HSE Business Strategy for West Africa

Title master

Reference, date, place

HSE, Business Strategy Tool for
Developing Markets: A Focus on
the West-Africa Sub-Region
Presented by:
Alabi Olubunmi
at the
WASHEQ 2013 Conference

Background
West Africa Economic Outlook
 Has some of the fastest growing economies in the
world
 Estimated growth rate of 6.7% in 2013 and 7.4% by
2014
 It provides a myriad of opportunities for Foreign
Direct Investments (FDI’s)
 Economic barriers include Infrastructure, insecurity
and salient issues like HSE, affecting its
competitiveness

Background Contd....
Current Sub-Regional HSE Trend
 Lack of regulator framework and legislations
 Lack statistics which could form the bedrock for
implementing regulatory controls, identify high risk
sectors and setting objectives and targets
 In Sub-Sahara-Africa, which includes the sub-region,
about 54,000 fatalities occur annually with 42 million
accidents.

Background Contd....
 Gas flaring and GHG emission are still on the high
 Pollution and spills are not accurately prosecuted and

accounted for
 There are no proper plans for Climate Change
Mitigation and Adaptation

Economic Importance of the Sub-Region
Natural Resource includes;
 Land for subsistence farming and cash crop
production including cocoa, rubber and timber
 Major player in the Oil and Gas global market with
new reserves increasingly discovered
 Large deposits of solid minerals like Diamonds in
Sierra-Leone, Gold in Mali, Ghana and Guinea

Economic Importance of the Sub-Region
contd....
Human Capital Resources
 It has a population of over 245 million people
 Some of the brightest minds in the continent are from
the region
 Yet about 40% of the adult workforce is illiterate
 And over 80% are exposed to the risk of accident at
work

Challenges to HSE in the SubRegion
Proper Regulatory Framework and Compliance
 There are no regulatory or compliance mechanism
 No regulatory body to supervise and monitor
businesses within member states
 Lack of records keeping and inability to benchmark
data with other regions
 Little or no penalty for non-compliance

Challenges to HSE in the Sub-Region
contd....
 Education, Training and Awareness
 Huge population with high illiteracy rate
 Little knowledge of HSE hazards
 Cultural belief that accidents are part of normal work

life
 Short term focus of meeting daily needs which take
precedence over safe work environment

Challenges to HSE in the Sub-Region
contd....
Leadership and Corporate Commitment
 There is little or no meeting point between business
and HSE
 Businesses align themselves with productivity and
profit as HSE is perceived as luxury
 HSE is not viewed as strategic enabler to business
sustainability

Challenges to HSE in the SubRegion contd....
Life Cycle Approach to HSE in Business Plans and
Processes
 Lack of incorporation of HSE into business plans,
processes and programmes
 HSE should be in all phases of business from
conception of an Idea through the design phase to
commissioning and decommissioning

Qualitative Analysis of HSE in the SubRegion
 There are no statistical numbers to back quantitative

analysis
 Best and Brightest hands are more willing to work for
HSE compliant companies
 Recent surveys reveals some of the best companies to
work for are Multi-Nationals and indigenous firms that
adopt global best practices
 Global Best Practices in this regards, refer to
Sustainability

Counting the Cost
Loss of Investment Opportunities
 Inability to attract investment from Fortune 500
companies
 Also agencies like IFC are less willing to borrow
businesses in regions with little or no HSE framework
or compliance
 In Nigeria for instance with the Central Bank’s
initiation of the Sustainable Banking Principle,
businesses access to funds would become more
stringent.

Counting the Cost contd.....
Drop in GDP
 A decline in investment would surely lower the subregion’s GDP
 Refusal of other markets to take products from the
sub-region
 Consequent lowered productivity is experienced

Counting the Cost contd.....
Inability to Break into New Markets
 Loss of new markets as a result of the inability to meet
GMP requirements
 HSE is a prerequisite in most countries to gain access
into their markets

Counting the Cost contd....
Flight of Bright /Talented Minds
 Indigenous bright/talented minds are seen to move to
regions where HSE is at the cornerstone of business
 This would affect human capital mobilization and
retention

Looking Forward
Regional and State Government’s Commitment
 Regulatory framework should be design and
implemented
 Set-up regulatory bodies
 Ensure compliance
 Lead by example

Looking Forward contd....
Businesses Adopting Global Best Practices
 Adopting HSE practices into the life cycle of its plan,
programmes and processes
 Use of efficient and cost effective HSE methodologies
 Business Case to investors should highlight its HSE
objectives and targets

Looking Forward contd....
NGO’s and HSE Consultant Participation
 Organisation of Conferences
 HSE awareness amongst the public especially through
campaigns, media outreach like radio talks
 Collaboration of Governments, Businesses,
Associations and Consultants to develop sectoral
guidance

Benefit of HSE to the Sub-Region
Sustain Business Development and Regional
Sustained Economic Growth
 It would increase sub-regional productivity
 Make businesses more sustainable
 Help harness sub-regions potential especially in
less attractive sectors
 Would increase sub-region’s GDP

Benefits of HSE to the Sub-Region Contd....
Retention and Attraction of Best Talents
 Would help keep indigenous talents
 Foreign Expatriate and West-Africans in Diaspora
would be willing to come back to help grow the subregion

Breaking into New Markets
 Businesses in the sub-region would easily break into
new markets
 The would be a soar in foreign exchange in the region
 Foreign businesses would be willing to relocate to the
region

Enhancement of its Reputation
 It would rank the sub-region highly amongst
international bodies like ILO
 Win the confidence of varied stakeholder
 It would place the region amongst the strongest
economic regions in the league of nations

 Other plus include a stronger, healthier, motivated and

well enlightened workforce
 Also litigation and business closure would be greatly
reduced

Conclusion
 Looking forward HSE has to be addressed like other

business aspects and should be emplaced in the very
heart of business plans and processes.
 Proactive measures would help safety grow in the subregion adding value and setting precedents would
bring bout the recognition that safety requires in the
sub-region

THE PATH WAYS OF FIRES AND EXPLOSIONS IN
PROCESS PLANT OPERATION
APPLICATION OF API 752 AND API 753 AS A TOOL
FOR PREVENTING/REDUCING THE CONSEQUENCES
OF FIRES AND EXPLOSIONS.
Okudor K. Emmanuel
RGDP,MASME,MAIChe,MIIRSM,TechIOSH,ANGA,MNISP

Delivered at the
WASHEQ Conference Lagos.
31st October, 2013

Presentation Overview
Introduction on pathway of fires and explosions
Overview of API RP 752 and API RP-753
Application of API 572/API 753
Building assessment and evaluation
Process incidents involving Buildings in process
plants
• Consequence modeling tools and their application
• Management Responsibilities
• Conclusion

•
•
•
•
•

In the Line of Fire!
(Pathways of fires and explosions)
What does it mean?
Simply means, In the path of an an attack.
This expression, dating from the mid-1800s,
originally referred to the path of a bullet or
other projectile, a meaning that is also still
current.

Line of fire or pathways of fires and explosion!
What it means, in process plant Operation
• A key factor of consideration are facility siting and
layout.
• Avoiding or minimizing Domino effect by application
of equipment spacing standards and process & non
process building evaluation.

In the pathway of fires and explosion
The fire and
explosion that
destroyed the West
Fertilizer chemical
plant in Texas on 17
April, 2013; killing
at least 14 people
and injuring more
than 200.
The Blast destroyed
the plant and
surrounding
buildings, including
a school and a care
home

West Fertilizer chemical plant explosion

Pathways of Fires and Explosions…and its consequences

Avoiding being in the line or pathway of fires
and explosions
The line or pathway separating SAFETY from Danger is sometimes quite small.
To avoid crossing the line/pathway of fires and explosion, we must,
1.

Always be aware of the hazards around us.

2.

Understand the process equipment operation philosophy and associated
inherent hazards and nature of consequences of ‘’ top event’’. e.g effects
of deflagration & detonation in a process plant operation.

1.

Take the time to think of the possible consequences from where we place
our bodies or action we perform, where we site our permanent and
portable process and non process buildings.

When we do this, we can avoid suddenly finding ourselves in the
Line of Fire or ‘’ In the pathways of fires and explosions’’

Overview of API 752/API 753
API 752/API 753 AND FACILITY SITING AND LAYOUT:
Facility siting is an analysis, during the PHA, of the spatial
relationship between where the hazards are located and where the
people congregate. Merely stating in the PHA that industry spacing
standards have been met is not sufficient. Industry spacing standards
(API, NFPA, etc.) are equipment-to-equipment standards, not
equipment-to- people standards.
Facility siting has come under increasing scrutiny in recent years and
is an important aspect of process safety for plant personnel and their
contractors. In December 2009, API issued the Third Edition of the
Recommended Practice 752/753, “Management of Hazards
Associated with Location of Process Plant Permanent and portable
Buildings,” which incorporated much of what has been learned from
catastrophic incidents e.g BP Texas refinery disaster, Piper Alpha,
Conoco Humber refinery etc,

APPLICATION OF API RP 752 & 753
AS A PROACTIVE PROCESS SAFETY TOOL TO AVOID
BEING IN THE PATHWAY OF FIRES AND
EXPLOSIONS,AND MINIMIZATION OF CONSEQUENCES
OF PROCESS INCIDENTS.

Why API 752/753
• Most process and non process plants buildings are sited too
close to process plant/units without due consideration to
effects of fires, explosions and toxic releases resulting from
accident.
• Portable and permanent buildings are sited, unknowingly in
the pathway of fires and explosion(unsafe zone);hence,
exposing occupants to high risk of blast, radiation and toxic
effects.
• Lots of fatality recorded as due to nearness of process and
non process plant buildings to process plants.
• To reduce unnecessary exposures of building occupancy to
effects of fires, explosions and toxic releases

Why API 752/753?
Texas BP Refinery Disaster -2005 and many other process
incidents.

A case for implementation of
API 752/753- BP Texas Refinery Explosion
• 15 Killed, 180 Injured
• A community devastated
• Resulted in financial losses
exceeding $1.5B.

KEY ISSUES:
• Facility Siting
•

SAFETY CULTURE

•

REGULATORY OVERSIGHT

•

PROCESS SAFETY METRICS

•

HUMAN FACTORS

Most common comments during accident
investigations
I didn’t know

that was
important

I didn’t know it
would be like that

No-one told
me that
could happen

Selected Accidents involving Buildings in Process Plant.
Date Location

Fatalities

Description

1988 Norco,
7
(Hagar,1988) (6 in buildings)

A corrosion-induced propane leak in a
fluid catalytic cracking unit resulted in an
explosion that destroyed the control
room. six fatalities occurred in or near
the control room; the seventh was
caused by a falling brick wall.

1992 Castleford,
England
(HSE 1994)

5
(5 in buildings)

Heat-sensitive and unstable nitrotoluene
residue was overheated during the
preparation for maintenance. A runaway
reaction caused a jet flame that
destroyed a wooden control room.

1975 Beek, The
14
Netherlands( (6 in buildings)
Marshall,198
7)

A propylene leak resulted in an explosion
that caused severe blast and fire damage
to the control room. All controls and
plant records were lost.

API RECOMMENDED
PRACTICE 752
Management of Hazards
Associated with Location of
Process Plant Permanent Buildings

Guiding Principles of API 752
API RP 752 is based on the following guiding principles:

• locate personnel away from process areas consistent with safe and
effective operations;
• minimize the use of buildings intended for occupancy in close
proximity to process areas;
• manage the occupancy of buildings in close proximity to process areas;
• design, construct, install, modify, and maintain buildings intended for
occupancy to protect occupants against explosion, fire, and toxic
material releases;
• manage the use of buildings intended for occupancy as an integral part
of the design, construction, maintenance, and operation of a facility.
Examples of buildings intended for occupancy include, but are not limited to:
• conference rooms; control rooms; laboratories with assigned personnel;
lunchrooms; maintenance shops with assigned personnel; offices; training
rooms; warehouse buildings with assigned personnel;

Management of Hazards Associated with Location
of Process Plant Portable Buildings
API RECOMMENDED PRACTICE 753

PURPOSE
The purpose of this recommended practice is to provide guidance for
reducing the risk to personnel located in portable buildings from
potential explosion, fire and toxic release hazards.

Guiding principles
This recommended practice is based on the
following guiding principles:
• Locate personnel away from covered process areas
consistent with safe and effective operations
• Minimize the use of occupied portable buildings in
close proximity to covered process areas
• Manage the occupancy of portable buildings,
especially during periods of increased risk including
unit start-up or planned
• shut-down operations
• Design, construct, install, and maintain occupied
portable buildings to protect occupants against
potential hazards
• Manage the use of portable buildings as an
integral part of the design, construction,
maintenance, and operation of a facility.

Portable buildings
intended for occupancy
Portable buildings
include, but are not
limited to:
• Offices
• Training rooms
• Orientation rooms
• Lunch rooms
• Conference rooms
• Control rooms
• Laboratories
• Change houses
• Maintenance shops

Assessment Approach and Scenario Selection
Consequence Based Approach-CBA
The methodology used for building siting evaluation that is based on consideration
of the impact of explosion, fire and toxic materials release which does not
consider the frequency of event.

Risk-based approach-RBA
A quantitative risk assessment methodology used for building siting evaluation that
takes into consideration numerical
values for both the consequences and frequencies of explosion, fire, or toxic
material release.

Spacing Tables Approach -STA
The “spacing tables” approach uses established tables to determine minimum
separation distances between equipment and buildings intended for occupancy.
Industry groups, insurance associations, regulators, and owner/operator companies
have developed experience-based spacing tables for minimum building spacing for
fire.

Overall process for a Building Siting Evaluation
Step-1

• Select Approach

Step-2

• Define siting criteria

Step-3

• Determine the scope of the siting evaluation by identifying buildings

Step-4

• Determine if buildings within the scope are potentially impacted by
explosion, fire or toxic release

Step-5

• Perform an assessment of consequence of explosions, fires, and toxic
releases on buildings intended for occupancy

Step-6

• Evaluate buildings against siting criteria. For existing buildings, prepare
mitigation plans if criteria are not met.

Step-7

• For new buildings, feed results into the building design process.

Building Siting Evaluation Criteria for the
Consequence-based Approach
Building siting evaluation criteria for the consequence-based approach can
be expressed as building exposure criteria or consequence criteria. These
criteria are specific to the materials of construction, building design, and
hazard type (explosion, fire, toxic material release).
Building exposure criteria are typically expressed as:
• blast load,
• thermal flux and exposure time,
• flammable gas concentration, or
• toxic concentration and exposure time.
Consequence criteria are typically expressed as:
• occupant vulnerability,
• potential building damage, or
• building internal environment degradation (i.e. inability to support
human life).

Building Siting Evaluation Criteria for the
Risk-based Approach
Building siting evaluation criteria for the risk-based approach shall
address the risk to the building occupants as a
group (aggregate risk) and the risk to an individual.
An owner/operator may choose to establish a single risk criterion
that addresses both individual and aggregate risk. Building siting
evaluation criteria may be expressed as numerical values of
individual risk, aggregate risk or exceedance values.
They can also be expressed as graphical formats
which include cumulative frequency vs consequence (F/N) curves, or
matrices with numerical axes.

Software Application in Modelling of Consequences of
Fires and Explosions
•
•
•
•

Onshore Building Siting Capability
Explosion Simulations (FLACS)
Leading CFD software for gas explosion calculations
Gas dispersion modelling

Usefulness of Consequence modelling in process plant

FACILITY MAPPING - VCE Pressure Contours Simulation

Portable Building Location Guidance

Management Responsibilities
under API RP-752 and API RP-753
• Meeting Expectations-Management’s Role in the process
Management sets the criteria considering their corporate values and how building siting is
integrated into the balance of their process safety program.
e.g use of CBA,RBA,STA or combination of either of them to identify the major scenarios at a
facility, and then use a Building Damage Level(BDL) as acceptance criteria.
- Management should ensure that competent persons should only carryout building siting
evaluation. Among the areas of competency that may be needed are:












HAZID
Scenario development
Frequency assessment
Flammable and toxic gas dispersion modeling
Fire modeling
Explosion modeling
Blast response of building
Fire resistance of building
Toxic ingress into buildings
Occupant vulnerability and
QRA techniques

• Maintaining the process
Management of Change(MOC) system should be in place and effectively implemented to identify
the events that could trigger a need to re-evaluate the siting for the affected areas.

Conclusion
Consequence of fires, explosions and toxic releases on occupants of buildings in
process plants could be significantly reduced where instituted barriers fails by:
•

Considering adoption or implementation of facility siting and building evaluation.

•

Conduct QRA to gather relevant data from modeling of maximum credible
postulated scenarios of various consequence of fires, explosions and toxic
releases.
Make use of QRA Data in engineering design

•
•

Implementation of MOC to manage all changes relating to the removal, addition or
modification of portable and permanent buildings in process plants.

•

Using one or combination of the various Assessment Approach and Scenario
Selection e.g CBA,RBA and STA etc

Reference
• OSHA, Title 29 Code of Federal Regulations (CFR) Part 1910.119, Process
Safety Management of Highly Hazardous Chemicals
• Guidelines for Facility Siting and Layout, Center for Chemical Process Safety
(CCPS), Wiley-American Institute of Chemical Engineers (AIChE), August 15,
2003
• Dow’s Fire & Explosion Index Hazard Classification Guide, Wiley-American
Institute of Chemical Engineers (AIChE)
• API RP- 752; Management of Hazards Associated with Location of Process
Plant Permanent Buildings
• API RP-753; Management of Hazards Associated with Location of Process
Plant Portable Buildings
• CCPS Guidelines for Evaluating Process Plant Buildings for External
Explosions, Fires, and Toxic Releases.

Avoid being in the line of
fire!
A good business
sense.

Contact:
T: +234-8026944107, 08034421085,
E: okudor2002@yahoo.com
for further information on this presentation.

2013
Friday, November 01, 2013

By Titilola Awogboro

1

Six Sigma Learning Materials By
Titilola Awogboro

Titilola L.N Awogboro

2

Principal Management Consultant, Sigma Qualitas
Information Technology and Quality Management.


Core Competencies



ISACA: Serving IT Governance Professionals (CGEIT)

•

Process Improvement, Service and Quality
Management



Senior Member American Society for Quality (SMASQ)

•

Culture Change & Change Management

•

Governance,
Management

and

Risk

•

Human Resource Management,
Leadership & Group Facilitation

Team

•

IT Portfolio Management,
Strategy & Execution



Fellow British Computer Society (FBCS) and a Chartered IT
Professional (CITP)

Compliance



Institute of Customer Service Companion Member (CMICS)



Associate Member Business Continuity Institute England
(ABCI)

•

Project & Programme Management,
Financial Control and Budgetary Planning



ITIL Foundation Certification

•

Business Development and Marketing

•

Business Analysis and Systems Design
Methodologies

•

Vendor & Contract Negotiation




Six Sigma Black Belt Certification (SSBB)

Operational

SFIA Accredited Consultant.

Six Sigma Learning Materials By Titilola Awogboro

2013

1. Awareness with respect
to origins and history of
Six Sigma and Lean Six
Sigma.
2. The utility and benefits

Persistence
“It’s not that I’m so smart,
it’s just that I stay with the
problems longer”

3. Introduction to Six Sigma
and
Lean
as
methodology, metric and
management system …

3

4


Lean and Six Sigma: A Holistic Approach to Process
Improvement


2013

5


Serious
Competition!
Every morning in Africa, a gazelle
wakes up; it knows it must run faster
than the fastest lion or it will not
survive.

Every morning in Africa, a lion wakes
up; it knows it must outrun the
slowest gazelle or it will starve.

It doesn’t matter whether you are a lion
or a gazelle: When the sun comes up,
you had better be running!


2013

6

 CAUSES of Competition: advances in communications, computing,
transportation technologies, and the consumer has a wide variety of
choices for their purchases - Global Village, Internet etc.
 To produce a service or a product companies run process
 A company that understands the behavior of its processes is able
manage it processes better, manage the company better and therefore
is more competitive. AVOID BEING IN THE LINE OF FIRE!
 This is a fundamental fact many companies have known for years, yet it
has only been over the past several years that they are starting to do
something significant about it.
 Whether you are a gazelle or a lion, you better be running as fast
as you can if you want to survive in today’s economy.

7

 The Basis of competition is: Price, Delivery and Quality
 A frequently used definition of quality is “Delighting the customer by
fully meeting their needs and expectations”.
 Organisations must knows what these needs and expectations are.
(Delighters)
 Having identified them, the organisation must understand them,
and measure its own ability to meet them.


8


"Six Sigma: A comprehensive and flexible system for achieving, sustaining and
maximizing business success. Six Sigma is uniquely driven by close understanding
of customer needs, disciplined use of facts, data and statistical analysis, and diligent
attention to managing, improving and reinventing business processes.“
By Panda, Neuman and Cavanagh
Six Sigma requires everyone develop a new
way of looking at how they approach their
work.

Six Sigma is a collection of many old and
new tools that enable quality management.

Six Sigma is a methodology, metric and
management system - Motorola

Symbolized by the Greek Alphabet.

Six Sigma aligns with business strategy,
providing the workforce with new knowledge
and capabilities that enable better
organization of process activities based on
identified problems. This enables the
organization to make better decisions.

± 6σ

Six Sigma quality methodology uses the very
best from existing Total Quality Management
together with Statistical Process Control and
Measurement, and strong Customer Focus, and
therefore impacts on three key areas: the
process, the employee, and the customer.


2013

9

 The definition of Six Sigma brings out a few key

points:

 Change will be driven by the desire for perfection, with a low






tolerance level for failure, QUALITY must never, never be
compromised
All change will be conducted in COLLABORATIVE manner
with stakeholders
Leadership, Management and Task Orientation will be
PROACTIVE
Change will be CUSTOMER DRIVEN and must lead to
significant improvements in Business Performance
Performance Measurements will be driven by FACTS, DATA
AND STATISTICAL ANALYSIS
Business Process change will be INCREMENTAL and where
necessary redesigned


10

1885
Craft Production

1913
Mass Production

- Machine then harden
- Fit on assembly
- Customization
- Highly skilled workforce
- Low production rates
- High Cost

- Part inter-changeability
- Moving production line
- Production engineering
- "Workers don't like to
think"
- Unskilled labor
- High production rates
- Low cost
- Persistent quality
problems
- Inflexible models

Lean Manufacturing has been
going on for a very long time,
however the phrase is credited to
James Womac in 1990.

1955 - 1990
Toyota Production
System
- Worker as problem
solver
- Worker as process
owner enabled by:
-- Training
-- Upstream quality
-- Minimal inventory
-- Just-in-time
- Eliminate waste
- Responsive to change
- Low cost
- Improving productivity
- High quality product


1993 Lean Enterprise
- "Lean" applied to all
functions in enterprise
value stream
- Optimization of value
delivered to all
stakeholders and
enterprises in value chain
- Low cost
- Improving productivity
- High quality product
- Greater value for
stakeholders

A small list of accomplishments
are noted in the slide above
primarily focused on higher
volume manufacturing.


2013

11

Concepts

TQM

Six Sigma


Lean

Origin

The quality evolution in Japan

The quality evolution in
Japan & Motorola

The quality evolution in
Japan & Toyota

Theory

Focus on customers

No defects

Remove waste

Process view

Improve & uniform processes

Reduce variation & improve
processes

Improve flow in processes

Approach

Let everybody be committed

Project management

Project management

Plan, do, study, act

Define, measure, analyse,
improve (or design), control
(or verify)

Understanding customer
value, value stream,
analysis, flow, pull, perfection

Analytical & statistical
tools

Advanced statistical &
analytical tools

Analytical tools

Increase customer
satisfaction

Save money

Reduce lead-time

Achieves customer loyalty
& improves performance

Achieves business goals &
improves financial
performance

Reduces inventory, increases
productivity &
customer satisfaction

No tangible improvements,
resource-demanding, unclear
notion

Does not involve everybody,
does not improve customer
satisfaction, does
not have a system view

Reduces flexibility, causes
congestion in the supply
chain.

Methodologies
Tools
Primary effects
Secondary
effects
Criticism


2013

12


The strategy and Goals of Six Sigma and Lean Six Sigma


2013

13


Process Engineering is driven by the simple Business Logic that is charted below:

We are able to satisfy needs and
expectations by doing for our
customers
We make money from our
customers by satisfying their
needs and exceeding their
expectations through our
products and services

We are in business to make
money

Making Money
Profit
Bottom Line

01

Any repeated action constitutes
a process
The aim of customer focus is on
improving need or do
interactions
Every need or do pair is an
interaction

Customer
Interaction


02

Products or services delivered
on-time, with zero defects, at the
lowest cost
Process Improvement yields
better business performance
We create processes to generate
needed products or services

Products
and
Services

03

2013

14

Strategic
Themes


A BUSINESS STRATEGY is a
mechanism to ensure that the
resources or assets of a business
are applied profitably across all its
activities
for
developing
and
retaining a competitive edge in the
market place.

Processes

Company’s
Profit /
Bottom line

Products &
Services
Customer
Satisfaction

The world is changing very fast. Big will not beat small
anymore. It will be the fast beating the slow.”
Rupert Murdoch (Chairman and CEO News Corporation)

2013

15

1. Manage Process
Defects by Eliminating
Waste
2. Cost Reduction
3. Risk Management

Six Sigma
Goals
Process Capability
1. Judicious Resource
Allocation
2. Increase in
Customer
Satisfaction
3. Continuous Quality
Improvements



1. Reduction in Cycle
Time
2. Reduction in the Cost
of Poor Quality
3. Improvement in
Productivity
4. Increase in Employee
Satisfaction – People
& Leadership
Programmes

2013

16

Goal


highest level of process performance possible - PERFECTION.

5+ Sigma

3 - 5 Sigma

3 Sigma

1 - 2 Sigma


Sweet Fruit
Design for Six Sigma
Bulk of Fruit
Process
Characterization
and Optimization

Low Hanging Fruit
Basic Tools of
Problem Solving
Ground Fruit
Simplify and
Standardize

2013

17


Six Sigma and Lean is a methodology, metric and
management system …


2013

18


Six Sigma as a Philosophy is based on the theory that reducing
variation in process output to stay within limits defined by the customer
will yield great returns.
Defects are expensive. Competitive Advantage is gained by meeting
customer expectations…Six Sigma has been proven to accomplish just
that objective.

Six Sigma Program &
Process Performance
have a

Positive Correlation
The Six Sigma philosophy is that of Continuous Improvement
through the use of data and specific variation reduction techniques.


2013

19


A Sigma value allows us to Benchmark performance against other processes.

Yield

DPMO

COPQ Sigma

99.9997%

3.4

<10%

6

99.976%

233

10-15%

5

99.4%

6,210

15-20%

4

93%

66,807

20-30%

3

65%

308,537

30-40%

2

50%

500,000

>40%

1

World Class Benchmarks
10% GAP
Industry Average
10% GAP
Non Competitive

Source: Journal for Quality and Participation, Strategy and Planning Analysis

What does 20 - 40% of Revenue represent to your Organization?
As you can see from this graphic, as the sigma performance level is
improved the operating efficiency improves yielding lower costs for the
same output and more customer satisfying products and services.

2013

20


Six Sigma utilizes specific Tools for business problem solving. Six Sigma tools are used
to scope and select projects, modify and/or design new processes, improve current
processes, decrease downtime and improve customer response time.

Fishbone

Control Chart
FMEA
High Variability
A

Data Analysis

SPC


Histogram

2013

21


Six Sigma as a Methodology provides an organized, specific, repeatable means of assessing
and resolving challenges through a process titled….

This approach yields a focus on cause and effect with
analytical problem solving tools within a management
structure to assure results.


2013


Input

Phase

Output

Identify Project, People and
Process

Define

You have a problem definition
and a thorough execution plan

Ensure you have output
measures for process and
reliable ways of measuring it

Measure

You ensure reliable analyses
and decisions

Find the gaps between current
and final states

Analyse

You understand the problem
now

Find root causes and develop
solution

Improve

You have the solution to the
problem

Communicate, standardize and
document the improvement

Control

You have ensured sustained
improvement

22

2013

23


Project Phase

Project Life Cycle

Perspective

Core Tools

Define

Initiation and Planning

Identify the Practical
Problem

Define Process and
Map Process

Measure

Design

Practical Problem

VOC, VOB and VOP

Implementation

Statistical Problem
Definition

Build PMS

Testing

Statistical Solution

Develop Dashboards

Practical Solution

Identify Improvement
Opportunities

Analyse
Improve
Control

Go Live, Project
Closure and Support


2013

24

Define















Team election and
scoping
Review Project
Charter
Validate High-Level
Value Stream Map
and Scope
Validate Voice of
the Customer
and Voice of the
Business
Validate Problem
Statement
and Goals
Validate Financial
Benefits
Create
Communication
Plan
Select and Launch
Team
Develop Project
Schedule
Complete Define
Gate

Measure
















Identify Key Input,
Process and
Output Metrics
Develop
Operational
Definitions
Develop Data
Collection Plan
Validate
Measurement
System
Collect Baseline
Data
Determine Process
Performance/Capa
bility
Validate Business
Opportunity
Value Stream Map
for deeper
understanding &
focus
Quick Wins
(Control Plans)
Measure Gate
Review

Analyze










Identify Potential
Root Causes
Reduce List of
Potential Root
Causes
Confirm Root
Cause to Output
Relationship
Estimate Impact
of Root Causes
on Key Outputs
Prioritize Root
Causes
Complete
Analyze Gate



Improve













Develop Potential
Solutions
Evaluate, Select,
and Optimize
Best Solutions
Develop ‘To-Be’
Value Stream
Map(s)
Develop and
Implement Pilot
Solution
Confirm
Attainment of
Project Goals
Develop Full
Scale
Implementation
Plan
Complete
Improve Gate

Control










Implement
Mistake Proofing
Develop SOP’s,
Training Plan &
Process Controls
Implement
Solution and
Ongoing Process
Measurements
Identify Project
Replication
Opportunities
Complete Control
Gate
Transition Project
to Process
Owner

2013

25

Define















Project
Management
Methodology
Affinity Process
De Bono
Brainstorming
Process
Communication
Plan
Voice of the
Customer
Kano Analysis
Process Map &
Documentation
Process
SIPOC Analysis
CTQ Tree Diagram
QFD
Tollgate Worksheet

Measure

















Measurement
Planning &
Assessment Tree
Stratification
Factors
Balance Score Card
Benchmarking
Process and
Population
Sampling & Data
Collection
Control Chart
Pareto Charts
Prioritization
Matrix
Measurement
System Analysis
Process Variation
Process Capability
Proportion
Defective and Yield
Calculation
Tollgate Worksheet

Analyze
















Value Add
Ishikawa Diagram
Stratified Data
Charts
Testing Quick Fixes
or Obvious
Solutions
CURD Matrix
Quick Wins
Chi Square
Correlation
Scatter Diagrams
FMEA
ANOVA
Hypothesis Testing
Design of
Experiment
Tollgate Worksheet



Improve















Brainstorming
Process
Force Field
Analysis
Reduce Lead Time
& Non-Value Add
Cost
Generic Pull
System
Replenishment Pull
System
4 Step Rapid Setup
(for service
process) Total
Productivity
Method
Poke Yoke
Process Balancing
Work Cell
Optimization
Visual Process
Controls
Tupe Law
Tollgate Worksheet

Control
















Process
Management
Chart
Process Scorecard
Dashboard
Mistake Proofing
Solution Rollout
Plan
Documentation
Standard
Operating
Procedures
Statistical Process
Control SPC
Exploring Variance
Central Limit
Theorem
Control Chart Basic
XBar and Rcharts
Tollgate
Worksheet, Project
Summary and
Lessons Learnt

2013

26

White Belt
(Champion)
Master Black Belt

Black Belt

- Thought Leadership
- Expert on Six Sigma
- Mentor Green and Black Belts

Black Belt

Green Belt

Green Belt
Green Belt

Yellow Belt

- Backbone of Six Sigma Org
- Full time resource
- Deployed to complex or “high risk”
projects

- Part time or full time resource
- Deployed to less complex projects in
areas of functional expertise

27


Training as a Six Sigma Belt can be one of the most rewarding undertakings
of your career and one of the most difficult. To become an efficient Belt
takes Hard Work!
You can expect to experience:

 Hard work (becoming a Six Sigma Belt is not easy)
 Long hours of training

 Be a change agent for your organization
 Work effectively as a team leader

 Prepare and present reports on progress
 Receive mentoring from your Black Belt

 Perform mentoring for your team members
 ACHIEVE RESULTS!

You’re going places!

2013

28


All players in the Six Sigma process must be willing to step up and act according to the
Six Sigma set of behaviors.

Leadership by example: “walk the talk”
– Encourage and reward individual initiative
– Align incentive systems to support desired behaviors
– Eliminate functional barriers
– Embrace “systems” thinking
– Balance standardization with flexibility


2013

29



2013

30

Customer

Define

Analyze

Measure

Improve

Process A

Process B

Vendor

Control

Driven
by
customer
needs
Process Map Analysis
LSL

Led by
Senior
Mgmt

Methodology

Organization

Tools

US
L

Upper/Lower
specification
limits

••
• ••••
• • ••••
•
••••••
••••

Regression

35

100%

30
25

80%
60%

20
15

Enabled by quality
team.


Process variation

40%

10
5

20%

0

0%
L

K

A

Frequency

F

B

C

G

R

D

Cumulative Frequency

Pareto Chart

31



2013

32


2013
“Trifles make
perfection, but
perfection is
no trifle.”
Michael
Angelo

Thanks You!

Six Sigma Learning Materials By Titilola
Awogboro

THE IMPACT OF
ENVIRONMENTAL INCIDENTS

Ifeanyi Enebeli
Environmental Consultant
CARES Ltd

H S

E

HEALTH – The absence of
disease or illness
SAFETY – The absence of risk of
serious personal injury
ENVIRONMENTAL
PROTECTION – The prevention of
damage to the air, land, water and
living creatures in the wider
environment.
ENVIRONMENT – The local area around a particular workplace e.g
air, ventilation, light, humidity, temperature

What is an Environmental Incident?
 

 

 

 

Sudden onset accident or disaster resulting from natural,
technological or human-induced factors.
Causes or threatens to cause environmental damage as
well as impacts on human lives and/or property
Any event which may potentially have adverse effects to
human health or the environment
Any incident which may result in pollution of waters (surface
or groundwater), air or land

 

It can exist and remain unnoticed

 

Affects the environment in one way or the other

Environmental Incidents
 

 

 

 

 

 

 

 

 

Fires
Oil Spills
Chemical Spills
Industrial emissions
Air Pollution
Noise Pollution
Gas leaks
Dust
Waste

Factors Which Result in Environmental Incidents
 

 

 

 

 

 

 

 

Lack of Leadership Management
Lack of relevant expertise
Poor management systems and procedures
Giving lower priority to environmental issues
Lack of Management Commitment
High turnover rates
Lack of Environmental Statement / Policy
Poor reporting and record keeping

Why do we have to think of
Environmental Incidents?
 

 

 

 

 

 

 

Damage to business reputation
Cost of remedial action
Cost of compensation
Fines
Cost of rebuilding
Loss of life
Loss of productive time

To Avoid Being in the Line of Fire?
 

Environmental Impact Assessments

 

Environmental Monitoring

 

Environmental Audits

 

Contingency Planning

 

Environmental Management Systems

Environmental Impact Assessment
A detailed assessment of the impacts (negative
and positive) associated with a proposed project
on the environment, consisting of environmental,
social and economic aspects. It is a tool which
aims to predict environmental impacts at an
early stage in project planning and design as
well as find ways and means to reduce adverse
effects

Environmental Monitoring
Processes involved in monitoring the
environment to enable one find out and
characterize the quality of the environment
over time. It can involve air monitoring,
emissions monitoring, water monitoring
and even noise monitoring

Environmental Auditing
Processes of determining if company
practices and operations are in compliance
with regulatory requirements, company
procedures and accepted standards. It
assesses the effectiveness of
environmental management systems in
place and looks at conformance as well as
non-conformance.

EMS
A structured system
designed to help
organizations
manage their
environmental
impacts and improve
environmental
performance caused
by their products,
services and
activities.

Contingency Planning
• 

• 

A process that prepares an organization to
respond coherently to an unplanned event.
It ensures there is timely, measured and
effective response to incidents, prevents
incidents from getting worse and keeps
authorities and staff prepared

Oil Spills
 

 

 

The release or presence of
crude oil or refined oil
products into the
environment
It more often than not
refers to marine oil spills
where oil is released into
the ocean or coastal waters
It is a form of pollution
ONCE A SPILL OCCURS, IT IS ESSENTIAL TO CONTAIN AND
CONTROL THE SPILL BY RESPONDING QUICKLY

Effects of Oil Spills
 

 

 

 

 

 

 

 

 

 

 

 

Destruction of fisheries and fishing
Ill health
Forced Relocation
Displacement
Physical and chemical alteration of natural habitats
Poisoning of water supply
Lethal or sub-lethal toxic effects on flora and fauna and
humans
Reduction of property value
Prevents animals from locating young ones
Tainting
Disruption of the ecosystem
Interruption of food Chain…

Chemical Spills
Release of one or more hazardous substances
could harm human health or the environment.

which

Chemical Spills could either be simple or complicated
with classification dependent on
If the chemical is toxic or flammable or not
If the spill occurs in public space or confined area
If the chemical is known or unknown
If lives have been lost or people injured
 

 

 



Effects of Chemical Spills
ACUTE AND CHRONIC EFFECTS
 

 

 

 

 

 

 

 

 

Respiratory Illness
Burns
Organ failure
Cancer
Neurological disorder
Blindness
Dizzyness
Death
Highly dependent on Exposure time, Exposure Levels and toxicity of Chemical

Fire
We see the effects of fire as ……………
 

 

 

 

 

Death
Loss of properties
Burns
Collapse of buildings

What we don’t think of …….………….…
 

 

 

 

 

 

Massive Air pollution
Poor Visibility
Respiratory Illnesses
Reduction in Land Value
Destruction of Land
Death of land organisms

Waste
EFFECTS
 

 

 

 

 

 

Harm caused to wildlife
Destruction of natural
environment and its beauty
Unattractive Smells
Release of Gaseous
substances
Attracts vermin such as rats
and pigeons
Leeching

Waste Hierarchy

CLOSE THE LOOP

Emissions
EFFECTS
 

 

 

 

 

 

 

Local Pollution
Poor Air Quality
Discoloration of Buildings
Unattractive Smells
Ozone depletion
Increases the effects of
Global warming
Respiratory Effects

Reducing your Organizations Emissions
 

Reporting and fixing Defects to machinery

 

Selecting Newer equipment with lower emissions

 

Selecting Energy efficient equipment

 

 

Regularly measure output by testing emissions
and setting reduction targets
Fitting emission reducing equipment

The Importance Of Contingency Planning
•  Prevents loss of time as normal

operations resume quicker
•  Ensures there is timely,
measured and effective response
to incidents
•  Prevents incidents from getting
worse
•  Gives us the opportunity to
identify and prioritize risks
•  Keeps authorities and staff
prepared

Maintaining the Plan
 

 

 

 

 

 

Communicate the plan to everyone in the
organization.
Inform people of their roles and
responsibilities related to the plan.
Provide necessary training for people to fulfill
these roles and responsibilities.
Conduct disaster drills where practical.
Assess the results of training and drills, and
make any necessary changes.
Update

Answers needed !!!!!!!!
 

Is there a reporting process ?

 

Are there Procedures to be followed ?

 

Is there provision of suitable equipment?

 

Do we have suitably trained staff ?

 

Are workers fully prepared and informed?

Environmental Incident Management Matrix

Environmental Responsibilities
 

Following Procedures at work

 

Awareness of Environmental Impacts of ones job

 

 

 

Making a conscious effort to minimise and
segregate waste
Take responsibility of your work area
Making a conscious effort to save energy and
resources

How can CARES be of Help?
 

 

 

 

 

 

 

 

 

 

28

EMS development and associated training
Environmental Monitoring (Air quality, Noise, Effluent)
Environmental, Social and Health Impact Assessment
Land Remediation
Environmental Management Plans
Laboratory Services
Environmental Audits
Water testing
Environmental Due Diligence
Environmental Awareness Training

Conclusion
Environmental Incidents are bound to occur. What is key is
having a contingency plan in place to contain and prevent
further damage to the environment.
Having in place an Environmental Management System that
WORKS is also very necessary in continual improvement of
processes.
It is also necessary to think of Environmental Awareness
trainings for staff, so that they understand fully the effects of
what they do to the environment

Conclusion
In our own little way, we all have an individual
responsibility to protect the environment we work
in.
Finally !!!!!!!!!!
What ever we do to the environment is but a mirror
reflection of what we are doing to ourselves and to
one another. The truth is the environment will still
remain in whatever condition we leave it.
WE HAVE TO THINK OF THE
ENVIRONMENT AS WE THINK
OF HEALTH AND SAFETY

In case you were wondering ……….
CARES is a multi-disciplinary environmental
and engineering consultancy company that
brings together a team of highly experienced
individuals, a number of whom have over 30
years experience in their chosen fields.
Coastal And Reclamation Engineering
Services

More information…
Ifeanyi Enebeli
Environmental Consultant
(ifeanyi.enebeli@cares-group.com)
CARES, and more information on
environmental management is available at
STAND

A paper presented by:
Fayo Williams
B.Pharm, MSc, MISPoN, NEBOSH IGC
EXECUTIVE DIRECTOR RELY SUPPLY LTD.
PRESENTER, “SAFETY TRAIN” ON LAGOS TRAFFIC RADIO. FM
96.1

Emergency Preparedness and Response by Fayo
Williams

1



An emergency is a sudden,
often devastating occurrence
which may pose a threat to
lives, property and the
environment; especially if on
a large scale and prolonged.

Associated airline crash
Culled from Nigerian Eye

Williams

2



Fire, explosion



Flammable liquid leak, spill



Natural disasters - lightning, landslide, flood,
extreme weather



Structural failure in buildings



Electrical incidents



Crash, collision



Sabotage, vandalism, terrorist attack, riot, bomb
threat, hostage/kidnapping incident

Williams

3

•

•

According to a statistics given by the
FRSC, in year 2012, 3,000 people in
Nigeria died in 2,235 accidents,
making Nigeria, the second country in
the world with the highest fatalities
on the roads [1].
The aviation industry also recorded 29
fatal crashes from 2000 till date [2]
while a total of 665 deaths have been
recorded in boat mishaps [3].
Williams

4

 Wines

(2005) reported that 102 people died
as a result of ship capsize along Jalingo River
in Taraba state [3].
 Mei (2009) reported that 40 people lost their
lives after their boat capsized mid-river in
the State [3].
 18 deaths were recorded in a boat mishap at
Niger state Oct 2013 [4].

Williams

5

 Boiler

explosion kills 4, injures 20 at
Distillery Company at Sango Ota [5].

 Operator

“sucked into” machine at Ilupeju

 Man

loses head due to failure in safety
procedure at steel rolling mills

Williams

6

 60%

of Accidents
caused in homes
are due to faulty
appliances
including
improper lighting
of the family
premises [6].
Victim of Generator Explosion

Williams

7

PreventionMitigation

Preparedness

Response

Recovery

Williams

8

 Emergency

Preparedness This the set of
activities undertaken to create the
appropriate mindset, skills and infrastructure
for responding to emergencies in a given
population
 Emergency Response
This is the chain of activities set in motion on
notification of any emergency bearing in mind
the need for efficiency and effectiveness in
reducing impact on lives, property and the
environment
Williams

9

 Minimize

the risks of emergencies occurring
 Identify potential emergency situations
 Develop, implement, and test plans to respond
promptly and effectively to emergencies
 Minimize the impact of emergencies on the
environment

Williams

10

 Why

have these statistics been so grave when
compared to other countries?

 How

can parts of the Emergency
Response Plan be adequately addressed?

Williams

11

Procedure for raising an Alarm
 Internal and external emergency phone
numbers
 Emergency communication structure - chain of
command
 Emergency Response Team members’ with
defined responsibilities
 Evacuation routes, assembly points


Williams

12

 Procedures

for responding to the various
types of emergencies outlined
 Provision of suitable equipment such as
Fire extinguishers and First Aid boxes
 Nomination of responsible officers such as
Safety Committee, Incident commander,
Fire Marshalls etc.
 Provision of Training and Information
 Drills and exercises
(Ref.: NEBOSH IGC)
Williams

13

 More

provisions
 Leadership and Commitments
 Encourage appropriate Policies
 Ambulances- 15 mins away [Call 767 in
Lagos]
 More trained Emergency Medical Technicians
 Trained First Aiders, Caregivers, Safety and
Security personnel
 National reorientation on responding to
Accidents and Emergencies
Williams

14

Public Address Systems
 Biohazard Supplies, Equipments and Kits ,e.g.
waste containers, Decontamination kits,
Chemical Agents Detector Kits, Haz Mat
Simultest (detects gases and vapors), First Aid
Equipment, CPR Masks, Defribillators, Emergency
lightening, EMT Paramedic items
 PPE such as Boots, Hard hats, Fire-retardant
overalls
 Evacuation Stretchers and chairs
 Heavy Duty Equipments e.g. Air Compressors,
Backhoes, Bulldozers, Concrete saws, Earth
moving and material handling equipments


Williams

15

The initial skilled assistance given to a
casualty before the arrival of medical help

16
Emergency Preparedness and Response by Fayo Williams

16

First Aid Kits, Boxes and supplies for Rapid Response

Williams

17

Proposal to Cycology Clup from Rely

18

Williams

19

The solution

Proposal to Cycology Clup from Rely

20

– eg. Fore-and-aft carriage

1

Williams

3

2

21

Williams

22

Williams

23

 Prevention

(i.e. risk management) is a key
component of emergency preparedness

 Emergency

Response Teams must be
adequately Trained.

 The

importance of an effective safety plan
cannot be over emphasized . Accidents are
unplanned and its occurrence reduces the
quality of life.
Williams

24

THINK SAFETY AT ALL TIMES!

Emergency Preparedness and
Response by Fayo Williams

25

+2348034030366

fayowilliams@yahoo.co.uk

@safetywithfayo

https://www.facebook.com/fayo.williams
Fayo Williams

Relysup
Williams

26

THANK YOU

Emerge
ncy
Prepare
dness
and
Respons
e by
Fayo
27 Williams

1.

http://www.frscinsight.com/?p=24723

2.

http://www.nairaland.com/893742/timeline-air-crashes-nigeria

3.

International Journal of Academic Research in Business and Social
Sciences. November 2012, Vol. 2, No. 11. ISSN: 2222-6990. 378
www.hrmars.com/journals by L.B Dogarawa

4.

http://tribune.com.ng/news2013/index.php/en/news/item/2327
6

5.

tribune.com.ng/.../5771-steam-boiler-explosion-kills-workersof-nigeria

6.

Journal of Home economics. Vol 1 June 1985. Home Accidents in
Nigeria: Effects and measures for prevention by O.O Oyerinde

Emergency Preparedness and Response by Fayo Williams

28

WASHEQ 2013
PRESENTATION SUMMARY
TITLE: THE IMPACT OF ENVIRONMENTAL INCIDENTS – COMPREHENSIVE HSEQ
PRACTICES
AUTHOR: IFEANYI ENEBELI (ENVIRONMENTAL CONSULTANT, CARES NIG. LTD)
Environmental incidents while rare, tend to result in wide spread impacts that may require
extensive remediation. While traditional health and safety impacts are well managed due to
the obvious result, holistic solutions for health, safety, environment and quality are needed.

This talk aims to provide you with an overview of the potential issues, case studies of relevant
incidents and relevant management solutions.

Ifeanyi Enebeli
Ifeanyi is an Environmental Consultant with CARES Nigeria Limited. With qualifications in
Geology and Energy Futures, he specializes in environmental awareness, monitoring and
energy efficiency. He has provided capacity building expertise to clients and assisted in
development and implementation of environmental management plans. He has also been
involved in planning remediation of oil spill contaminated land, and associated training on
oil spill response and clean up and environmental effects of oil spills. He also has a NEBOSH
International General Certificate in Occupational Health and Safety.

Coastal and Reclamation Engineering Services Nigeria Ltd., RC 495390
www.cares-group.com

WASHEQ 2013_CARES Presentation.doc

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APPRECIATING BEHAVIOURAL SAFETY
A Presentation During WASHEQ
Conference 2013.
Presented By:
Olatunde Akinade

Current Situation.
“Too often safety is neglected. There must be cultural
and behavioural change.”

Royal Commission into the Building and Construction Industry, Final Report, ReformOccupational Health and Safety, Volume 6, 2003

BBS Overview.
--I’m sure most of us would agree safe
behaviour is a critical element of health and
safety Management
• -Incidents measure behaviour of staff,
contractors and visitors but are obviously
reactive
• -As safety professionals we are interested in
turning health and safety management
system into reality and providing a safe place
of work to staff, contractors and visitors

Overview.
• -For many behavioural Safety is the
latest initiative but is it not what
we as Safety professional are all
about?
• -Behavioural safety allows us to
ask WHY people behave unsafely,
which is fundamental to changing
individual behaviour,
• -Understanding how people are
organised, managed, motivated,
rewarded and how their working
environment, equipment may not
actually deal with the root issue

Behavioural Safety in Organization.
• In organisations, it is usually the
‘human’ that is seen in human
error which they tend to refer to
as being front line staff, consider
your organisation how many
incident forms have you seen
where the investigation report
included a manager stating that
they have told the employee to
be more careful!!!!

Behavioural Safety.
• If behaviours are not recognised
and the management system put
in place to prevent that
behaviour then an unsafe
condition will apply- for instance
hard wiring safety guards to
prevent staff over ridding them.
• For staff to behave safely they
must understand the process
knowledge to be able to respond
appropriately to all conditions

AIM
• To ensure that everyone
Involved recognise their personal
responsibilities, are Pro-actively
encouraged and Challenged, and
work within a culture that
supports a progressive
improvement in all aspects of Safe
managements System
In our Organization

Objective.
At the end of the Conference Session
each Deligate should be able to:
• Appreciate their Role in
Behavioural safety Programme.
• Identify the approach & Tools for
an effective behavioural safety
Programme..
• Participate in their behavioural
Safety Program.

Introduction.
• Behaviour based safety (BBS) emphasizes that
employees need to take an ownership of their
safe as well as unsafe behaviours. If they
behave unsafe, they are not punished, instead
they are repeatedly told to correct, and when
they behave safe, they are encouraged. Both
safe and unsafe behaviours are counted and
displayed. BBS also discusses the unsafe
conditions that influence unsafe behaviours.

INTRODUCTION Count:
• BBS is a data driven decision-making process. BBS believes
that what gets measured gets done and each employee can
make a difference in organizational safety. Employees are the
basic source of expertise of behavioural change (observe and
correct). BBS begins by briefing sessions for all work areas and
depts. BBS is a teamwork; it is company wide and peopledriven. BBS purpose is not to enforce safety rules, force
change, gossip about others, reporting to boss. Its purpose is
to identify safe and at risk behaviours, identify possibility for
injury, communicating the risk and helping to identify safer
solutions. An implementation team or BBS steering
committee monitors its progress. Essentially BBS is not a
management driven tool for safety. It is an employee driven
approach with management support.

What is Behavioural Safety.
• Dan Petersen on behavior-based safety
“…as I look at what we, as safety practitioners,
have done to the best concepts for possible
improvement, it seems we have done everything
possible to make sure this (the behavior based
safety) approach will fade away -- just another
“safety program of the month.” Maybe the
answer is to learn how to manage safety and
health first, then implement these behaviorbased approaches.”

Behavioural Based Safety:
• A Behaviour-Based Safety (BBS) is a
process through which work groups
can identify, measure and change
their behaviours.It is a process that
applies the principles of the
Antecedent Behaviour Consequence
(ABC) behaviour model. This
assumes that all behaviours have one
or more antecedents or activators or
prompts which initiate the behaviour
and one or more consequences that
either encourage or discourage
repetition of the behaviour.

Behavioural Based Safety.
• An excellent tool for
collecting data on the
quality of a company’s
safety management
system.
• A scientific way to
understand why
people behave the way
they do when it comes
to safety.

Why BBS ?
• Analysis of incidents shows that +/- 90% of them
have the behaviour of the person(s) involved as a
key contributing factor. Of the 10% remaining, +/90% of them have the behaviour of a person, not
directly involved in the incident, as a contributing
factor.Increasing the number of safe behaviours
being performed is essential for incident
elimination. Behaviour Based Safety helps with
this. It is not a silver bullet or the solution however.
It is a process that goes along with the other
elements of a good incident reduction Program.

Behavioral Safety Modification
The Modification of Behaviour is then the
Integration of this new Improved behaviour
into Standards best Practice to form a critical
part of “How Business is Done”
The Well Established Principles that underpin
the modification of Human behaviour include
the Following:

Behaviour Can be Measured.
• But first,it has to be defined so that Everyone
understand what is being measured and ,
crucially,observable and observed. Key
safe(and Unsafe) Behaviour(KSB) list of Critical
Behaviour List(CBL) are a vital Starting point in
the process of Modifying Behaviour.

Behaviour is a function of its
Known,or perceived,Consequences
• Personnel will behave in a certain way untill the
Consequences Change and Become
unfavourable(An Accident) or they become
Convinced that they will change so that their
belief and values change.
• The Antecedents-Behaviour-Consequences(ABC).
Analysis is one technique that can be used to develop a plan
to recognise, and Change Consequences and
Antecedents(Trigger) in such a way as to increase Desired
behaviour.

Let’s look at Behaviour Principle
Safety in the workplace is a
combination of three
measurable components:
the personnel( Knowledge, Skills,
Ability, Intelligence, Motives), their Work
environment(Tools ,machines
,procedures & Facilities) and their
Behavior.(What the person does on the
Job)

Only when these three
elements are combined can
workplace accidents be
eliminated.

Behaviour
• Behaviour is a Function
of:
•  Activators (what
needs to be done)
•

 Competencies

(how it needs to be
done)
•

 Consequences

(what happens if it is
done)
•

Personnel Behaviour is both.
therefore

Behavior can be managed !
• 

Observable

• 

Measurable.

Behaviour Can be Changed By
Providing positive Reinforcement.
• Thanks, acknowledge of, and Praise for safe
behaviour and support from colleaque and
management will encourage behavioural
change. All too often organizations will reward
good safety behaviour . They Prefer to Use
Discipline and purnishment of Poor safety
Behaviour,which actually reinforces the taking
of short cuts.

Behaviour Rainforcement.
• R+ : any consequence
that follows a behavior
and increases the
probability that the
behavior will occur
more often in the
future - You get
something you want

Good safety
suggestion ken!
Keep bringing
‘em up!

Negative Reinforcement
• R- : a consequence
that strengthens any
behavior that reduces
or terminates the
behavior - You escape
or avoid something you
don’t want.

One more report like
this and you’re out
here!!

Behavioural Modification
Programmes
• Behavioural
Modification
Programmes(BMP)

Features of Behavioural
Modification Programmes.
• There are Numbers of basic features of
behavioural Safety Modification Programes,
including those that also incorporate safety
culture change, and this are now listed.
Ownership: Without Doubt,the best result are
obtained when there is a clear management
commitment to support the process stemming
Right from Top level in the Organization.

Behavioural Modification.
• Safety Culture: As stated above ,there is evidence
that,unless managers and Workforce accept that
there is a need to change ,no lasting Changes will be
made.
• Who leads the programe: This can be external
consultants or In-House HSE Specialist or a
combination of both.
• Safe and Unsafe Behaviour Definition: an essential
Starting point,or marker,on the road improvement.
These definitions can be generated from previous
injury,or accident data,or from Risk Assessment.

• Training: Includes Training in the need to follow
existing safe Practices and in
techniques.(Probably New to organization) for
improving behaviour
• Observation Process: what should be observed
and By whom.(Key safe Behaviour,unsafe act…..)
• Establishing Base Lines: these will include
accident statistics but will also incorporate the
important area of “input” or preventive
measurements such as audits and safety
inspections.
.(standard safe way of working, behavioural modification principles)

Tools
FEEDBACK AND REINFORCEMENT: all real and
perceived barriers to people providing
feedback about injuries and near misses need
to be broken down. Positive management
support, trust, respect, general concern and
encouragement are vital to this. It is also
important to get workforce, and trades union,
endorsement and “buy in”- vital to
development of a “no blame” culture.

• TARGETS AND GOALS: should be set
participatively between management and
workforce and should be realistic and
achievable. They should be changed as time
proceeds to enable progressive attainment of
the long term vision.
• AUDIT AND REVIEW: The results of the
programme, against the target that have been
set and other features, should be reviewed,
audited and, if necessary amended on a
scheduled basis.

• WHEN DOES THE PROGRAMME END?: the
simple answer is “never” even the very best
(world class) organizations, in safety
management terms, are always seeking
further improvement even though their safe
practices have become ‘the way we do it here’
strife for Behaviour improvement.

SOME SPECIFIC TOOLS
• BEHAVIOURAL
MODIFICATION
PROGRAME TOOLS

Behavioural Modification Tools
• Time out For safety(TOFS): Is a tool developed
by BP Amoco, initially for their Drilling
team,but subsequently used by their entire
Platform crew.(Stop for safety concern).
• Take 2: Exxon introduced “TAKE 2” at the
Fawley(Hampshire uk) site in the 1990’s.
Supervisor and his team, take two Minutes at
the start of each work activity to discuss, and
think through,the various aspects of activity.
Potential hazard,what could go wrong and
Preventive Action.

Tools
• Recovery Behaviour: is a process whereby
personnel pause to check their last, or next
action(s),before proceeding further with a job,in
order to ensure that they they will not result in
incident, accident or other adverse Condition.
• Mental Imaging: This is focussing of the old
addage of ‘look before you leap’ personnel are
trained to imagine or visualize in their mind the
worst accident that could happen to them as a
result of what they plan to do.

Tools.
• Advanced Safety Audit : ASA is a designed to
enhance the ability of managers and
Supervisors to engage in positive interactions
with the workforce about Safety and,
therefore tackles the other overall barrier(In
addition to the workforce-related one) to
improve safe Behaviour.

Tool
• Safe and Unsafe Act Discussion(SUSA ): Is a trade
marked Product of john Ormond Management
consultants Ltd.it is a ‘one to one’ discussion tool
aimed at praising safe Behaviour and identifying
Actual,or potential,unsafe Behaviour.
• Safety Training and Observation
Programme(STOP): is a tool developed by Du pont.
It is a five stages process of deciding to make
observations ,observing people and situations to
identify unsafe behaviours,acting upon those
observations and reporting,reviewing and collating
the observations and Corrective Actions.
TM

Tools.
• Crew Resource Management(CRM): is a tool
developed initially by the united states
aviation industry, and also by shipping, and
other, industries to utilize the collective input
of members of a crew, from the ship, or
aircraft, captain down, to improve safety, and
other, behaviors by avoidance of error and
error management.

Tools
• Safety self-management, particularly for lone
workers: safety-management methods and
tools were initially developed to address a
range of “non-safety” human activities such as
stress, weight loss, over eating, time
management, smoking, depression and others
but they are very easily applicable to safety.
Self Observation, Recording and follow up.

Tools
• An alternative approach: Although not a tool
or technique as such, Ref 18(BBS Guide)
details an approach that, in words of the
author “questions the accepted wisdom”
about the subject of human error. The view of
the Author is that it is extremely difficult to
change people’s tendency to make error and
more beneficial to change work Environment
for better by Engineering Design and
Managerial Mean.

Tools
• A practical guide for behavioural change:
The Behavioural Issues Task Group of the UK oil
and gas industry has produced a review of the
available information on behavioural issues
and related topics and a guide on how to
select and implement suitable programmes
for various situations .This review discuss the
importance of Behavioural issues and present
a model for Behavioural Safety improvement.

Tools
• B-SHARP: B-SHARP, developed by ABB
Eutech(Ref 190) is primiraily a tool designed to
assess, and aid the improvement of, safety
culture. However,it incorporates a range of
behavioural modification techniques and
process including problem solving
presentation skill,observation and feed back
skill,and others.

Tools
• Self-managing teams (SMTs): The concept of
self-management has been extended into
operation by small teams of workers .SMT s
are typically high performing team of 5-15
people with the technical Skill,knowledge and
Authority to make decisions that would
formely enhance safe Behaviour.

Pause !

• Appreciating Behavoural
safety it saves Cost and
Enhances Operation
Excellence.

Reflect

• Behavioural Safety improves
Productivity and personnel
Efficiency.

Appreciating Behavioural safety.

• It Saves down Time.

Attitude is the Key.
Attitudes

Are inside a person’s head -therefore they
are not observable or measurable, However
attitude can be changed by changing
behavior.

Thank you all For Listening.
• Any Comment.
• Observation.
• Question.

My Contact.
• Olatunde akinade.
• +234-8060284400.
• E- mail: akin4labi@yahoo.co.uk.

REFERENCES.
•
•
•
•
•
•
•
•
•

1. Pettinger CB. People-based safety: The optimal approach to behaviour-based safety.
Safety performance solutions Inc: 2001
2. Krause T. Employee driven systems for safe behaviour. Van Nostrand Reinhold: New york;
1995.
3. Krause TR. The behavioural-based safety process. Van Nostrand: New york;1990.
4. Locke E. Goal–setting and task performance. Psychol Bull 1981; 90:125-52.
5. Marsh T. The role of management committment in determining the success of a
behaviouralintervention. J Inst occup safety health 1998;2:4.
6. Pearse A. Cited in managing the risks organizational accidents. Reason J. A ashgate
publishing: 1997. p. 20.
7. Reason J. Managing the risks of organizational accidents. Ashgate publishing: 1997.
8. Skinner B. About behaviourism. Jonathan Cape: 1974.
9. Stewart MG. Dependence of human error probabilities, in ergonomics and human
environments. Proceedings of the 27th annual conference of the ergonomics society of
Australia. Coolum: Australia; 1991. p. 207-14.

AS A VITAL
COMPONENT OF THE
SHEQ PACKAGE
TO AVOID BEING IN
10/31/2013

JABULANI CONSULTS LIMITED

1

PRESENTED BY
Dr Olugbenga O. Bejide
www.jabulaniconsults.com

10/31/2013


2

THE PRESENTER

10/31/2013


3

@

WASHEQ 2013
Thursday

31st

October

2013

Ikeja, Lagos
10/31/2013


4

OUTLINE
 INTRODUCTION
 BACKGROUND INFORMATION
 WORK ENVIRONMENTS & HAZARDS
 TYPES OF WORKPLACE MEDICAL EXAMINATION

 PERIODIC HEALTH SCREENING
 THE VITAL QUESTION
 SUMMARY & CONCLUSION
10/31/2013


5

WORK HOURS

80% of the
waking hours is
spent at work
10/31/2013


6

EMPLOYEE SURVEY FINDINGS
ABOUT WORKPLACE STRESS
1/3 report high level of stress

¼ report their jobs as number 1 stressor
in their life above family and financial
pressures

¾

believe more on-the-job stress than a
generation ago

10/31/2013


7

CHANGING WORLD OF WORK
 Increased workload (123 concept)
 New technologies at work
 New business environment
 Meeting deadlines
 Overdependence on targets
 Gender insensitivity e.g. corporate prostitution in banks
 Extended work hours

e.g. banks and top management

 Conflict resolution

10/31/2013


8

RELEVANT INFORMATION

Lagosians spend N1b
(USD 6.25m) per day
on social parties
(annual expenditure
of N365billion)

10/31/2013


9

THE 3W INVOLVED
 WORK

 WORKER

 WORKPLACE
10/31/2013


10

WORKERS

10/31/2013


11

TYPES OF WORKPLACE
MEDICAL EXAMINATION
 Pre-employment medical examination
 Pre-placement medical examination
 Work-related periodic medical

examination

Periodic Health Assessment
 Requested medical examination
 Post-employment (exit) medical

examination

10/31/2013


12

WORK ENVIRONMENTS AND
HAZARDS
 Physical
 Chemical
 Biological
 Mechanical/ergonomic
 Psycho-social
10/31/2013


13

WORK ENVIRONMENTS AND
HAZARDS

10/31/2013

JABULANI CONSULTS LTD

14

OSH POLICY: BACKGROUND
Section 17.3C of the Nigerian Constitution:

the state shall divert its policy
towards ensuring that the health,
safety and welfare of all persons
in employment is safeguarded
and not endangered or abused
10/31/2013


15

OSH POLICY: BACKGROUND
Nigeria is also obliged to
domesticate ILO Convention
155 on Occupational Safety and
Health and the Working
Environment which Nigeria
ratified in 1994
10/31/2013


16

OSH POLICY: DUTIES OF EMPLOYERS
 SECTION 5.3 subsection (x)

verify the effectiveness of
applicable standards on
occupational safety and health,
periodically using safety audits,
environmental monitoring and
health screening of workers and
keep records of such verification….

10/31/2013


17

DEFINITION OF HEALTH
………the state of physical, mental and
social well-being and not just the
absence of disease or infirmity…………
(WHO, 1948)
11/1/2013

18

NOTE
Your health is your
greatest
ASSET
11/1/2013

19

NOTE
HEALTH
is
WEALTH
11/1/2013

20

NOTE
Sometimes you don’t
appreciate what you
have until you lose it!
e.g. sleep
11/1/2013

21

PREVENTIVE MAINTENANCE
........of machines including
vehicles, generators,
air-conditioner units and
even computers
11/1/2013

22

WHEREAS
Man is the most complex

MACHINE
in the entire world!
11/1/2013

23

GENERAL GUIDE FOR CHECK-UPS
< 30 years
30 - 40 years
40 - 50 years
50 - 60 years
60 - 70 years
> 70 years
11/1/2013

Once
Once in 5 years
Once in 2 years
Every year
Every six months
Every three months
24

MEDICAL CHECK CLASSES
A
B
C
D
E
11/1/2013

Advanced
Basic
Classical
Diamond
Elementary
25

CLASS E
 General Physical Examination
 Weight, Height (BMI), Blood Pressure, Pulse
 Visual Acuity
 FBC + FBS

+ FU

 ABO Blood Grouping + Haemoglobin
Genotype
11/1/2013

26

CLASS D
Class E
+
 Hepatitis B Screening
 Hepatitis C Screening
 Retroviral Screening
 Faecal Occult Blood
 H. pylori

11/1/2013

27

CLASS C
Class D
+
 Chest Xray
 Fundoscopy
 Lipid Profile
 Liver Function Tests
11/1/2013

28

CLASS B
Class C
+
Electrocardiograph (ECG)
Abdominal Ultrasound
Renal Function Tests
11/1/2013

29

CLASS A
Class B

+
 PSA/Pap’s Smear
 ENT
11/1/2013

30

STEPS (1)
1

Preparatory Chat

2

Health Questionnaire

3

Visit to the Nurse (Class E/D)

4

Visit to external laboratories (Class C/B)

5
11/1/2013

Visit to specialists (Class C/B/A)
31

STEPS (2)
6

Collation of results

7

Compilation of results

8

Discussion with clients

9

Follow up visits

 10

Seeking Spouse cooperation

11/1/2013

32

MEDICAL REPORT
 Comprehensive Medical Report
 Highlighting key positive findings
 Summary and Conclusion
 Medical advice

11/1/2013

33

METABOLIC SYNDROME
 Total Cholesterol
 Trigylicerides
 FBS

Fasting Blood Sugar

 BMI

Body Mass Index

 AC

Abdominal Circumference

11/1/2013

34

BENEFITS (EMPLOYEE)
 Health Score Card
 Preventive Maintenance
 Taking Responsibility for Your Health
 Improved Quality of Life
 Lifestyle Modification
11/1/2013

35

BENEFITS (EMPLOYER)
 Healthy and productive workforce
 Reduced absenteeism
 Early detection of work-related illnesses
 Employee Compensation Act 2010 facilitation
 Increased quality of life
 Longer life span CONSULTS LIMITED
JABULANI

10/31/2013

36

REMEMBER
God’s promise:

…....I will take sickness
away from thy midst
Exodus 23:25
11/1/2013

37

THE VITAL QUESTION

When last did you as a
person undergo a
comprehensive health
screening to avoid being
in the line of fire?

10/31/2013


38

SUMMARY & CONCLUSION
investing in your health
and that of your
workers is a rewarding
business decision that
can make you avoid
being in the line of fire!
10/31/2013


39

RECAP
 INTRODUCTION
 BACKGROUND INFORMATION
 WORK ENVIRONMENTS & HAZARDS
 TYPES OF WORKPLACE MEDICAL EXAMINATION

 PERIODIC HEALTH SCREENING
 THE VITAL QUESTION
 SUMMARY & CONCLUSION
10/31/2013


40

THANK YOU ALL
FOR

LISTENING
10/31/2013


41

QUESTIONS
AND

ANSWERS
10/31/2013


42

BY

AKPA, PROVIDENCE N.
+2348037662891;providominion2000@yahoo.com
Masters in Environmental Chem. & Pollution Control (Ibadan)
BSc. in Industrial Chemistry (EBSU)

QHSE Services Provyda Ltd.
www.qhseservicesprovyda.com

Problem Statement
Construction industry has earned the reputation of
a highly hazardous industry because
 There is high incidence of accident and fatality rates.
 A lot of workers both the skilled and the unskilled lose
their lives and more are maimed and injured on site.
 Accidents, incidents, injuries and fatalities continue to
occur unabated (Singh A. Hinze, 1997).



Most of the accidents in construction industry occur
because :
Workers in construction sites have to face constant change
in the nature of work



There is also mix of experienced
and unskilled workers both
professionals, casuals and amateur.







To develop reasonable and efficient safety supervision
system
To address the high rate of accidents, injury and
fatality in the Nigerian construction industry
To propose a conceptual framework of safety culture
in construction industry in order to provide a safe
working environment

Safety culture:

Is a term used to demonstrates "the attitudes, beliefs,
perceptions and values that employees share in relation to
safety" (Cox and Cox,1991).




A set of beliefs, norms attitudes and social technical practices
that are concerned with minimizing exposure of individuals,
within and beyond an organization to conditions considered
dangerous or injurious (Mohd Saidin and Abdul Hakin,
(2007b).
It describes the way we feel, act, think and make decisions in
relation to safety.

“Developing safety culture
….. “means creating a culture
of safety whereby the workers are constantly
aware of hazards in the workplace, including
the ones that they create themselves. It
becomes second nature to the employees to
take steps to improve safety”
(Dilley and Kleiner, 1996)”.

According to Mohd Saidin and Abdul Hakin (2007), the elements that
influence the development of safety culture in construction industry include:

Leadership

Involvement

Recognition system and acknowledgement

Training

Communication

Teamwork

Motivation

Safety and Health committee

Workers’ behavior

Work environment

Policy and safety planning

Methodology
s/n Respondence

Frequency

Percentage

1.

Safety & Health
Professionals

51

30.72

2.

Safety Practitioners

52

31.33

3.

Skilled
workers/Artisans

63

37.95

Total

166

100

s/n

Safety Culture
Driving Factors

Safety
Safety
Professionals Practitioners
Ranking
Ranking order
order

Artisan on site
Ranking order

i.

Leadership

ii.

Policy & safety
planning
Safety & Health
committee
Training

1
2

1
2

1
2

3

3

3

4
5
8
6
8
7
10
11

4
5
6
7
8
9
10
11

iii.
iv.
v.
vi.
Vii
vii.
iix.
x.
xi.

4
Involvement
6
Team work
7
Communication
5
Motivation
8
Work behavior
10
Work environment 9
Recognition System & 11
Acknowledge

DISCUSSION
Using the findings from this study as the point reference,
the following discussions shall focus on
 Leadership,
 Safety policy & planning,
 Safety committee
 Training

DISCUSSION
Developing Safety Culture in Nigeria Construction
Industry

Leadership


Placing Safety as top priority among other competing priority
like cost, quality, and yield, etc.



Visible management commitment- It means leading by example.



Safety Managers Commitment

A good health and safety policy will:
 Enhance the performance of the organization
 Help with the personal development of the work force
 Reduce financial losses
The Safety Managers should:
 Set safety goals
 Establish the present position of the organization
 Plan to move forward


Develops effective
organization set up to
implement and monitor
the safety policy.
 Provide resources to enthusiastic safety representatives to
fulfill their function effectively
They should involve in:
 Investigating the causes of accidents
 Investigating employees compliant relating to Health,
Safety & Welfare matters




Safety orientation for new employees



Contractors and/ or temporary employees



Employees who work in high hazard/ risk areas



Training in the use and maintenance of
personal protective equipment.



Attitudes and perceptions of managers,
supervisors, and employees toward safety and
health.







Inculcate and sustain a healthy and intelligent respect
for the hazards that threaten operations in
construction industry.
Have competent safety advisers and to train and reretrains workers on safety and health issues.

Safety should be given a priority from structural
design, civil, erection, commissioning and operation
phase by engineering safety culture.

EMERGENCY/DISASTER
MANAGEMENT
LAGOS STATE APPROACH

A PAPER PRESENTED BY MR. FEMI KENNEDY GIWA
AT WEST AFRICAN SAFETY, HEALTH, ENVIRONMENT AND QUALITY
CONFRERENCE HELD AT THE SEVEN STAR EVENT CENTER IKEJA ON
THURSDAY 31ST OCTOBER, 2013.

PREAMBLE
Lagos State is the Centre of Excellence in the Nation providing Social,
Economic and Environmental incentives that are lacking elsewhere. The State
located in South West Nigeria houses over 75% of the nation’s
manufacturing/commercial activities making it the beautiful bride to all and
sundry.
It
is
cosmopolitan
and
metropolitan
in
nature.
Also domicile in the state are one International Airport and one domestic
Airport as well as two seaports. These features indeed bequeath on the state the
status as the Centre of Commerce. However, the small landmass of 3,577sq km
and the population of over 18million people with the ever increasing migration
of people to the state create undesirable entropic reactions with attendant
output referred to as disaster with a wide range of negative impacts on the
citizenry
of
the
state
and
the
environment
at
large.
The negative impacts of disaster include; injuries, loss of live and properties,
death, environmental degradation, pollution and post traumatic impact on
families
of
decease.

•
EMERGENCY/DISASTER
Emergency: is a sudden, unforeseen dangerous occurrence in
the human environment that causes serious disruption of the
ecological dynamics in the environment causing widespread
human, material and environmental losses, which is within the
capability of the affected society to cope with using only its
own resources while
Disaster is a sudden, unforeseen dangerous occurrence in the
human environment that causes serious disruption of the
ecological dynamics in the environment causing widespread
human, material and environmental losses, which exceeds the
capability of the affected society to cope with using only its
own resources.

SPONTANEOUS

DESTRUCTIVE

NATURE OF
DISASTER
RANDOM

FAST

Disaster
Management
may be defined as
those measures
which are aimed at
impeding the
occurrence of a
disaster event and
preventing such an
occurrence from
having harmful
effects on
communities.

PREPAREDNESS

MITIGATION

DISASTER
MANAGEMENT
CYCLE

RECOVERY

RESPONSE

ROLE OF LASEMA IN THE MANAGEMENT OF EMERGENCIES/DISASTERS
The Lagos State Emergency Management Agency is the statutory body
responsible for the overall co-ordination of emergency/disaster management
in the State, working closely with all its stakeholders herein referred to as
“Emergency responders”. The Agency came into existence in February, 2007
and the Legal frame work which statutorily established the Agency; the
LASEMA Law 16 of 2008 was enacted on July 22nd, 2008 by His Excellency, Mr
Babatunde Raji Fashola (SAN).
The Agency is charged with the responsibility of responding promptly and
adequately to all forms of emergency/disaster in the state through Mitigation,
Preparedness, Response and Recovery operations by synergizing and working
in collaboration with its multi-stakeholders which include; The Lagos State
Fire Services, Lagos State Building Control Agency, Lagos State Ambulance
Service, Rapid Response Squad, Lagos State Traffic Management Authority,
National Emergency Management Agency, Red Cross, and Local Emergency
Management Committees amongst other.

RESPONSIBILTIES OF THE LAGOS STATE EMERGENCY
MANAGEMENT AGENCY
In accordance with the extent Law 16 of 2008 of Lagos State which established
the Agency (LASEMA), the Agency carries out the following responsibilities which
include but not limited to;
a. Coordination of activities of relevant agencies (Stakeholders/emergency
responders) in prevention and management of disasters in the state.
b. Development of Loss prevention programmes and procurement of necessary
technology to mitigate identified emergency situation.
c. Prompt and adequate response as well as sustained interventions in any form
of emergency or disaster in the state.
d. Provision of

relief materials/financial assistance to victims of various

disasters in the state.
e. Conducting hazard analysis and risk assessment in disaster prone areas as
well as post disaster enumeration when and where necessary.
f.

Capacity building of stakeholders/emergency responders in various areas of
emergency/disaster management.

RESPONSIBILITIES CONTINUED

G.Responding promptly to emergency at hand,
which includes but not limited to the following;
i. Collapsed Building
ii. Fire outbreak
iii.Flood Control
iv.Environmental Pollution
v. Crowd Control
vi.Pipeline vandalization
vii.Rain/wind storm
viii.Search and Rescue Operations.

EMERGENCY AND DISASTER MANAGEMENT: LAGOS STATE
APPROACH.
The state has put in place holistic approach in managing emergency/disaster in the state
which encapsulate the four(4) phases/cycle of disaster management. Which include;
(A) Establishment of Command and Control Centre/Toll free Emergency no; 767/112
The state in recognition of the importance of information dissemination in quick
response to disaster scenario established a command and control centre which is
adequately furnished with state-of-the-art communication equipment and human
resources to receive emergency/disaster distress call through its toll free emergency
numbers; 767/112. Upon receipt of these calls at the call centre, emergency
responders in the state are immediately informed such that necessary resources are
mobilized to scenes of various disaster for search and rescue operation to save lives
of victims as well as properties in the state.
(B)

Coordinated Emergency/Disaster Response Through a Well Defined Command
Chain.
The Emergency Response of the state is well coordinated, swift, prompt and
effective. The effectiveness of the Emergency response/disaster intervention
culminating into search and rescue operation is as a result of a well defined command
structure of the state. Every emergency responding agencies has put in place internal
dispatch protocol as per vertical flow of authority as prescribed by the coordinating
agency (LASEMA). Thus, during emergency/disaster intervention relevant stakeholders
have been assigned specific tasks and responsibilities in conducting search and
rescue of disaster victims as entrenched in the Lagos State Emergency Response
Action Plan.

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