health and Safety awards & rewards as part of Group, Country, and site recognition programs Storing all key H&S information on the Group Information Technology (IT) systems as a reference, accessible to all employees Creating a dialogue with local communities, industry-related associations, governments and Non-Governmental Organisations about Health and Safety via the Unit s Stakeholder Engagement Program A two-way process to address Health and Safety complaints/concerns of internal as well as external stakeholders Periodic events and activities related to Health and Safety (H&S Month etc ) PAGE 8 I Health and Safety Management System I 2015

9 7 COMPETENT PEOPLE Element 7: Competent People Health and Safety competency is part of job profiles. It is assessed during the recruitment process, shaped to the requirements of the job and maintained throughout careers. This is an essential part of the annual performance appraisal and individual development process. Employees, managers and contractors are trained to work safely and manage Health and Safety in their areas. Initial training includes an orientation of the site, as well as general and job-specific training. Management training includes the leadership aspects of Health and Safety. Training is also conducted when employees transfer to new jobs or when an operating process changes. Refresher training is performed periodically as required by law, best management practice or as a result of assessment activities, audits and incidents. For the Health and Safety function, required competencies include technical expertise, managerial and leadership skills, and change management abilities (coaching, communication skills etc ). Each site has a training plan detailing its Health and Safety training requirements and how they will be met. The content of the training takes into account local aspects and legal requirements and individual development needs. A tracking system ensures training is completed according to requirements I Health and Safety Management System I PAGE 9

10 8 9 ACCIDENT-INCIDENT REPORTING AND INVESTIGATION DOCUMENTATION AND RECORD-KEEPING Element 8: Accident-Incident Reporting and Investigation The Group Accident-Incident Reporting and Investigation Standard defines the reporting and investigation requirements, including the systematic use of the Group Risk Management database ( Emex ). Each site has a written procedure outlining the specific requirements for incident or accident reporting and investigation. A Health and Safety incident or accident is any unplanned event or condition which results in or has the potential (near miss) to result in injury or illness. All incidents and accidents are reported, investigated by the appropriate management level, and learnings shared. Investigations include a root cause analysis and appropriate corrective actions. The Health and Safety Operational Matrix is used to validate the root cause analysis and takes into account potential failings at all levels of the organisation. Records of investigations are kept. Processes are in place to ensure timely and effective, systematic implementation of corrective actions. Element 9: Documentation and Record-keeping Systems are designed and implemented for creating, distributing, controlling and managing documents and records prepared in support of Health and Safety requirements. Documents are defined as written standards, procedures, work instructions, etc. that describe intended actions. Records are defined as written documentation of activities that have taken place such as training records, meeting minutes, risk assessments, permits to work etc. The documents and records management systems must comply with regulatory requirements on data protection, medical confidentiality and document retention. The record system also enables segmentation and analysis of data, helping to identify patterns and trends. This ensures proactive management of emerging risks. PAGE 10 I Health and Safety Management System I 2015

11 10 AUDIT AND MATURITY PATH Element 10: Audit and Maturity Assessment Compliance with the requirements of the HSMS and Group H&S Standards and Advisories is assessed regularly for each unit through a Group HSMS audit. Each audit follows a set protocol and calendar. Audit outcomes include a H&S maturity assessment, done using the Group HSMS Maturity Tool. They are reported to site and country management, who are then in charge of devising an action plan that addresses findings in a timely manner, as part of their Risk Management process. At a local level, units carry out their own audit process and conduct a H&S maturity selfassessment every three years, using the HSMS Maturity Tool I Health and Safety Management System I PAGE 11

12 LAFARGE 61, rue des Belles Feuilles - BP Paris Cedex 16 - France Ph: Fax: health_safety.comms.group@lafarge.com