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Developing World Best Practice

Container Terminals

Pursuing Excellence in Safety


Johan Breukelaar Global Head of HSSE & CR

Content

1. Our Safety Journey so far achievements


2. Our Challenge fatalities
3. Learning from others paradigms
4. Our Safety Strategy

1. Our Safety Journey so far - achievements


APM Terminals
LTIF (per million hours)

Port Industry by
TT Club, London

50

40

30

20

10

0
2005

2006

2007

2008

2009

2010

Lost Time Injury Frequency (per million hours)


3

1. Our Safety Journey so far - achievements


45.00

APMT

40.00

ICHCA Members

35.00
30.00
25.00
20.00
15.00
10.00
5.00
-

Global

Europe

APAC

Americas

Africa

Lost Time Injury Frequency (per 1,000,000 TEU)


4

1. Our Safety Journey so far - achievements


External Recognition

Internal Recognition

2010
- Global Safety Award: Safety at
Sea International Awards
(London)
- Recognised Safety Leader in the
Port Industry (TT Club)

2011 Employee Engagement


Survey

2011
- Lloyds List Global Safety Award
(London) for APM Terminals
exceptional commitment to
improving safety

APMTs commitment to safety has


a 90% favourability rating
from employees and the highest
mean score of 4,31 out of 5 in the
entire survey.

1. Our Safety Journey so far - initiatives

2011
2010

2009
2008
2007

2006
2005

Must Win Battle Stop Fatalities

Global Safety Score card

Safety for Life Programme


Safety Training

Global Safety Programme

Consequence
management
Safety Awareness Workshops

Personal Safety Plans

1st Global Safety Day

Focus on
severe
incidents

2. Our Challenge - Fatalities


16
Inland Services

14

Terminals

12
10

0
3

6
4

10

10

9
5

2010

2011 YTD

0
2006

2007

2008

2009

.Inland services was formed in July 2008 hence only data from July 2008 is available

Number of Fatalities

2. Our Challenge - Fatalities


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

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 have
NOT 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.

3. Learning from Others The New Paradigm


*

* Based on: New Findings on Serious Injuries and Fatalities - BST

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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.
LIKELIHOOD
Tolerability to be
endorsed by Senior
Management Team

IMPACT

High severity incidents are


incidents that could have
ended up in the red zone
of the Risk Assessment
Matrix:

Control to
As Low as
Reasonably
Practicable
(ALARP)
Continuous
improvement

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4. Our Safety Strategy


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.

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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, to
intervene when we see an unsafe act or an unsafe
condition.
Johan Breukelaar, February 2012

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4. Our Safety Strategy


Each focus area is divided into specific improvement areas:
TECHNICAL INTEGRITY

CULTURE
1. Leadership

Technical
Integrity

Culture

2. Intervention
3. Compliance with rules &
standards
4. Learning from incidents
5. Best practice sharing

HSSE
EXCELLENCE

1. Facility and Equipment design &


construction
2. Responsible Procurement
3. Risk based inspection for
equipment, facility & operations

HSSE
Management
system

4. HSSE integration in improvement


projects

HSSE & CR MANAGEMENT SYSTEM


1. Leadership & commitment

5. Planning & Procedures

2. Policy & strategic objectives

6. Implementation, monitoring,
corrective action

3. Organisation, Resources,
Standards
4. Risk Management

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7. Assurance
8. Management review

4. Our Safety Strategy


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


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Complexity of our Operations: Change takes Time

Road transport

25 Joint Ventures

Emerging
Markets

56 Ocean Terminals

16

Six new projects

Unions

95,000 Third Party


Truck drivers
each day

154 Inland Service locations

24,000 Employees

Traffic

Stevedores