Production • Processing • Handling
Fig. 3. Safety and/or environmental incidents are no longer tolerated – any incident can endanger the company’s licence to operate.
start with defining the values and derived behaviour that a company needs to drive its business. Tese values form the compass and the reference for the behaviour of the people within the organisation. Leadership is crucial in introducing, implementing and maintaining these values. Organisational integrity cannot be achieved without excellent leadership to drive the desired behaviour. As well as that all personnel must be involved, and must understand what ‘integrity’ means for them and what is expected from them. Leaders and managers therefore have to set the example, and must communicate the organisational integrity values to all personnel and drive the desired behaviour. If they fail to do this, a company will never succeed in achieving organisational integrity. As Eisenhower stated: “Te supreme quality for leadership is integrity”.
Te integrity management system forms the
framework for the operation of the organisation - it provides the vision and the ‘business’ code of conduct on policy and strategy, processes, organisation, people and resources.
Strong focus on safety at Stork As a provider of asset integrity management services, Stork Technical Services has a strong focus on safety and on the prevention of incidents. Te company’s award-winning REACH safety programme is broadly deployed in the organisation, and aims to provide continuous performance improvement in all areas related to Health, Safety, Environment and Quality (HSEQ). Tis starts with management leadership, and empowers employees by giving
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each individual the authority to challenge unsafe behaviour and actions and to respond positively to such interventions. Performance improvement is based on sharing common goals, close monitoring of the relevant performance indicators, benchmarking against industry standards and managing a continuous improvement system with SMART objectives to ensure ongoing development. Information on performance is constantly and proactively shared with employees and customers, but also externally, as the only contractor in the industry to do so.
Consistent, long-term approach required “We’ve gained a lot of experience in implementing and maintaining an organisational integrity culture, and we know that it isn’t an easy journey”, concludes Jos Van der Aelst. “Realising the required leadership and self-governing participation of personnel requires a consistent, long-term approach. But there’s no alternative. Organisational integrity is a prerequisite for successful asset management and sustainable business continuity. Safety and/or environmental incidents are no longer tolerated - any incident can endanger the company’s licence to operate. And of course organisational integrity also helps to ensure continuity in business growth and profitability.” ●
Enter 56 or ✔ at
www.engineerlive.com/iog
Beatrijs van de Ven is with Stork Technical Services, Utrecht, The Netherlands.
www.storktechnicalservices.com
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