Published on July 14, 2023
Define:
Through strong leadership engagement, campaigns, safety training, etc., Tata Projects was able to have a strong surge in reporting events. However, the learnings were not being cascaded down to projects. Further, critical near misses and observations were not highlighted, which was an untapped goldmine to drive safety improvements.
Measure:
4.5X absolute reporting of observations per 10K workforce engaged
6.5X absolute reporting of near miss per 10K workforce engaged
As a leading indicator, 8600+ near misses and 4,20,000+ observations were reported on the company’s digital platform from April 2022 till date. Per 10K workforce reporting is presented below:
Analyse:
- As a part of RRP (Risk Reduction Programme), Tata Projects developed the process of identifying Potential Severe Events (PSEs), which remain an untapped goldmine to drive safety improvements. This PSE can be a near miss, an observation, or an event.
- Post analysis, the company found that PSEs are just a barrier away from catastrophe - if that last barrier is missed, the result could be fatal.
- On a monthly basis, a team of experienced HSE professionals and the operations leaders review and extract near misses and observations and identify PSEs from a digital platform - TQDigi’lytics. These PSEs and the defined target actions are communicated to the team to prevent a catastrophe.
Improve:
- A total of 191 PSEs have been identified to date. These PSEs are identified monthly from the reported safety events and shared across Tata Projects.
- A dedicated dashboard is available on TQDigi’lytics, where the data trending and analysis are done monthly. The snapshot of the dashboard is presented here. The PSE for the month is assigned to all projects through the TQDigi’lytics digital platform, and compliance to the target action items with their supporting evidence are captured and tracked here.
- Effective implementation of PSEs along with the action items is ensured by conducting reflective learning sessions on all project sites, weekly calls by leadership, town hall meets and continuous email alerts, so that learnings are cascaded to all team members.
- Implementation of PSE actions is monitored during the HSE audits.
- PSEs have been integrated into existing procedures and programs.
Control:
- Developing a tool to self-identify PSEs from the recorded events.
- The company keeps appreciating the identification of PSEs as they are one of the key sources of continuous learning and development. MD’s town hall started with encouraging reporting of PSE’s.
- Leaders across the organisation are demonstrating visual leadership by conducting knowledge sharing sessions on PSEs. Visual leadership is an integral part of Tata Core Principles.
- PSEs are monitored and tracked through a digital platform so this initiative remains consistent.
- Vital learnings from PSEs contribute towards a strong safety culture across the organisation.
Testimonials of stakeholders:
I must say that PSEs act as goldmine, and our team must take the best benefit of it. In simple terms, they act as a barrier before the railway track - if there is no barrier, the result is fatal. I personally ensured that reflective learning sessions on PSEs are conducted on my project on a monthly basis, and actions are implemented. I could see the improved safety performance as part of ongoing activities and positive safety behaviour from all the project team members. I am glad that we have successfully completed Project Mali.
— Mr. Rishi Maggon, General Manager - Projects, Tata Projects Limited