Tata Steel Kalinganagar-
Contractor Safety Management
System (CSMS)
Presentation by : Mr. Satya Ranjan Sahoo
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About TATA Steel -Kalinganagar
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Challenges
Reluctant to adopt safety culture
Unaware of industrial safety practices
Difficult to implement basic mandatory PPEs
Rehabilitation and social welfare
Quality medical facility
Competent people for the right job
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Safety Strategy – The Priorities
Tata Steel Identified Six (6) Core Strategies:
(Safety) Leadership Development
Organizational Safety Competency and Capability Improvement
Contractor Safety Management
Road and Rail Safety Risk Management
PSM, Integrated Emergency Response, Infrastructure Integrity
Management
Occupational Health / Industrial Hygiene (OH/IH)
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Contractor
Selection
Contract
Preparation
Contract
Award
Introduction to
CSMS
Orientation
and Training
Managing
the Work
Periodic
Evaluation
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From our Managing Director ….message to all stake holders
“Safety should be
the core value not
a metrics”
Mr T V Narendran
Managing Director,
Tata Steel India & SEA
Implementation of CSM at Kalinganagar
Our Approach
Study of contracts and gap analysis to find out the gaps for adopting
six step process.
Workshop for proprietors and senior management team of Tata Steel.
Training programs were organised along with vendor partners and
departmental representatives.
Identification of CA (Contract Administrator) & CO (Contract Owner)
for each contract.
Identification of 148 high risk vendors already awarded the contract.
Engaging expert agency for cross calibration in assessment process.
Reward and consequence management for vendor partners
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Assessment of Maturity level ( 2 on a scale of 0-4)
Contractor Selection
To define the optimum number of contracting companies
A capability review of vendors registered before the start / launch of
CSMS
Contractor preparation
To start Pre-bid and Pre-award meetings in all areas
To define potentially high risk contractor
Contract Award
Categorisation of Contracts to be done to focus on roles and
responsibilities of Supervisors
Ensure pre-work meetings before the start of a job
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Assessment of Maturity level ( 2 on a scale of 0-4)
Managing the work
To review the adequacy and appropriateness of adopted processes
To verify General Safety Clauses and job specific safety requirements by line
walk.
“One man - One lock" principle in positive isolation for contractor employees.
Training and communication
Training to contractor supervisors on key hazards and control measures.
To check the effectiveness of tool box meetings
Display of safety dash board and
Emergency contact number at key locations
Periodic Evaluation
IT intervention for CSM process
Mentoring of vendors getting poor rating in star rating evaluation.
Recognition to vendors having good safety management system
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Step 1: Contractor Selection
OFIs
Classification of contracts was not in place.
Process of selecting the right vendor partner was not of importance.
Past safety record and their performance was not taken into consideration while
registering a vendor.
No restriction for registration of new vendors.
Actions
Classification of contract into different categories.
Framing of evaluation team
Conducting nos. of work shop
Vendor partners evaluation of existing vendors.
The evaluation report with OFIs.
Assigning mentor to each contract.
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Step-2: Contract Preparation
OFIs
Single point departmental accountability for
each was not established.
JHA (Job hazard analysis) was not in place
for each high risk activity.
Specific safety requirements were not
identified in the contract.
Actions
IT intervention to identify the risk category by the department.
Carrying out JHA or prepare SOP for each activity prior to service request.
Mentioning Generic & Specific safety clauses in the RFQ (request for
quotation).
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Step-3: Contract Award
OFIs
In consistent Pre-bid and pre-work meeting.
Competent vendor partners with the past experience evaluation were not
consistent.
High risk jobs were not dealt separately.
Actions
Pre-bid, Pre-work meetings were made
mandatory.
Review of vendor proposed safe systems of
work and safety plan.
Obtaining declaration from vendor partners
before contract award.
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Step-4: Orientation and training
OFIs:
Safety orientation training for workers was not
adequate for the job.
Skill level of workers working in hazardous areas
was not consistent.
Actions:
Full fledged safety training centre
Structured training for vendor partner’s employees and supervisors separately
Behaviour based safety training third party
First-Aider training by Certification agencies
Behaviour safety training by third party was undertaken.
Internal auditor training for OHSAS certification by Class A vendor supervisors
Job specific safety training/SOP, safety standards training by line manager.
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Step-5: Managing the work
OFIs :
Involvement of vendor partner’s proprietors and supervisors in safety audits
review meetings was poor.
Competency of safe supervisors not adequately addressed.
Hiding injuries and near miss incidents by vendor partners.
Motivation of vendor partner’s employees for safe practices.
Actions :
Contractor AIC (Area Implementation Committee)
was formed in each depts. and vendors having
good performance in safety made the chairman.
Weekly severity based safety audit by CA/COs,
vendors site and safety supervisor.
Proprietor line walks along with line manager
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Qualification and experience of site supervisor was made mandatory.
Daily Tool box meetings and periodic mass meetings made mandatory in each
depts.
Conducting JCC (Job cycle check), preparing SOP (standard operating
procedure) & JHA (Job hazard analysis).
Incident and near miss reporting and root cause analysis by vendor partners.
Catalytic role played for reward and recognition for their employees and
arranging transportation.
Restriction of vendor employees having more than 60 yrs.
In house vendor partner’s health check-up facility was established for extensive
and quality medical check-up.
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Step-6: Periodic Evaluation
OFIs:
• System to monitor the performance of vendor
partners during work was inadequate.
• No linkage of the periodic assessment with the billing
process of vendors.
• Interaction with departmental line function was
irregular.
Actions:
Assessment of vendors was carried out on a scale of 0-5 ( star rating)
Re-assessment was carried out every 6 months and feed back to them on OFIs.
Monthly review of improvement plans of vendor partners by CO.
Subsequently from 31st Mar’17 those vendors could not comply to our internal star
rating score of 3, was debarred from further enquiry.
Engaged third party for CSM star rating for cross calibration.
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Results
100 % evaluation of any new vendor before entry
Quality vendors for the job
Risk categorisation of the job
Pre-bid and pre-award meetings pre ordering
Ownership and involvement of CA/CO for each contract
Pre-work meetings before deployment
Commitment from the vendor partners
100 % safety orientation training before entry
Mandatory SOP/Job specific training prior to engaging in the job
Deployment of competent supervisors
Two way communications
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Practices
Awareness session for CA/CO Identification of high risk before Selection process before
service request registration
Visual Standard Operating Procedure First aid box checking at vendor office Job Hazard Analysis by Vendors
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Practices
First aider training to the supervisors CSM workshop for proprietors Internal auditor trg to the supervisors
First aid training to the vendor
Felt leadership program for vendors BBS training to the site supervisors employees
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Practices
Safety mass meeting taken by CA Safety tool box meeting at site SOP training by CO
Near miss reporting in regional
Fire fighting training to workers Rewarding to best employee
Hazards training at site language
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Practices
Assessment by CA/CO Assessment by Expert agency Rewarding Best Contractor
Vendor performance monitoring Departmental rolling trophy Monthly vendor
evaluation by CO
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CSM Implementation
Target 85 %
Improving trend of CSM implementation
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Action plan to sustain:-
• To get more capable vendors, vendor development to get more importance
and non performing vendors to be debarred.
• Obtaining OHSAS certification for class A/B vendors in a phase manner.
• Providing amenities to all vendor partners workers (Rest rooms, Canteen
facility etc.)
• Developing mentor mentee inter-dependent relationship among vendors.
• Skill development of vendor partners employees and selection procedure to be
implemented.
• Converting all SOP to regional language through expertise.
• Handhold vendors to achieve 3 star rating through workshops.
• Monthly performance monitoring and linkage of the performance to vendor
billing.
• IT intervention in CSM standard implementation.
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Thank you
Questions Please?
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