HSE, Quality and Security Management

Defining Measurements, Monitoring and Assessment of HSE Performance

Garry Crighton - HSE and Quality Management

HSE, Quality and Security Management

Emirates Safety Group(ESG)
Under its original title of the Northern Emirates Safety Association (NESA), first focused on just a few Emirates to become a key voluntary authority and force in the nations drive to improve occupational health, safety and welfare standards for all of its citizens.

So influential is the group, that proposed new safety laws and regulations are filtered through the organization before being officially enacted.

The ESG currently consists of 279 individual members and has attracted a significant 159 organisations, representing not only the high safety challenges of the Construction industry, but also a broad spectrum of business sectors such as, Oil & Gas, Manufacturing, Hospitality, Healthcare etc..

The group is less about educating the general public, and more about reinforcing the safety message with the stakeholders charged to deal with safety in their everyday lives; with a view to this knowledge trickling down through organisations and into society.
Garry Crighton - HSE and Quality Management

HSE, Quality and Security Management

Dodsal
Headquartered in Dubai, the engineering, procurement and construction business has been involved in the of execution of major projects over the last 20 years across the following sectors; Power Generation Power Distribution Oil & Gas Metallurgical Plants Current projects include; Qarn Alam Steam PDO Mukhaiznah Refinery Expansion OXY Ruwais Sulphur Recovery Plan Gasco Shah Gas Development 2 and 3 Saipem Ruwais Sulphur Expansion Samsung Fujeirah Water Transmission System Transco ASAB Lean Gas Linde Jumeirah Village III - Nakheel
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Buildings Water Supply and Distribution System Desalination Plants Roads & Highways

HSE, Quality and Security Management

Presentation Objectives
Management System Framework Objective and Targets Corporate/Project Specific Performance Measurements, Monitoring and Assessment Management System HSE Behavioural Assessments HSE Climate/Culture Surveys Inspections/Audits/Incident Investigation/Risk Assessment Procedures and Training HSE Leadership, Defensive Driving (In House), Subcontract Management Achieving Targets & Bench marking Corporate/Project specific Targets / Bench marking across project & against Industry (OGP) Management Review Board Level Review (Monthly), BPI Plan (Bi-annually), Management Review (Annually) Road to HSE Excellence
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HSE, Quality and Security Management

Management System Framework
HSE Planning arrangements are developed as part of Elements 1, 2 and 3 and implementation continues thro 4, 5 and 6. 3. RESOURCES AND ORGANISATION PLAN DO CHECK ACT REDEFINE IMPROVE 1. POLICY, STRATEGY AND GOALS

2. PROCESSES AND PROCEDURES

CORRECT

4. IMPLEMENT, MONITOR AND CONTROL

5. DEMONSTRATE COMPLIANCE HSE Principles are adopted primarily via Management Processes and Procedures

6. MANAGEMENT REVIEW

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HSE, Quality and Security Management

Objectives and Targets
Overall Goal/ Objectives:
With our HSE & Quality Policy, our overall Goal is to manage HSE, Quality and Security risks/vulnerabilities to a level that is as low as we can reasonably achieve and maintain and so deliver projects safely and effectively. To achieve this overall goal the following primary Objectives are derived and set; Fully comply with all legal and other (contractual, standards, specifications etc.) requirements. Minimize the exposure of our assets (people, environment, property and business operations) to operational hazards/threats Eliminate Lost Time Injuries Maintain cost and schedule requirements Eliminate customer complaints

From these objectives Corporate HSE, Quality and Security targets are set for all projects.

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HSE, Quality and Security Management

Objectives and Targets
Corporate HSE Targets for Projects
The following Corporate HSE targets (derived from overall goals and objectives) are set for all projects: Zero Fatalities and Lost Time Injuries 100% HSE Inductions for all personnel A Minimum of 0.85% of total Man-hours spent on HSE Training Daily PTST (Pre Task Safety Talk) for 100% of direct site man power. Weekly completion of Management HSE Walkabouts Monthly completion of HSE Committee meeting Upon arrival to project, complete medical screening (Blood Pressure and Diabetes) of all personnel. Maintain audit schedules with follow up and close out of all audit findings within one month Less than 135 kW (power consumption) per 1000 man hours

In addition to the above , all projects develop project specific HSE objectives/targets .

Garry Crighton - HSE and Quality Management

HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
1. Leaders/Managers
(HSE Mgt. System Assessment)

Organisation
(HSE Performance)

2.Teams
(Safety Behavioural Assessments)

Individuals
(HSE Culture/Climate Surveys)
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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
1. Management System Requirements (MSR) Assessment; Leaders/Managers Total 10 Elements Management, Leadership, Commitment & Accountability
Risk Assessment & Management Design Engineering Project Management and Construction Operations Employee Competency & Involvement Occupational Health Third party Management Impact upon the community & Emergency Planning Incident Investigation & Analysis Measurement, Audit & Review

Element 1 Overall
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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
2. HSE Behavioural Assessments; Teams Tendency for people to deviate from normal behaviour even in the most controlled environments. Complacency (natural reduction in risk perception or awareness over time), Peer pressure, Time constraints At risk (or unsafe/unsound) behaviour can be observed and measured to develop a more positive HSE Performance/Culture, i.e. raise the level of risk perception/awareness and so combat the natural decline (complacency) that would otherwise prevail. Defining HSE Behaviour PPE and all other elements Monthly Area/Function / Over Time

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
3. HSE Climate/Culture Surveys: Individuals
General attitude dimensions follow four broad elements with sub-elements;

Organisational Context
Management Commitment (MC) - Perceptions of managements overt commitment to health and safety issues Communication (C) - The nature and efficiency of health and safety communications within the organization Priority of Safety (PS) - The relative status of health and safety issues within the organization Safety Rules and Procedures (SRP) - Views on the efficacy and necessity of rules and procedures Supportive Environment (SE) - The nature of the social environment at work, and the support derived from it Involvement (INV)- The extent to which safety is a focus for everyone and all are involved Personal Priorities and Need for Safety (PP) - The individuals view of their own health and safety management and need to feel safe Personal Appreciation of Risk (PAR) - How individuals view the risk associated with work Physical Work Environment (WE) - Perceptions of the nature of the physical environment Attitudes to specific safety related systems and procedures (for example, permit to work systems) may be included as necessary. 11

Social Environment

Individual Appreciation

Work Environment

Organisation Specific Factors

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
HSE Climate/Culture Surveys
Statements made and answered to find perceptions/attitudes,
5ways Strongly Agree, Agree, Neither Agree nor Disagree, Disagree, Strongly Disagree

Especially aimed at Workers

- Management

operates an open door policy on safety issues (C)

- I am involved with safety issues at work (INV) - Corrective action is always taken when management is told about unsafe practices (MC) - I always get the equipment I need to do the job safely (WE) + Any other comments about Health and Safety in your workplace? For example, has there been a change in the last few months in any of the following? Coordination, management responsibility, worker consultation, safer construction design, planning, training/briefings etc.

Some for Management

Safety is the number one priority in my mind when completing a job (PP) I believe that safety issues are assigned a high priority (PS) Operational targets never conflict with safety measures (WE) Health and Safety rules are really practical (SRP)

+ Any improvements regards Health and Safety in our workplace? For example, priority, sub-contractors, safer construction methods, better planning, more time, more HSE training, greater penalties etc.

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HSE, Quality and Security Management

Ruwais Sulphur Expansion Phase III Project-Climate Survey Result

1% 6% 4% 28% 61%
Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment - Improvements
Climate across all projects:
90% 80% 70% 60% 50% 40% 30% 20% 10%
Q arn A lam Jum eirah A sab Lean G as N G LP ipeline E lixier 2 G an R uw ais S ulphur Jum eirah P ark FW TS 2 C C W P

0%

V illage

N etw ork

Strongly agree

Agree

Neither agree nor disagree

E xpansion

P ipeline

P ipeline

Disagree

Strongly disagree

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S team

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
General Attitude Dimensions

Overall Dodsal General Attitude Dimensions IA 14% OC SE WE

21%

21%

44%
IA : Individual Appreciation, OC : Organisational Context, SE: Social Environment, WE: Work Environment

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment - Improvements
Specific Attitude Dimensions Disagree and Strongly Disagree
Organisational Context
C MC
INV

Social Environment

16% 16% 37%

31%

33%

PS
67%

SE

SRP

C : Communication, MC : Management Commitment , PS : Priority of Safety , SRP : Safety Rules and Procedures

INV : Involvement, SE : Supportive Environment ,

Individual Appreciation
PAR

44% 56%
PP

PAR : Personal Appreciation of Risk , PP : Personal Priorities and Need for Safety,

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
HSE Climate/Culture Surveys:
Organization Specific Factors Road Safety:
Aspect: Journey Management Issue: There is a significant flow of traffic between site and Abu Dhabi/Dubai esp. airports. Suggested Improvement: Plan the Abu Dhabi and Dubai trips with minimum vehicles centralised journey management Maximise use of transit/rest houses in Abu Dhabi / Dubai for departing and arriving personnel during night time.

Codes of Conduct
Aspect: Disciplinary Measures Issue: Recommendations for disciplinary measures on grounds of HSE are not being addressed/honoured. Suggested Improvement : Effective actions must be taken by each project and across projects (HR/HSE). This includes termination for serious violations.

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
HSE Climate/Culture Surveys:

Organization Specific Factors

Subcontractor HSE Management: Aspect: Safety default. Issue: Safety default for subcontractor violation is not part of subcontractor contractual arrangements. Suggested Improvement: Amend the corporate procedures of contractor HSE requirements & Contractors HSE Management to incorporate this issue and revise terms and condition of contract accordingly.

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HSE, Quality and Security Management

Performance Measurement, Monitoring and Assessment
Inspections/Audits
HSE/Inspection checklists revised in such a way that 80% of Inspections/audits focus on field activities (implementation) rather than on system extensiveness Link 1

Incident Investigation
Incident Notification procedure revised to include the requirements based on the Severity/Criticality of the incidents- Link

Risk Assessments
The previous CAR (Consolidated Activity Risk) format was based on basic risk rating and controls. The new format TRA (Task Risk Assessment) addresses PAER risk, residual risks after initial controls and recovery measures in the event of barriers//controls being breeched.

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HSE, Quality and Security Management

Procedures and Training
HSE Leadership
Promote the Business Benefits of robust HSE and Quality management and set the Expectations Prioritise HSE and Quality before Production efficiencies will follow Be Accountable for your roles, responsibilities and objectives for HSE and Quality HSEQ MS Programme Be aware of Leadership Practices and Styles Demonstrating HSE Leadership Understand what is expected of you manager or leader? Know yourself and others Know the critical processes Link1 and Link 2 Assess your knowledge and identify any gaps in your knowledge Compile Personal HSE Contracts Complete a Site Checklist and. Demonstrate Leadership Behaviour walk the walk, talk the talk Integrate HSE and Quality in your routine Monitor and Measure HSE and Quality Performance Learn more along the way Be aware of change in terms of HSE and Quality Regularly review HSE and Quality outputs
20

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HSE, Quality and Security Management

Procedures and Training
Defensive Driving
Over 300 drivers trained in-house by certified trainer

Sub Contract Management

Subcontractor HSE Requirements and Subcontractor HSE Management procedures introduced to more effectively measure , monitor and assess Subcontractor HSE Performance

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HSE, Quality and Security Management

Achieving Targets and Benchmarking
Corporate HSE Objectives
Develop Safety Leadership programme c/w Personal Safety Plans - Completed Procure and effectively implement Root Cause Analysis tool Taproot, Topset or equivalent Under review Develop and roll out (training) corporate standards. Emergency Preparedness and Response Achieved Incident, Classification, Investigation and Reporting Partly Completed Revise Consolidated Activity Risks to new format of Task Risk Assessments On going Complete campaign on need to identify and report and investigate Near Misses and First Aid Cases (FACs) - Completed Revise old HSE handbook and issue new On going

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HSE, Quality and Security Management

Achieving Targets and Benchmarking
Project HSE Targets
Zero Fatalities and Lost Time Injuries Fatality 0, LTI - 1 100% HSE Inductions for all personnel Achieved A Minimum of 0.85% of Man-hours spent on HSE Training 0.78% Daily PTST (Pre Task Safety Talk) for 100% of direct site man power - Achieved Weekly completion of Management HSE Walkabouts - Achieved Monthly completion of HSE Committee meeting Achieved Upon arrival to project, complete medical screening (Blood Pressure and Diabetes) of all personnel - Achieved Maintain audit schedules with follow up and close out of all audit findings within one month - Achieved Less than 135 kW (power consumption) per 1000 man hours See Graph

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HSE, Quality and Security Management

Achieving Targets and Benchmarking
Benchmarking across projects 2009
1. Incident Statistics 2. Total Annual Training Hours 3. Training Coverage Rate Monthly Average 4. Toolbox Talk Attendance (Average/Annum) 5. NCR/Observation Closeout Rate

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HSE, Quality and Security Management

Achieving Targets and Benchmarking
Benchmarking with Industry (OGP)
LTIF Industry Comparison
Per 1 Million Manhours worked
1.4 1.2 1 0.8 0.6 0.4 Dodsal 0.2 0 2004 -0.2 2005 2006 2007 2008 2009 OGP Contractors

Dodsal OGP Contractors

TRIR Industry Comparison

Pe r 1 M illion M anhours Worke d
4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 2004 2005 2006 2007 2008

Dodsal OGP Contractors

OGP Contractors

Dodsal

2009

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HSE, Quality and Security Management

Management Review
Board Level Review
Monthly for HSE & Quality

Business Process Improvement (BPI) Plan

Bi-annually PLAN PRIORITY PROGRESS EARNED VALUE

Management System Review

Completed at years end to define next years objectives

Road towards excellence

26

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HSE, Quality and Security Management

THANK YOU
27

Garry Crighton - HSE and Quality Management

HSE, Quality and Security Management

Element-1 MANAGEMENT LEADERSHIP, COMMITMENT AND ACCOUNTABILITY
Policy defines the importance and priority Dodsal places upon the quality, health, safety and environmental aspects of the business. Policy requirements are delivered through Management setting direction for the organisation in terms of clear strategies and objectives. Delivery of policy intent requires demonstrable leadership, commitment and accountability to the organisation, at all levels, by management.
1. A management system is in place to ensure that all company, regulatory and customer requirements are translated into procedures that are communicated and implemented at every level in the organisation, in an easy understandable and user-friendly manner. Actual 5 Continual improvement can be clearly demonstrated throughout the management system 4 Ownership can be clearly demonstrated at all levels within the organisation Desired 2. Clear strategies and objectives are established, aligned to those of the subsidiary, for each contract and area of company infrastructure with performance being measured and evaluated. Actual 5 Achievement of strategies and objectives can be clearly demonstrated at all levels within the organisation 4 A mechanism exists to measure the understanding of all personnel involvement in achieving strategies and objectives can be demonstrated Desired

5 4

3 The system effectiveness is measured, understood, manages change and satisfies relevant standards 2 The management system is communicated throughout all levels of the organisation 1 Processes and procedures are defined and documented 0 Nothing in Place

3 Strategies and objectives form a integrated element of the management system and are measured for compliance 2 Strategies and objectives are displayed and communicated to all personnel 1 Strategies and objectives are consistent with that of parent company, client and are documented 0 Nothing in Place

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HSE, Quality and Security Management

HSEQ PERFORMANCE ASSESSMENT 2006/2009

5.00
Elem ent

4.50 4.00 3.50

1 - Managem ent, Leadership, Com m itm ent & Accountability 2 - Risk Assessm ent & Managem ent 3 - Design/Engineering 4 - Project Managm ent and Construction Operations

3.00

5 - Em ployee Com petency & Involvem ent 6 - Occupational Health 7 - Third Party Managem ent

Level

2.50 2.00 1.50

8 - Im pact upon the Com m unity & Em ergency Plan 9 - Incident Investigation & Analysis 10 - Measurem ent, Audit & Review

1.00 0.50 0.00 1 2 3 4 5 6 7 8 9 10

Desired 2010 ACTUAL 2009 ACTUAL 2008 ACTUAL 2007 ACTUAL 2006

Element
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HSE, Quality and Security Management

Safety Behavior Performance Rating
Observation Date Observed By: Area Supervisor Site Location:
Notified if at Risk (yes/no) Total Safe Observation (proper use) Total At-Risk Observation (improper use) Total Number Observed

Observation of Event
1. PERSONAL PROTECTIVE EQUIPMENT Hard hat Safety glasses with shields Hearing protection-ear plug or muffs Face shield Respiratory protection-P2/P3 soft mask, half face, air line Protective clothing-overalls, L/S shirt + trousers Gloves

yes

21 21 6 12 3 25

1 3 4 12 1 25

0 22 24 10 24 4 50 0 0 0 134 65.67164
30

Total Observations

88 46 Positive Safety Behaviour

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HSE, Quality and Security Management

Elements of Safety Behavioral Assessments
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Personal Protective Equipment Welding Procedures Ladders Scaffolding Working at height Housekeeping Excavation Permits Confined Space Chemical Handling & Storage Vehicle & Mobile Plant Rigging & Craneage Lifting Gear Gas cylinder (Oxy/Acetylene, LPG) 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. Electrical Awareness Tools & Equipments Cutting & Grinding Equipment Fire Prevention First Aid / Medical Facilities Safety Promotion Tool Box/Pre Start/ Site HSE meetings Management Involvement Risk Assessment Material Handling Environmental (Pollution. Social Impact, Energy Conservation) Occupational Health /Illness Others

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HSE, Quality and Security Management

Monthly Area/Function Safety Performance
120.00%
63.8

100.00% 90.00% 80.00% 80.00% Safety Perform ance % 70.00% 63.80% 60.00% 66.00% 60.00% 56.00%

45.00% 40.00% 30.00%

20.00%

0.00% Av e rage for M onth

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HSE, Quality and Security Management

1. PERSONAL PROTECTIVE EQUIPMENT

100.00% 90.00% 80.00% 70.00% %S afety B ehaviour 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Wk 30 Wk 31 Wk32 Wk33 We e k Num be r Wk34 Wk35 Wk36

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HSE, Quality and Security Management

FIELD IMPLEMENTATION
SCORE
SECTION SECTION NAME COMPONENT

REDUCTION

FINAL SCORE

SET STANDARD

MET / MAX IMUM ASSESSED REPEAT IMMINENT ENVIRONMENTAL MINIMUM FINAL SCORE POSSIBLE TOTAL DEFICIENCY DANGER DANGER STANDARD NOT MET

51
52

53 54 55 56 57 58 59 60 61 62 63 64 65 66 67

Housekeeping Communication and Coordination Health & Hygiene Pre-Commissioning & Commissioning Spill Control and Prevention W ork Area Lighting Personal Protective Equipment (P.P.E.) Hand Tools Powder Actuated Tools Power Tools and Power Equipment Hot Work (Welding, Heating, Burning) Electrical Equipment Operations First Line Breaks Excavation and Trenching Steel Erection and Floor and Wall Opening Material Handling and Storage

SE HSE HSE S SE S HSE S S SE S S S HSE HS S HSE

23.0 7.0 53.0 6.0 14.0 10.0 92.0 13.0 17.0 46.0 103.0 62.0 159.0 36.0 39.0 52.0 31.0

23.0 7.0 53.0 6.0 14.0 10.0 92.0 13.0 17.0 46.0 103.0 62.0 159.0 36.0 39.0 52.0 31.0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

23.00 7.00 53.00 6.00 14.00 10.00 92.00 13.00 17.00 46.00 103.00 62.00 159.00 36.00 39.00 52.00 31.00

20.7 6.3 47.7 5.4 12.6 9 82.8 11.7 15.3 41.4 92.7 55.8 143.1 32.4 35.1 46.8 27.9

MET MET MET MET MET MET MET MET MET MET MET MET MET MET MET MET MET

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HSE, Quality and Security Management

SEVERITY RATINGS OF INCIDENTS
Severity Rating 5. Catastrophic 4. 3. 2. 1. Severe Critical Marginal Negligible P (People) Multiple fatalities or permanent total disabilities Single fatality or permanent total disability Major injury or health effects Minor injury or health effects Slight injury or health effects A (Asset) Extensive damage Major damage Local damage Minor damage Slight damage E (Environment) Extensive damage Major effect Localized effect Minor effect Slight effect R (Reputation) Massive effect National impact Considerable impact Minor impact Slight Impact

Legend:

Accidents with Severity Rating 2 and above and High Potential near misses of likely severity 3 and above, shall be reported to H.O.
H.O. Function Head HSEQ

Severity Rating 3 and above, to be reported by Operations Heads to Chairman

H.O. Function Head Operation s

Severity 5 4 3 2 1

Site Manager /Supervisor/ Charge hand

Project P&A Manager

Project HSE Manager

Project Manager

H.O. Function Head HR

Chairman / BOD / OB

Reporting Requirements Immediate (verbal/SMS) notification, 24 Hrs. report and Investigation Report as soon as possible to HO. Where applicable/appropriate Heads of Operations to notify Chairman

Immediate (verbal/SMS) notification, 24 Hrs. report and Investigation Report as soon as possible to HO

Legend:

Notify up line

Assess and Notify up line

Informed

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HSE, Quality and Security Management

HSE Critical Processes/Procedures
DOD-CP-HSE-007 DOD-CP-HSE-001 HSE LEGAL AND OTHER REQUIREMENTS HSE RISK MANAGEMENT (Engineering, Procurement, Construction/Commissioning inc, Management of Change) HSE TRAINING

DOD-CP-HSE-008

DOD-CP-HSE-002 DOD-CP-HSE-003 DOD-CP-HSE-004 DOD-CP-HSE-006 DOD-CP-HSE-005

HSE COMPETENCE ASSURANCE EMERGENCY PREPAREDNESS & RESPONSE HSE SURVEILLANCE HSE COMMUNICATION, PARTICIPATION AND CONSULTATION HSE INCIDENT INVESTIGATION, CLASSIFICATION AND REPORTING

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HSE, Quality and Security Management

Major Worksite Hazards And Key Areas of HSE Management
WORKSITE HAZARDS
Hazard Recognition MOTION: What is moving? Could anything begin to move? Will people be moving on site? Vehicles? Could someone be trapped or crushed? Where are pinch points? HEIGHT: Who is working above you? Who is working below? Are there objects above you that could fall? Are you using correct fall protection? Does the work involve climbing? PRESSURE: Where are the pressure sources? What could cause pressure to be released? Have you checked process isolations? Could your work create pressure? ELECTRICITY: Where are the electricity sources? Are any hidden? How could you contact them? Is isolation confirmed? Is static build-up possible? Are there overhead power lines? FIRE & EXPLOSION: Where are nearby flammable materials? Where are the ignition sources? Are you sure that any hydrocarbons are properly isolated?

FIRE & SECURITY

Is there a Substance Abuse Policy ? Is the workplace Drug & Alcohol free ? Is there any Workplace Violence control system ? Is there any Corporate Security Incharge / Crisis Coordinator appointed ? Is there any relation made with Local Police, Local Fire/Rescue, Nearest Hospital? Is there any Employee Assistance Program ? Is there any Data Recovery system available ? Is Fire Risk Assessment Carried out ? Are there any trained Fire Wardens deployed ? Is there any fire prevention procedures ? Is there any provision for Periodic Fire & Rescue Drill ? Is there any Emergency Coordinator appointed ?

SAFE JOURNEY MANAGEMENT

Is there a Journey Management Plan (JMP) for the journey, addressing: 1. Emergency response 2. Security 3. Driving hours /rest breaks 4. Location and timing 5. Route planning, hazard mapping, local environment 6. Loading and unloading 7. Approvals 8. Follow up on any changes Driver - explain the JMP. Check for understanding? When was the last time driver got feedback on driving behaviour (based on the IVMS data)? How do you ensure that the JMP is properly followed? Journey Manager - explain what an effective JMP is? Do you have a competent Journey Manager. What monitoring of their work takes place? How often do you review route hazard mapping for high risk journeys? How is driver fatigue addressed in Journey Management? How is compliance to JMP tracked. Is it done effectively?

CONTRACTOR MANAGEMENT
How have the Safe Work Practices been rolled out across all operations? How are staff empowered to intervene on-site? What are the highest risk activities onsite? Show me your consolidated HSE Action plan. What is being done to reduce exposure/risks in Road Transport/ Logistics & Worksite Hazards? How often do you meet with the Prime Contract Administrator? How does the CR exercise controls on you? What keeps you awake at night on HSSE, and why? How can we (i.e. Dodsal) help you to be safe(r)? Are HSSE responsibilities clear to all staff in the field? How do you know that staff have right competences/ experience to safely do their jobs? How are health and welfare matters managed on-site?

TOXICS: What is the toxicity of the chemicals around you? Can the work you do change the air around you? Could your worksite be considered a confined space? THERMAL: Where are the hot/cold surfaces or products in your work area? Does your work generate heat or cold? How could hot or cold environment affect your team? PEOPLE: Can everyone explain their role? Are communication channels clearly understood? Are there any personal problems within the team? Does the team have appropriate competencies?

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HSE, Quality and Security Management

Power Consumption Trend - Yearwise

300 KW/1000 Manhours 250 200 150 100 50 0 2007 2008 2009 2010
Parameters unclear / Inaccurate Reporting Corporate focus/attention Positive Trend

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HSE, Quality and Security Management

Incident Statistics by Project 2009
Project RGX-2 QP- CCWP Jumeirah Village III Oxy Mukhaizna Ruwais Sulphur Exp Qarn Alam Steam Jumeirah Park NGL Pipeline Transco WTS New LNG Train SKIKDA Project Man-hours worked 18333934 6320945 3874436 3335482 4678136 7479445 3770279 2840000 8785213 226609 Fatal 0 1 0 0 0 0 0 0 1 0 LTI 1 1 1 0 1 1 2 1 1 0 NM 16 26 4 6 0 2 7 10 46 1 FAC 34 14 13 10 0 4 38 5 14 5 0 0 0 0 0 0 0 0 MTC 7 1 RWC 9 0 0 0 0 2 1 0 0 0 PDI 0 15 2 9 0 1 0 4 41 0 FI 4 0 0 0 1 1 0 0 1 0 EI 1 0 0 0 0 0 0 0 0 0 Vehicle KMs 6562406 7601657 2027844 731545 3361875 3458570 1162300 6440277 8040607 245651 RTA 1 0 0 0 0 1 0 1 11 1

Total In the Previous Review Period

FTC: Fatality LTI Lost Time Injury FAC First Aid Cases

59644479 64380519

2 2

9 13

12 1 44 8

140 224

8 14

12 18

74 46

7 2 2

1 6

3963273 2 3121598 7

15 17

NM Near-miss MTC Medical Treatment Case PDI Property Damage Incident EI Environmental Incident LTIFR Lost Time Injury Frequency Rate VAR Vehicle Accident Rate

RWC Restricted Work Case FI Fire Incident RTA Road Traffic Accident SR Severity Rate

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HSE, Quality and Security Management

Total annual training hours across projects- 2009
Total Annual Training Hours by Project
70 0 0 0 60000 50 0 0 0 40000 30000 20000 10 0 0 0 0 CCWP R GX 2 T ransco Gasco N GL R uwais Sulp hur JV S3 JP Qarn A lam Oxy Skikd a
Average

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HSE, Quality and Security Management

Training Coverage Rate (Monthly Average by project) - 2009
TCR Monthly Average by Project 0.90 0.80 0.70 0.60 0.50 0.40 0.30 0.20 0.10 0.00 CCWP RGX2 Transco Gasco NGL Ruw ais Sulphur JVS3 JP Qarn Alam Oxy Skikda
Average

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HSE, Quality and Security Management

Toolbox Talk Attendance (Average/Annum by project) 2009

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HSE, Quality and Security Management

NCR/Observation Closeout Rate by Project - 2009
120

Closeout rate Total Observations Observations Closed

100 92.3 80.26 80 76.69 94.44 90

NCR / Observation Close out Rate by Project

100

100 Observations

Open

92.59

60 43.36 40

20

0 QASP Oxy Ruwais Sulphur Transco JV3 Jumeirah Park NGL Gasco CCWP RGX2

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HSE, Quality and Security Management

BPI Plan
Ite m Date Added Activity Designa tion Action by Priority % Completion Earned Value Target Completi on Date

Activity/Action

Source

Summary Status

Complete IMS Manual

11/2/2006

IMS 1

GC

19

60

11.4

30/05/06

IMS Philosphy doc and IMS Policy complete. IMS Programme long lead. IMS Controls Assessment complete. IMS Imp. Plan in use. IMS Interface Plan tba. All to be approved by management. Standard format to be issued to all HOD's for completion.

Define roles and responsbilities for all HSE and Quality personnel. Define roles and responsbilities for all other personnel. Define distibution (info/review/approval) of all HSE and Quality documents esp. upline Review HSE and Quality involvement in Bid process and develop optimum checklist Define HSE and Quality roles and responsibilities for top management esp. regular structures visits to sites

11/2/2006

IMS 2

GC

16

60

9.6

15/04/06

19/03/06

IMS 3

GC/All HOD'S

17

90

15.3

19/05/06

Std format and instruction to be issued to all HOD's

19/03/06

IMS 4

GC

12

90

10.8

15/04/06

HSE and Quality deliverables identfied. IMS Distribution Matrix to be developed.

3/27/2006

IMS 5

GC

16

60

9.6

6/30/2006

Standard chekclists compiled for review.

10

3/27/2006

IMS 6

GC

13

60

7.8

5/30/2006

R and R's included in HSEQ Programme

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HSE, Quality and Security Management

PRIORITY CALCULATION PER ACTIVITY
ACTIVITY NO: IMS 1 PRIORITY SCORE 19

Short description:

Complete IMS Manual

ALLOCATED PRIORITY IS CALCULATED ON THE FOLLOWING "WEIGHTING": Estimated Weighting of Impact Low Medium High

AREA OF IMPACT

Insignificant

Very High

Score 1

Score 2

Productivity HSE Quality Cost Schedule

Score 3 3

Score 4

Score 5 5 5

3 3
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HSE, Quality and Security Management

PERCENTAGE CALCULATION PER ACTIVITY
ACTIVITY NO: IMS 1 PROGRESS(%) SCORE 20

Short description:

Complete IMS Manual

ALLOCATED PROGRESS IS CALCULATED ON THE FOLLOWING "WEIGHTING": STAGE OF DEVELOPMENT Initiation Definition/Planning Development/Approval Development/Approval Development/Approval Implementation/Rollout Evaluation Estimated Weighting of Impact % Completion 10 20

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HSE, Quality and Security Management

Business Process Improvement Plan 2006 -2009
*= Sum(Earned Values)/Sum(Weighted Priorities)

100.00 90.00 80.00 % Earned Value 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00 Q1-Q2 2006 10.00 13.51 10 Q3-Q4 2006 10.19 14.82 20 Q1-Q2 2007 8.87 14.41 12.037037 Q3-Q4 2007 16.29 21.40 16.11 Q1-Q2 2008 23.55 31.82 16.11 Q3-Q4 2008 29.52 44.93 12.56 Q1-Q2 2009 30.43 52.69 64.30 Q3-Q4 2009 30.43 66.45 55.00 Q1-Q2 2010 31.06 73.15 55.00
Work load increased due to Project Lessons Learnt exercise (Num ber of activities incresed)

P1 P2 P3

P1 P2 P3

Progress to Date - Percentage Overall Completion*

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HSE, Quality and Security Management

OUR ROAD TOWARDS HSE EXCELLENCE
Measure Quality (Business) Performance and define Improvements September 2010 Implement Quality (Business) Performance procedure September 2010

Business excellence

HSE Excellence Zero Harm

BSC Sword of Honour November 2010 Roll out Competence Assurance process/procedure September 2010 BSC 5 Star Award for 3 projects July 2010

D od sa

lB us in es

Business Processes Re-Engineering June 2010 Review Operations against ISO 10006 BS 31100 May 2010 Review Security arrangements against ISO/PAS 22399 May 2010

HSE MS for new business sector July 2010 Fully Implement Safety Leadership and Contractor HSE Capability programmes June 2010 Roll out HSE Surveillance and Inspection procedure June 2010

Garry Crighton - HSE and Quality Management

Do ds al

HS E

48