openSAP

SAP Environment, Health, and Safety for

Operational Sustainability
Week 02 Unit 01

00:00:05 Hello, this is Mike Censurato, solution manager for the EHS applications at SAP.
00:00:13 We are going to talk in this week, week number two of the openSAP course, about worker safety.

00:00:21 We're going to focus on that topic. This is the unit one session, Worker Safety and Safety Culture,

00:00:28 to try to introduce a little bit of the background of the topic and how culture kind of drives
companies towards that goal of ensuring worker safety.
00:00:40 So in this unit, you're going to learn how the right safety culture drives overall workplace safety
00:00:47 and how that's set up, how it's maintained, things like that. How safety culture is defined within an
organization,
00:00:55 it can mean different things to different types of organizations. And we'll try to get you to
understand
00:01:03 how safety culture is implemented within an organization. So what is safety culture?
00:01:12 Again, a lot of different definitions out there. This is something related to companies that we work
with.
00:01:21 You can consider it kind of a shared perception or belief about the value of safety driving what is
important to safety climate,
00:01:33 what's really below the water line, what's above the water line. It's defined by both the strength of
the culture,
00:01:42 again, some companies are different than others. It's defined by the level within the organization.

00:01:50 How broad is it? How high does it go?

00:01:54 Is there corporate support at the top levels? Things like that.
00:01:58 It's assessed by both qualitative metrics and quantitative metrics. And, you know, the nature of
safety culture
00:02:10 that is established within a company or an organization can be predictive of the actual safety
outcomes for employees and for that organization,
00:02:19 whether it's the number of incidents that occur, the amount of money having to be spent or lost
based on safety problems, things like that.
00:02:31 So, as far as how it can be defined, here you see an example of one of the models that's out there,
one of the maybe significant models that is out there,
00:02:42 called the Hudson five-step ladder. At the bottom, you see pathological and reactive.
00:02:50 Those are situations, or let's say, if organizations are at that level, then obviously they're not really
ensuring a safe workplace,
00:03:00 they're being totally reactive. Safety is not a priority.
00:03:04 As you kind of move up the ladder, you see improvement. And where you see the arrow there, the
blue arrow,
00:03:12 the idea is that, you know, trying to drive a more proactive process, a more proactive safety
culture, where continuous improvement is important
00:03:22 and learning from incidents that do occur and making the right corrective actions and making sure
they're completed and that the company is kind of moving forward
00:03:32 to a better safety performance. That's where companies really like to strive to be.
00:03:42 Organizational impact. Again, if safety culture is in place and it's actually effective and it's actually,

00:03:49 let's say, pervasive within the organization, that organization or that company will see reduced
incident rates,
00:03:58 maybe the severity of the incidents is reduced, which can lead to reduced cost,
00:04:05 better operational performance, more worker productivity. If you think about worker injuries that
result in lost work time,
00:04:14 if the worker has to stay at home based on an injury or things like that, or let's say there's
restrictions to the work that that person can do,
00:04:27 that all reduces worker productivity, which can hurt the bottom line, the profitability of the company.

00:04:33 Brand preservation, this is something where, you know, there's a lot of studies out there and
organizations
00:04:41 that actually measure safety performance and rate companies. And if you want to attract the top
talent in the workforce pool,
00:04:52 if you want to show your customers that you're treating your workers well and keeping them safe
and so on and so forth,
00:04:58 then safety culture is important to kind of help you preserve that brand. And that kind of goes into
the next bullet point,
00:05:07 improves corporate social responsibility performance. There are frameworks and reporting
requirements around,
00:05:15 you're tracking how the workplace is set up, how many incidents are occurring, the wellness of the
workforce, things like that.
00:05:23 And again, that all drives that corporate social responsibility view, along with environmental
metrics and so on and so forth.
00:05:30 And then finally, employee morale and retention. Workers, if they're in an unsafe environment and
they're assuming or they're perceiving
00:05:44 that the company is not doing much to ensure a safe workplace that's going to hurt morale, that's
going to hurt retention of employees.
00:05:52 They're going to move elsewhere if they do not see a company doing enough to keep them safe.

00:05:57 And in this era of the COVID pandemic, that's more true than ever. All right, so implementation of
a safety management program
00:06:07 that can then drive safety culture, first thing is a company or, let's say, the EHS function needs
data.
00:06:16 That can come from a lot of different places and it can mean different things. Here are a couple of
examples.
00:06:22 You obviously need workforce data from HR. You need the field or the shopfloor,
00:06:28 identifying hazards proactively, wherever they occur, whenever they occur. If there is a problem
that's occurring or an unsafe condition, an unsafe act,
00:06:40 the workforce needs to kind of be proactive in recording all that and reporting it to the appropriate
people so that they can take action.
00:06:50 And then all that data coming in, again before action is taken, insight is gained. Certain analytics
are done on that data, trend analysis.
00:07:02 Maybe there's certain investigation on root cause that's done. Certain problems are being reported
and certain incidents may be reported.
00:07:11 Trying to understand really why all this is happening. And then that leads to action.
00:07:16 Corrective actions based on specific causes of a problem, preventative action where sort of
hazards or risks are identified
00:07:24 and the organization wants to proactively reduce those risks. Educating employees on best
practices, safety, rules, and protocols.

2
00:07:35 Maybe even the domain and the regulations around safety and making sure employees
understand what really needs to be done.
00:07:45 Driving a culture change as these problems are occurring and you want the workforce to be
proactive themselves.
00:07:51 It's not just about setting certain rules at the top and then assuming the workforce is going to
adhere to all those rules.
00:08:00 It's doing all this together and doing the education and driving action to change the culture, to be
more proactive overall.
00:08:07 And then maturity, again, setting up models that over time show continuous improvement
00:08:17 so that at some point the organization can be considered a little more mature in their safety
processes and their safety programs,
00:08:26 and that they're comprehensive, they're efficient, they're accepted by the workforce.
00:08:32 And they can be considered kind of a best practice maybe in their industry. Okay, to try to build all
that and collect data and drive those culture changes,
00:08:45 here you see kind of like a solution approach, what is needed to really do that. From the EHS side,
there needs to be management systems in place.
00:08:55 There needs to be a process around hazard identification. A process around identifying and
reporting unsafe conditions, and that for all those,
00:09:06 the response time needs to be efficient and appropriate. If on the shop floor or let's say in the field,
any workers are reporting problems
00:09:18 and management is not responding to that, whether it's immediate mitigation of the problem or,
let's say, long-term changes in procedures or other things to kind of deal with these issues,
00:09:31 eventually the workers aren't going to report anything anymore, then it's not going to be worth it to
them.
00:09:37 So there has to be appropriate response as part of those EHS processes when the data is coming
in.
00:09:44 That works in conjunction with HR, there needs to be support from upper management, clear
definition of safety-related values,
00:09:52 a drive towards full employee participation, communication. There can also be a reward and
recognition program
00:09:59 where there can be certain incentives that drive employee behavior towards a more proactive
safety process and culture.
00:10:11 And then finally, empowerment of the employees. Making sure they have the right tools,
00:10:15 the right training, and so on and so forth to actually make this all happen. And then, maybe
underlying all that,
00:10:25 the recommendation around solution approach is to really provide an enterprise-level system that's
easy to use, that all workers can access,
00:10:32 that allows anonymous reporting of problems. Sometimes that is needed,
00:10:38 where employees may not want to report problems if they think there's going to be a backlash from
management or from their peers.
00:10:48 And then finally, analytics. Whatever systems are in place,
00:10:51 you want to drive all that data to a place and with a view that the decision makers can actually do
something with it.
00:11:02 Right. SAP is an example of one of those enterprise- level systems.
00:11:06 And here you see a couple of processes that show the integration between the EHS function and
the human resources function.
00:11:15 Maybe an incident occurs, the root cause is identified, maybe it's training, the lack of training.
00:11:22 And you say, well, we're going to put in a corrective action that requires the, it could be one
individual worker, could be the whole workforce,
00:11:35 you get a certain set of training to help them understand how to be safer. So the corrective action
may be training, that drives the processes on the HR side

3
00:11:47 to make sure that those workers get the training that they need. Similar thing with risk assessment.

00:11:54 If certain hazards identifies or risks are identified, controls are set up to mitigate this risk, we need
to do certain training.
00:12:01 We need to change procedures with the workforce. That action would then also drive to the HR
side to make sure that
00:12:08 whether it's the performance tracking for the employees or learning or certain rewards and
recognition to change behaviors,
00:12:19 to help change those processes, all that then would be handled on the HR side in conjunction with
what EHS has identified.
00:12:28 Here you see the EHS portfolio of SAP. I would say all of these boxes, all of these products, drive
workplace safety.
00:12:37 But the top two may be most relevant, most directly impacting this, incident management and our
health and safety module.
00:12:48 In those two modules, you're tracking incidents and unsafe conditions and reporting them through
a process all the way through
00:12:56 to your recalls analysis and corrective actions. And then with health and safety you're managing
chemical exposure risks to workers
00:13:07 and making sure they have all of the information they need for those chemicals. You're highlighting
all risks related to the workforce and then mitigating those risks,
00:13:17 whether it's health or it could be thermal risks and mechanical risks. All of those things are
identified and then dealt with to make sure that the workplace is safer.
00:13:29 And finally, occupational health. For the workers that are identified as maybe at risk for certain
exposures
00:13:37 or maybe there's certain health conditions that they're dealing with, and now they need to be part
of a certain testing protocol,
00:13:45 that's all driven through the occupational health functionality that we have. And here you see just
some, kind of like the value drivers overall,
00:13:54 I mentioned some of these already. But, you know, they all work together in a platform approach
to, again,
00:14:03 ensure workplace safety and drive change in the workforce, change in the workplace, to enable
and maintain an effective safety culture.
00:14:15 Along with that, as that safety culture, let's say, is now put in place and all the right procedures and
programs are there,
00:14:23 you want to track performance over time. And there's two main buckets for that, for, let's say, the
metrics around that.
00:14:31 One is lagging indicators and then the other would be leading indicators. Lagging indicators would
be more reactive,
00:14:42 you're tracking just the number of incidents and injuries. Maybe the incident rates, so based on
how many hours we're working,
00:14:49 here's the number of incidents that occurred. The number of lost workdays.
00:14:53 All those are reactive, a problem already occurred and you're just kind of measuring how much of
that occurred.
00:15:00 The leading indicators are more proactive things like the hazard observations.
00:15:06 Again, getting the employees, getting the entire organization to be more proactive about identifying
problems before they become incidents.
00:15:19 Identifying risks, things like that, and then dealing with them before they cause injuries, things like
that.
00:15:26 You may track the percentage of workers that have safety training. That can be an indicator of
future safety performance.
00:15:34 If for whatever reason, the percentage of workers receiving the training is very low in the
workforce, you know, you have to consider that as almost a risk in itself,

4
00:15:45 that safety problems will occur in the future, and you want to fix that.
00:15:49 And then finally, maybe the number of safety inspections. That could be another thing.
00:15:55 In summary, the three main bullet points, the safety culture within an organization is its shared
perception of the value of safety.
00:16:04 There has to be alignment there. Benefits of a strong safety culture are well documented,
00:16:11 reduced incident rates, better employee morale, more productivity. And then finally,
00:16:17 this is a topic where the EHS function and the HR function within a company, both on the process
level, maybe even the system level,
00:16:25 need to collaborate to drive workplace safety going forward. Thank you.

5
Week 02 Unit 02

00:00:05 Hello, my name is Wolfgang Bock, and in this unit, I will talk about incident management
00:00:11 and how we can learn from incidents. You might ask yourself,
00:00:16 "Why am I wearing these working clothes?" The reason is simple.
00:00:22 Most of the incidents will happen to frontline workers, and therefore you will need to influence them

00:00:29 and to get their buy-in to really establish a trustful safety culture. And therefore, we want to show
you in this unit
00:00:41 how to learn from the different aspects of EHS incidents, to get an understanding of leading and
lagging indicators,
00:00:50 root-cause analysis, and high-potential incidents, and you will notice how an integrated approach

00:00:57 with SAP EHS can help you to enforce the safety culture in your company.
00:01:06 If you are looking at what an incident is, it's more or less everything that happens aside the normal
or intended working procedures,
00:01:18 like, for example, spillage or an injury. The most interesting aspect is,
00:01:27 how can we distinguish the different types of an incident? And you can see here there are at least
four that are well established.
00:01:38 And with triggering here the different aspects based on this incident, we can help you really to
shorten the processing of such an incident.
00:01:51 But let's talk a little bit about the different types, because it's then easy for you to understand what
matters here.
00:02:01 And if we take a simple example... This is the ultimate classic of a working tool that causes
injuries.
00:02:11 So a simple cutter, which is used in offices, in warehouses, more or less in every working
environment.
00:02:21 And if I shortly explain the differences - an accident is really something serious that happens,
00:02:28 and you can imagine that you can even come to death with such in working tool if you don't
manage it properly.
00:02:36 That's a case for an accident. A incident, in contrast to that,
00:02:43 is not that serious, which means cutting a finger,
00:02:49 which often can happen if you're not dealing correctly with that, or based on the circumstances.

00:02:57 That's the classic incident. Then near miss is

00:03:02 okay, let's think about... you have done your work in the warehouse, then you put this on the rack,

00:03:10 and for whatever reason, vibration - someone going along - it falls down. Luckily, no one is hurt.

00:03:18 This is a classic example of a near miss. So something has happened but has not caused damage
or an injury.
00:03:27 And finally, safety observation would be if I take this cutter, open, and put it on a desk,
00:03:35 and then someone sees this. And for sure a remark needs to be made
00:03:39 because this can cause then also an injury if someone is not looking properly what's on the desk

00:03:45 and just put his finger on it and got cut there. Therefore, let's close it
00:03:52 so that we do not have any safety observation in this context. But what can we do with this
information?
00:04:00 So if we are looking now at this so-called incident pyramid, which is commonly used in the safety
culture,

6
00:04:11 you see here, there is on the top a death. And the idea is here that, based on the different levels,

00:04:21 we are coming up then to death if we cannot avoid from the bottom safety observations
00:04:28 or can really identify the causes of safety observations, and so on. And just to give you some
numbers -
00:04:36 so one death corresponds to 300 major incidents, 3,000 injuries,
00:04:45 30,000 near misses, and round about 300,000 safety observations.
00:04:53 So therefore, it's necessary to gather all this information so that you have everything available
00:05:02 to ultimately avoid these major incidents, or even death, because the reasoning behind this
00:05:10 is that if you have most information available about the safety situation in your company, you can
ultimately avoid these incidents.
00:05:20 And secondly, also, this strengthens your safety culture because getting to these numbers,
00:05:26 this would really imply that most of your workers should be enabled, and also willing, to record
these kinds of safety information.
00:05:37 If you have now recorded these incidents, injuries, and so on, we are coming to a process of
investigation.
00:05:46 And for this investigation, so-called root-cause analysis is often used. And as you can see, there
are at least four established methods,
00:05:56 so starting with the simple 5-why analysis, asking five times why this incident has happened,
00:06:03 what was the cause for this incident? And to be honest, often you really get already to the point
here.
00:06:10 There are some more sophisticated methods, like the fishbone diagram or Pareto analysis,
00:06:16 or the FMEA, which is often used in an operational environment
00:06:22 because this also is used to identify failures of machines, and would perfectly fit also for incidents

00:06:32 that are caused more in the technical environments, for example, by machines.
00:06:37 With that, we are coming then to the leading and lagging indicators. And let's start with the lagging
indicator.
00:06:46 So these are normally these quotas or rates, so, for example, well established are the DART rate
or the one-million-hour quota.
00:06:57 But that's just recording what's there. So it doesn't really help to identify what is really the cause of
an incident.
00:07:06 And in this case, we are talking about the leading indicators, where normally you have these kind
of SMART principles,
00:07:17 which means this needs to be "specific". So what's the indicator that really specifies the action
00:07:25 that needs to be taken to minimize the risk? It should be somehow "measurable",
00:07:31 which means, okay, what's the rate or percentage that allows us to track and to evaluate the clear
trends?
00:07:38 It should be "accountable". So what's really the goal that's relevant for that?
00:07:43 It should be "reasonable". And for sure it should also be "timely",
00:07:46 which means it doesn't help if something is assigned for a year from now. It should be bound to
the specific incident,
00:07:55 to the specific activity, and then really to decide on meaningful activities, meaningful measures out
of that.
00:08:07 If we are now looking at high-potential incidents, here we have normally the problem that, in
contrast to the lagging indicators,
00:08:18 there's no real standardized definition. But just to take into account one, let's say, meaningful
description,
00:08:27 you can always talk about that one barrier before the catastrophe which means, okay, if you're
thinking about something like an surface that has been icy,

7
00:08:42 this would be the one high-potential incident here, because this is certainly in regard to the
weather conditions.
00:08:52 So if we have not, let's say, below one or zero degrees Celsius, this problem won't occur because
there's no icy surface.
00:09:03 But in the case where weather conditions are in this specific range, then for sure you might have
problems in an area
00:09:13 where you have some floodage with water. Looking now at the process -
00:09:21 first of all, I have to say, not only for EHS incidents, but for all kinds of incidents
00:09:27 is it relevant that you be prepared because incidents don't wait for you.
00:09:33 They will simply happen if your safety culture is not well established. So always be prepared that
something can happen.
00:09:43 Then, for sure, feel responsible, communicate, and then also take action,
00:09:49 share the learning points, and finally also give feedback.
00:09:54 And as you can see in this process, there are several steps in between which clearly follow this
procedure.
00:10:02 But the main point is the starting point. So remember the numbers that we have to create for the
safety observation.
00:10:10 And in this context, it's necessary that it's absolutely easy for your employees to record the
incidents,
00:10:17 for example, something available on a smart device. But there are also other possibilities.
00:10:21 And one possibility could be here a smart device. You can see this is a helmet, but it's more than a
helmet
00:10:30 because it's a so-called wearable. It contains also different sensors,
00:10:37 one sensor in there, a so-called accelerometer. And with that, you can also trigger an incident,
00:10:44 which means if someone is falling down, then this helmet can already trigger an incident,
00:10:50 simply based on this sensor reaction. What we see as a major point of differentiation,
00:11:00 and to help to establish a safety culture, is that all levels are connected with each other.
00:11:06 The data and the processes are connected - so that the frontline worker,
00:11:11 who needs to record all this information but also needs to get back feedback, the experts that are
dealing with all this root- cause analysis and so on,
00:11:20 but also the corporate level is informed and always uses the same information.
00:11:27 And what that can look like is shown in a short demo that a colleague of mine, Chris Bengma, has
created based on incident management.
00:11:38 But here we use the capability of SAP Analytics Cloud to build something on top.
00:11:44 And you see here, there is a nice dashboard. You can see there's a plant with some problem.
00:11:49 So therefore it's marked in red. A lot of incidents have happened there.
00:11:54 Let's take then next a look at the ratio of near- miss incidents and safety observations. And as you
can clearly see,
00:12:04 it doesn't really fit together if you look at the accident pyramid, so there are not enough safety
observations,
00:12:11 which means we have to enforce that a little bit. The incident rate looks somehow good,
00:12:17 at least it's going down. So therefore, let's go to the next topic,
00:12:21 which is, okay, let's take a look at the injuries here and where they have occurred or have been
recognized.
00:12:30 But you can directly see, okay, the main cause is human factors. And let's take now a look in
regard to injuries to hands and lower arms.
00:12:43 What are the factors? It's still the human part.
00:12:47 If we are breaking it down, okay,
00:12:51 it looks like inadequate or lack of job knowledge has caused all these injuries.
00:12:58 Which is a clear signal, I have to say, that the safety instructions need to be updated,

8
00:13:04 also the learning needs to be enforced, so that you can avoid in future,
00:13:10 okay, what's going on there? And with that, also guide your frontline worker to do the right things
again,
00:13:17 without any incidents and injuries. This brings me to the end.
00:13:23 And you can see on this slide, we have much more to show,
00:13:27 unfortunately not possible in this unit. But as you can see, there are multiple screens -
00:13:33 so, for example, for incident recording, on smart devices, but also kind of paper-based reporting,

00:13:40 with the Adobe interactive forms. You see several analytical capabilities,
00:13:46 but also a task calendar where you can see, which activities need to be taken in the context, for
example, of an incident.
00:13:54 With that, I would like to thank you, and we will see each other in the next session.

9
Week 02 Unit 03

00:00:05 Hello, my name is Wolfgang Bock. In this unit three,

00:00:08 I want to talk about how to ensure safety and compliance if you have to deal with chemicals in your
workplace.
00:00:20 In this unit, you will learn about the risk that can be caused by hazardous chemicals. We will
identify best practices to deal with hazardous chemicals in your plant,
00:00:32 and hopefully you will be somehow surprised at how SAP can help you to manage your operations
with chemicals
00:00:40 in a sustainable manner, while simultaneously keeping the license to operate.
00:00:49 If you take a look at the list, you can see that beside the well-known hazardous chemicals
00:00:56 like petrol, asbestos, and pesticides, more or less every product group contains a certain amount
of hazardous chemicals,
00:01:06 depending on the percentage of hazardous ingredients and the way they could be used.
00:01:15 If we are now talking about the risks related to chemicals, then we should, first of all,
00:01:21 take a look at the health effects for human beings, meaning your workforce.
00:01:28 Hazardous chemicals are substances that can cause a lot of health effects, such as poisoning,
breathing problems, and so on,
00:01:38 based on the different ways of exposure - lung, ingestion, or skin.
00:01:47 Therefore, occupational exposure limits have been set up to mitigate the risk of so-called
occupational diseases.
00:01:56 And the majority of occupational diseases are caused by hazardous chemicals.
00:02:03 So, for example, benzene, organic solvents, or cadmium, and other heavy metals. But there is
another aspect, not only to the health of the human beings,
00:02:19 but hazardous chemicals have even a broader influence on the entire plant
00:02:24 and can even lead to real disasters. As you can see here in the list,
00:02:30 there are several which have been caused in the last 15 years. So, for example, Seveso.
00:02:39 This has been used as an introduction then further on to explain how to deal with chemicals.
00:02:49 And secondly, also a new group of chemicals, very toxic substances,
00:02:55 have been introduced - the dioxins. If you're looking now, okay, how has this influenced the
legislation?
00:03:08 Then you see a lot of these disasters have even directly influenced it, like Seveso.
00:03:14 So this EU directive is now applying to more than 12,000 industrial establishments in the European
Union,
00:03:25 where dangerous chemicals or hazardous substances are stored in large quantities, are managed
there.
00:03:32 So this has really a lot of influence on the industry. And if you are looking at others,
00:03:39 like, for example, the German "Gefahrstoffverordnung", or others in different countries, then
even...
00:03:46 And just an example of how specific substances should be marked, the symbols and so on.
00:03:53 All these things are defined, which means there are a lot of regulations which you have to deal
with.
00:04:03 There we need to ensure the compliance and also the health of your workers.
00:04:11 If you are looking now at best practices, then this process more or less shows,
00:04:16 similarly to the incident management process, which we have seen in unit two, that here the
necessity is to gain maximum transparency.
00:04:28 In this case, right from the beginning, when a new chemical,
00:04:32 a new product with hazardous ingredients should be introduced in the process, there is already a
dedicated process foreseen.

10
00:04:42 First of all, all the experts take a look and make a conscious decision
00:04:49 whether this chemical is allowed to be used or could be substituted by a different one that is not
that critical.
00:05:00 It's absolutely meaningful that all this information will be shared, especially if a new chemical is
introduced,
00:05:07 that the related data will be updated. So, for example, the documents that are based on that,
00:05:15 like the safety instructions, like the hazardous substance inventory,
00:05:20 which we will learn about in a few minutes. All this needs to be updated
00:05:26 and needs to be in good shape so that you can avoid that your employees, or even the
environment,
00:05:34 will get in a critical situation. And this process is supported by SAP.
00:05:41 And I can later on show you how this works. As you can see in the green-marked area,
00:05:50 there is one aspect, the so-called safety instructions. And let's first of all take a look at that.
00:05:56 So the safety instructions are an essential document to inform the frontline workers about all the
chemicals they have to deal with
00:06:05 and which methods need to be introduced to mitigate the risks. There are a lot of regulations which
are explicitly describing
00:06:15 how this information should be managed and brought onto paper-based versions,
00:06:22 but also in the new times, now, on applications so this information can be directly shared on any
mobile device.
00:06:32 I would like now to show you how the SAP system can support you in managing these safety
instructions.
00:06:41 Therefore, I would like to start here a demo. So you see here we are on the screen Manage Safety
Instructions.
00:06:49 There are already some safety instructions. Let's choose one which needs to be updated, it's still
in process.
00:06:56 Let's go to Edit. And you see there are several chapters.
00:07:00 First of all, let's assign this to a material, so that's the product really in use in the company,
00:07:07 so that we have this relation between the product and the hazardous substance information.
00:07:13 Let's take a look at the different chapters. Seems to be okay.
00:07:17 The next one, okay, it needs to be added.
00:07:21 So let's choose a text block that's something the software can provide.
00:07:26 Okay, let's take the first one. And as we need to adapt this,
00:07:33 perhaps to something specific of this plant, let's add then "hot water" as an additional aspect.
00:07:41 Let's check the other chapters. Here we need to add a symbol.
00:07:46 There we can directly choose one, so it's easy for the user then to add one.
00:07:51 So we have protective clothing as essential here. Let's take a look at First Aid,
00:07:57 seems to be okay. And Proper Disposal is also okay,
00:08:04 which means we can now save this version, and with that, also generate a document.
00:08:11 Okay, that's what it looks like. So this is the paper-based version.
00:08:17 For sure we can share this also on the mobile devices. And with that, the process is nearly
complete.
00:08:27 We will now release this document so that it's now available whenever this product, this material is
managed.
00:08:37 So this a process example of how this works in the SAP system. So we've created safety
instructions or updated it.
00:08:45 We have released it so that it's now available for each and every frontline worker that has to deal
with this specific product.
00:08:54 Let's go further into another scenario. The next scenario I would like to show you is the hazardous
substance inventory.

11
00:09:05 Also here it's necessary that all information is up to date, and the best way is really to link it to the
materials management
00:09:12 or the storage management, so that we also have here the linkage between the logistical
information,
00:09:19 so where this material is stored, in which amount, with the information that's coming from EHS,
00:09:25 so all this hazardous information, because this is necessary to create the legally required
document.
00:09:33 And for that, we are also going now into the system. So let's start now the process.
00:09:40 We want to edit several hazardous substance inventories, or perspectives on that. First of all, start
with the SARA 312 for that,
00:09:54 so for a specific plant here in Bakersfield. You see the list, a very simple list -
00:10:02 average stock size, maximum stock size. Let's take the next one,
00:10:06 which looks a little bit more complicated, sorted by material. Let's choose now the last one, so Tier
II, 312,
00:10:16 and then here also for the Bakersfield plant. And you see here, as a result,
00:10:22 this is a list then where you see the substances. So the chemicals that we are dealing with,
00:10:29 like xylene, for example. You see the hazard classification,
00:10:35 so this definition of the toxic ingredients. You see the maximum stock quantity,
00:10:43 the average stock quantity, and the days on site.
00:10:46 This information is coming from the SAP system, from the materials management.
00:10:55 For sure, there's much more to be shown in the SAP system. You see here some examples, some
screenshots out of the system,
00:11:04 a lot of analytical capabilities that we have, but also process support.
00:11:09 So specifically for the approval process, we have a dedicated workflow assigned,
00:11:15 which for sure can be adapted to your specific needs. so that all experts that need to be involved
here
00:11:24 can take part in this decision process, and then can make the statements
00:11:29 so that it's absolutely safeguarded that the right substance, the right chemical can be used,
00:11:35 or if not, then the substitute will be named so that we always are on the safe side.
00:11:42 With that, I would like to close the session, and I wish you a lot of fun with the upcoming units
00:11:50 here in this EHS openSAP course.

12
Week 02 Unit 04

00:00:05 Hello, this is Mike Censurato, a solution manager for the SAP EHS applications at SAP.
00:00:12 This is week two, Worker Safety, as part of the openSAP course on EHS,
00:00:17 unit four, Hazards and Risks for Workers and How to Identify Them. In this unit, you're going to
learn about the process around
00:00:28 identifying hazards in the workplace, assessing the risks posed by those hazards, and then actions
that can be taken to mitigate the risk,
00:00:37 understanding how different types of hazards are handled, and understanding how industrial
hygienists and general EHS practitioners
00:00:47 are involved in the risk assessment process and managing them. So some types of workplace
hazards you see here.
00:00:58 Depending on the processes within the company, the products that they create or the services
they provide, the types of facilities that they run,
00:01:07 things like that, or even the types of vehicles, there may be various exposure risks that have to be
dealt with.
00:01:14 It could be chemical related, if there are raw materials or it could be maintenance chemicals,
cleaning chemicals,
00:01:23 things like that. All those could be there at a facility.
00:01:27 And, depending on the type of chemical and the hazards that the chemical poses, they can be
considered exposure risk for the workers.
00:01:38 So that has to be monitored and dealt with, tracking where the chemicals are, how much is there,

00:01:47 knowing the specific hazards that each chemical poses, and then doing the appropriate training for
the workers,
00:01:59 whether it's how to handle the chemicals, how to store the chemicals, making sure that all the
chemicals are labeled, things like that.
00:02:05 Another workplace hazard that is a frequently apparent hazard would be slips and falls. So just as
workers are doing their job,
00:02:18 they're going through the facility, they're going through the area that they work in, there may be
certain tripping hazards that are not known or not dealt with.
00:02:28 There may be weather conditions even that may cause a kind of an increase in slips, like on ice.
And then finally, health risks.
00:02:39 Whether it's health risks related to the exposure, you know, there are certain chemicals, certain
materials,
00:02:46 that can create health problems with workers. Or it could be something like noise where
00:02:55 there's a risk of a worker having impact to their hearing. If they're in an area or they do a job that
exposes them to really loud noises,
00:03:07 that can lead to hearing impairment. And so you want to track that as kind of a health risk
00:03:12 and then take the appropriate action to either reduce the noise or provide the employees with
appropriate hearing protection.
00:03:24 So basic business process around this. Again, this isn't really specific to a type of hazard.
00:03:31 It's really, I would say in general, the field. And I spoke about this in the unit one session for
workplace safety,
00:03:43 the field, the shop floor, the workers are identifying hazards, identifying risks out there.
00:03:51 And that's being done. And when that occurs,
00:03:55 notification, communication, must happen to the appropriate people. And in this case, those
hazards would be assigned or at least assessed
00:04:05 in a way that would allow the practitioners to identify that, all right, this now creates a certain risk or
a set of risks for this location,

13
00:04:14 for this process, for these workers, and now we're going to, kind of assess that risk and
understand the severity,
00:04:23 the probability of the risk becoming a problem, things like that. So all those process steps are
happening,
00:04:31 analysis, evaluation. At some point you get to the step of
00:04:39 understanding the risk and the hazards that are there, where the risk is apparent who's at risk.
00:04:47 And then an EHS practitioner would identify and implement the appropriate mitigation steps.
00:04:55 Could be certain controls. And there's different types of controls,
00:04:59 there's engineering controls, such as ventilation, or mechanical, equipment changes, things like
that.
00:05:06 Or it could be procedural changes and controls, where it could be providing personal protective
equipment to workers,
00:05:13 giving them more training on how to deal with hazards, things like that. When all that's in place,
then analysis can happen
00:05:22 with the goal of continuous improvement. EHS practitioners will want to do
00:05:30 what we call a residual risk analysis that once all these controls are there and the assumption is
that the risk is being mitigated.
00:05:37 You still want to go through the process of evaluating that risk at that point, saying, do we still have
hazards apparent?
00:05:44 Do we still have risks in the workplace, that even with all these controls in place, there's still a risk
that something could happen?
00:05:51 And what do you do at that point? Further controls and so on.
00:05:54 So it becomes a little bit of a cycle. And again, just to get a little more detail on the steps,
00:06:00 here you see one of the screens from SAP EHS Risk Assessment. It's a mobile app that allows a
distributed identification step on the shop floor or in the field
00:06:17 that all workers can have access to this application. And having that mechanism out there is one of
the things that helps to drive
00:06:27 the right safety culture and enable the workers to be proactive in tracking all this. Tracking
problems, identifying hazards and then getting them dealt with.
00:06:39 This is the assessment step. You see here on the screenshot what we call a risk matrix
00:06:47 where, with all the data coming in and knowledge of the hazards, it can be assessed to a point
where you say, okay, here is the likelihood,
00:06:57 here is the severity of this particular risk causing a problem. And that then drives further priority
around your actions and so on.
00:07:11 Controls, so, again, once the risk is assessed and the severity is known, the probability is known,

00:07:19 at that point, controls can be recommended and implemented. And you see here from our SAP
EHS screen for managing controls,
00:07:29 here's an overall list and kind of the status of the controls. Some examples of controls, the
categories of controls.
00:07:38 Here there can be different things, I mentioned engineering controls like ventilation, process
controls.
00:07:46 It could be maybe the procedures around how long workers are actually on the floor, the shifts
scheduling, the production line,
00:07:58 maybe there are some changes on the production line to kind of reduce certain risk. There could
be physical controls, things like barriers
00:08:05 or things like that, where it just prevents the worker from being exposed to the hazard.
Organizational things like training,
00:08:15 making sure that the workers are knowledgeable of the risk in the workplace and what the
company is doing to deal with that.
00:08:22 And finally, protective equipment. I mentioned the example of noise.

14
00:08:28 So there could be again, you know, hearing protection. It could be if there's a risk to vision.
00:08:36 If there are particles flying around in the air, things like that, maybe safety goggles are prescribed,

00:08:43 where all workers doing a certain job, where that that vision is at risk, they would have to wear the
safety goggles, things like that.
00:08:55 Switching gears a little bit, that's kind of like the process and how systems can help to drive that

00:09:01 and again, get to the point where you're mitigating risk. Here you see the roles that are played
here.
00:09:09 So as hazards are identified. A lot of times, not all the time, but a lot of times
00:09:16 companies will have an EHS function around industrial hygiene. It can be specific individuals that
drive these steps here,
00:09:24 whether it's cataloging all the hazards, performing what we call job hazard analysis, you know,
again, for specific jobs, you're identifying the risks
00:09:33 and mitigating them at that level. Determining similar exposure groups,
00:09:37 to group workers into groups of who's being exposed to what and where, assessing the risk,
determining controls,
00:09:46 all the way going through to, it could be sampling campaigns. Things like, if noise is listed as a
hazard, let's say the loud noise,
00:09:57 well, you may want to actually measure that over time in that area to see what the levels of noise
really are and how there are maybe ways to reduce that.
00:10:06 And then that all drives the occupational health step around getting workers into what we call
health surveillance protocols.
00:10:13 So based on the risks that you're exposed to, we want you to get certain tests or certain
treatments, things like that,
00:10:20 to, again, mitigate any kind of effect of those risks. Okay, and in summary, again, three main bullet
points.
00:10:30 Managing risk in the workplace does always start with identifying the hazards. You have to have
the proactive safety culture in place.
00:10:37 You have to have the procedures, the systems, everything to allow the workforce, to allow the
organization
00:10:42 to proactively identify hazards and assess the risk. Practitioners are equipped and they're
knowledgeable on how to assess that risk
00:10:52 and then determine the right controls to deal with it. And finally, there's a lot of different
stakeholders
00:11:00 that, let's say, are part of this process of tracking hazards in the workplace. There's the industrial
hygienists, occupational health practitioners,
00:11:10 even plant managers, others that maybe have to invest, to drive the controls and get them in
process.
00:11:20 So, thank you.

15
Week 02 Unit 05

00:00:04 Hello, and welcome to unit five of week two on inspection and audit management, how to establish
continuous improvement.
00:00:15 My name is Christian Polivka And in this unit, we are going to first look
00:00:20 at the differences between inspections and audits, just to get the fundamentals clear, before we
then in the second topic, look further into the audit management.
00:00:34 So around the challenges when it comes to audits and also the individual process steps. Good, so
looking at inspections versus audits,
00:00:46 also, it needs to be clear that there's no straight line to distinguish the two because they are also
used interchangeably in some companies and there might be an overlap.
00:01:00 And it also depends on the culture in the company, how these two terms are used. Nevertheless,
there are certain aspects where we can distinguish them clearly.
00:01:12 And one would be what is done if we look at an inspection. So inspections really look at details in
the EHS context.
00:01:26 We look at the predefined specific topics, how to identify hazards, while if we look at audits, we
rather look at processes around EHS.
00:01:43 So this is rather the bigger picture, who is involved there and how these processes are established

00:01:52 so that the EHS is managed properly? This is then also the nature of inspections versus audits.

00:02:03 Inspections are more simple, straightforward, as said, we go in with checklists and if we look at
audits here, it's more comprehensive.
00:02:17 It also includes having proper engagement with the involved people to do interviews. So it's more
an open discussion,
00:02:27 also based on questionnaires, but open questions to really understand the topics and how these
processes are managed.
00:02:36 And also, if we look at the sequence, inspections are often done even on a day-to-day basis.
00:02:43 So that is not unusual. While audits, this also depends on the domain that you're looking at,
00:02:52 but this is usually done more on a quarterly or annual basis even, so less frequent. And if we look
at the means,
00:03:04 on which basis we are doing the inspections or audits, as already mentioned, inspections are
usually really done straightforward based on checklists
00:03:16 and the audits are done based on interviews. And also, the people who are involved here and
conducting audits and inspections,
00:03:26 inspections are really done by the operator, the people in the shop floor, and the auditors usually
involve more skilled people,
00:03:40 higher level personnel, not just the operators. Good, then let's have a closer look at audit
management as such
00:03:49 and what are the challenges here. One of the key challenges is there are a lot of different drivers.

00:03:57 I mentioned that audits are established to basically evaluate if a company and their processes are
in line with
00:04:09 certain internal or external regulations and policies and such policies can be driven by different
domains and ISO standards.
00:04:20 So ISO 9,000 for quality, 14,000 environment management, 45,000 for health and safety.
00:04:27 So they really require audit management processes to be established. And you can imagine there
are several others on top of those.
00:04:38 If you have different tools and manage all of these audits on different platforms, it's quite
challenging.
00:04:46 So the motivation is really for companies to combine all of these audit processes in one platform,

16
00:04:55 because in the end, the crucial thing is also then to follow up on the audits. We will see in the next
step,
00:05:03 corrective and preventive actions are one key thing. And there it is really important to have just
one tool to track
00:05:13 all of the different corrective and preventive actions. So this is really one of the key challenges and
motivations.
00:05:21 The next thing is also, it involves a lot of different people,
00:05:27 so all the communication and the process and such should really be simple just to make it smooth
and acceptable also by the workforce.
00:05:39 And the next thing is then obviously also reducing the cost, having a simple tool, less complexity.

00:05:47 These domains and departments are always under cost pressure. Good, then let's have a closer
look at the process as such around all audit management.
00:06:00 The whole thing starts obviously with a planning phase. So on the highest level, we have program
management
00:06:09 where we can look at the different domains and establish then subtopics. So we might have a
safety program, environment program.
00:06:21 And then the different plans where we also look into different regions where we really then break it
down and schedule the individual audits then.
00:06:34 The next thing is then actually doing the audit, conducting it, going out in the field.
00:06:41 As a preparation phase there you also need to line up and maintain the questionnaires. But then
it's ready to go out and do the audit.
00:06:53 And within the audit, then you will have a lot of, or not that many findings and non-conformity
hopefully,
00:07:00 but here is also about finding areas for improvement. This is very crucial.
00:07:07 So when you find non-conformances, in the end you also want to do some kind of evaluation,
00:07:17 because it's also about doing a quantification. So you say you have 90% of fulfillment of this
process.
00:07:26 So therefore the tools usually come with certain capabilities around grading and evaluation. And,
as already mentioned then,
00:07:37 you want to have corrective and preventive actions being defined to really mitigate certain non-
conformances or for the areas of improvements
00:07:50 to really implement and establish this continuous improvement process. And to close the loop, we,
of course, also want to have deeper insights into our findings.
00:08:04 Therefore, we look at the analytics where we can also have then further insights on the corrective
and preventive actions
00:08:14 and drill down to find certain trends. Good, and here I just brought some examples with me,
00:08:22 just that you also get a bit of a look and feel of what that would look like in an SAP tool. This is our
audit management here.
00:08:31 We are in the planning phase. So this is a screenshot of the plan.
00:08:38 As already mentioned, the highest level in the planning would be the program, here we are now in
an EHS audit,
00:08:46 and you see how this is then also having certain regional hierarchies below so that you can really
plan the implementation and the conduction of regional audits.
00:09:02 And you can assign the different stakeholders and start the communication and do the planning
then here.
00:09:09 Another screenshot I brought with me here is around corrective and preventive actions. So just, as
said, the key thing is here really to find non-conformances or areas of improvement.
00:09:25 And you want to implement then a robust process to assign the action and track the follow-ups.

00:09:36 Good, as a summary, at the end, I've put all the components together here,
00:09:43 structured it around the audit planning, then doing the audit processing and the outputs.

17
00:09:52 And most of these components. I quickly touched on,
00:09:55 going through the audit program, managing the questionnaire list, scheduling the audits,
coordinating with the audit teams.
00:10:05 So communication is a very key element here, as we also might have, not just internal, also
external stakeholders, auditors being involved.
00:10:17 So there must be robust communication capabilities also available. And then, within the auditing
processes,
00:10:29 one thing I didn't mention particularly is also the offline and online capabilities of tools. This is
obviously something you want to do in the work areas on the shop floor
00:10:46 so that you really see how things are being done and have interviews with the people. And in
certain areas you might not have connectivity.
00:10:57 So therefore, working in offline mode is also a key functionality here. And then when it comes to
output forms,
00:11:07 you might have dedicated form-based reports just to communicate the corrective preventive
actions.
00:11:17 Or even after the audit, sharing the entire report, the audit report. So these are more the form-
based reports.
00:11:28 And then, as I mentioned, the analytics are also key. And exchanging data on Excel formats, this
is also required usually.
00:11:40 and with this short summary and overview, I'm going to close the unit and thank you for your
attention.

18
www.sap.com/contactsap

© 2021 SAP SE or an SAP affiliate company. All rights reserved.

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an SAP affiliate company.

The information contained herein may be changed without prior notice. Some software products marketed by SAP SE and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.

These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of any kind, and SAP or its affiliated companies shall not be liable
for errors or omissions with respect to the materials. The only warranties for SAP or SAP affiliate company products and serv ices are those that are set forth in the express warranty statements
accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty.

In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or release any functionality
mentioned therein. This document, or any related presentation, and SAP SE’s or its affiliated companies’ strategy and possibl e future developments, products, and/or platform directions and functionality are
all subject to change and may be changed by SAP SE or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment, promise, or legal obligation
to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from ex pectations. Readers are
cautioned not to place undue reliance on these forward-looking statements, and they should not be relied upon in making purchasing decisions.

SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE (or an SAP affiliate company) in Germany and other
countries. All other product and service names mentioned are the trademarks of their respective companies. See www.sap.com/trademark for additional trademark information and notices.