Project/ Operations Execution Organization must adopt an OSHE Management System for all its businesses. Each business develops its own version of the Project/ Operations Execution Organization OSHE management system Similarly, the POME develops fourteen core processes which incorporates the OSHE Management System. Below are the Core Processes of our OSHE Management System. A summary of each is outlined in this plan.
ü Aspects / Impacts
ü Legal Requirements
ü Objectives / Targets
ü Incident Investigations
ü Mgmt. of Change
ü Behavior / Culture
ü Structure / Responsibility
ü Training
ü Communications
ü Document / Records Mgmt
ü Operational Controls Work Instructions
ü Corrective Actions
ü Auditing / Self Inspections
ü Metrics / Mgmt Reviews
Coupled with these Core Processes, there are other procedures that give more detail and tools for complying with the OSHE Management System. These procedures can be incorporated as an appendix to any Organization plan or as a separate set of documents for the customer to review.
As our first Core Process, a Project-wide OSHE policy must be the primary method used to communicate Project Execution Organization’s Leadership commitment and expectations regarding management of OSHE aspects, issues and risks. It is used to communicate policy to our global workforce as well as key stakeholders and the general public. The policy must establish the framework and guidance for OSHE performance standards, establishes accountability at all levels, and commits us to seek continuous improvement of our OSHE processes. This Management Commitment must provide the criteria for establishing an effective Management System for communication and deployment.
This project must comply with the Project/ Operations Execution Organization Core Processes and the Corporate OSHE Management System. The OSHE policy to be communicated to our employees, contractors and all the stakeholders.
Aspects and Impacts
This project must utilize effective tools to identify its OSHE aspects and understand the risks and criticality of those aspects. This process will help to identify, assess and prioritize its OSHE aspects to be sure that its risks are controlled or targeted for control. That is why it is important to define the scope of the organization’s operations to ensure the entire OSHE Management System is appropriate for the project.
Legal and Other Requirements
To assure a successfully managed project, the site leadership must be aware of the following critical areas:
- Existing legal and regulatory requirements
- New and pending legislation
- Non-regulatory requirements imposed on or committed to by other stockholders
- Our current compliance status and any risk to meet compliance
Therefore the site management team must work closely with the customer, the contractors and its employees to understand the legal aspects of this project and to take the necessary actions to meet compliance.
Objectives and Targets
OSHE Management Systems should be designed to maintain OSHE excellence and facilitate continual improvement by creating a cycle of activities, including aspects identification and prioritization, performance measurements, self-assessments and audits which would identify the current and most critical OSHE issues whether on a Global basis or on a local project. The establishment of objectives and targets that address those issues will effectively and continually reduce the significant risks. This process provides the guidance and requirements to help set objectives and targets that the Site Management will use to plan accordingly.
Incident Investigation and Root Cause Analysis
POME strives to prevent all adverse OSHE incidents however there may be a time when the system fails. An effective investigation process is an essential tool in achieving lessons learned, root causes and specific actions that will prevent possible recurrences. The investigation process must involve employees with the focus on root cause rather than fixing blame for an incident. The key benefit of each investigation is the free and open sharing of lessons learned and the subsequent continuous improvement of the OSHE culture.
Management of Change
Anticipating OSHE issues before introducing new or modified operating processes and equipment is essential for safeguarding employees and the environment. This also includes New Product Introductions (NPI), Engineering Change Notices (ECN), and new service contract and project reviews. OSHE reviews are necessary not only prior to major capital expenditures, but also during most other process and equipment modifications since subtle changes can lead to significant OSHE risks. Effective OSHE reviews ensure the project is done right the first time, saving both time and money. Identification of potential impacts, design of interventions and verification that these interventions are implemented are a part of this site’s OSHE plan.
OSHE Behavior and Culture
A common causal factor of OSHE incidents is at risk behavior. Project/ Operations Execution Organization must be committed in creating a culture where management and the employee population understand and uncompromisingly reduce and manage the OSHE risks in their working environment. The success of our OSHE programs is dependent on the entire workforce driving a proactive and disciplined culture. Site leaders, at all levels, demonstrate support and commitment by regularly engaging the workforce on the most critical OSHE behaviors and values.
Additionally, positive reinforcement and motivation drive improves OSHE performance. Creating an environment where appropriate safety behaviors and performance are publicly acknowledged shows all employees that safety is a value within the organization and helps reinforce expectations.
GAUTAM KOPPALA,
POME AUTHOR
GAUTAM KOPPALA, With over A decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation’s were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and scribd websites too.
