Presentation Transcript

1. RISKMANAGEMENT

   AN EAST ASIA EXPERIENCE Tue 22 Nov 2011
2. East Asia Experience Tianjin China Chengdu China Rojana Thailand Chengdu Suzhou China Shah Alam Malaysia Kaoshiung Taiwan Singapore Bintan Indonesia
3. Scope of Risk Management Workplace Safety &Health Environment Flu Pandemic Natural Disasters IT HR Supply Chain BCP
4. Focus on Risk Management Safety function as part of engineering training 1968 EHS function w.e.f. 1983 with GE (USA) First encounter with RA in JSA Formed Consultant Firm 1993 Risk Management truly initiated in 2000 after NPP accident Sept 1999 Delayed by 11 Sept 2001 incident
5. NPP Criticality Accident 1999 an accidental increase of nuclear chain reactions
6. Impetus on Risk Management Catastrophes provided impetus in RM 9/11 – Travel Restrictions SARS - 2003 2 + 1 consecutive days fatalities Operators falling into conveyor belt & molten metal Earth Quakes in Japan, Chengdu, Taiwan Earthquake & Tsunami - 2011 Contractors falling into HCL tank - 2011 Floods in Thailand - 2011 (DUPONT EXPERIENCE IN 1965)
7. SARS – Flu Pandemic 2003
8. Earthquakes in Japan 12 sizeable earthquakes between 2004 & 2010
9. Chengdu Earthquake 2008
10. Tsunami in 2011 Photo courtesy of National Geographic
11. HCL Acid Tank Incident 2011
12. Floods in Thailand 2011 Photo courtesy of Bangkok Post
13. Risk Management Implementation – not of choice but by circumstances of catastrophes Emerging economies do not have a pro-safety culture “Safety First” not truly understood “Safety when there is no other choice” is more true Safety is more reactive than proactive for local companies MNCs fared better.
14. Tianjin & Chengdu Experience - China GuanXi Culture effects on safety “Three Quotations” governance Meetings with officials homogeneous local workforce - better teamwork Siesta culture Paced livelihood Risk Taking Culture – HCN case MNC effect – CEO effect
15. Suzhou Experience - China GuanXi Culture effects on safety “Three Quotations” governance Meetings with officials Non-homogeneous local workforce Transient workforce “Each man for himself” mentality High labour turnover Risk Taking Culture – Snow laden roof incident MNC effect – CEO effect
16. Kaoshiung - Taiwan GuanXi Culture effects on safety – not as strong “Three Quotations” governance – lesser degree Meetings with officials – more business-like homogeneous local workforce Multi-tasking culture Siesta culture Risk Taking Culture – lesser degree, more compliant MNC effect – little ; CEO effect – more Greater peer pressure evident – Triad & Japanese influence
17. Rojana Bangkok - Thailand Meetings with officials – more business-like homogeneous local workforce Strong easy going & gentle culture No “bad guy” mentality Lesser Multi-tasking culture No Siesta culture Risk Taking Culture – lesser degree MNC effect – little ; CEO effect – more Little peer pressure evident Photos courtesy of Bangkok Post
18. Shah Alam, KL - Malaysia Meetings with officials – more business-like homogeneous multiracial local workforce High turnover – recruitment & safety problem No “bad guy” mentality – counseling & warning Multi-tasking culture No siesta culture – Friday prayer culture Risk Taking Culture – production focus MNC effect – little ; CEO effect – more
19. Bintan - Indonesia Authority Power Non-homogeneous workforce from various regions High turnover within Industrial Zone – recruitment & safety problem No “bad guy” mentality – counseling & warning Dutch Law influence – peculiar firing policy No siesta culture – Friday prayer culture Workforce generally compliant – less production focus Contractor/Supplier & Client Relationship
20. Electrocuted
21. Cut by Paper Shredder
22. Left Hand Cuts Right Hand
23. MNC Experience - Singapore US, UK, EU & Japanese influence Formal EHS Systems in place but not safety culture British Law prevalent since independence – 1965 Paradigm Shift in 2006 to reach developed economy status in EHS Strong enforcement of the law Cultivating Safety Culture – for long term SMEs present greatest challenge – contractors & major accidents
24. Contractor Related Mishaps Photo courtesy of SCDF Photo courtesy of Today
25. 2007 May 03 Exxon Mobil said in a statement on Tuesday that two contractors were found unconscious in an enclosed space filled with nitrogen. Engineering contractor was fined $100,000 on Tuesday for failing to ensure the safety of three workers who died from injuries sustained in a fire at the ExxonMobil oil refinery on Jurong Island in 2007.
26. In Conclusion …RMS in East Asia Implementation – not of choice but by circumstances of incidents Emerging economies do not have a pro-safety culture – bottom-line profit focused “Safety First” is merely a slogan & not truly understood “Safety when there is no other choice” is more true Safety is more reactive than proactive for local companies MNCs fared better – but implementation & enforcement have much room for improvement Safety is top driven Progress is made albeit moderate
27. HAVE A NICE DAY THANK YOU FOR YOUR TIME … GOODDAY !