1. 1 SUSTAINING THE ELECTRICAL INDUSTRY WITH A STRUCTURED HSE MS

2. 2 WHY HSE MANAGEMENT SYSTEM?

3. 3  Contact with live electrical apparatus  Induced / capacitive voltage.  Working at heights  Equipment Failure  Uneven ground  Unskilled Labour  Manual Handling  Inadequate Communication  Crossing of wires i.e. 33kv/11kv  Feedback from Generator sets  Damaged/old Equipment BECAUSE THERE ARE THREATS

4. 4 Failed Barriers of protection that would have prevented TOP EVENT Inadequate HSE Management System Structure

5. 5 Electrical Shock Explosion Fire Arch Flash CONSEQUENCES OF ELECTRICAL INDUSTRY TOP EVENTS DIRECT COST INDIRECT COST Loss of income i.e.: The expenses of  medical intervention  managing environmental pollution  recovering damaged assets  Injuries & Fatalities Injuries & Fatalities  Loss of Assets  Environmental Pollution Loss of Business Reputation Loss of workers Morale Litigation WHAT ARE THE TOP EVENTS THAT RESULT FROM FAILED OR WEAK HSE MS TOP EVENTS

6. 6 STRUCTURE OF PHED HSE MS

7. 7 Direct ost Indirect Cost Litigation Loss of Business Reputation Loss of Morale Insurance Policy Third Party Partners Hazards Effect Management Process (HEMP) Planning and Procedure Implementation and Monitoring Organizations, Responsibilities, Resources, Standards and Documentation Audits Policy and Strategic Objective Leadership and Management Commitment Electrical Sock Arch Flash Explosion Contacts with live wires Uneven Ground Equipment Failure Induced /capacitive voltage Working at Height Unskilled Labour Manual Handling Inadequate Communication Review Emergency Plans TOP EVENT BARRIERBARRIER RECOVERYRECOVERY CONSEQUENCESCONSEQUENCES THREATSTHREATS Communicaion Trainings Incentives Crossing of Wires Feedback from Generators RESULT OF STRUCTURED HSE MS IN THE ELECTRICAL INDUSTRY

8. 8 BENEFIT OF STRUCTURED HSE MANAGEMENT SYSTEM? TOP EVENT HSEMSHSEMS RECOVERYRECOVERY CONSEQUENCESCONSEQUENCES THREATSTHREATS  GOOD OMMUNICATION  TRAINING PROGRAMMES  INCENTIVE PROGRAMMES LEADERSHIP COMMITMENT PROFITABLE GROWTH

9. 9 STRUCTURED HSE MS CREATES SAFE WORK METHOD MAINTAINING HIGH VOLTAGE LINES

10. 10 SUPPORTING FEED STAFFS WITH SAFETY CHAMPIONS THROUGH STRUCTURED HSE MS

11. To reduce incidents, reduce the bottom of the triangle – shift focus from lagging to leading indicators. AT RISK BEHAVIORS HAZARDOUS SITUATIONS NEAR MISS DAMAGE LOSSES INJURY LAGGING LEADING REACTIVE PROACTIVE Incident Triangle What is important for us to succeed? Which leading indicators do you use?

12. 12 RESISTANCE TO CHANGE DESTROYS EFFECTIVE HSE MS WHY DO WE RESIST CHANGE?WHY DO WE RESIST CHANGE

13. 13  Fear of change: One of the most common reasons for resistance is fear of change. This includes fears of not being good enough and fears of the unknown. It's a bit like the sailors of old who feared the uncharted oceans (Here Be Dragons). The solution? Put it on the map - provide people with role models.fear of change.  Not being consulted: If people are allowed to be part of the change there is less resistance. They feel heard. Yet, time and again, I encounter resistance due to a lack of involvement. The solution? Involve people in the change as early as possible  Poor communication: It's self evident isn't it? I'm sure I don't need to explain this one. WRONG! When it comes to change management there's no such thing as too much communication. The solution? Say it strategically, but don't remain silent  Exhaustion/Saturation: Don't mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low. The solution? Answer the all important 'What's In It For Me?' question. Show them how they can benefit fom the change - and maybe provide some incentives along the way.  Changes to routines: When we talk about comfort zones we're really referring to routines. We love them. They make us secure. So there's bound to be resistance whenever change requires us to do things differently.  Low trust: When people don't believe that they, or the company, can competently manage the change there is likely to be resistance. This may be related to their experience of change in the past. The solution? Communication. Lots of it. And evidence that top management support the change process  Change in the status quo: resistance can also stem from perceptions of the change that people hold. For example, people who feel they'll be worse off at the end of the change are unlikely to give it their full support. Similarly, if people believe the change favors another group/department/person there may be (unspoken) anger and resentment. The solution? Lots of focus groups. Listen carefully for emotions and provide support. This may be in the form of counseling or coaching.

14. 14 Thank You