HSE Romania

2017

edition

Romania

The Health, Safety and Environmental Professionals’ Guide

Romania’s Business News Gate

www.govnet.ro

2017 edition

CONTENTS

Romania

38. Care For Employee Safety: Main Performance Of The Managers! What Needs To Be Done?

82. Hse – For The Company Or For The People?

40. Fire Safety Culture In Romanian Business Environment

86. About Fire Prevention

42. Hse Resource Strategies In A Cost Constrained World

92. Ergonomics In The Workplace

14. The Current Experience And Training Of Romanian Ohs Professionals

46. The Forgotten 48. Q&A With Hse Managers

94. H&S Best Practice For Use Of Mobile Elevating Working Platforms Mewps

20. Safety Management - What Is It And Why You Should Use It

64. Protective Gloves Market – Where To?!

98. Go For Zero Accidents

26. Achieving An Effective Mindset Change In Hse

66. Measuring Safety Performance Beating The Challenge

4. Editorial 6. Change Management: How Do Management Practices Affect Safety?

8. Occupational Health And Safety Risk Assessment

By Meva Method 10. Hse Education And Culture

28. Building A Successful Corporate Safety Culture Program

70. Confined Space Awareness 74. How To Choose A CableBased Fall Protection System

30. Safety Culture Organizational Change Management

78. It&C Tools Used In Hse Regulatory Compliance

32. Safety Leadership Why? 36. Training, Awareness And Competence In Hse

80. Positive Safety - Is Your Organization Ready To Look At Safety From A New Angle?

84. Hse Motivation And Training

90. Creating A Proactive Hse Culture In Romania

100. Suspension Trauma Effects Following A Fall From Height 102. Health And Vitality Goes Through The Stomach 104. Who’s Who In Hse 113. Contact Database Of Inspectorates For Emergency Situations 118. Contact Database Of Labor Inspectorates In Romania

Bd. Lacul Tei 31-33, Sector 2, Bucharest, Romania Tel: +40 372 900 670, E-mail: office@govnet.ro, www.govnet.ro, www.whichlawyer.ro Publisher

Senior Development Associate

Marketing Executive

Adrian Ion

Ileana Georgescu

Mihaela Dumbrava

Business Development Manager

Project Coordinator

Design by

Magda Ion

Diana Nicolescu

Ocean2000

Romania’s Business News Gate

All rights reserved. No part of this publication may be reproduced or transmitted by any means without the prior permission of Govnet Mediacom. Copyright 2017 The content of this publication is compiled based on publicly available information. The transactions presented are sourced from press coverage and press releases issued by the respective companies as well as other statements publicly released or obtained by the editorial staff of the publication. Any views or opinions presented in this publication are solely those of the author and do not necessarily represent those of the law firm unless directly quoted in the material.

Romania

EDITORIAL

SHARING HEALTH AND SAFETY KNOWLEDGE

ADRIAN ION PUBLISHER HSE ROMANIA

Back in 2016 when we first organized meetings and conferences dedicated to health and safety, we found a group of professionals and industry experts eager to share information, knowledge and best practice examples in order to create safer, healthier and more enjoyable working environments.

It was fascinating to see how much energy, dedication, resource and know-how is allocated in order to implement health and safety standards throught organizations.

In 2017, we decided to contribute, as media company, to this process of high quality learning and sharing of knowledge by publishing the first ever HSE guide in Romania dedicated to health and safety professionals. Therefore, we invited a number of experts and consultants to write editorial pieces and articles to lay a foundation in health and safety knowledge.

To speak about the importance of managing health and safety risk in companies might be considered superfluous. Still, we found that the process of keeping workers safe is a process of continuous learning and improvement. The expertise of the health and safety profession is widely recognized. By

A study concerning serious and fatal accidents at work in the European Union, published by ESAW (European Statistics on Accidents at Work), states that over 2.7 million serious accidents and almost 3,700 fatal accidents took place at work time in the EU. Researchers place Romania second, with no less than 4 fatal accidents per 100,000 employees in 2015.

The highest incidence of fatal accidents at work was recorded in Portugal at 4.3 deaths per 100,000

4

bringing this expertise into public debates, conferences and publications enhances the contribution made by HSE experts to strengthening the field.

In Romania there are a number of policies, legislation and standards that need updates when addressing the issues of health and safety in general. Through initiatives and legislation change proposals of industry associations, private organizations and companies, we have the opportunity to start a culture change, to build programmes that encourage employers and employees to be more proactive in supporting rules and regulations and take personal responsibility in staying healthy.

The call for more rigorous legislative requirements is prompting businesses to question how they can respond effectively and provide a better, safer environment for people to work in.

Also, there is a clear shift to move away from safety being about “compliance” and towards something that businesses can use as a differentiator to create competitive advantage, as after all, a healthy organization starts with healty workers 

persons employed, while the third place was occupied by Latvia with 3.6 deaths per 100,000 employees.

On the other hand, Romania registers one of the lowest reported rates for the total number of serious accidents at work, with under 100 serious work accidents per 100,000 persons employed.

Still, the number of work accidents in Romania saw a constant increase in the last few years, with 3,604 persons having been injured in 2014 of whom 185 died, 4,300

injured in 2015 and 183 deaths, while in the first 9 months of 2016 the total number of injuries reported was 3,317 and 96 deaths, reveal the statistic figures made public by the Work Inspection.

The frequency index (the number of injured in 1,000 workers) was also on the rise, from 0.76 in 1,000 for the total of the persons having suffered an accident in 2014 to 0.89 in 2015 and 0.88 for the first nine months of 2016 ( last available data at print date).

EXPERTS PLATFORM

Romania

Change Management how do management practices affect safety?

C

an change, of any nature, affect occupational health and safety?

Obviously, yes. More than that, one single change can influence a multitude of systems within the organization or the business. Among others, change can affect the Conformity Assessment System, the Quality System, the Health and safety System, the Fire Protection System, the Electrical System, Finances, Technical Documentation, Technical Safety, Environmental System and so on.

Why? We shall see.

DEFINITION CHANGE, changes, noun [countable, uncountable]. The process by which things become different.

A situation in which something becomes different or you make something different.

A situation in which one person or thing is replaced by another.

Any change to an existing system or procedure that could have an impact on the organization/ business, technological flow, quality parameters, or occupationl health and safety.

Who can request and initiate change?

Any employee with a proposition of improving, revising or altering something.

Who manages the system? A change management administrator.

The process of change must proceed in the following way:

1

The initiator formulates a change request application, also submitting the necessary information and documentation.

2

The system manager periodically organizes meetings where change requests are discussed. The meeting brings the initiators and system managers together. First they need to establish if the proposition really brings change (if it’s like-for-like then it’s not change).

3

The system administrators request documentation or additional information to approve the new procedure. The system managers’ recommendations need to be augmented in order to ensure legal compliance before, during or after the modified procedure has been implemented. The system managers also provide assistance to originator in making the required modifications.

4

When and if all system administrators have approved the change request the initiator can proceed with implementing the new procedure.

5

After finalizing the processchanging project, all recommendations need to be filled in by the initiator and closed by the system managers.

The best way of understanding how it works is by example.

Supposing we intend to add an escape door to the outside of the building, which systems may be affected?

a. The Legal Compliance System.

You need an Urbanistic Certificate, a Building Authorization, a Fire Safety Authorization and so on. b. Technical documentation.

You need a layout, technical specifications, a Declaration of Conformity, a warranty certificate etc. c. Fire protection. The new door must be fire resistant, like the wall it will be installed in. The evacuation plans need to be revised. d. Procedures and training.

Existing procedures need to be revised and employees must be trained accordingly. e. The electrical system – if the exit signs or the security access control need to be connected to the electrical system. f. On Site Visitors & Contractors – if you’re working with a new contractor. g. The Environment. The resulting waste must be collected selectively and must then be recycled (at least 30% for the year 2017). h. Technical Safety. The door must be included in the cleaning, inspection and maintenance plans. i. Finances. We will also need money for acquiring, transporting and finally installing the door. j. Quality. If we need to install pest control equipment.

Here’s how many systems are influenced by a simple project.

Do I still need to answer the question in the title? I think not, and the conclusions remain up to you 

CORNEL MARIUS RADULESCU HS&E AND FIRE PROTECTION EXPERT

6

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

OCCUPATIONAL HEALTH AND SAFETY RISK ASSESSMENT BY MEVA METHOD M

ost methods of analysis and evaluation address the risk as an unwanted event or failure that occurs during operation of plant and machinery. They consider factors that can induce dysfunction problems or human error, affecting the following characteristics of work systems: reliability; the ability to be repaired; usability; not to cause damage to man; the environment; the installation; the product; system performance in terms of production and energy consumption.

8

EXPERTS PLATFORM

The use of risk assessment methods should normally be complemented by the study of the consequences and effects in terms of damage that undesirable events can cause on workers, which requires that all risk factors be identified, their variability and their impact on the risk assessed.

The problem is, however, that there is no universal method or predefined solution for risk analysis. Each approach has its specificity. Moreover, the methods are not clearly delimited. There are variants and combinations. It is often advisable to start with a rough analysis and, after getting an idea of the most important risks, continue with a more in deep method.

In the logic of continuous improvement, the risk management system is subject to constant review and updating. In this context, the researchers of the Risk Assessment and Safety and Health Management Laboratory (ERMSSM) have developed a new method of assessing the risks of injury and professional illness, a method called “MEVA”.

The principle of the method is to identify all the risk factors in the system that can be the ultimate cause of injury and/or professional illness by means of predefined control lists and quantifying the risk based on the combination of gravity and probability of risk factor manifestation.

The two methods of risk assessment of injury and professional illness developed by the Institute (INCDPM and MEVA) are based on a deductive reasoning, with the help of which is studied the chain between two or more events. These methods of assessing the risks of injury are simple and have the great advantage

Romania

of being able to be applied even if detailed information on the system is not available from the start. For this reason, they are suited both to the complex systems security analysis (eg workshops, factories, installations, etc.) and to the analysis of less complex systems (offices).

According to the methodology of risk assessment, it must be performed two steps:

1

Risk identification - a process of identifying potential hazards and defining their characteristics;

2

Risk assessment – an estimation process for taking appropriate decisions regarding preventive measures (to be done at the workplace and, exceptionally, at the level of the job).

The new risk assessment method, unlike the old one, focuses more on eliminating subjective factors in determining the probability of manifestation of risk factors.

Thus, checklists were developed for each risk factor, which establishes a compliance factor for each risk factor. Following the identification of the risk factors and the audit of the workplace (law and secondary legislation) the check-lists applicable to the work place/activity are established. Conformance factors along with exposure times define the probability of occurrence of the risk factor. For the level of environmental risk factors such as noise, lighting, air temperature, will also be taken into account the values determined by measurements.

In the MEVA method, the risk matrix is defined by 5 classes of severity and 5 probability classes,

resulting in 5 levels of risk. After quantifying the risk factors, prevention measures are proposed for all the identified risk factors and each partial risk level is recalculated as a result of the proposed measures.

The five levels of risk were grouped into three categories: acceptable, tolerable, unacceptable.

Level 1 - Acceptable; Level 2, 3 tolerable; Level 4, 5 - unacceptable.

Regardless of law 319/2006 or derived Government Decisions, all Romanian regulations have a common point - they expressly and explicitly impose the obligation to identify and assess the professional risks to which workers are exposed or may be exposed. Specifically, this means that the employer must assess the risks to the safety and health of workers and on the basis of the assessment to draw up the preventive and protective measures plan that he will apply to his company.

Due to the diversity of economic activities it is impossible to make definitive conclusions about the choice of the evaluation method.

However, it is possible to conclude that the MEVA method is applicable in all areas of activity. By applying this risk assessment method, it will often be seen that the benefits for the health and safety management are much higher than managers expected.

The new evaluation method elaborated by the INCDPM “Alexandru Darabont” meets the requirements for the evaluation of each risk and provides an overview of the extent of the risk to which a worker who will occupy or occupy a certain job position in an economic unit is exposed 

ING. EDUARD SMIDU ING. VICENŢIU CIOCIRLEA ING. IULIAN IVAN CHIM. ALINA TRIFU NATIONAL RESEARCH AND DEVELOPMENT INSTITUTE OF OCCUPATIONAL SAFETY

9

EXPERTS PLATFORM

Romania

HSE Education and Culture I

have been asking myself this question for a long time – does education develop the HSE culture or can we make education based on a HSE culture?

No discussion with my peers or my teachers has convinced me until I got the answer during a visit to Saint Etienne. A HSE educational program for kindergarten children related to the activity in the construction sites was being carried out. Preventers, teachers, trainers and children were “playing” in a park of the city where a “site” was set up.

Then followed a discussion with one of the project coordinators during which he explained that they have

stated the need to begin the HSE education at the level of pre-school children in order to give a “start support” for its continuation to the next level and so on until the end of the professional life.

Upon my return to the country, I have made an investigation related to the education at the global level and I have stated that all the developed countries begin the HSE education at the age of 5-6 years old and they continue it, under various forms, throughout the whole life.

This way I have received the answer to my question – without the HSE education we will not be able to speak about the HSE culture.

Site set up in Saint Etienne 10

In Romania the professional training in the HSE field is dual, regulated both by provisions resulted from Law 319/2006 (the course for the basic level and the post-university level), as well as free depending on the training needs of each company.

Here we must speak, first of all, about the quality of the regulated training, about the knowledge and skills which those who attend this programme acquire, but also about the international recognition of this training. Unfortunately, we have come to have a huge number of graduates of these courses who do not reach an acceptable training level, although the graduation rate is almost 100%, as if this were a “mass education”. The major part of those who attend these courses hope to work in an external prevention and protection department or to set up their own company. The human side of our profession is missing here – that in which we have to deal with safety and health at the workplace, the well-being at the workplace, and not to see this activity as purely commercial.

Three big actors are missing in this educational chain (the regulated one) – the managers / heads of workplaces / workers, those on whom the safety level actually depends on in each company.

HELPING COMPANIES GAIN THE LEADING EDGE Develop the capabilities of your leaders and supervisors to deliver sustainable operational and cultural improvements with DuPont Sustainable Solutions. www.sustainablesolutions.dupont.co.uk For additional information contact: +44 (0)117-931 3120

DSS.info@dupont.com

Copyright © 2017 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and all products denoted with ® or ™ are trademarks or registered trademarks of E. I. du Pont de Nemours and Company or its affiliates.

EXPERTS PLATFORM

Romania

ADRIAN CAMPEAN HSE EXPERT

In the past three years we have tried to complete this lack of HSE education by training programmes adapted to each company and to each level of training.

I have the surprise that many do not even know the legal basis (rights and obligations) and that they do not have responsibilities. In order to make both the managers and the heads of the workplaces aware, it was necessary to have a training programme which should present the effects of not taking the safety measures (court decisions) and the costbenefit analyses from which they should understand that the HSE professional training is an investment in people, and not an expenditure.

There are companies which have a HSE management system, a HSE culture, HSE standards at the central level and which they try to implement in all the locations, but they face quite big difficulties or the results do not measure up to the efforts.

Following the analysis, I have stated that there is not the necessary basis on which a HSE “culture” should be implemented and that their efforts will not have the expected results if the workers, the heads of the workplaces, the line management do not have a strong HSE education.

This thing is obvious because the safety at the workplace does not come with a management system, but by each participant in the production process, by their proactive actions or even predictive actions.

We have realized together that no HSE culture could be developed without a strong HSE educational basis and the awareness and accountability of all the stakeholders.

The trainings which have resulted following the analysis of the training needs have been adapted to the specifics of the activity and to the participants’ level of competence, having a minimum graduation scale established, without compromises in terms of attendance, the proactive activity of the participants in the training and their responsible testing.

The surprises have been quite big, the

12

graduation rate has not been 100%, and the analysis of failures has provided information about the “gaps” in the HSE training of the participants and the new training directions to be followed. The project is also completed by an evaluation sheet which is taken into account for a potential professional promotion or stimulation of the participants.

In conclusion, I would like us to understand that we have a big need for HSE education, especially at the level of HSE experts, both formal and informal, but the training basis, the contents and especially the final evaluation must be re-analyzed, focused on results which provide a high level of quality of the graduates. This can be done by professional internationally recognized training centers and by an independent examination/certification system. Each type of training must provide the specific competences instead of having a single programme by which all the competences should be obtained. This means that there must also be training levels in line with the international practice (see ENETOSH, ENSHPO, OSHA USA, etc), which defines at least two levels of training for the HSE experts, but also the experience (seniority) which they must acquire to participate, graduate and exert this profession, followed by regular programmes for completing the competences, and their certification is granted by independent organizations which establish the minimum level of performance of the experts not only by graduating from training programmes, but also by their achievements in their activity area. Thus, they manage to make an efficient selection between those who have performance and those who complete a training course, namely they separate the right of practice from that of professional training.

Without an educational programme made by all the stakeholders together, we will not be able to have a pool of HSE experts who perform in their activity and grant the respect necessary for this profession 

EXPERTS PLATFORM

Romania

The current experience and training of Romanian OHS professionals

T

CORNELIA BOHALTEANU CORNELIA WORK PROTECTION

14

his is a study about the current experience and training of Occupational Health and Safety (OHS) professionals in Romania. Methods: Questionnaires have been chosen for the research since it is important to be objective, while reflecting the values, perceptions and interests of the respondent. Participants: The population of interest is the whole OHS profession. A sample was drawn through ARSSM (Romanian Association for Health and Safety) members - these being the boundaries of the study. Ethics: Ethical dilemmas around access, who and how are accessed, was resolved by working with and for a professional association. Conclusions and recommendations for future research: The study shows that being an OSH practitioner isn`t yet a well-developed profession in Romania, but outlines us the necessary steps needed to become professionals.

There are some recommendations for the future of OHS practitioners behind this study, first being ENSHPO or EUSAFE certification for those wishing to have their experience acknowledged, although all the participants could easily be included in the EurOSHM (manager) category - they fulfill all the requirements.

The research evaluates the changing training needs in line with the development of health and safety and its integration in the work system, from the appearance of the first legislative provisions in 1864 until the present time, in the context of the much needed

evolution and alignment to the European Directives.

The OHS (Occupational Health and Safety) occupation is a relatively new profession in Romania, dating from 1998 and having many changes since then. Ferguson and Ramsay reviewed the definition of a profession (an occupation requiring specialized skills) and this research will evaluate the existing knowledge from courses and training and career development needs, will discuss future steps that may be necessary to be a professional (working in a recognized profession).

This research also aims to thoroughly analyze the transformation in the OHS field and present the current experience and training needs of Romanian OHS professionals. The aim of the research is also to help professionals to obtain answers about their daily practices that are best answered through systematic investigation, or the research process`.

The study is being undertaken by an insider, herself a practitioner, and therefore gains insights from experience but may be influenced by personal perception.

THE OBJECTIVES INCLUDE: To review the ways of becoming an OHS professional, through literature highlighting the legislative requirements and competences with the EUSAFE Project (2010-2012).

To evaluate the perception of Romanian OHS practitioners about the quality of their training and preference for delivering of future training (survey) To estimate the demand for development of a professional code of ethics for Romanian OHS professionals and to identify potential barriers (survey)

EXPERTS PLATFORM

Romania

To evaluate colleagues` professional experience and training level, in order to establish the current training needs of the Romanian OHS professionals.

In the past 25 years, Romania has gone through major political, economic, social and cultural transformations, all necessary in the context of Romania`s accession to the European Union (EU). The admittance in the EU, the alignment of national legislation and OHS standardization across Europe, forces the profession to reach faster the European requirements for quality and competence; the question that arises is: are the Romanian OHS professionals prepared?

THE METHOD The questions raised by looking at ontology, what is there to be known? can be asked to find out where the practitioners started and how they accumulated their knowledge and experience comparing this to objective standards and discovering any gaps, with the purpose of creating the pattern of the perfect practitioner.

The development of a profession was examined from its very beginning to present time, including the legislative requirements.

Questionnaires They consist of a written list of questions for gathering information, by asking people directly to discover things, and they are producing quantitative data.

Coding the data The process of transforming words in numbers is called coding the data. Coding, in essence, entails the attribution of a number to a piece of data, or group of data, with the express aim of allowing such data to be analysed in quantitative terms.

Results The age of the participants shows that the ones more interested in this research are of more than 50 years old (question no.1), a few of which are

16

women (question no.2), with about 20 years of experience in health and safety (question no.3), all of them have a university degree (question no.4) and plenty of HSE courses (question no.5), one third of them are in this field before 1996 prior to Law no.90/1996 (question no.7), all of them are full time OHS practitioners and more than a half have their own consultancy company (question no.6).

The year of their authorization (question no.7) shows if they were examined by a commission of the Labor Ministry (a few of them were in a special position – they were members of Labor Inspection and the exams weren`t necessary), or had just submitted a file, what the distribution of participants is, based on the area of activities (question no.8) and their experience on areas of economic activities (question no.9).

Types of courses and their utility scale are presented by questions no.9 and 10 and also, other not so useful courses completed by the participants. If we are talking about courses and their ways of improving the training needs of the professionals, we can check question no.11 where the participants expressed their opinion about courses that require improvement. These three questions are very useful for professional trainers and their schools.

The Romanian OHS professional is also interested in continual professional development (CPD), ways of granting credits and utility of selected ways for CPD (question no.12 and no.13). The levels of competency established by the EUSAFE Project (2010-2012), manager and technician, are accepted by participants and they wish their years of professional experience to be validated not compared to education (question no.15).

The participants are very interested in certification by an international organization like ENSHPO - knowing that ARSSM is an ENSHPO member, (question no.16) and they agree with Ferguson and Ramsay (2010:28) that certification is viewed as credible

evidence of skill and knowledge within a field of professional practice.

The Romanian OHS practitioners are aware about the necessity of a voluntary code of ethics and they express very clear their point of view about this problem (question no.17 and no.18).

ENSHPO have the instruments for certifying skills and competencies, ARSSM as an ENSHPO member could certify members and others willing professionals. The study proved that Romanian practitioners easily meet the minimum requirements and criteria for eligibility of individuals for EurOSHM, standard: Many of them have a university degree or at least at Bachelor level All of them have plenty of occupational safety and health training courses at a professional level, more than the minimum required of at least 250 cumulative hours most of them examined The legal requirement in Romania for professional work experience first was 10 years and 5 years nowadays, more than the minimum required by ENSHPO, for at least two years full-time since the completion of the occupational safety and health training Many of them have done Continuous Professional Development (CPD), between 1998-2006, as it was a legal requirement and after that year, many of them have done other courses for improving their knowledge in a changing legislative environment. Some of them were participating in conferences and seminars without knowing that they were adding to their CPD experience.

All of them agreed with the necessity of having a code of ethics and agreed to respect such a code.

If we are looking to minimum requirements and criteria for eligibility of individuals for EurOSHM (a university degree or at

Amromco Energy is the largest and oldest independent oil and gas producer in Romania. Since its founding in 2002, Amromco has grown to be Romania’s largest independent oil and gas producer and the third-largest producer in the country.

Amromco focuses on its niche market- the exploitation and redevelopment of mature oil and gas fields through the application of cutting-edge technical and operational practices.

With over 200 employees, 90% of them in Romania, Amromco has invested over $ 300 million in Romania over the past decade. The Company has a strong track record of operating in Romania, as illustrated by the accomplishment of bringing more fields on-line than any other independent operator over the past 10 years.

Amromco benefits from its strong relationships with Romanian and other regional producers and service providers. Amromco also gains from its strong financial relationship with First Reserve Corp., the world’s largest private equity firm solely focused on energy and Mercuria, one of the world’s largest integrated energy and commodity trading companies.

The Management team, drawing on its extensive experience in Romania, is firmly focused on unlocking shareholder value through continually growing and developing the Company’s world class resource base.

Amromco built and maintains its competitive advantage through an entrepreneurial and teamwork oriented culture, a relentless drive for excellence, cutting-edge technologies, and the ability to operate production concessions according to the highest international standards.

Amromco is well placed to partner with international investors in the high-potential niche market of exploiting mature oil and gas fields in Romania and neighbouring countries.

EXPERTS PLATFORM

Romania

METHODS OF OBTAINING CPD LEGEND 1 - would never attend 2 - might attend 3 - undecided 4 - woud attend 5 - would certainly attend

18 17

16 15

Number of interviewd

14

14

12 12

12

12

10

10 9

9

8 6

11

12

8

8 7

7

7

7 6

5

4

4 3

2 0

1

1

a

b

c

2 1

1

d

e

2 1

f

g

1

1 h

i

j

Selected courses for continual professional development

least at Bachelor level; occupational safety and health training courses at a professional level, at least 250 cumulative hours at least 120 hours examined; professional work experience for at least two years full-time since the completion of the occupational safety and health training; CPD) most of the participants fulfill this EUSAFE empowerment standard. It should therefore be justified the participants claim to be recognised as OHS practitioners at the European level by validation of their qualifications.

All participants could easily be included in the EurOHSM (manager) category, because they fulfill the requirements: they all have university degrees, they have attended OHS training courses of least 80+180 examined hours, they have experience of more than two years; the only issues that arise are continuous professional development courses and the lack of a Code of Conduct.

The image of the Romanian OHS professionals can be seen in the results from the first nine questions.

There are 25 university graduates, perhaps because having one was mandatory for doing post university

18

4

k

a - One day, short course b - Interactive workshops c - Classical teaching in a school setting d - Discussion on legislative news to deepen understanding e - Case studies to analyze legal requirements f - Meetings with present agenda to include the presentation of the work followed by analysis of a real case g - Meet with experts to answer questions regarding law enforcement h - Metting with prosecutor or judges to present the steps of a process in criminal and/or civil judicial practice i - Analysis of work accidents with a human victim k - Seminars for analyzing disasters related to negligence at work.

studies (courses) with a length of 180 hours in health and safety. Former members of local inspectorate were required to have university studies for being an inspector, so all HSE practitioners have a high level of training.

An examination procedure done by a Ministry commission required some time for reviewing and acquiring knowledge, continual professional development (CPD), a necessary learning process for those involved in the empowerment procedure.

This was a good way of selecting the best HSE professionals on specific areas of activities. When this type of examination was dropped it was an increasing number of practitioners (Inspectia Muncii, HSE, 2014) without specific economic domain of activities. Nowadays there are OHS practitioners with and without economical areas specialization and could be seen equally as a bad and a good thing, like we said, market will select them.

CPD The Romanian OHS professional is also interested in continual professional development (CPD) and question no.13 proved this interest.

If we are looking ways of granting credits and utility of selected ways for CPD we can check question no.14.

These results could be the starting point for organizing CPD for OHS professionals in a different way than just doing another course.

All the 27 participants who answered question no.14 agreed the granting credits system by participating to conferences and workshops, as a way of accumulating knowledge and credits simultaneously. We could allege that the wider population of OHS practitioners is interested and very happy about CPD, about learning from others through workshops and conferences.

It was a time when attending courses was mandatory for CPD, but these days practitioners proved they have other wishes for improving their skills, knowledge and expertise.

This represents a good way for ARSSM and other similar organisations for developing and growing the number of members or finding other people interested of becoming member of a professional association by organizing conferences, workshops and OHS professionals meeting each others ď‚—

EXPERTS PLATFORM

Romania

SAFETY MANAGEMENT

what is it and why you should use it

JEFFREY DALTO

Back in October, 2016, OSHA created a final version of their new guideline for safety and health management programs, titled Recommended Practices for Safety and Health Programs. In this article, we’ll give a quick overview of OSHA’s safety and health management program guidelines.

SENIOR LEARNING & DEVELOPMENT SPECIALIST, CONVERGENCE TRAINING/ CONVERGENCE TRAINING BLOG HTTP://WWW.CONVERGENCETRAINING.COM​

What is Safety and Health Management?

So first question first: what is safety management?

You can think of a safety and health management system as something that makes your safety efforts at work forwardthinking and proactive, whereas traditional safety management efforts often look only at incidents, meaning they’re backward-focused and reactive. This is similar to and related to the distinction between lagging and leading safety indicators for safety measurement.

Benefits of Safety Management The primary goal of a safety and health management program is to prevent workplace injuries, illnesses, and deaths (and all their secondary consequences, such as the hardship these incidents place on employees, their families and friends, the community, and employers).

In addition, though safety management programs have been linked to:

Improvements in product, process, and service quality Better workplace morale Improved employee recruiting and retention A more favorable image and reputation (among customers, suppliers, and the community)

Direct and Indirect Benefits of Safety Management Safety management provides both direct and indirect benefits to the employer.

As an example of direct benefits, OSHA’s guideline offers these sample statistics from “a study of smaller employers in Ohio who worked with OSHA’s SHARP program to adopt safety management principles:

52% decrease in workers’ compensation claims 80% decrease in cost per claim 87% decrease in average lost time per claim 88% decease in claims per million dollars in payroll 20

But there are also indirect benefits, including reduces costs associated with: Time lost due to work stoppage Time lost due to incident investigations Training & other costs necessary to replace injured workers Property loss and damage These indirect costs have been estimated to be at least 2.7 times greater than the direct costs.

EXPERTS PLATFORM

Romania

7 Key Elements of Safety Management OSHA refers to the following as the “7 core elements” of safety and health programs.

1 MANAGEMENT LEADERSHIP For a safety management program to work, the organization’s managers have to provide leadership, vision, and resources. They need to make

it clear that safety and health are core values of the company.

And they have to demonstrate, communicate, and model their commitment to safety at work.

2 WORKER PARTICIPATION A safety management program won’t work if workers aren’t actively involved and if they don’t continually participate.

Workers often know more about some job-associated safety and

health hazards than management or safety personnel. In addition, they have the most at risk, and they are the operational end where the “rubber meets the road” in terms of safety.

3 HAZARD IDENTIFICATION & ASSESSMENT A hazard is something that can cause harm at work (see our articles on the JHA and Risk Management and Safety for more on this).

According to OSHA, one of the most common root causes of injuries and illnesses at work is “is the failure to identify or recognize hazards that are

present, or that could have been anticipated.” Source: Recommended Practices for Safety and Health Programs (OSHA 3885), OSHA, October 2016, p. 15.

And because of that, it’s important to identify and assess hazards.

4 HAZARD PREVENTION & CONTROL Once you’ve identified workplace hazards and prioritized them for correction, the next obvious step is to address the hazard to eliminate or reduce the risk. This process is known as controlling the hazard, and this phase of safety management focuses on identifying the correct control for each hazard and putting it into place.

Controlling Hazards and the Hierarchy of Controls Let’s take a little closer look at hazard controls and the

hierarchy of controls.

What does it mean to control a hazard?

“Controlling a hazard” is the way that safety people talk about taking a hazard and either: Removing its ability to cause harm Reducing its ability to cause harm So, in everyday language, controlling a hazard is a way to make the workplace safer by making a hazardous situation less dangerous.

10

Tips for Getting Started with Your Safety Management Program

1

Set safety and health as a top priority Always have safety and health as a top priority. Tell workers this is a top priority. Then follow through.

2 3

Lead by example Practice and model the safety behaviors you want others to follow and practice.

Implement a reporting system Make sure your organization has a system for reporting and acting on injuries, illnesses, incidents, near-misses, hazards, and safety concerns. Make sure there’s no retaliation for reporting, and make sure workers know that.

4

Provide training Train workers how to identify hazards, how to report hazards, how to control hazards, and of their role in the safety management system.

5 6 7 8

Conduct inspections Conduct regular workplace inspections and job hazard analyses (JHAs) to look for hazards Collect hazard control ideas Once hazards are identified, gather ideas for controlling them.

Be sure to seek employee input.

Implement hazard controls Once hazards are prioritized, use the hierarchy of controls to plan then implement controls.

Address emergencies and non-routine situations Consider safety measures for emergencies and non‑routine work situations.

9

Seek input on workplace changes Before changes at the workplace, get employee input on safety and hazard issues related to the change.

10

Make improvements Build a process for evaluating and improving your safety management system on a regular basis.

21

EXPERTS PLATFORM

Romania

Are there different types of hazard controls?

Just as there are different categories of hazards, there are also different categories of hazard controls. Those hazard controls are listed in the table below.

Hazard Control

Description

Example

Elimination

Remove a hazard from the workplace

Changing a production process so that a chemical known to cause cancer is no longer used

Substitution

Replace a hazard with something less hazardous

Changing a formula so that instead of working with a highly explosive fluid, workers work with a fluid that’s less explosive

Engineering Control(s)

Design a solution that controls the hazard at its source (requires a physical change at the workplace)

Encasing a noisy machine inside a soundproof barrier

Safe Work Practice(s)

Develop specific rules and procedures for all workers to follow when working in the presence of or potentially exposed to a hazard

Placing warning labels on hazardous chemicals

Administrative Control(s)

Developing other work practices to protect workers from hazards

Limiting the amount of time workers can work in a noisy area

Personal Protective Equipment Protective clothing or (PPE) equipment that protects a worker from a hazard

What Is the Hierarchy of Controls?

It’s important to work through a logical progression when you’re considering controls for a hazard.

That logical progression, from first to last, is represented by the hierarchy of controls.

1 Elimination 2 Substitution 3 Engineering Controls 4 Administrative Controls/Work Practice Controls 5 Personal Protective Equipment (PPE) Why are the controls in the hierarchy of controls ordered in the way they are?

The most effective controls are the ones ranked at the top. Think about it--you can’t do much better than

22

Providing hearing protection to people who work in a noisy area

completely eliminate a hazard, can you? Likewise, using an engineering control (such as enclosing a noisy machine inside a sound-proof barrier) is going to be better than limiting the number of hours a worker can work in the room with the noisy machine, right? You’ll notice that the use of personal protective equipment is at the bottom of the pyramid. That means it’s the control that should be tried last. And that’s because it’s the least effective.

Using More than One Control to Control a Hazard Many times, you’ll find you can’t completely control a hazard by using just one of the controls.

What should you do? Use more than one control.

For example, you could use

Substitution to remove a very hazardous chemical with a less hazardous chemical. But it may still be necessary to create Administrative Controls that limit the time a worker is near the chemical, and even then it may still be necessary to provide the worker with personal protective equipment (PPE).

Use PPE ONLY as a Last Resort Although PPE may be of the first thing that comes to mind when you’re thinking of controlling a hazard, it should never be the first control you turn to. In fact, you should only turn to PPE as a possible control when all other controls have been exhausted and there’s still an unacceptable level of hazard.

For more on this, see our detailed article on the hierarchy of controls.

EXPERTS PLATFORM

Romania

5 SAFETY TRAINING & EDUCATION Safety training and education are important as well. This includes making sure everyone knows how to perform their jobs safely; knows how to identify, report, and control hazards; and understands the safety management program in general and their role in it in particular.

Always use adult learning principles when providing training, and consider a blended learning approach that integrates field-based training, classroom training, online safety training, written training, self-guided training,

on-the-job training (OJT), and in-the-field performance support (download our Blended Learning for Beginners Guide here).

You may find the following resources helpful during this section: OSHA’s Online Hazard Identification Training eTool Free JHA Guide What is the Hierarchy of Controls?

Free Hierarchy of Controls Online Course

6 SAFETY MANAGEMENT PROGRAM EVALUATION & IMPROVEMENT You can’t just implement your safety management program and walk away from it, patting yourself on the back for a job well done.

You’ll have to monitor it, evaluate its performance, and improve it from time to time. Improvements may be necessary because something isn’t working or because

something has changed.

This is when your Deming Plan-Do-Check-Act cycle comes to full fruition.

For more information, check out our detailed article on monitoring, evaluating, and improving a safety management system.

7

COMMUNICATION & COORDINATION FOR HOST EMPLOYERS, CONTRACTORS, AND STAFFING AGENCIES Your company may and likely does have many workers who aren’t full-time employees. It’s still important to communicate and coordinate safety management efforts with these people and organizations, including host employers, staffing agencies, temporary employment agencies, seasonal workers, contractors, sub-contractors, and more.

The ultimate goal of these efforts is to ensure that

contractors, staffing agencies, and all people mentioned above are aware of: Hazards that may be present How to avoid or control their exposure to those hazards How to contact the most employer to report an injury, illness, incident, near-miss, or safety concern (and to whom) 

The Importance of Continuous Improvement Although this is covered in one of the seven phases mentioned above, it’s important to remember that you’ll never get your safety management system just right with the first attempt.

And even if you did, something would change that would call for a correction or would provide an opportunity for further improvement.

That’s where the importance of continuous improvement comes in. Remember, you’ll never fully be done with your safety management program, and you should always strive for improvement.

In addition, OSHA recommends “starting small” and growing over time.

23

FEELING IS BELIEVING

Ejendals AB Box 7, 793 21 Leksand, Sweden tel. +46 (0) 247 360 00, fax +46 (0) 247 360 91 info@ejendals.com, order@ejendals.com www.ejendals.com

Ejendals of Sweden launches new TEGERA® Infinity™ safety glove collection based on proprietary manufacturing technology

G

öran Ström is not a man to preach.

As product manager at Ejendals AB, the Swedish hand and foot protection company, he prefers to let customers make up their own minds. So it’s not surprising that on a snowy day in Stockholm, the lowkey Swede takes a different approach when presenting the new TEGERA® InfinityTM collection of safety gloves.

Standing in front of an audience of stone-faced glove professionals who have seen it all, he singles out a volunteer whom he then blindfolds on stage. There are a few laughs. Next, he pulls out two coated safety gloves for precision handling. By now, the audience is riveted. “Which of these two gloves feels softer, smoother and has a better fit?” he asks. Within seconds, and without hesitation, the blindfolded volunteer holds up a gloved hand with TEGERA® InfinityTM 8800. “It feels like a second skin,” he says. He is not alone.

Within 15 minutes, the room is buzzing with activity as the glove professionals all come up and experience what Ström calls simply “Infinity feel”.

Popular choice among workers The subject of all the talk – the TEGERA® InfinityTM collection – is a new generation of ultra-soft coated safety gloves designed and developed in Leksand, Sweden by Ejendals AB. The family-owned company, with a staff of 360 and global operations, has specialized in safety gloves since 1949 and also owns the JALAS® brand of safety shoes. Over the years, TEGERA® gloves have developed an almost cultlike following at thousands of worksites in Europe and is now expanding its global operations.

Boosting workplace productivity “If you work in car assembly or a warehouse, you probably know the feeling of a rubber-coated glove that feels a bit stiff and clumsy,” says Ström.

“Now imagine a safety glove so snug, comfortable and sensitive it doesn’t feel like you’re wearing a glove at all.” He adds that several of the models are also designed for added slip-resistance in wet and oily surfaces, including two models that are graded CUT5 for protection against sharp objects.

A wide range of choices

Currently, the Infinity range is being made available in seven models, but this is expected to grow over time. It features two “single dip” gloves that are ideal for dry to semi-dry conditions that demand a high degree of dexterity, tactility and control. The three “double dip” models, which also use nitrile foam in the dip mix, are designed to prevent slippage in oily or wet surfaces. Finally, two CUT5 cutresistance models are made available with the company’s proprietary cut-resistant fiber (CRF®).

More than just safety gloves

A unique new technology According to Ejendals, the secret behind the “Infinity feel” is a proprietary new manufacturing process that combines state-of-the-art coating material with extra-soft and protective fibers. It’s a matter of getting the knit, dip and yarn working together to offer a level of smooth fingertip control and precision handling.

“Our ambition was to create a new collection that would not just enhance precision handling and comfort, but really add to workplace productivity and safety,” says Jan Lundmark, Global Sales & Marketing Director at Ejendals AB. “This is about more than just a new range of gloves. We work closely in long-term partnerships with end-users to jointly develop new products and services that really boost workplace productivity and safety. Innovation and a customer-focus is part of our DNA.”

Innovative mix of materials

Vision of Zero Accidents

The “dip molding” material used consists of a unique blend of nitrile and water based polyurethane (PU) that provides excellent flexibility uncompromising protection and superb fit. This, combined with the manufacturing technology itself, is the key to making the final product what it is.

OEKO-TEX® approval for all gloves

Over the years, TEGERA® products have gained a reputation across Europe among safety inspectors and work teams for their innovation combination of ergonomics, performance and, above all, safety. The company’s ongoing product development includes a wide range of rigorous testing methods and all aspects of production adhere to the global OEKO-TEX® standard to ensure the highest level of safety.

According to Lundmark, Ejendals has long worked with a Zero Accidents ambition in all aspects of its operations. Together with its customers, the company has developed a special Safety Concept, including an Ejendals Academy that offers a range of courses for customers, partners and retailers every year.

Unique Safety Concept

“The Ejendals Safety Concept is something that many of our customers in Europe greatly appreciate. We collaborate very closely with them to find the right types of gloves for different applications and can show measureable results in terms of improved safety and productivity – something we constantly follow up on.

Now, we’re excited to be bringing this way of thinking to the rest of the world,” concludes Jan Lundmark.

EXPERTS PLATFORM

Romania

ACHIEVING EFFECTIVE MINDSET CHANGE O

ne of the most common questions I’ve been asked is “How can we improve our safety performance?”. In our quest to conquer “zero accidents” target, we’ve been traveling from increasing technical performance to implementing sophisticated HSE systems. All these ended in reducing the number of accidents, but the target is still there, at a horizon which seems impossible to reach. So, the question is “WHAT is blocking the efforts?”. I believe that any H&S professional or activity manager knows the answer: human behavior.

A large part of human behavior is based on individual’s mindset. So, that could be the last frontier to break-through in order to reach our safety horizon. That’s easy to say, hard to get. Because human mind has such a complex structure and we are addressing individuals, each one with own experiences, believes, values and peer groups. There is no universal answer; there is no universal solution to change mindsets.

The effort to conquer this final frontier is considerable and it takes a lot of commitment and perseverance in order to be efficient. Training and

26

awareness programs are developed by experts and a lot of effort has been put into this endeavor. World-wide the challenge is related to addressing different cultures, while in the same company, people have different education and organizational impact.

The communication language for effective delivery should be different, depending on recipient.

Having this said, the obvious conclusion is that we should identify groups based on their physiological similarities. The awareness program should be customized based on this target group. And, as we speak about groups, we can speak about the leaders and opinion makers within that group. They are a key success factor in creating openness and “buy-in” of their peers. By involving the group leaders, the rest of the group would follow.

Another element to consider while building the customized program is the resistance reason. This is the element which is acting as a protective shell, blocking the information. It might have a lot of causes, such as lack of information, “bullet-proof” mentality or poor supervision. It’s extremely important to identify why

MADALINA GOGORICI HSEQ MANAGER, AMROMCO ENERGY employees are breaking rules, in order to address the correct cause.

That would be similar to incident investigation, just that it’s proactive instead of reactive.

The identification of the resistance cause provides the path to crack the shell and get into people’s minds and hearts. By addressing the cause, the group’s trust is won and the awareness starts building-in. One should be conscious that safety is related to humanity’s most precious asset: life. An awareness program’s main objective should be to make the connection, through mind and heart, between life and safety. Once this connection is secured, a chain reaction is starting, having as a result a permanent increase of employees’ interest and involvement in safety.

Customized awareness programs support organizations to create groups which are involved and take responsibility for their actions, work together for finding applicable solutions to specific issues, instead of using pre-fabricated frames.

As Benjamin Franklin once said: “Tell me and I forget. Teach me and I remember. Involve me and I learn 

OCCUPATIONAL SAFETY through ISO 45001 WHY PEOPLE NEED ISO 45001 FOR WORK PROTECTION

Either you are an employee, a manager or an entrepreneur, you have the same goal as your colleagues – you do not want anybody to be injured at the workplace. Read below how exactly this standard will manage to reduce the risks and to create better working conditions in the organizations all over the world.

Every 15 seconds a worker dies because of a work accident or an occupational disease, and other 153 people suffer an injury at the workplace. Such incidents represent a huge burden for the organizations and the society in general, the total number of deaths being more than 2.3 million a year, not to mention the more than 300 million non-lethal accidents in the same time interval. Specially designed to help the companies of all sizes and in all the sectors to create a safe working environment for their employees, ISO 45001 should reduce the injuries at the workplace and the incidence of the occupational diseases all over the world.

This new standard for management systems will become part of the rules for the development of the companies’ activity, regardless if they choose to adopt it or not.

HOW WILL ISO 45001 HELP THE ORGANIZATIONS TO IMPLEMENT AN OCCUPATIONAL HEALTH AND SAFETY (HSE) MANAGEMENT SYSTEM? Of the 2.3 million annual deaths having causes related to the workplace, the majority – 2 million – are the result of the occupational diseases and of the health problems related to the profession. The people in this category often suffer from prolonged illnesses caused by the prolonged exposure to risks. We do not

have to neglect these cases and deal only with accidents which are more visible and generally entail immediate corrective action.

According to the World Congress on Safety and Health at Work, 860,000 occupational accidents resulting in injury occur each day. The total, direct or indirect, cost of the occupational diseases and work accidents is estimated to 2.8 trillion USD at the global level.

In order to survive and to be prosperous, the companies must ensure that they manage all the risks correctly. HSE represents an essential aspect, a field in which any company must prove initiative. Beyond the devastating consequences on people’s lives, the improper HSE management may have a series of negative effects upon the organizations: loss of employees, interruption of activity, payment of damages and indemnities, court actions, damage of reputation, loss of investors, and, finally, loss of clients/projects.

can plan what exactly they have to implement in order to reduce the risks to the minimum.

The measures adopted should aim to solve the problems which may lead to chronic diseases and absences from work, as well as the problems which may cause accidents.

The ISO 45001 standard requests the top management positions to get involved and to prove commitment by their leadership and mentoring activity in order to ensure that the workers have the competences appropriate for their work and that efficient checks are applied in the “Do” stage. The standard recognizes the value of the workers’ involvement and their consultation for the elaboration and application of better HSE practices. In the “Check” stage all the main elements which must be taken into consideration in order to guarantee that the system works are identified and the improvement opportunities are determined in the “Act” stage.

HOW WILL ISO 45001 INTERACT WITH OTHER ISO STANDARDS? HOW WILL THIS INTERACTION AFFECT THE USERS AT A CONCRETE LEVEL?

WHAT WILL THE ADOPTION OF THE ISO 45001 STANDARD INVOLVE FOR THE USERS OF THE OHSAS 18001 STANDARD?

The elaboration of the new HSE standard is appropriate because it coincides with the recent publication of freshly reviewed standards ISO 9001 (quality management) and ISO 14001 (environment management) which use a common framework based on risk management.

The common points of these standards should allow the organizations to integrate them easier in the internal processes – one of the central requirements of all the three standards.

ISO 45001 follows an easy PDCA template (Plan-Do-Check-Act) which provides the organizations with a framework in which they

HOW CAN I OBTAIN FURTHER INFORMATION?

Follow the latest news which DEKRA Certification will constantly publish.

As the information allows us, you can participate in the DEKRA seminars related to the ISO 45001 standard.

Request customized information or solutions: dekra@dekracert.ro Visit the website: www.dekra-certification.com.ro

It is hoped that the users of standards like OHSAS 18001 and ILO-OSH Guidelines will adopt ISO 45001 because it does not contradict the respective documents, but it strengthens the possibility to integrate the HSE management in the global processes of the organization’s activity.

The benefits of adopting the ISO 45001 can be found in the fact that it will naturally align to the formal management approaches adopted for other risks faced by the companies within the set of ISO standards for management systems.

It s an important benefit for the companies which try to simultaneously manage the requirements of several standards.

BECAUSE WE CARE Building a successful Corporate Safety Culture Program

I

GINO LAIOS ‎MANAGER EHS & SECURITY - ROMANIA & BULGARIA AT PHILIP MORRIS INTERNATIONAL

28

n July 2012 Philip Morris International launched its Corporate Safety Culture program called: Mission Zero. Prime objective of this initiative was to make a step change and integrate safety into our daily operation. Since this event our Operations made a long journey.

When launching a program whether is about safety or any other topic, the aim is on what are you looking to achieve. For our program the “what” was simple and straight forward: Best in class.

And that meant going from elimination of unsafe conditions to improvement which is the point of reaching safety culture. Moreover, going further to continuous improving our safety culture and get it beyond operations as well as our work environment. As the safety of our employees is equally important whether at work or at home.

To support that the analysis we did inside the company focused on the ideal state of safety which combines the following: A strong belief that all accidents and injuries are preventable Safety management is a line management first responsibility Best in class systems, standards and tools are embedded into organization and are

being continuously improved Safety leadership and performance are world class as recognized by internal and external stakeholders Support is provided by engaged and business oriented team of professionals With that on board the mission of the program was to get safety from being a priority to being a value.

Mission Zero is all about getting into a stage whereas our company reaches zero incident, zero accidents, and zero injuries. To get to such a high level of performance, the entire EHS community of our organization concentrated on 3 main pillars: Leadership Managing Safety Empowerment Leadership covered the “how do we improve” looking at people & organization main challenges alongside the processes main challenges.

Managing Safety included the introduction of Safety Leadership development trainings, introduction of safety culture drivers, upgrade the existing EHS management system, refocus on IS/OHSAS certification approach and develop the EHS organization.

EXPERTS PLATFORM

Romania

Empowerment meant the program itself. Mission Zero. It became a global language spoken each time safety was discussed. It still is the main value our management and all employees guide themselves whether is about an operational strategy or a continuous improvement initiative. It starts with safety and is all about safety.

The progress of our program was supported by the four key pillars of the Mission Zero program:

1 2

Develop and roll out Safety Leadership Program

Integrate safety into Operations Engagement strategy (OPEN), and facilitate a full safety gap assessment

3 4

Establish leading indicators (so called business culture drivers) Update our corporate EHS standards

Safety Leadership Program is the way to achieve the organizational alignment and to ensure that we speak the same language when it comes to safety. The objective was to reach everyone in Operations who has direct reports.

Operations Engagement (OPEN) is the basis for our Operations.

Integration of safety into OPEN was critical to ensure the focus, regular self-assessment and ownership.

Safety gap assessment was managed independently of the overall OPEN Gap assessment.

All affiliates completed the OPEN

safety gap assessment, and have their action plan was prepared to address the identified gaps. Results of the identified gaps are discussed and validated by local Operations Management Teams.

Indicators. It is said that what you don’t measure you can’t manage. So a shift was required in the type of indicators we are looking at measure and use the base for our analysis and actions. As such we focused on moving from lagging indicators to leading indicators. Lagging indicators measure the final outcomes that result from our activities, reporting the key results of the past, therefore lagging indicators themselves may not provide enough information to guide our actions and ensure success (e.g. LTI`s).

The role of leading performance indicators is to improve future performance by promoting actions to correct potential weaknesses without waiting for failures to happen.

To get to a point whereas programs are successful require a very important ingredient. Leadership.

Leadership is to guide our safety culture, and ensure systematic focus on critical gaps. This is why the implementation of safety gap assessment was crucial, as well as the action plans to address the gaps.

Granularity and organizational depth (integration) describes what involvement of the organization into driving the improvement actions.

Behavior based safety is key in achieving excellence in safety. The overwhelming majority of injuries are behavior related, and thus can be effectively prevented only with

Unsafe Conditions Injuries

Elimination

Management System Implementation

Safety Culture Improvement

Resources and time

personal engagement. Here again the level of organizational integration is very important. This indicator must be backed up with documented systems.

Risk assessment is the way to systematically explore and evaluate the, workplace, equipment and process of job related hazards. Each affiliate plans the execution of risk assessment process scheduling the different technological units and other areas of our sites. This indicator measures the progress and completion (%) of this plan.

Latest revision of EHS documentation was completed 3-5 years ago.

However this is a well-designed and comprehensive collection of EHS knowledge we decided to enrich with the latest developments (upgrade), and to cover some areas which were not addressed before (e.g. Change management) Standards are continuously revised involving regional EHS teams, as well as the identified local experts in these areas. Beyond the corporate initiatives all affiliates put lot of energy and enthusiasm to support the Mission Zero local roll out.

On the road of having our safety culture program, Mission Zero, developed, implemented in embedded with our overall corporate culture, there was an obvious and expected outcome that being: it will get even more structured and the ideal state of safety will actually get developed and as such the conclusion was an obvious one.

We moved from: Safety is a priority to… Safety is A VALUE. All accidents and injuries are preventable to… All accidents can be prevented Safety management is a line management first responsibility to…

Safety management is a line manager’s first responsibility And an expectation was being set: A complete dedication to the elimination of unsafe practices and unsafe conditions by all employees – management and their teams – irrespective of any other factor 

29

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

SAFETY CULTURE ORGANIZATIONAL CHANGE MANAGEMENT

M

aybe the best definition of the Safety Culture is from Wikipedia, the free encyclopedia: “the way we do safety around here.“ It is short, and everybody will understand it in the correct way.

Not good enough, for many. The trendy “Safety Culture” definitely deserves a more impressive description. The same open source is providing it: “Safety Culture refers to the ways that safety issues are addressed in a workplace. It often reflects the attitudes, beliefs, perceptions and values that people share (...).” Now it is much better, based on this one we can release new theories, develop systems and fight with everybody to prove that the most important aspect is “the attitude”. Or the “beliefs”. Or the “perception”? “Perception” changed by “values”? Wow, that is a good idea: we can observe how beliefs are building values, leading to specific attitudes which are influencing perception!

If you are already too tired, probably you need a Consultant to continue the logics, design a mind-blowing infographic and conduct a 2 days workshop to sell this perfect model to the whole Organization. Followed by individual coaching sessions, and regular reports.

This scholastic approach could improve your organizational Safety Culture, but at the end you will notice a strange fact: the impact is mainly based on two elements which are totally missing from the model: The balance between attitudes, beliefs, perceptions and values.

The balance between everything.

Obtained trough the experience

30

to work on each, and the ability to see the whole picture.

The Safety standards (level of acceptance), which are also subjective, and are also based on experience, that important thing which is coming when you don’t need it anymore....

Now the concept is crystal clear, clear enough to understand what the Safety Culture is not: A theory, but a way of living. And keep staying alive.

An absolute value, which you can have it or not, but your understanding of Safety at a certain moment.

What should we do to change it?

Absolutely nothing, it is changing by itself, day by day. The organizations are living creatures, in a permanent transformation. We can conclude “case solved” and add our names on the long list of the ones who understood that “the only thing that is constant in life is the change” (Heraclitus, Confucius etc). Hey, can we have a cup of coffee? We finally understood the concept, now we should relax!

Some Leaders self esteem is to high to accept this comfortable position: watching the show, waiting for results and blaming at the end, whatever: “poor safety culture”, “bad influence of the society”, “our terrible bad luck”.... This Leaders want to speed up the Safety Culture Change.

And they want to make sure that the Change is in the right direction, leading to a smaller number of accidents. Sometimes they are successful.

For others, it is not about vanity, they are only humble humans aware

IULIAN GHERMAN INDEPENDENT CONSULTANT about their core responsibility: to keep everybody around them alive.

These kind of Leaders are personally committed to Zero Accidents, and are working day by day to achieve this target. What are they doing, on a daily basis? Common, old fashion things already included in their Job Description: planning, organizing, motivating, auditing, analyzing, taking decisions. They just use the Management functions to manage Safety, and are focused on people.

Leading by example. By far too boring to be detailed here, replace the word “Safety” with “Production” or “Quality” and you will find the specifics.

I kept the big surprise for the end: Committed Leaders are always successful. And nobody can describe why. What makes the difference?

The most common comment you can hear is about their “Felt, Visible Leadership”.

Did I mention that Committed Leaders are humans, too? Maybe not always right, maybe not always choosing the most effective way to do things. Sometimes they are working with a Consultant, to improve the efficiency and to make sure that resources are not wasted by deviations from the roadmap.

Sometimes they are just walking on that road by themselves. But there is always a clear roadmap in their continuous journey to Zero Accidents, and they never stop.

I was joining them several times, watching the evolution: every single step was changing attitudes, beliefs, perceptions and values. Every single step was changing us, and the people around us 

A Member of the Constructor Group

PĂSTRAŢI SIGURANŢA ÎN DEPOZIT…

Lăsaţi compania Dexion să identifice riscurile înainte de producerea unui dezastru!

Organizarea unei inspecţii de rafturi permite identificarea riscurilor înainte de producerea unui dezastru.

Inspectorii de rafturi Dexion sunt calificaţi şi experimentaţi în domeniu pentru a se asigura că instalaţia dumneavoastră de rafturi pentru paleţi rămâne în siguranţă. Inspectorii noştri acţionează în conformitate cu reglementările legale, iar activitatea de remediere este complet garantată şi foloseşte doar componente originale.

Daunele trebuie să poată fi analizate de către un inspector calificat şi reparate prompt, folosind componentele potrivite. Dacă se ia decizia ca reparaţiile să nu se desfăşoare, atunci instalaţia este compromisă şi asta pune în pericol angajaţii care lucrează în depozitul respectiv.

Beneficiile unei inspecţii de rafturi Dexion: • Inspectori certificaţi şi experimentaţi • Prevenirea rănirii oamenilor sau distrugerii bunurilor • Detectarea timpurie minimizează reparaţiile viitoare • Programe de instruire în siguranța rafturilor sunt disponibile pentru angajații dumneavoastră

Sunaţi-ne azi pentru a programa o inspecţie anuală la 0730 119 609 sau email george.paler@dexion.ro Acţionaţi responsabil şi programaţi o inspecţie chiar azi, inainte ca un accident să aibă loc!

www.dexion.ro

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

SAFETY LEADERSHIP

why?

2

I

n our safety management system there are three elements which influence our safety culture: 1. Legislation, standards and procedures, 2. Technical measures and 3. Human behavior.

1

Legislation, standards and procedures – during the years the safety legislation, procedures and standards have evolved and settled legal framework to a level which led to the reduction of the incidents;

Technical measures – technology has evolved over the last years and we have machines that have safety measures from the design stage, machines that have different safety systems incorporated in order to reduce the probability of injury of the operator and to have a minimum impact on the environment;

3

INCIDENT RATE

LEGISLATION, STANDARDS AND PROCEDURES

}

Human behavior – interaction between operator and

machines.

Traditional safety is focused on procedures and technical measures which are the basic elements of the safety culture, but incidents still happen (see picture 1 – Sustainable Performance Improvement). The main root cause of these incidents is the human behavior – how people act and react in different situations, fail to address unsafe situations or tolerate unsafe behavior.

Many companies take technical

SUSTAINABLE PERFORMANCE IMPROVEMENT

Compliance program

TECHNICAL MEASURES

Management System Audits, Standards

HUMAN BEHAVIOUR

Engineering Improvements

LE

A

32

MIRCEA RUS HSE MANAGER

DE

}

Behavioral program

Integrity of Installations

RS

Process Safety

HIP

TIME

Team Behaviour + Lifestyle

member of

CHIMCOMPLEX SA BORZESTI CHIMCOMPLEX SA BORZESTI is one of the largest producer in Romania, with over 60 years of experience in manufacturing and commercializing of chemical products.

The main activity of CHIMCOMPLEX SA BORZESTI consists of manufacturing and commercializing of chlor-alkali products, inorganic chlorides, alkylamines and organic solvents.

Chimcomplex is a chemical factory which, using inorganic and organic technologies, has a flexible and balanced structure of profitable products with a wide use in an constantly changing economy.

Chimcomplex SA Borzeşti will develop friendly performant technologies for the environment and will became in ten years the most important supplier on the chemicals market from Eastern Europe.

CHIMCOMPLEX SA BORZESTI will permanently collaborate with its internal and external environment and will continuously adjust its actions to the changes from these environments.

Concern for the environment and discipline and Quality of the products and processes are some of the most important values of CHIMCOMPLEX S.A. BORZESTI. The Company`s products are used in various fields of economy, satisfying the customers needs, that activate in fields like energy, chemistry and petrochemistry, cellulose and paper, pharmaceuticals, metallurgy, food industry, oil extraction industry etc.

About 60% of the company`s sales are directed to external markets by developing business relationships with numerous business partners.

In the last years CHIMCOMPLEX S.A. BORZESTI achieved many infrastructure and technology investments:  calcium chloride flakes plant, 12 000 t/year  residual sulfuric acid 78% solution reconcentration plant; capacity;  two cogeneration plants, producing 15 MWh  organochlorinated residues incineration plant; electrical power, using as fuel methane gas and  chlorine liquefying plant modernization;  upgrading of electrolysis plant by replacement the hydrogen resulted from the electrolysis plant; of second generation electrolysers with the fifth generation’s one.

www.chimcomplex.ro

1

EXPERTS PLATFORM

Romania

and procedural measures but still can and want to improve the safety culture, to make the next step in safety awareness in order to bring the organization to the next level to achieve zero incidents.

How can we improve our safety culture? This is a challenging task for many companies in all industries.

The first thing that we need to do is to understand the culture of an organization and to understand what safety culture is: “The safety culture of an organization is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behavior that determine the commitment to, and the style and proficiency of an organization’s health and safety management. Organizations with a positive safety culture are characterized by communications founded on mutual trust, by shared perceptions of the importance of safety and by confidence in the efficacy of preventive measures.” *ACSNI Human Factors Study Group: Third report – Organizing for safety HSE Books 1993.

The second thing that we need to do is evaluate ourselves in order to understand where we are and how mature our safety culture is. We can do this by using the culture maturity concept developed in a HSE case study, and which appears in the **Shell Hearts and Minds Understanding your culture tool. The five levels of culture maturity are: PATHOLOGICAL: no-one knows or cares about safety – people don’t really care about safety and are only driven by regulatory compliance and/or not getting caught; REACTIVE: improvements are only made following a serious incident – safety is taken seriously, but only after things have gone wrong (managers feel frustrated about how the workforce won’t do what they are told); CALCULATIVE: management

34

system is used to encourage and monitor safe working – focus on system and numbers. Lots of data is collected and analyzed, vary audits are performed and people begin to feel they know “how it works”. The effectiveness of the gathered data is not always proven thought; PROACTIVE: people try to avoid problems occurring and exist in a constant state of safety awareness – moving away from managing safety based on what has happened in the past to preventing what might go wrong in the future. The workforce starts to be involved in practice and the line begins to take over the safety functions, while safety personnel reduces in numbers and provide advice rather than execution.

GENERATIVE: safety is integral to everything we do – organizations set very high standards and attempt to exceed them. They use failure to improve, not to blame.

Management knows what is really going on, because the workforce tells them. People are trying to be as informed as possible, because it prepares them for the unexpected. This state of “chronic unease” reflects a belief that despite all efforts, errors will occur and that even minor problems can quickly escalate into problem solving system.

After we understand where we are on the cultural ladder, the third step is to set up our goals – where we want to go. In order to reach the proactive level or generative level the organization must pass through all the levels of the cultural ladder, you cannot jump over the stairs.

The technical skills might bring / promote you to safety or management position, but the soft skills will keep you there and will help you achieve the proactive level and for this we need to change the strategy and focus on

human behavior (behavior of each individual) and learn: to be proactive; to recognize the dangers (risk awareness in our daily routine); how to address unsafe behavior to a colleague; how to give feedback to each other; how to stimulate personal leadership.

In many organizations the safety position or a management position is seen as a position of policeman.

When the policeman is on site everybody follows the safety rules because they are afraid of consequences but when the policeman turns his back or is not on the site everybody puts other operations as number one priority and breaks the safety rules with or without thinking. Why? Why do they do that? Why do they behave like this? The answer is simple: they don’t have a safety leader to follow, a leader with positive and horizontal approach, which stimulates responsibility, ownership, proactivity and avoid using the authority, instead radiate safety leadership and genuine concern.

We can improve our safety culture by designing a program in our organization which is based on real values like respect, happiness, optimism and can combine the following elements: risk insight, communication, cooperation, leadership and personal motivation.

This program can help us achieve the proactive level only if everybody from the organization is committed to safety and share the same values.

Occupational health and safety is about legislation, procedure, technical measures, organizational measures; safety leadership is about people, about us, about how to take care of each other to get home safely.

How Lolly Daskal said: ***“Leaders are those making a positive impact and influencing others to action” 

*ACSNI Human Factors Study Group: Third report – Organizing for safety HSE Books 1993 **Shell Hearts and Minds Understanding your culture tool ***Lolly Daskal - https://www.lollydaskal.com/

EXPERTS PLATFORM

TRAINING, AWARENESS AND COMPETENCE IN HSE

CATALINA BALAS AECOM

Health and safety trainings are a lot more than a power point presentation with legislation guidelines. We all know that health and safety training is a mandatory requirement, but we often seen that trainings are made mostly on paper. Training employees in health and safety matters in the workplace and should not be seen as a time consuming activity, disruption of daily operations or as a cost.

36

EXPERTS PLATFORM

U

nfortunately, day after day, employees from all kinds of industries are injured trough accidents that could have been avoided trough knowledge and awareness.

Management commitment to health and safety is one of the most common principles each company has. In many large corporations, CEOs and Senior Leaders are actively engaged as speakers during safety training sessions. Is a perfect way to lead by example and enhance the company safety commitment.

Safety performance is not only a moral necesity or legislative

“The desire for safety stands against every great and noble enterprise,” TACITUS

requirement, but brings with it significant legal and financial consequences in case of failure.

Ensuring safe and healthy working environment has to be a key priority for everyone at work and this requires real competence, not just commitment and good intentions.

Company’s Senior leaders and Directors need to be competent to lead the management of the business safely. They also need to understand the importance of being systematic in ensuring that all employees and contractors’ staff are competent when it comes to health and safety.

According with Law no. 319 of 14 July 2006 on safety and health of workers at work, all businesses have a legal duty to provide information, training and supervision to employees to enable them to carry out their work safely.

Romania

The starting point is the risk assessment which identifies hazards on one hand, and on the other identifies measures needed to control risks to health and safety.

While suitable physical safeguards and procedures will usually be necessary, training and the provision of information are also part of the management system, so that people understand hazards associated with their job and know how to operate safely.

The national legislation requires employers to have access to a suitable source of competent advice to manage health and safety and this includes providing advice on health and safety training requirements and options for meeting them.

The legislative requirements also ask from employers to take into account the capabilities, training, knowledge and experience of workers and ensure that the demands of their work do not exceed their ability to carry out their role without risk to themselves and others.

Some employees may have particular training needs, for example: new employees need basic induction training into how to work safely, including arrangements for first aid, fire and evacuation.

People changing jobs or taking on extra responsibilities need to know about any new health and safety implications. Young employees are particularly vulnerable to accidents, reason for what employers need to pay particular attention to their needs, so their training should be a priority. It is also important that new, inexperienced or young employees are adequately supervised. Skills need updating periodically by refresher/periodical training. Findings from reviews of risk assessments should be used to identify and record any further specific training needs.

Health and safety training is not a single occurrence action, health and safety training need to be built into ongoing business management.

COMPANIES CAN ENSURE A SUCCESSFUL TRAINING PROGRAMME BY: Establishing commitment to health and safety competence Consulting staff and their representatives Seeking professional advice Having a clear policy on training in health and safety policy statement Establishing health and safety competence (including training) requirements for key roles and responsibilities Ensuring health and safety requirements are built into job descriptions and into recruitment and selection Developing a training programme and plan, informed by the results of risk assessments and job safety analysis and establish a matrix of employee training needs Seeking outside help, including appropriate training providers Considering options for delivery (in-house sessions, one-to-one instruction, classroom training, open or distance learning, computer based or interactive learning, external courses) Implementing and delivering the programme, tracking progress against targets Evaluating the effectiveness of training through active and reactive monitoring, considering, for example, additional training needs identified by the investigation of accidents and incidents or the revision of risk assessments Reviewing the programme periodically to assess its effectiveness (is training working?) and to identify areas for improvement.

The way companies approach health and safety training speaks volumes about business, values and professionalism.

The knowledge and awareness gained through health and safety trainings provide benefits for the employer, but more importantly, benefits for the employees 

37

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

CARE FOR EMPLOYEE SAFETY: MAIN PERFORMANCE OF THE MANAGERS! WHAT NEEDS TO BE DONE?

W

PH.D. ANCA GOLGOJAN CIECH SODA ROMANIA

e live in the century of great transformation in all fields and the technological field is on the first place.

We try to robotize and automate as much as possible, but we must recognize that the HUMAN factor can’t be replaced everywhere! That’s why we feel responsible for all employees to be safe at their workplace and when they go home, they must know that they worked well and safe, and tomorrow they will be able to return to a friendly environment that will cause work to be comfortable and efficient. Why would a manager want this? Because all these factors will generate the company’s profit and its success.

A successful company needs to make a sustainable growth strategy on the three main areas: sustainability, social sustainability and environmental sustainability. And in the same time, the HSE Policy will set the company’s principles and targets, where the most important thing must be: all employees need to get healthy at home every day! For this, the manager needs to use a large range of internal communication tools to promote and support desired changes in the modern HSE culture and to deliver key HSE messages to all staff.

Of course, this is all we want and we act to ensure that there are no reasons for accidents to happen, but we must be objective and assume that they can happen. What needs to be done? First of all, we need to train, to encourage our employees for themselves to be the first to act to identify and eliminate risks. HSE staff must permanently be in dialogue with employees and information must come from both directions. Employees who come up with ideas and contributions for HSE must be rewarded. In this way the manager shows that he respects and appreciates them and relies on them to achieve the targets that generate the success of the company!

The manager must also invest in employees’ health. Personal lifestyle, individual habits are of great importance, so the manager must motivate employees to play an active role in promoting personal health. In order to increase the level of health and safety of employees, it is essential to understand the relationship between habits and general health.

And finally, the conclusion: the performance of the manager is equal to the performance of each employee! We have to support and invest in them! 

PH.D. ANCA GOLGOJAN HSEQ DIRECTOR, CIECH SODA ROMANIA

38

EXPERTS PLATFORM

FIRE SAFETY CULTURE IN ROMANIAN BUSINESS ENVIRONMENT Sometimes when doing clean-up of the house, especially reactive people that - care only about present and immediate gain - broom the dust under the carpet.

U

nfortunately, this is the case when we talk about a possible authentic Fire Safety Culture in Romania.

Before talking about Fire Safety Culture, it is best to talk about general Safety Culture, as it is the big shelter containing Fire Safety Culture.

As probably we all know, Safety Culture is “a system of shared values and beliefs about the importance of health and safety at the workplace, and the associated way of behaving”(NEBOSH, RRC Guide 2017). And we also know that the culture must be shared by everyone in a business entity, from CEO to the last employee.

The new ISO standards (ISO 9001 și ISO 14001), approved in 2015, impose a more effective implication of management in obtaining an authentic safety culture. “I know somebody” or “It will be OK, even if it is not OK” should not be there when we talk about risk of fires that can kill people.

Eforts must be done so as every employee to be aware of his or her own importance, responsibility and the need to step in. In any field of business, safety should be first, because after a recorded accident, a company loses not just an employee and/or an equipment, but also can lose many other possible projects.

40

Safety culture is a crucial factor in the survival and development of any entity.

But how do we get to the fire safety culture? First, we should know that fire engineering has two parts: fire protection engineering (deals with the safety of the building or of the built environment) and fire safety engineering (dealing with the safety of the person). In Romanian, Fire Safety Culture is best translated as “Cultură de Securitate la incendiu” (Ion Anghel, Constantin POPA, Ingineria Securității la incendiu, 2016). So Fire Safety Culture deals with that “fire” part of the Safety Culture.

There are different steps of the safety ladder, in terms of the steps that an organisation can be at, when it comes to the safety culture level, as seen in picture below.

Now, same picture can evolve in representation of the type of culture and finally a method of behaving when it comes to “respecting the law”.

At the last picture, there are five steps on the ladder: Basic Reactive Compliant Proactive Resilient The resilient type of entity is the one

CONSTANTIN POPA HSE EXPERT

that do what needs to be done not because of the rules, the law or the standards say it, but bucause we care, “this is the way we are”.

All business entities should get to this point. It looks like a hard endeavour that may never end, but it is relatively easy in fact, and it is definitively a road worth taking, because in terms of Fire Safety Culture, the level that we have - as a nation, as a society in Romania - is pretty low. And the ones that wake up sooner, will be the ones that will save lives today and thrive tomorrow.

Take a look at the ladder in any image above and honestly assess for your organisation the level of your (Fire) Safety Culture.

Most big fires in Romania in the last years occurred in buildings that had all the documentations required

by ISU (by the law). So where is the problem? If they were OK, why continue to get burned down? Maybe there is a fracture between legislation and reality? Why following the law and standards will not ensure a real and effective fire protection?

SO, WHAT IS THE PROBLEM? We have a fire safety culture, but its level is bad, because: We are reactive (we respect the rules not to get caught, after a major fire, you won’t fiind a

EXPERTS PLATFORM

Romania

decision managers do not invest in fire safety. And on the long run, today’s “cheap” may be in fact tomorrow’s “expensive”. People work at the lowest level of fire safety permitted by the law.

SO HOW ABOUT SOME SOLUTIONS TO SOLVE THIS PROBLEM? If we start something, invest in safety more that you would normally do.

Assess correctly, get proper advice, and invest proper time, intelligence, know how, not only money.

We need to be proactive (let’s respect the rules because we care about people and their belongings or businesses, we can align the legislation to the realities of today, as we read and understand the lessons learned by other countries that already implemented Fire Safety Engineering at the core of their Fire Protection System.

Proactive means that all actors will not be afraid to speak up and optimize the fire safety related activities. Proactive means that all employees will involve by themselves in a common effort to prevent fires and improve fire risk awareness.

We need to be coherent – many private companies have

3

CALCULATIVE We have systems in place to manage all hazards

2

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

1

PATHOLOGICAL who cares as long as we’re not caught

SELF-DRIVEN

DRIVEN BY BUSINESS SYSTEMS Operational, excellence management system model DRIVEN BY SAFETY/SHE STANDARDS Safety/SHE management system model DRIVEN BY STANDARDS Principles, policies, golden rules, fatal risk standards, major risk standards, etc

ership

4

PROACTIVE Safety leadership and values drive continuous improvement

implemented an integrated management system, and the HSEQ department is just following just one manual, HSEQ Manual (or Integrated Management System Manual) of the company. All applicable laws are in this manual, adapted for the company. Unfortunately, this is not the case in all situations.

Law 481/2004 (civil protection law) și 307/2006 (fire protection law) are trying to join starting 2005 and they are still separated.

Also we need to implicate more Insurance companies in the fire safety….

We need to study by ourselves, and invest with a clearer mind.

This means that sometimes we will pick in a responsible way, a little bit more expensive solutions, and not the immediate cheap but perisable solutions.

Such an attitude, eventually, will make the difference between a loser and a winner. HSE consultancy fall in this category, because unfortunately it is sort of a Cinderella in today’s business environment.

Steps were done in the last years, in the right direction, but still a lot needs to be done. People start to wake up, (Fire) Safety Culture wise, and this is good news 

Lead

5

GENERATIVE (High Reliability Orgs) HSE is how we do business round here

Increasing Trust and Accountability

Increasingly informed

fire extinguisher on the market shelves, we have all the document for the inspection, but there are only documents, proper legislation is subject to political changes and so on).

We are not thinking in a coherent way. Most companies have a Quality manager (responsabil cu calitatea), a Fire manager (cadru tehnic PSI), a HSE Manager (Inspector SSM), Environment and waste manager (Responsabil deseuri si mediu), ISCIR and so on. All these persons should be working together in the same department, all under HSEQ manager. Is this happening? Why not? National legislation is not coherent, but best practices - ISO standards, they are coherent. Unfortunately in some cases, ISO is important only before the audit.

We have this problem, and it will lead to: Continuation of the bad habits that create more harsh space between what should be (a good level of fire safety culture) and what we really have (a small organized jungle).

People who do not care, they leave things flow as it goes, they have other priorities.

Another consequence is that

DRIVEN BY THE LAW Law and regulations are the primary drivers

41

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

LESS WITH LESS HSE Resource Strategies in a Cost Constrained World

F

rom late 2014 to early 2016 the oil price collapsed by ~75%. This has had major impacts on both CAPEX and OPEX spend in the Oil & Gas sector resulting in the cancellation/ deferment of major capital projects and significant workforce reductions both in terms of ‘direct’ staff and 3rd party contractors. In view of this, a key challenge facing the sector is how best to deliver the desired business outcomes in a safe and sustainable manner.

Through ERM’s work with leading companies across the Oil & Gas sector (and others, including Mining and Chemicals) we have gained a sound understanding of what drives a company’s view on the ‘required’ level of HSE resources and HSE management process In this context, the aim of this paper is to explore: An ‘event driven’ approach that was prevalent across a number of companies.

An example of a more systematic and riskbased approach that ERM uses with leading organisations to ensure fit-forpurpose resources/processes that are commensurate with the prevailing risk profile.

LOOKING BACK: A COMMON APPROACH

Historically, a common approach could be characterised as ‘event driven and reactive’. In practice, this would develop and manifest itself as shown in Figures 1 and 2.

An organisation that feels comfortable with its HSE performance and draw high level assurance that its HSE Management System was appropriate.

A major incident occurs either within the organisation or in a similar organisation within the same sector.

42

EXPERTS PLATFORM

Romania

Figure 1. HSE resources: looking back from a major incident

Pr

Safety Resources/ Processes

oc e sse s

Re sou rce s

An internal and external (e.g. regulators) reaction along the lines of “this must never happen again and so a detailed investigation must be conducted to understand the root causes”.

Based on these findings the organisation would allocate additional HSE resources to develop processes to better control the identified weaknesses. Typically, this would include more detailed procedures, additional training and increased levels of central assurance i.e. the resource levels and processes would increase in a patchwork to address the causes of past incidents.

These additional resources and more detailed processes then become regarded as the ‘new norm’.

Given the cyclical nature of the Natural Commodities sectors (e.g. O&G and Mining) some form of economic downturn (as highlighted above for the recent collapse in oil price) will put pressure on costs and resource levels.

In the absence of a structured and risk-based approach staff reductions would often be made based on the application of a grouplevel cost reduction target along the lines of “the recent collapse in commodity prices has had a significant impact on our projected cash flows. In view of this it is imperative that each

Major Incident

Time

function reduces its staff costs by 25% by the end of the calendar year… Please reflect in your budget submissions”.

NOTE: Increasingly, this percentage target for staff reductions is set by some form of benchmarking exercise in which the resources levels for the group and/or individual functions is conducted by an external management consulting group. This high-level benchmarking highlights to senior managers that peer companies are successful in doing ‘More with Less’ and gives them comfort that significant cuts are not unreasonable.

If and when these staff cuts take place, there is a perceived resource gap in which the remaining staff feel very concerned that they are no longer able to effectively implement the detailed HSE Management System that the organisation still has in place i.e. a disconnect develops between resources and activities. In

Figure 2. HSE resources: the impact of a downturn

ses oce s

Safety Resources/ Processes

Resource Gap?

Pr

Re

sou rce

s

Economic Downturn

these circumstances, there is often a feeling amongst staff that they are ‘coping rather than managing’ and that the residual risks are increasing as resources are spread thinly over a broad range of risk management processes.

As mentioned highlighted above, this approach is reactive and somewhat superficial in the level of risk-based analysis that is conducted. These short-comings have been recognised and organisations are increasingly looking for a much more systematic and risk-based approach.

GOING FORWARD: A SYSTEMATIC AND RISKBASED APPROACH

As implied in the title, it is important that such an approach must be underpinned by a good understanding of the organisation’s current risk profile and risk appetite. A true baseline needs to be established of cost/risk/work being undertaken by the HSE function and HSE work undertaken by the front line/external consultants etc so that informed decisions can be made. The aim then is to ensure that the resource levels and HSE management system are appropriate and proportionate to the prevailing level of risk.

An example of a structured and systematic approach applied by ERM is shown in Figure 3.

The starting point is to establish a clear picture of: EHS resource levels (e.g. ‘central’ function and embedded in operational teams).

Time

43

EXPERTS PLATFORM

Romania

Figure 3. HSE resources: way forward

Phase 1: Stop • Saves costs • No impact on risk or performance

HSE organization

HSE service

HSE programs

HSE processes

Internal/ external services

Duplicated reporting

XYZ training programs

Assurance activities XYZ

Phase 2: Prioritise • Risk informed • “Need” vs “nice to have”

XYZ programs

HSE advisory service X

Phase 3: Simplify and Streamline • Organization + Process

Fit for purpose HSE function/resource

Relative accountabilities and activities.

EHS management system requirements (including development, maintenance and implementation support).

The current and likely future risk profile e.g. a site that is about to double in size….a site that is closing down etc.

Once this information has been collated HSE ‘activities/expenditure’ are passed through a three stage ‘filter’ process i.e: Stage 1: Stop The aim here is to identify any activities/spend that can be stopped without increasing the residual risk.

For example, there are often risk controls and associated training requirements that were previously included in the HSE management System that are no longer required as the source of the risk has been removed. Experience to date indicates that ~10% of the resource requirements can be eliminated at this stage.

Stage 2: Prioritise At this stage the aim is to differentiate between those activities that are ‘needed’ vs those that are ‘nice to have’ in the current climate on the basis that those that are

44

‘nice to have’ can be deferred – again without an increase in risk.

Examples include, deferment of the organisation’s participation in a jointindustry research programme or the cessation of a systems development project. Again, experience indicates ‘savings’ of ~ 15% at this stage.

Stage 3: Simplify, streamline, standardize All of the activities that reach this stage are deemed to be necessary in order to deliver the desired outcomes. As such, the question is “is there a better (more efficient and cost-effective) way of achieving these outcomes?”.

For simplify/streamline, this involves scrutinising key activities/steps and asking if they add sufficient value to the outcomes. If not, they can be eliminated saving resources and costs. Figure 4 illustrates ERM’s experience of potential areas for streamlining.

In terms of standardization, it was clear from the CEO dialogues at the recent IHS CERAWeek conference that this subject is very much on the ‘C-Suite’ agenda. For example, Jeff Immelt (Chairman and CEO of GE) compared the degree of customisation in a Combined Heat Power Plant with that of a Sub-sea Christmas tree. His point was that

the Christmas-tree had 100 times the amount of customisation. This adds a major additional cost in terms of upfront design and subsequent design reviews (e.g. FMEA, HAZOP) and equipment/system verification and certification.

In view of this it is important to review and ensure that any technical safety and environmental engineering inputs account for the benefits of standardization and Stage 3 of this systematic process will include this in its scope.

Whereas the previous approach generally equates to ‘More with Less’ this more systematic approach results in ‘LESS with LESS’. As such, the organisation does less ‘stuff ’ with less people and yet achieves the same outcome in terms of risk management outcomes i.e. it develops a more efficient and cost-effective approach to the management of the current risks.

DISCUSSION

Key points of discussion from the above sections include: ‘Organic’ Growth in HSE Resource Levels The ‘event driven and reactive’ approach as described above is obviously a simplification of what happens in practice i.e. this ‘spikey’

EXPERTS PLATFORM

Romania

Figure 4. ERM experience: streamlining HSE activities

event driven growth is generally accompanied (to a greater or lesser degree) by organic growth as the company HSE Management System expands to accommodate changes in regulations etc. Nevertheless, the ‘Less with Less’ approach applies equally to this situation.

Resource/Cost Savings Based on our experience to date typical resource/cost savings associated with the Staged process are as follows: Stage 1. Stop – typical savings are in region of 10%.

Stage 2. Prioritise – typical savings are in the region of 10 to 15%.

Sage 3. Simplify, streamline, standardise – again simplify/ streamline yields savings of ~10%. Savings associated with standardise are much harder to quantify not least because it is a multi-functional lifecycle issue.

Needless to say that this could be a major source of cost reduction.

Some people may point out that equivalent reductions (c30%) are also typically achieved using the ‘event driven and reactive’ approach. This of course is true. However, in the first case cuts are made and then people worry about the implications whereas, in the second case, the implications and benefits of proposed cuts are considered upfront via a risk-informed decision process.

This, more considered approach, feels much different (i.e. positive and sustainable) to those remaining within the organisation.

Benchmarking It will be noted that benchmarking was mentioned in the earlier ‘event driven and reactive’ approach but not in the later systematic approach.

This raises the question – does

Regulatory compliance High hazard competency Little or for st no scope ream lining

Audit/assurance

Voluntary commitments

Monitoring Internal reporting and data management

Some for st scope ream lining

benchmarking have a role in a risk-based methodology or are they mutually exclusive? This answer to this is – yes it can have a place and (therefore) they are not mutually exclusive.

However, there is often a key difference between how benchmarking is utilised between these 2 alternative approaches i.e.

Event Driven/Reactive – in this case benchmarking is often used as the ‘answer’ i.e. that the output represents the target cost reduction to be achieved. So, the cuts are made and (as stated above) the implications are then figured out.

Systematic – in this case, it is recognised i.e. it recognises that high level benchmarking generally doesn’t account for an organisation’s specific risk profile (i.e. it will be generalised for a sector) and doesn’t account for the specific risk appetite or HSE culture, values or aspirations. As such, the benchmarking output is noted as a broadbrush guide and regarded as a necessary but not sufficient tool by which to judge what constitutes a ‘fitfor-purpose’ HSE function and management system.

Management systems Training

Cons ide for st rable sco pe ream some lining in cases

What are the benefits to an HSE function and to the organisation?

The argument and concern often voiced to us by HSE functions regarding a systematic and independent review of HSE costs and resources is – why would we volunteer to a review that will most probably result in a cut in headcount and budget? The answer to this is simple - it is much preferable to an alternative that may be characterised as ‘CUT and COPE’ i.e. given the prevailing cost pressures then some form of cuts are inevitable therefore let’s ensure that it’s done in a rigorous and risk-based manner. In turn this should re-assure the overall organisation in that cost savings are achieved whilst not increasing the risks to: the health and safety of the workforce and general public, the environment, and the organisation’s Licence to Operate.

Overall, we have found that the time and cost associated with such a systematic review are widely accepted as value adding and costeffective given the comfort and assurance gained from such an exercise 

DON LLOYD - GLOBAL MANAGING PARTNER, OIL & GAS ENVIRONMENTAL RESOURCES MANAGEMENT

45

EXPERTS PLATFORM

Romania

THE FORGOTTEN I

DUNCAN MCGINLEY MANAGING DIRECTOR PETROLEUM SAFETY SOLUTIONS AND SAFETY ACADEMY

46

was kindly asked, by Govnet, to write an editorial regarding the safety of working at height in Romania.

I took me some time to put this article together as there is simply so many areas surrounding working at height which are over looked, not respected or considered, that I honestly didn’t know where to start.

Do we start with the state, who have put together the most basic and vague set of standards & spend no time enforcing what regulations they’ve crafted? Do we accuse the business owners who willing send their workers out in the field without the right equipment and trainings? Do we blame the health & safety managers who sit in the hot seat of responsibility?

Should we attack the CEO’s, the Financial Directors, the Operations Directors of these corporate organisations who willing eliminate the spending of the allocated health & safety budget on bringing in the next contract, or next dollar to the company? Because the cost of one life is vs cost of training... well…

Where do we start? Is blame going to help improve safety while working at height or steer us in right direction?

Maybe it’s the law of the land, but it always seems that a disaster must take place before “we” decide to listen to that valuable lesson all our mothers tried so hard to teach us. “Prevention is better than cure”. I believe it’s time we take more preventative action, than simply adopting the policy of an ostrich.

My background, until 2016, has laid outside of Occupational Health & Safety, but after my short time in the field I feel it completely necessary that we as a nation need to stand together to improve the current regulations, rewrite the rules & the legislation and set new and higher standards for all those who work at height. The state must be part of this initiative and not for simply rewriting legislation, so the blame can be shifted over to site managers or company executives once people do not comply, but construct a definitive plan on how they intend to not only enforce, but educate. If they continue to postpone or ignore, then this year there will be another 450 + accidents while working at height and another 50 + of those will be fatal as there are almost every year here in Romania. PS: these statistics are from the Building & Construction domain and exclude: Oil & Gas, Telecommunications, Automotive, Electrical, Wind Energy, Forestry, Agriculture, Aviation etc.

So, let’s consider education. As a business owner, you certainly would not work with an accountant who wasn’t qualified or held certification in accountancy.

If in need, you wouldn’t undergo surgery without knowing the surgeon had his or her doctrine. You most definitely wouldn’t stand in court alongside your lawyer, knowing they hadn’t passed the bar. You

just simply wouldn’t. Would you personally work 150 meters off the ground without being trained and certified to do so first? If we go just across the water to the United Kingdom, all workers who work at height are required to undergo working at height training, complete the training course and then hold certification by that or a recognised training provider to be able to work at height. So, if you are reading this and happen to be a parent, ask yourself this: Understanding the level of equipment supplied, knowing the level of training provided and education for and around working at height, would you allow one of your own children to work 150 meters off the ground here in Romania?

I attended a meeting in May this year with (I would love to inform you as to with whom & which domain) one of the larger corporations here in Romania. This health & safety executive has been striving for new standards in general Occupational Health & Safety, not just for working at height, within this company for the last 3-4years. Decisions were taken at an executive level not to switch from one product to another, because the process of entering a new supplier (who by the way was offering the right product to replace one that wasn’t designed or fit for that particular job) into their internal procurement system as it was just a too long and difficult process. Now you’ll be thinking I’ve heard many a story like this before and as I’m sure you’d be right, but then it got worse. This company has over 2000 workers who work at height every day, all day, come wind, snow, hail or shine. From these over 2000 workers, not one has undergone any training by a recognised training company, not one of these 2000 workers are qualified to or has any form of certification that allows them to work at height.

Again, I won’t disclose who they are, but if the largest corporations who work on the largest project sites, have this many people at risk, and daily, then I think it’s more than just the Romanian State that needs a hard kick. State officials, health & safety managers, CEO’s, Financial Directors, Operations Directors and all others who have the authority need to view working at height differently. A different course of action must be taken. The time has come to think further and do more, to ensure that those who go to work daily and at height, and do all the jobs most of us reading this article wouldn’t dream of performing, are safer than they have been for too long. They put their own lives at risk to ensure we have fuel in our cars, crystal clear cell phone reception, clean clear views from our 30th floor office windows, food on our plates.

When will the lives of the ones who do the tough jobs, no longer be forgotten? 

MADALINA GOGORICI AMROCO ENERGY

CONSTANTIN POPA HSE EXPERT

CRISTIAN OLTEANU BLACK SEA OIL AND GAS

MIHAELA TAMPU CARGILL ROMANIA

GINO LAIOS PHILIP MORRIS ROMANIA

ALEXANDRU BURADA FORD ROMANIA

DAN BAJALIU LINDE GAZ ROMANIA

RALUCA PINTEA BRENNTAG

OANA HUTA UNIVERSAL ALLOY

MIRCEA BOSIE SKANSKA PROPERTY ROMANIA

RODICA STEGERAN ROFA TEXTIL PRODUCT

BOGDAN RADU GUTU ALEXANDRU F&R DS SMITH WORLDWIDE

QA &

CATALINA BALAS AECOM

ANCA PUIU ENGIE BUILDING SOLUTIONS

GABRIELA FISTIS DENKSTATT ROMANIA

HSE guide got together with the industry leading experts to answer some of the most burning questions you always wanted to know about health safety and environment.

Which are the main challenges of implementing health and safety programs and strategies in Romania?

I would say that we are still struggling with the transition from the old-fashioned “labor protection” to the modern concept of “health and safety culture”. The challenges are a conjunction of contributing factors which involves most of the stakeholders: employees, employers and authorities.

The employees are used to do what they are told, without really acknowledging the implications their action have on their own and other’s safety. Of course, this is mainly related to the level of H&S education, experience and, most of all, to the routine associated to each activity. On top of it, the history of reactive safety left only coercive marks in the collective memory of the work force, thus leading to a generalized attitude of rejecting the concepts of H&S. In addition, the tremendous paperwork is always a burden on the activity. This leads us to the next stakeholder: the employer.

Throughout my carrier I’ve discussed with numerous managers (from large to small companies) which were overwhelmed by the incredible amount of documents which had to be “produced” in order to comply with the legal requirements. As a sad joke, we cannot omit the famous “stamp and signature” which is required on most of the documents. An employer always has a fear of “missing, just because there are so many. The authorities should be an active part in setting success goals for the development of H&S programs and strategies. The legal frame is here, aligned with the European one, but the implementation approach has still a lot of room for improvement. I’m referring again to unnecessary bureaucracy, lack of flexibility towards innovation, and reactive culture. My strong belief is that the way to improve Romanian’s approach regarding H&S is by creating authentic partnerships between industry and authorities. Both parts have lessons to learn from each other’s experience and we can progress towards a positive national H&S culture only by sharing in a constructive way.

MADALINA GOGORICI - AMROMCO ENERGY Lack of participation from all stakeholders, from top management, to employees and to state (authority) representatives. Partly because of complacency, partly because incompetence and list can continue. Bad written, understood and applied legislation in HSE (SSM) and fire emergency (SU)

01

Main challenges are coming from poor risk awareness of employers (usually, small employers are considering that HSE tasks are completed when HSE booklets are signed by employees) and poor safety behavior from employees (principle “may work like this”) CRISTIAN OLTEANU - BLACK SEA OIL AND GAS In a global, complex and dynamic organization, the implementation of health and security programmes and strategies is a fundamental goal in order to create a safe environment for carrying out activities. Cargill has committed to provide a safe work place for its employees and contractors, and the main challenge in achieving this goal is to develop a sustainable EHS culture. This is possible by transitioning from a mindset that the company requires safety at work to a mindset where team members have a conscious need to work safely, to avoid work accidents, where we have the faith and joy to come back healthy to our loved ones, from a mindset that says “it’s good it didn’t happen” to the joy of identifying unsafe actions/conditions, which translates into improved working ways and increased safety. In simple words, the transition from a procedure/obligation/rule to organizational culture.

MIHAELA TAMPU - CARGILL ROMANIA Main challenges are around having a culture of health and safety. It is fair to say that building a safety culture in Romania is a major task of itself and is much about understanding two things: you can’t buy health and there is no such thing as 100% safe. But with the right tools, a state of care towards people, meaningful programs and focusing on education and awareness in terms of safety, a safe and sound environment can be achieved. Then if we talk about strategies and programs those are to be built on what it works not only culturally but mainly on specific industries. Cause each industry has its own specific safety aspects that need to be undertaken and solved. Nevertheless, basic safety is something that needs to be present irrespective of industry.

CONSTANTIN POPA - HSE EXPERT GINO LAIOS - PHILIP MORRIS ROMANIA

48

Q&A

Romania

I think the most important challenge is dealing with people’s culture in terms of safety. Someone once told me: “Culture is what we do when there is nobody watching us”. Unfortunately, safety culture and awareness are not one of the strongest points of Romanians and the best picture of this one you can get by looking at a normal day’s traffic in a busy city: drivers using mobile phone while driving, not using seat belts (you can even buy fake seat belt buckles at traffic lights), pedestrians not using crossings on highly circulated streets or vans parked in such a way that they obstruct both traffic flow and visibility of the drivers. Add this kind of behavior to a work environment where hundreds of cars and material handling vehicles are moving in tight areas and you have the perfect recipe for a serious accident.

ALEXANDRU BURADA - FORD ROMANIA The main challenge of implementing of HSE Programs and Strategies in Romania is a low culture of HSE inherited from the communist period and perpetuated to the next generations.

DAN BAJALIU - LINDE GAZ ROMANIA The main challenge is the fact that there is no HSE culture in our country.

HSE is still considered a connex part the companies, that has the purpose of paper making and pushing. HSE related programs are usually costly and there is no direct and visible benefit as it doesn’t bring quantifiable earnings.

RALUCA PINTEA - BRENNTAG It is challenging that the mindset on which people, in general, are mainly relying on is based on luck. We are tempted to let ourselves guided by the “it will never happen to me” principle. This mindset is based on the “I have did it in this way since a long time and I am still alive” belief.

Another challenge is represented by the costs. Many companies in Romania put too much effort into analyzing the costs of managing occupational health and safety. Unfortunately, concentrating on these thoughts, they do not think of the material and emotional cost in case a fatal accident occurs. What Skanska does is to change this mindset through its powerful health and safety policy which is implemented in every project developed and with every stakeholder.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA Prevention of the risks and promotion of safer and healthier conditions at the workplace. Prevention of work accidents or serious occupational diseases. Maintenance of a good health condition of the workers. These together lead to the qualitative improvement of the workplaces and of the working conditions and to the promotion of competitiveness. Maintaining a good health condition of the workers has a direct and measurable positive impact on productivity and contributes to the improvement of sustainability of the social safety systems.

Starting with the pre-adherence period, Romania consecutively adopted a series of OSH strategies and programmes meant to transpose the EU legislation in the area into the national legislation and to set up an adequate institutional framework for the implementation of the transposed legislation at national level. At this point, Romania is open to implement HSE programs and strategies, at least on private sector, but, I think that in the transition period of Romania from an economy governed by the state ownership to the market economy and the beginning of the privatization process was really challenging and the safety professionals needed to start from scratch: safety culture. In 2006, alongside with the socioeconomic changes of the labor market, the need of new regulations in terms of worker safety and health became more than evident. Therefore, the Law No. 319 of 14 July 2006 on safety and health of workers was the result of the social partners’ consultation. It reflects the transformations suffered by the Romanian society as a whole during the transition from the state economy to the market economy and a free market.

CATALINA BALAS - AECOM Awareness of employees as to the importance of complying with all H&S rules.

OANA HUTA - UNIVERSAL ALLOY Health, Safety and Environment it was always being a challenge, regarding Romania it is always space for improvements. It is interesting to see how things evolve, due to the dynamic market and different business scenarios. Looking back in the few past years and compare to nowdays I can say that a lot of improvments have been in terms of understanding the necesity of HSE rules, that could improve a lot the business. I could say that HSE could strongly impact the core business and also can be a serious advantage if it is well done. So I think a big challenge it is to educate the people in order to understand the importance and the impact of HSE rules over their daily activities. Also a big challenge it is to keep up with the demand of every business and develop new rules and ways to improve the impact over the core business.

ANCA PUIU - ENGIE BUILDING SOLUTIONS

RODICA STEGERAN - ROFA TEXTIL PRODUCT People are always the greatest challenge: how can we motivate them, how can we change their mindset and behavior. First of all people need to feel that they are part of the changes and not only that bear the consequences, therefore communication is very important.

We can change our employees mindset and behavior only if we acknowledge that we need to change ours first and start acting differently.

The two main challenges are changing the existing mentality and insufficient committment.

BOGDAN GUTU - F&R WORLDWIDE

RADU ALEXANDRU - DS SMITH

49

02 Which are the long term benefits of implementing a strong HSE culture in a company?

Low costs and low risks – lower levels of absenteeism and staff rotation, a lower number of accidents and reduction of the threat represented by court actions; ensuring a better continuity of the activity, which increases productivity – by avoiding incidents, accidents, defects and interruptions of the activity process; improvement of the position and a better reputation among suppliers, clients and other partners. The prevention of work accidents and serious occupational diseases and the promotion of employees’ health during the entire professional life, starting even with the first job, is vital for allowing a period of activity as long as possible. Therefore, the measures adopted in this respect contribute to the prevention of the effects of demographic aging on long term.

RODICA STEGERAN - ROFA TEXTIL PRODUCT

The main long-term benefits of implementing a strong EHS culture are given by the high level of EHS culture and by encouraging continued improvement; increased training and awareness of employees on occupational health and security, as well as sustainable development; the development of emergency reaction capacities; consolidation and recognition of safe behaviours; and, most importantly, zero accidents and protecting life in an unpolluted environment.

Long term benefits of implementing a strong HSE culture can be outlined as follows: reducing number of work related accidents and environmental releases, reducing associated costs, an overall better HSE performance of company, increasing of company value, a better company image , reduced insurance premiums, access to bank loans with lower interest rates.

CRISTIAN OLTEANU - BLACK SEA OIL AND GAS

Less loss. Loss can be in this order: people suffering, (work) environment deterioration, business downfall.

CONSTANTIN POPA - HSE EXPERT

The most important long term benefit is a sustainable business. This would translate in low personnel turnover rates, confidence and credit between workforce and management leading to increased overall processes performance. In this way the organization builds its reliability both for internal and external stakeholders and assures sound business development.

MADALINA GOGORICI - AMROMCO ENERGY

MIHAELA TAMPU - CARGILL ROMANIA

50

Q&A

Romania

A poor HSE culture translates into constant monitoring, policing and coaching being necessary in order to maintain the standards. This is almost never sufficient in order to eliminate or at least significantly reduce risks, not to mention it requires significant resources. In a manufacturing facility or on a construction site you would constantly need professionals on the shop floor. With a strong HSE culture, the organization almost runs itself and is therefore leaner. H&S are integrated into daily business and seen as part of the job rather than something extra which normally a specialized department is responsible for. Not only your risks are lowered but the cost to maintain the standards is significantly reduced.

ALEXANDRU BURADA - FORD ROMANIA It is clear for everybody that a high level of HSE culture in a company means Healthy People, Healthy Business and Good Profits for all. Ensuring a safe and secure, healthy and environmentally efficient operations takes concerted effort from all. It’s about having the right visible leadership, training, systems, processes and tools in place. It’s also about maintaining the right attitude and embedding an HSE culture in which every one of us behaves safely and correctly. The main idea is that “Together we can prevent all incidents!”.

DAN BAJALIU - LINDE GAZ ROMANIA There is the obvious benefit: people are working safe, they come at work in good health and so they leave back at the end of the day to their loved ones. There is no better benefit than that. Because once that is being achieved, that person will be acting safe around their loved ones and so on. It is a beneficial ripple effect. Health is our only wealth.

Then we can talk about other benefits like productivity, employer branding, health & wellbeing, social partnering, industry leaders and the list can continue.

There is also one other major aspect that is being missed sometimes, maybe on purpose or maybe just because some consider it not as important this being the cost(s). Direct and indirect costs that are linked to say an unsafe or unhealthy works force and/or environment are sometimes, not to say most of the times, overlooked.

GINO LAIOS - PHILIP MORRIS ROMANIA Implementing a strong HSE culture in a company eventually leads to a low (striving for zero) accidents and incidents rate. Employees more and more tend to appreciate that the company takes care of their wellbeing. Besides this, a work related accident is more expensive than all the investemnts needed to prevent it.

RALUCA PINTEA - BRENNTAG We believe that nothing is so important that it cannot be done safely and a safe working environment is the strength of sustainable and profitable business. Our goal is to offer a culture where health and safety are an integral part of our professional activities and where nothing is impossible to make sure the people are not harmed. That is why, in the process it is important to involve the employees and to take into consideration both their needs and opinions.

RADU ALEXANDRU - DS SMITH The most important benefit is a safe environment for the employee, recognition of the company and a very good image. Working in a safe company is always appreciated. Being safe gives you a sense of personal security. The stress felt working in an unsecure operation area cannot be measured.

Workplace sa fet y, employee satisfaction and, last but not least, increased profits to the company in the medium and long term.

OANA HUTA - UNIVERSAL ALLOY A strong HSE culture goes together with healthy and motivated employees and ultimately leads to a successful organization.

BOGDAN GUTU - F&R WORLDWIDE Reduced costs; reduced risks; lower employee absence and turnover rates; fewer accidents; lessened threat of legal action; improved standing among suppliers and partners; better reputation for corporate responsibility among investors, customers and communities; increased productivity, because employees are healthier, happier and better motivated.

CATALINA BALAS - AECOM HSE should be in our culture since primary school. As we grow up learning the rules and respecting them, we end up respecting ourselves. So this is the way that I think, I mean that HSE culture leads us to a healty and safety evolution. Some of the benefits are business performance, work incidents limitation, protect the environment, and some of the benefits are business specific.

ANCA PUIU - ENGIE BUILDING SOLUTIONS The benefits are for both the company and the employees.

First of all, implementing a strong HSE culture in a company helps employees feel safe and satisfied about the environment in which they work., while the turnover of employees is kept to a minimum. At the same time, the profit margins increase and the accident costs and the workers’ accident compensation go down.

For us, in Skanska, all our development and construction activities as driven by a health and safety culture and we definitely do not accept any shortcut.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA

GABRIELA FISTIS - DENKSTATT ROMANIA

51

03

Can you point out some strategies in moving corporate HSE from reactive to proactive?

First thing that we do in order to make this progress happen is to report the signs that provide reactive indicators like near misses or accidents. After reporting them, we investigate what went wrong and why it happened and implement the lessons learned from each incident that occurred. And we don’t stop here with the process. It is important to make everyone on the working site remember the lessons learned. This way, they can start looking ahead and prevent a potential incident. By following this sequence, in Skanska we have changed our approach from a reactive, to a proactive one.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA There are many programs and strategies in the company that facilitate understanding root cause events, achieving goals and eliminating hazards. For example, the Focus on LIFE Program was designed to achieve the zero fatal accidents target, by implementing top practices that identify and eliminate potential death hazards correlated with production. Identifying and reporting unsafe working conditions and near misses, that we believe are gifts allowing us to take all necessary measures to protect life and the environment.

MIHAELA TAMPU - CARGILL ROMANIA

52

As we are a fresh player in the local oil & gas business, we are committed to invest in safety training and coaching, promote risk assessments studies and visible felt leadership, sponsor emergency preparedness programs, conduct regular audits to assess our performance, and celebrate our successes through the annual Safety Awards recognition program.

CRISTIAN OLTEANU - BLACK SEA OIL AND GAS The compliance with the legal provisions - the development and approval of health standards - establishment of benchmarks for the key performance indicators - safety audits -compliance with the health standards - reduction of the serious incidents by involving the management.

RODICA STEGERAN - ROFA TEXTIL PRODUCT

Q&A

Romania

Any good strategy in terms of safety has to start with a proper risk assessment process. Being reactive is actually accident management not safety management. Moving from one to another can only be achieved by fully understanding the meaning of risk assessment. It is not a paperwork exercise, it is not a safety professional’s job, it is not something that we need for showing to the labor inspector when he is auditing our facility. It is an ongoing process that should start at the very design phase of any process, machinery, construction or installation and has to keep on going. A good risk assessment saves time, resources and sometimes even lives.

ALEXANDRU BURADA - FORD ROMANIA One way is via more systematic work processes and planning. We have a HSE strategy roadmap that sets out goals for 2020 and our journey towards these. We have already drawn up an Annual Operating Plan for 2017, defining clear steps, activities and programs. But Group-wide processes, standards and plans are just one angle. More needs to be done in terms of best practice sharing and learning from incidents and repeat findings from audits. Linde has seen tangible successes in some regions with a significant reduction in both personal injury and vehicle incidents. There are best practice stories out there on the ground to be told and we tell those stories vividly and widely. In Linde we also constantly identify new ways of involvement at all levels of our organization and in all locations. For this we are launching thematic communications campaigns for awareness and also for getting feedback from our employees. One of those recent initiatives took place on the 28th of April “Linde Safety Day”. It marked the day when Linde sites around the world collectively hosted events dedicated to one important goal: Zero Incidents in the workplace. This was the second year in which The Linde Group observed the United Nations “World Day for Safety and Health at Work”— a day to come together and reflect on where we stand and how we can do better.

DAN BAJALIU - LINDE GAZ ROMANIA Is all about having a system in which meaningful safety data is being collected and analyzed. The outcome should be meaningful actions, tackling the root cause on behaviors and discipline. One strategy could be designing safety tools that fit to the environment for which are intended to be used. Another strategy could be allocating resources to a specific area or process to ensure an overall safer work environment.

Practical examples are having EHS built-in in the project management and supplier selection, onboarding of new comers, contractor’s management.

GINO LAIOS - PHILIP MORRIS ROMANIA Choose proactive and competent HSE managers. Empower all employees no matter the rank. Lead by example. Invest (not just money) in HSE. CONSTANTIN POPA - HSE EXPERT One of the most appropriate action could be to involve closely the people in the risk assessment process. You should never rush it up and neither to be performed on the desk. People have to understand that their safety relies on individual awareness first and second on company processes and procedures. You have to look in the mirror and ask yourself if you are safe in that environment, if not, you have to do something. To be proactive in direction of HSE you have to have a strong respect for humans and environment. The civic attitude plays an important role, and this is coming from education. Nowadays the key role in HSE is continuous education and awareness of people along stretching the personal benefit.

Implementing continuous improvement programmes in the organization to prevent accidents and certification of the management systems.

OANA HUTA - UNIVERSAL ALLOY A committed management - acting as role models -, seeking face-to-face discussions with employees and being curious in how to improve every day, is key to a strong HSE culture.

BOGDAN GUTU - F&R WORLDWIDE Accident analysis to remediate the root cause; SLTs (Safety Leadership meetings – monthly); Inspection and Job hazard analysis programs; Incentive/Recognition programs that recognize complying, reporting, suggesting, involvement. Safety education and training.

CATALINA BALAS - AECOM We all know that we do not wish to be reactive, so I develop some ways to become more proactive. If we are looking in literature, we can definitely find some examples, but I prefer to speak a little bit about my way. From my point of view a key to be proactive is to improve comunication, in order to anticipate possible issues. We should be more oriented towards the employees, in order to establish a relation. Also we can make a habbit for our employees, to contact us for new proposals and examples.

ANCA PUIU - ENGIE BUILDING SOLUTIONS Raising awareness on all levels is the key of making this change. Having all employees, on all levels understand that HSE is not only the job of the HSE Team and that everybody has at least a moral responsibility to the person sitting next to them will change the dynamics of this activity.

RALUCA PINTEA - BRENNTAG The way we interpret what somebody wants is based on our perception of that person.

We change mindset and behavior assuring ourselves we are perceived as leaders in health and safety. In a positive culture people receive more feedback for the safe behavior rather than the unsafe one. We receive easier guidance on unsafe behavior if we feel that the things we do well are also observed.

GABRIELA FISTIS - DENKSTATT ROMANIA RADU ALEXANDRU - DS SMITH

53

04

How do you allign the HSE objectives with organizations operational targets?

Alignment of HSE objectives with organization operational targets is performed as part of Annual Management Review Meeting, by assigning stewardship of a specific HSE objective to a nominated manager.

CRISTIAN OLTEANU - BLACK SEA OIL AND GAS

54

If I have the proper access and power, I convince the top management that a positive safety culture starts with them. I do not need to allign operational targets with HSE objectives, because I consider that the first should include and imply the latter. Many times with important clients, the safety records and set safety objectives made the difference between gaining or losing a contract.

The reference points in this programme include the following: the new health concept, the evaluation of the safety risks for all the installations and plant, the detailed analysis of the environmental situation for all the working points. In our objectives we follow every risk with due care and we consider that the work protection objectives have not been fulfilled until we reduce or diminish the risk. The continuous development and analysis of the HSE standards, the management of the crisis and emergency situations and the environment protection are also important objectives.

CONSTANTIN POPA - HSE EXPERT

RODICA STEGERAN - ROFA TEXTIL PRODUCT

RALUCA PINTEA - BRENNTAG

One of our company’s brand claims is “Safety 1st”.

In our domain (chemical distribution) HSE is a very important part in daily operations. Doing any activity in an unsafe manner could lead to a stop-operations point and this is fully understood.

Q&A

Romania

The aligning of the HSE objectives with organizations operational targets is performed through establishing strong, meaningful safety goals and objectives for individual managers and supervisors. In this respect the safety goals are set considering the position of the person in the company, starting with the first line supervisors and ending with the top management, where the focus is on modeling leadership behaviors that are desired throughout the organization.

RADU ALEXANDRU - DS SMITH The HSE objectives are actually part of the operational ones. We have a management system that actually integrates all indicators, whether we are talking about safety, quality, delivery and so on into the day to day business. You simply cannot have one without the other. All our process, products and machinery are designed starting from the premises that all metrics are equally important. From a behavioral perspective, we always apply a “zero tolerance” approach towards unsafe acts and conditions.

Some people may not believe this but everything is closely linked together. The most important asset of an organization is its workforce – offering them a safe and healthy work place gives them confidence, comfort and works on their morale. This way quality, delivery and all other metrics improve as well resulting in better cost. And cost is the sole reason everyone is doing business. Leaving aside all this, you primarily avoid the high cost that has to be paid in case of an accident.

And I am not referring to the financial costs here.

ALEXANDRU BURADA - FORD ROMANIA HSE Targets are integrated in Operational Targets. It is not possible to have a clear Operational Target without the HSE aspects included.

Injuries and incidents have severe consequences – both for people and also for our business. Long-term business success goes handin-hand with world-class HSE. We therefore have to deliver both.

Every company desires to have safe operations but the challenge is how we translate this desire into actions. Having rules in place is very critical but that alone is not enough. I believe we need to develop a company culture in which the value of safety is embedded at every level of the organization. Leadership shapes the culture by setting expectations, building structure, providing resources and visibly demonstrating.

A strong safety culture is not in itself an absolute guarantee against incidents, but it is a barrier against the complacency, omissions and violations which commonly show up in incident causal factors.

first.

The alignment of HSE objectives to the organization’s operational objectives is achieved by setting a set of correlated policies, procedures, programs and an effective framework for continuous improvement. At Cargill, safety is always

MIHAELA TAMPU - CARGILL ROMANIA It is not a about aligning. A committed management understands the benefits of a strong HSE culture and an experienced HSE Expert understands business.

Therefore, HSE objectives and operational targets go hand in hand – complement each other.

BOGDAN GUTU - F&R WORLDWIDE Safety first!! Should be the goal in every company. When all your activities start with safety, is easy to incorporate safety objectives with operational targets.

CATALINA BALAS - AECOM

Aligning objectives was always a challenge, but I find it’s easy to align HSE objectives with the organization’s operational targets. So, as I said, lots of issues that could appear during HSE activity could be solved by communicating with and educating the employees. As I said, it is important to “grow up” with HSE culture in order to align the core business with the HSE objectives.

ANCA PUIU - ENGIE BUILDING SOLUTIONS

Yearly, Skanska’s HSE objectives are assessed by the Management Team and they are aligned with the operational targets.

It is about what is important. Safety should not be a priority. Safety must be a value.

Might sound strange but I can explain why that: priorities change from minute to minute. Values are there to stay are part of the organizational culture and that is what shapes the organization and in the end the individuals.

Simplistically speaking, where health and safety do not exist, value cannot be delivered. And value can take different shapes and forms. From you as individual to the value of a company. Practically speaking EHS is embedded in the business objectives of every person in the organization.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA

GINO LAIOS - PHILIP MORRIS ROMANIA

DAN BAJALIU - LINDE GAZ ROMANIA

55

Why is incident reporting critical?

There are several reasons that incident reporting is critical and these can be outlined as following: legal reasons ensuring compliance with legal requirements; moral reasons ensuring to workers a healthy and safe workplace (This can be achieved throughout lessons learned to derive from incidents happened inside company. On certain instances the organization does not learn from those incidents to avoid re-occurrence) and financial reasons ensuring that reporting and investigating incidents will support better performance of company, by future avoidance of costs involved in accidents. On the other hand, incident reporting and lessons learned from these incidents are improving industry knowledge by sharing them among companies.

CRISTIAN OLTEANU - BLACK SEA OIL AND GAS Because seconds make a difference between life and death. It is the responsibility of every member of the Cargill team to report an incident to their line managers. Based on the information received in relation to the incident, the first measures to be taken to solve the incident will be ordered and then it will be possible to monitor its resolution and the implementation of the appropriate measures to avoid similar situations in the future. Moreover, Cargill went from reporting incidents to reporting situations which could generate incidents, considering that this last action is the most precious of all, allowing us to take measures in the absence of incidents.

MIHAELA TAMPU - CARGILL ROMANIA Each time incidents are reported, there is the possibility to identify trends and develop leading indicators. These two elements can help us prevent the reoccurrence of the same incidents that were caused by the same factors. As tough as it sounds, if there is one good thing that comes from an incident is that it should become a lesson that provides useful information to learn from.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA

56

05

To establish a coherent and efficient data collection system; validation of comparison methods in order to carry out statistical analyses by different criteria; ensuring the record by which the rights arising out of a work accident or occupational disease are registered and preserved; establishment of prevention and prophylactic measures for avoiding similar events in the future; establishment of similar procedures at national level in the management of the problems related to work accidents and occupational diseases.

RODICA STEGERAN - ROFA TEXTIL PRODUCT

Because it will save a life in the future. And if it will not save a life, at least will improve lives and your business.

CONSTANTIN POPA - HSE EXPERT

Anyone knows that reporting of incidents is extremely important to prevent recurrence.

However, it is of critical importance to conduct high quality incident investigation.

Only based on correct identification of root causes and by establishing relevant actions, accidents can be prevented from happening again.

MADALINA GOGORICI AMROMCO ENERGY

Q&A

Romania

When it happens, it happens and it is said to have an accident or incident on site. Reporting it and find the route causes and future mitigation action in order to avoid some recurrences has to be part of an objective and transparent internal process. You have to face the truth and to figure out that gaps that led to the problem. People are usually afraid of reporting and investigation. But to avoid big troubles which could led to life threatening you have to do it and to communicate openly the internal results to coop to a normal company process. A transparent and objective risk assessment and management is always helpful.

GABRIELA FISTIS - DENKSTATT ROMANIA Incident reporting for us means reporting not only lost time cases or property damage but also the so called “near misses”. This means any uncontrolled event caused by unsafe acts or unsafe conditions that would have the potential to cause damage or injuries. There are two aspects that make incident reporting critical: first we can learn from each incident making it possible to prevent future similar occurrences and to raise awareness amongst employees. Second, the number of incidents you have in an organization are like an iceberg: the tip of the iceberg, the visible part above the water, are the lost time cases. What seats underneath the water is the vast majority of incidents: property damage, losses and mostly near misses.

A close study to these can give you a clear picture of what you organization is lacking in terms of process, preventive measures and therefore the opportunity to correct that before an actual lost time case occurs.

ALEXANDRU BURADA - FORD ROMANIA Incident Reporting and Investigation Process is extremely important because these represent the base of future prevention for other incidents.

Transport and Homecare are the current safety hotspots. However, there are risks in all areas of our business, some of which we may not know enough about today. If are identified cases of unsafe situations, nearmisses, damaged equipment – all these things are reported and documented in a central system. We use Synergi Life software for this. It forms the basis for further risk analyses. Anyone who notices something should enter this information in the database. We have developed a mobile app to make reporting as easy as possible. It enables employees to create a case in just two minutes.

Each case gives us the chance to identify risks early and prevent incidents from occurring. Every one of us is investing the time it takes to report a case.

Unsafe situations / actions could result in potential or serious accidents. Reporting all incidents, starting from the base of the safety pyramid, conducting effective investigations and applying corrective measures can avoid reoccurrence.

RADU ALEXANDRU - DS SMITH First of all, this is a legal requirement that the company needs to comply with. Immediate improvement measures can be implemented to prevent other work incidents or accidents.

OANA HUTA - UNIVERSAL ALLOY Any incident brings learning – without learning we cannot grow. Not reporting incidents equals damage to people and everybody shall arrive home safe.

BOGDAN GUTU - F&R WORLDWIDE Most incident reporting forms identify the control measures that prevent adverse situations from developing into a major accident or disaster. On a large scale this might mean the avoidance of major accidents.

The insights that are collected are very important.

They help safety, security, environmental, quality and facility managers to identify where additional support is required in order to guarantee that no major incidents happen.

CATALINA BALAS - AECOM

Besides the obvious reason of knowing what went wrong and how it can be prevented from happening again, incident reports are a very usefull learning tool. A correct root causa analysis can lead to spotting incorrect behaviours or procedures. Based on the info collected in the analysis of one incident, enough preventive measures can be taken in order to prevent more than another identical one.

No data, no action. What is not reported cannot be measured. What cannot be measured cannot be improved. If we do not know what is going on, why something happened, when, where and how, there is little to none we can do about it than just be finding about or eventually and unfortunately witnessing it or be part of it. When we talk health and safety there is no need for more than a split second for something to actually change a life. I would not want to sound too dramatic or go into that direction but is a fact. Our lives can change that quick. And in most of the times that change is irreversible when we talk safety. And I come back to culture. We in Romania, as I am talking overall country not specific industries or companies, we have this very unhealthy culture of hiding things, as we say it in Romanian, we keep the dust under the carpet. Once you have done that, a tone is being set and some still believe that is helping. Well, is not. We start hiding unsafe behaviors or unhealthy conditions, we than hide dangerous situations, than we hide near misses and then…

RALUCA PINTEA - BRENNTAG

GINO LAIOS - PHILIP MORRIS ROMANIA

DAN BAJALIU - LINDE GAZ ROMANIA It is well known that nobody wants to have incidents, so this means we should be proactive, not reactive. In most cases we can simply look back in incidents’ log and learn from there, so reporting an incident could be compared with creating history from which we learn. Also it is important to understand the incident and to eliminate the cause in order to avoid perpetuation.

ANCA PUIU - ENGIE BUILDING SOLUTIONS

57

Which are the measures you have implemented to engage stakeholders in joining your HSE objectives?

This could be a major challenge, especially in bigger companies, due to different perceptions. So in order to be more expressive and sensitive, I prefer to explain them how important is HSE culture and how it could impact their family, children, environment, etc. In most of the cases this comparison between HSE rules and family life / family habbits / family rules, make sense and convince stakeholders to join HSE objectives.

ANCA PUIU - ENGIE BUILDING SOLUTIONS

As previously mentioned, Skanska’s culture is based in Health and Safety. Each and every employee is already engaged and committed to this and everybody is looking in the same direction.

When talking about our partners, we have recurrent meeting with them during which we carry discussions on how to improve safety conditions on the site. Supervisors are enrolled into our training programs and every worker participates to dedicated site meetings in which we share and debate health and safety aspects, like supervisor orientation training, competency trainings or various Toolbox Talks sessions. Also, the workforce is invited to communicate with site management during the VOICE (Views of Operatives in Construction Environment) meetings.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA

58

06

Independent hands on audit on the HSE management system, with clear observations and set future corrections for better results No matter the result of the audit: I improved reporting by at least 50% as soon as possible – participation of all stakeholders. Solved the reported issues in order to show the people that their report is important. Improved authentic training.

CONSTANTIN POPA - HSE EXPERT Several measures are envisaged to be implemented during future development of company operations such as: Involving senior management and supervisors in risk assessments, accident investigations, development of safe systems & procedures, being accompanied by employees or their representatives on safety tours & inspections, giving responsibilities for mentoring young & inexperienced workers. Supporting active involvement in safety committee meetings CRISTIAN OLTEANU - BLACK SEA OIL AND GAS

Q&A

Romania

The employees’ safety is a crucial aspect of our organization and it is the number one priority for us. Everybody in the organization plays a role in ensuring its own health and safety, but also the others.

RADU ALEXANDRU - DS SMITH

Setting HSE Targets for all levels, including for Top Management.

Our ability to manage risk in our business will underpin all our efforts to create a strong safety culture. Risk management requires people at all levels to understand the events that could occur and know how to prevent them, respond to them and monitor the key controls. This is not just a front line or site level activity. Each of us is responsible for managing risk. The key to improving safety is an increased awareness of self, others and situation, supported by clear communication between workers and management. This motivates and enables people to take personal ownership for safety, make better decisions and respond in safer ways.

DAN BAJALIU - LINDE GAZ ROMANIA

The measures taken in our organization start from the allocation of funds and resources necessary for the creation of healthy conditions at the workplace, the constant evaluation of the working conditions through the continuous assessment of risks and their prevention, information of the workers in the occupational safety field, elaboration of specific instructions for each separate workplace and reduction of stress at the workplace by creating a pleasant environment. The environment protection plays a very important role in this programme. All these can be done only in a team, with the contribution of all the stakeholders.

Luckily I am coming from an organization where health and safety is the first item on any management meeting agenda. As mentioned before, all employees, starting from senior management and all the way to the shop floor operator have safety objectives integrated into their operational objectives. The main objectives are set together with the top management and agreed and cascaded down throughout the organization. We all have an important role to play in ensuring a safe and healthy environment. This does not happen overnight of course: in a young organization with la weak safety culture it is not easy to implement something like this.

It all comes down to good leadership: if you have the top management on your side, afterwards it is a continuous process of monitoring, coaching, implementing and adjusting robust safety processes. Also, important is keeping as many stakeholders as possible involved in developing first the objectives and then the processes and procedures. I find it really easy to impose a standard if people understand the reasons behind it, the advantages it brings and most important: they tailored it themselves to suit their daily business. A safety professional at the end of the day is a generalist not a specialist when it comes to industrial processes and has to rely on the experience and knowledge of the engineers and workforce to develop a good safety standard.

ALEXANDRU BURADA - FORD ROMANIA

The main measure is regular, respectful face-to-face communication to understand needs, expectations and concerns.

BOGDAN GUTU - F&R WORLDWIDE

RODICA STEGERAN - ROFA TEXTIL PRODUCT

Every company has SHE policy. This policy establishes the framework to attain best-in-class Safety, Health and Environmental (SH&E) performance. Beside the SHE policy, AECOM follows 9 life preserving principles which incorporate along others employee participation and demonstrated management engagement. The AECOM life preserving principles are: Demonstrated Management Commitment; Employee Participation; Budgeting and Staffing for Safety; Pre-Planning; Contractor Management; Recognition and Rewards; Safety Orientation and Training; Incident Investigation; Fit for Duty. The SHE policy and life preserving principles provides the foundation for a safe workplace, operational excellence and long-term business success.

CATALINA BALAS - AECOM

I believe that before talking about measure is all about commitment. Our organization has committed to the United Nation Global Compact principles to be part of our strategy, culture and day-to-day operation of our company. The stakeholders must show that actions are aligned with words. In our organization, and I refer to it on a global scale, safety is the main dimension on which company strategies are being built. Measures go from ensuring that time & resources are being allocated for HSE objectives, that those objectives are year-on-year more challenging but in a realistic way, even going to direction whereas the employees are encouraged to be safety ambassadors outside their professional activity and make a difference in that sense in the society.

GINO LAIOS - PHILIP MORRIS ROMANIA

59

How are you measuring and evaluating the safety culture in your company?

07

By a regular and additional training at the workplace, by exercises for the management of crisis and emergency situations. All these trainings are followed by tests and surveys for workers’ consultation.

RODICA STEGERAN - ROFA TEXTIL PRODUCT From tactical to strategical and operational level, we are monitoring a lot of indicators, which are specific to each companies. An important factor is to be transparent and show all employees the results, in this way they can all see how good or bad they performed.

ANCA PUIU - ENGIE BUILDING SOLUTIONS

KPIs are clearly defined and well documented, concentrating in particular on Risk Management.

The performance assessment is done through EHS audits and inspections, and we measure the number of unsafe situations/working conditions, near misses, number of SIFs drawn up per year (high risk activities for which risk mitigation measures are taken).

MIHAELA TAMPU - CARGILL ROMANIA Leading and Lagging indicators CATALINA BALAS - AECOM

If you have enough experience, as soon as you set foot in a company, you will see signs of good or bad level in safety culture. There are clear methods or indicators to assess safety culture level (and these methods must be used also), but I repeat, a good HSE Specialist (not necessarily experienced in years, but experienced in good HSE experiences), will sniff the real situation pretty fast, even in few days.

CONSTANTIN POPA - HSE EXPERT Generally, the level of Safety Culture is measured and evaluated in a company by: using Safety Attitude Surveys (using survey questionnaires to elicit workforce attitudes): Safety Management audits (using an audit process and trained auditor to examine the presence and effectiveness of safety management systems); Safety Culture Workshops (involving a cross-section of the workforce to consider perceptions of the safety culture and elicit improvement ideas); Leading (and lagging) Safety Performance Indicators (e.g. analyzing data on the number of employee safety improvement ideas suggested and actioned, the number of safety tours performed, or root cause analysis of near misses).

CRISTIAN OLTEANU - BLACK SEA OIL AND GAS Number of incidents, number of near-misses, number of reports, number of non-conformities in internal or external audits, e.t.c.

DAN BAJALIU - LINDE GAZ ROMANIA

60

Q&A

Romania

Our main KPI’s are LTIR, TRIR, TRAR and Severity Rate, together with near misses and misloads. All incidents, accidents, near misses and misloads are analyzed as they happen and we pay special attention to those cases when they repeat themselves – this is a sign of incorrect procedures or procedures that are not fully understood.

RALUCA PINTEA - BRENNTAG By setting measurable goals that are constantly monitored.

OANA HUTA - UNIVERSAL ALLOY There are two different indicators to measure safety culture: some are the so called leading indicators others are lagging indicators. From basic type of measurement like the number of injuries, incidents or say even events that are causing lost time to number of employees involved in safety activities, training attendance, safety recommendations and so on.

Atool that is being used constantly in our organizations is running safety climate surveys and used the outcome to design and develop programs that are consolidating and find those gaps that require action. It much depends on what you are to achieve.

We have many tools of doing that ranging from field audits focused on behavior monitoring, incident/ accident analysis as well as dedicated surveys where we actually express their opinion on how business is conducted. I do however believe there is yet no tool available for precisely measuring culture. By observation, audits and surveys you can only get an idea of the level of safety culture in a company as well as general trends. This is enough though to guide you in developing new improvement strategies.

ALEXANDRU BURADA- FORD ROMANIA I believe in personal verbal feedback. Only by talking to people I will understand how they feel. Monitoring HSE related KPIs is the written evidence of personal feedback.

BOGDAN GUTU - F&R WORLDWIDE In Skanska, safety culture is being monitored through several ways: through analysis of employees and management behavior, and constant comparison with the positive and negatives features of the safety culture.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA

GINO LAIOS - PHILIP MORRIS ROMANIA

61

Q&A

Romania

08

Why do we have to measure health and safety performance?

Companies are setting H&S standards and objectives as part of their management exercise. The performance is an indicator of where you are on the road towards those objectives. It shows how much effort / resources needs to be engaged by the company in order to achieve the desired results, helps the management to adjust existing plans or agree new ones.

MADALINA GOGORICI - AMROMCO ENERGY To know where exactly we are. Managers like and work with numbers and facts. And all safety reports should be based on factual information.

We all have a journey to make. From technical health and safety improvement to process improvement and then to promoting a safety culture, it’s necessary to find our position and establish our destination in this journey by measuring performance and setting new goals.

RADU ALEXANDRU - DS SMITH Only if employees feel safe and are healthy, a company will optimize success.

BOGDAN GUTU - F&R WORLDWIDE

CONSTANTIN POPA - HSE EXPERT Safety is, at the end of the day, about human life. And it is the individual human contribution that enables the whole team to go home safely. Showing the human side of the picture is another factor that can contribute towards improving safety performance and bringing about zero incidents. In Linde we urge everyone to share their experiences and learnings on safety as widely as possible.

The more we learn from one another, the easier it will be to develop and maintain a truly mature safety culture.

DAN BAJALIU - LINDE GAZ ROMANIA SHE performance level gives you the real image of your company safety status. Good-quality performance measurement tools will not just identify problems but will help companies understand what caused them and what sort of changes are needed to address them. Checking performance against a range of pre-determined measures is one of the most frequently used techniques of monitoring.

Selecting the right measures to use is the critical step. Using the wrong measures will cause a lot of unnecessary and unproductive effort, with little benefit to companies.

CATALINA BALAS - AECOM Traditionally this is based on the number of incidents or accidents.

It gives one an image of where their organization is in terms of health and safety, helps with objective setting, continuous improvement and keeps focus on the preventive activities. As in some companies the number of accidents and incidents is becoming insignificant, recently new more complex indicators have been developed in order to measure performance. The goal is in the end the same.

Health and Safety performance shall be measured in order to observe, improve and sustain performance of an organization.

CRISTIAN OLTEANU BLACK SEA OIL AND GAS If you cannot measure it, you cannot improve it. In health and safety, continuous improvement is a fundamental base towards having an injury-free environment with no accidents or occupational illness.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA The measurement of performances is necessary for a better awareness raising of the workers taking into account the risks to which they expose and for a careful communication which helps discover new risks.

RODICA STEGERAN - ROFA TEXTIL PRODUCT Is all about people. And about a culture of care.

Businesses do not exist without the people and therefore measuring health & safety means measuring the overall health and safety of the organization you are part of.

GINO LAIOS - PHILIP MORRIS ROMANIA

ALEXANDRU BURADA - FORD ROMANIA Because KPIs are the only way to see how we progressed and to calibrate our forces for the next steps. Good HSE performance means a safe and efficient business. Performance measurement offers opportunities to improve efficiency, to identify and treat risks and, most importantly, to protect the members of the Cargill family.

MIHAELA TAMPU - CARGILL ROMANIA

62

To have a more realistic view of the entire system, so as to implement continuous improvement measures in everything related to occupational health and security.

OANA HUTA - UNIVERSAL ALLOY

Q&A

Romania

09

How do health and safety policies and procedures influence business strategy?

A hard question to answer. In an utopic world (ony few companies even in western cultures), SAFETY IS FIRST, so any strategy will be based on safety among other actors. Now, in real life, unfortunately, only smart companies will apply this. Smart companies, but on the long run.

CONSTANTIN POPA - HSE EXPERT To run a successful business you need to manage the quality of your product or service, and the productivity of your business. You also need to manage the health and safety of the people who work for you. The way you do these things is determined by your management system.

CATALINA BALAS - AECOM Our highest priorities are the safety and health of our employees, customers, suppliers, community and the protection of the environment. Continuous growth in the areas mentioned, are fundamental elements of the sustainable growth of our company and it is pursued as an integral feature of all business processes, programs and in the overall Linde business strategy.

DAN BAJALIU - LINDE GAZ ROMANIA A health and safety embraced culture makes a business more sustainable and the employer trusted. In our case, we don’t accept and encourage any shortcut when it comes to health and safety and we are proud that we have the chance to collaborate with our partners to embrace our culture.

MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA Health and Safety Policies and Procedures are influencing business strategies by influencing business plans, in terms of resources (either financial or human) planning and associated budgets.

CRISTIAN OLTEANU - BLACK SEA OIL AND GAS

Healthy workers are more productive and obtain top quality products; A smaller number of accidents and illnesses contributes to the reduction of absenteeism.

In other words, to lower costs and reduction of interruptions in the production process; An optimized equipment and work environment according to the needs of the work process and maintained in good condition contribute to a better productivity and quality, as well as to the reduction of risks for workers’ health and safety; Less accidents and illnesses mean less damages and risks in terms of responsibility.

RODICA STEGERAN - ROFA TEXTIL PRODUCT In any mature organization health and safety is part of the business in my view. Health and safety must be seen as an integrated part of the day to day activities and considered from second one of when a new business plan starts being developed. This is normality. I have experience with various companies for which health and safety is just something required on top of everything else and I can tell you that where safety is missing most likely quality is missing as well, and all the other important metrics together with it. It can be used in my view as criteria for selecting your business partner: a good safety record most likely translates into “trustworthy”, the opposite being also true.

ALEXANDRU BURADA - FORD ROMANIA Among other important aspects that are to be considered when building a strategy, safety is at the heart of the process. The policies and procedures on safety, their presence are allowing strategies to be validated in the sense of achieving them. And is about risks and managing that risk. It’s like building a strategy to swim across the English Channel but then you don’t consider that alongside the swimmer there will be no accompanying boat with the team so to ensure the safety and immediate intervention in case of something going wrong.

GINO LAIOS - PHILIP MORRIS ROMANIA Health and safety policies are the company’s written commitment towards employees. Once the company also “walks the talk”, healthy and motivated personnel will become the key element of a successful business strategy.

BOGDAN GUTU - F&R WORLDWIDE By implementing viable H&S policies and procedures, the Company may grow its reputation in the community where it operates, with its clients, and becomes trusted by its own employees, who are guaranteed to have a safe and healthy workplace.

OANA HUTA - UNIVERSAL ALLOY

63

EXPERTS PLATFORM

Romania

PROTECTIVE GLOVES MARKET – where to?!

15

64

new patents in January, 16 in March and another 16 in April 2017 show a fuzzy activity in the protective glove market around the world. Some of them are dealing with „smart” functionalities such as movement recognition, integrated barcode reader, illuminated gloves or an exoskeleton to reduce fatigue.

But for the Romanian PPE market, all of this sounds science fiction since we are still trying to replace the huge quantity of leather gloves still used in most of the companies around the country. The new liners, new fabrics, new coatings or multilayer constructions are not even recognized and used in the tenders that companies are launching. 90% of the HSE managers I have met in the first four months of the year do not know the new EN 388 standard for mechanical risks. So what is there to be done by the glove manufacturers?

The market is demanding a growing volume of gloves and at global level, specialists are expecting a 6%-8% increase every year and expect to reach USD 15.78 billion by 2024.

Europe emerged as the leading regional market because of the stringent workplace regulations.

But let’s see what we should do in Romania. As a protection glove specialist, I reckon there is a huge need for education and awareness.

While standards are updated, the manufacturers should create educational opportunities for customers to understand how to select the appropriate PPE. To educate on the changes, present how it impacts their business, and also make product recommendations based on what application is being

performed. This requires a rather big number of visits in the production facilities, trials and testing reports.

Too often people are caught up on competing to drive cost down at the time of purchase rather than taking the time to understand the application. Too often purchasers dictate the use of PPE safety gear.

Most of the times the best option may not be the lowest price. Time trials measuring lifespan of product in use compared to price will provide the most accurate cost of PPE safety gear.

Conferences, training days, info boards, seminars, webinars, are all used to inform the customers and their workers on the new technologies used by the manufacturers. Combining these activities allow the workers and ultimately, the users of the gloves, to understand what new technology means, how it can better protect them and why feedback is requested every time a trial is done. Only by engaging with end users on a daily basis and sharing the knowledge we have on gloves, while they share the knowledge and experience with their technical application, will we be able to progress together and make sure the rate of hand injuries will decrease.

Regarding the leather gloves mentioned before, they mark a significant presence in the protective gloves industry. This can be attributed to the protection it offers in cold environments and preventing splinters, although most of the workers just prefer them for the safety “feeling” they offer. For generations, workers have used only

ALIN MOLDOVAN COUNTRY MANAGER ROMANIA AND BULGARIA MAPA PROFESSIONNEL leather gloves being the only ones available, but very quickly showed their limits.

However, leather supply for protective gloves is expected to face stringent competition especially from protective footwear industry. In addition, high costs associated with the leathers is expected to force glove manufacturers to switch for less expensive materials and use nitrile and polyurethane.

The state of the hand protection market will evolve greatly in Romania and will follow international trends until a machine knitted glove coated in a water-based polymer or nitrile foam will become the best-selling product. This means that for tasks where you could not use a glove in the past, the standards and procedures will be redefined and a “second-skin” glove will be accepted by the worker. Just imagine 

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

MEASURING BEATING SAFETY THE PERFORMANCE CHALLENGE

M

easuring safety performance is easier said than done—especially for companies using contractors.

That’s because measuring safety performance isn’t a question of just carrying out periodic inspections and reviews. Nor is it a question of using just workplace accidents as a yardstick for measuring performance. It’s more complicated than that. With no easy solution for measuring effectiveness, many companies struggle to install a measurement system that goes beyond measuring injuries and illnesses, compensation costs, or lost time injury rate.

But failing to measure a safety system’s effectiveness is asking for trouble. It not only undermines your safety system but also hurts your ability to control risk. Poor measurement is a key reason why safety isn’t a priority at many companies. Tactically, measuring a system’s effectiveness provides

66

critical information on how well a system operates, identifies areas for remedial action, generates feedback, and builds motivation. More importantly, it provides a solid basis for continuous improvement.

Strategically, measuring a system’s effectiveness creates a safer workplace. That might not seem like much to some managers, but it matters when you dig down deeper.

In addition to improving workers’ safety, creating a safer workplace improves efficiency, productivity, and employee morale. More importantly, it cuts compensation costs. Businesses spend over $170 billion a year on costs linked to workplace incidents. These expenditures come directly from a company’s profits. Anything that cuts these costs boosts the bottom line.

So, creating a safer workplace makes sense—especially if you use your fair share of contractors.

MEASURING SAFETY PERFORMANCE IS MULTIDIMENSIONAL Measuring safety performance requires a multidimensional effort.

So, if you want to assess safety effectiveness at your company, you’ll have to take a holistic approach—one that incorporates the following: Leading Indicators — They focus on future events used to drive and measure safety activities for preventing and controlling injuries. In other words, they measure a company’s culture and its management system’s integrity and performance.

Leading indicators include things like safety training, employee perception surveys, safety audits, safety inspections, and behavior sampling.

Lagging Indicators — They focus on measuring progress toward compliance with safety rules and regulations. Put another way,

EXPERTS PLATFORM

they measure workplace incidents in the form of past accidents and injuries. They include things like the frequency and severity of injuries, lost workdays, and total compensation costs. Lagging indicators tell you how many people got hurt and how badly, but not how effective your system is.

Performance Targets (Goals) are based on good data, in-depth analysis, an understanding of risk improvement, sound baselines, and the causes and preventability of accidents.

Often, they focus on a company’s safety management processes.

In addition to including things like reductions in lost time and medically treated injuries, good performance targets can include the number of audits opened/ closed and time, the percentage of PPE compliance, and employee participation rate.

Romania

Key Performance Indicators (KPIs) are objective and easy to gauge and collect, reliable and immediate indicators of performance levels, cost-effective to gather, and owned and understood by the organization.

KPIs include things like: The number of injuries per year Amount of training delivered compared to the original plan Environmental indicators Investigations closed within so many days Attendance levels Days lost per FTE Number of specific illnesses Building a safety system that incorporates these elements takes it out of the realm of being just a list of rules and regulations and boosts adoption.

MEASURING, EVALUATING, AND IMPROVING PERFORMANCE

Managers have a variety of tools and methods to measure, evaluate, and improve safety performance.

They can use safety audits and surveys, safety occurrence reports, and safety investigations to measure performance, to name a few. They also can use safety reviews, which are ideal when introducing new technologies, implementing new procedures, and structural changes in operations; and internal safety studies, which are well suited for assessing things like system deficiencies. Companies need to tailor these tools and methods of measuring effectiveness to meet their specific needs.

Companies also have a wide variety of tools they can use to improve safety performance. For example, prequalification of contractors in the hard hat industries is critical. So is safety training. But savvy companies are using technology to boost and measure safety performance,

67

EXPERTS PLATFORM

Romania

including wearable technology (smart helmets), tablets, smartphones, robotics, sensors, automation, and drones. Companies are also using Cloud computing or SaaS solutions to boost safety performance, such as onboarding software. These solutions provide contractors the specialized safety training they need before starting work.

Establishing goals for measuring effectiveness provides a blueprint for implementing a safety system.

It also provides help in directing a company’s resources to achieve an outcome. When establishing safety goals, identify measures that indicate an effective program and that emphasize activities needed to reach these goals. Safety goals can include things like reduce recordable injuries by 10 percent over the next five years or provide 12 monthly safety training programs with 90 percent attendance over the next fiscal year.

ESTABLISHING A SAFVETY CULTURE Adopting a consistent safety management process is imperative if a company wants to improve safety performance. Without a consistent ongoing effort, a company will fail to eliminate performance gaps or cut compensation costs. Also critical to improving safety performance is establishing a safety culture and getting everyone on board. The first step in this process is to get ownership and senior management buy-in. Without it, a safety culture will never take root.

Below are eight key steps to creating a safety culture and getting buy-in company-wide:

1

Find a compelling reason for creating a safety culture. Then tell everyone about why you’re making changes. It encourages adoption.

300 Park Avenue, New York, NY 10022

68

2

Identify champions for the program. Make sure they’re visible and can articulate reasons for the changes. It also helps to build trust among the managers, supervisors, and employees.

3

Conduct self-assessment and benchmarking activities. You can use self-audit mechanisms, safety perceptions surveys, and even visits to other companies to do this. This effort tells you where you are.

4

Provide initial training for key people first, such as supervisors, health and safety team members, and key workers here.

This effort provides a core group of resources to draw on and gets critical personnel on board early that can lead the change.

5

Establish a steering committee with authority to get things done. Composed of management, employees, union people, and safety staff, this committee can help facilitate, support, and direct the effort to establish a safety culture.

6

Align the organization. To do that, you need to create a shared safety vision along with key policies, goals, measures, operational and strategic plans.

This process includes getting ownership to provide key resources, holding supervisors and managers accountable, and making sure management sets the example.

7

Develop a system of accountability. The system should cover all levels of the organization. Strong safety cultures have individuals that hold themselves accountable.

8

Define specific roles and responsibilities. Initially, you

ARTICLE PROVIDED BY INITIAFY

should develop them for key safety and health personnel. But you also need to get workers to view safety as their responsibility. And spell out how the organization will deal with competing pressures and priorities.

Additional things you can do to create a safety culture with buy-in is to provide multiple options for employees to voice their issues, educate employees on how critical it is to report incidents like first aid and near misses. Also, make sure you hold investigations in an objective and effective manner.

FOCUS ON COMPLETENESS AND OPERATION OF SYSTEM Whatever approach you take to assessing safety performance, it must focus on a system’s completeness and the operation of its critical elements for it to do its job. To do that, you’ll need to collect evidence from documents, observations, and interviews to gauge the adequacy and implementation of the system’s key elements. In other words, you’ll need to create an auditing process that targets potential problems and that deals with them head on before harm happens, Plus, the process must help you assess a system’s strengths, weakness and performance gaps.

Measuring safety performance is a challenge. That’s because no single unit of measurement does it. It’s too complicated for that. But measuring performance is imperative. Failing to do so puts your company at an enormous risk. It also undermines your safety program and hurts your bottom line. Measuring safety performance, on the other hand, provides a solid basis for continuous improvement. Doing that boosts not only efficiency, productivity, and competitiveness but also survivability and profitability—all good things for your company 

http://www.initiafy.com

EXPERTS PLATFORM

Romania

MIRCEA TADIO HSE EXPERT

EXPERTS PLATFORM

CONFINED SPACE AWARENESS W

orking in confined spaces presents a real challenge for the safety personnel. Confined spaces due to the very big multitude of types can be found in almost all industries from chemical and oil&gas industries to construction industry and even to food or heavy machinery industry. Basically, whenever we find boilers, pressure vessels, cargo holds, cargo tanks, ballast tanks, double bottoms spaces, double hull spaces, fuel oil tank, lube oil, sewage-tanks, pumprooms, compressor rooms, cofferdams, void spaces, duct keels, inter-barrier spaces and engine crankcases can be included in the list of confined space and this is still not limited, there can be more others.

It is not possible to provide a comprehensive list of confined spaces. Some places may become confined spaces when the work is carried out, or during their construction, fabrication or subsequent modification.

Considering that this long list is an open one there comes one question… “What is a confined space and how can it be recognized?” - The answer can vary depending on what legislation we are looking at, if we follow the USA OSHA, the confined space means a space that has any of the following characteristics: limited openings for entry and exit, unfavorable natural ventilation, not designed for continuous worker occupancy, if we follow the “UK Confined Spaces Regulations 1997” that are more close to the UE legislation, then the confined space means any space of an enclosed nature where there is a risk of death or serious injury from hazardous substances or

70

dangerous conditions.

“If the confined spaces are so commonly spread, how dangerous can it be?” - The answer is unpleasant: in the confined spaces which are difficult to access and poor ventilated such as columns, tanks and silos, mechanical incidents may occur or dangerous gas clouds may form unexpectedly and lead to spontaneous combustion. There is a risk of injury due to lack of oxygen, toxic and explosive gases, harmful particles and mechanical impact. Accidents in confined spaces often result in death and normally affect several persons at once.

USA: „A 2012 study published by the University of Berkeley in California, USA shows that 530 workers were killed in 431 accidents by toxic gases or due to lack of oxygen while working in confined spaces in the USA between 1990 and 2005. This number equates to an average of 29 accidents and 36 deaths annually – in the USA alone. According to the study, the activities which most frequently lead to accidents are repair and maintenance work (24 percent of the examined cases) followed by cleaning activities (12 percent) and inspections (11 percent).” *1 UK: “A number of people are killed or seriously injured in confined spaces each year in the UK. This happens in a wide range of industries, from those involving complex plant to simple storage vessels.

Those killed include not only people working in the confined space but those who try to rescue them without proper training and equipment.” *2

EXPERTS PLATFORM

Looking to the above aspects naturally there comes another question: “What are the exact risks associated with confined space working and how can it be controlled?” - The answer can’t be simple, the risks associated with confined space can be some listed below but that are not exhaustive: Lack of oxygen that can occur where there is a reaction between some soils and the oxygen in the atmosphere; following the action of groundwater on chalk and limestone which can produce carbon dioxide and displace normal air; inside of steel tanks and vessels when rust forms.

Poisonous gas, fume or vapour that can build-up in sewers and manholes and in pits connected to the system; enter tanks or vessels from connecting pipes; leak into trenches and pits in contaminated land, such as old refuse tips and old gas works.

Liquids and solids which can suddenly fill the space or release gases into it, when disturbed. Free flowing solids such as grain or ciment can also partially solidify or ‘bridge’ in silos causing blockages which can collapse unexpectedly.

Fire and explosions (example: from flammable vapours, excess oxygen, etc).

Romania

Residues left in tanks, vessels etc, or remaining on internal surfaces which can give off gas, fume or vapour.

Dust may be present in high concentrations, in flour silos for example.

Some of the above conditions may already be present in the confined space but other may arise through the work being performed, or because of ineffective isolation of equipment nearby, for example a leakage from a pipe connected to the confined space.

The enclosure and working space may increase other dangers arising through the work being carried out, for example machinery being used may require special precautions, such as provision of dust extraction for a portable grinder, or special precautions against electric shock. Gas, fume or vapour can arise from welding or by use of volatile and often flammable solvents. If the access to the space is through a restricted entrance, such as a manhole, escape or rescue in an emergency situation will be more difficult.

Regarding the part about how the risks can be controlled it is even more complicated, so first let’s understand what are the most frequent causes of accidents: Missing or insufficient hazard identification and risk assessment,

Insufficient threat awareness, No selection or the incorrect selection of gas detection instruments, The use of unsuitable personal protective equipment, The lack of training of workers who are designated to entry in the Confined Space.

From legal requirements the employer must perform a suitable and sufficient assessment of the risks for all work activities for the purpose of deciding what measures are necessary for safety. For work in confined spaces this means identifying the hazards present, assessing the risks and determining what precautions to take. In most cases the assessment will include consideration of: the task, the working environment, working materials and tools, the suitability of those carrying out the task, and arrangements for emergency rescue.

This is not a easy task even for an experienced general risk assesment specialist, therefore it is recommended to seek for professional help from someone that is specialized in confined spaces entry. He can focus on specific risks including the hidden ones and also to generate a Confined Space Program if there are identified potentially dangerous confined spaces.

These regulations regarding potentially dangerous confined spaces contain the following key duties in the mentioned order: avoid entry to confined spaces, for example doing the work from outside; if entry to a confined space is unavoidable, follow a safe system of work; and put in place adequate emergency arrangements before the work starts.

In practice to successful fulfill of this requirements, it is necessary to develop and implement a Confined Space Program that includes: identification and proper marking of all potentially dangerous confined spaces; procedure for risk assement prior to starting the job; work permit system; efficient isolation system; emergency arragements; training that supports accurate identification and mitigation of hazards posed by both

71

EXPERTS PLATFORM

Romania

the confined space and the work that will be performed in it.

The necessary precautions to reduce the risk will depend on the nature of the confined space, the associated risk and the work involved. Everyone involved will need to be properly trained and instructed to make sure they know what to do and how to do it safely. The required entrance form or work permit must provide guidance, every entry must be documented.

There are some elements named below that are not exhaustive, but many of them are key to be considered when preparing a Confined Space Program.

All entries must be supervised by a confined space entry supervisor and performed by workers who receive the training required at the attendant or entrant level and who are suitable for the type of work that is supposed to be performed. Supervisors should ensure that the necessary precautions are taken, check safety at each stage and may need to remain present during work in progress. All involved must be aware about own tasks and responsibilities, error or confusion can lead to risky situations.

Mechanical and electrical isolation of equipment is essential if it could otherwise operate, or be operated, inadvertently. If gas, fume or vapour could enter the confined space, physical isolation of pipework needs to be made. In all cases a check should be made to ensure isolation is effective.

Ensuring a proper ventilation by increasing the number of openings and therefore improve ventilation.

Mechanical ventilation may be necessary to ensure an adequate supply of fresh air. This is essential where portable gas cylinders and diesel-fuelled equipment are used inside the space because of the dangers from build-up of engine exhaust.

Warning: carbon monoxide in the exhaust from petrol-fuelled engines is so dangerous that use of such equipment in confined spaces should never be allowed!

Testing the atmosphere may be

necessary to check that it is free from both toxic and flammable vapours and that it is fit to breathe. Testing should be carried out by a competent person using a suitable gas detector which is correctly calibrated. Where the risk assessment indicates that conditions may change, or as a further precaution, continuous monitoring of the air may be necessary.

Many accident investigations reveal that knowledge, skills and experience are often lacking when it comes to testing the atmosphere inside of a container before entering it. The selection of the right gas detector and its correct operation are vital for minimising risks.

When it comes to so-called clearance measurements, miscalculations are common as a result of measurements being taken in the wrong places.

Often the wrong sensor technology is also used. For example, an EX sensor only measures whether gas is present in an explosive concentration but does not detect any toxic substances which may also be contained in the atmosphere.

Some toxic concentrations are so low that they are not displayed by the EX sensor reading, even though a risk of intoxication is present. An EX sensor generally only measures volume percent, allowing it to detect a risk of explosion but not a possible intoxication, which may already be in the ppm range (ppm: parts per million). For this, there are special photoionisation detectors (PID sensors) which can detect harmful substances in the ppm range.

Provision of special tools as non-sparking tools and specially protected lighting are essential where flammable or potentially explosive atmospheres are likely. In certain confined spaces (for example inside of metal tanks) suitable precautions to prevent electric shock include usage of extra low voltage equipment (typically less than 25 V) and, where necessary, residual current devices.

Provide an emergency rescue plan and provide suitable rescue and

resuscitation equipment that will depend on the likely emergencies identified. The emergency team need to be properly trained, sufficiently fit to carry out their task, ready at hand, and capable of using any equipment provided for rescue, for example breathing apparatus, lifelines and fire-fighting equipment. Rescuers also need to be protected against the cause of the emergency.

A large proportion of fatal accidents in confined spaces occur during rescue attempts. Colleagues respond impulsively without having properly assessed the situation in advance.

Rescuers are often injured or killed due to the same causes which originally endangered the colleague in the confined space. If a colleague has lost consciousness due to gas in the container, the rescuer will also be affected if he or she enters the space without a proper respiratory protective device.

In addition to all that are above, please take in consideration that a proper training is an important premise for avoiding accidents during work in confined spaces. Training sessions simulate a real work scenario and start, for example, by demonstrating the correct way to take clearance measurements and the use of personal protective equipment followed by entry and exit exercises. Participants are also trained in how to respond in stressful situations and low visibility in interiors as well as in the evacuation of unconscious and injured persons.

Also, information and consultation is very important to be taken in consideration. Some companies are not even aware that their factory/ site includes confined spaces.

This means that there is no risk assessment because a hazard has not been recognised. A joint inspection with an experienced safety expert and a detailed risk assessment can reveal that even a supposedly “harmless” large basin, or cavities for maintenance access can all be classified as confined spaces 

REFERENCES: 1. Drägerwerk AG & CO Confined spaces in the chemical industry – where no two jobs are the same; 2. HSE broshure - Safe work in confined spaces;

72

Reduce accidents, increase productivity Go for Zero Guide Book

GO FOR

ZERO ACCIDENTS AT WORK

Go for zero accidents at work Every workplace accident generates cost, and potentially includes a severe human toll that impacts morale and productivity. Managing safety risks to prevent workplace accidents from happening is both a humane and an economically sound strategy to protect or even improve company profitability.

Request the free Go for Zero guide and receive tips and information about tools to manage safety risks!

Contact us or scan the QR code now!

BRADY Romania World Trade Center, Piata Montreal, nr 10 Intrarea F, Etajul 1, Birou 1.16, Sector 1 011469 Bucharest

www.bradyeurope.com/diy T: +40 21 202 3032 F: +40 21 202 3100 E: central_europe@bradycorp.com

EXPERTS PLATFORM

HOW TO CHOOSE A CABLE-BASED FALL PROTECTION SYSTEM WHAT STANDARD SHOULD A HORIZONTAL CABLE SYSTEM BE TESTED TO? A system should be tested the relevant standards applicable to that region.

EUROPE EN 795:1996 has now been withdrawn and replaced with EN 795:2012 (recently harmonised), which is supported by the technical specification CEN TS 16415:2013. The intention of 100 this change, was to ensure kg consistent performance of anchor devices across. EN 795:2012 specifies the requirements and test methods for single user fall protection anchor devices. Even if their intended use is restraint, anchor devices designated as such are now required to be also capable of fall arrest.

CEN TS 16415:2013 specifies requirements and test methods for anchor devices for use

74

by more than one person simultaneously.

As with EN795:2012, even if their intended use is restraint, anchor devices designated as such are now required to be also capable of fall arrest. Test methods are based on two users falling simultaneously with a combined mass of 200 kg with additional users being tested using a 100 kg mass for each additional user.

The MSA Latchways Constant Force post range has been tested and is compliant to both EN795:2012 and CEN TS 16415:2013.

SHOULD A SYSTEM BE TESTED BEYOND THE STANDARD? Yes. Ideally a fall protection system should be tested for foreseeable misuse.

As the world leaders in fall protection— and with an overarching importance on user safety—MSA has always believed in testing not only to the standard but above and beyond it. MSA has always considered

EXPERTS PLATFORM

200 kg

Romania

100 kg

that the Latchways systems should be easy-to-use, however test their products for any foreseeable misuse.

HOW DO YOU KNOW A SYSTEM IS COMPLIANT? A system should be independently tested via a notified body and evidenced by a Declaration of Conformity Certificate.

The Latchways Constant Force post has been independently tested by test house SATRA and Declaration of Conformity certificates can be provided on request.

WHAT MARKINGS SHOULD A COMPLIANT SYSTEM CARRY? In accordance with EN 795: 2012, a system should be clearly marked to display the following information Means of identification, e.g. manufacturer’s name, supplier’s name, or trademark Manufacturer’s production batch or serial number or other means of traceability Model and type/identification Number and year of the document to which the equipment conforms Pictogram or other method to indicate the necessity for users to read the instructions for use The Latchways Constant Force post system carries all of these markings: SHOULD A SYSTEM BE TESTED BEYOND THE STANDARD? As the world leaders in fall protection—and with an overarching importance on user safety—MSA has always tested believed in testing not only to the standard but above and beyond it. MSA has always considered that the Latchways systems should be easy-to-use, however test their products for any forseeable misuse.

300 kg

HOW DO MSA TEST BEYOND THE STANDARD? Representative Roof Testing MSA undertake extensive testing of complete and representative roofing systems.

This means that they construct a 6m x 6m build-up of a roof, taking into consideration the supporting structure such as purlins, decks, spacer system, insulation and outer waterproofing covering. Testing in this manner ensures that Latchways systems can gain Manufacturer approvals for the Constant Force post to be installed on a specific roof type.

MSA has now tested the Latchways system on over 500 roof types (with between 6-10 tests on each), each backed-up by Manufacturer Approval Letters.

The manufacturer approval, ensures that the installation of a Constant Force post system will neither compromise the integrity of the roof, nor the guarantee given by the Roofing Manufacturer. With over 40 years’ experience, MSA has formed valuable partnerships with industry-leading roofing system manufacturers to ensure a holistic approach, and new relationships are formed on a regular basis.

Dynamic performance testing (Stage 1) This testing is conducted by using a 300 kg mass (the equivalent of three users falling simultaneously)—in excess of EN 795: 2012 and CEN TS 16415:2013—dropped through a free fall distance of 1.5 m, on a single post connected to a representative roofing system. This means that the Constant Force post system can accommodate up to three users connected at any one time working at any point along the length of the system, even within the same span.

Static load testing (Stage 2) For MSA to determine an appropriate ‘factor of safety’, each Stage 1 test is subject to a static load held for a given period of time.

Where a Factor of Safety of 2 is required, the whole construction, including the Constant Force post must be able to withstand a static load equivalent to twice the working load achieved during Stage 1. In the case of the Constant Force post, 10 kN must be increased to 20 kN, held for three minutes, with no failure of the complete system. When all Stage 1 and Stage 2 tests have been successfully conducted the Constant Force post can be installed in a fall arrest application to the given roof construction.

WHAT OTHER PERFORMANCE RELATED FEATURES SHOULD A FALL PROTECTION SYSTEM PROVIDE? Omni-directional testing A system should be tested to ensure that, in the event of a fall, it can still perform no matter in which direction the user falls.

The Constant Force post if tested to ensure it can deploy in any direction—it is able to achieve this using the technology of the unique Constant Force energy absorber.

Corrosion testing To ensure durability of a system, it should be subjected to recognised accelerated corrosion testing regimes.

During this testing, a system should be able to show its corrosion resistance in conditions that could normally be expected in service, i.e. urban, rural, coastal and general industrial applications.

The Constant Force post (and accompanying componentry) has been tested to 1000 hours of Acetic Salt Spray in accordance with BS EN ISO 9227:2006 and Neutral Salt Spray in accordance with ASTM B117-03 

DRAGOS STATE GENERAL MANAGER ALPACCESS

75

SKANSKA SAFETY WEEK THE REAL-ESTATE SECTOR BEYOND BUILDINGS AND NUMBERS

T

wo of the most important principles valued by Skanska all over the world, safety and health, were emphasized, for the 12th year in a row, during their Safety Week Program.

Skanska, one of the largest worldwide developers and constructors, is wellknown in the market for the fact that it values the safety and the health of its employees and partners. Skanska shares a vision that goes beyond numbers.

Therefore, health and safety, are elements that are equally important for the state of mind as they are for the body.

For this reason, in 2005, Skanska started organizing the Safety Week Program, a one week event that includes interesting and inspiring activities dedicated to the employees, tenants, contractors and partners. The Safety Week is highly important for the company, since it provides the chance to emphasize the role played by safety throughout the Skanska’s values: care for life, be better together, act ethically and transparently and commit to customers. However, these principles are not limited to the company’s employees only, since Skanska takes care of all its stakeholders’ wellbeing.

Skanska’s Safety Week is organized yearly all over the world and approaches new concepts which are meant to raise awareness regarding the wellbeing at the workplace and in the private life and to encourage people to think differently and treasure life.

Since the beginning, Skanska organized actions that are important for safety. In 2012, Skanska made the commitment

of being a leader in safety. As a way of keeping this promise, a new concept, the Safety Pledge, was introduced in 2013, during the Safety Week. According to this concept, all the employees of Skanska must acknowledge the Safety Pledge, which may refer to three elements: a personal promise of congratulating employees who work safely, stopping or preventing those who do not work safely and giving details regarding safety in the department in which they work, each time they engage in a conversation related to safety.

In 2017, 12 years after the first edition, Safety Week took place from May 8th to May 12th worldwide and the approached concept was Plan – Do – Check – Act (PDCA), with the sub-theme of Health and Well-being. PDCA represents an important concept for Skanska and is meant to prevent the safety hazards.

Each day of the week had a specific topic. Therefore, Monday was dedicated to the Planning, Tuesday was reserved for Doing, Wednesday was dedicated to Checking, Thursday to Acting and Friday to health and well-being. The activities that were part of the program took place on all Skanska Romania working sites as well as at the headquarter of the company.

This year, during the Safety Week in Romania, participants could promptly check their personal health or well-being by visiting some mobile stands, have optometric consultations, assess their body posture, receive first aid trainings, practice the use of fire extinguishers, attend

workshops and watch the local firefighting brigade perform rescue from heights by wires and ladders. Warren O’Brien, Senior Project Manager from Skanska United Kingdom shared the best practices related to organizing daily coordination meetings and pre-task planning.

Moreover, since Skanska also values the fact that children should be educated in a way that makes them be aware of the importance of safety, on May 13th, the Campus 6 site hosted an ergonomic workshop dedicated to children aged 4 to 10 years which consisted in delivering information that promotes health, prevention and correction of children’s posture.

Skanska’s Safety Week Program is getting more and more complex year after year and although new activities are introduced yearly, the purpose of the event stays the same. Even though the program lasts for a week, Skanska would like the participants to remember that safety and health do not end with this training, but it is also important to take care of their life every day either at work or at home. After all, at the end of each work day, everyone is entitled to come home unharmed.

As a follow-up activity, Skanska held a training for 30 students from the Technical University of Civil Engineering of Bucharest and involved them in activities that explained the importance of health and safety at the workplace, the safety standards and the way Skanska contributes to the education of its employees on the sites.

Plan each day ... think about your own health and safety!

Do

Act

Plan

Check www.skanska.ro

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

IT&C TOOLS USED IN HSE REGULATORY COMPLIANCE

A

GABRIELA FISTIS DENKSTATT ROMANIA

78

ny company success relies on an internal performant management. Management of compliance with regulations and different national or EU requirements is not an easy job. You have to be consistent, persistent and very focus. I know many persons who face difficulties in handling the compliance, due to internal resource first and second due to major operational or technical implication. Usually, the persons involved in legal requirements identification and compliance matters are always support functions and they have to have a delegated authority to empower for implementation different specific requirements.

This authority delegation is missing and when it exists this is improper communicated internally, thus the responsible person cannot lead the process and neither assure a high compliance rate.

To improve the compliance performance within an organisation, CEOs, GMs should give some power to people which are involved in this process.

Task delegation and tracking/controlling of implementation will always be a challenge.

Enforcing legal requirements is a great challenge.

From my experience, I can say that there is no company that complies 100% with legal requirements, but the fact that it has an internal process to be updated with new legal requirements, has proper controlling and monitoring process of compliance and identifies objectively its performance, is already a step forward.

Nowadays, the easiest way to be updated with legal requirements, to catch very fast the new inputs and to delegate very fast tasks to comply is to use an IT&C application which lowers the personal effort and brings you a lot of benefits and a proper compliance control even from the top management perspective (e.g. Think!Legal or Bwise). The top management has to be aware in time about different new potential constrains coming from legal requirements in order to take proper decisions.

IT application provides up-to-date information on the specific and applicable legislation to the business segment, highlighting the legal obligations that impact the business, and creates

a context for evaluating and collaborating with other stakeholders at the company level to create a competitive internal compliance environment.

Such IT&C application help you as HSE responsible to manage fast compliance requirements, to inform other important stakeholders about potential impacting laws and implications/obligations and establish action plans to comply. To work only in a single tool is much easier than to roll out different spreadsheets or some files. IT tools helps you in minimizing effort, losing important data and information, as well as tracking the reoccurrence rate.

What can you do with such compliance management IT application?

Stay current with legal information, up to date with your specific impacting requirements Monitor the organization’s compliance profile and conformance in easily configurable and usable dashboard Checking compliance with specific operational legal requirements accessing audit section Status quo evaluation of compliance performance by site (manageable also for multisite companies) using score card system Permitting obligation monitoring Comply with ISO 14001, ISO 18001 by listing a specific HSE legal applicable data base Reduce all resource needed to inform different stakeholders from the company by using task management Inform decision making (top management) with a view on the balance between performance and risk Monitor progress of controls, their effectiveness, possible reoccurrence and issue management activities using dashboards, status tracking, and robust reporting Audit reporting and action planning with archiving possibility Using a HSE compliance management IT application will bring you more time as HSE responsible to involve relevant functions in solving potential challenges and will focus the entire organization toward more widely and systematic approach in regulatory compliance 

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

POSITIVE SAFETY

IS YOUR ORGANIZATION READY TO LOOK AT SAFETY FROM A NEW ANGLE?

I

n increasingly complex work environments, safety becomes more than the absence of accidents. Managers are challenged to identify and build on “what works well”, and employees at the sharp end have to be able to make situational, safe decisions.

In the last decades, approaches to achieve the goal of zero industrial injuries have been increasingly characterised by – sometimes extensive – management systems built on rules and procedures. On the other hand, many industries nowadays rely on highly skilled workforces, for which safe methods of working should ideally be an engrained part of their skills and abilities. For many engaged managers and safety professionals, the tendency of organisations to look at safety only as a formalized set of rules and procedures in a work environment that also requires the ability to make safe, situational decisions in complex, non-textbook type situations is increasingly becoming a dilemma. There is an increasing perception that these systems and procedures do not always live up to the expectations, and may even create an excessive burden that reduces an organisation’s ability to look at safety in a positive, engaging way.

In addition, there are still managers and safety professionals who believe that unsafe employee behaviours are the source of all (or most) evil and that the majority of accidents is caused by employees who are just behaving unsafely.

It has to be acknowledged that today’s

80

approaches to safety management often do not instill positive emotions in workers or managers. Although the goal of safety is unequivocally defined as “to go home healthy at the end of each workday”, routinely repeating this mantra has done little overall to foster a positive thinking about safety.

Instead, remarks such as ”Safety…oh yes, these horrible safety moments we need to have at the beginning of each meeting discussing the emergency exits…” heard in a recent conversation may be more indicative of how many people – both workers and managers – feel about safety in every-day life. To really achieve a lasting change in an organisation’s values when it comes to safety, it is therefore worth looking at safety in a new way – “Positive Safety”.

WHAT DOES “POSITIVE SAFETY” MEAN AND HOW IS IT DIFFERENT? 1. Safety Instills Positive Emotions The goal of Positive Safety is to talk about safety in a way that instills positive emotions beyond the basic goal of going home safely at the end of a workday. While “going home healthy” remains the key objective in Positive Safety, positive emotions are centered around meaningful and tangible aspects of employee empowerment (on an individual basis) and organizational care (on a collective basis), rather than around “avoiding having an incident”.

EXPERTS PLATFORM

Romania

KICK- OFF: ARE WE READY FOR POSITIVE SAFETY?

2. Safety Is “The Presence of Positives” Many organisations currently still monitor safety mainly in terms of what is going wrong – counting accidents, incidents, near misses, unsafe behaviours or unsafe conditions. Even replacing lagging indicators (such as accident statistics) by leading ones does not solve the fundamental implication of this approach, i.e. that safety is defined through (the absence of) negative events.

In “Positive Safety”, organisations instead identify the positive aspects that make them safe, and thus characterize safety by “things that go right”. Safety thus becomes the presence of positives rather than the absence of negatives. The ability to have effective systems to gather, analyse and use data based on “things that go right” poses new challenges which require new ways of thinking as well as new ways of obtaining meaningful information.

3. Positive Safety Means Enabling People to Make Situational, Safe Decisions In many working environments, “Golden Rules” related to safety have been established which apply regardless of the situational context.

Establishing such Golden Rules makes sense to define expectations for employee behaviours in the light of typical serious workplace hazards.

In exemplary organisations, these Golden Rules will be established on the basis of reliable organizational measures and technical equipment that enable workers to follow the Golden Rules in an efficient and effective way (a typical example

KICK-OFF · Leadership engagement · Current status review · Safety language exercises

EXPLORE: WHERE DO WE STAND?

DESIGN: HOW DO WE INSTILL POSITIVE SAFETY?

EXPLORE · Field exploration: “What are the useless things we ask you to do?” · What does success look like? · Positive Competency Assessement · Leadership Workshops

is investing in the installation of fixed fall prevention measures such as guards and railings where this is feasible rather than relying on personal tie-off in all situations).

In increasingly complex environments Golden Rules will only be able cover certain, typically standardized, situations. Employees at the sharp end, however, constantly have to make situational decisions about safe methods of work which go far beyond what could be defined in a simple Golden Rule. In Positive Safety, organisations will develop the competence of workers on the sharp end and empower them to make situational, safe decisions. To ensure that this competence becomes organizational knowledge rather than remaining individual expertise, organisations will implement intelligent programmes to assess, develop and share competencies. This will include advanced mentoring and coaching approaches, a sharp contrast to classical classroom training exercises which are still predominant in many companies.

4. Positive Safety Means Investigating Why Things Go Right A fourth but equally important aspect of Positive Safety is establishing a new way of looking at event investigations. Investigations of “bad” things that have happened – such as accidents and incidents – are often prone to the outcome bias

ANNETTE NIENHAUS TECHNICAL DIRECTOR PERFORMANCE IMPROVEMENT & COMPLIANCE ASSURANCE, ERM GMBH

DESIGN · “Roadmap to Positive Safety”

DEPLOY: LET’S LIVE POSITIVE SAFETY DEPLOY THROUGH TAILORED TOOLS · Positive Event Analysis Field Expert “Rule Reviews” and Streamlining · Positive Competency Development · Expert Crews for Critical Task Reviews · Locally developed team initiatives

(“measures were inadequate…”) and the hindsight bias (“it was predictable that…”), which can be significant barriers preventing real learning from past events. Positive safety strives to overcome these barriers by identifying and analyzing exemplary things that go right and use this information to become better at identifying signals, indicators and baseline requirements for safe performance. When performed by mixed teams of shopfloor experts, supervisors and HSE experts, such investigations will provide a real basis for effective and positive organizational learning.

THE ROAD TO POSITIVE SAFETY

The figure below outlines the process to embed Positive Safety as “the” way of safety thinking within an organisation. It follows a four stage approach, with initial kick-off and exploration phases followed by the design of a roadmap with individual, tailored steps and activities to drive employee engagement, empowerment and organsiational learning. The implementation phase or “deployment” can be adjusted and tailored to the specific needs of an organisation and can be integrated with other, existing approaches or programmes.

Looking at safety from this new angle will help accumulate individual skills into an organisational culture of making situational safe decisions.

It will drive a safety culture characterised by empowerment, involvement and continuous learning 

81

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

HSE – FOR THE COMPANY OR FOR THE PEOPLE? A

lthough it should be the main pillar of each activity, HSE in Romania is still regarded as a side-part of the business and HSE People are regarded to a bigger or smaller extent as paper-pushers and the HSE Department seems to be regarded as that part that makes sure that the Company is safe.

Of course, the activity is based on documentation and everything needs to be put down on paper, signatures and approvals are needed with the purpose to help the Company in case something goes wrong – it is needed to have proof that prevention was done, risks were assessed and measures were taken.

There is that part of our activity that consists of near miss reporting, writing procedures, evaluating activities and keeping our fingers crossed that everybody follows the rules and that the rules are good enough to prevent incidents or accidents from happening.

82

There are cases when good HSE People can’t manage to get commitment from their work colleagues. Not everybody is built in such a way that can easily understand that a certain thing should be done in one way and not another and words like “procedure” and “commitment” is, after all, a very big word.

In my daily job I’m afraid of 2 types of people: those that have too much experience (as they’ve been through everything and nothing bad ever happened to them so it is obvious that nothing bad will ever happen) and those that aren’t experienced (as they tend to be afraid of the new tasks and can’t fully control every aspect of their job).

There is a famous question in our field of work “do your employers know how much a work accident cost?”. Although the answer to this question can get some wheels running, it is not always enough.

There are Companies (employers)

RALUCA PINTEA HSE MANAGER BRENNTAG

that fall under the first category from above.

I tell my colleagues (we work in a warehouse of chemicals) that we only have 2 eyes and 2 hands; and that we should all work each day, so that we all get home in the evening in one piece. When you start to involve people in the HSErelated decisions (for example let them choose what PPE they like) and explain what could happen (worst case scenario) if a rule is not followed, instead of expecting them to follow it without understanding, you start to get commitment.

At the end of the day, HSE is not a matter of cost or investment; it’s more than documents and signatures; it should not even be about the Company, because it is about the People.

And once you get commitment HSE becomes what it should be – something done by the People, for the People, in the benefit of the Company 

Stress Management: Awareness of stress factors and how to overcome them Nowadays our daily activity is led by too much complexity and bureaucracy which has built up around health, safety and environmental aspects. One of the main reason is the compliance aspects with different regulatory requirements but also the alignment with company specific requirements set up around a nice HSE strategy. We many times heard managers saying that we already have the knowledge to make the HSE strategy a reality. Is this true or not? Sometimes there is a gap between management overview and the ground floor reality. WE HAVE TO OPEN UP. By keeping things as simple and straightforward as possible we can ensure that our businesses enable a successful and productive path.

We forgot that our main assets are the humans, no matter the type of the business looks like. We have to take care about them.

Stress is one of the most undoubtable aspect which is not easy to be manageable within an organisation.

Most of the organisations does not touch this subject very openly. Health and safety strategies within companies are enclosing this concept in their area of interest and started to apply methods of work stress release.

The enforcement law in different countries is trying to control this aspect by clearly defining some specific stress factors which can be critical in situations like: hazards, post-traumatic stress disorder (PTSD), supervision, multi-tasks, project complexity, new products, cultural diversity or even production diversity.

Risk Management approach also defined stress management at work place as being a critical point in the actions employees can take in stressful situations and how these can affect the organisational environment.

Human stress can be work related or a combination with external factors (family relationships, personal illness, financial concerns, lack of skills and competences, etc.).

Even that the topic is a sensitive one, managers are also defining their leading strategies of skills evaluation for each employee category and business efficacy keeping a close look to the manners how stress management can affect these important factors for organisational success. Assessing of the most impacting aspects which

can generate stress could lead to minimizing risk and moving the organization towards best practice in managing stress at work.

Stress management methods and techniques are defined by each organisation and put focus on physical and psychological techniques and on the need to modify the stress culture through organizational development.

There are potential benefits which could be provided to mitigate the stress and combine with health improvement which are recently well accustom into the HR process like: food subsidize, transport subsidize, regular health checks, health programs or trainings.

First the organisation has to be aware about the most impacting stress factors and to work with them.

That’s why the organisational environment must have a PRO stress release attitude and this has to be openly and widely communicated and to promote `a positive manager behaviour` a most common action part of the stress prevention. In combination with this attitude, the organisation has to coop to some more actions in order to release organisational stress such as: • Offer flexible working hours • Launching health and wellbeing program - fit to the needs of employees.

The program can vary from promoting indoor activities either on company site, either on external locations and here we can give some examples: Yoga relaxation session, massage session, dancing classes, meditation areas, fitness classes etc. All of these programs could bring happiness, has a protentional to become an important method for promoting physical activity in a public health perspective, thus improving health and quality of life, and decreasing disease burden for individuals.

Employees have identified different benefits from health and wellbeing programs which might include: improved attitude and morale, team work, higher job satisfaction and stronger engagement, improved productivity and human health.

The design of a good wellbeing program is not an easy job, and has to be well pre-pared in order to be successful. Just copying others does not make sense, and could not fit to your need. You have to be pretty critical in

doing it, in your own company interest.

• Building internal Stress Management Support Structures This structure will offer support for staff who experience stress problems, which may or may not be work-related.

This structure could be internal or external support, and had to fit to the purpose and should be easily accessible and neutral, meaning that from this structure cannot be part managers which lead team within organisations.

• Effective communication strategy This will ensure that all staff are aware of the support structures available, about the wellbeing programs and how to access them. In the same time this will demonstrate commitment from the top management of the organisation to stress management and staff well-being.

• Train your employees Implement specific soft skills training programs. Outdoor team buildings programs, psychological wellbeing and resilience training are key to preventing stress and creating a stronger team communication.

Managers should not neglect the impact and risk occurred due to the stress issues. This has to be addressed, be part of the internal risk management process and a comprehensive and transparent proactive program has to be implemented, which would lead to mitigation of any major health problems.

Monitoring the implemented programs would give you a clear overview of the improvements, if you will set up the most appropriate indicators, to drive the process on long term. This has to be part of the business strategy and has to be integrated into the people management process of the organisation.

Stress related to working environment could lead to high rate of employee turnover, and if you would count that one employee costs the company between 700-1000 euro for the first month… at least, you can easily count the loses for your company if you will not minimise the turnover and you will not take care properly in a proactive manner about this sensitive aspect.

GABRIELA FISTIS MANAGING DIRECTOR DENKSTATT ROMANIA

83

EU legislation and directives give minimum requirements for occupational health and safety at work, this statute regulation can only be viewed as a foundation for a robust safe system of work and companies Safety policies and procedures.

Motivation for health and safety must come from within the organisation itself to create a positive safety culture that is the norm.

EXPERTS PLATFORM

HSE MOTIVATION AND TRAINING G

iven the premise that knowledge is power, an effective communication system and training programme for an organisation would be one of the bricks to build on the foundation of EU legislation. The key to a good safety culture within any organisations HSE performance is motivation, which is possibly the most difficult aspect for a HSE professional to understand and manage. The responsibility for HSE is at board and management level, the consequence of a poor HSE culture usually results in an accident or incident at shop floor level, therefore every HSE professional has to be a motivator, communicator, educator and knowledge base to advise and coordinate the HSE culture for any organization, it is their role to sell safety by motivation. The purpose of every organisation is financial success and growth, the purpose

84

of every individual in the company is personal growth and security of tenure for their homes and families.

So as safety professionals we deal with motivation at many levels. At board and management to supervisor and worker. And in respect to training and motivation and given that the ultimate responsibility for HSE lies at the feet of the senior management, how do you motivate management to release resources in terms of manpower and production for HSE training.

1

Legislation, organisations have a statutory obligation to comply with EU legislation which will inevitably involve an article regarding information instruction and training, therefore in the event of an accident or incident, culpability is reduced in the event of prosecution or financial penalty.

2

A well planned training matrix for the whole of the company from director down ensures compliance with legislation, and allows for pre planning and budgeting and gives the organisation a definitive figure for tax relief.

3

A robust training matrix showing a positive HSE culture included into a pre qualification package for a pre tender for work shows perspective clients can be assured that there will be a minimal risk for incidents on their site.

4

A reduction in turnover of staff, people are motivated by personal progression within an organisation and an increased knowledge base.

5

The reduction of risk of an accident or incident within the

EXPERTS PLATFORM

organisation leading into downtime, loss of production, investigation, fines and legal penalties, increased insurance costs, and most importantly loss of reputation.

6

A moral duty to send employees home at the end of the day in the same condition that they arrived at work

7

The cost to the organisation doesn’t have to be expensive and sometimes free of cost a positive employee safety induction to new employees, visitors or external contractors lays down rules, sets standards, gives confidence in the company, and ensures compliance with statutory regulation. Regular toolbox talks at the start of the week or shift gives information to the workers, a welder who uses an angle grinder every day maybe doesn’t know that if he hasn’t got face protection on to EN166b may have a fragmenting cutting disc coming towards his face at 80 Metres a second or 288 kilometres an hour, or a trained first aider that puts a fellow worker in the recovery position after a fall from height in a harness and has been left suspended after suffering suspension trauma (Authostatic syncope) would possibly kill him because of reflow of toxic blood to the system. What cost would this have not only the company but the individual and his family and their future, as mentioned before knowledge is power and if the organisation has knowledge this equates to power not only in terms of safety but in terms of productivity and future growth.

To emphasise this point, I will give a couple of case studies that I have personally been involved with: A. ROMANIA Employed as a safety consultant on a power station build for a principal contractor, working directly for the CEO of the company during a joint venture, operatives were working at

Romania

height with no fall protection or not clipped on with harness. As a result, operatives were being excluded from site at an alarming rate and new ones bought in who did the same, this resulting in work stoppages and stand downs. With communication and the co operation of the safety team and with minimal downtime, prioritising the highest risk activities, we internally trained approximately 260 employees for work at height, harness inspection, also introduced a safety incentive scheme whereby giving lunch vouchers for positive safety compliance, awardees of this were congratulated and photographs taken showing awards were put on posters and displayed throughout site, lunch on the site canteen was about 5 lei, the motivation for safety grew and awards were given for any exemplary safe practice. We arranged with the two safety guys on site to train them with IOSH managing safely, which they did in their own time, both are still doing very well for themselves in the safety industry, the project won the global safety award for the manager of the partnering company, the client actively participated in the scheme giving fuel vouchers on a monthly basis, the recipe for this success …motivation and training, giving a knowledge base to build on. The project completed with no recordable accidents and workers had additional certification and awareness for their next employment. A big success for very little outlay, and motivation for HSE for the Romanian workforce.

B. SWEDEN, (CURRENT PROJECT) This project in comparison is more safety aware, and risk assessments are completed on a weekly and daily basis, work at height training is given as a matter of course to all new employees as well as a comprehensive induction from the company I am consulting for and the

client, all of the guys are compliant to the safe systems of work and with training and communication the supervisors are now writing the weekly risk assessments . An additional motivation for safe work practices is an initiative called ”Zero for Heroes” whereby workers can nominate individuals

Regular toolbox talks at the start of the week or shift gives information to the workers or groups and charities who require assistance and following 28 days on the project without accident or incident, the project will donate to whatever cause is nominated, this month being a young boy with a debilitating illness who requires specialist equipment to aid with his rehabilitation. In house training on the project is usually completed over lunchtimes, with the project supplying lunch.

8

An appointed HSE representative from the workforce gives direct information from management and safety meetings and more importantly provides feedback from the workforce. With regard to training needs the operatives will be more motivated by relevant training they have requested.

Having relocated to Romania from the UK three years ago, I have seen the motivation for change and development of a positive health and safety culture from the Romanian people and going forward, I believe that Romania’s integration into the EU will provide the legislation for Romanian organisations to develop and flourish 

GRAHAM HICKS - MIIRSM, GRAD IOSH, DIP RSA, ACIEH, HICKS SAFETY AND CONSULTING, PLOIESTI TEL +40 720439724, E MAIL HSE.HICKSON@BTINTERNET.COM, WEB HICKSAFETY.CO.UK

85

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

ABOUT FIRE PREVENTION W

COLONEL (R) ENG. DAN-AUREL SIMIONESCU

e know, of course, that the fire safety of a building is mainly determined by the design method, the quality and characteristics of the construction materials of which it is built, by the existence and proper functioning of the fire defense means with which it is endowed, by the thermal load, by the activities carried out inside it, by marking and keeping the ways of evacuation access for intervention free and accessible, and, last but not least, by the level of training of the staff and the users in the field of fire defense and emergency situations.

We also know that the products in the field of fire defense with which the constructions are endowed, as well as the services which are provided in this segment of activity by the commercial companies in the field must comply with the quality, performance and requirement parameters so that it should ensure an appropriate protection of the buildings and of their users.

We can also imagine the fact that, in case of occurrence of a fire, the equipment and substances used by the firemen must be efficient and safe so that they should contribute to a fast extinction and a reduction of damages. Namely, to function safely and correctly, at designed parameters, and the personal protective equipment, either we refer to helmets, suits, boots, gloves, breathing devices, ropes, small cords, and so on, to diminish or even remove the possibility of injury of the staff in mission.

86

Last, but not least, as a taxpayer citizen, it is very important and comfortable to know that you are safe in a showroom or in a mall, in a restaurant, club or disco, on a train where you are in the sleeping car and which runs at high speed during nighttime, to know that in the school or kindergarten where your child learns and which has been recently refurbished and modernized, the fire proofing of flammable construction elements has been efficiently made and that the fire extinguishers, the detectors and the fire signaling system work appropriately, that for the block of flats where you live, recently thermally rehabilitated, they have used materials which are not flammable, do not allow fire propagation, and, so, do not put your family or goods in danger, that in the very high building where your office is and you go every day, you are safe and that when you are in your private car on a mountain road and an engine fire occurs, for example, you can rely on the fire extinguisher in the trunk which you know how to use and which will help you to extinguish the fire quickly and to continue your holiday.

And in order to find a solution for all these issues or wishes only briefly listed above, as well as for many others related to them and to have trust among the population that you are safe wherever you are, the essential actors involved in the protection field must do their job, namely, synthetically: the inspectorates for emergency situations should rigorously fulfill their duties in the endorsementauthorization field related to fire safety,

FOCUS ON SAFETY to improve business performance

LEARN HOW FTSE 100 COMPANIES OPTIMISE SAFETY, PRODUCTIVITY, AND COSTS WITH ANSELL GUARDIAN. Ansell Guardian® is our proprietary service to help companies select the right personal protective equipment solution to improve their safety, productivity and cost performance.

Since July 2014, our recommendations have resulted in injury reductions on an average of 65%, customers have decreased products styles by an average 25% and we have saved companies a total of £115M.* *Based upon Ansell Guardian® global assessments since 2014. Final results may vary.

Please register at www.ansell.com/services to schedule a call and visit from an Ansell Guardian specialist

®

and ™ are trademarks owned by Ansell Limited or one of its affiliates. © 2016 All Rights Reserved.

EXPERTS PLATFORM

Romania

Studies and events have shown that the users did not know how to behave in case of fire in a public building the prevention control, the supervision audit of the persons authorized to carry out activities in the field of fire defense, the supervision of the market of products for constructions in the category of fixed firefighting equipment and the initiation and implementation of preventive public information campaigns; the designers of the buildings should include in the designs all the fire defense measures,

and the contractors of the construction works should put all the details of the designs into practice; the administrators/managers of economic operators/institutions should fulfill their obligations according to the regulations in the fire defense field; the users should know and fulfill the obligations they have in the fire defense field.

And as I mentioned the users, I consider that they should become more responsible, more careful and concerned about knowing the basic protection rules when they are in various categories of buildings in which they enter. The rules and measures of occupational health and safety and of behavior and action in case of fire/emergency situations specific to the workplace are probably known, but recent studies and some events occurred have shown that the users did not know Colonel (r) Eng. Dan-Aurel SIMIONESCU

88

how to behave in case of occurrence of a fire when they are in a public building. The public building may be a hotel, mall, hospital, church, museum, theater/film/concert hall, club, disco, stadium, etc. And the most important thing is to know how they should evacuate themselves.

And as we all enter public buildings every day, I recommend and insist on the need of getting familiar with the evacuation way to be followed in case of fire which, in many situations, is not the same as that of entry into the building, but it is in direct relation with our positioning in the construction at a given moment. And, in all the cases, it is important not to panic regardless of the event occurring, which may be even a banal power failure and to remember the fact that we have a smart phone in our pocket, with the lantern function, which can get us out of the trouble, helping us to evacuate ourselves safely ď‚—

EXPERTS PLATFORM

Romania

EXPERTS PLATFORM

CREATING A PROACTIVE HSE CULTURE IN ROMANIA

ARH. HORIA MIHAI NICOLESCU PRESIDENT OF SIGURA GROUP, VICE‑PRESIDENT OF ASI We can increase fire safety during operation without additional costs by creating a proactive organizational HSE culture in Romania ANY FIRE PROTECTION MUST BE EFFICIENT AND REAL! Any discussion about ensuring a certain level of fire protection must -mandatorily - start with the clarification of two terms: What does an efficient fire protection mean?

What does a real fire protection mean?

THE EFFICIENCY is a conceptual problem and it depends on: the minimum level generally accepted and legally imposed at national level, with the direct relation between this level and the organization of the respective company (economic, social concept, financial power, etc.). the level of requirement of the Insurer;

90

Shall be established by the Designer and the Insurer.

THE REALITY is a practical problem and it depends on: the correct realization of the entire designed concept of fire safety approved by the competent bodies’ the preservation of its permanent and perfect functionality during operation.

Shall be established by the Beneficiary and the Insurer.

As the level of fire safety requirements varies from one country to the other (depending on the economic power and national priorities), it results that the compliance with the national requirements in the field lead to an own national level of fire safety which does not imply - automatically - the achievement of the most efficient solution possible. Thus, due to its weaker economic power, the level of requirement of fire safety in Romania is at a more reduced value.

WHAT IS A FULL, WELL ARTICULATED, EFFICIENT AND REAL FIRE PROTECTION COMPOSED OF? This is much more than the sum of national legal requirements and it incorporates three directions of activity:

1

Structural (passive) protection with measures related to the building, of passive type.

2

Technical (active) protection with measures which are related to the technological systems implemented, of active type

3

The organizational protection (procedures and trainings), with measures which are related to the implementation in the people’s behavior of a coherent and efficient concept of fire safety in order to avoid human error. This direction represents – in fact- the control of the efficient implementation of

EXPERTS PLATFORM

Romania

Fig. 1 Compensation approach of operational measures compared to the rest the first two directions and it is an integral part of the implementation process of an efficient and proactive organizational culture of fire safety!

WHAT CAN WE DO TO INCREASE THE LEVEL OF FIRE SAFETY DURING OPERATION IN ROMANIA? At present, in Romania there is:

level of requirements NFPA

SPC PROPOSAL

1

a reserved mentality to invest in fire safety due to the wrong attitude of the Insurers in Romania related to this topic and which also has as a consecutive effect

level of requirements P 118 operational measures

2

technical measures

the habit of not allocating enough money for the initial investment in the fire safety for a building;

3

a reduced concern given to the training of the people in the operation period in order to form a proactive organizational fire safety culture That is why, at present, the only current solution for improving the efficiency of the level of fire safety during operation is: A the change of the action paradigm of all those involved:

constructive measures

Designer / Insurer / Beneficiary / Lawmaker B the recalibration of the shares of the three categories of measures which form the fire safety, with an emphasis on the operational measures. It results a new approach of the fire safety content, with an emphasis on operational measures.

This way, if we cannot afford

100%

Maximum initial level of fire safety, real and efficient

operational measures

technical measures

Corrective maintenance

constructive measures

0

Warranty expiring after two years

Time

Fig.2 The compensation of the reduced efficiency in time of the constructive and technical measures by maintenance to date, the permanent increase and improvement of the content of the operational measures.

at the national level to invest in the constructive and technical measures as much as the developed countries invest (see P-118 vs.

NFPA), we can– in exchange– invest in a compensatory manner in the operational measures (figure 1), a solution which presents a number of advantages which are not negligible at all: c. have costs close to zero compared to the constructive or technical measures; d. they do not occur at the beginning of the initial investment, but they are applied progressively only during the operation phase (they do not increase the initial cost of the investment); e. they are specific to each separate situation, at the level of decision of the Beneficiary, leading to the optimal adaptation of the fire safety measures to the real situation in the field; f. they are flexible (adaptable to all the internal and external changes which may occur during operation).

Thus, they always remain “to date” compared to the constructive and technical solutions which become old and worn out physically and morally, maintaining the initial level of fire protection and extending their validity period (figure 2) 

91

EXPERTS PLATFORM

Romania

ERGONOMICS IN THE WORKPLACE I

n the last years in Romania it is a higher interest in prevention and control of occupational diseases, and more and more companies are willing to implement ergonomics processes to improve not only the safety at work but also the health, comfort and wellbeing of the employees.

Ergonomics, also known as human factors, is the scientific discipline that we use to seek understanding and improve the human interaction with products, equipment, environments and systems. The Greek form of the word is broken into Ergo (Work) and Nomos (Laws of), and basically means “the laws of work.”

The main benefits of Ergonomics in the workplace are: Occupational injury and illness reduction; Workers compensation costs containment; Productivity and quality improvement and Absenteeism reduction.

Musculoskeletal Disorders or MSDs are injuries and disorders that affect the human body’s movement or musculoskeletal system (muscles, tendons, ligaments, nerves, discs, blood vessels, etc.). MSDs are the most common injuries related to the work environment.

Risk factors can be found in any occupation from the manufacturing site to the office. Everyone needs to understand that there is a risk of injury, but there are some definite risk factors to consider. The potential for MSDs increases if work activities and job conditions involves : frequent manual material handling; exposure to extreme temperatures; exposure to excessive vibration; repetitive motions throughout the work shift; awkward or stationary work positions; utilization

of excessive force or localized pressure to perform tasks; unnecessary lifting of heavy and awkward items or insufficient rest periods.

Musculoskeletal disorders are one of the most frequent workers claims with back injuries, one type of MSD, leading the list.

The constant pressure of working sometimes more than 8 hours on a hard, unforgiving surface can contribute to a variety of problems – most notably, fatigue. The body needs to work harder to compensate for the lack of support, which makes the muscles tired and the body more exhausted. The effects are exacerbated when the worker has to exert force or complete a repetitive motion over a long period of time.

Standing for hours, day after day, not only tires the workers feet but can also cause permanent damage.

Continuous standing can cause the joints of bones of the feet to become misaligned (e.g., cause flat feet) and can cause inflammation that can lead later to rheumatism, arthritis or plantar fasciitis.

Plantar fasciitis is the most common cause of heel pain. The plantar fascia is the flat band of tissue (ligament) that connects the heel bone and the toes and supports the arch of your foot. If you strain your plantar fascia, it gets weak, swollen, and irritated (inflamed). Then your heel or the bottom of your foot hurts when you stand or walk. These can lead to pain and swelling.

When we have a pain in the heel we try to protect that part of the body and the easiest way is to change the position of our feet to decrease the

pressure on that area. But changing the feet from the neutral position means also a change of posture in the alignment of the spine, so it can cause pain and higher risk of injuries to other parts of the body, like knees, lower back or neck. All this pains and injuries can be related with inappropriate shoes that don’t offer right support for our feet.

Feet are our foundation and when the foundation is misaligned it causes effects throughout the entire body.

75% of the population suffer from over pronation or excessive supination but most of us are unaware of our foot type and how it effects the rest of the body.

Excessive pronation and supination can cause a number of ailments that affect the foot, ankle, knees, hips and back. The most common symptoms of excessive pronation and supination are: Arch pain, Heel pain, Flat feet, Corns and calluses, Ankle sprains, Knee pain, Hip pain, Back pain Pronation and supination are biomechanical problems, and are best treated and prevented waith special insoles. Choosing the right type of shoes for your activity, together with anatomical insoles for your type of arch of the foot solves in most of the cases the problem. The shoes and insoles will keep the foot in a correct position, distributing the pressure on a bigger surface and absorbing the shocks.

It is easy to develop a safety or occupational product but is very hard to make it comfortable and ergonomic.

Choosing the right footwear with properly tested insoles is an investment for the future.

Today’s companies, now more than ever, have to deal with the health and wellbeing of their employees.

Employees have to deal with rises in production rates and the demands on quality, while employers are trying to overcome cost reductions 

MADALIN DAVID TERRITORY SALES MANAGER ROMANIA & BULGARIA EJENDALS

92

EXPERTS PLATFORM

Romania

H&S BEST PRACTICE FOR USE OF

Mobile Elevating Working Platforms MEWPs

What are MEWPs? Mobile Elevating Working Platforms known as MEWP`s, are special designed equipment’s designed to lift workers in a position where they can perform various works and finally to bring them back, safely to the ground level.

Operators have died when trapped in the MEWP basket or when the machine has overturned. Great care must be taken to select the most appropriate MEWP and ensure that use of the machine is properly planned and managed.

In Romania, Mobile elevating platforms fall under statutory technical prescription “PT R1 -2010 - ISCIR collection� and is mandatory be authorized for functioning before use.

Operator instruction and training are very important requirements and needs to be strictly followed by all involved parties.

What you need to do The most significant MEWP dangers arise from operation and use of the machine rather than from their movement as a site vehicle. These hazards must be properly controlled.

However, a safe workplace for all vehicle operations needs be established by separating pedestrians and vehicles and providing hazard-free traffic routes.

MEWPs hazards Most fatal and serious injuries involving MEWPs arise from: Entrapment: operator trapped between part of the basket and a fixed structure, e.g. when maneuvering in confined overhead areas of steelwork. Operators may become trapped against the platform controls, and if this happens they may not be able to stop the machine running.

Overturning: the machine may overturn throwing the operator from the basket Falling: an operator may fall from the basket during work activities Collision: the vehicle may collide with pedestrians, overhead cables or nearby vehicles These hazards should be identified within a risk assessment and suitable control measures put in place.

94

EXPERTS PLATFORM

Romania

Controlling the risk It is important to select the right MEWP for the job and site.

Have a plan for rescuing someone from a MEWP and practice it – someone on the ground should know what to do in an emergency and how to operate the machine’s ground controls.

There are a number of precautions that can reduce the risk from MEWP hazards. These are: Confined overhead working: Brief operators on the dangers, and the safe system of work to be followed. If there are overhead structures against which an operator could be trapped and then pushed onto the MEWP controls, consider selecting a MEWP that has been designed to prevent such accidental contact.

MEWPs with shrouded or otherwise protected controls are available.

Keeping the platform tidy will reduce the risk of the operator tripping or losing balance while in the basket.

Ground conditions: The platform should be used on firm and level ground. Any temporary covers should be strong enough to withstand the applied pressure.

Localized ground features, e.g. trenches, manholes and uncompact backfill, can all lead to overturning.

Outriggers: Outriggers must be extended and chocked before raising the platform. Spreader plates may be necessary – check the equipment manual.

Guardrails: Make sure the work platform is fitted with effective guard rails and toe boards.

Arresting falls: if there is still a risk of people falling from the platform, a harness with a short work restraint lanyard must be secured to a suitable manufacturer provided anchorage point within the basket to stop the wearer from getting into a position where they could fall from the carrier.

AVOID USING BODY BELTS, KNOWN ALSO AS SAFETY BELTS. In case of fall from height, cervical spine fracture and internal organs damage may occur in case of a fall. Hazards associated with body belts are greatly reduced by the substitution of body harnesses.

Body harnesses rather than body belts are the appropriate form of fall protection for employees working on Mobile Elevating Working Platforms.

Falling objects: barrier off the area around the platform so that falling tools or objects do not strike people below.

Weather: high winds can tilt platforms and make them unstable. Read carefully operating manual for maximum safe wind speed for operation.

Storms and snowfalls can also damage platforms. Inspect the platform before use after severe weather.

Handling materials: if used to install materials check the weight and dimensions of materials and consider any manual handling and load distribution issues.

You may need additional lifting equipment to transport materials to the work position.

Nearby hazards: do not operate a MEWP close to overhead cables or other dangerous machinery, or allow any part of the arm to protrude into a traffic route.

Training and competence The expiry date of the training license or card should be checked (Not to exceed one year) In addition to formal training for the type of MEWP, operators should

MEWP operators should have attended an operator training course which can be held by RSVTI (ISCIR authorized person) and received a certificate, card or ‘license’.

have familiarization training on the controls and operation of the specific make and model of MEWP they are using.

Inspection, maintenance and examination Operators have the obligation to report defects or problems and to mention in the equipment`s surveillance registry. Reported problems should be put right quickly and the MEWP taken out of service

A programmed of daily visual checks, regular inspections and servicing schedules should be established in accordance with the manufacturer’s instructions and the risks associated with each MEWP.

if the item is safety critical.

The MEWP must be thoroughly examined by a competent person or in accordance with an examination scheme drawn up by statutory law 

MARIUS HANGANU - HSE EXPERT Sources: Health and Safety Executive UK

http://www.hse.gov.uk/construction/safetytopics/mewp.htm

95

ECHIPAMENTE INDIVIDUALE DE PROTECTIE CU ROFA MERGETI LA SIGUR. VENIM IN INTAMPINAREA SITUATIILOR RISCANTE DIN DIVERSE DOMENII DE ACTIVITATE CU ECHIPAMENTE DE CEA MAI BUNA CALITATE, CARE NU SUNT DOAR CONFORME CU CERINTELE STANDARDELOR IN VIGOARE, CI DEPASESC SIMTITOR VALORILE CERUTE DE ACESTEA.

Echipamentele incadrate la cea mai inalta categorie – in clasa a III a de protectie, cum ar fi, de exemplu, echipamentele de protectie rezistente la arc electric, se conformeaza prevederilor Directivei 89/686/EWG si se supun unui audit anual din partea institutului de certificare.

Produsele rofa din aceasta categorie sunt auditate de DEKRA Exam GmbH. Astfel se certifica conformitatea cu prevederile standardelor de-a lungul anilor. Marcajul de conformitate CE certifica respectarea prevederilor legale, declaratiei de conformitate si concordanta echipamentelor de serie cu mostra martor.

Produsele rofa sunt create conform standardelor tehnice de ultima ora pentru a raspunde celor mai stricte exigente. Recertificarea echipamentelor are loc o data la 5 ani. Astfel se asigura adaptarea echipamentelor deja certificate la cerintele actualizate ale standardelor. rofa verifica in laboratorul propriu atat tesaturile si produsele finite cat si accesoriile achizitionate de la furnizori, in conditii de spalare si uscare industriala atat in centrifuga cat si in tunel de vant. Prin aceasta, se asigura continuitatea calitatii ridicate a produselor, a intregului proces de fabricatie.

La rofa, o echipa extrem de experimentata si competenta va sta la dispozitie pentru a va asista in alegerea adecvata a imbracamintii de lucru si echipamentelor individuale de protectie, reparatiile acestora conform cu cerintele standardelor si aplicarea elementelor de personalizare.

EXPERTS PLATFORM

GO FOR ZERO ACCIDENTS According to Eurostat, 2.5 million non-fatal (minimum 4 days absence) and 3515 fatal workplace accidents occurred in the European Union and United Kingdom in 2012. Although accidents in the workplace decreased significantly versus 2009, both in absolute numbers and per 100 000 full time workers, the numbers show there is still room to improve workplace safety and reduce the number of workplace accidents.

M

anaging safety risks to prevent workplace accidents from happening is both a humane and an economically sound strategy to protect or even improve company profitability. Every workplace accident generates cost, and potentially includes a severe human toll that impacts morale and productivity.

THE COST OF WORKPLACE ACCIDENTS Every accident can have a severe human cost, and almost always generates significant indirect costs. These can include: time lost by an injured employee time lost by employees and supervisors attending the injured employee clean up and start up of operations interrupted by the accident time to hire or to retrain individuals to temporarily replace the injured employee time and cost for repair or replacement

98

of any damaged equipment or materials cost of continuing all or part of the employee’s wages, in addition to compensation reduced morale among employees, and perhaps lower efficiency increased insurance rates cost of administrative follow-up and paperwork Investing in solutions to manage workplace safety risks enables companies to control these costs while protecting or even improving productivity and profitability.

SAFETY POLICY AND MANAGEMENT SYSTEM A safety policy should enable your company to be compliant with all applicable workplace safety legislation, and to emphasize its ambition and commitment to avoid workplace accidents. It should include a firm management commitment, a communications system, a system to ensure

EXPERTS PLATFORM

compliance, scheduled inspections and evaluations, correctional procedures, training, an accident investigation procedure and a procedure to document accidents and near misses.

When the safety policy is in place, an evaluation of risk assessment should be carried out to determine which safety risks should be addressed first.

Next to the assessment, a continuous improvement model should be used to keep evolving to ever better safety standards, with the ultimate goal of banning all accidents from the workplace. Several tools are available in the market to prevent accidents from happening, and to support safety policies.

ACCIDENT PREVENTION TOOLS Safety signs A safety sign is a great solution to quickly communicate important information in the workplace.

Easily communicate prohibition, obligation, caution, evacuation, fire fighting, emergency and rescue information. Safety signs enable you to be compliant with legislative requirements and, more importantly, they help to save lives.

Lockout/Tagout Lockout/Tagout involves the isolation and inoperability of the energy supply of industrial

Romania

machinery during maintenance.

Lockout/Tagout needs prescribed operating sequences for each machine and a definition of roles and responsibilities. It also involves an investment in padlocks and in dedicated devices to block energy sources in the off-position, and in shadowboards to organise an efficient internal distribution of lockout tools. Lockout/Tagout is used to prevent injuries such as fractures, lacerations, amputations, burns and shocks.

Visual tagging Visual tagging clearly communicates the latest equipment inspection and test statuses on the equipment itself.

It includes a holder with removable inserts that are designed so employees can recognise which items have been inspected and declared fit for use.

Visual tagging helps avoid accidents due to malfunctions with forklifts, ladders, scaffolds, drills, safety harnesses and other tools and equipment.

Area marking Area marking is useful to mark warehouse sections, loading docks, forklift areas, traffic lanes, emergency equipment and safe walking areas. It is available in multiple colours for functional coding in facilities. Area marking helps prevent accidents caused by moving objects or reduces the severity of accidents because emergency equipment could not be reached in time.

Spill control solutions Spill control solutions enable fast and easy disposal of fluids to prevent them from spreading on the work floor or to avoid polluting the environment. They are available as dry granules or in a variety of shapes.

Spill control can be used to prevent slips and falls in the workplace.

There are many companies that can offer some or more of the above products, where others share expertise and worldwide best practices or offer professional services to help implement accident prevention is the workplace, in order to achieve zero accidents at work ď‚—

Pipe marking Pipe markers quickly communicate pipe contents and flow direction.

They are available in multiple colour codes, various sizes and a variation of pipe marker attachment or carrier systems. Pipe markers help caution employees, contractors and the fire brigade when using valves or in case of leaks.

SIMONA DINCA TERRITORY SALES MANAGER ROMANIA AND BULGARIA BRADY CORPORATION

99

EXPERTS PLATFORM

Romania

SUSPENSION TRAUMA EFFECTS FOLLOWING A FALL FROM HEIGHT

A

personal fall protection system comprises at least a body holding device, i.e. a harness of some type, a lanyard and a reliable anchor. A well thought-out system will seek to minimize the effects of any potential fall. If a fall does occur, that system will arrest the fall with a limited impact force. At this stage, the harness (and the rest of the components in the system) will have stopped the fall, hopefully, without it causing any injury.

The fall and the arrest of it are only part of the story, and not necessarily the most dangerous. After the fall and its arrest comes the suspension phase, when the casualty either rescues him or herself, if capable, or awaits rescue by another person or persons. After a fall, the body is likely to be in a state of shock. If the casualty is badly injured or unconscious, there is unlikely to be any movement of the legs and there can be serious consequences. The orientation of the body and the comfort of the suspended person, determined to a large extent by the design of the harness and the position of its attachment point to the system, also play their part in the outcome.

This review looks at the potential problems of the suspension phase of a fall and gives background information to assist the reader, raises issues for discussion and will help the reader give recommendations for further work at height practices and requirements for robust rescue planning.

ORTHOSTATIC SYNDROME AND ORTHOSTATIC SYNCOPE (HARNESS/ SUSPENTION TRAUMA) Orthostatic syndrome and its causes are well known in the medical field. Standing up quickly or for periods without moving can cause a person to feel dizzy, nauseous, to have hot flushes and unusual sweating and to faint. When fainting occurs in this kind of situation it is known as orthostatic syncope.

Orthostatic syncope is quite common and is said to be related to the current state of evolution of the human being, in that we have not yet totally adapted to standing upright. In certain circumstances, the effects can be serious and can lead to death.

A well-known example of orthostatic syncope is that of the soldier who faints while stood to attention for any length of time. The moment the soldier loses consciousness, he collapses and becomes horizontal.

100

EXPERTS PLATFORM

Therefore, the time spent in a vertical position while unconscious is minimal. This has a significant bearing on the result of the collapse.

Assuming no injuries caused during the collapse of the soldier, return to consciousness will ensue quickly and recovery is likely to be rapid.

If a person is suspended in a harness in a situation in which the legs are immobile, for example, due to injury after a fall, there is no such “natural” move to the horizontal. The time spent in this unmoving suspended position, with the legs below the heart can have fatal consequences.

The fundamental cause of orthostatic syncope seems to be venous pooling.

Venous pooling Venous pooling is the accumulation of blood in the veins (typically in the legs) due to gravity. Some venous pooling when a person is stood up is normal. Muscular action in moving the limbs, together with one-way valves in the veins, normally assists the return of blood in the veins back to the heart. If the legs are completely immobile, these “muscle pumps” do not operate and an excess of blood accumulates in the veins, which are capable of considerable expansion and, therefore, considerable capacity.

Retention of blood in the venous system reduces the circulating blood volume available to the heart. Thus, the circulatory system is disturbed.

During excessive venous pooling, cardiac output and arterial pressure fall, which may critically reduce the quantity and/or the quality of (oxygenated) blood flowing to the brain and precipitate syncope. To demonstrate venous pooling simply stand barefoot in a static position and observe the veins in the feet start to fill and swell, movement of the legs will cause the swelling to return to normal Syncope A common term for syncope is fainting. Syncope is described as the

Romania

temporary loss of consciousness and postural tone (balance and ability to stand) due to a decrease in the quality and/or quantity of blood flow to the brain. The brain is not good at coping with low blood oxygen or low glucose levels and, in such circumstances, syncope can occur. The warning symptoms that are given before syncope, such as palpitations, nausea, dizziness, sweating and confusion are known as pre-syncope. When a person is upright, for example, stood up or suspended in a harness, blood has to be forced against gravity to the head, which requires special blood pressure regulation. The body does not take kindly to anything that interferes with its blood circulatory system, such as venous pooling, and sets off a series of intended compensatory reactions at the first signs of any imbalance, the result of which are the symptoms experienced in pre-syncope. The body is now in a state of (orthostatic) shock.

Further effects Loss of consciousness assures that a suspended person will not be moving his or her limbs, so venous pooling will increase, which will in turn reduce the circulating blood volume even further. In addition, any restrictions of the femoral arteries and veins caused by the harness straps could be a contributory factor to venous pooling. Thus, the detrimental effects are increased.

These include not only a potentially fatal reduced blood flow to the brain, but also the effect on other vital organs, such as the kidneys.

The kidneys are also very sensitive to blood oxygen levels and renal failure as a result of excessive venous pooling is a real possibility. Unless the casualty is rescued very quickly and unless the rescuers follow a particular procedure, the effects of venous pooling and syncope are likely to lead to death, as the brain and kidneys are deprived of vital oxygen. Moving the casualty quickly

into a horizontal position, a natural reaction, is likely to cause a massive return of deoxygenated (and possibly toxic) blood to the heart, which is unable to cope, causing cardiac arrest.

Tolerance to the effects of orthostasis appears to vary between individuals.

However, evidence shows that given sufficient time, orthostatic shock, pre-syncopal effects and syncope will occur The onset of these effects can be exacerbated by various factors. These include the shock of experiencing the event that caused them to be suspended and immobile in the first place, the injuries suffered by the casualty, their harness comfort level, and possibly their psychological state.

Post Rescue (Reflow Syndrome) Death can occur during or just after rescue caused by the casualty being moved to a horizontal position, resulting in a massive return of venous blood to the heart, which is unable to cope and fails (cardiac arrest). It is possible that the unusual level of toxins in the venous blood plays a part in the effect on the heart.

Death can also occur sometime after rescue, due to renal failure. This is caused by the lack of blood oxygen to the kidneys due to the effects of venous pooling. The underlying causes of suspension trauma are examined by referring to the findings of the literature already reviewed and other literature.

Self Rescue There are many products on the market that can be attached to a harness as well as harnesses with rescue systems built in, typically webbing that allows the suspended person to stand using foot loops. In the event of this not being available bringing the knees up to the torso will reduce the onset of venous pooling, contracting and relaxing the muscles within the legs may also slow the pooling process 

GRAHAM HICKS - MIIRSM, GRAD IOSH, DIP RSA, ACIEH, HICKS SAFETY AND CONSULTING, PLOIESTI TEL +40 720439724, E MAIL HSE.HICKSON@BTINTERNET.COM, WEB HICKSAFETY.CO.UK

101

EXPERTS PLATFORM

Romania

GABRIELA ALINA ROTARU QSE MANAGER NUTRE FARMING

F

HEALTH AND VITALITY GOES THROUGH THE STOMACH HOW TO AUTHORIZE A CANTEEN

102

or most of us, when you think about farming you remember about large fields with grains and grandparents’ yard. At Nutre Farming we are talking about cultivation of more than 18,000 ha, so things have different dimensions. We are talking about agriculture, based on rigorous culture planning, keeping count of soil quality, crop rotation, technological processes, equipment, risks that may appear and other specific needs.

From health and safety point of view, farming is a challenging activity with high risks, taking into consideration working environment, operational processes, machines and employees. All of them aren’t easy to control areas, so people are doing their jobs in tough conditions, especially during campaigns. Another aspect is large number of authorization, which has to be obtained in order to perform your activities. Yes, this means that each year, we receive often visits and controls from local inspectors, in order to check how we are meeting legal

EXPERTS PLATFORM

Romania

requirements. And yes, sometimes it happens to receive penalties.

In October 2016, we received penalties from DSV because we had an internal canteen, which wasn’t authorized. At the end of that control, canteen was closed and we had to choose: either we give up this project or we are going to do it by the book. Nutre Farming stood up to initial decision and decided to invest to a new canteen. For this project we had in mind only our employees, to give them a hot meal in order to make more easy working conditions.

Decision has been taken, a mixt team has been formed and we started developing project specifications with all needed steps. Who is interested what are major actions in order to open a canteen for his employees, he should know that he has to add a new CAEN code for this type of activity. Also he has to submit need documents to Public Health office: technical report, framing plan, sketch with structure details, statement on the legal possession of space, statement regarding hygiene conditions, urban certificate if building suffers changes. For the beginning will be obtained and operation notice, after that with the same file completed with operation notice as well, can be obtained operating permit.

For ANSVSA permit, you have to prepare a similar file, but next to that you have to make sure that you meet other specification that will assure that people health is not put to risks.

Major aspects for this area are: to assure a feasible cleaning program, pest control programs, hygiene programs checked by sanitation tests, temperature control with calibrated thermometers, documents outlining traceability.

We didn’t meet conditions for fire prevention permits, anyhow we established safety measures as well: permanent light signaling,

extinguishers, alarm system in case of fire.

For environmental area: for waste collection, it is needed external contract with authorized company for collecting animal and nonanimal waste. In order to assure proper waste collection it is needed: five europubes for food waste with special pedal (brown - biodegradable scrap, gray - residual and metallic waste, blue - paper and cardboard, green - glass, yellow - plastic); stainless steel pedal pubes to be used inside cooking area, oil waste collector, grease skins and bones waste separator, refrigerated container for meat waste. Also there must be a collection for water waste disposal and there are enough drains and leaks.

From technical point of view, you have to make sure that PRAM measurements are done and also ISCIR approval for heating system.

As health and safety norms, next to working equipment, that has to have different colors for cooking personal compared with responsible people for cleaning, an important part is to have proper sanitary ware.

Cleaning products must be for catering and food industry activities.

Must be cleaned not only working surfaces, but proper cleaning must be assured for vegetables and eggs, where are used different type of detergents. Also, a detail attention to recipients used for cleaning, so there must be a minimum 3 types of double mop divided bucket: red for bathrooms meaning that toxic products are used, green for cooking area meaning that cleaning is done with nontoxic products, blue for hall or dressing room, meaning that neutral cleaning products are used. Always use a double mop bucket, in order to make sure that cleaning water does not become a contamination source. Second “must” is to have different mops for men and

women bathrooms; women are more sensitive to men germs, we want to prevent undesired contamination.

For kitchen facilities have purchased stainless steel furniture and professional cooking machines.

From health and safety point of view, one of most important part of utilities is proper number of stainless steel washbasins, we have eight: one to row material room to first preparation of vegetable and seven stainless steel washbasins to cooking area (for the staff foot operated washer, double washbasin for fish and meat, double washbasin for vegetables and eggs, double washbasins for dishes).

We should not forget about people, who have to attend hygiene courses and run special medical examinations.

Very few people will actual serve lunch to canteen, because most of them will be on the field. So we had to find a solution to transport food to the working place. For that, a proper and cost effective solution was to use termoboxes with controlled temperature in order to keep the food hot and good to be served.

If you are wandering what will be the costs to all that: for start-up it will be around 30,000 Euro, and for one year around 100,000 Euro. Does it worth it? From our point of view, yes – because we have control on food quality, ingredients, preparation process, transportation – in order to make sure everything is good quality. For us, it was better than catering.

Now that you have already a business plan, take a cooking book and start doing the job and prepare the meal!

Do not forget that each day, to pickup some samples and store them for minim 48 hours, recommended 72, and with an established periodicity run sanitary tests.

Good appetite! 

GABRIELA ALINA ROTARU - QSE MANAGER NUTRE FARMING

103

WHO’S WHO IN

WHO’S WHO IN

AECOM Address: 68-72 Polona Street, Sect 1, Bucharest, RO-010505

CATALINA BALAS HSE LEAD ROMANIA AND CE MANAGEMENT SERVICES Catalina has more than 7 years of senior safety experience and 10 years of combined construction experience including: Safety Planning; Risk & Hazard Assessments; Permit, Regulatory & Safety Compliance; Risk Analysis & Mitigation Plans; KPI, Metrics, Lag/Lead, Project & Progress Reporting; Site Inspections, HSE Audits & Investigations; Client Relations & Communications; Subcontractor Training.

EDUCATIONAL QUALIFICATIONS AND CERTIFICATIONS Technical University of Cluj Napoca: H&S Risk Assesor Aurel Vlaicu University: Bachelor’s Degree in Economic Engineering Ministry of Labour, Family and Social Protection: Health & Safety Coordinator MRC: Auditor for H&S Systems in accordance with SR OHSAS 18 001:2008; SR EN ISO 19011:2003

AIRLIQUIDE ROMANIA Address: 18 Mircea Eliade Street, Sect. 1, Bucharest

SORIN POPA HSEQ MANAGER Area of specialty: Thermal Machines Engineer Education and professional background: Technical University, Master Management of the Health, Safety and Labor Relations, HSE Auditor

ALRO SLATINA Address: 116 Pitesti Street, Slatina, Olt Tel: +(40)249 431901

BARBU ANTON HSE MANAGER Specialization field: Chemist engineer – U.P.B. Faculty of Chemical Technology; Master’s degree: U.P.B. School of Post-university Academic Studies; Education and professional training: Work protection specialty inspector – PROTEM SSM CONSULTING S.R.L. Bucharest; Certificate of Graduation of Post-University Courses – 240 hours - Assessment of injury risks and occupational illness - University of Petrosani; External auditor in the occupational health and safety field - University of Petrosani; Technical executive with duties in the fire prevention and extinction field – F.E.D.S.C. “C. Brancoveanu” Simian; HSE Coordinator. (Coordination of HSE activities on temporary and mobile sites) – I.N.C.D.P.M. Alexandru Darabont Bucharest; Certification in management – Institute of Public Administration and Affairs in Bucharest.

ALSTOM TRANSPORT Address: 32 Razoare Street, 2nd Floor, Sect. 6, Bucharest Tel: +(40)21 2721700 Fax: +(40)21 3185503

VIOREL BADEA ENVIRONMENT, HEALTH & SAFETY (EHS) MANAGER Area of specialty: Health and Safety, Environment, Management Systems Professional distinctions, awards and recognition: EHS expert & auditor, Risk assessment Education and professional background: Licence in Mechanical Engineering, Risk Assessment, Health &Safety Audit - Post Graduated Course, Management Systems Auditor/ Lead Auditor (Based on OHSAS 18001)

AMROMCO ENERGY Address: 152 K Republicii Boulevard, Ploiesti Tel: +(40)244 512361 Website: www.amromco.com Email: office@amromco.com

MADALINA GOGORICI HSEQ MANAGER Madalina Gogorici has an experience of 20 years in HSE field, playing different roles mainly in Oil& Gas industry (up-stream and down-stream, petro-chemistry). Is acting as HSEQ Manager in Amromco Energy since 2007, contributing to the development of a sound HSEQ management system.

Madalina Gogorici graduated from the Faculty of Chemistry at University of Bucharest, has a master degree in Ecology and Sustainable Development, and is an alumnus of various postgraduate programs in Occupational health and safety. She is NEBOSH certified in International health and safety, Hydrogen Sulfide Instructor, and Auditor for Integrated Management Systems. She is a Member of HSE Europe – Health, Safety and Environmental Professional Community.

Romania

105

WHO’S WHO IN

AUTOLIV ROMANIA Address: 8 Bucegi Street, Brasov Tel: +(40)268 508100, +(40)268 508388 Website: www.autoliv.com

MARIUS TIPURITA HEALTH AND SAFETY MANAGER Marius Tipurita is responsible for Health & Safey within the Autoliv Romania divisions. His background is in mechanical engineering and all his working experience is related to technical and operational activities. Some other special trainings and authorizations, excepting the university graduating status, are related to Health & Safety, pyrotechnic and ATEX.

MIHAELA LICHIARDOPOL ENVIRONMENT& EMERGENCY SITUATION OFFICER ART(AUTOLIV ROMANIATOTAL) Area of specialty: Environment &Emergency Situation Professional distinctions, awards and recognition: Environment Specialist, Environment Auditor for ISO 14001, OH SAS 18001 Auditor Education and professional background: Transylvania University Brasov

BLACK SEA OIL & GAS Address: 175 Calea Floreasca, 10 th Floor, Sect. 1, Bucharest Tel: +(40)212 313256 Website: www.blackseaog.com Email: office@blackseaog.com

CRISTIAN OLTEANU Cristian Olteanu joined Black Sea Oil & Gas in May 2016 as HSE Manager, being responsible for developing company’s HSE Management System and coordinating the company’s health, safety and environmental functions. Cristian has more than 25 years of HSE experience in the offshore oil & gas sector. He started his career in 1990 with Petromar Constanta as a mechanical engineer and held various positions in maintenance and operations field of activities. In 2005, Cristian joined the HSE Team of OMV Petrom, and became HSE Office Manager in Petromar. Between 2011 and 2013 he activated in OMV Tunisia as Senior HSE Manager for Non-Operated Joint Ventures (Serept and TPS). In late 2013, he rejoined OMV Petrom as HSE & Risk Manager for Black Sea Development Business Unit (Neptune Deepwater Block), from where he moved to Diamond Offshore Drilling International Romanian Team, the drilling contractor of ExxonMobil for Neptune Deepwater Block Drilling in early 2014. Cristian is a graduate in Mechanical Engineering from Iasi Gh. Asachi Polytechnic University, Romania, holds a Master’s Degree in OH&S Risk Assessment and Management and a NEBOSH IGC and OGC Certification, as well as an IDOSH Diploma. He attended many trainings covering various HSE subjects.

BRENNTAG Address: 1 Garii Street, Chiajna, Bucharest Tel: +(40)214 360493 Website: www.brenntag.ro Email: info@brenntag.ro

RALUCA PINTEA REGIONAL HSE COORDINATOR IN CEE REGION Raluca Pîntea currently holds the position of Regional HSE Coordinator in CEE Region of the Brenntag company. After 5 years working in Sales Department, in 2013 she moved from Sales Manager to HSE Manager, out of curiosity and a desire for a challenge. Her area of expertise consists of, but is not limited to chemicals – prevention of accidents related to and intervention in chemical-related issues. Her activity in 2016 was rewarded with the Brenntag Outstanding Safety Performance Award, both at a local and on a Regional level.

CARGILL ROMANIA Address: 11-15 Tipografilor Street, A2 Building, 2nd Floor, Sect. 1, Bucharest Tel: +(40)21 2031024 Website: www.cargill.ro www.cargill.com

MIHAELA FLORINA TAMPU EHS MANAGER ROMANIA With over 10 years of experience as Manager and Auditor of the Integrated Quality, Environment, Occupational Health and Safety Management System (ISO 9001, ISO 14001, ISO 18001) and Safety Advisor for ADR (hazardous waste) transport, she coordinated in this position the Q&HSE Compartment in greening projects, construction and civil engineering projects and water distribution and transport systems, petroleum products, compressing stations. Mihaela Tampu is currently the EHS Manager Romania of Cargill, being in charge with implementing the EHS programmes and strategies in Cargill locations.

Romania

106

WHO’S WHO IN

CHIMCOMPLEX BORZESTI Address: 3 Industriilor Street, Onesti, Bacau Tel: +(40)234 302250

GABRIELA BADELITA CHIEF OF INTERNAL PREVENTION AND PROTECTION SERVICE The work of health and safety in Chimcomplex k is ensured by the Internal Prevention and Protection Service under the subordination of the Director General. The Head of the Internal Prevention and Protection Service, Ing. Gabriela BADELITA is a graduate of the Faculty of industrial chemistry. The also graduated the occupational safety and health occupation training course and postgraduate course in health and safety at work.

CIECH SODA ROMANIA (CSR) Address: 2 Uzinei Street, Ramnicu Valcea, Valcea, RO-240050 Tel: +(40)250 731852 Fax: +(40)250 733382 Website: www.ciechgroup.com Email: csr@ciechgroup.com

PH.D. ANCA GOLGOJAN HSEQ DIRECTOR HSEQ department in CSR is an important ring in company structure. For CSR management and for all company Ciech SA Poland (we are a part of this multinational chemistry group) employees are on the first place and orientation towards people. Our development is based by a strong responsibility towards our clients, shareholder and employees, beside employees health and security, beside the environment and community.

FREELANCER HSEQ SPECIALIST

CONSTANTIN POPA HSE EXPERT Area of specialty: Fire Safety and HSE – oil and gas (drilling and refinery), renewables – wind industry Professional distinctions, awards and recognition: Nebosh Oil and Gas certificate, PhD in Energetics – fire safety, accredited trainer and tutor for Nebosh and other HSE courses, multiple other certificates and awards Education and professional background: Fire Safety Engineering Faculty – Bucharest, Master in Mechanical Engineering – UPD, PhD in Energetics- fire safety

HS&E AND FIRE PROTECTION EXPERT

CORNEL MARIUS RADULESCU HS&E AND FIRE PROTECTION EXPERT Occupational Health and Safety and Emergency Situations Coordinator, Industrial Health and Safety Leader, Fire Protection Leader Area of specialty: Chemical Engineer, Occupational Health and Safety Expert Responsibilities: On Site Visitors & Contractors system owner; Legal Compliance system owner; Industrial Health, Safety & Hygiene Leader; Thermal Safety system owner; Emergency Management & Fire Protection Leader; Relation with Authorities.

Education: Trained professional with almost 20 years of experience in safety and fire protection programs.

Bachelor’s degree in Chemistry Engineering and Master’s degree in Occupational Health and Safety Risk Assessment. Holder of Civil Defense and Fire protection certificates. Certified auditor on ISO 9001, ISO 19011 and ISO 14001. Fully trained & qualified for HS&E programs, IH&S, Fire Protection, Thermal Safety and other systems.

CORNELIA WORK PROTECTION Addrees: 22 Decebal Street, 900660, Constanta, Romania

CORNELIA BOHALTEANU ADMINISTRATOR Cornelia is a safety professional from Romania, an engineer since 1984 and law graduate since 2009. For more than 30 years, she sets the standards in safety through her own consultancy company. Passionate about self growth, Cornelia took a new challenge by studying at Middlesex University in London and she has also a Master in Professional Studies.

DANONE P.D.P.A Address: 96 Nicolae Canea Street, Sect. 2, Bucharest

MIHAI FUIOR MANAGER H&S Area of specialty: health and safety Professional distinctions, awards and recognition: Wise auditor, 12 Basic Standard auditor, Lo-To (logout - tagout) specialist. Education and professional background: technical school.

Romania

107

WHO’S WHO IN

DENKSTATT ROMANIA Address: Madrid Street, no.22, Timisoara Tel:+(40)256 434397 Email: office@denkstatt.ro Website: www.denkstatt.ro

GABRIELA FISTIS HSE EXPERT Gabriela Fistis is an EHS expert and sustainability consultant and she is managing Denkstatt Romania. Gabriela Fistis has a bachelor’s degree in chemical engineering and a master’s in non-polluting technologies from Polytechnic University of Timisoara.

Gabriela Fistis has over 10 years’ experience in sustainability consultancy, leading projects in the field of environmental site assessment, health and safety expertise in different audits, and she is professional trainer for different Certified EU training Programs. Actual she is a Certified trainer for `Sustainability Manager training Program`, ”EMS Manager – training program” and ”EMS Internal Auditor – training program”. She holds Certification for EMS internal auditor, UNIDO Cleaner Production Expert and she is a Certified Project Manager. She successful led one of the biggest training program financed by LDV - LeadSUS project – Leadership in Sustainability – Sustainability Manager (2013-2015). As part of her activities she is supporting companies and different municipalities in developing more sustainable organizational strategies.

DS SMITH PACKAGING ROMANIA Address: Calea Torontalului DN6 Km7, 300668 Timisoara, Romania Tel: +(40)256 308981 Fax: +(40)256 308980 Website: www.dssmith.com

RADU ALEXANDRU HS AND FACILITIES COORDINATOR Radu Alexandru is HS and facilities coordinator at DS Smith Packaging Romania SRL since 2008, responsible with the implementation of legal requirements and internal standards for occupational safety, loss prevention, fire protection and factory utilities, buildings, electrical & civic engineering. Graduate of the University “Politehnica“ Timisoara Faculty of Electrical and Power Transmission.

DUNAPACK RAMBOX PRODIMPEX Address: 11 Constructorilor Street, Sfantu-Gheorghe, Covasna Website: www.dunapack.ro Email: rambox@dunapack.ro Tel: +(40)267 336100

POPA JENICA CRISTIAN HEALTH AND SAFETY EXPERT Area of specialty: Health and Safety; Environment; Fire Safety; Facility Management; ISCIR Equipments Management Education and professional background: Transilvania University Brasov - Economic engineering, Ovidius University Constanta- Public Administration

ENGIE BUILDING SOLUTIONS Address: 60 Ilioara Street, 1st Floor, Sect. 3, Bucharest, RO-032126 Tel: +(40)21 3110432 Website: www.cofely.ro Email: office@cofely.ro

ANCA RALUCA PUIU HSEQ MANAGER Area of specialty: Design, installation and execution of heating, ventilation, air conditioning, sanitary, fire, electric (JT) installations for civil and industrial construction. Facility management activities in the field of heating, ventilation, air conditioning, sanitary, electric (JT & MT) and fire protection Education and professional background: Engineer in Food product technology and quality control ( “Dunarea de jos” University Galati the Faculty of Food Industry, Aquaculture and Fisheries - Profile / Specialization: Technology and food control); 2007- Manager of Quality Management System; 2008 Safety inspector; 2008 Internal Auditor Management Quality System; 2008 Internal Auditor Management System Occupational Health and Safety Internal auditor for environmental management system; 2011 Internal Auditor of Integrated Management System OHSAS 18001 Environmental Quality; 2012 Waste management representative (Basics of the national and European waste law/ Waste directive); 2014 Risk assesser for the safety and health of workers; 2016 Quality manager.

EXPERT PETROLEUM Address: DN1, 73-81 BucharestPloiesti Road, Victoria Business Park, B3 Building, Bucharest Website: www.expertpetroleum.com Email: info@expertpetroleum.com

Romania

CIPRIAN RUS QHSE MANAGER Ciprian has a law degree and legal background. Ciprian has more than 13 years of QHSE experience first with Schlumberger for a large gas field production enhancement project in Romania, then with Expert Petroleum for the last 8 years. Ciprian leadership in QHSE has been demonstrated by the excellent QHSE track record of the company.

108

WHO’S WHO IN

F&R WORLDWIDE Address: 6 Biserica Floreasca Street, Sect. 2, Bucharest, RO-020322 Tel: +(40)21 4020441 Website: www.fandr.ro Email: office@fandr.ro

BOGDAN GUTU HSE MANAGER Bogdan Guțu is HSE Manager at F&R Worldwide. He has over 9 years of experience with operational understanding of risks and processes related to maintaining a safe working environment. His special expertise is HSE coordination for temporary and mobile sites. During his time in the field, he received “Contractor Management in terms of HSE” diploma from OMV Petrom, E&P, in 2012 and “HSE Hero Trophy” from OMV Petrom, E&P, for outstanding HSE accomplishments in 2013. He completed a NEBOSH IGC course and recertified as coordinator for temporary and mobile sites.

FORD ROMANIA Website: www.ford.ro Email: fordcv@ford.ro Tel: +(40)372 516000

ALEXANDRU BURADA RISK MANAGER With an experience of over 10 years in risk management, Alexandru Burada has been since 2014 risk manager for Ford Romania, being responsible for the Safety, Security and Fire Departments. Starting from an engineering backgound and a masters degree in safety management, his recommandation came from the excelent results in managing health and safety for the Ford construciton and installation sites mainly in Romania, but also for German Ford plants in Cologne and Saarlouis. Personal career development is based equaly on a set of values such as feedback, transparency, innovative mindset, respect for professional deontology as well as the knoladge based contribution brought to a permanently changing automotive environment.

FRIESLANDCAMPINA ROMANIA Address: 2-4 Calea Baciului Street, Cluj Napoca, Cluj

MIRCEA RUS RISK MANAGER Area of specialty: Safety Strategy • Safety Leadership • Safety Culture • Organizational Development • Change Management • Risk Management • Learning & Development • Environment • Safety by Design • Training • Industrial Design • Manufacturing.

Education and professional background: Postgraduate studies in entrepreneurship, in a Romania-Portugal program developed by University of Craiova, Regional Center for Adult Training Cluj-Napoca and Instituto Universitário de Lisboa ISCTE/AUDAX (2009); Master degree in quality management – Technical University of Cluj-Napoca (2008-2009); Bachelor Degree in Industrial Design – Technical University of Cluj-Napoca (2003-2008); Qualified internal auditor ISO 9001 – Calitop Cluj-Napoca (2009); Qualified internal auditor OHSAS 18001 – Calitop Cluj-Napoca (2012); Qualified internal auditor FSSC 22000 / ISO 14001 / OHSAS 18001 – SGS Romania (2014); Safety Leadership program FrieslandCampina Academy (2015); Foqus SHE Auditor – FrieslandCampina Academy (2015); Safety Leadership program – train the trainer – Metafocus (2016).

Professional background: FrieslandCampina Romania, Safety Health & Environment Manager; MR Safety, Owner – consulting company; Fujikura Automotive Romania, Safety Health & Environment Responsible, Technical University of Cluj Napoca, CAD Technician.

GEDEON RICHTER ROMANIA Address: 99-105 Cuza-Voda St, RO-540306, Tirgu-Mures Website: www.gedeon-richter.ro Tel.: +(40)265 264067 Fax: +(40)265 268875

MIHAELA TURCU HEAD OF PREVENTION AND PROTECTION DEPARTMENT Mrs. Mihaela Turcu, Occupational Health and Safety Expert and Environment Responsible at Gedeon Richter Romania, has an experience of almost 18 years in the occupational health and safety field, working in two major industries, pharmaceutical and retail.

HUNT OIL COMPANY OF ROMANIA Address: 19-21 Bucharest-Ploiesti Road, 4th & 8th Floor, Sect. 1, Bucharest 013682, Romania Tel: +(40)212 032410 Fax: +(40)212 322152

VICTOR VARZAK HSE MANAGER Mr. Victor Varzak is HSE Manager at Hunt Oil Company. He studied at the Politehnica University of Bucharest. He is an Energy Engineer and has certifications for NEBOSH IGC & IOGC.

Romania

109

WHO’S WHO IN

LINDE GAZ ROMANIA Address: 9A Imbroane Street, Timisoara Website: www.linde-gas.ro Email: office@ro.linde-gas.com

DAN BAJALIU SAFETY MANAGER OF LINDE GAZ ROMANIA Coordinating of all activities covered by Safety, Health and Occupational Health – development programs, training & education of employees, supervision of working conditions at workplaces, risk assessments and preventive plans performing, e.t.c.; Lead Auditor for audits on OHSAS 18001:2007; Lead Investigator for investigations of incidents; Contractors Management form HSE point of view; Coordinating of MSDS releasing according to REACH&CLP Regulations.

Education and professional background: Graduated Military Institute “NICOLAE BALCESCU” SIBIU; Graduate University Of Chemistry SIBIU, degree in chemistry - phisycs Specialties: Psychopedagogy; Advanced Course for Subunits Leading ( psychological character ); Specialization in Labor Safety; Postgraduate Course for improvement in Labor Safety Specialty, superior level; Specialization for Emergency, Firefighting and Civil Protection; Specialization Course-Counselor for Dangerous Goods Transport on Railway; Qualified Person Course – for Medicinal Gases.

Experience: 2003 – present – Safety Manager in SHEQ Department, Linde Gaz Romania; 1995 - 2002 – Officer in Ministry of Defence

ZIMBRUL, NUTRE GROUP 30 Frumoasa Street, Sect. 1, Bucharest, RO-010987 Website: www.nutregroup. com/en/markets/romania/

GABRIELA ALINA ROTARU HSE MANAGER Area of specialty: quality management systems, health and safety management system.

Education and professional background: 2008 – 2010 - Faculty of Food Science and Engineering, University “Dunarea de Jos” Galati, Master’s degree, Control and expertise of foods; 2003 – 2008 – Faculty of Food Sience and Engineering, Univeristy “Dunarea de Jos” Galati, Bachelor’s degree - Control and expertise of foods

OTELINOX Address: 16 Gaesti Street, Targoviste, Dambovita, RO-130087 Website: www.otelinox.ro

RAZVAN VASILE CIOMARTAN HEALTH, SAFETY & ENVIRONMENT MANAGER I have been with OTELINOX SA since 2007; Experience in Environment Protection: 2007 ÷ 2017 (10 years); Head of Environment Protection Team: 2012 ÷ 2017 (5 years); Health, Safety & Environment Manager: starting from May 2017 (1 month on 31 May 2017).

PHILIP MORRIS ROMANIA Adresa: 83-105 Horia, Closca si Crisan Street, Otopeni, Ilfov Website: www.pmi.com

GINO LAIOS MANAGER EHS & SECURITY - ROMANIA & BULGARIA AT PHILIP MORRIS INTERNATIONAL With over 20 years of experience, Gino has been directly involved in a series of international and local strategic projects in areas of operations, finance, investment, acquisitions and environment, health, safety and security. He started his career in the hotel industry, participated to the development and construction of the Philip Morris factory in Otopeni (Romania) and other Philip Morris factories within Europe and Asia as part of the management and project teams and also as coordinator from central function. Since 2015, Gino leads the environment, health, safety and security department of Philip Morris with responsibilities for the legal entities and markets of Romania and Bulgaria.

POLICOLOR Address: 51 Th.Pallady Blvd., Bucharest

FLORINA LAZAR HSE MANAGER Education and professional background: Florina Lazar is HSE Manager for more than 25 years.

UNIVERSAL ALLOY CORPORATION EUROPE Address: 244A Dumbravita, Maramures, RO-437145 Tel: +(40)262 202330 Website: www.universalalloy.com Email: office.ro@universalalloy.com

OANA HUTA MANAGER DEPARTAMENT MEDIU SI SSM Area of specialty: Health Safety and Environment Education and professional background: Master’s degree in “Environmental Impact Assessment” at Universitatea de Nord Baia Mare, H&S Course, Management Course on Integrated Environmental Management Systems and SSO.

Romania

110

WHO’S WHO IN

ROFA TEXTIL PRODUCT Address: 4 Campurilor Street, Arad Tel: +(40)357 401829 Website: www.rofa.ro

RODICA STEGERAN H&S COORDINATOR Area of expertise: Health and safety Professional background: H&S inspector, technical specialist for fire protection

SNGN ROMGAZ Address: 4 C. I. Motas Square, Medias Tel: +(40)269 201020 Website: www.romgaz.ro Email: secretariat@romgaz.ro

CORIN CINDREA QHSE DIRECTOR Mr. Corin Cindrea is the QHSE Director at Romgaz starting with April 2016. He has a legal background with a MBA and PhD in natural gas management and engineering and he is working for Romgaz since 1999. In this period Mr. Cindrea was successively head of the tender department, development department, marketing department, restructuring and privatization department and HR director. Between 2012 and 2016, as a CEO and deputy general director for Romgaz, he managed to gain a large understanding of the company activity and also of the gas and oil industry. He’s skills and knowledge are a big value for QHSE Romgaz department.

SCHAEFFLER ROMANIA 3 Schaeffler Alley, Cristian, Brasov

TRANDAFIR CRISTIAN HEALTH AND SAFETY SPECIALIST Area of specialty: Risk assessment, Environment, Health and Safety Audit, Contractor Management and Permit to work, Incidents and accidents investigation.

Education and professional background: Bachelor Degree in Environmental Engineering, MBA Environment Quality and sustainable development, Postgraduate course of H&S Risk assessor, H&S Auditor / Lead Auditor ISO 18001, Environment Management System Auditor / Lead Auditor ISO 14001.

Professional background: Glaxosmithkline Plant, Brasov (2009-2016), Schaeffler Romania, Brasov (2009-present).

OBEADA GEORGIANA HEAD OF EHS DEPARTMENT Area of specialty: Risk assessment, Environment, Health and Safety Audit, Incidents and accidents investigation, SEVESO guideline Education: Bachelor in Engineering and Industrial Environmental Protection MBA in Quality Management; Postgraduate course of H&S Risk assessment and audit Environment Management System Auditor Professional background: SCHAEFFLER ROMANIA, Brasov, 2007 - present

SKANSKA ROMANIA Address: 4 Gara Herastrau Street, Green Court Bucharest, Building A, Bucharest Website: www.skanska.ro Email: office@skanska.ro Tel: +(40) 372 301300

IULIAN BADEA HEALTH & SAFETY MANAGER SKANSKA CONSTRUCTION ROMANIA Area of specialty : Mechanical engineering Education and professional background: Faculty of Mechanical Engineering – Petroleum & Gas University of Ploiesti In health and safety field since 2009

MIRCEA BOSIE EHS MANAGER SKANSKA PROPERTY ROMANIA Area of specialty: Health and Safety Professional distinctions, awards and recognition: NEBOSH certification IGC1, ICC1, ICC2, Accident Investigator – Ian Langston, Education and professional background: Technical University “Gheorghe Asachi”, Iasi, Construction Civil Engineer, Risk Assessor, H&S Coordinator, Internal auditor

Romania

111

WHO’S WHO IN

SMITHFIELD FERME Address: 4 Polona Street, Timisoara Tel: +(40)256 278 800 Website: www.smithfieldferme.ro

NEBOISA GIURICI H&S MANAGER AND SAFETY EXPERT Neboisa has over 10 years experience in dynamic companies with responsibilities in following areas: health and safety, environmental protection, people development and trainings. Having as main objective the development and implementation of key strategies to reduce risks and increase performance. Successful ensured the safety and well-being of people within the company working environment, including assistance of the organization to minimize useless exposure to financial, legal and reputation risk through development and execution of strategic risk mitigation programs.

Professional distinctions, awards and recognition: Raising awareness of employees about the importance of safety in the workplace have reduced the number of workplace accidents in the past years, reducing costs.

Project accountability of workers called P.O.R.C.(Prevention, Observation, Reporting and Correction) that it was implemented manage to achieve recognition in the Romanian National Campaign CSR Awards - 2014 edition winning prize - PRIZE AWARDS NATIONAL CSR; The entire activity of the Department of Health and Safety at Work in the Smithfield Farms won in 2012 and 2014 distinction and recognition in the group Smithfield that Health & Safety Sustainability pillar of health and safety management at work in the “Smithfield Foods Annual Safety Conference 2014” prize “International Awards For Outstanding Performance In Health & Safety” Education and professional background: Environmental engineering, USAMVBT- Facultatea de agricultură, Timisoara; Audit degree, Environmental Auditor SR EN ISO 19011:2011, TUV AUSTRIA – ROMANIA; Audit degree, Internal Audit Systems for Occupational Health and Safety Management System according to EN OHSAS 180001:2008 ISO 19011:2011 & EN, TUV AUSTRIA, Timisoara, Hazard ID and risks assessment universitary degree –Timisoara, 2011; Health and safety inspector degree; Fire prevention degree

STRABAG 90 Calea 13 Septembrie, 5th Floor, Room 5.08, Bucharest Tel: +(40)214 034542 Website: www.strabag.com

BOGDAN TADIO HSE SITE CONSTRUCTION MANAGER HSE professional with over 10 years’ experience in the HSE prevention field, generally in mega internationally EPC Projects in domains as: Oil&Gas, Energy, Industrial Construction, Infrastructure/Roads Construction, Civil Construction. Experience in more key areas such as: leading an EH&S area, work at height, confined spaces, LockOut TagOut, Scaffolding, formwork, Crane Heavy Lifting, safe excavation, fire prevention, H2S, hazards and risk analysis, emergency response, incident investigation, vehicle fleet safety, behavioral safety programs, safety management system development and implementation, and safety education, training and motivation. Knowledgeable of all applicable rules and regulations concerning safety procedures and policies, proficient in developing implementing and driving a sustainable safety culture at any organization level.

Area of specialty: risk prevention in construction industry, specialist in risk assessment/ manage, HSE training, work at height, confined space, LockOut TagOut, safe excavation, crane heavy lifting, heavy equipment/machinery, H2S, etc Professional distinctions, awards and recognition: Award for Excelence - One million man hour’s worker without a LTA, issued by the United States Embassy Project, Bucharest Romania; HSE Trainer and Specialist on Practical Safety Prevention at A.R.S.S.M. and U.C.S.S.M.R.; Education and professional background: U.T.C.B. - Civil engineer degree; Risk Assessment Specialist - 240hours post university degree; External OHS Auditor – C.P.A.C. Politehnica University; IOSH Managing Safely - Middlesex University, UK; NEBOSH IGC – SETA trainings, UK; OSHA Construction Safety & Health Specialist – OSHA Academy, US

WIENERBERGER SISTEME DE CARAMIZI Address: 42-44 BucharestPloiesti Road, Baneasa Business & Technology Park, Building A1, Bucharest Tel: +(40)223 610450 Website: www.wienerberger.ro

GABRIEL BUDEANU HEALTH AND SAFETY COORDINATOR Area of specialty: Health and Safety Professional distinctions, awards and recognition: Gold medal EWS – Coca Cola HBC Romania Education and professional background: Oil and Gas University (graduate) UPG Ploiesti; Autocad 2D & 3D - Design training - Absolute School (2007 - 2007), Bucharest; Health and Safety coordinator - 80 h - Absolute School, Bucharest (2007 - 2007); ISO 9001,18001,14001 - integrated systems auditor- Quality , Environment and Health & Safety - Universitatea Politehnica Bucharest (2009 - 2010), Bucharest; Risk assessment specialist - 180 h - Universitatea Politehnica Bucharest (2010 - 2011), Bucharest; Technical specialist on preventing and extinguishing fires - 120 h - SC HSEQ Consulting SRL (2011 - 2011), Ploiești; Environment specialist - 80h - SC Bordun Tehnologica SRL (2011 - 2011), Bucharest; Construction and mobile sites health and safety specialist - 120 h training - SC HSEQ SRL (2012 - 2012), Ploiești; Ecology and Environment Protection - SC HSEQ SRL (2012 - 2012), Ploiești; Civil protection specialist - 120 h training - SC Austing SRL - Civil Engineering (2013 - 2013), Bucharest

Romania

112

WHO’S WHO IN

INSPECTORATES FOR EMERGENCY SITUATIONS Institution: INSPECTORATUL GENERAL PENTRU SITUATII DE URGENTA City: Bucharest Chief inspector: Colonel Daniel-Marian DRAGNE Deputy chief inspector for labor relations: Locotenent colonel Cristian RADU Deputy chief inspector: Colonel Cezar-Mihai DAMIAN Address: Str. Banu Dumitrache, nr. 46, sector 2, cod postal 023765 Tel: 021 2086150 Fax: 021 2420990 Email: igsu@mai.gov.ro; contact@igsu.ro Website: www.igsu.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “BANAT” AL JUDETULUI TIMIS City: TIMISOARA Chief inspector: Locotenent colonel inginer Lucian-Vasile MIHOC Deputy chief inspector for labor relations: Locotenent colonel inginer Valentin COLESNIC Address: Str. Infratirii, nr. 13, cod postal 300126 Tel: 0256 434870 Fax: 0256 430615 Email: office@isutimis.ro Website: www.isutimis.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “SEMENIC” AL JUDETULUI CARASSEVERIN City: RESITA Chief inspector: Locotenent colonel Cristinel CONERU Deputy chief inspector for labor relations: Maior George COZARIUC Deputy chief inspector: Capitan Ionel TILCA Address: Str. Castanilor, nr. 123, cod postal 320030 Tel: 0255 211213 Fax: 0255 211137 Email: contact@isusemenic.ro Website: www.isusemenic.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “VASILE GOLDIS” AL JUDETULUI ARAD City: ARAD Chief inspector: Locotenent colonel Cristian GARBAU Deputy chief inspector for labor relations: Locotenent colonel Vasile TIGAN Deputy chief inspector: Colonel Catalin CARAN Address: Str. Andrei Saguna, nr. 66-72, cod postal 317426 Tel: 0257 251212 Fax: 0257 256712 Email: protciv@artelecom.net Website: www.isuarad.ro

Romania

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “CRISANA”AL JUDETULUI BIHOR City: ORADEA Chief inspector: Colonel Sorin Mihai CABA Deputy chief inspector for labor relations: Colonel Alin NEMES Deputy chief inspector: Colonel Gheorghe MARIS Address: Str. Avram Iancu, nr. 9, cod postal 410094 Tel: 0259 411212 Fax: 0259 430693 Email: ijsu@rdsor.ro; ijsu@yahoo.com Website: www.isubh.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “SOMES” AL JUDETULUI SATU MARE City: SATU MARE Chief inspector: Colonel Nicolae DIMA Deputy chief inspector for labor relations: Locotenent colonel Constantin GANEA Deputy chief inspector: Maior Sergiu BUZDUGA Address: Str. Fabricii, nr. 35, cod postal 440096 Tel: 0261 711212 Fax: 0261 768252 Email: dispecerat_isusatumare@yahoo.com Website: www.isusatumare.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “GHEORGHE POP DE BASESTI” AL JUDETULUI MARAMURES City: BAIA MARE Chief inspector: Colonel Ioan MURESAN Deputy chief inspector for labor relations: Colonel Ioan Ionita SIRB Deputy chief inspector: Locotenent colonel Florin CIORNEA Address: Str. Vasile Lucaciu, nr. 87, cod postal 430322 Tel: 0262 211212 Fax: 0262 214981 Email: pompierimm@rdslink.ro Website: www.isumm.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “POROLISSUM” AL JUDETULUI SALAJ City: ZALAU Chief inspector: Colonel Inginer Miron Adrian CHICHISAN Deputy chief inspector for labor relations: Locotenent colonel inginer Adrian Vasile DOBOCAN Deputy chief inspector: Locotenent colonel doctor Sorin MURESAN Address: Str. Mihai Viteanu, nr. 57, cod postal 450099 Tel: 0260 611212 Fax: 0260-615621 Email: isuj_sj@yahoo.com Website: www.isusalaj.ro

113

WHO’S WHO IN

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “AVRAM IANCU” AL JUDETULUI CLUJ City: CLUJ NAPOCA Chief inspector: Colonel Ion MOLDOVAN Deputy chief inspector for labor relations: Colonel Pavel BALTARU Deputy chief inspector: Bd. 21 Decembrie 1989, nr. 69-71, cod postal 400124 Tel: 0264 591255 Fax: 0264 593873 Email: isujcj@yahoo.com Website: www.isucj.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “IANCU DE HUNEDOARA” AL JUDETULUI HUNEDOARA City: DEVA Chief inspector: Locotenent colonel Viorel DEMEAN Deputy chief inspector for labor relations: Locotenent colonel Claudiu ACHIM Address: Str. George Cosbuc, nr. 26, cod postal 330012 Tel: 0254 214220 Fax: 0254 211212 Email: isuhd@isuhd.ro; isuhd@yahoo.com Website: www.isuhd.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “UNIREA” AL JUDETULUI ALBA City: ALBA IULIA Chief inspector: Colonel Cornel OPRISA Deputy chief inspector for labor relations: Locotenent colonel Nicolae NEGOITA Deputy chief inspector: Colonel Silviu DOGAR Address: Str. A. I. Cuza, nr. 10, cod postal 510193 Tel: 0258 810411 Fax: 0258 810425 Email: isujab@isualba.ro Website: www.isualba.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “LOCOTENENT COLONEL DUMITRU PETRESCU” AL JUDETULUI GORJ City: TARGU JIU Chief inspector: Maior Traian SUTA Deputy chief inspector for labor relations: Locotenent colonel Augustin MALACU Deputy chief inspector: Locotenent colonel Lucian GHEORGHITA Address: Calea Bucuresti, nr.9 J, cod postal 210146 Tel: 0253 211212 Fax: 0253 211706 Email: office@isugorj.ro Website: www.isugorj.ro

Romania

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “DROBETA” AL JUDETULUI MEHEDINTI City: DROBETA TURNU SEVERIN Chief inspector: Colonel Florentin DRAGOMIR Deputy chief inspector for labor relations: Locotenent colonel Liviu BURUGA Deputy chief inspector: Maior Florin DRAGHIA Address: Str. Portului, nr. 2, cod postal 220234 Tel: 0252 311212 Fax: 0252 311213 Email: informarepublica@isumehedinti.ro Website: www.isumehedinti.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “BISTRITA” AL JUDETULUI BISTRITA-NASAUD City: BISTRITA Chief inspector: Colonel doctor inginer Constantin FLOREA Deputy chief inspector for labor relations: Colonel inginer Liviu Marcel POP Deputy chief inspector: Locotenent colonel Ilie RINZIS Address: Str. Sigmirului, nr. 16, cod postal 420158 Tel: 0263 239404 Fax: 0263 236198 Email: isubistrita@yahoo.com Website: www.isu-bistrita.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “HOREA” AL JUDETULUI MURES City: TARGU MURES Chief inspector: General de brigada Dr. Ing. Dorin OLTEAN Deputy chief inspector for labor relations: Locotenent colonel Calin HANDREA Deputy chief inspector: Locotenent colonel inginer Daniel LAZAR Address: Str. Horea, nr. 28, cod postal 540036 Tel: 0265 269661 Fax: 0265 269660 Email: contact@isumures.ro Website: www.isumures.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “CAPITAN DUMITRU CROITORU” AL JUDETULUI SIBIU City: SIBIU Chief inspector: Colonel Laurentiu Cosmin BALCU Deputy chief inspector for labor relations: Colonel Virgil GIURGIU Deputy chief inspector: Maior Claudiu NAN Address: Str. Vasile Cirlova, nr. 16-22, cod postal 550017 Tel: 0269 211212 Fax: 0269 211928 Email: relatii.publice@isusibiu.ro Website: www.isusibiu.ro

114

WHO’S WHO IN

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “GENERAL MAGHERU” AL JUDETULUI VALCEA City: RAMNICU VALCEA Chief inspector: Colonel doctor Ionel NUTA Deputy chief inspector for labor relations: Locotenent colonel doctor Dan PASCARU Deputy chief inspector: Locotenent colonel Ciprian Virgil POCOVNICU Address: Str. Decebal, nr. 7, cod postal 240255 Tel: 0250 748201 Fax: 0250 746836 Email: contact@isuvl.ro Website: www.isuvl.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “OLTENIA” AL JUDETULUI DOLJ City: CRAIOVA Chief inspector: Colonel Constantin FLOREA Deputy chief inspector for labor relations: Locotenent colonel Catalin COTOC Deputy chief inspector: Colonel Teodor NISTOR Address: Str. C.D. Fortunescu, nr.2, cod postal 200385 Tel: 0251 510126 Fax: 0251 510127 Email: isuolteniadolj@yahoo.com Website: www.isudolj.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “MATEI BASARAB” AL JUDETULUI OLT City: SLATINA Chief inspector: Locotenent colonel Adrian TANASE Deputy chief inspector for labor relations: Maior Constantin GHIOCANU Address: Aleea Tipografului, nr. 7, cod postal 230002 Tel: 0249 432211 Fax: 0249 432288 Email: isuolt@isuolt.ro Website: www.isuolt.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “BUCOVINA” AL JUDETULUI SUCEAVA City: SUCEAVA Chief inspector: General de brigada Ion BURLUI Deputy chief inspector for labor relations: Locotenent colonel Costica GHIATA Deputy chief inspector: Maior Mihaita PELINARIU Address: Str. Universitatii, nr.14, cod postal 720225 Tel: 0230 524426 Fax: 0230 524432 Email: isusuceava@yahoo.com Website: www.pompierisv.ro

Romania

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “NICOLAE IORGA” AL JUDETULUI BOTOSANI City: BOTOSANI Chief inspector: Colonel Doctor Inginer Mihai-Cristian AMARANDEI Deputy chief inspector for labor relations: Locotenent colonel doctor inginer Florin VITELARU Deputy chief inspector: Locotenent colonel Cornel GULUTA Address: Str. Uzinei, nr. 3, cod postal 710020 Tel: 0231 508015 Fax: 0231 504986 Email: relatii_publice@isubotosani.ro Website: www.isubotosani.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “OLTUL” AL JUDETULUI HARGHITA City: MIERCUREA CIUC Chief inspector: Colonel Stelian CIMPOESU Deputy chief inspector for labor relations: Colonel Ovidiu DUDU Deputy chief inspector: Colonel Marian BARCACEANU Address: Str. Iancu de Hunedoara, nr. 8, cod postal 530192 Tel: 0266 371657 Fax: 0266 314353 Email: mciuc@isuharghita.ro Website: www.isuharghita.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “PETRODAVA” AL JUDETULUI NEAMT City: PIATRA NEAMT Chief inspector: Colonel Ioan NITICA Deputy chief inspector for labor relations: Locotenent colonel Mihai Ciprian MITREA Deputy chief inspector: Colonel Claudiu GAMAN Address: Str. Cuiejdi, nr. 34, cod postal 610024 Tel: 0233 216815 Fax: 0233 211666 Email: isuneamt@ijsunt.ro Website: www.ijsunt.ro Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “MIHAIL GRIGORE STURZA” AL JUDETULUI IASI City: IASI Chief inspector: Colonel Dan IAMANDI Deputy chief inspector for labor relations: Colonel Viorel MOLOCEA Deputy chief inspector: Colonel Dragos ROSU Address: Str.Lascar Catargi, nr. 59, cod postal 700107 Tel: 0232 412121 Fax: 0232 213617 Email: isujiasi@gmail.com Website: www.isujis.ro

115

WHO’S WHO IN

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “MAIOR CONSTANTIN ENE” AL JUDETULUI BACAU City: BACAU Chief inspector: Colonel Ioan MIHALACHE Deputy chief inspector for labor relations: Locotenent colonel Ilie HALASANU Deputy chief inspector: Colonel Alfons RAILEANU Address: Str. Milcov, nr. 49, cod postal 600168 Tel: 0234 550000 Fax: 0234 575053 Email: office@isubacau.ro Website: www.isubacau.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “BASARAB I” AL JUDETULUI DAMBOVITA City: TARGOVISTE Chief inspector: Colonel Mirel PIETREANU First deputy chief inspector: Colonel Ilie CONSTANTINESCU RAOUL Deputy chief inspector: Locotenent colonel Cezar Nicolae DINCA Address: Soseaua Gaesti, nr.9, cod postal 130087 Tel: 0245 611212 Fax: 0245 634020 Email: contact@isudb.ro; pompieriidambovita@yahoo.com Website: www.isudb.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “PODUL INALT” AL JUDETULUI VASLUI City: VASLUI Chief inspector: Colonel Ghiorghe BLAGOCI Deputy chief inspector for labor relations: Capitan Bogdan APETREI Deputy chief inspector: Locotenent colonel Nicolae TATARU Address: Str. Castanilor, nr. 9, cod postal 730151 Tel: 0235 311212 Fax: 0235 312110 Email: isuvaslui@isuvaslui.ro Website: www.isuvaslui.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “ALEXANDRU DIMITRIE GHICA” AL JUDETULUI TELEORMAN City: ALEXANDRIA Chief inspector: Colonel Marius STANCU Deputy chief inspector for labor relations: Colonel Valentin POMPILIU MANEA Deputy chief inspector: Colonel Cristian CRACIUNESCU Address: Str. Carpați, nr. 7, cod postal 140050 Tel: 0247 311113 Fax: 0247 313143 Email: isuteleorman@isuteleorman.ro Website: www.isuteleorman.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “TARA BARSEI” AL JUDETULUI BRASOV City: BRASOV Chief inspector: Colonel Ioan-Stelian RECHITEAN Deputy chief inspector for labor relations: Locotenent colonel Lucian MARCIU Deputy chief inspector: Maior Marcel RUGINA Address: Str. Mihai Viteazul, nr. 11, cod postal 500174 Tel: 0268 428888 Fax: 0268 543537 Email: contact@isujbv.ro Website: www.isujbv.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “MIHAI VITEAZUL” AL JUDETULUI COVASNA City: SFANTU GHEORGHE Chief inspector: Locotenent colonel Adrian Constantin NASTUTA Deputy chief inspector for labor relations: Locotenent colonel Viorel TIMAR Address: Str. Oltului, nr. 31-33, cod postal 520027 Tel: 0267 315350 Fax: 0267 311182 Email: covasna@isujcv.ro Website: www.isujcv.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “CAPITAN PUICA NICOLAE” AL JUDETULUI ARGES City: PITESTI Chief inspector: Maior Bogdan OLAR Deputy chief inspector for labor relations: Maior Cristian BARBULESCU Deputy chief inspector: Locotenent colonel Daniel SOARE Address: Str. Traian, nr. 26, cod postal 110424 Tel: 0248 217400 Fax: 0248 611301 Email: rel.pub@isuarges.ro Website: www.isuarges.ro

Romania

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “VLASCA” AL JUDETULUI GIURGIU City: GIURGIU Chief inspector: Colonel Emil APOSTOL Deputy chief inspector for labor relations: Maior Alexandru COVACI Deputy chief inspector: Locotenent colonel Alin Mihai ROSU Address: Str. Dorobanti nr. 19, cod postal 080385 Tel: 0246 215150 Fax: 0246 219149 Email: inspectorat@isugiurgiu.ro Website: www.isugiurgiu.ro

116

WHO’S WHO IN

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “DEALUL SPIRII” BUCHAREST-ILFOV City: Bucharest Chief inspector: Colonel Flaviu-Dorel CHISCOP Deputy chief inspector for labor relations: Colonel Orlando SCHIOPU Deputy chief inspector: Locotenent colonel Florin STAN Address: Calea 13 septembrie nr.135, sector 5, cod postal 050719 Tel: 021 2075500 Fax: 021 3165116 Email: contact@isubif.ro Website: www.isubif.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “GENERAL EREMIA GRIGORESCU” AL JUDETULUI GALATI City: GALATI Chief inspector: Colonel Ion TOMA Deputy chief inspector for labor relations: Locotenent colonel Fanel Catalin RACOVITA MIC Deputy chief inspector: Colonel Vasile ONU Address: Str. Mihai Bravu, nr. 36, cod postal 800208 Tel: 0236 460441 Fax: 0236 460645 Email: relatiipublice@isujgalati.ro Website: www.isujgalati.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “SERBAN CANTACUZINO” AL JUDETULUI PRAHOVA City: PLOIESTI Chief inspector: Locotenent colonel Mihai DRAGAN Deputy chief inspector for labor relations: Locotenent colonel Dumitru ELISEI Deputy chief inspector: Colonel Florin STEFAN Address: Str. Rudului, nr. 96, cod postal 100304 Tel: 0244 595366 Fax: 0244 597000 Email: isu_ph@isuprahova.ro Website: www.isuprahova.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “BARBU STIRBEI” AL JUDETULUI CALARASI City: CALARASI Chief inspector: Locotenent colonel Adrian PADURARU Deputy chief inspector for labor relations: Maior Iulian CIMPEANU Deputy chief inspector: Locotenent colonel Ionel RUSCAREANU Address: Str. Bucuresti nr. 344, cod postal 910058 Tel: 0242 311818 Fax: 0242 314062 Email: contact@isucalarasi.ro Website: www.isucalarasi.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “NERON LUPASCU” AL JUDETULUI BUZAU City: BUZAU Chief inspector: Colonel Nicolae DANUT Deputy chief inspector for labor relations: Colonel Viorel GAVANEANU Deputy chief inspector: Locotenent colonel Constantin ROTARU Address: Str. Bistritei, nr.51, cod postal 120112 Tel: 0238 721301 Fax: 0238 713973 Email: isubuzau@yahoo.com Website: www.isubuzau.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “BARBU CATARGIU” AL JUDETULUI IALOMITA City: SLOBOZIA Chief inspector: Locotenent colonel Laurentiu BACU Deputy chief inspector for labor relations: Colonel Florian LICA Deputy chief inspector: Colonel Daniel STANCIU Address: Str. Lacului, nr 23, cod postal 920012 Tel: 0243 232396 Fax: 0243 230088 Email: dispecerat@isujialomita.eu; contact@isujialomita.eu Website: www.isujialomita.eu

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “ANGHEL SALIGNY” AL JUDETULUI VRANCEA City: FOCSANI Chief inspector: Colonel Viorel BALLA Deputy chief inspector for labor relations: Colonel Jenica LAZAR Deputy chief inspector: Locotenent colonel Vasilica HANTOIU Address: Str. Dornisoarei, nr. 10 , cod postal 620087 Tel: 0237 611212 Fax: 0237 625701 Email: office@isujvn.ro Website: www.isujvn.ro

Romania

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “DUNAREA” AL JUDETULUI BRAILA City: BRAILA Chief inspector: Locotenent colonel Cristian ION Deputy chief inspector for labor relations: Locotenent colonel Georgica BURLACU Deputy chief inspector: Capitan Razvan ILIESCU Address: Bd. Dorobantilor, nr. 468, cod postal 810091 Tel: 0239 611212 Fax: 0239619669 Email: situatii_urgenta@isubraila.eu Website: www.isubraila.eu

117

WHO’S WHO IN

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “DOBROGEA” AL JUDETULUI CONSTANTA City: CONSTANTA Chief inspector: Colonel Daniel-Gheorghe POPA Deputy chief inspector for labor relations: Locotenent colonel Vladut ION Deputy chief inspector: Maior Mihai GEORGESCU Address: Str. Mircea cel Batran, nr. 110, cod postal 900663 Tel: 0241 617381 Fax: 0241 616342 Email: urgente@isudobrogea.ro Website: www.isudobrogea.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “DELTA” AL JUDETULUI TULCEA City: TULCEA Chief inspector: Locotenent colonel Daniel PETROV Deputy chief inspector for labor relations: Locotenent colonel Vasile SOAVA Deputy chief inspector: Locotenent colonel Doru ORGHIEV Address: Str. 1848, nr. 16, cod postal www.isudelta.ro Tel: 0240 524300 Fax: 0240 523700 Email: isudelta@isudelta.ro Website: www.isudelta.ro

LABOR INSPECTORATES Institution: LABOR INSPECTION City: Bucharest Chief Inspector: Dantes Nicolae BRATU – inspector General de Stat Deputy chief inspector for labor relations: Deputy chief inspector for health & safety: Address: Str. Matei Voievod, nr. 14, sector 2, 021455 Tel: 021 3027031 Fax: 021 2520097 Email: secretariatigs@inspectiamuncii.ro Website: www.inspectiamuncii.ro

Institution: ITM ARGES City: PITESTI Chief Inspector: Adrian Mihail OPRESCU Deputy chief inspector for labor relations: Carmen BUCUREL Deputy chief inspector for health & safety: Florin Cornel BABOI Address: Bd. Republicii nr. 11, cod postal 110062 Tel: 0248 223408 Fax: 0248 223412 Email: itmarges@itmarges.ro Website: www.itmarges.ro

Institution: ITM ALBA City: ALBA IULIA Chief Inspector: Dorel Aurel FIT Deputy chief inspector for labor relations: Zsolt Gabor CALMAN Deputy chief inspector for health & safety: Daniel NEGREA Address: Str. Frederik Mistral, nr.7, cod postal 510110 Tel: 0258 818632 Fax: 0258 811439 Email: itmalba@itmalba.ro Website: www.itmalba.ro

Institution: ITM BACAU City: BACAU Chief Inspector: Dan-Cristian PETREA Deputy chief inspector for labor relations: Cezar-Iulian GABUREANU Deputy chief inspector for health & safety: Ioan ANDREI Address: Str. Ionita Sandu Sturza, nr.63A, cod postal 600269 Tel: 0234 581800 Fax: 0234 520397 Email: itmbacau@itmbacau.ro Website: www.itmbacau.ro

Institution: ITM ARAD City: ARAD Chief Inspector: Ecaterina ISAC Deputy chief inspector for labor relations: Gligor Manuel Daniel SARB Deputy chief inspector for health & safety: Vacant Address: Str. Episcopiei, nr.11-13, cod postal 310023 Tel: 0257 257220 / 0257 257251 Fax: 0257 211762 Email: itmarad@itmarad.ro Website: www.itmarad.ro

Romania

Institution: ITM BIHOR City: ORADEA Chief Inspector: Marius ROTAR Deputy chief inspector for labor relations: Nadia Florentina RACZ Deputy chief inspector for health & safety: Ciprian Nicolae HODUT Address: Calea Armatei Romane 1B, Oradea 410087 Tel: 0259 475268 / 0259 437804 Fax: 0259 407440 Email: itmbihor@itmbihor.ro Website: www.itmbihor.ro

118

WHO’S WHO IN

Institution: ITM BISTRITA NASAUD City: BISTRITA Chief Inspector: Otilia BERBECAR Deputy chief inspector for labor relations: Julia Gabriella STEJEREAN Deputy chief inspector for health & safety: Rodila GAVRILA Address: Str. C.R. VIVU, nr. 60-64 cod postal 420024 Tel: 0263 235055 Fax: 0263 217711 Email: itmbistrita@itmbistrita.ro Website: www.itmbistrita.ro

Institution: ITM BUZAU City: BUZAU Chief Inspector: Cecilia MANOLESCU Deputy chief inspector for labor relations: Bogdan CHITACU Deputy chief inspector for health & safety: Ion POPA Address: Str. Aleea Sporturilor, bl.1B, cod postal 120099 Tel: 0238 713047 Fax: 0238 426939 Email: itmbuzau@itmbuzau.ro Website: www.itmbuzau.ro

Institution: ITM BOTOSANI City: BOTOSANI Chief Inspector: Vacant - delegare atribuții Daniela Petronela LOZNEANU Deputy chief inspector for labor relations: Daniela Petronela LOZNEANU Deputy chief inspector for health & safety: Dan MOLDOVANU Address: Calea Nationala, nr.103, cod postal 710051 Tel: 0231 514854 Fax: 0231 512044 Email: itmbotosani@itmbotosani.ro Website: www.itmbotosani.ro

Institution: ITM CALARASI City: CALARASI Chief Inspector: Mihaita Constantin BESTEA - exercitare temporară Deputy chief inspector for labor relations: Mihaita Constantin BESTEA - temporar vacant Deputy chief inspector for health & safety: Nicolae DUMITRU Address: Str. Flacara, nr. 109, cod postal: Tel: 0242 306350 Fax: 0242 318777 Email: itmcalarasi@itmcalarasi.ro Website: www.itmcalarasi.ro

Institution: ITM BRAILA City: BRAILA Chief Inspector: Liviu ARHIRE Deputy chief inspector for labor relations: Nicu - Lucian OLTEANU Deputy chief inspector for health & safety: Victor VOICULET Address: Str. Dimitrie Bolintineanu, nr.7, cod postal 810022 Tel: 0239 611586 Fax: 0239 611587 Email: itmbraila@itmbraila.ro Website: www.itmbraila.ro Institution: ITM BRASOV City: BRASOV Chief Inspector: Adrian Nicolae REIT Deputy chief inspector for labor relations: Catalin-Dan SUCIU Deputy chief inspector for health & safety: Dorin SENCHETRU Address: Str. Ion Ratiu, nr.17, cod postal 500080 Tel: 0268 472200 Fax: 0268 475592 Email: itmbrasov@itmbrasov.ro Website: www.itmbrasov.ro Institution: ITM BUCURESTI City: Bucharest Chief Inspector: Constantin BUJOR Deputy chief inspector for labor relations: Marilena Nicoleta BALABUTI Deputy chief inspector for health & safety: Vacant Address: Str. Radu - Voda, nr. 26 - 26A, sector 4, cod postal 040275 Tel: 021 3301616 Fax: 021 3317614 Email: itmbucuresti@itmbucuresti.ro Website: www.itmbucuresti.ro

Romania

Institution: ITM CARAS SEVERIN City: RESITA Chief Inspector: Nicolae-Miu CIOBANU Deputy chief inspector for labor relations: Eugenia - Florica MIHĂESCU Deputy chief inspector for health & safety: Stefan BALA Address: Str. Traian Lalescu, nr.22, cod postal 320050 Tel: 0255 214419 Fax: 0255 215208 Email: itmcaras@itmcaras.ro Website: www.itmcaras.ro Institution: ITM CLUJ City: CLUJ NAPOCA Chief Inspector: Daniel Octavian PACURARIU Deputy chief inspector for labor relations: Marcel Nicolae MUNTEAN Deputy chief inspector for health & safety: Ioan-Emilian ROSCA Address: Str. George Cosbuc, nr.2, cod postal 400375 Tel: 0264 598407 Fax: 0264 439219 Email: itmcluj@itmcluj.ro Website: www.itmcluj.ro Institution: ITM CONSTANTA City: CONSTANTA Chief Inspector: Eugen BOLA Deputy chief inspector for labor relations: Tiberiu PLESU Deputy chief inspector for health & safety: Marian BECHEANU Address: Str. Decebal, nr. 13 C, cod postal 900665 Tel: 0241 693951 Fax: 0241 694317 Email: itmconstanta@itmconstanta.ro Website: www.itmconstanta.ro

119

WHO’S WHO IN

Institution: ITM COVASNA City: SFANTU GHEORGHE Chief Inspector: Ordog LAJOS Deputy chief inspector for labor relations: Liliana BALMUS Deputy chief inspector for health & safety: Dumitru MARINESCU Address: Str. Muncitorilor, nr.12 - 14, cod postal 520032 Tel: 0267 351298 Fax: 0267 351553 Email: itmcovasna@itmcovasna.ro Website: www.itmcovasna.ro

Institution: ITM GORJ City: TIRGU JIU Chief Inspector: George-Octavian ROMANESCU Deputy chief inspector for labor relations: Alecxandru CARUNTU Deputy chief inspector for health & safety: Liviu Ovidiu ILIE Address: Str. 14 Octombrie nr.154, cod postal 210164 Tel: 0253 237933 Fax: 0253 237943 Email: itmgorj@itmgorj.ro Website: /www.itmgorj.ro

Institution: ITM DOLJ City: CRAIOVA Chief Inspector: Catalin-Tiberius MOHORA Deputy chief inspector for labor relations: Raducu-Alexandru MITRAN Deputy chief inspector for health & safety: Alexandru Ionut RAGUSILA Address: Str. Nicolae Balcescu, nr.51, cod postal 200676 Tel: 0251 406710 Fax: 0251 406710 Email: itmdolj@itmdolj.ro Website: www.itmdolj.ro

Institution: ITM HARGHITA City: MIERCUREA CIUC Chief Inspector: Dorin MALE Deputy chief inspector for labor relations: Ileana MOCREI Deputy chief inspector for health & safety: Marian STAN Address: Str. Kossuth Lajos, nr. 26, cod postal 530230 Tel: 0266 371141 Fax: 0266 371662 Email: itmharghita@itmharghita.ro Website: www.itmharghita.ro

Institution: ITM DAMBOVITA City: TIRGOVISTE Chief Inspector: Marius LIXANDRU Deputy chief inspector for labor relations: Nicolae POPA Deputy chief inspector for health & safety: Vacant Address: Str. Revolutiei Bl. C8, Sc. A, P, cod postal 130011 Tel: 0245 612021 Fax: 0245 615240 Email: itmdambovita@itmdambovita.ro Website: www.itmdambovita.ro Institution: ITM GALATI City: GALATI Chief Inspector: Ionel PETREA Deputy chief inspector for labor relations: Paula STAFIE Deputy chief inspector for health & safety: Viorel DUMITRU Address: Str. Regiment 11 Siret, nr.46 bis, cod postal 800302 Tel: 0236 465075 Fax: 0236 460629 Email: itmgalati@itmgalati.ro Website: www.itmgalati.ro Institution: ITM GIURGIU City: GIURGIU Chief Inspector: Daniela RUSE Deputy chief inspector for labor relations: Florin DINU Deputy chief inspector for health & safety: Cristian Valeriu CHINDEA Address: Bd. C.F.R., Bl.111, Sc. C, Parter + Mezanin Tel: 0246 218754 Fax: 0246 218754 Email: itmgiurgiu@itmgiurgiu.ro Website: www.itmgiurgiu.ro

Romania

Institution: ITM HUNEDOARA City: DEVA Chief Inspector: Adrian Florin BOZDOG Deputy chief inspector for labor relations: Cristina-Emilia MARTON Deputy chief inspector for health & safety: Daniel - Lucian SUFANA Address: Str. Aleea Muncii, nr.2, cod postal 330094 Tel: 0254 216157 Fax: 0254 233670 Email: itmhunedoara@itmhunedoara.ro Website: www.itmhunedoara.ro Institution: ITM IALOMITA City: SLOBOZIA Chief Inspector: Gabriel IONITA Deputy chief inspector for labor relations: Marius Daniel PETCU Deputy chief inspector for health & safety: Marian NEDELCU Address: Str. Constantin Dobrogeanu Gherea, nr. 1A, cod postal: 920033 Tel: 0243 215146 Fax: 0243 220452 Email: itmialomita@itmialomita.ro Website: www.itmialomita.ro Institution: ITM IASI City: IASI Chief Inspector: George ALBULESCU Deputy chief inspector for labor relations: Vacant Deputy chief inspector for health & safety: Daniel George TANASIEVICI Address: Sos. Moara de foc, nr.31, cod postal 700520 Tel: 0232 257100 Fax: 0232 215583 Email: itmiasi@itmiasi.ro Website: www.itmiasi.ro

120

WHO’S WHO IN

Institution: ITM ILFOV City: Bucharest Chief Inspector: George GAVRILA Deputy chief inspector for labor relations: Angela VILCEA Deputy chief inspector for health & safety: Mihai Dumitru VIZITIU Address: Calea Giulesti, nr. 6 - 8, sector 6, cod postal 060274 Tel: 021 3162561 / 021 3162560 Fax: 021 3162562 Email: itmilfov@itmilfov.ro Website: www.itmilfov.ro

Institution: ITM OLT City: SLATINA Chief Inspector: Cristian UNGUREANU Deputy chief inspector for labor relations: Gheorghe Ginel PETRE Deputy chief inspector for health & safety: Florin FUMUREANU Address: Al. Tineretului, nr.1A, cod postal 230053 Tel: 0249 439283 Fax: 0249 439397 Email: itmolt@itmolt.ro Website: www.itmolt.ro

Institution: ITM MARAMURES City: BAIA MARE Chief Inspector: Dragos NACUTA Deputy chief inspector for labor relations: Maria BONDARI Deputy chief inspector for health & safety: Traian RAD-TAUT Address: Str. George Cosbuc, nr.50, cod postal 430032 Tel: 0262 218921 Fax: 0262 218851 Email: itmmaramures@itmmaramures.ro Website: www.itmmaramures.ro

Institution: ITM PRAHOVA City: PLOIESTI Chief Inspector: Dumitra IONESCU Deputy chief inspector for labor relations: Vacant Deputy chief inspector for health & safety: Constantin STOICA Address: Bd. Independentei, nr.12, cod postal 100559 Tel: 0244 510372 Fax: 0244 510372 Email: itmprahova@itmprahova.ro Website: www.itmprahova.ro

Institution: ITM MEHEDINTI City: DROBETA TURNU SEVERIN Chief Inspector: Nicea MERGEANI Deputy chief inspector for labor relations: Emilian Cornel VILCU Deputy chief inspector for health & safety: Eugen VLADUTI Address: Bd. Carol I, nr.3, cod postal 220099 Tel: 0252 314907 Fax: 0252 324100 Email: itmmehedinti@itmmehedinti.ro Website: www.itmmehedinti.ro

Institution: ITM SALAJ City: ZALAU Chief Inspector: Luminita Elena NEMES Deputy chief inspector for labor relations: Ovidiu MURESAN Deputy chief inspector for health & safety: Ioan - Lucian LAZOC Address: Bd. Mihai Viteazul, nr.85, cod postal 450135 Tel: 0260 611929 Fax: 0260 610244 Email: itmsalaj@itmsalaj.ro Website: www.itmsalaj.ro

Institution: ITM MURES City: TARGU MURES Chief Inspector: Andrei MURESAN Deputy chief inspector for labor relations: Eva MAN Deputy chief inspector for health & safety: Gyorgy Zsolt SOFALVI Address: Str. Iuliu Maniu, nr.2, cod postal 540027 Tel: 0265 262698 Fax: 0265 262698 Email: itmmures@itmmures.ro Website: www.itmmures.ro

Institution: ITM SATU MARE City: SATU MARE Chief Inspector: Cristian - Iosif SASU Deputy chief inspector for labor relations: Alin Claudiu DAN Deputy chief inspector for health & safety: Sabin POP Address: Bd. Lucian Blaga, nr.41, cod postal 440237 Tel: 0261 763395 Fax: 0261 761460 Email: itmsatumare@itmsatumare.ro Website: www.itmsatumare.ro

Institution: ITM NEAMT City: PIATRA NEAMT Chief Inspector: Ioan POPESCU Deputy chief inspector for labor relations: Petronela Catalina MINDRILA Deputy chief inspector for health & safety: Vacant Address: Str. Dr. Gheorghe Iacomi, nr.8, cod postal 610150 Tel: 0233 215589 Fax: 0233 219608 Email: itmneamt@itmneamt.ro Website: www.itmneamt.ro

Institution: ITM SIBIU City: SIBIU Chief Inspector: Francisc SZOMBATFALVI - TOROK Deputy chief inspector for labor relations: Vacant Deputy chief inspector for health & safety: Remus FURTUNA Address: Calea Dumbravii, nr.17, cod postal 550324 Tel: 0269 217516 Fax: 0269 214712 Email: itmsibiu@itmsibiu.ro Website: www.itmsibiu.ro

Romania

121

WHO’S WHO IN

Institution: ITM SUCEAVA City: SUCEAVA Chief Inspector: Romeo BUTNARIU Deputy chief inspector for labor relations: Grigore DUCIUC Deputy chief inspector for health & safety: Dorin MIHAILA Address: Str. Bistritei, f.n, cod postal 720273 Tel: 0230 523283 Fax: 0230 213185 Email: itmsuceava@itmsuceava.ro Website: www.itmsuceava.ro

Institution: ITM VALCEA City: RAMNICU VALCEA Chief Inspector: Ion TANASOIU Deputy chief inspector for labor relations: Mariana-Livia DRUGAN Deputy chief inspector for health & safety: Viorel SMINTICIUC Address: Str. Regina Maria, nr.2, cod postal 240151 Tel: 0250 735804 / 0350 407968 Fax: 0250 732657 Email: itmvalcea@itmvalcea.ro Website: www.itmvalcea.ro

Institution: ITM TELEORMAN City: ALEXANDRIA Chief Inspector: Emil - Viorel CIOBANU Deputy chief inspector for labor relations: Viorel DINCA Deputy chief inspector for health & safety: Gheorghe POPESCU Address: Str. Dunarii nr.1, cod postal 140002 Tel: 0247 311175 Fax: 0247 311798 Email: itmteleorman@itmteleorman.ro Website: www.itmteleorman.ro

Institution: ITM VASLUI City: VASLUI Chief Inspector: Gheorghe CHIRVASE Deputy chief inspector for labor relations: Vacant Deputy chief inspector for health & safety: Aniela ADIMI Address: Str. Radu Negru, Bl. 274, fara cod postal Tel: 0235 319067 Fax: 0235 361420 Email: itmvaslui@itmvaslui.ro Website: www.itmvaslui.ro

Institution: ITM TIMIS City: TIMISOARA Chief Inspector: Pavel KASAI Deputy chief inspector for labor relations: Ileana TOMOIAGA Deputy chief inspector for health & safety: Anton-Francisc SZASZ Address: Splaiul Nicolae Titulescu, nr.12, cod postal 300167 Tel: 0256 407959 Fax: 0256 203678 Email: itmtimis@itmtimis.ro Website: www.itmtimis.ro

Institution: ITM VRANCEA City: FOCSANI Chief Inspector: Eliza BOTEZATU Deputy chief inspector for labor relations: Sorin Sebastian CIOCAN Deputy chief inspector for health & safety: Simona Cristina PANCIU Address: Str. Dimitrie Cantemir nr.10, cod postal 620036 Tel: 0237 615805 Fax: 0237 239659 Email: itmvrancea@itmvrancea.ro Website: www.itmvrancea.ro

Institution: ITM TULCEA City: TULCEA Chief Inspector: Izet ALI Deputy chief inspector for labor relations: Ciprian MADAR Deputy chief inspector for health & safety: Constanta ARSENIE Address: Str. Babadag, nr.118, cod postal 820126 Tel: 0240 531064 Fax: 0240 531067 Email: itmtulcea@itmtulcea.ro Website: www.itmtulcea.ro

Romania

122

Romania’s Business News Gate

www.govnet.ro