Module 5 - HSE PM_Participant_Handbook_Oct 06

HSE FOR PROJECT MANAGERS

PARTICIPANT’S NAME: ____________________________

Participant Handbook Health, Safety & Environment (HSE) for Project Managers

20081121 PARTICIPANT HANDBOOK

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© Copyright 2008 WorleyParsons Services Pty Ltd This document has been prepared on behalf of and for the exclusive use of WorleyParsons. This document may not be duplicated without the express permission of the Business Process Owner.

Level 12, 333 Collins Street Melbourne Vic 3000 Australia Telephone: +061 3 8676 3500 Facsimile: +061 3 8676 3505 www.WorleyParsons.com WorleyParsons Services Pty Ltd ABN 61 001 279 812

HSE for Project Managers Training Module Rev

Description

Originator

Review

A

Initial Draft

An Meá

Ray Clark

B

Issued for Review

An Meá

Ray Clark

N/A

7/07/08

0

Issued for Use

An Meá

Ray Clark

Ray Clark

1/09/08

1

Update Reissued for Use

An Meá

Ray Clark

Ray Clark

08/10/08

2


An Meá

Ray Clark

Ray Clark

31/10/08

3


Ray Clark

Ray Clark

Ray Clark

21/11/2008

4


Ray Clark

Ray Clark

Ray Clark

18/12/2008


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WorleyParsons Approval

Date 20/06/08


Table of Contents INTRODUCTION ............................................................................................................................................... 7 TOPIC 1 ONEWAY TO ZERO HARM............................................................................................................. 21 TOPIC 2 LEGAL RIGHTS AND RESPONSIBILITIES ................................................................................... 40 TOPIC 3 HSE LEADERSHIP .......................................................................................................................... 76 TOPIC 3 OBJECTIVES ................................................................................................................................... 78 TOPIC 4 HAZARD MANAGEMENT ............................................................................................................. 100 TOPIC 5 PROJECT HSE PLAN ................................................................................................................... 134 TOPIC 6 BEHAVIORAL CHANGE ............................................................................................................... 148 TOPIC 7 HSE COMMUNICATION, MONITORING AND REPORTING ....................................................... 162 TOPIC 8 HSE MANAGEMENT OF CONTRACTORS.................................................................................. 182 TOPIC 9 INCIDENT MANAGEMENT ........................................................................................................... 206 TOPIC 10 EMERGENCY MANAGEMENT ................................................................................................... 226 TOPIC 11 HSE IN DESIGN ........................................................................................................................... 242 WRAP UP ...................................................................................................................................................... 254


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Health, Safety & Environment (HSE) for Project Managers


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Introduction


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About this Training Course This module may be delivered as an integrated (1 Day) component of the Project Managers Training Course. Module 1 - Project Initiation, Scope Management & Project Close Out Module 2 - Project Controls & Commercial Management Module 3: Managing Project Risk Module 4: Business Management Systems Module 5: Health, Safety & Environment (HSE) for Project Managers Module 6: Proposals Module 7: Managing Project Quality Module 8: Team Leadership & Communications Module 9: Managing Project Procurement Module 10: Managing Construction and Completions

It can also be delivered as a stand-alone training course. The Health, Safety and Environment (HSE) for Project Managers Module (Module 5) delivers ‘core’ awareness level training. The principles and practices described in this module are valid across projects and business processes of all sizes and in any location. On completion of this module, you will have an awareness and understanding of WorleyParsons’ HSE expectations for Project Managers. Specifically, this includes: •

Your role in helping to build a strong HSE culture throughout WorleyParsons and within Customer and Contractor organizations.

•

Your HSE roles and responsibilities as a Project Manager, particularly in relation to the following key HSE processes: o

Managing Hazards and creating an effective HSE Plan

o

Monitoring and Reporting HSE Performance

o

HSE Management of Contractors

o

Incident Management

o

Emergency Management

The Health, Safety and Environment (HSE) for Project Managers Module is targeted at providing entry level training, or refresher training, for all personnel who are primarily required to directly or indirectly manage projects using the WorleyParsons Management of Projects Framework (WPMP). Within the range of WorleyParsons Projects/Alliances, this functional responsibility may be assigned to individuals with a wide range of job-titles including Project: Coordinators, Leaders, Managers, Engineers, Senior Project Managers, Lead Engineers and Alliance, Construction or Site Managers, etc.


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About this Handbook Your Participant Handbook contains all the information you need during this training course. The Handbook contains the relevant slides and supporting text. In addition, space has been provided for you to write notes for each training session. In addition, the Handbook contains your Activity Sheets and instructions for each activity, plus websites and documents you can refer to for additional information.


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Introduction

PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..……………………………….

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Introduction Piper Alpha was a North Sea oil production platform operated by Occidental Petroleum (Caledonia) Ltd. The platform began production in 1976. An explosion and resulting fire destroyed it on July 6, 1988, killing 167 men. Total insured loss was about £1.7 billion (US$ 3.4 billion). To date it is the world's worst offshore oil disaster in terms both of lives lost and impact to industry. The Cullen enquiry was set up in November 1988 to establish the cause of the disaster. The enquiry was critical of Piper Alpha's operator, Occidental, which was found guilty of having inadequate maintenance and safety procedures. The second phase of the enquiry made 106 recommendations for changes to North Sea safety procedures, all of which were accepted by industry. The sobering quote from Lord Cullen highlights the importance of safety, and should challenge Project Managers to consider whether, or not, they are giving safety the attention it deserves.


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Session Overview

PARTICIPANT NOTES: COURSE ASSESSMENT: Although not formally assessed, participants’ active involvement and interaction in all activities and 100% attendance of the duration of the session is required. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………..……………………………….


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Course Objectives

PARTICIPANT NOTES: KEY AIMS FOR THIS TRAINING COURSE: To define WorleyParsons expectations Assist you in educating Customers and Contractors To assist you in developing a HSE culture for your project ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………..……………………………….


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Overall HSE Training Framework

PARTICIPANT NOTES: This table establishes the context for this training course. It describes the overall HSE Training Framework and its 3 levels of training This course is intended to deliver Operational-level learning outcomes. Further training will be required for specific Operational and Specialist-level competencies (e.g. HSE Audit, HSE Incident Investigation, First Aid, etc.) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………..……………………………….


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Overall HSE Training Framework


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Activity: Who Are You?

INSTRUCTIONS: Take a couple of minutes to consider the question below. Write your answer in the space provided. What do you want to get out of the day? The facilitator will ask you to introduce yourself and to explain: your role within WorleyParsons; how long you have been with the Company; and your primary objective for the day.


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Topic 1 OneWay to Zero Harm


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Topic 1 Objectives HSE FOR PROJECT MANAGERS

Topic 1 – OneWay to Zero Harm

Objectives On successful completion of this topic you will be able to: 

identify a range of WorleyParsons’ stakeholder expectations



define how WorleyParsons responds to these expectations



show a general awareness of WorleyParsons’ Zero Harm Vision, HSE Policy and OneWay framework “There is no task so important or so urgent in our business, or our customers' businesses, that it overrides the need to work safely...” (John Grill CEO WorleyParsons)

Oct 08

Slide 3 of 10

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 1 `This session is fundamental in ‘setting the scene’ in terms of understanding the range of stakeholder expectations on the Company and in understanding how WorleyParsons responds to these expectations. This session also provides an overview of key Worley Parsons documents such as its Vision, HSE Policy and OneWay Company Integrity Management System. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… 20081121 PARTICIPANT HANDBOOK

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Who Cares About Health, Safety and the Environment?

PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… 20081121 PARTICIPANT HANDBOOK

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Who Cares about Health Safety and the Environment? Some ‘typical’ answers to who cares about health, safety and the environment are provided below. Who Cares? Communities / Tourists

Government / Govt Agencies

Our Employees / Contractors

Shareholders / Customers

Financial Lenders / Insurers Media

No Government Groups

Why do they Care? We are part of the communities in which we live or visit for our holidays. We are all potentially affected by health, safety and environmental issues. We enjoy the qualities of our local places and we want to keep it that way. Federal and State Governments control health, safety and the environment by use of legislation. Government agencies set standards that the Company operates under in regard to the health, safety and the environment. If you don’t comply, you can be prosecuted and fined. We all want to prevent work-related injuries and help improve people’s lives by taking a responsible approach to the environment and personal health and safety. These issues also impact on attraction and retention of potential/employees. The ability of the Company to look after its people and care for the environment may influence people’s decisions to become shareholders to purchase our services. Along with financial profit, the strength of a Company’s public image influences decisions of lenders and insurers. We all know “bad news is good news” – so a Company’s public image is important. Any “bad” HSE issues will definitely be of interest to the media, so it is in our interests to reduce or eliminate these issues. These are made up of people with particular concerns, e.g. environmental issues or health issues.

Some ‘typical’ answers to who cares about health, safety and the environment are provided below.

A wide range of stakeholders is interested in WorleyParsons’ Health, Safety and Environmental performance…for all sorts of reasons. These same stakeholder groups may have an interest in your project. Project Managers should develop a Stakeholder Management Plan (particularly on larger projects). Refer to the Stakeholder Management Plan Task Sheet PMP-9012 and Stakeholder Management Guideline PMP-0022. In addition, your Project HSE Plan should take into account the various interests of relevant stakeholder groups.


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Vision – Zero Harm HSE FOR PROJECT MANAGERS


Vision Zero Harm to PEOPLE & ASSETS Zero ENVIRONMENTAL incidents

The Project Manager must communicate this to the Project team, to the customer and to contractors. HSEforPM_Dec_ 08

www.worleyparsons.com

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PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Vision – Zero Harm Worley Parsons has responded to these expectations through demonstrating their commitment to HSE through development of its Zero Harm Vision. When we are achieving Zero Harm we will see:  an intolerance of all unsafe conditions or acts; a commitment to undertaking a thorough risk assessment before starting any task; all incidents and near misses investigated to prevent reoccurrence  everyone striving for the perfect day, every day  HSE taking priority in cases where there is conflict with operational objectives. (It should rarely be the case that such conflicts exist if proper focus and attention is spent on planning the work!). HSE performance never being used as an excuse for poor operational performance. Each Project must also share the Zero Harm Vision. Project Managers are expected to communicate this to the Project team, to the customer and to the contractors.


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WorleyParsons Differentiators and the HSE Policy



Project HSE Plan

HSEforPM_Dec_ 08

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PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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WorleyParsons Differentiators and the HSE Policy The HSE Policy commits WorleyParsons to pursuing industry leadership in HSE performance in order to achieve the Zero Harm vision Although the language is high level, the HSE Policy sets clear direction, intent and boundaries within which all Projects must operate Personal leadership and culture figure strongly in the Policy: •

Safety: “no incidents”, “leadership” and “safe behavior” are the principles that will apply.

•

Environment: “no incidents”, “minimum impact” and “innovation” are the principles that will apply.

•

Health: “planning”, “encouragement” and “understanding” are the principles that will apply.


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OneWay … is an Enterprise Integrity Management System. Amongst other things, it:  



lays down expectations and behaviors for achieving the Zero Harm vision provides the framework into which WorleyParsons is building its HSE-related Policies, Standards and Procedures delivers guidance on how WorleyParsons works with its joint venture partners, customers, vendors and contractors

Oct 08

1

Leadership and Governance

2

Risk Management

3

Caring for Our People and the Environment

4

Selection and Competency

5

Working with Customers

6

Engineering

7

Working with Vendors and Contractors

8

Field Execution

9

Management of Change

10

Crisis and Emergency Management

11

Incident and Behaviour Analysis

12

Assessment and Improvement

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PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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OneWay is an enterprise wide integrity management framework which lays down the corporate expectations for achieving the Zero Harm vision, and in turn provides links to Policies, Standards and Processes that WorleyParsons aims to follow in daily operations to meet these expectations. As such, it will progressively become the repository for HSE related documentation. The scope of OneWay covers much more than a conventional HSE management system. It includes matters such as risk management, technical integrity, competency, management of change, and emergency response. In addition, it provides guidance on how WorleyParsons works with its joint venture partners, customers, vendors and contractors to engage them in working towards the same vision. OneWay applies to all Projects. Project Managers are responsible for ensuring that the Project HSE Plan addresses OneWay expectations, in conjunction with customer expectations, and communicates these to customers and contractors.


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Summary HSE FOR PROJECT MANAGERS


Project HSE Plan

Oct 08

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PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Summary ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Key Learning Points Now that you have completed Topic 1 can you… Name two of WorleyParsons’ stakeholder groups. ………………………………………………………………………………………………………………..……… ………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………

Describe why they are interested in WorleyParsons’ HSE performance? ………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..……… ………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………

Define ‘Zero Harm’ ………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..……… …………………………………………………………………………………………………………………………

What is the intent of the OneWay system? ………………………………………………………………………………………………………………..……… ………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………


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Where Can I go for more Help?  WorleyParsons Code of Conduct  Stakeholder Management Plan Task Sheet (PMP-9012)  Stakeholder Management Guide (PMP-0022)  Health, Safety and Environment Policy (CHM-0114)

Overview of WorleyParsons Intranet HSE Systems WorleyParsons has set its corporate systems, tools and resources up on an intranet based system called NOW. This can be accessed by all personnel with a WorleyParsons email account and access to internet / intranet. Some area restrictions apply. https://now.WorleyParsons.com OneWay is an Enterprise Integrity System. This is a high level corporate framework that will progressively hold a wide range of corporate documents, standards, behaviors and forms (including HSE) within WorleyParsons. https://hse.WorleyParsons.com/default.aspx WorleyParsons Enterprise Management System (EMS) is the repository of WorleyParsons HSE Policies, Procedures and forms used as a base for WorleyParsons project specific plans and procedures to be used on EPCM projects. https://projects.worley.com.au/cst/qm/ems/default.aspx WorleyParsons Project Management Processes (WPMP) provides guidance on HSE requirements for different size and types of projects as well as templates for HSE plans and the like. https://wpmp.WorleyParsons.com/home/wpmp.aspx Also see HSE staff under Who’s Who in HSE at https://hse.WorleyParsons.com/default.aspx WorleyParsons HSE Websites https://hse.WorleyParsons.com


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Topic 2 Legal Rights and Responsibilities


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Topic 2 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 2 It is important to be able to understand your legal rights and responsibilities in regard to key Australian Occupational Health and Safety, and Environmental legislation. This session also provides information on your role as the employer’s (WorleyParsons) representative and clarifies that these legal requirements apply whether the ‘employee’ referred to is a WorleyParsons employee, a WorleyParsons contractor or a contractor employee. This session provides an overview of the key themes of Australian and New Zealand OH&S and Environmental Legislation. ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Industry Leadership – Beyond Compliance HSE FOR PROJECT MANAGERS

Topic 2 – Legal Rights and Responsibilities

Industry Leadership – Beyond Compliance 

WorleyParsons objective: “industry leadership in HSE performance.”

Leading Practice

Legal Compliance + Verified Standard Legal Compliance + Voluntary Standard

• •

Legal Compliance

•

No Controls

Oct 08

WorleyParsons is committed to complying with the law All of us must comply with laws and regulations relevant to our work Ignorance of the law is not a valid excuse for non-compliance.

Slide 4 of 16

PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Industry Leadership – Beyond Compliance Business (and therefore management) is faced with choices as to how and at what level they control their operations: 1. The lowest level is to not control risks at all and just hope that nothing goes wrong or that the organization doesn't get caught! This may seem to be a cheap option in the short term but can lead to serious and sometimes catastrophic events. 2. The next level is to comply with legislation only and not strive for higher levels of control. This at least affords some protection against prosecution - but nothing else. 3. Compliance and the voluntary adoption of a suitable standard can help to elevate control to the next level. For example, an industry Code of Practice. External certification against the standard by a suitable verification agency lends extra credibility to the level of control in stakeholders’ eyes and can help focus management attention on the effective control of risks if the standard is used properly. For example, ASNZS 4804: Occupational Health and Management Systems. Ultimately an organization can strive for 'leading practice' which is a combination of all of the above, plus aspirations for 'world class' performance. One of WorleyParsons Strategic Differentiators is “Industry leadership in health, safety and environmental performance”. This statement means that WorleyParsons is seeking to be positioned near the top end (leading practice) of this scale - at a level that is “beyond compliance”. The WorleyParsons Code of Conduct states that “WorleyParsons is committed to complying with the laws and regulations of the countries in which we operate. These laws relate to health, safety and environment, financial, corporate, continuous disclosure, fair trading and other legal and statutory requirements. All of us must:  Comply with any laws and regulations relevant to our work  Be aware of the duties and obligations that apply to our role”. “Ignorance of the law is not a valid excuse for non-compliance. If you require advice, contact the legal department.” A growing number of companies in the Hydrocarbon, Minerals & Metals, Infrastructure and Power industry sectors have their HSE management systems externally certified to a recognized standard (e.g. ISO 14001). Through this process they are required to consider HSE in selecting the vendors and suppliers they work with. As a result, vendors and suppliers who also have their HSE management systems externally certified are viewed favorably by these companies. WorleyParsons is currently committed to achieving ISO 14001 and AS NZS 4801 certification. The Sydney Water Renewable Energy Generation Project, NSW was selected as a pilot, with the aim of achieving certification of the project by November 2008. The intention is that the learnings from this pilot will then be used to fast-track achieving certification of projects and the business throughout the ANZ Region.


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Duty of Care HSE FOR PROJECT MANAGERS


Key Theme – Duty of Care Fault liability

Strict liability

“Innocent until proven guilty”

“Reverse onus of proof”

Reasonable Care = Level of care exercised by a “reasonable man” Reasonable Man = “Hypothetical man on the Clapham bus (Bondi tram)”

Product liability “Safe and fit for purpose” NOTE: Includes ‘design’

Nov 08

Now applied to operations

Slide 5 of 16



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Duty of Care It is important to have an understanding of the duty of care concept to be able to understand key responsibilities under HSE legislation. Fault Liability v Strict Liability Most people are familiar with the legal concept that a person is considered to be “innocent until proven guilty”. This means that a case has to be demonstrated by the prosecution that the defendant is guilty of a crime (e.g. if accused of committing a murder). In HSE legislation, the “reverse onus of proof” often applies. This means that the prosecution only has to demonstrate that HSE harm (or potential harm) has been caused, and the onus is then on the defendant to build a case that demonstrates they were not at fault (e.g. guilty! – now prove that you are innocent) (Donoghue vs. Stevenson 1929, UK). Reasonable Care / Reasonable Man In this situation, to build a case that they were not at fault, the defendant would need to demonstrate that they took all reasonable care. This raises the question of what does “reasonable care” actually mean? It is a phrase that may be interpreted one way by one person, and interpreted a different way by another person. The definition of “reasonable care” originated from a legal case in the UK more than 70 years ago (Hall vs. Brooklands Auto Racing Club 1933, UK). The judge in this case decided that reasonable care is a standard of care comparable to that which might be exercised by the hypothetical “man on the Clapham bus” (a reasonably educated and intelligent, but non-specialist person, from an ordinary commuter suburb in London – an easily understandable description of a “reasonable man”). The Australian equivalent of this analogy originated some years later as “the man on the Bondi tram” (Papatonakis v Australian Telecommunications Commission (1985) 156 CLR 7 at 36 per Deane J). The legal test for whether reasonable care has been taken is a measure of:  Causation – establish with requisite degree of certainty  Foreseeability – determine the risk was foreseeable  Preventability – preventable by practicable precautions.  Finally, based on the likelihood and seriousness of the risk, whether a “reasonable and prudent person” would have taken those precautions. Product Liability – Now Applied to Operations Manufacturers of products (e.g. toys) are liable for ensuring that their product is safe and fit for purpose (e.g. no small parts that a child could swallow and then choke on; no sharp pins that a child could stab into their eye). An outcome from the Piper Alpha Public Inquiry was a recommendation by Lord Cullen that those responsible for managing an operating facility (e.g. offshore oil platform, smelter, factory) should be liable for ensuring that their facility is “safe and fit for purpose”. The oil industry’s response to the Public Inquiry was to introduce the Safety Case – a document produced by the operator of the facility which:  identifies the hazards and the risks  describes how the risks are controlled, and  the management system in place to ensure the controls are effectively and consistently applied.


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The Australian Safety and Compensation Council now maintain a National Standard and National Code of Practice for major hazardous facilities. This area of Product Liability is very important within WorleyParsons as it also covers the design of Plant and Equipment, a major part of our contracts. References: Donoghue vs. Stevenson (1929). Definition of ‘Reverse onus of proof’ . UK Hall vs. Brooklands Auto Racing Club (1933). Man on the Clapham bus. UK Papatonakis vs. Australian Telecommunications Commission (1985). Man on the Bondi tram. Aus. Cullen HL (1990). The Public Inquiry into the Piper Alpha Disaster. National Occupational Health & Safety Commission (2002). Control of Major Hazard Facilities: National Standard [NOHSC: 1014(2002)] National Occupational Health & Safety Commission (1996). National Code of Practice [NOHSC: 2016(1996)].


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Case Study – Cyclone George

PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Case Study – Cyclone George SUMMARY OF EVENTS On Thursday 8th March 2007 Cyclone George, a category 4 cyclone crossed the Pilbara coast of Western Australia and caused devastation to a rail construction camp approximately 105 kilometers inland south of Port Hedland in the early hours of the morning. This resulted in two deaths and numerous injuries to rail construction personnel (up to 30 people injured) while they were sheltering in their accommodation units (more commonly known in the mining industry as “dongas”). The two people killed were Craig Raabe (42 years old) from Gympie, Queensland, a father with two boys, and Debra Till (47 years old) from Perth, a mother with 2 children. Craig had been working at the camp to raise the money to support his eldest son, 17, who was disabled in car accident 5 years earlier. Heavy rainfall from the cyclone also caused substantial flooding, which made regional roads impassable and interrupted communication systems, which in turn hampered rescue operations in the area. The State Emergency Services including police and medical staff were airlifted by helicopter from Karratha to the rail construction camp to assist in the recovery. PROSECUTIONS WorkSafe will prosecute eight companies in connection with two deaths and serious harm caused to seven persons during Cyclone George in March 2007.

The companies will face a total of 49 charges under the Occupational Safety and Health Act 1984. The charges vary for each company, dependent upon their obligations under the Act, but in summary the charges relate to:  Failure to provide and maintain a safe working environment;  Failure to maintain premises which were employer-provided accommodation;  Constructing temporary structures and failing to ensure that the structures were able to withstand potential cyclones; and  Designing temporary structures and failing to ensure that the structures would be able to withstand potential cyclones. WorkSafe WA Commissioner Nina Lyhne said that the large number of charges brought against a number of entities demonstrated the breadth of occupational safety and health responsibilities.


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COMPANY Pilbara Infrastructure

FMG (Client) Spotless Services Australia (designer of the dongas) Spotless P & F Pty Ltd Laing O'Rourke (railway construction and maintenance services) Spunbrood trading as NT Link (constructed the accommodation units or "dongas") BGC

WorleyParsons

CHARGES 12 counts of failing to provide a safe working environment and five counts of failing to maintain the premises on employer-provided accommodation. Failing to provide and maintain a safe working environment causing serious harm to a contractor. Eight charges over alleged failure to ensure the dongas could withstand a cyclone. ? (employer of Debra Till) ? ?

Four charges of failing to provide and maintain a safe work environment in relation to the death of employee Craig Allan Raabe, and injuries to three employers. Single charge of failing to provide a safe working environment, with a maximum penalty of $200,000

SUMMARY OF RECOMMENDATIONS 1. In accordance with Regulation 4.30 of the Mines Safety and Inspection Regulations 1995 and Regulation 3.10 of the Occupational Safety and Health Regulations 1996, every employer must develop emergency procedures and plans in conjunction with advice from FESA and other regional emergency planning groups where their sites are located. 2. The emergency plans should include details for making the site safe and ensuring the safety of personnel as far as is practicable. This should include the removal/restraint of loose objects and structures and evacuation of personnel. 3. Every accommodation unit or donga and every transportable building on worksites and camps in cyclone sensitive regions should be adequately secured. 4. During the Blue and Yellow Alert Cyclone Warning phase a safe and orderly evacuation of non essential personnel from the worksite or camp should be considered prior to high intensity cyclones passing in close proximity to the site. 5. Employees remaining on site during the cyclone should be moved to a designated appropriate shelter well in advance of the arrival of the cyclone to avoid being injured during the transfer to the shelter. 6. Where employees are required to stay on site, adequate stocks of food and other essential items should be available during the period when the site may be cut off due to high winds or flooding.


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7. During the Red Alert Cyclone Warning phase when all power has to be isolated or in the eventuality of damage or interruption occurring to the power supply or telephone and other communication systems, an adequate means of reliable emergency backup communication should be available on site to make contact with external emergency services should help or assistance be required. 8. Each site should continuously monitor cyclone warnings issued on radio, television or via the internet connection to the Bureau of Meteorology or FESA websites. In the event of power interruptions on site battery powered radios should be available. Role of WorleyParsons WorleyParsons supported FMG through the provision of project management, project services, engineering, procurement and construction management systems and personnel. These core capabilities were further supplemented by specialist technical services provided by the engineering office in Melbourne and global procurement office in Beijing.

References: AAP (2008), Fortescue faces $7m fines over deaths, AAP, July 25th. Cardy, T. (2008), Companies charged over Cyclone George deaths, injuries, The Sunday Times, September 10th. Joint Resources Safety / WorkSafe Safety Bulletin, Date: 2 April 2007 - Subject: Cyclone – Emergency Preparation, Planning and Preparedness, Department of Consumer and Employment Protection Government of Western Australia. WorleyParsons website, 2008, Pilbara Iron Ore and Infrastructure Project, http://www.worleyparsons.com/Projects/Pages/PilbaraIronOreandInfrastructureProject.aspx


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Occupational Health & Safety Legislation HSE FOR PROJECT MANAGERS


Occupational Health & Safety Legislation As an employer you must take all reasonable/practicable steps to protect the health, safety and welfare of your personnel when they are working.

You

Personnel have the right to a safe and healthy workplace. You also have a responsibility to work safely.

Employers must:  Ensure a safe workplace  Supply instruction, training and supervision  Provide safe systems of work  Facilitate consultation and cooperation  Deliver continuous improvement Project Managers, Site Construction Managers, Supervisors and Superintendents are the interface between WorleyParsons Vision, Policies, Processes and the operations (including Client and Contractors) Personnel must:  Cooperate with employer – comply with procedures/ instructions  Participate in OH&S processes  Take reasonable care for self and others  Use correct plant, equipment and tools for the job

Employers and/or personnel can be fined for non-compliance Oct 08

Slide 7 of 16



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Occupational Health & Safety Legislation As a Project Manger, you are representing WorleyParsons. You are the interface between the senior management enablers above, and the site workforce team below 1. As an employer you must take all reasonable practicable steps to protect the health, safety and welfare at work of your personnel. Reasonable, practical steps are interpreted as meaning that we should implement any / all controls that a reasonable person would expect. To address their legal responsibilities, Project Managers must:    

Identify Project HSE hazards and risks Maintain appropriate standards and procedures, and provide induction and training Develop and maintain a Project HSE Plan Establish and maintain 2-way communication through meetings and toolbox talks.

You also have the right to expect any personnel, whether: • WorleyParsons: employees, direct and agency contractors and casuals; • WorleyParsons contractors, and sub-contractors to WorleyParsons contractors • WorleyParsons Partners and Customers to comply with their legal responsibilities. 2. Personnel have the right to work in a safe and healthy workplace, and a responsibility to work safely. To address their legal responsibilities, personnel must:    

Follow procedures and attend training Report hazards and incidents Not take short-cuts Wear PPE provided and use equipment provided, and not modify them without authorization. 3. You – This includes Supervisors, Superintendents, Project Managers and Site Construction Managers are the interface between WorleyParsons Values, Policies, Strategies and the operations (Companies, Customers and Contractors). ADDITIONAL POINTS  All WorleyParsons Line Management and Supervisors will comply with all applicable provisions of Federal, State and Local laws and codes. Where State regulations apply to a given task, these will be the initial and minimum requirement.  All personnel – regardless of if they are WorleyParsons employees, or Contractors have responsibilities with respect to their own and others’ health and safety. All employees have a responsibility to work safely, comply with client and WorleyParsons procedures and regulations, and to report hazards and incidents. 

Project Managers have a duty of care, in essence, to take all reasonably practicable steps to ensure that the workplace is safe from injury and risks to health. You are responsible as the employer’s representative!



WorleyParsons Project Managers shall also ensure Supervisors have easy access to current copies of Acts, Regulations and Codes of Practice etc, which are applicable to the scope of work.


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Health and Safety Offences and Penalties – Australia (October 2008)

State / Territory

Type of Offence

Maximum Penalty

New South Wales

Breach of an employer’s

Corporation

duty of care

$550,000 (first offence) $825,000 (previous offender) Individual $55,000 (first offence) $82,500 and/or 2 years jail (previous offender)

Victoria

Breach of an employee’s

$3,300 (first offence)

duty of care

$4,950 (previous offender)


Corporation

duty of care

$943,290 (9000 penalty units; penalty unit varies, indexed yearly) Individual $188,658 (1800 penalty units; penalty unit varies, indexed yearly)


$188,658 (1800 penalty units; penalty unit varies, indexed yearly)

duty of care South Australia


Corporation

duty of care

$300,000 (first offence) $600,000 (previous offender) Individual $100,000 (first offence) $200,000 (previous offender)


$10,000

duty of care Queensland


Corporation

duty of care

$750,000 (multiple deaths) $375,000 (death or grievous bodily harm) $281,250 (bodily harm or exposure to a substance likely to cause death or grievous bodily harm) $187,500 (other offences) Individual $150,000 and/or 3 years jail (multiple deaths) $75,000 and/or 2 years jail (death or grievous bodily harm) $56,250 or 1 years jail (bodily harm or exposure to a substance likely to cause death) $37,500 or 6 months jail (other offences)


$150,000 and/or 3 years jail (multiple deaths)

duty of care

$75,000 and/or 2 years jail (death or grievous bodily harm) $56,250 or 1 years jail (bodily harm or exposure to a substance likely to cause death) $37,500 or 6 months jail (other offences)

Tasmania


Corporation

duty of care

$150,000 Individual $50,000


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$10,000

duty of care Western Australia


Corporation

duty of care

$500,000 (circumstances of gross negligence, first offence) $625,000 (circumstances of gross negligence, previous offender) $400,000 (causes death or serious harm, but not gross negligence, first offence) $500,000 (causes death or serious harm, but not gross negligence, previous offender) $200,000 (other offences, first offence) $250,000 (other offences, previous offender)


$5,000 (first offence)

duty of care

$6,250 (previous offender)

Australian Capital


Corporation

Territory

duty of care

$50,000 (breach of duty) $750,000 (recklessly or negligently exposing to a substantial risk of serious harm) $1,000,000 (recklessly or negligently causing serious harm) Individual $10,000 (breach of duty) $150,000 and/or 5 years jail (recklessly or negligently exposing to a substantial risk of serious harm) $200,000 and/or 7 years jail (recklessly or negligently causing serious harm)


$10,000 (breach of duty)

duty of care

$150,000 and/or 5 years jail (recklessly or negligently exposing to a substantial risk of serious harm) $200,000 and/or 7 years jail (recklessly or negligently causing serious harm)

Northern Territory


Corporation

duty of care

$550,000 Individual $110,000 or 2 years jail


$110,000 or 2 years jail

duty of care


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Workplace Injury / Illness - Australia


20081218 HSEforPM_PARTICIPANT_HANDBOOK

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Workplace Injury / Illness - Australia The total cost (nationally) for workplace injury and illness for 2000 / 2001 was $34 billion. This is equivalent to 5% of the Australian Gross Domestic Product for the same year (this estimate represents foregone economic activity, and not the proportion of GDP that is lost as a result of work-related injury and illness). For every 1,000 employees nationally throughout Australia, 16 people lodged injury and illness claims in 2005 / 06. For every 1,000 employees in the Construction industry throughout Australia, 25 people lodged injury and illness claims in 2005 / 06. For every 1,000 employees in the Construction industry in the role of a laborer throughout Australia, 45 people lodged injury and illness claims in 2005 / 06. References: National Occupational Health and Safety Commission. The Costs of Work Related Injury and Illness for Australian Employers, Workers and the Community National Occupational Health and Safety Commission. Compendium of Workers Compensation Statistics Australia 2005-2006


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Workplace Injury / Illness - Australia HSE FOR PROJECT MANAGERS


Worker’s Compensation & Injury Management Legislation As an employer you must take all reasonable/practicable steps to secure the health, safety and welfare of your workers.

You

Personnel have the right to a safe and healthy workplace. You also have a responsibility to work safely.

Oct 08

Employers must:  Attend to the injured worker as soon as possible  Notify insurer following injury within required timeframes  Develop an injury management plan  Implement and monitor a return to work program

Project Managers, Site Construction Managers, Supervisors and Superintendents are the interface between WorleyParsons Vision, Policies, Processes and the operations (including Client and Contractors) Employees must:  Notify their employer as soon as possible  Seek medical attention promptly  Participate and cooperate with development and implementation of an injury management plan  Comply with requests made by insurer regarding their claim  Make all efforts to return to work as soon as possible.

Slide 9 of 16



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Workplace Injury / Illness - Australia Similarly to OHS legislation, the theme of “reasonableness” is a key concept in Workers Compensation and Injury Management legislation. Employees have a legal obligation to immediately report a workplace injury/illness to their supervisor/manager.


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Workplace Compensation and Injury Management HSE FOR PROJECT MANAGERS


Workers Compensation and Injury Management 

WorleyParsons documents: Injury Management Policy & Guidelines Document 2008 Project Manager Accountabilities: Injury Procedural Flowchart (20 Aug 2008)

• • • • •

Injury Management Pack - Information for the Injured Person

•

- Letter to Treating Doctor - Authority to Release Medical Info

•

Oct 08

arrange treatment as soon as possible notify HSE Mgr and Return to Work Coord. assist in completing all forms and provide info to worker on their rights and responsibilities maintain contact with injured or ill workers assist Return to Work Coord. to develop suitable duties in line with medical advice supervise injured worker to ensure any restrictions are adhered to, and monitor progress check that your contractors have an injury management process for their employees.

Slide 10 of 16



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Workplace Compensation and Injury Management WorleyParsons has a process in place for injury management. The driver for this is to ensure the best outcomes for the injured person and for WorleyParsons – the prompt, safe and durable return to work of that person (it’s not about managing injury statistics). WorleyParsons recognizes that there are substantial benefits to be gained from injury management principles and practices and is committed to implementing them at the workplace. It is WorleyParsons policy to make provision for the injury management and vocational rehabilitation of all employees who have sustained a compensable or non-work related illness, injury or disability. In this context injury management is defined as: “A workplace managed process incorporating employer and medical practitioner from time of injury to facilitate where practicable, efficient and cost effective maintenance in or return to suitable employment”. WorleyParsons objectives are: •

To establish a structured systematic approach to injury management services for all employees following work or non-work related illness, injury or disability.

•

To develop and encourage the expectation that it is normal practice, following illness, injury or disability for persons to return, as soon as practicable, to appropriate employment.

•

To commence the managed, safe and early return to meaningful, productive employment at the earliest possible time, consistent with medical opinion. To provide staff with information and education on the injury management policy and procedures of the organization, including information at induction. To retain the dignity of person(s) undergoing any rehabilitation process.

• •

The Injury Management Pack is a toolkit intended to be given to the injured employee – it contains information for the injured person, and for their treating doctor. Write down the Return to Work Coordinator for your Project (or your last project if you are currently not on a project). If you don’t know who it is, fill this information out when you return to your project! Name: ………………………………………………………………………………………………………………..…………….. Contact Number: ………………………………………………………………………………………………………………………………


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Environmental Legislation HSE FOR PROJECT MANAGERS


Environmental Legislation Under most environmental legislation: 

an ‘Environmental Approval’ (to construct) and ‘License To Operate’ (to operate) are required for activities which may cause pollution  the approval/license holder must comply with all approval/licens e conditions  approval/license conditions usually include requirements to moni tor and report emissions, and to maintain records WorleyParsons MUST exercise ‘Due Diligence’: meaning that every person MUST take all reasonable and practical steps to prevent or minimize harm to th e environment - regardless of whether or not an approval/license is required, both individuals and companies have a ‘Duty of Care’ to:  not pollute the environment  (land, air, water, noise, flora & fauna, public access & amen ity, vibration, hazardous materials)  manage and dispose of waste responsibly, and  promptly report pollution incidents Employers and/or personnel can be fined for non -compliance HSEforPM_Dec_ 08

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PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Environmental Legislation Environmental management is a hot political topic and an important issue for WorleyParsons and many of its customers. Achieving good environmental performance is essential for ensuring that a good reputation is maintained with stakeholders.

Activities conducted within the Power, Hydrocarbon, Minerals & Metals and Infrastructure industry sectors are regarded by regulators as including activities which may cause pollution (sometimes referred to as “environmentally-relevant activities”).

Some WorleyParsons customers operate under an environmental approval / license. All parties working at the site to which the approval/license applies are responsible for complying with the approval/license conditions. The regulators regard the license as a very important document, and therefore require that all personnel understand their obligations.

Environmental legislation often requires companies to do all things reasonable and practicable to avoid environmental harm. We have requirements to ensure that we have undertaken and are taking ‘Due Diligence’ relating to our operations. Simply complying with license conditions may not be enough to avoid prosecution.

Environmental legislation has evolved over time, particularly in the last 20 years: 1900s – 1950s •

Traditional methods of individuals resolving pollution issues under common law becomes inadequate (e.g. if a person came onto another person’s property and polluted their waterway, that person could prosecute them for trespass but not for causing pollution).

1950s to 1970s – •

Rapid changes in environmental laws (led by the USA).

•

Formation of federal and state environmental protection authorities (e.g. EPA's).

1980s to 1990s – •

Increases in regulatory and enforcement powers of authorities (e.g. test cases and prosecutions).

•

Environmental licenses introduced.

•

Individual standing in environmental courts (i.e. any person could initiate a court action, even if not personally impacted by the pollution).

1990s to 2000s – •

Tougher penalties introduced.

•

Requirements for License to Operate (LTO)

•

Focus on ‘community right to know’.


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Environmental Offences and Penalties – Australia State / Territory

Type of Offence

Penalties

New South Wales

Willful or negligent pollution

$1 million (corporation) $$250,000 or 7 years jail (individual)

Pollution of air / water

$125,000 + $60,000 per day (corporation) $60,000 + $30,000 per day (individual) $1 million (corporation) $$250,000 or 7 years jail (individual)

Victoria


South Australia

Pollution of air / water / land Pollution of water

$40,000 + $16,000 per day $1 million (corporation) $60,000 (individual)

Pollution of air

$15,000 (corporation) $8,000 (individual) $20,000 + $2,000

Queensland

Pollution of air

Tasmania

Pollution of water Pollution of air / water

$10,000 + $1,000 $100,000 (corporation) $50,000 (individual)

Western Australia

Pollution of air / water / land

$50,000 + $10,000 (corporation) $25,000 + $5,000 (individual)

Australian Territory

Capital Pollution of air / water

Northern Territory



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$50,000 (corporation) $10,000 (individual)

$1,250,000 (corporation) $250,000 or 5 years jail (individual)




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What to do if an ‘inspector’ calls? HSE FOR PROJECT MANAGERS


What to do if an ‘Inspector’ calls? Regulatory inspectors have the ‘right’ to enter any site. So you should:          

not panic! request to see proof of their identify and ‘authority’ obtain their contact details immediately notify your Line Manager, Site Manager and Contractor focal point take detailed notes and accompany the inspector wherever they go be courteous and co-operative provide factual answers - do not speculate or give unrequested details! if samples are taken, ask for a split sample & keep one If photo’s are taken, ask for a copy or take your own! not talk to the media

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What to do if an ‘inspector’ calls? You should note that in most cases, inspectors from Local Government and from Regulatory Authorities have greater powers of entry and access to your worksite than the police: …they don’t need to give prior notice of their arrival, or have a warrant …they can access any part of the site they wish to visit …they can take samples and photos of anything …they can talk to anyone (and in some States; [e.g. NSW] require an answer …they can obtain copies of any documents, including confidential documents.

However, it is important to note that Project Managers have the following rights before being required to allow an inspector to access a site: …to request and sight proof of the inspector’s identity …to require the inspector to undertake any necessary site inductions.


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What does it all mean for a Project Manager? HSE FOR PROJECT MANAGERS


What does it all mean for a Project Manager? In conjunction with your HSE Manager/Adviser you must:  develop a Project HSE Plan. This is your HSE CONTROL DOCUMENT  identify the HSE legislation that applies to your Project  develop a register of applicable HSE legislation, obtain access to copies, and include it in your Project HSE Plan  discuss and confirm with your customer and contractors the specific legal responsibilities of each party. Include all details of roles, responsibilities and key interfaces in your Project HSE Plan  communicate and explain the key HSE legal requirements to your Project Team and your Contractors during the ‘Project Kick-Off Meeting’ The appropriate time to do the above is during Project planning, not part way through the Project after something goes pear-shaped! HSEforPM_Dec_ 08

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What does it all mean for a Project Manager? Project Managers must find out the HSE legislation that applies, and their specific responsibilities under this legislation – remember that ignorance is not a valid excuse for non-compliance. It is important that this is done during the Project planning phase because this information is essential input to the process of developing an appropriate Project HSE Plan. Think about the last Project you worked on. Did you work with your HSE Advisor to cover these points during the project planning phase?


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Register of HSE Legislation – Example (Offshore – WA) HSE FOR PROJECT MANAGERS


Register of HSE Legislation – Example (Offshore – WA) National Offshore Petroleum Safety Authority

Regulates safety aspects of legislation for offshore installations

Petroleum (Submerged Lands) (Management of Safety on Offshore Facilities) Regulations 1996

Department of Industry and Resources

All other HSE aspects of legislation for offshore installations

Commonwealth Petroleum (Submerged Lands) Act 1967

Australian Maritime Safety Authority

Regulates HSE aspects of legislation for marine vessels in Australian waters

Protection of the Sea (Prevention of Pollution from Ships) Act 1983

OHS aspects of legislation for workplaces in WA (excluding offshore Installations)

Occupational Safety & Health Act 1984

WorkSafe

Others as required: e.g. Environmental Agencies, etc HSEforPM_Dec_ 08

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Register of HSE Legislation – Example (Offshore – WA) This slide provides an example of the structure and content of a Register of HSE Legislation - an essential component of the Project HSE Plan. Think about the last Project you worked on. Did your project have a Register of HSE Legislation?


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Key Learning Points Now that you have completed this topic … Where should your Project HSE roles & responsibilities be defined? …………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………

Who is responsible for implementing and managing HSE on behalf of WorleyParsons? …………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………


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Where Can I go for more Help?  For information and advice on Occupational Health and Safety legislation for all States, Territories and New Zealand see your relevant WorkCover web site 

For environmental legislation in your State or Territory and New Zealand go to the web site http://www.austlii.edu.au/databases (a summary of key environmental and key OH&S legislation is provided on the following page and in Participant Handbooks) and



For injury management information, refer to WorleyParsons Injury Management Policy & Guidelines, or contact your WorleyParsons ‘Return to Work Coordinator’.

Location

Information Sources

Commonwealth of Australia

www.environment.gov.au  Environment Protection and Biodiversity Conservation Act 1999 http://www.comcare.gov.au/safety  Occupational Health and Safety Act 1991 www.workcover.com  Occupational Health, Safety and Welfare Act 1986 www.epa.sa.gov.au  Environment Protection Act 1993 www.epa.vic.gov.au  Environment Protection (Amendment) Act 2006 www.workcover.vic.gov.au  Occupational Health and Safety Act 2004 www.epa.qld.gov.au  Environmental Protection Act 1994 www.workcoverqld.com.au  Workplace Health and Safety Act 1995 www.epa.wa.gov.au  Environmental Protection Act 1986 www.workcover.wa.gov.au  Occupational Safety and Health Act 1984 www.tams.act.gov.au/live/environment  Environment Projection Act 1997 www.workcover.act.gov.au  Occupational Health and Safety Act 1989 www.environment.nsw.gov.au  Protection of the Environment Operations Act 1997 www.workcover.nsw.gov.au  Occupational Health and Safety Act 2000 www.nt.gov.au/nreta  Environmental Offences and Penalties Act 1996  Environmental Assessment Act 1982 www.worksafe.nt.gov.au/  Workplace Health And Safety Act 2007 www.epa.tas.gov.au  Environmental Management and Pollution Control Act 1994 www.workcover.tas.gov.au  Workplace Health and Safety Act 1995

South Australia

Victoria

Queensland

Western Australia

Australian Capital Territory

New South Wales

Northern Territory

Tasmania


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Topic 3 HSE Leadership


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Topic 3 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 3 Discuss leadership and leadership styles Clarify the key HSE roles, responsibilities and expected behaviors of a Project Manager Identify your required contribution to building a strong HSE culture in WorleyParsons Be aware key reference materials ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Activity: What is a Leader? INSTRUCTIONS: Consider the following questions for 1 minute. Write your answers in the space provided below and be prepared to share this information with the class if prompted by the facilitator. In your own words, define a “leader” ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

Is a ‘manager’ automatically a “leader”? ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Authority: Napoleon was a great motivator of people. From the lowest soldier to the high-ranking generals and aristocrats, Bonaparte knew that in order for him to succeed he had to have the people around him enthusiastic about their mission. He understood that a leader must win the trust of the people he is leading. Beliefs: At the root of Martin Luther King’s civil rights convictions and strong beliefs in civil rights and nonviolence was an even more profound faith in the basic goodness of man and the great potential of American democracy. These beliefs gave to his speeches a fervor that could not be stilled by criticism. Actions: John Simpson Kirkpatrick carried no weapons, but when instructed to recover and help the wounded he undertook this work enthusiastically. Famously, he used a small donkey to carry men down from the front line, often exposing himself to fire. The bravery of this "man with the donkey" soon became the most prominent symbol of Australian courage and tenacity on Gallipoli. Although Simpson carried no weapons and remains an enigmatic figure, the nature of his sacrifice made a vital contribution to the story of ANZAC. Reference: Ling, Peter J. (2002). Martin Luther King, Jr.. Routledge Johnson, P. (2002). Napoleon: A life. Penguin Books Curran, T. (1994), Across The Bar: The Story Of ’Simpson’, The Man With The Donkey: Australia and Tyneside’s great military hero: Ogmios Publications, Yeronga


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Activity: How do you demonstrate HSE leadership? INSTRUCTIONS Go through the following three checklists assessing your own behaviors as you go. Score yourself as follows, a (1) for ‘Never’, score a (2) for ‘Sometimes’ and score a (3) for ‘Always’. When you have finished add up your scores.


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Behavior

Rarely

Sometimes

Always

(1)

(2)

(3)

Rarely

Sometimes

Always

(1)

(2)

(3)

Rarely

Sometimes

Always

(1)

(2)

(3)

I regard HSE as an integral part of the job I never walk past an unsafe act or hazard without taking immediate action I give feedback for both good and poor performance I ensure that safety actions are promptly and appropriately closed out I use safety moments at the beginning of meetings to raise HSE awareness I insist a job is well planned with sufficient time to do it safely SCORE Behavior

I consult with personnel and encourage open communication I encourage a culture of asking when not sure I give reasons why certain activities are necessary I review performance informally and regularly I talk one on one with people when correcting unsafe behavior. SCORE Behavior

I empower people to stop the job if they believe it is not safe I let people get on with the job if they are capable I encourage challenges on the way things are done I am receptive and responsive to enquiries I maintain fair discipline and show zero tolerance for non compliance. SCORE


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ASSESSMENT OF SCORES If you scored 16 – 32 perhaps you didn’t do as well as you expected. Perhaps you need to talk to your supervisor about attending more focused training and obtaining more focused experience. What are the areas you could work on? Listen during this course for some ideas and direction. If you scored 32 – 48 you did well! You are who we need and this course will be a refresher for you. Do you have areas you could work on? Listen during this course for some ideas and direction.


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Leadership Styles for Different Teams

Remember what we are looking for at WorleyParsons is people who demonstrate effective leadership, even when no one is watching! PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Leadership Styles for Different Teams There are different styles of leadership which are required at different times depending on the situation and the commitment and competency of the staff. One axis is - Team attitude, motivation and confidence (Low – High), i.e. commitment to the task The other axis is - Team knowledge, skills and experience (Low – High), i.e. ability to complete the task Bold indicates effective attributes (or ineffective if done in the wrong circumstances), while (italics) indicate the undesirable extreme form of behavior. Note that a good leader needs to be able to move between these quadrants as required, e.g. a new starter (Telling) vs. an experienced veteran (Delegating). This may even be on the same task within a project!


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Effective Leadership Styles – Behaviours!

Individual /team attitudes, motivation and confidence

HIGH

SELLING

DELEGATING

•

Focuses on tasks because low competence requires strong relationships to maintain motivation

•

Gives the individual / team maximum of freedom while remaining supportive

•

Encourages discussion

•

•

Explains why actions are necessary

Monitors more than supervises what is going on – stays in touch

•

Allows the individual / team to find own best practice

TELLING

PARTICIPATING

•

Gives detailed instructions and closely supervises the individual / team

•

Encourages discussion, sharing of ideas and facilitates decision making

•

Concentrates on tasks and relationships

•

Focus on relationship building more than tasks

•

This style is also suitable in a crisis

•

Demonstrates supportive behaviors

LOW

Individual / team knowledge, skills and experience

HIGH

Ineffective Leadership Styles – Behaviours!

Individual /team attitudes, motivation and confidence

HIGH

LOW

OVER-SELLING

BARBAQUE MANAGER

•

Too enthusiastic

•

Individuals / team are disconnected

•

Too detailed

•

•

Manipulative

Tries to keep the team together with social events

•

Hardly visits the work site / place

•

Takes credit for others’ successes

YELLING

DO IT ALL

•

Not friendly

•

Has problems delegating

•

Shouts and screams

•

•

Calls people names

Assumes that his / her behaviour will be appreciated

•

Blames everybody when something goes wrong

•

No faith in direct reports or management

•

Individuals / team are afraid of this manager

•

Do it all supervisors get killed doing the job without being supervised themselves

Individual / team knowledge, skills and experience

HIGH

REMEMBER: WorleyParsons needs supervisors/managers who demonstrate effective leadership styles – even when no one is looking!


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HSE Responsibilities of a Project Manager in HSE

PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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HSE Responsibilities of a Project Manager in HSE This list is not exhaustive! In general, a Project Manager’s role is to set the standard and make sure that the Supervisor and the team have the resources and knowledge to do their job. Project Managers are responsible for ensuring thorough and effective workforce consultation and participation in the management of health, safety and environment. Ultimate responsibility for management of HSE on the Project is accepted by the WorleyParsons Project Manager. ADDITIONAL INFORMATION: It is important to note that although the responsibility for HSE remains in the line, HSE Specialists provide:  Technical HSE information and experience  Guidance on, and participation in, the preparation of instructions, training and exercises  Liaison with relevant company, industry and government on HSE developments  Advice on standards for safety and sustainability in design (SEAL)  A focal point for HSE activities  Inductions and HSE training, including hazard identification, Job Safety Analysis (JSA) and Safe Work Method Statements (SWMS).  Advice on incident trends and distribution and dissemination of HSE information  Assistance to line management in generating HSE culture  Assistance in managing and investigating HSE incidents and emergencies  Coordination of the preparation and revision of the HSE documentation  Provision of guidance on the preparation and revision of emergency procedures, and arrangement of exercises.


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Progression of HSE Focus Over Time



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Progression of Safety Focus Over Time The model shown in the slide represents changing approaches to Health, Safety and Environment. Firstly with technology and engineering solutions in the 80’s, to controls and management systems in the 90’s, through to the behavioral emphasis of today with a goal of improving the HSE culture of organizations. The model also shows how these trends have brought about a reduction in the number and severity of Health, Safety and Environmental incidents. In general, Technical and Management System changes are well embedded and understood as to how they improve the management of HSE. However, from a behavioral perspective we are still in the early days in terms of understanding and managing behaviors in the workplace. To address this, WorleyParsons now has a focus on leadership and behavior. WorleyParsons aims to achieve HSE goals through a process of:  Leadership from ALL employees  Application of documented processes and procedures and  All personnel consistently demonstrating the desired behaviors as specified in HSE Policies, Standards and Procedures. ADDITIONAL INFORMATION (Focus on Behavior Changes and Leadership) Thomas R. Krause proposes that “the most important factor in predicting success of safety improvement initiatives was the quality of leadership they were given and the organizational culture that resulted”. This led Krause to look at a ‘Safety Leadership model’ where effective ‘Safety Leaders’ demonstrated particular characteristics, engaged in specific behaviors, and tended to create a certain kind of organizational culture, such as:  I never walk past an unsafe act or hazard without taking immediate action.  I seek and recognize positive safety behaviors.  I ensure that safety actions are promptly and appropriately closed out.  I spend time to complete my team based observations without fail.  I empower people to stop the job if they believe it is not safe.  I ensure housekeeping in my area reflects our beliefs/values/standards.  I set the standards and always follow the rules.  I explain and personalize safety messages.  I hold myself accountable for the safety of all people in my area.  I insist a job is well planned with sufficient time to do it safely. References: Krause , T. R., (2005), Leading with Safety, John Wiley & Sons Inc, New Jersey USA


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What is Organizational Culture?



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What is Organizational Culture? Organizational culture is “the way we do things around here”. It is made up of the visual artifacts (symbols, stories etc), the values and norms (rules both formal and informal), and the beliefs (underlying expectations) that are embedded within the organization. HOW IS IT FORMED? Organizational culture must be built on a genuine commitment from the most senior levels of the organization to access resources and develop systematic procedures. That commitment must then be matched with action, rather than value statements, that can be unambiguously understood throughout the organization. Values are interpreted differently by each worker. While it might be made clear that sexual harassment is unacceptable, one person's idea of fun might be another's harassment, making it much more effective to work on changing behavior rather than attitudes. HOW CAN WE AND OTHERS RECOGNISE IT? HSE cultures for example can be recognized through "collective mindfulness" or "risk awareness", where entire organizations have four characteristics:  A preoccupation with failure  A reluctance to simplify  Sensitivity to operations and  A commitment to resilience and deference to expertise. The rationale for this approach is that no set of HSE rules can cover every possible scenario and when the rules simply do not apply, workers are prepared with a heightened awareness of the risks involved. (Reference: Professor of Sociology at the Australian National University, Dr Andrew Hopkins, Safety, Culture and Risk, published by CCH in Sydney, 2005). WHO CARES ABOUT IT? A constructive organizational culture has the potential to:  Enhance performance, satisfaction, expectations, attitudes, and behaviors in organizations  Demonstrate better morale, lower turnover, better health, greater autonomy, respect for persons, greater commitment to organization and  Decrease anxiety that results from an inability to understand, predict, and control events. (Reference: Dr Cameron Newton Senior Research Fellow, Business and Management, Queensland University of Technology).


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WorleyParsons’ HSE Commitment Cards

PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… 20081218 HSEforPM_PARTICIPANT_HANDBOOK

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WorleyParsons’ HSE Commitment Cards The physical Code of Conduct document and the Commitment Cards are examples of artifacts. The words in the document are the values and norms that WorleyParsons will follow through with as employer and that the expectations it has of its staff as part of their role as employee. The words are the manifestation of the Beliefs of WorleyParsons as an organization and must align with those of the employee if both parties are to commit to the employer/employee relationship.

If you haven’t filled out these cards during Induction, remember to do it after this session.


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Key Learning Points Now that you have completed this topic, you should be able to Provide three actions you can perform to demonstrate effective HSE leadership (1) ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

(2) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………

(3) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… After this course is finished, review your responses to the ‘How do you demonstrate HSE leadership?’ activity in light of what you have just heard. 20081218 HSEforPM_PARTICIPANT_HANDBOOK

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Where can I go for more Help?  Your Project HSE Professional – https://hse.WorleyParsons.com link to “who’s who in HSE”. 

HSE management roles, responsibilities and authorities are documented in Role Statements.


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Page 99 of 260


Topic 4 Hazard Management


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Topic 4 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 4 List the key steps in the hazard management process Describe the meaning of the terms: hazard, threat, risk, incident, likelihood, consequence, controls and ALARP Name key reference documents. ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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What is Hazard Management?



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What is Hazard Management? In most HSE legislation, hazard management is described as a 3-step process: 1. identify hazards 2. assess risks 3. control risks. To operationalize this process, it soon becomes apparent that this 3-step description is too simplistic. In reality the process is more accurately described by a number of sub-steps (refer to next slide).


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Hazard Management Process



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Hazard Management Process WorleyParsons Hazard Management Process is based on AS/NZS 4360:2004 Risk Management Standard 1. Establish the context - Define the scope, review interfaces 2. Identify the risks - Identify hazards 3. Analyze the risks - Identify potential incidents resulting from these hazards; Assess the likelihood and consequence of these incidents 4. Evaluate the risks - Use the Risk Assessment Matrix 5. Treat the risks - Develop prevention and mitigation controls 6. ALARP - Check if residual risk is As Low As Reasonably Practicable 7. Communicate and consult - Communicate the results via the Project HSE Plan 8. Monitor and review - Monitor the effectiveness of controls, review process as required


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Hazard



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Hazard Eight types of hazards and examples for each type: Physical: moving vehicles Chemical: chemicals in the vehicle Ergonomic: driving posture, sitting too long Radiation: sunshine Electrical: electricity in the vehicle Environmental: weather conditions Biological: wildlife Psychological: state of mind.


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Threat



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Threat Examples of threats relating to the motion of a vehicle include: •

Corroded exhaust pipe – release toxic gas

•

Worn electrical wiring – release spark or shock

•

Smoking when filling with petrol – ignite flammable vapor

•

Driver impaired – vehicle out of control

•

Failure to follow procedures – multiple hazards released.


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Incident



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Incident Examples of Vehicle Incidents •

Explosion and fire

•

Roll-over

•

Loss of containment (e.g., brake fluid)

•

Car crash

•

Skid

•

Electrical short circuit

•

Leak of oil / petrol.


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Consequence



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Consequence Examples of Consequences: •

Injury or occupational illness to personnel

•

Loss of life – driver, passenger, other people

•

Loss of assets

•

Damage to reputation

•

Financial loss due to fines, loss of job, etc.

•

Damage to environment.

Consequences can be acute – for example, pollution spills, explosions, gas leaks or consequences can be chronic – for example, health risk exposures over time or a gradual build up of pollutants in groundwater basins. One consequence may lead to another (e.g. an injury may lead to loss of income).


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Prevention Controls



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Prevention Controls Examples of Prevention Controls: •

Seek alternatives to driving (e.g. bus)

•

Take advanced driver training course

•

Ensure that the vehicle is appropriate for the task

•

Drive to the conditions

•

Don’t talk on the mobile/radio while driving

•

Rest and shift patterns defined and worked to

•

Secure loads with appropriate restraints

•

Maintain space around the vehicle


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Mitigation/ Recovery Controls



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Mitigation/ Recovery Controls Examples of Mitigation Controls: •

Wear your seatbelt

•

Know your emergency procedures

•

Airbags

•

Roll bar

•

Spare food and drink

•

Emergency warm clothes and blankets

•

Tell someone where you’re going

A common weakness in risk assessments is to not distinguish between the two types of controls and, as a result, most of the controls proposed tend to be aimed at prevention and that mitigation controls are often overlooked.


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Hierarchy of Controls


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Hierarchy of Controls A general example of a hierarchy of control is provided in the slide. The higher the control on this pyramid, the more effective it is. 1. Elimination – Remove the hazard completely – for example trip cancellation (ask ‘do you really need to take the trip’?) 2. Substitution – Replace with something less hazardous – for example travel by train instead of a car, use a 4WD rather than a 2WD for country driving. 3. Engineering - Design to control the hazard – for example choose a vehicle with ABS and airbags or an ‘In-Vehicle Monitoring System. 4. Administrative – Establish a work procedure to control the hazard – for example a Journey Management Procedure or a Maintenance Schedule. 5. PPE – Wear / Use something to protect yourself from the hazard – for example seat belts and a first aid kit.

There is a tendency for controls to be focused on the bottom of the pyramid (Administration; PPE), because these are the easiest controls to implement, but they are also the least effective. Elimination, Substitution and Engineering controls are solutions that can be developed at the design stage of a project and that it they are addressed at this stage, they are usually low cost, but highly effective controls. Hazards are best managed by applying controls at all / various levels of the control hierarchy. The use of PPE is the last resort, and should never be used as the only control. These controls don’t just happen by themselves – people are the key. People make design decisions; people decide whether or not to follow procedures, or to wear their PPE.


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Analyze and Evaluate Risks – Use of Risk Assessment Matrix HSE FOR PROJECT MANAGERS

Topic 4 – Hazard Management

Analyze and Evaluate Risks – Use of Risk Assessment Matrix Likelihood – is a qualitative description of probability or frequency Consequence – is the outcome of an event expressed qualitatively or quantitatively, being a loss, injury, disadvantage or gain. There may be a range of possible outcomes associated with an event. Consequence Insignificant

Minor

Moderate

Major

Likelihood

1

2

3

4

5

A

Almost certain

H

H

E

E

E

B

Likely

M

H

H

E

E

C

Possible

L

M

H

E

E

D

Unlikely

L

L

M

H

E

E

Rare

L

L

M

H

H

Oct 08

Catastrophic

Slide 13 of 19

PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Analyze and Evaluate Risks – Use of Risk Assessment Matrix DEFINITION OF CONSEQUENCE “Consequence is the outcome of an event expressed qualitatively or quantitatively, being a loss, injury, disadvantage or gain.” (Reference: HSE Risk Management Procedure). It should be noted that ‘consequences’ can be acute – for example, pollution spills, explosions, gas leaks or consequences can be chronic – for example, health risk exposures over time or a gradual build up of pollutants in groundwater basins. Take participants through the information on the slide.

DEFINITION OF LIKELIHOOD “Likelihood is a qualitative description of probability or frequency.” (Reference: HSE Risk Management Procedure).

DEFINITION OF RISK Risk is expressed as the consequence of a particular incident (“how bad will it be?”) and the likelihood of this consequence occurring (“what is the chance it will happen?”). WorleyParsons Definition of Risk -“Risk is the chance of something happening that will have an impact upon objectives. It is measured in terms of consequences and likelihood.”


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Analyze and Evaluate Risks – Use of Risk Assessment Matrix

PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Analyze and Evaluate Risks – Use of Risk Assessment Matrix Risk Assessment Matrix is intended to be an initial risk screening tool to help arrive at a sensible conclusion in a structured and repeatable way, using “structured subjectivity”. The process for the correct use of the Risk Assessment Matrix: 1. Define the potential incident scenario (e.g. walking down a flight of stairs in this building) 2. Define worst possible consequence for this incident (e.g. fall down the stairs, bang head and die) 3. Indentify the likelihood of this consequence occurring (e.g. what’s the likelihood of a death resulting from falling down the stairs, not the likelihood of falling down the stairs). Project Managers should assign risk owners to identified “High” risks, and should be assigned to an appropriate person (e.g. it would make more sense to assign “working with high voltage electricity” to the Project Electrical Engineer, rather than assigning this to the Project HSE Adviser).

Consequence Insignificant

Minor

Moderate

Major

Catastrophic

Likelihood

1

2

3

4

5

A

Almost certain

H

H

E

E

E

B

Likely

M

H

H

E

E

C

Possible

L

M

H

E

E

D

Unlikely

L

L

M

H

E

E

Rare

L

L

M

H

H

(Reference: Risk Matrix given as Appendix 2 of HSE Risk Management Procedure CHP-0030).


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Treat Risks – As Low As Reasonably Practicable


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Treat Risks – As Low As Reasonably Practicable DEFINITION OF ALARP: Reducing risks to a level As Low As Reasonably Practicable (ALARP) means reducing the risks to a level at which the cost and effort of further risk reduction are grossly disproportionate to the risk reduction achieved. EXPLANATION OF DIAGRAM  The green bars 1 through 6 identify various options for controlling the risks of ‘driving a car’ in a remote environment to a level As Low As Reasonably Practicable.  The red line indicates the cost of implementing these various controls, with the costs increasing from option 1 through to option 6.  The smaller the bars the lower the risks. NOTE: The diagram shown is an example only, not research based. Generally the smallest cost associated with obtaining ALARP is during the planning phase. As the project progresses, the cost of reducing the risk increases.


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How can I demonstrate ALARP if challenged?


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How can I demonstrate ALARP if challenged? In a situation where an incident had occurred and it was necessary to subsequently demonstrate that the controls that were in place at the time of the incident had reduced the risk to a level that was ALARP, there are 3 fundamental questions that would – as a starting point - be used to test if ALARP had been achieved:  have the minimum legal requirements been met?  has good industry practice been met?  has a cost / benefit analysis been conducted to determine if additional controls were justified?

Assessment can help to determine the ALARP position from an Environmental perspective NOTE: An


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What does it all mean for a Project Manager? HSE FOR PROJECT MANAGERS

Topic 4 – Hazard Management

What does it all mean for a Project Manager? You must: 1. identify the hazards and assess the risks associated with your Project – develop a Project Risk Register 2. use the Hierarchy of Controls to prioritize how best to manage the risks 3. identify both preventative and also mitigation controls 4. conduct cost/benefit analysis for your priority risks (ALARP) 5. Conduct an EcoNomics assessment to establish Environmental (ALARP) 6. implement the controls! 7. maintain and update the controls in response to any changes The Project Risk Register is a dynamic, living document that mus t be regularly reviewed and kept up-to-date Communicate! Communicate! Communicate! Oct 08

Slide 25 of 27

PARTICIPANT NOTES: ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………


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What does it all mean for a Project Manager? Below are the key responsibilities of a Project Manager with regard to Hazard Management: 1. identify the hazards and assess the risks associated with your Project – develop a Project Risk Register 2. use the Hierarchy of Controls to prioritize how best to manage the risks 3. identify both preventative and also mitigation controls 4. conduct cost/benefit analysis for your priority risks (ALARP) 5. implement the controls! 6. maintain and update the controls in response to any changes


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Key Learning Points Now that you have completed this topic … What is the definition of a hazard? ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………

Name the two key criteria used to assess risk? ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..……………………………….

What do we use the Hierarchy of Control for? ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..……………………………….

What do we interpret As Low As Reasonably Practicable (ALARP) to mean? ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………..……………………………….


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Where can I go for more Help?  WorleyParsons HSE Risk Management Standard (CHP-0002)  Site HSE Risk Management Procedure (FMP-0061)


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Page 133 of 260


Topic 5 Project HSE Plan


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Page 135 of 260


Topic 5 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 5 Explain the Project HSE Plan and its use within overall project management Describe your roles and responsibilities relating to the Project HSE Plan Name the key elements of a Project HSE Plan ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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WorleyParsons Project Management Process (WPMP)



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WorleyParsons Project Management Process (WPMP) Project Management Process and the development of Project HSE Plans.

1. WorleyParsons Project Management Process (WPMP) – is a risk based process for developing (and supporting) a Project Execution Plan (PEP) – which is suited to the needs of the project 2. A Project Execution Plan is required for all projects and (once approved) is auditable. 3. The process has been designed to be scalable as a function of project size and risk. The larger, more complex projects would be expected to employ more of the WPMP elements than the smaller, more routine projects. 4. The key determinants are: a) Project Risk Classification; b) Phase of Project; c) Scope of Services. 5. It is mandatory that all new proposals and projects are assessed, classified and managed in terms of the potential risk to WorleyParsons. This process uses the Risk Classification Form (CRF-0008). 6. The form is completed at the Proposal stage. You need to update it at project award and at the start of each new phase of a project. 7. The Risk Classification Form is then used to determine the project risk classification and the recommended minimum WPMP requirements for each project phase. 8. The overall risk classification determines whether or not a Project Risk Management Plan (RMP) is mandatory. 9. A Project HSE Plan is mandatory for all projects where WorleyParsons is responsible for Construction Management, and for all projects where personnel are exposed to significant risks outside their normal role (Ref: Task Sheet No: CHP-9002 – Development of a Health and Safety Plan) 10. The Health and Safety Plan may be developed separately from the Environmental Plan or as a combined document with the level of detail dependent on the size & complexity of the project. 11. WorleyParsons requirements are used unless the client requirements are more stringent. 12. All Project Managers shall (and Team members should) familiarize themselves with the WorleyParsons HSE Plan for the project to gain an understanding of the HSE, Targets / KPI’s, commitments and expectations that have been contractually agreed to.


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Overview of HSE Plans - Requirements

PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… 20081218 HSEforPM_PARTICIPANT_HANDBOOK

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Overview of HSE Plans - Requirements 1. The purpose of Environmental Plans / Health and Safety Plans is to: •

Identify the Health & Safety and Environmental legislative / regulatory requirements applicable to the project and define the Health, Safety and environmental management processes to be implemented by WorleyParsons and its contractors during the project.

•

Address WorleyParsons, and client, and legislative and regulatory requirements governing environmental matters on the project and outline the environmental management structure / processes to be used by WorleyParsons and its contractors during all project phases. In addition, to outline and assess the project risks in the environmental context, and define the project plans to mitigate their potential impacts.

2. Why are HSE Plans necessary? They are mandatory for all projects where WorleyParsons is responsible for Construction Management, and where personnel are exposed to significant risks outside their normal role. 3. Who owns HSE Plans? The responsibility for preparing HSE Plans will be on the Project Manager. 4. Who completes these Plans? Responsibility for preparing these Plans will be on the Project Manager who may delegate it to the designated focal point for Health & Safety Management or Environmental Management. 5. WorleyParsons requirements / expectations of these Plans also include implementation of risk controls such as Job Hazard Analysis, Safe Work Method Statements and supervision. 6. Who must know these Plans? The project manager holds the responsibility to communicate the requirements of these Plans to all relevant team members, Contractors and Clients.


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Project HSE Plans – Project Manger Responsibilities

PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Project HSE Plans – Project Manger Responsibilities The Project Manager has specific responsibility for:  overall ownership, endorsement and support of the Project HSE Plan.  allocating resources and assigning responsibilities for the implementation, operation and ongoing improvement of the Plan.  leading by example in implementing the Project HSE Plan.  setting expectations and holding functional / discipline managers accountable for delivery of HSE deliverables.  periodically reviewing and reporting on HSE performance.  actively promote HSE excellence and the WorleyParsons HSE vision.


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Elements of Project HSE Plan



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Elements of Project HSE Plan Note: This list is not exhaustive. Additional elements may be required depending on the nature of the project and on the contract conditions. Can you think of anything that has been left off the list?

……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

The Project HSE Plan must provide the description of the control framework for the Project HSE Risks, detail the resources in place to maintain that framework, and the management review cycle to ensure that this framework remains effective. The Project HSE Plan is used as the contractual agreement between the Client, WorleyParsons and any Contractors involved in the project.


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Key Learning Points Now that you have completed Topic 5 …

What is the purpose of the Project HSE Plan? ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………..……………..


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Where can I go for more Help?       

WorleyParsons WPMP Intranet https://now.worleyparsons.com/home/wpmp Risk Classification Form (CRF-0008) Project HSE Management Plan Procedure (CHP-1092) Project HSE Management Plan Template (CHF-1093) Project HSE Management Plan Task Sheet (CHP-9002) Environmental Plan Template (CHF1036) Lessons Learnt Database https://projects.worley.com.au/wks


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Topic 6 Behavioral Change


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Topic 6 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 6 To review your understanding of how to reward / recognize and reinforce good behavior To better understand how to manage rule breaking To better understand how to manage the consequences and To be aware of key reference documents. ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Reward and Recognition



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Reward and Recognition It is important to understand how to reward, recognize and reinforce good behavior and how to manage rule breaking, as part of building a strong HSE culture and demonstrating HSE leadership. Rewarding, recognizing and reinforcing good behavior:  Should be used to promote desirable team behavior (in addition to general day-today performance management). Reward and recognition should be used to promote desirable team behavior in addition to general day-to-day performance management. Recognition of good work is extremely valuable in promoting desirable behavior and in building a strong HSE culture.  Can be done effectively through personal a ‘thank you’ and group recognition for good work and hard working team members. Saying a personal ‘thank you’ is often the best reward to hard working team members.  May be done through monetary rewards such as bonuses for meeting HSE targets. Bonuses may be introduced for meeting HSE targets. However, while bonuses may be applicable in some cases, it is important to realize that thanks and group recognition are often more important than monetary rewards.

Are bonuses a sound HSE practice? Are there any benefits or disadvantages for rewarding people for completing work ahead of schedule? ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

There are a range of safety-driven Key Performance Indicators (KPI's) which may be applied to the project as ‘safety incentives’ on a project by project basis. Contact your HSE Location Manager for more information.


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Managing Rule Breaking



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Managing Rule Breaking There are a number of different motivations for breaking rules. It is important to understand these in order to manage rule breaking and its consequences. Effectively managing the consequences of rule breaking contributes to building a strong HSE culture and demonstrating HSE leadership. There are four types of rule breaking: 1. Routine violations (normalization of deviations) are committed by many people and management usually knows about it. Routine violations are seen to be the new (accepted) rule - the way we do things around here, done to speed up the job, Circumvent unnecessary steps, avoid unnecessary effort, effort seen as greater than benefit. For example, you are supposed to use a crane for a particular job, but the Procedure was written before you had access to an Elevated Work Platform (EWP). 2. Situational violations are where workplace factors encourage people to violate the rules in order to get the job done. It is a mismatch between rule & work situation, lack of time, lack of resources. In fact very often workers can only get the job done by violating. How often have we seen output from a Company stop when workers ‘work to rule’? For example, the ‘raising and lowering’ alarm is being switched off at night due to complaints from the neighbors. 3. Opportunist violators are motivated by self interest. For example taking the easy way to avoid effort, missing steps so they can finish early, seeking thrills, showing off, playing practical jokes. It is seen as thrill seeking, macho, to relieve boredom, a practical joke, initiation rites, avoiding effort, showing off, demonstrating skill. For example, you still have one particular operator who will not wear a harness. 4. Inadvertent violations occur where individuals don’t have the information, training or experience to know any better. For example, operators are incorrectly using the EWP due to a lack of training.

What are your experiences with rule breaking? Did those breaking the rules fall into these categories? Which one have seen occur most often? Be prepared to share your thoughts. The following remedies are suggested:  Routine violations are managed by improving organizational culture and removing unnecessary rules.  Situational violations are managed by improving workplace factors e.g. better planning, proper resources, and better instructions.  Opportunist violators are managed by improving and changing beliefs, attitudes and norms.  Inadvertent violations are managed by improving awareness and knowledge.


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Consequence Management


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Consequence Management As a general rule:  You should firstly hold a safety discussion and keep a record of your discussion  If violations continue, you should then hold a formal counseling session  If improvement still does not occur – you should implement disciplinary action and  Where contractors are involved, you should seek contractual remedies.


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Managing Violations on a Project HSE FOR PROJECT MANAGERS

Topic 6 – Behavioral Change

Managing Violations on a Project Everyone has the responsibility and authority to stop unsafe work! 

If unsafe or violating behavior continues for WorleyParsons personnel – the Code of Conduct states that “breaches may result in counseling, disciplinary action or, in extreme circumstances, dismissal or termination of employment or engagement of those involved in the breach”.  If unsafe or violating behavior continues for a contractor – there are a number of contractual remedies available to the Project Manager

Oct 08

Slide 7 of 9



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Managing Violations on a Project Everyone has the obligation, authority and responsibility to stop unsafe work or work that may be harmful to the health and safety of persons, assets or the environment. It does not matter if the person is a WorleyParsons employee, a WorleyParsons contractor or a contractor employee. If harmful, unsafe or violating behavior continues for WorleyParsons personnel – the Code of Conduct states that breaches may result in counseling, disciplinary action or the termination of employment or engagement. If harmful or unsafe or violating behavior continues for a contractor – there are a number of contractual remedies available to the Project Manager.

Remember the quote from John Grill (Topic 3 – HSE Leadership):

“We will achieve our vision of Zero Harm by ensuring leadership is exhibited by everyone who works for WorleyParsons, not just our HSE personnel.” (John Grill CEO


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Key Learning Points Now that you have completed Topic 6 can you… Suggest two practical examples for recognizing positive behaviors on a Project (1) ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………

(2) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..……………………………….

Consequence Management involves four steps – what are they? (1) ………………………………………………………………………………………………………………..…………….. (2) ……………………………………………………………………………………………………………………………… (3) ………………………………………………………………………………………………………………..…………….. (4) ……………………………………………………………………………………………..……………………………….


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Where can I go for more Help?  WorleyParsons Human Resources group  Employee Performance Management Guideline HRP-0039  WorleyParsons Code of Conduct

Contact Human Resources to obtain a copy of the Employee Performance Management Guideline HRP-0039 Rev 2, 12 Feb 08 and WorleyParsons Code of Conduct.


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Topic 7 HSE Communication, Monitoring and Reporting


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Topic 7 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 7 Define your responsibilities for HSE communication Identify WorleyParsons’ requirements for HSE inductions Describe your role in, monitoring and reporting HSE performance Describe the differences between leading and lagging indicators of HSE performance (KPI's) Name key reference material ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Project Manger Responsibilities: HSE Communication Plan



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Project Manger Responsibilities: HSE Communication Plan There may be a wide range of different stakeholders that the Project Manager needs to communicate with, and that this usually takes up a lot of a Project Manager’s time and energy. Therefore it’s essential that HSE-related communications are both efficient and effective. The way to achieve this is to develop a structured communications plan that addresses the following questions: 1.

Who are the target audiences?

2.

What does your target audience need to know from you?

3.

What do you need to know from your target audience?

4.

What are the motivational “hooks” and “turn offs” of each audience?

5.

What is the best method of communication to use for each audience?

6.

How will you measure if your message has been understood by the target audience?

It is well researched that workers are often aware of the information which might constitute a warning of danger, but do not pass it on because they know it won’t be well received by management. This information remains contained within “the mumbling environment”. The challenge for the Project Manager is to be able to quickly pick up and act upon the important HSE information that is being discussed within “the mumbling environment”.


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Project Manger Responsibilities: HSE Communication



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Project Manger Responsibilities: HSE Communication Is your HSE communication effective? Ask yourself the following questions: -

Have you had an HSE kick off meeting with your customer and your contractor(s)?

-

Are your communications with employees two-way, or are you just telling them what to do?

-

Does your customer have an HSE meeting and if so, are you involved?

-

Does you contractor have an HSE meeting and if so, are you involved?

-

You ask your team for various data to compile your reports, but are you providing feedback to your team in return?


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HSE Inductions


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HSE Inductions Site inductions may be delivered by either the Client or WorleyParsons. In either case, the induction must introduce new arrivals (personnel and contractors) and visitors to the activities carried out on the site and the hazards associated with these activities, safety signs, PPE requirements, actions in an emergency etc. As part of the induction, encourage visitors to report hazards and carry out HSE Observations. Their fresh eyes may help you identify any improvements required. Make sure that the induction addresses health and environmental hazards, and not just safety hazards. The customer site induction may not be adequate (e.g. a site induction for a lead smelter may address the operational hazards associated with working in a lead smelter, but it may not adequately address the hazards associated with construction activities within an operating lead smelter). A site walk-around will be more effective for explaining site hazards, evacuation routes, etc. than a classroom-based induction. It is very important to maintain records of the HSE Inductions.


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Why Monitor and Report on HSE Performance?



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Why Monitor and Report on HSE Performance? We monitor and report on HSE to: 1. Identify trends and take action before there is a more serious incident 2. Measure performance - if you can’t measure it ...you can’t improve it! 3. Provide information against our indicators of success and 4. Help meet or exceed our customer expectations WorleyParsons sets specific HSE performance objectives annually. These objectives are clearly defined, measurable and achievable to focus improvement, identify trends and take action before there is a more serious incident. Proactive and reactive Key Performance Indicators (Kips) are then developed to monitor performance against these objectives and promote continuous improvement. HSE Key Performance Indicators include: Injury and incident frequency rates (including environment); Performance against annual HSE Plan; Close out of audit action items; and Hazard identification rates.


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Project Manager Responsibilities: HSE Monitoring and Reporting



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Project Manager Responsibilities: HSE Monitoring and Reporting OMNISAFE 1. Omnisafe is a software application used by WorleyParsons to maintain and keep data that describes our HSE performance. 2. Data is used to identify and monitor trends and target specific areas for improvement. 3. HSE data captured by Ominsafe includes:  Incident reports, investigations, corrective actions and close outs  Hazards identified at the workplace  HSE Observations information / data  Monthly HSE Reports and  Non-Recordable incidents / Non-Occupational incidents. This data is used to identify and monitor trends, strengths and weaknesses which may be used to target specific areas for improvement and take action before there is a more serious incident. This data may also be used to demonstrate HSE performance to external parties.

Please NOTE: These procedural requirements apply to all locations (offices and sites) where WorleyParsons are in control or are involved in Joint Venture or Alliance arrangements and includes WorleyParsons managed contractors and contractors. Please NOTE: Additional information on Project Managers’ responsibilities in regard to incident reporting and management will be covered in Topic 9 – Incident Management.


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Key Performance Indicators (Kips)



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Key Performance Indicators (KPI's) Key Performance Indicators:  Enable comparison of performance against pre-set targets  Help turn “data” into “information”, and  Give context on how well / poorly we are going!

Successful manufacturing companies have long understood the importance of monitoring each stage of their production process in an effort to minimize the number of reject products and to ensure that their goods are manufactured to a consistent level of quality. The same logic applies to achieving good HSE performance. If a company wants to consistently achieve zero harm, monitoring must be carried out at key stages of the work process (i.e. leading indicators). Measuring only the outputs of the process (i.e. lagging indicators) is of limited value in helping to achieve HSE performance improvement.

Examples of WorleyParsons Leading Indicators: Lead Indicator compliance

Target

Measure

HSE Observations conducted

>90 %

Number conducted against scheduled (%)

HSE Training conducted as per Needs Matrix

>90%

Training courses completed vs. scheduled

Construction HSE Risk reviews conducted

100%

Reviews conducted vs. identified

Monthly HSE Bulletin Issued

100%

Bulletins issued vs. scheduled

Emergency Drills Conducted

100%

Exercises held vs. scheduled

HSE Incident Corrective Actions closed out

100%

Corrective actions closed vs. outstanding

JHA Field Audits conducted

>90%

Audits conducted vs. scheduled

Field HSE Audits and Inspection percentage, (e.g. Housekeeping, PTW, Working at Height, CSE)

>90%

Audits/Inspections conducted vs. scheduled

Near Miss Incidents Reported

100%

Incidents observed reported

Senior Management HSE site Inspections

100%


HSE System Audits Conducted

100%



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Examples of WorleyParsons Lagging Indicators: Lag Indicators:

Target

LTI – Lost time Injury Frequency rate

0

TRI – Total Recordable Case Frequency Rate

0

EVI - Environmental Incidents

0

Unplanned Plant interruptions

0

Asset Damage incidents

0

Regulatory HSE breaches

0

Measure Monthly statistical calculation – incident reports Monthly statistical calculation – incident reports Environmental incident reports or EPA breaches Construction generated operational interruptions Incident reports – Asset damage classified Fines or improvement notices regarding Victorian OHS regulation compliance

Explanation of TRC (Total Recordable Cases) - The sum of reported cases that are recordable (includes a work-related injury or illness that results in death, days away from work, restricted work activity or job transfer, loss of consciousness, or medical treatment beyond first aid). Explanation of TRCFR (Total Recordable Case Frequency Rate): TRCFR = (TRCx200,000)/Manhours In accordance with OSHA Standards this is based on 200,000 Man-hours. Recordable Injury / Illness – is a work related injury or illness that involves loss of consciousness, restricted work activity or job transfer, days away from work or medical treatment beyond first aid (refer USA OSHA Standard 1904). This is used for the purpose of calculating the statistics Total recordable Case and Total Recordable Case Frequency Rate.

Often there are complicated relationships between lead and lag indicators which are not always obvious, however, skilled Project Managers are aware of these relationships and know the value of collecting and analyzing lead indicators. As mentioned in previous Topics, the ability to identify and resolve risks earlier in the project can lead to significant HSE and cost benefits. This is best done through the collection and analysis of lead indicators. As can be seen from the example lists of Lead and Lag indicators HSE Leadership can best be achieved through the ongoing usage of pro-active indicators that can be used to monitor and assist in changing the behavior of people. Positive HSE Leadership behavior can be quantified through the usage of lead indicators such as the number of near misses – it is better to report a near miss than it is to wait for someone else to not be as lucky as you!


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Key Learning Points Now that you have completed Topic 7 can you…

What is the main purpose of an HSE induction? ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………

List two leading indicators. (1) ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………

(2) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………


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Where can I go for more Help?  For additional information on developing Key Performance Indicators for your Project, contact your HSE advisor or your Location HSE Manager.


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Topic 8 HSE Management of Contractors


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Topic 8 Objectives HSE FOR PROJECT MANAGERS

Topic 8 – HSE Management of Contractors

Objectives On successful completion of this topic you will be able to:   

describe the HSE requirements within the Contract Management Process identify your specific roles and responsibilities in regard to managing the HSE aspects of contracts name key reference documents.

Oct 08

Slide 3 of 12

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 8 To have an overview of the HSE requirements within the Contract Management Process To understand of your roles and responsibilities in managing the HSE aspects of contracts To be aware of key reference documents ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Review of Contract Management for HSE HSE FOR PROJECT MANAGERS


Review of Contract Management for HSE A Contract should provide WorleyParsons with:  a document that protects WorleyParsons’ interests in a legal, fair and reasonable manner  a mechanism that enforces WorleyParsons’ requirements (as defined in WorleyParsons’ Policies, Standards and Procedures)  defined review points with agreed criteria and minimum standards

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Review of Contract Management for HSE What is a Contract? A Contract is an Agreement enforceable by law between two parties. It gives rights to both parties – not just one! What should a Contract provide to WorleyParsons? •

A document that protects WP interests in a legal, fair and reasonable manner

•

A mechanism that enforces WP requirements (as defined in WP Policies, Procedures and Standards)

•

Indemnity against late completion of the Work / Service and spurious claims.

A contract should clearly define: 1. Deliverables - a description of the contracted Work or Service. 2. Responsibilities - who the parties are / what the responsibilities of each party are. 3. Value and method of payment 4. Remedies - in case of default. Options available to both parties should be stated.

Please NOTE: Principles of HSE management apply regardless of the size of the contract.


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Why is it important to manage HSE aspects of Contracts? HSE FOR PROJECT MANAGERS


Why is it important to manage HSE aspects of Contracts? 

 

Contractors and Suppliers are integral to our ability to deliver high quality services to our customers Usually, high risk work is performed by contractor personnel Contractor HSE performance is part of WorleyParsons HSE reporting

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Slide 5 of 12



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Why is it important to manage HSE aspects of Contracts? Why is it important to manage HSE aspects of Contracts? •

Contractors and Suppliers are integral to our ability to deliver high quality services to our customers.

•

Usually, high risk work is performed by contractor personnel.

•

Contractor HSE performance is part of WorleyParsons HSE reporting.

For Project Managers it is important because: 1. WorleyParsons has a duty of care to make sure contractors do what their contract specifies! In simple / practical on-site terms, Worley Parsons holds the responsibility for Contractor HSE performance and your role as Project Managers is to act as WorleyParsons representative to manage this. 2. In accepting HSE management accountability for all site based activities – Project Managers need to recognize the roles of the contractor managers and clients in managing site based activities – but the bottom line is Project Managers can’t walk away from this responsibility. 3. Project Managers should ensure that any Contractor selected by WorleyParsons complies with the Standards of Health, Safety and Environment that WorleyParsons would observe. 4. Project Managers should ensure that risks to personnel (WorleyParsons employees and contractors, and contractor employees), environment and assets arising from the use of contractors are reduced to a level that is As Low As Reasonably Practicable (ALARP). Project Manager Responsibilities 1. Ensure Project Pre-Contract assessments include HSE capability 2. The contract-specific HSE Plans forms part of your Project HSE Plan and is referenced in your Project HSE Plan. The contract HSE Plan sets performance targets and reporting requirements. 3. Verification of Contractor compliance with HSE requirements may include: 

Audits / Monitoring and inspection of the workplace



Contractor review meetings and



Stopping unsafe work.

4. Contractor reports are being received in accordance with the contract. This includes Contractors completing and submitting WorleyParsons weekly and Monthly HSE statistic reports / forms that capture contractor HSE Key Performance Indicators. 5. Taking responsibility for contractor violations or contract breaches. Usually there are contractual remedies and specific consequences may also be included in the contract HSE Plan.


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6. Post Work Evaluation of the Contractors’ safety performance takes place at the completion of a job or expiration of a subcontract. If practicable, evaluations should include Contractor representatives and meetings to discuss Contractor performance. (Reference: HSE Contractor Selection and Management Procedure CHP-0065)

Please Note: WorleyParsons documentation also uses the terms Contractors (those people or companies supplying services to WorleyParsons); Service Providers (a person who by themselves or as part of an organization, is employed by the company to carry out specified and agreed duties) and Suppliers or Vendors (those people or companies supplying goods to WorleyParsons). However: We treat contractors differently than suppliers. In a ‘contract management’ role we manage the safety of contractors on site. WorleyParsons do not manage the safety of suppliers in their shop environment.


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Contract Management Process



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Contract Management Process As the project size or scope increases the likelihood of HSE risks occurring within the project also increases. Correspondingly, the cost to mitigate or fix the risk/hazard increases as the project increases. This shows that if the HSE Management planning can be done up-front, it is more likely that risks/hazards can be identified and actions put in place so that these risks/hazards are not realized.

Can you notice a common theme across the Topics within this module? The process of identifying risks/hazards up-front allows for the improved planning of control strategies, allowing for the lessening, if not the removal of risk/hazard altogether. The corresponding improvement in HSE and dollars are quantifiable benefits.

Identifying risk/hazards up-front also gives the contractors the ability to more accurately scope their mitigation actions and therefore identify their costs. It can also provide WP with more information relating to the need for WP to provide additional resources ($, staff, tools) required to assist the contractor. This should result in fewer surprises as the project progresses through the execution phase.

The planning process should also identify the controls that are to be put in place to assist the PM and the supervisors while managing the contractors. Again, codifying these procedures and tools in the planning phase will enable the contract to identify to the contractor their requirements in terms on reporting, authority and communication channels.

Note that the Contract Management Process may occur at any stage within the WPMP lifecycle. It may also occur more than once within the one stage. Because of this, the process must be able to be tailored to suit the situation.


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Project HSE Plan



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Project HSE Plan The Project HSE Plan is discussed in more detail in Topic 5 – Project HSE Plan. Key points of interest are: •

The Project HSE Plan is seen as the cornerstone of the HSE Management Planning process. Together with the Contractor HSE Plan, it provides the HSE contractual information for the whole project.

•

One of its main components is the Project HSE Risk Management Plan. This contains the Risk Matrix. As mentioned in the previous slide, front-loading the process should enable the Project HSE Plan to identify the likely the risks/hazards, and what actions are to be put in place to mitigate these.

•

The contractors will also provide their own Contractor HSE Plans and associated Risk Management Plans (localized to the Contractors area of expertise).

•

The Project HSE Plan should be started as soon as the project begins the planning phase. It is important that risks and hazards are identified early and are as detailed as possible. The Project HSE Plan is a living document throughout the project and should be constantly updated. By providing the contractor with as detailed as possible project risk management plan, it is likely that less risk to $ and staff will be introduced into the project at later stages – thus reducing the overall cost, in terms of $ and injuries, of the project.

•

All Contractors must provide a HSE Plan and Risk Management Plan that conforms to the WorleyParsons’ standards.

•

At a minimum, the Project HSE Plan must include:

•

o

Conformance with the Client’s HSE requirements

o

Agreed clear HSE performance standards required to be met by the Client, WorleyParsons and any contractors

o

The definition of effective communication interfaces, especially related to emergency response.

If the contractor has their own standards, a Bridging Document may be required to demonstrate alignment of contractor and WorleyParsons HSE systems, processes and procedures (not forgetting client requirements!)


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Project Managers HSE Roles across the Contract Management Process HSE FOR PROJECT MANAGERS


Project Managers HSE Roles across the Contract Management Process 1. Plan & Scope • Prepare a preliminary project HSE Management Plan • Pre-qualify potential contractors

2. Tender & Award • Assist in preparation of Tender focusing on aligning with the Client’s and WorleyParsons’ HSE Policy, Standards and Procedures. • Assist in selecting the ‘right’ contractor – not just the cheapest contractor. • Verify the Contract Terms and Conditions

Oct 08

Slide 8 of 12



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Project Managers HSE Roles across the Contract Management Process Remember that you are the one person responsible for the Project as a whole! 1. In line with WorleyParsons HSE Contractor Selection and Management Procedure it is a requirement that for each subcontract, contractors are evaluated and meet minimum WorleyParsons HSE requirements, and also that they work under a documented ‘Safety and Environment Management Plan’. However - if a Service Provider is unable to provide a Safety and Environment Management Plan that aligns with WorleyParsons Safety and Environment Management System, then a written statement of intent to comply with the WorleyParsons and customer safety requirements is required. 2. The pre qualification questionnaire is a mandatory requirement for all contracts awarded by WorleyParsons with the exception of the conditions stated for Service Providers. The PreQualification Questionnaire is to be sent with the enquiry documents to all proposed tenderers. However - where bidders’ lists are pre-ordained contractors will be required to meet WorleyParsons principles of safety and environmental management for contractors. These include: 

Contractor selection based on commitment and past satisfactory safety performance.



Documentation by the Contractor in the tendering process, of an existing health safety and environment program.



Development of a job specific Occupational Health and Safety and Environment Management Plan, including detailed planning and risk assessment and plans and preparations for emergency conditions.

Evaluating Tenders When selecting a Contractor for work on-site, WorleyParsons shall ensure that the Safety and Occupational Health, and Environmental Standards observed by the potential Contractors are in accordance with the standards WorleyParsons expects to receive. The successful tenderer submits a Safety and Environment Management Plan specific to the scope of work and which aligns with the HSE requirements of WorleyParsons Site Safety and Environment Management Plan. This Plan should include, but not be limited to: •

Provision of medical First Aid facilities to a standard acceptable to the company and their customers where applicable.

•

Arrangements for appropriate training of Contractors’ personnel by the Contractor or the company.

•

Ensuring that Contractor employees have the various necessary skills competency and qualifications to carry out the tasks required of them.

•

Ensuring that visitors to site shall, subject to the site protocol and requirement to attend a site specific safety induction.


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When invited to tender for a specific project or work scope the potential Contractor shall be required to demonstrate commendable experience for prior HSE performance and as a safe and environmentally compliant working organization for the past 3 years. Particular attention shall be paid to: •

The process by which Contractors manage the HSE function.

•

The Contractors’, Managers’, Supervisors’ and employees’ attitude to Occupational Health and Safety and environmental protection.

•

The competency and experience of the Contractors and employees.

•

The Contractors’ organization for HSE, their knowledge of safe work practices and compliance with statutory requirements.

In addition, Contractor HSE records are reviewed in relation to: •

Personal safety i.e. fatalities, injury records and workers’ compensation claims record and experience

•

Operational safety i.e. records of fires, explosions, dangerous goods, incidents, nuisance claims, prosecutions and similar and

•

Environmental Protection.


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Contract / HSE Terms and Conditions 1. Line management engage in clear, two way communication with employees, customers and contractors on HSE issues. 2. The form of subcontract entered into with a Contractor shall describe the Contractors’ responsibilities and liabilities in respect to HSE. 3. A copy of the General Conditions of Contract is to be attached to the enquiry documents. 4. The Contractor shall be held responsible to comply with the safe working detail of the plan and adherence to the requirements of relevant HSE Statutory requirements, applicable Codes of Practice and Australian Standards. 5. Contractors shall also be required to submit a statement of intent for compliance with company and customer site HSE requirements. 6. Further matters addressed in the Subcontract that impact on HSE and are: •

The right of the company to inspect Contractors’ provisions for HSE.

•

The right of the company to stop the work, if and when agreed, that HSE measures are violated by the Contractor.


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Project Managers HSE Roles across the Contract Management Process (cont’d) HSE FOR PROJECT MANAGERS


Project Managers HSE Roles across the Contract Management Process (cont’d) 3. Mobilization & Set Up •

Ensure that all elements have been put in place prior to the commencement of the project, including − All controls have been identified; − Inductions; − Training and certification.

4. Execute •

• • •

Ensure Zero-harm through HSE leadership, communication and pro-active management of risks and hazards; Monitor the project according to the HSE Management Plan; Act to address contractor violations or contract breaches; Completion of required reports as defined in the HSE Management Plan.

Oct 08

Slide 9 of 12



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Project Managers HSE Roles across the Contract Management Process (cont’d) Mobilization & Set Up As part of the Mobilization and Set Up phase, you must ensure that all staff that are to work on-site are properly inducted and that all of the planning which is required prior to starting has occurred. In particular, reviewing and updating the Project HSE Plan within its Project (and Contractor specific) Risk Assessment Matrices should be as detailed as possible with all risks/hazards that have been identified having clear and unambiguous control and mitigation strategies. Execute 1. The contract-specific HSE Plans form part of your Project HSE Plan and are referenced in your Project HSE Plan. The contract HSE Plans sets performance targets and reporting requirements. 2. Verification of Contractor compliance with HSE requirements may include: 

Audits / Monitoring and inspection of the workplace



Contractor review meetings and



Stopping unsafe work.

3. Contractor reports are being received in accordance with the contract. This includes Contractors completing and submitting WorleyParsons weekly and Monthly HSE statistic reports / forms that capture contractor HSE Key Performance Indicators. 4. Taking responsibility for contractor violations or contract breaches. Usually there are contractual remedies and specific consequences that may also be included in the contract HSE Plan. 5. Post Work Evaluation of the Contractors’ HSE performance takes place at the completion of a job or expiration of a subcontract. If practicable, evaluations should include Contractor representatives and meetings to discuss Contractor performance.


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Project Managers HSE Roles across the Contract Management Process (cont’d) HSE FOR PROJECT MANAGERS


Project Managers HSE Roles across the Contract Management Process (cont’d) 5. De-Mobilization & Close out • • •

Continue ensuring HSE leadership, communication and proactive management of risks and hazards are occurring; Review the project Pass lessons learnt back to the organisation Body ok Knowledge − ensuring that unplanned risks and hazards are unlikely to arise in the future.

Oct 08

Slide 10 of 12



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Project Managers HSE Roles across the Contract Management Process (cont’d) De-Mobilization and Close Out 1. Ensure that any new staff that are required for the de-mobilization have been inducted according to the Project HSE Management Plan. 2. Post Work Evaluation of the Contractors’ HSE performance takes place at the completion of a job or expiration of a subcontract. If practicable, evaluations should include Contractor representatives and meetings to discuss Contractor performance.


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Key Learning Points Name one HSE activity to be carried out by a Project Manager during the ‘Tender & Award’ stage of a contract. ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………

Name one HSE activity to be carried out by a Project Manager during the ‘Mobilization & Set Up’ stage. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………


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Where can I go for more Help?  Contractor HSE Prequalification Procedure (CHP-1125)  Contractor Post Work HSE Performance Evaluation Form (CHF-1124)


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Topic 9 Incident Management


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Topic 9 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 9 Define an incident Appreciate why we report incidents Know your responsibilities for incident reporting Report an incident in line with WorleyParsons requirements Name key reference documents ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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What is an Incident?



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What is an Incident? Incident Definitions Incident

An Incident is any occurrence, event or series of events that results in a fatality, injury, illness to any person, damage to or loss of property, equipment, material or the environment.

Near Miss

Any occurrence, but without loss or consequence, that had the potential to cause harm to people, environment, equipment and/or property.

Reportable

Any incident or near miss that falls into OMNISAFE Incident Reporting Categories 1 though 5

Recordable

A work-related injury or illness that results in death, days away from work, restricted work activity or job transfer, loss of consciousness, or medical treatment beyond first aid, as defined in OSHA CFR 1904.4

External Notification

Any incident that requires notification to a Government body as required by Country-specific legislation.

Internal Notification

Any incident that requires notification in accordance with the internal WorleyParsons R3 System, OneWay element 11, or project specific agreements.

Fatality

An incident which causes loss of life.

Serious Injury

In addition to a fatality, the immediate hospitalization of an employee for more than 24 hours.

LWC

A recordable injury/illness that results in one or more days away from work at the direction of a medical professional. WorleyParsons shall begin counting days away on the day after the injury occurred or the illness began and each calendar day until released to return to work in some capacity by a medical professional as defined in OSHA 1904.7(b)(3)(ii).

(Lost Workday Case)

A LWC is a Recordable Case. MTC (Medical Treatment Case) RWC (Restricted Workday Case)

The management and care of a patient to combat disease or disorder as defined in OSHA CFR 1904.7 (b) (5). A MTC is a Recordable Case. A recordable injury/illness that upon recommendation from a physician or licensed health care professional results in the employee unable to perform one or more of the routine functions of his or her job, or working the full scheduled workday. OSHA CFR 1904.7 (b) (5) A RWC is a Recordable Case.

FAC (First Aid Case)

Non-recordable cases such as visits to a physician or licensed health care professional solely for observation or counseling; the conduct of diagnostic procedures as defined in OSHA CFR 1904.7 (b) (5) (i) (B); and first aid as defined in OSHA CFR 1904.7 (b) (5) (ii).


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High Potential Incident / Near Miss

Any incident or near miss that is Classified D or above. (See Section 5.2)

Work related Incident

An injury or illness to a WorleyParsons Employee or Contractor is work related if an event or exposure in the work environment either caused or contributed to the resulting condition or significantly aggravated a pre-existing injury or illness, as defined in OSHA CFR 1904.5

(Reference: HSE Incident Investigation and Reporting Procedure)


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Why Report Incidents and Near Misses? HSE FOR PROJECT MANAGERS

Topic 9 – Incident Management

Why Report Incidents and Near Misses?  

Report incidents to understand why they happened to make sure they don’t recur Report near misses because they more frequently show us where the system is failing before consequences are realized



Reviewing and tracking Near Misses and Incidents is just as important as reporting them



Without proper investigation the root causes and full potential consequences will never be known

Near Misses provide the benefit of hindsight without the consequences If you see a near miss or potential incident, don’t ignore it Report it! Oct 08

Slide 5 of 12



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Why Report Incidents and Near Misses? NOTE: “Every incident and near miss is reported to ensure that an investigation is conducted to determine the cause and identify appropriate corrective actions to prevent recurrence” (Reference: HSE Incident & Near Miss Reporting & Investigation Procedure August 2008) H W Heinrich’s Safety Triangle (1931): Most of you are familiar with Heinrich’s Safety Triangle. This study of modern safety concepts dates back to 1931, when H.W. Heinrich, a workplace safety pioneer, examined approximately 550,000 accidents. Heinrich, who is credited with creating the “safety triangle,” contends that for every 330 incidents, one catastrophic illness or fatality will occur, and that 29 accidents will cause minor injuries or property damage resulting in a tangible loss to the company. Reporting of fatalities and serious incidents are a very poor indicator of safety performance. The key is to not focus on compliance, or reward ‘acceptable injury levels / goals.’ Instead, concentrate on the fundamentals that eliminate the behaviors that cause the near misses. This can be also explained by using the “iceberg” concept i.e. underlying all serious incidents are greater numbers of injuries / incidents and still more near misses. Investigation of these “lesser” events can be used to uncover broad system weaknesses and prevent future fatalities and permanently disabling injuries. Follow Up Work Many studies have followed Heinrich's approach, but they have often focused on the ratios of incidents within specific organizations. Annual reports by the Health and Safety Executive (HSE) in the UK show significant differences between industry sectors as summarized in the table in the slide. In these studies by the HSE Accident Prevention Advisory Unit (APAU), non-injury accidents are defined in wider terms than in earlier studies, and include all unintended events causing loss, even when there was no potential for causing personal injury. As the table shows there are marked differences between types of organizations, with the mix of industrial activities, the management and training within the organizations and the definitions of accident categories contributing to different results between the studies since Heinrich's time. However, the basic premise still holds true – concentrating on eliminating the behaviors that cause near misses helps prevent incidents. (Show final point on slide) You should report all near misses and incidents to learn from them - and to avoid incidents! This premise also reinforces the importance of lead indicators – checking the effectiveness of plans and preventative measures before incidents happen. Reference: HSE Accident Prevention Advisory Unit (APAU), 1994.

As mentioned in other Topics, the usage of lead indicators, such as the number of near misses and incidents, are important in improving the HSE culture of the workplace. Encouraging the reporting of these through the use of ‘Rewards and Recognition’ (Topic 6) are important Behavioral Change techniques which can be used to underpin the desired HSE Culture.


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HSE Incident & Near Miss Reporting & Investigation Procedure



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HSE Incident & Near Miss Reporting & Investigation Procedure 1. WorleyParsons HSE Incident & Near Miss Reporting & Investigation Procedure (August 2008) applies to all WorleyParsons operated sites and all contractor operations and joint ventures where there is a contractual requirement to report incidents to WorleyParsons. 2. Incidents and near misses are assigned to categories based on the contractual relationship and influence WorleyParsons has regarding the individuals involved. Work related incidents and near misses are assigned to Categories 1 to 4.

All non work-related incidents and near misses are assigned to Category 5. 3. Internal notification shall be based on the actual severity of incidents, with incidents and near misses reported within WorleyParsons in line with the ‘Incident Notification Matrix’ (Table 3). 4. Every incident or near miss shall be investigated following the guidance within Appendix 1 (Table 1 below) of WorleyParsons HSE Incident & Near Miss Reporting & Investigation Procedure August 2008 and includes sections on ‘Collection of Evidence’, ‘Direct Observation’, ‘Documents’ and ‘Interviews’. A key factor in determining the level of investigation required is the potential severity of the incident i.e. How bad could it have been assuming the same conditions were present? See the table below for how the potential severity determines the investigation level and team composition.


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Table 1 Potential Severity Classification

D&E

C

B

A

Investigation Level

Investigation Team Composition

Shall be subjected to an extended investigation using an independent team. A formal Root Cause Analysis Tool shall be used as part of this investigation.

A totally independent team with a specialist Team Leader and personnel drawn from other locations or design and construction specialists will be established. In-house legal counsel will be available to support or participate.

Shall be subjected to independent investigation (different section or department depending on the nature of the incident).

The Team Leader and the majority of the Team must be from a different Section or Department.

A formal Root Cause Analysis Tool shall be used as part of this investigation.

However, some members of the Section or Department involved in the incident can be included for local knowledge.

Can be investigated locally at the site.

Both Team Leader and Team can be from the Section or Department involved in the incident; however, it is preferable for the Team Leader to be from a different Section or Department (e.g. Operations Supervisors for a Maintenance incident).

There is no requirement concerning methodology, but both a description of the incident, type-specific information and underlying causes must be recorded. Can be investigated locally at the site. There is no requirement concerning methodology, but both a description of the incident, type-specific information and underlying causes must be recorded.

Both Team Leader and Team can be from the Section or Department involved in the incident.

(Reference: HSE Incident & Near Miss Reporting & Investigation Procedure August 2008, Appendix 1) Every incident and near miss shall be classified as per the table below: Table 2 Incident / Near Miss Classification Table High Potential B

C

D

First Aid Case

A

Minor Injury, Medical Treatment Case with/or Restricted Work Case.

Serious Injury or Lost Work Case

Major or Multiple Injuries permanent injury or disability

Single or Multiple Fatalities

No Impact on baseline environment. Localized to point source. No recovery required.

Localized within site boundaries. Recovery measurable within 1 month of impact.

Moderate harm with possible wider effect.

Significant harm with local effect. Recovery longer than 1 year.

Significant harm with widespread effect. Recovery longer than 1 year. Limited prospect of full recovery.

Asset

Slight

Minor

Local

Major

Extensive

Damage &

<$100,000 USD

$100,000 $250,000

$250,000 $400,000

$400,000 $10MM

USD

USD

USD

USD

Localized, short term impact

Localized, long term impact but manageable

Localized, long term impact with unmanageable outcomes

People Occupational Injury Occupational Illness Environment

Production Loss Reputation

Localized temporary impact

Recovery in 1 year

E

>$10 MM

Long term regional impact

(Reference: HSE Incident & Near Miss Reporting & Investigation Procedure August 2008) 20081218 HSEforPM_PARTICIPANT_HANDBOOK

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Incident Notification Matrix Table 3 Notification by:

Notification to whom:

A

B

CLASSIFICATION C

D

E

Employee

Supervisor

Immediately

Immediately

Immediately

Immediately

Immediately

Supervisor

Project/Alliance HSE Advisor

Immediately

Immediately

Immediately

Immediately

Immediately

Project / Alliance HSE Advisor

In-house Legal Counsel Global Insurance Manager

Immediately

Immediately

In-house Legal Counsel

External Legal Counsel Immediately

Immediately

Global Insurance Manager

External Insurer

Project / Alliance HSE Manager/ Advisor

CSG Managers, Location Director, Construction Manager, Location HSE Manager

CSG Managers, Location Director

Regional Managing Directors

Construction Manager Location HSE Manager

Regional Construction Manager

Regional MD

CEO

Regional Construction Manager Regional HSE Director/Manager

Monthly

Within 24 hrs

Immediately

Immediately

Immediately

Monthly

Monthly

Within 24 hrs

Immediately

Immediately

Monthly

Monthly

Within 24 hrs

Within 24 hrs

Immediately

Regional HSE Manager

Global Construction Manager Global HSE Director

(Reference: HSE Incident & Near Miss Reporting & Investigation Procedure August 2008) Please NOTE: Categories Table, Incident and Near Miss Classification Table and Incident Notification Matrix are included in the Participant Handbook.


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What are Your Responsibilities – for Incident Management?

PARTICIPANT NOTES: ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………


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What are Your Responsibilities – for Incident Management? Remember: Your attitude and actions in these initial steps play a key role in the future attitude and expectations your team will have about the incident! Remember: Reporting the incident is the most important step – it triggers all other steps!


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How do I Report an Incident or Near Miss in Omnisafe? HSE FOR PROJECT MANAGERS

Topic 9 – Incident Management

How do I Report an Incident or Near Miss in Omnisafe? 

Anybody with EMS access can use Omnisafe



To access Omnisafe go to https://now.worleyparsons.com and click on the Omnisafe icon



Detailed instructions to access and enter an incident into Omnisafe can be found in the Quick Reference Guides 1 & 2 “Introduction to Omnisafe” and “Incident & Near Miss Reporting – Notification”

If you do not have access to Omnisafe: 

Request hard copies of the HSE Incident and Near Miss Notification and Investigation Report (CHF-1086), available on EMS, from your Line Supervisor / Line Manager or Location HSE Manage



Submit completed forms to your Line Supervisor / Line Manager or Location HSE Adviser within 24 hours

HSEforPM_Dec_ 08

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How do I Report an Incident or Near Miss in Omnisafe? 1. All employees have responsibilities to enter data directly into Omnisafe within deadlines or pass on information to management so that the deadlines can be met. 2. To access Omnisafe go to https://now.WorleyParsons.com and click on the Omnisafe icon. For a detailed step by step guide of how to access Omnisafe refer to Quick Reference Guide 1, “Introduction to Omnisafe”, available on the Global HSE Site. 3. Report any incident to your HSE Advisor / Project Manager and ensure preliminary details entered into Omnisafe within 24hrs. For a detailed explanation of how to enter an incident or near miss into Omnisafe refer to Quick Reference Guide 2, “Incident & Near Miss Reporting – Notification”, available on the Global HSE Site. 4. Line supervisors or managers must validate all incidents which have been logged in the system within 24 hours of entry. Line supervisors or manager will be automatically notified of the incident via an email generated within Omnisafe. 5. Line supervisors or managers must check all details and complete all mandatory fields. Assessment of the actual and potential severity of the incident automatically determines the level of further investigation and action required. Screenshot from Omnisafe:

If you do not have access to Omnisafe: •

The HSE Notification and Incident Investigation Report Form (CHF-1086) is available on the WorleyParsons Enterprise Management System (EMS) which can be printed out and completed. If you do not have access to the EMS, request copies of the form from your Line Supervisor / Line Manager or Location HSE Manager.

•

Submit completed forms to your Line Supervisor / Line Manager or Location HSE Adviser within 24 hours.


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Key Learning Points Now that you have completed Topic 9 …

What is the definition of an incident?

………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

Name two responsibilities of a project manager in managing incidents (1) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..……………………………….

(2) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..……………………………….


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Where can I go for more Help? Additional sources of Information  CHP-0051 HSE Incident and Near Miss Reporting & Investigation Procedure  Further guidance on entering incidents into Omnisafe can be found within the Omnisafe intranet system under ‘Quick Reference Guides’  Further guidance on entering incidents can also be found on the WorleyParsons global HSE intranet site https://now.WorleyParsons.com


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Topic 10 Emergency Management


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Page 227 of 260


Topic 10 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 10 Describe the WorleyParsons emergency and crisis management system (Ready Response and Recovery System or R3) Appreciate how R3 supports the development and implementation of your Project Emergency Plans Identify your emergency management responsibilities Describe the objectives of emergency plans and the process for building them Name key reference documents ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Emergency Management in WorleyParsons



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Emergency Management in WorleyParsons As a Project Manager, you must be fully aware of the R3 procedure and how it applies to your Project and Location.

The Framework for R3 is the OneWay Integrated Management System and the policies, standards and procedures that exist under it. The Ready component comprises those processes that prevent emergency situations arising. This includes project risk assessment, which helps to identify some of the hazards that, if not managed appropriately, could result in the need to initiate response and recovery actions. It also includes the Standard Security Practices that, in the event of a security emergency, provide early warning and prompt activation of required security protocols. The Response and Recovery component comprises two parts: 1. Documented Plans – Emergency Plans throughout the region that ink from Project and site level to the Location R3 Plan. 2. Trained Teams – Hotlines available 24/7, trained and competent Response and Recovery teams at Location, Region and Corporate levels.

Remind the participants that if they dial 112 on their GSM mobile phone they should be able to reach emergency services in almost any country with GSM coverage.

Note: if you dial 112 on a GSM mobile phone you should be able to reach emergency services in almost any country with GSM coverage.


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Ready Response and Recovery System (R3)



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Ready Response and Recovery System (R3) 1. WorleyParsons has established a Ready Response and Recovery System (R3) to manage its exposure to incidents, encompassing crisis, emergency, business continuity and security management. 2. A key element of this System is a coordinated, hierarchical framework of prevention, response and recovery plans and supporting teams, including at a Location level – for Sites and Offices. 3. During a crisis, the Location R3 Team provides advice and instruction to staff. 4. R3 has specialist capability in Communications (media), Human Resources, Safety & Security, and Information & Communication Technology Support Teams. 5. During a crisis, decisions of the Crisis Management Organization take precedence over normal operating Procedures. 6. For Project Managers it is important to know how your Project Emergency Plan interfaces with the Location R3 Plan. 7. To obtain advice and assistance on relevant R3 plans for your site, contact the R3 Support Group https://crisis.worley.com.au/default.aspx 8. As soon as WorleyParsons is advised of its success in tendering for a project, the R3 Support Group should be notified. 9. The R3 Support Group shall determine a Project’s compliance requirements in collaboration with the project custodian. 10. R3 Support Group details are listed on the WorleyParsons Crisis Portal https://crisis.worley.com.au/default.aspx


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Objectives of an Emergency Plan



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Objectives of an Emergency Plan A key issue is that the workforce needs to have confidence that management cares and has sound plans.


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Interactive Process of Emergency Planning – Suggested Steps



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Interactive Process of Emergency Planning – Suggested Steps (Diagram Reference: Emergency Management Australia: Emergency Planning, Manual Number 43, Commonwealth of Australia 2004). Additional Information 1. All Locations / Sites must have an Emergency Plan consistent with the associated risks and any applicable requirements. 2. Each location / project shall conduct hazard identification and risk management assessment to ensure that potential emergencies have been identified and ranked to allow for effective emergency planning. 3. Where WorleyParsons work activities are carried out on customer facilities, WorleyParsons personnel follow the appropriate customer emergency response procedures. Where agreed, WorleyParsons provides input into the development of customer emergency and contingency plans. All other WorleyParsons locations / sites will develop an Emergency Plan specific to their operations and associated risks. 4. All Emergency Plans are to align and make reference to WorleyParsons Corporate Crisis Management systems, which will be activated in the event of certain escalations. 5. Emergency response plans will identify relevant external parties and define their role in the event of an emergency. This may include government support agencies, community support agreements and neighbors. 6. All personnel will be trained in the basic requirements of the emergency plan. Personnel with specific emergency responsibilities will receive adequate information and training to perform their duties. Roles may include wardens and response co-ordinators. 7. Each Customer Sector / Location is to identify and obtain adequate resources for emergency management, as per legislative requirements and the hazards associated with the business (e.g. fire extinguishers, hose reels, oil spill kits, fire wardens). All emergency response equipment is to be stored appropriately and regularly maintained. 8. Emergency response plans are to be reviewed either annually or when changes occur within the business unit / project which may impact upon the hazards or ability to respond in the event of an emergency (e.g. increase in workforce, change in office location, and change in scope of work). Emergency response plan reviews are to be documented and involve both management and employee representatives. 9. Plans are to be tested (exercise) at least 6 monthly, or as deemed appropriate for the nature of the customer sector group/project. 10. Crisis Management. WorleyParsons Corporate will develop and maintain a Crisis Management Plan. The Crisis Management Plan is WorleyParsons' strategic response to an emergency and/or crisis to lessen the impacts on personnel, the company and ongoing operations. The Crisis Management Plan is directly related to the Business Unit Emergency Management Plans and demonstrates a system to manage and control the outcomes of a crisis and or Emergency, the potential impacts and the future viability of the company.


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Responsibilities – Emergency Management



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Responsibilities – Emergency Management In an EMERGENCY would you know: •

how to raise the alarm?

•

what the alarm looks/sounds like?

•

where the fire response gear is?

•

where the nearest emergency exit is?

•

where your muster point is?

•

where MSDS are kept?

•

where the First Aid kit is?

•

where the emergency shutdown is?

•

the nearest safe exit route?

•

where spill kits are kept?

•

where the emergency shower/eye baths are?


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Key Learning Points Now that you have completed Topic 10 can you… List two responsibilities of a Project Manager relating to emergency response? (1) ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………

(2) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..………………………………. ………………………………………………………………………………………………………………………………


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Where can I go for more Help?  R3 Information 

R3 Support Group details are listed on the WorleyParsons Crisis Portal https://crisis.worley.com.au/default.aspx or Email: [email protected]


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Page 241 of 260


Topic 11 HSE in Design


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Topic 11 Objectives

PARTICIPANT NOTES: KEY MESSAGES FOR TOPIC 11 Describe the SEAL process and how it incorporates HSE in Design List the key elements of SEAL process Explain the key differentiators of the SEAL process Describe your role as Project Manager in the SEAL process Name key reference material ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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SEAL Introduction HSE FOR PROJECT MANAGERS

Topic 11 – HSE in Design

SEAL Introduction SEAL Technical Integrity Customer Systems

+

Safety in Design

Legislation & Regulatory Commitments

Risk Assessments

SID Tools

Reliability

Codes and Standards Compliance

etc

Certification

HSE MS O&M

Basis of Design

Informed Decision Making

Discipline Context Statement

+

Sustainable Design WorleyParsons

Consideration of Social, Environmental and Economic issues in Design and Planning

OneWay WPMP EMS etc

Communicate & Consult

Discipline Design Reviews

WorleyParsons and Customer Culture Safety & Environmental Leaders

Oct 08

Training and Awareness

Slide 4 of 7



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SEAL Introduction What is SEAL? SEAL is WorleyParsons enhanced engineering model for providing Safe and Sustainable Engineering solutions for Asset Lifecycle (SEAL) to our customers. SEAL improves our current approaches to engineering design and risk management and addresses the need to move beyond mere compliance with design codes and legislation. The OneWay™ Engineering element intent statement and expectations are embedded in the underlying principles and processes for SEAL. The engineering component of EcoNomics™ is also embedded in SEAL. WorleyParsons aspires to be an industry leader in HSE. In project delivery, we have a responsibility to deliver compliant, safe and sustainable engineering solutions for asset lifecycle to our customers and ultimately promote the health and wellbeing of personnel, community and the natural environment.

Structure of SEAL An improved model and framework for delivering SEAL has been identified, based on three pillars: •

Technical Integrity (TI) refers to those activities undertaken during project design that ensure the design conforms to relevant internal and statutory design codes and our customers requirements. Conformance with these requirements typically results in operational and technical parameters that provide a minimum level of HSE performance.

•

Safety in Design (SID) refers to those activities (over and above those required to satisfy TI) that lead to inherently safe or safer asset lifecycle solutions.

•

Sustainable Design (SD) refers to those activities that lead to increased sustainability of asset lifecycle solutions. Sustainable Design embodies our proprietary WorleyParsons EcoNomics™ tools and Services. Activities are over and above those required to ensure TI and allow WorleyParsons to approach our goal of zero harm to the environment.

Each pillar is a defined process, has a risk component and key steps, activities, roles and responsibilities identified. The foundation elements are common culture, strong leadership and training and awareness of our people.


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Key differentiators of the SEAL Process •

Defined process for all three pillars

•

Early alignment with customer’s HSE and sustainable development objectives

•

Opportunities, hazards identified and risks assessed early on where the greatest opportunity exists to influence and steer the design.

•

Early input from procurement, construction etc

•

As the respective opportunities and risks may vary across an assets lifecycle, consideration is given to the whole of asset lifecycle

•

Applicable to Standalone and Portfolio projects

•

Planning of risk assessments, technical studies and design reviews to align with project execution and inform key decision making

•

Designers and engineers are aware of the SEAL requirements relating to their area of work and project context assured through use of Discipline Context Statements (DCS)

•

Decision making is appropriately informed in terms of HSE and sustainability impacts

•

Verification and approval through gate-keeping

•

Process is applicable to any size project – but level of detail is scalable

NOTE that the SEAL process is not just about ‘risks’ but is also the early identification of opportunities to implement ‘sustainability’ and ‘whole of life’ initiatives.


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SEAL Summary – The Project Manger’s Role HSE FOR PROJECT MANAGERS

Topic 11 – HSE in Design

SEAL Summary - The Project Manager’s Role   

     

Be a SEAL ambassador to our customers. Know and sell the benefi ts Recognize opportunities to involve our EcoNomicsTM group and promote their capabilities In conjunction with Engineering, agree SEAL requirements with th e customer, preferably during proposal phase, so that allowances can be included in the project schedule and budget Ensure that the agreed SEAL requirements and goals are documente d in the project Engineering (SEAL) Plan Recognize the project SEAL Leaders (Safety, Risk and Environment al Leads) as key members of the project team Implement the agreed SEAL process (alignment session, risk asses sment, applicable studies, reviews) Ensure that Discipline Context Statements (DCS) are produced and used Verify that the SEAL process has been followed and SEAL goals ac hieved NOTE that the SEAL process is not just about ‘risks’, but also about the early identification of opportunities to implement ‘sustainability’ and ‘whole of life’ initiatives.

HSEforPM_Dec_ 08

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SEAL Summary – The Project Manger’s Role Note that further SEAL training will be provided for Project Managers, Engineers and SEAL Champions in each location. The Location SEAL Champions will assist in implementation.


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Key Learning Points Now that you have completed Topic 11 can you… List two of the specific SEAL process responsibilities of a Project Manager? (1) ………………………………………………………………………………………………………………..…………….. ………………………………………………………………………………………………………………………………

(2) ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………..……………………………….


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Where can I go for more Help?  SEAL Task Sheet (EPP-9009)  SEAL Document Matrix (EPP-0240)  SEAL Guideline (EPP-0239)  Engineering and design website https://knowledge.WorleyParsons.com/ead/default.aspx  EcoNomics™ site - https://economics.WorleyParsons.com/default.aspx

Additional information:  SEAL will be rolled-out in each region as part of the OneWay roll-out.  Further SEAL training will be provided for Project Managers, Engineers and SEAL Champions in each location.  Particular projects will be identified by each location for the initial implementation of SEAL. The Location SEAL Champions will assist.  Key contacts •

Lindsay Wheeler - Director Engineering Corporate

•

Paul Sutton - General Manager Safety & Risk Corporate

•

Julianne Pohlner – Manager Engineering Standards

•

Trish Strickland – Safety & Risk Engineer and SEAL developer


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Wrap Up


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Module 5 – Managing HSE – Wrap Up

PARTICIPANT NOTES: KEY MESSAGES FOR WRAP UP Revisit the course objectives and your personal objectives for the day Know where you can go for more help on HSE issues and Complete a Course Feedback Form ………………………………………………………………………………………………………………..…………….. ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………


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Revisit Course Objectives


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Where can I go for more help? – When you return to your workplace go to…. HSE FOR PROJECT MANAGERS

Wrap Up

Where can I go for more help? - When you return to your workplace go to…  https://hse.worleyparsons.com



find your HSE support team note their names, titles and contact details 

together with your Project HSE Advisor, review your Project HSE Plan and HSE Risk Management Plan



contact your R3 Support Group for advice on your Project R3 Compliance Plan. Oct 08

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“We will achieve our vision of Zero Harm by ensuring leadership is exhibited by everyone who works for WorleyParsons, not just our HSE personnel.” (John Grill CEO WorleyParsons)


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Module 5 - HSE PM_Participant_Handbook_Oct 06

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