CTRM Aero Composites Sdn. Bhd

Injury Prevention: A Practitioner’s View Mohamad Aliasman bin Morshidi Head of HSE Department 25th August 2015

Contents

Company’s Overview

HSE Overview I Structure

HSE Management

OSH Management

Analysis

Broad Strategies

2

SERVICES PROPERTY, ASSET

& CONSTRUCTION

AEROSPACE &

COMPOSITE AUTOMOTIVE

DRB-HICOM GROUP|Core Businesses

To be the CENTRE OF EXCELLENCE

for global composites and aerospace

industry

Our Vision

Our Mission

Core Values

Overview|Vision, Mission, Core Value & Business Structure

Excellence

Decorum

Teamwork

Integrity

Innovation

Quality

Transparency

aero composites

aviation

composites engineering

systems integration

Corporate Structure & Business Activities

To be the PARTNER OF CHOICE in global

composites and aerospace industry through

development of human capital, capability and

products

Primary revenue contributor

Facility Location |

Batu Berendam, Melaka.

No of Employee | 2402 (Apr‘15)

Core Product | aerostructure &

developing towards challenging

components

Sole manufacturer for most

products

Main customer | Spirit & UTAS

Main OEM | Airbus & Boeing

Overview | CTRM AC

CTRM Aero Composites

Overview | Major Equipment

Gerber Cutter • 6 Ply Cutter machines

• Biggest is 10 m in length

AutoClaves 12 ACs by June 2015

• Biggest size 18 ft dia. x 50 ft length

CNC Machine • 6 machines by June 2015

• Biggest vol. 10.0 x 5.0 x 2.8 m

NDT • 8 equipment by July 2015

• Ultrasonic in various types; Flatbed, Multi-axis,

Rotational, Multi Complex (Twin Tower), Multi

Complex Robotic

HSE requirements are become a

niche and stakeholder’s interest.

2015 – CTRM AC embarking

HSE Standard should be on par

with international requirements

due to our business nature.

Composites Engineering

Aviation Aero Composites

Systems Integration

Overview

HSE Overview| Corporate Structure

7

HSE

Authorities

HSE

Culture

Psychological Aspects

How people feel

Can be described as the

safety climate of the organization, which is

concerned with

individual and group

values, attitudes and

perceptions.

Behavioural Aspects

What people do

Safety-related

actions and

behaviours.

Situational Aspects

What the organization has

Policies, procedures,

regulation,

organizational

structures, and the

management

system.

HSE Management| HSE Culture

8

Culture Ladder

PROACTIVE

CALCULATIVE

PATHOLOGICAL

REACTIVE

GENERATIVE

Who cares as long as we’re not caught

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

We have systems in place to manage all hazards

Safety leadership & values drive continuous improvement

HSE is how we do business around here

*Ref:OGP–AGuidetoselec ngappropriatetoolstoimproveHSEculture (ReportNo.435,March2010)

YOU

Supervision

Dependent

ME

Self

Independent

WE

Team

Interdependent

Information

TIE

R 1

TIE

R 2

TIE

R 3

TIE

R 4

TIE

R 5

Trust

HSELadder*

Ref: HSE (1993)_A review of safety culture and safety climate literature for the

development of the safety culture inspection toolkit

HSE Management| HSE Discipline

Engineering

Psychology

Human Resources

Organizational Behaviour

Project Management

Procurement

Supply Chain

Strategic Management

Law

Etc….

HSE Discipline…

H I R A R C

Risk Controls

• Elimination

• Substitution

• Engineering

Control

• Administration

• Personal

Protective

Equipment (PPE)

At the source

• Elimination

• Substitution

Engineering Controls

• Redesign

• Isolation

• Automation

Administrative Controls

• Safe Work Procedure

• Supervision & Training

• Job Rotations

Personal Protective Equipment

(PPE)

• Barriers

• Absorption

• Dilution

• Housekeeping

• Hygiene

• HAZCOM

How to prevent an accident? (cont.)

HSE Management| HIRARC (cont.)

CAU“ATION MANAGEMENT

CON“EQUENCE MANAGEMENT

Reducing

Probability

(Control)

Minimizing

Consequences

(Recover)

Bow Tie Concept

HSE Management| Bow Tie Concept

12

OSH Performance |OSH Statistics

0.92

1.97

1.57

1.27

0.42 0.350.37

0.79

0.48 0.51

0.17

1.40

7.11

5.16

4.03

3.41

2.46

8.08

0

1000000

2000000

3000000

4000000

5000000

6000000

7000000

8000000

9000000

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

2010 2011 2012 2013 2014 2014-2015*

Manhours

Rate

Year

CTRMACAccidentSta s c(BasedonJKKP8Report)

Manhours(Y) FatalityRate(Average) AccidentRate(Average)

FrequencyRate(Average) SeverityRate(Average)

CTRM AC Accident Statistic

Inju

rio

us

Bo

dy

pa

rt

Hand &

Arms

(16)

Leg

(9)

Body

(5)

Head, Face

& Eye

(2)

Type of Injuries (based on data 2013-2014)

Awareness & competency of

workers

Analysis| Critical Success Factors

Robust HSE Management System

Leadership & commitment from management team

Effective Execution of HSE

Management System & Program

Engagement with Internal & External HSE Stakeholders

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Sufficient budget for HSE CAPEX & OPEX

MANAGING LEAKAGES | Stabilizing

Strategic Direction Operational Excellence Internal Reorganisation

REBUILDING TRUST | Capitalising Existing Strengths

EXPANSION | Growth based on New Capabilities

Re-organisation of HSE management & operation structure

Improvement of overall HSE Statistics

Improvement of HSE Internal control

Streamlining HSE policies, procedures & empower workforce

Increase frequency & quality of HSE engagement

Aligning management team to strategic HSE direction | Ground work

HSE Sustainability based on values

Inculcate HSE Culture based on systems, behaviour & psychological aspects

Expand CTRM AC’s HSE management model into other business.

CTRM AC’s HSE external recognition / awards

Image building via HSEMS

Rationalization of HSE structure & sustaining best practices

Employee engagement & HSE Competency development programs

Investment in engineering control

Continual engagement with critical stakeholders

Note : Stage 1 : Internal Reorganisation (6 months) Stage 2 : Operational Excellence (12 months) Stage 3 : Strategic Direction will begin

immediately after the company has been stabilised

14

Broad Strategies

Thank you Lets make it happen..

15