How We Manage Operational Integrity
Operational Integrity (OI) is the term we use to describe our health, safety and environmental management approach. The Chief Executive Officer has ultimate responsibility for OI across the Group, and the Vice President Operational Integrity, who reports directly to the Chief Executive Officer, is responsible for driving our OI strategy, objectives and core programs.
An Executive OI Steering Committee, which is chaired by the Chief Executive Officer and composed of Chief Operating Officers and Senior Vice Presidents, meets quarterly to review our OI strategy and performance. This committee is supported by an extended OI Steering Committee that brings managers, regional businesses and corporate functions together at least annually to collaborate on managing OI across the network. Our Chief Operating Officers, Managing Directors and site/laboratory managers provide active leadership on OI across our global network. In 2016, 22 leadership visits were conducted for every one hundred employees, compared to 12 for every one hundred employees in the previous year. During the year, a mobile phone OI application was introduced to assist managers in making leadership visits, by accessing HSE guidelines and recording their observations in real time.
In addition to dedicated OI managers in the Learning and Development and Corporate Communications functions, a Global OI Industrial Hygiene (IH) and Occupational Health (OH) function comprises regional IH experts who support the national and local OI managers in the active management of industrial hygiene, occupational health and medical surveillance. We use a standardized approach to managing IH, aimed at protecting the health and wellbeing of our people through disease and fatality prevention, increasing quality of life, improving health and promoting healthy and safe living.
To further underline the importance of OI being led by our leadership team, we integrated safety and health objectives into the bonus scorecard for all MDs and OI managers globally. All these activities combine to help further integrate safety, health and wellbeing into the DNA of our Company.
Our strategy is clear – to be best-in-class on operational integrity. Striving for zero incidents demands a global safety culture based on an unceasing commitment to making personal and co-worker safety an integral part of everyday working lives. We are building this culture through our OI strategy, which is based on seven pillars (see below) and is underpinned by a Group-wide Operational Integrity Management System (OIMS) that is aligned to internationally recognized standards on health, safety and environment.
We deploy our global OI strategy through a “Top-Page” process based on the EFQM model. This allows us to focus on key programs covering incident investigations, training, hazard identification and correction, leadership visits and best practices. The diagram above summarizes the key features of our OI strategy in 2016 under each strategic pillar.
During 2016, we published a revised HSE policy statement. This includes a ”Stop Work Authority” clause, which provides SGS employees and co-workers with the responsibility and obligation to stop work when a perceived unsafe condition or behavior might result in an unwanted event. The Stop Work Authority program was deployed throughout the organization during September as part of our designated Safety Month. A dedicated Stop Work Authority card, signed by the Chief Executive Officer and containing details of our OI hotline and the cell phone number of the Global Vice President OI, was issued to every employee.
September is designated as SGS Safety Month. With a focus this year on encouraging our people to “Assess Your Risks and Take Control”, Safety Month provided the guidance and tools necessary for employees to spend three minutes before starting a job to check if a task can be undertaken without risk, or to exercise their authority to stop work until or unless the risk is eliminated. During the month, almost 62% of employees participated in around 100 ”Think Safety” initiatives.
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