Safety communication at MPP3

October 2012

Some facts & figures (2011)

Europe: Focussed and synergistic positioningOutside Europe: Targeted expansion

Sales 113 billion euro Net income (loss) (1,86) billion euro Investments 6,5 billion euro Sales electricity 1.145 TWh Sales gas 1.718 TWh Households 30 million Employees 79.000

MPP3 key data

Start construction April 2008In operation End 2013

Workers on site Approx. 1,800Nationalities 25-30Contractor firms 800HPE inductions 4,500

LTIFR 0TRIF 4.8Record safe hours 5,300,000

“I am dedicated to the safety and health of our employees and those that work with and for us. With respect to topics of occupational safety, I expect pragmatic and stringent leadership from the HSE Council. But one thing is clear: Only if everyone chips in -every day- will implementation work.”Klaus-Dieter Maubach(Member Management Board E.ON AG, Head of the HSE Council)

Safety support on highest level

HSE Performance over time

Time

Incid

ent r

ate

Technologyand standards

HSEManagementSystems

Improvedculture

• Engineering improvements• Hardware improvements• Safety emphasis• E&H Compliance

• Integrated HSE-MS

• Reporting• Assurance• Competence• Risk

Management

• Behaviour• Visible leadership /

personal accountability• Shared purpose &

belief• Aligned performance

commitment & external view

• HSE delivers business value

PATHOLOGICALwho cares as long as we’re not caught

REACTIVESafety is important, we do a lot every time we have an accident

CALCULATIVEwe have systems in place to manage all hazards

PROACTIVEwe work on the problems that we still find

GENERATIVEHSE is how we do business round here

Increasing Trust/Accountability

Culture Ladder

Increasinglyinformed

Culture Ladder

PATHOLOGICAL• the lawyers/regulator said it was OK• of course we have accidents, it’s a dangerous business• sack the idiot who had the accident

REACTIVE• we are serious, but why don’t they do what

they’re told?• endless discussions to re-classify accidents• You have to consider the condition under which

we are working

GENERATIVE• chronic unease• safety seen as a profit centre• new ideas are welcomed

PROACTIVE• resources are available to fix things before an accident• management is open but still obsessed with statistics• procedures are “owned” by the workforce

CALCULATIVE• we cracked it!• lots and lots of audits• HSE advisers chasing statistics

Focus on Safety• Why: up to 1,800 workers on site• How:

• Culture change• Example behavior and leadership• 90% of incidents due human error• Control of primary process• Control of quality and logistics• No changes = no rush jobs• FEL / preparation is 90% of success

As part of the primary process

Real involvement (certificates,observation rounds, …)

9

“An excellentprimary processmakes a safety departmentunnecessary.”

Prof. Jop Groeneweg (Leiden University)

10

“An excellent primary process

starts with Front End Loading.”

Aris Blankenspoor (E.ON)

11

FEL

time

influ

ence

& c

osts Influence

Design progressCosts / commitment

Implementative

FEL

2. Cost of change is high value (% of overall commitment)1. Cost of change is low value (% of overall commitment)

1

2

1 2

Front End Loading (FEL)

12

The FEL Project system translates business objectives into project development

Optimal definition of the primary construction process

Continuous improvement and use of “best practices”

To maintain business objective during project execution

Fulfil business demands effective and efficient

Tools with proven and benchmarked results are used to optimize the primary process

An optimized primary process leads to good preparation and zero change

Zero change leads to high safety performance and reduced investment costs!

Optimize project results

Site wideCommunication Dept.

Contractor firmsConstruction mgt./Safety Dept.

(Groups of) individualsConstruction mgt./Safety Dept.

- Safety Summit - Contractor Safety Platform (Award)- Safety Magazine- Safety induction gate- Poster/flyer campaigns- Digital screens/billboards- Celebration milestones (BBQ, gate, …)- Positive recognition (lottery)- Safety alerts - meetings

- Kick off meetings- Risk sessions- Biweekly HSE Coordination meetings- Status meetings- Area coordination meetings- Subject coordination meetings- 4-weeks look ahead- Daily/weekly/toolbox meetings

- Permit to work process- Safety observation rounds

Safety Communication Tools (1)

Safety Communication Tools (2)

All staff, including secretaries: VCA-VOL

PMT: NEBOSH

Safety staff: Influencing

General: behaviour, respect

15

90% of project success (including safety) is determined by good preparation

Each change is a potential risk