canada wpmp hse module 5 slides

HSE FOR PROJECT MANAGERS

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WorleyParsons Project Management Process (WPMP) Training Program

Module 5 – HSE for Project Managers


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“…The objective must be to operate…in a manner that ensures the personal safety of the worker over the economic imperatives of increased production. The two seemingly competing concepts — safety and production — must be so harmonized that they can co-exist without doing harm to each other.”

Introduction

Who made this statement?



“the objective must be to operate …..in a manner that ensures the personal safety of the worker over the economic imperatives of increased production. The two seemingly competing concepts — safety and production — must be so harmonized that they can co-exist without doing harm to each other.”” Justice Peter Richards, The Westray Mine, A Predictable Path to Disaster, 1997

Photos: Piper Alpha Public Inquiry, 1990 Photos: Piper Alpha Public Inquiry, 1990

Introduction



Session Overview

Introduction

Venue HSE induction

HSE ‘moment’

Venue facilities and refreshments

Course timetable / breaks

Course objectives

Learning methods and assessment

Personal introductions



Course Objectives

Introduction

This course aims to provide you with an awareness and understanding of WorleyParsons’ HSE expectations for Project Managers. Specifically, this

includes YOUR: role in helping to build a strong CULTURE of HEALTH, SAFETY AND

ENVIRONMENTAL PERFORMANCE throughout WorleyParsons and within Customer and Contractor organizations

HSE ROLES & RESPONSIBILITIES, particularly in relation to the following key HSE processes – implementing and managing effective HSE Plans managing hazards monitoring and reporting HSE performance HSE management of contractors incident management emergency management



OPERATIONAL

O

LEVEL & CODE DESCRIPTOR (General Focus of Training & Assessment)

TYPICAL EXAMPLES

AWARENESS

A

SPECIALIST

S

Introduction

Overall HSE Training Framework

Short time-bound programs/sessions Initial, reinforcing or updating information (Knowledge) Overview/low level information Gaining engagement to principles & importance (Attitude) Applicable to range of employees at any level/location No/limited testing - If required; generally in the form of individual

or group short oral questions or demonstration.

Generally covered by Induction, Safety moments, Toolbox Meetings, etc

Basic WorleyParsons systems (HSE Websites, Omnisafe, etc), and requirements (Vision, General Rules, Office/Site/Housekeeping)

In/externally delivered

Time constrained programs Specific, but limited quantity of information Knowledge and limited Skills Development Applicable to personnel who need to input/interact/be cognizant

of a requirement, system or procedure; but not lead related activities

Targeted to individuals/positions identified at any level Limited testing at training completion. Check through the WP

Performance Management process.

Generally off-job training programs and some on-

job practice Systems (HSE reporting/recording) Functional

(Project Managers, Supervisors Training Courses,

etc) In/externally delivered

Generally combined off and on-job training

programs Any/All systems & procedures & operational

requirements In/externally/client delivered

Full Training Program Specific Information - full depth and breadth of requirements In-depth Knowledge, Skills & Attitudinal Development For functional/discipline/activity leaders or specialists Targeted to any level individuals/positions identified Test at training completion & full Competency assessment

through the WP Performance Management Process and KPI's



Who Are You?

Introduction

Your name? Your job title? How long have you worked for WorleyParsons? What do you want to get out of the day?



Topic 1 – OneWay to Zero Harm






Water pollution

2,000 - 4,000 dead cattle

Vegetation destroyed

Environment

10,000 - 16,000 dead

120,000 - 300,000 injured

Stillbirths increased 300%

People

US $470 million settlement(Indian government)

Stock value decrease(27% in one week)

Hostile takeover bid

Financial

Company image tarnished

Complex on-going litigation(CEO manslaughter charge)

Legal changes worldwide(Community Right-to-Know)

“Responsible Care” Program

Reputation

Photo: Earthbase Photo: Getty Images



Objectives

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

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


“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)



Who Cares About Health, Safety and the Environment?


Your Project?

Employees

Lenders

Media

InsurersNon-Govt

Organizations

Shareholders

Government Agencies

Contractors

Customers

Communities



Vision


Zero Harm to PEOPLE & ASSETS

Zero ENVIRONMENTAL incidents

www.worleyparsons.com

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



WorleyParsons’ Differentiators and the HSE Policy


Defines intent and direction to achieve the “Zero Harm” vision

Defines our objective – “to be the leader in our industry in HSE performance”

Sets clear boundaries

Differentiator #2



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

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

OneWay …




Project HSE Plan



Key Learning Points

Quick refresher:

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?


Now that you have completed this topic, you should 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




Where can I go for more help?

WorleyParsons intranet https://now.worleyparsons.com – click on the OneWay icon to link to more information

WorleyParsons Code of Conduct (CPP-0001) Stakeholder Management Plan Task Sheet (PMP-9012) Stakeholder Management Guideline (PMP-0022)



Topic 2 – Legal Rights and Responsibilities

Slide 1 of 16






HSE Legal Penalties – Alberta

200712 Corporations – Fined a total of $1.72 million

200822 Corporations - Fined a total $5 million

Fine of $87.4 million

British Petroleum– Texas City Refinery (Oct-09)



define the main themes of Occupational Health & Safety and Environmental Legislation

define your legal rights and responsibilities in regard to: Occupational Health & Safety legislation Worker’s Compensation and Injury Management legislation Environmental legislation

name key reference material



Objectives



Industry Leadership – Beyond Compliance


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

WorleyParsons objective: “industry leadership in HSE performance”

Legal Compliance

Legal Compliance + Voluntary Standard

Leading Practice

Legal Compliance + Verified Standard

No Controls



Key Theme – Duty of Care

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

Now appliedto operations

Fault liability“Innocent until proven guilty”

Strict liability“Reverse onus of proof”

Reasonable Care = Level of care exercised by a “reasonable man”

Reasonable Man = “Hypothetical man on the bus”





Case Study - Cyclone George

Location: Fortescue Metals Group railway construction camp, approx 100km south of Port Hedland

Date: 8th March 2007

Occurrence: Cyclone George (275km/h winds) swept through the camp, destroying accommodation units

Consequence: 2 dead and 7 seriously injured

Legal Outcome: WorkSafe laid 49 charges against 8 companies. WorleyParsons faces a single charge of “not providing a safe working environment”, with a maximum penalty of $200,000. Photo: perthnowPhoto: perthnow

Project FMG (WorleyParsons provides project management services)




Occupational Health & Safety LegislationEmployers 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

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 and/or personnel can be fined for non-compliance



Workplace Injury / Illness – Canada

Slide 7 of


BC Total Cost (2008) = $1.36 billion

Claims per 100 employees

All Industries

Construction

Mining and Petroleum Development

Lost Time Claim Rates

Workers Compensation (Alberta 2008)

Industry Sector

1.88

1.91

0.66




Worker’s Compensation & Injury Management LegislationEmployers 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

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.




Workers Compensation and Injury Management

Injury Management Policy &

Guidelines Document 2008

Injury Procedural Flowchart

(20 Aug 2008)

Injury Management Pack

- Information for the Injured Person

- Letter to Treating Doctor

- Authority to Release Medical Info

WorleyParsons documents:

Project Manager Accountabilities: arrange treatment as soon as possible notify HSE Mgr and Return to Work Coordinator 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 Coordinator 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




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/license conditions

approval/license conditions usually include requirements to monitor and report emissions, and to maintain records

Under most environmental legislation:

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

WorleyParsons MUST exercise ‘Due Diligence’: meaning that every person MUST take all reasonable and practical steps to prevent or minimize harm to the 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 & amenity, vibration, hazardous materials) manage and dispose of waste responsibly, and promptly report pollution incidents



What to do if an ‘Inspector’ calls?

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


Regulatory inspectors have the ‘right’ to enter any site. So you should:



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!



Register of HSE Legislation – Example (Various Jurisdictions)


Workplace Safety & Insurance Board

Federal Labour Department

(HRSDC)

Regulates HSE aspectsof safety legislation for provincially regulated workplaces in Alberta

Regulates HSE aspectsof safety legislation for provincially regulated workplaces in Ontario

Regulates HSE aspectsof safety legislation for federally regulated workplaces in all of Canada

Occupational Health & Safety ActOccupational Health & Safety RegulationOccupational Health & Safety Code

Occupation Health and Safety ActSafety Regulations

Canada Labour Code Part IICOHS Regulations

WorkSafe BC

Regulates HSE aspectsof safety legislation for provincially regulated workplaces in BC

Workers Compensation ActOHS Regulation

Others as required: e.g. Environmental Agencies, Other jurisdictions, etcOthers as required: e.g. Environmental Agencies, Other jurisdictions, etc

Alberta Workplace Health & Safety



Key Learning Points

Quick Refresher: Where should your Project HSE roles & responsibilities be defined? Who is responsible for implementing and managing HSE on behalf of

WorleyParsons?

Now that you have completed this topic, you should be able to: understand the main themes of Occupational Health & Safety

and Environmental Legislation understand of your legal rights and responsibilities in regard

to Occupational Health & Safety, Workers Compensation & Injury Management, and Environmental Legislation

name key reference material






For information and advice on Occupational Health and Safety legislation in your Province /Territory please see the WorleyParsons Canada HSE intranet web site

For environmental legislation in your Province /Territory please see the WorleyParsons Canada HSE intranet web site or visit http://www.ccohs.ca/legislation/ for a summary of key environmental and OH&S legislation.

For injury management information, contact your WorleyParsons ‘Return to Work Coordinator’

Injury Management Policy and Guidelines




Topic 3 – HSE Leadership




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 WorleyParsons)

You need to walk the talk!



Objectives

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 name key reference materials





Activity

What is a leader?


Authority Beliefs Actions

A leader is any person who exhibits the behaviors and style necessary to

influence and encourage others to achieve the organization's objectives.



Activity:

How do you demonstrate HSE leadership?


Go through the exercise in your Participant Handbook



Leadership Styles for Different Teams


Team attitude, motivation and

confidence

Selling

(overselling)

Telling

(yelling)

Delegating

(BBQ manager)

Participating

(do it all)

High

Low

HighLowTeam knowledge,

skills and experience



HSE Responsibilities of a Project Manager


1. Provide HSE leadership for the Project 2. Create a strong HSE Culture3. Develop & Manage the Project HSE Plan4. Communicate HSE requirements5. Challenge unsafe behavior and correct inappropriate HSE performance6. Understand and apply general legislative HSE requirements7. Apply a full working knowledge of HSE Management Systems, e.g. JHAs, etc8. Consult on and resolve HSE issues including, leading incident investigations,

etc9. Recognize and reward people who have positively impacted on HSE10. Monitor and report HSE performance, including contractors11. Generate contingency plans to respond to emergencies12. … others?



Reduce Unsafe Conditions

Improved HSE

Culture

Technology

and Standards

HSEManagement

Systems

Progression of HSE Focus Over Time


Engineering standardsHardware improvementsSafety emphasisE&H compliance

Integrated HSE MSReportingAssuranceCompetenceRisk management

BehaviorVisible leadershipPersonal accountabilityShared purpose & belief

Ch

ara

cte

ris

tic

sA

im Reduce Unsafe Acts

Ph

as

eW

orl

ey

Pa

rso

ns

’ C

on

tro

ls

Safe and Sustainable Engineering for the Asset Lifecycle (SEAL)

Culture / Behavioral Change

1980s 1990s 2000s and beyond



What is Organizational Culture?


Artefacts

Values / Norms

Beliefs

“The way we do things around here”

Symbols, stories, uniforms, ceremonies, rituals, language

Norms and rules specifying appropriate behavior

Underlying expectations

• Zero Harm for all employees, contracts and the Environment

• Everyone is a HSE Leader

• HSE Management Plans• Stopping dangerous work• Appropriate Planning up-front;• Rewarding ‘good’ behavior

• ‘War’ Stories – good and bad• Commitment Cards• HSE Awards• Toolbox talks• KPIs

Vis

ibili

ty



WorleyParsons’ HSE Commitment Cards




Key Learning Points

Now that you have completed this topic, you should be able to: describe leadership and leadership styles discuss the key roles of a Project Manager in HSE, including Project

Manager responsibilities and expected behaviors explain how you can contribute to building a strong HSE culture in

WorleyParsons

Quick refresher: provide three actions you can perform to demonstrate effective HSE

leadership






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. Contact WorleyParsons HSE for a copy of your role statement

HSE Responsibility and Authority Procedure, (CHP-0031)



Topic 4 – Hazard Management






Photo: Hub Oil - Calgary




Photo: AAP



Objectives

list the key steps in the hazard management process describe the meaning of the terms: hazard, threat, risk, incident,

likelihood, consequence, controls and ALARP be aware of key reference documents





What is Hazard Management?


(Source: Health and Safety Executive)

Hazard management is a method for systematically identifying, assessing and controlling hazards.

It involves a structured examination of what, in your work, could cause harm to people, the environment and assets, so that you can weigh up whether you have taken enough precautions or should do more to prevent harm.



Hazard Management Process


Define the scope, review interfaces Identify hazards Identify potential incidents resulting

from these hazards Assess the likelihood and

consequence of these incidents Use the Risk Assessment Matrix Develop prevention and mitigation

controls Check if residual risk is As Low As

Reasonably Practicable Communicate the results via the

Project HSE Plan Monitor the effectiveness of controls,

review process as required




Hazard Management Process Define the scope, review interfaces Identify hazards Identify potential incidents

resulting from these hazards Assess the likelihood and









Hazard Management Process Define the scope, review interfaces Identify hazards Identify potential incidents resulting















Project HSE Plan Monitor the effectiveness of

controls, review process as required



Hazard

physical chemical ergonomic radiation

Hazard is something that has the potential to cause harm (e.g. ill health or injury, damage to property, plant or the environment).

electrical environmental biological psychological

e.g

. mo

tion

of

veh

icle


There are eight types of hazards:



Threat

Threat is a condition or an activity which could cause the hazard to be uncontrollably released.


Slippery Road

Fatigue

Speeding

e.g

. mo

tion

of

veh

icle



Incident

Incident is an unwanted event as a result of the hazard being uncontrollably released.

VehicleCollision

Slippery Road

Fatigue

Speeding

e.g

. mo

tion

of

veh

icle




Consequence

Consequence is the outcome of an incident (expressed as a loss, injury, disadvantage or gain).


Death or Injury

FinancialCosts

Vehicle Damage

VehicleCollision

Slippery Road

Fatigue

Speeding

e.g

. mo

tion

of

veh

icle



Prevention Controls

Prevention Controls are the controls in place to prevent the incident from occurring.

Journey Management Process

Fitness to Drive

Planned Breaks

Stop and Rest

VehicleCollision

Slippery Road

Fatigue

Speeding

e.g

. mo

tion

of

veh

icle




Mitigation / Recovery Controls

Mitigation Controls are the controls in place to minimize the severity of potential consequences and/or to assist in regaining control.


Journey Management Process

Vehicle Specification - Airbags

First Aid Training

Wear a Seat BeltDeath or Injury

FinancialCosts

Vehicle Damage

VehicleCollision



Hierarchy of Control


Manage Behavior !

PPEPPE

EliminationElimination

SubstitutionSubstitution

EngineeringEngineering

AdministrationAdministration

Remove the hazard completely

Replace with something less hazardous

Establish a work procedure to control the hazards

Design to control the hazard

Wear / Use something to protect yourself from the hazard

Most Most EffectiveEffective

Least Least EffectiveEffective




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 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



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


Analyze and Evaluate Risks – Use of Risk Assessment Matrix

Remember to follow these steps:

1. define potential incident, e.g. walking down the stairs in this building, slips and falls down

2. define credible consequence for this incident e.g. potential fatality

3. identify likelihood of this consequence occurring e.g. rare



Treat Risks – As Low As Reasonably Practicable


Options for Controls

• • • • •

1 2 3 4 5 6

Veh

icle

Sta

nd

ard

s

Def

ensi

ve

Dri

ver

Tra

inin

g

Jou

rney

M

anag

emen

t P

roce

ss

Sp

ot

Ch

ecks

Sea

lR

oad

sVeh

icle

Mo

nit

ori

ng

S

yste

m •

Lev

el o

f R

isk

Eff

ort

an

d C

ost

“Reducing risks to 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.”




How can I demonstrate ALARP if challenged?

1. Have the minimum legal requirements been met?

2. Has good industry practice been met?

3. Has a cost / benefit analysis been done to determine if additional controls were justified?



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 must be regularly reviewed and kept up-to-date

Communicate! Communicate! Communicate!



Key Learning Points


Quick Refresher: 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?

Now that you have completed this topic, you should be able to: list the key steps in the hazard management process identify hazards and assess risks describe the meaning of the terms: hazard, threat, risk, incident,

likelihood, consequence, controls and ALARP name key reference documents





WorleyParsons HSE Risk Management Procedure (CHP-0030) Site Hazard Management Procedure (CHP-0028)



Topic 5 – Project HSE Plan





To ensure the job is done “RIGHT FIRST TIME”…

…everyone must clearly understand their role…everyone must clearly understand their responsibilities…everyone must clearly know the boundaries of their responsibility

No Grey Areas!





Why have a shopping list?



explain the Project HSE Plan and its use within overall project management

describe your roles and responsibilities relating to the Project HSE Plan name key elements of a Project HSE Plan


Objectives




WorleyParsons Project Management Process (WPMP)


WPMP is a risk based process for developing Project Execution Plans suited to the needs of each project

All new proposals / projects use the Risk Classification Form (CRF-0008) to determine project risk classification

Overall risk classification determines if Project Risk Management Plans are mandatory

A Project HSE Plan is mandatory for all projects where personnel are exposed to significant risks

Project Execution Plan

Risk Management

Plan

Project HSE Plan



Overview of HSE Plans - Requirements


What is the purpose of HSE Plans? To identify and address the range of health and safety requirements applicable to project and the range of requirements governing environmental matters on the project

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

Who owns HSE Plans? The responsibility for preparing HSE Plans will be on the Project Manager

How can I get one completed? In most cases the HSE Manager will lead the preparation of the HSE Plans on behalf of, and in conjunction with the Project Manager



Project HSE Plans – Project Manager Responsibilities


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 and contractors accountable for compliance with the Project HSE Plan

periodically reviewing and reporting on HSE performance actively promoting HSE excellence and the WorleyParsons HSE vision

The Project Manager has specific responsibility for:



Elements of Project HSE Plan


HSE Risk Management Plan (deliverable of HSE Risk Management Process)

description of project scope and activities; definition of primacy

strategic objectives and Key Performance Indicators

description of HSE Organization and where it fits in the Project Organization

register of key controls (Policies, Standards, Procedures etc.) of Client, WorleyParsons, and Contractors, and which are applicable

Project HSE Plans should include the following elements:

register of relevant HSE legislation

reference to Client and Contractor HSE Plans

structure and frequency of performance reporting

description of Crisis and Emergency Response arrangements

description of Training Plans

description of Assurance Plans

structure and frequency of HSE Meetings




Key Learning Points

Now that you have completed this topic, you should be able to: explain the Project HSE Plan and its use within overall project

management describe your roles and responsibilities relating to the Project HSE Plan name key elements of a Project HSE Plan

Quick Refresher:

what is the purpose of the Project HSE Plan?





WorleyParsons WPMP Intranet https://now.worleyparsons.com/home/wpmp Risk Classification Form (CRF-0008) Project HSE Plan Procedure Development of a Health and Safety Plan (Task Sheet CHP-9001) Development of an Environment Plan (Task Sheet CHP-9002) Health and Safety / Environment Plan Templates (CHF1035 / CHF1036) Lessons Learnt Database https://projects.worley.com.au/wks



Topic 6 – Behavioral Change






Photo: Photo: www.gatka.co.uk



Objectives

identify techniques for rewarding and reinforcing desirable behavior identify techniques for managing rule-breakers use the consequence management process to escalate action name key reference materials





Reward and Recognition

Should be used to promote desirable individual and/or team behavior


Photo: Team Canada 2002Photo: Team Canada 2002

Can be done effectively through a personal ‘thank you’ delivered in a public forum

May be done through monetary rewards

But be careful… No-one should benefit if safety

performance is poor Don’t drive reporting underground



Managing Rule BreakingRoutine

• Speed up the job• Avoid unnecessary

effort

• Necessary to get job done.

• Mismatch between rule & work situation.

• Thrill seeking• Avoiding effort• Showing off

Situational Opportunist Inadvertent

• Incompetent• Inexperienced• Doesn’t know

Reasons

Strategic change required

Your visible action

• Improve culture• Remove

unnecessary rules

• Improve workplace factors

• Improve planning

• Improve and changing beliefs and attitudes

• Improve awareness and knowledge

• Intervene• Provide feedback

and specific training

• Intervene• Correct

perception of WorleyParsons’ priorities

• Intervene• Apply

consequence management/ Move to disciplinary action

• Intervene• Develop

competence




Consequence Management

Consequence management involves:

1. Informal Feedback

2. Formal counselling (call in HR representative)

3. Escalation (call in HR representative)

4. Take disciplinary action or apply contractual remedies if related to non-WorleyParsons personnel


Enforcing the rules in a consistent and fair manner contributes to a strong HSE culture and demonstrates leadership.



Managing Violations on a Project


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

Everyone has the responsibility and authority to stop unsafe work!




Key Learning Points

Quick Refresher:

suggest two practical examples for recognizing positive behaviors on a Project

consequence Management involves four steps – what are they?

Now that you have completed this topic, you should be able to: identify techniques for rewarding and reinforcing desirable behavior identify techniques for managing rule-breakers use the consequence management process to escalate action name key reference materials




WorleyParsons Human Resources group Employee Performance Management Guideline HRP-0039 WorleyParsons Code of Conduct Project Management Training, Module 8 - Team Leadership and

Communications




Topic 7 – HSE Communication, Monitoring and Reporting






Photo: NASA



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 (KPIs) name key reference material


Objectives




Project Manager Responsibilities: HSE Communication Plan

Who are the target audiences? What does your target audience need to

know from you? What do you need to know from your target

audience? What are the motivational “hooks” and

“turn offs” of each audience? What is the best method of communication

to use for each audience? How will you measure if your message has

been understood by the target audience?


Project Project ManagersManagers


“Mumbling environment”

“Mumbling environment”

Communication Communication

Co

mm

un

icat

ion

Co

mm

un

icat

ion

Stakeholders?



Your teamYour teamYour teamYour team

CustomerCustomerContractorsContractorsSuppliersSuppliers

StakeholdersStakeholders

CustomerCustomerContractorsContractorsSuppliersSuppliers

StakeholdersStakeholders

Project Manager Responsibilities: HSE Communication Conducting HSE alignment discussions with the

customer and contractors (during Project planning) Ensuring site level inductions are delivered for all

WorleyParsons personnel, contractors and visitors Ensuring worksite briefings (toolbox talks, job start

meetings) are developed and delivered Ensuring employee involvement in worksite briefings Regularly discussing HSE issues with the customer

and contractors Regularly consulting with personnel and encouraging

open communication Preparing and presenting project reports Ensuring reports are prepared to communicate

findings of incident and near miss investigations




Co

mm

sC

om

ms



HSE Inductions

Inductions set expectations, explain the rules, and highlight hazards

WorleyParsons employees, and contractor employees, may be required to undergo general inductions and site inductions

Inductions may be run by WorleyParsons and by our clients

Deliver site level inductions for all WorleyParsons personnel and contractors, and visitors to the site

As a minimum, inductions should cover the hazards on the site and what to do if things go wrong

Maintain records of HSE Inductions


Photo: www.health-safety-signs.co.uk



Why Monitor and Report on HSE Performance?

identify trends and take appropriate action

measure our performance - if you can’t measure it ...you can’t improve it!

provide information against our indicators of success

help meet or exceed our customer expectations

We monitor and report on HSE to:




OmnisafeOmnisafeOmnisafeOmnisafe

Project Manager Responsibilities: HSE Monitoring and Reporting Omnisafe is a software application used

by WorleyParsons to maintain and keep data that describes our HSE performance

Data is used to identify and monitor trends and target specific areas for improvement


Project ManagersProject Managers- Notification & Incident Notification & Incident Investigation ReportsInvestigation Reports

- Hazards identifiedHazards identified

- Safety Auditing dataSafety Auditing data

- Non-Recordable incidentsNon-Recordable incidents

- Non-Occupational incidentsNon-Occupational incidents

- New or closed out ProjectsNew or closed out Projects

Project ManagersProject Managers- Notification & Incident Notification & Incident Investigation ReportsInvestigation Reports

- Hazards identifiedHazards identified

- Safety Auditing dataSafety Auditing data

- Non-Recordable incidentsNon-Recordable incidents

- Non-Occupational incidentsNon-Occupational incidents

- New or closed out ProjectsNew or closed out Projects

All PersonnelAll Personnel- Enter data directly (incidents, Safety Enter data directly (incidents, Safety Auditing data, hazards identified) orAuditing data, hazards identified) or

-Pass information onto your line Pass information onto your line managermanager

All PersonnelAll Personnel- Enter data directly (incidents, Safety Enter data directly (incidents, Safety Auditing data, hazards identified) orAuditing data, hazards identified) or

-Pass information onto your line Pass information onto your line managermanager




AA BB CC DDInputs Output

AA BB CC DDInputs Output

+ + +

+ + +

Reactive (Lagging) KPIsmeasures things that have gone wrong (e.g. number of LTIs, number of spills)

Proactive (Leading) KPIs measures effectiveness of controls, to spot problems before things go wrong(e.g. equipment inspection/calibration status v inspection and test plan; competence level of key personnel)

Key Performance Indicators (KPIs)



Key Learning Points

Quick refresher:

► what is the main purpose of an HSE induction?► list two leading indicators

Now that you have completed this topic, you should be able to: 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 (KPIs) name key reference material





For additional information on developing Key Performance Indicators for your Project, contact your HSE Advisor or your Location HSE Manager




Topic 8 – HSE Management of Contractors






Total Injuries Calendar Year 2007

Injuries to all personnel,

124Injuries to

contractors,112

90 %



Objectives

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





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

Review of Contract Management for HSE





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



Per projectPer project

Contract Management Process

Tender & Award

Mobilization&

Set Up Execute

De-Mobilization&

Close out

Focus on planning Focus on control

Cost of mitigating risk

Plan & Scope


HSE Management Planning

Likelihood of HSE risks



Project HSE PlanProject HSE Plan

Contractor HSE Plan

Contractor HSE Plan

Contractor risks feed in to overall Project risks

Project HSE Plan

Project HSE Risk

Management Plan

Project HSE Risk

Management Plan

Project HSE Risk

Management Plan

• Client Requirements• Project Scope etc

• Client Requirements• Project Scope etc

Primary tool for HSE Management within a Project




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

Project Managers HSE Roles across the Contract Management Process

1. Plan & Scope Prepare a preliminary project HSE

Management Plan Pre-qualify potential contractors




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

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


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



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

5. De-Mobilization & Close out Continue ensuring HSE leadership, communication and pro-

active management of risks and hazards are occurring; Review the project Pass lessons learnt back to the organisation Body of

Knowledge

− ensuring that unplanned risks and hazards are unlikely to arise in the future




Key Learning Points

Quick refresher:

► 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

Now that you have completed 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





HSE Contractor Selection and Management Procedure (CHP-0065)




Topic 9 – Incident Management





1majorinjury

29minor injuries

300near misses and unsafe acts

H. W Heinrich’s Safety Triangle (1931)

Reporting near misses and unsafe acts is the key to effective HSE performance.

Photo: New York Public Library




Objectives

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





What is an Incident?Any event that results in a fatality, injury, illness to any persons, damage to or loss of property, equipment, material or the environment.

These differ only in that, due to good luck, outcome was different.

Incident(Actual Consequence)

Hazard

?

Incident(Near Miss)




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

If you see a near miss or potential incident, don’t ignore itReport it!

Near Misses provide the benefit of hindsight without the consequences

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




HSE Incident & Near Miss Reporting & Investigation Procedure

Applies to all WorleyParsons operated sites and all contractor operations and joint ventures where there is a contractual requirement to report incidents to WorleyParsons


Incidents and near misses are assigned to categories based on the contractual relationship and influence WorleyParsons has regarding the individuals involved

Internal notification of incidents in line with the ‘Incident Notification Matrix’

Every incident or near miss shall be investigated following the guidance within Appendix 1 of the Procedure



What are Your Responsibilities - for 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”

Request hard copies of the HSE Notification and Incident Investigation Report Form (CHF-1002), 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

If you do not have access to Omnisafe:




Key Learning Points

Now that you have completed this topic, you should be able to: 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

Quick refresher:

► what is the definition of an incident?► name two responsibilities of a Project Manager in managing incidents





WorleyParsons Procedures - HSE Incident Reporting and Investigation Procedure (CHP-0051) and HSE Reporting Procedure (Omnisafe) (CHP-0119)

WorleyParsons global HSE intranet site https://hse.worleyparsons.com Quick Reference Guides within the Omnisafe system – go to https://

now.worleyparsons.com and click on the Omnisafe icon




Topic 10 – Emergency Management






Photos: Ocean Ranger Photos: Ocean Ranger

Number of people killed in initial incident = 0

Total number of people killed = 84



Objectives

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





Emergency Management in WorleyParsons


POLICIESPOLICIESSTANDARDSSTANDARDS

PROCEDURESPROCEDURES

POLICIESPOLICIESSTANDARDSSTANDARDS

PROCEDURESPROCEDURES

RISK MANAGEMENTRISK MANAGEMENT- Project Risk Assessments Project Risk Assessments (WPMP)(WPMP)- International Travel Risk International Travel Risk AssessmentsAssessments

STARDARD SECURITY PRACTICESSTARDARD SECURITY PRACTICES

RISK MANAGEMENTRISK MANAGEMENT- Project Risk Assessments Project Risk Assessments (WPMP)(WPMP)- International Travel Risk International Travel Risk AssessmentsAssessments

STARDARD SECURITY PRACTICESSTARDARD SECURITY PRACTICES

DOCUMENTED PLANSDOCUMENTED PLANS- Integrated framework of Response Integrated framework of Response & Recovery Plans& Recovery Plans

TRAINED TEAMSTRAINED TEAMS-24/7 Hotline Teams24/7 Hotline Teams-Competent R&R teams at Location, Competent R&R teams at Location, Region and Corporate levelsRegion and Corporate levels

DOCUMENTED PLANSDOCUMENTED PLANS- Integrated framework of Response Integrated framework of Response & Recovery Plans& Recovery Plans

TRAINED TEAMSTRAINED TEAMS-24/7 Hotline Teams24/7 Hotline Teams-Competent R&R teams at Location, Competent R&R teams at Location, Region and Corporate levelsRegion and Corporate levels

R3 FRAMEWORKR3 FRAMEWORK

EVERYDAY EVERYDAY PREVENTIONPREVENTION

LIVE INCIDENT LIVE INCIDENT MANAGEMENTMANAGEMENT

READYREADYREADYREADY RESPONSE & RESPONSE & RECOVERYRECOVERY

RESPONSE & RESPONSE & RECOVERYRECOVERY



Ready Response and Recovery System (R3)

Coordinated, hierarchical framework of plans - including Location level plans for Sites and Offices

Know how your Project Emergency Plan interfaces with the Location R3 Plan

During a crisis, the Location R3 Team provides advice and instruction to staff

R3 has specialist capability in Communications (media), Human Resources, Safety & Security, and Information & Communication Technology Support Teams

During a crisis, decisions of the Crisis Management Organisation take precedence over normal operating Procedures


??

Global R3 PlanGlobal R3 PlanGlobal R3 PlanGlobal R3 Plan

Regional R3 PlanRegional R3 PlanRegional R3 PlanRegional R3 Plan

Location R3 PlanLocation R3 PlanLocation R3 PlanLocation R3 Plan

Project R3 PlanProject R3 PlanProject R3 PlanProject R3 Plan



Objectives of an Emergency Plan

Prevent injury escalation Reduce property loss and

damage Reduce production delays

The workforce needs to have confidence that management cares and has sound plans in place!

Maintain good public relations and Minimize the impact on the

environment




Suggested steps in an interactive process of emergency planning


Communicate and ConsultCommunicate and ConsultCommunicate and ConsultCommunicate and Consult

Monitor and ReviewMonitor and ReviewMonitor and ReviewMonitor and Review

Identify and establish the Planning CommitteeIdentify and establish the Planning CommitteeIdentify and establish the Planning CommitteeIdentify and establish the Planning Committee

Conduct emergency risk management studyConduct emergency risk management studyConduct emergency risk management studyConduct emergency risk management study

Identify responsibilitiesIdentify responsibilitiesIdentify responsibilitiesIdentify responsibilities

Identify resources and services neededIdentify resources and services neededIdentify resources and services neededIdentify resources and services needed

Develop arrangements and systemsDevelop arrangements and systemsDevelop arrangements and systemsDevelop arrangements and systems

Document the PlanDocument the PlanDocument the PlanDocument the Plan



Responsibilities – Emergency Management




Key Learning Points

Now that you have completed this topic, you should be able to: 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

Quick refresher:

list two responsibilities of a Project Manager relating to emergency response





To obtain advice and assistance on relevant R3 plans for your site contact the R3 Support Group https://crisis.worley.com.au/default.aspx

References HSE Emergency Plan Development Procedure (CHP-0066) HSE Emergency Response Procedure (CHP-0046) R3 information – go to https://crisis.worley.com.au/default.aspx




Topic 11 – HSE in Design





Image: SEMCOSHImage: SEMCOSH




describe the Safe and Sustainable Engineering solutions for the Asset Lifecycle (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

Objectives





SEAL Introduction

OneWay

WPMP

EMS

etc

WorleyParsons

WorleyParsons and Customer Culture

Safety & Environmental Leaders

Legislation & Regulatory

Commitments

Codes and Standards

Compliance

Certification

Basis of Design

Discipline Design Reviews

Risk Assessments

Informed Decision Making

SID Tools

Discipline Context Statement

Communicate & Consult

Technical Integrity

Safety in Design

Sustainable Design+ +

Consideration of Social,

Environmental and Economic issues in

Design and Planning

HSE MS

O&M

Reliability

etc

Customer Systems

Training and Awareness

SEAL

OneWay

WPMP

EMS

etc

WorleyParsons

OneWay

WPMP

EMS

etc

WorleyParsons

WorleyParsons and Customer Culture

Safety & Environmental Leaders

Legislation & Regulatory

Commitments

Codes and Standards

Compliance

Certification

Basis of Design

Discipline Design Reviews

Risk Assessments

Informed Decision Making

SID Tools

Discipline Context Statement

Communicate & Consult

Technical Integrity

Safety in Design

Sustainable Design+ +

Consideration of Social,

Environmental and Economic issues in

Design and Planning

HSE MS

O&M

Reliability

etc

Customer Systems

Training and Awareness

SEAL




SEAL Summary - The Project Manager’s Role Be a SEAL ambassador to our customers. Know and sell the benefits Recognize opportunities to involve our EcoNomicsTM group and promote their capabilities In conjunction with Engineering, agree SEAL requirements with the 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 documented in the project Engineering (SEAL) Plan

Recognize the project SEAL Leaders (Safety, Risk and Environmental Leads) as key members of the project team

Implement the agreed SEAL process (alignment session, risk assessment, applicable studies, reviews)

Ensure that Discipline Context Statements (DCS) are produced and used Verify that the SEAL process has been followed and SEAL goals achieved 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.




Key Learning Points

Quick refresher:

► list two of the specific SEAL process responsibilities of Project Managers

Now that you have completed this topic, you should be able to: describe Safe and Sustainable Engineering solutions for the Asset

Lifecycle (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




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




Wrap Up





Objectives

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


Wrap Up



Course ObjectivesThis course aims to provide you with an awareness and understanding of WorleyParsons’ HSE expectations for Project Managers. Specifically, this

includes YOUR: role in helping to build a strong CULTURE of HEALTH, SAFETY AND

ENVIRONMENTAL PERFORMANCE throughout WorleyParsons and within Customer and Contractor organizations

HSE ROLES & RESPONSIBILITIES, particularly in relation to the following key HSE processes – implementing and managing effective HSE Plans managing hazards monitoring and reporting HSE performance HSE management of contractors incident management emergency management

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

Wrap Up



Course Feedback Form

Complete the Course Feedback Form and hand in to your facilitator

Wrap Up



“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)

We need to walk the talk!

canada wpmp hse module 5 slides

Documents