Developing World Best Practice Container Terminals Pursuing Excellence in Safety Johan Breukelaar – Global Head of HSSE & CR
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Developing World Best PracticeContainer Terminals
Pursuing Excellence in Safety
Johan Breukelaar – Global Head of HSSE & CR
8/10/2019 Johan Bruekelaar - APM Terminals ICHCA Presentation
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Content
1. Our Safety Journey so far – achievements
2. Our Challenge – fatalities
3. Learning from others – paradigms
4. Our Safety Strategy
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APM Terminals
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10
20
30
40
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2005 2006 2007 2008 2009 2010
Port Industry by
TT Club, LondonLTIF (per million hours)
1. Our Safety Journey so far - achievements
Lost Time Injury Frequency (per million hours)
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1. Our Safety Journey so far - achievements
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10.00
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20.00
25.00
30.00
35.00
40.00
45.00
Global Europe APAC Americas Africa
APMTICHCA Members
Lost Time Injury Frequency (per 1,000,000 TEU)
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1. Our Safety Journey so far - achievements
External Recognition
2010
- Global Safety Award: Safety at
Sea International Awards
(London)
- Recognised Safety Leader in thePort Industry (TT Club)
2011
- Lloyd‟s List Global Safety Award
(London) for APM Terminals‟
„exceptional commitment to
improving safety ‟
Internal Recognition
2011 Employee Engagement
Survey
APMT‟s commitment to safety has
a 90% favourability ratingfrom employees and the highest
mean score of 4,31 out of 5 in the
entire survey.
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2005
2006
2008
2007
2009 Consequence
management
Personal Safety Plans
Must Win Battle – Stop Fatalities
Global Safety Score card
1st Global Safety Day
Safety Training
Global Safety Programme
‟Safety for Life‟ Programme
2010
1. Our Safety Journey so far - initiatives
Safety Awareness Workshops
2011Focus on
severe
incidents
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.Inland services was formed in July 2008 hence only data from July 2008 is available
2. Our Challenge - Fatalities
10 109
5
7 6
0 0
5
43 4
0
2
4
6
8
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14
16
2006 2007 2008 2009 2010 2011 YTD
Inland Services
Terminals
Number of Fatalities7
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Although we believe to be in the top quartile in terms of LTIF of our
industry, we need to take a different approach to eliminate fatalities and
serious incidents:
Our GOAL is ZERO :
Zero incidents and Zero fatalities
2. Our Challenge - Fatalities
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3. Learning from Others – The Old Paradigm
The Old Paradigm : the Heinrich Accident Triangle
The cornerstone is a numerical relationship between unsafe acts, minor
injuries, severe injuries and fatalities.
Studies, as well as our own safety performance, demonstrate this is not
true – as we have been successful at reducing (minor) incidents but haveNOT been successful at reducing fatalities.
To eliminate or reduce severe incidents and fatalities a different approach
is needed that focuses on the potential outcome of incidents rather than
the actual outcome.
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3. Learning from Others – High Severity Incidents
The New Paradigm teaches us that we need to focus on the potential
rather than the actual outcome of incidents.
Therefore, APM Terminals has introduced the concept of high severity
incidents based on a simplified Risk Assessment Matrix to assess the
potential severity of incidents.
High severity incidents are
incidents that could have
ended up in the red zone
of the Risk Assessment
Matrix:
LIKELIHOOD
Tolerability to beendorsed by SeniorManagement Team
I M
PA C T
Control to As Low asReasonablyPracticable
(ALARP)
Continuousimprovement
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Our Safety Strategy centers on three Focus Areas:
• Culture – first and foremost „culture‟ is about leadership, we need our
leaders to demonstrate visible safety leadership. „Culture‟ is also about
people taking responsibility for their own safety and that of the people they
work with: “If you see it you own it” .
• Technical Integrity – technical integrity is about improving process
safety, for example by eliminating the risks associated with the interaction
of moving equipment and people.
• HSSE Management Systems – we will develop a Global HSSE
Management System that includes Global minimum safety standards to
reduce risks to an acceptable level.
4. Our Safety Strategy
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“If you see it, you own it!”
“Everyone needs to take responsibility for their own
safety and for that of our colleagues and our visitors, tointervene when we see an unsafe act or an unsafe
condition.”
Johan Breukelaar, February 2012
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1. Leadership
2. Intervention
3. Compliance with rules &standards
4. Learning from incidents
5. Best practice sharing
1. Leadership & commitment
2. Policy & strategic objectives
3. Organisation, Resources,Standards
4. Risk Management
5. Planning & Procedures
6. Implementation, monitoring,corrective action
7. Assurance
8. Management review
1. Facility and Equipment design &construction
2. Responsible Procurement
3. Risk based inspection forequipment, facility & operations
4. HSSE integration in improvementprojects
Culture TechnicalIntegrity
HSSEManagement
system
HSSEEXCELLENCE
CULTURE
HSSE & CR MANAGEMENT SYSTEM
TECHNICAL INTEGRITY
4. Our Safety Strategy
Each focus area is divided into specific improvement areas:
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For each of the underlying improvement areas we have formulated an
„Ideal State‟ specifying where we want to be in 2015.
We have formulated actions that we need to take to achieve the „ideal
states‟ for each of the improvement areas.
Together these actions make up our Safety Improvement Plan.
We firmly believe that executing our Safety Improvement Plan will deliver
excellence in Safety.
Our Goal is ZERO: zero incidents and zero fatalities
More information: http://www.apmterminals.com/sustainability
4. Our Safety Strategy
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Complexity of our Operations: Change takes Time
EmergingMarkets
24,000 Employees
Six new projects
56 Ocean Terminals
95,000 Third Party
Truck driverseach day
25 Joint Ventures
154 Inland Service locations
Stevedores
Road transport
Traffic
Unions
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