Developing HSE Excellence

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DEVELOPING HSE EXCELLENCE

Developing HSE Excellence within Dodsal

Dodsal Engg. and Construction Pte. Ltd. 1


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INDEX

EMIRATES SAFETY GROUP

DODSAL ENGINEERING, PROCUREMENT AND CONSTRUCTION - A BRIEF SCOPE

TAKING AN INTEGRATED APPROACH

OUR ROAD TOWARDS HSE EXCELLENCE

A STRUCTURED APPROACH TO HSE MANAGEMENT

Policy, Goals and Strategy

Processes and Procedures Resources and Organisation

Implement, Monitor and Control Demonstrate Compliance

Management Review

LAGGING INDICATORS

IMPACT OF GLOBAL RECESSION



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HSEQ MANAGEMENT SYSTEM (HSEQ MS)

Headquartered in Dubai, the engineering, procurement and construction business has

DODSAL ENGINEERING, PROCUREMENT AND CONSTRUCTION

years.

Power Generation

Oil & GasMetallurgical Plants

Buildings

Desalination PlantsRoads & Highways


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Health, Safety, Environment, Security and Quality (HSE, Security and Quality)Dodsal have adopted an integrated approach to systems management and are developing an HSES and Quality

,

Management System to cover all aspects of our business processes and satisfy various standards.

QualityThis is an inherent part of our culture and our processes. Our Quality Management System is certified to ISO 9001:2008for provision of Engineering, Project Management, Procurement, Construction Management, Pre-CommissioningServices of Pipelines, Plants and Associated facilities for the Oil, Gas, Petrochemical, Water, Electricity Industries andBuildings, including Infrastructure Facilities and associated Civil, Mechanical, Piping, Electrical and InstrumentationInstallations.

,Dodsal maintains Health, Safety and Environment [HSE] arrangements of the highest standards. Our occupationalHealth, Safety and Environmental management systems are certified to OHSAS 18001:2007 and ISO 14001:2004 .Over the years we have achieved Lost Time Injury [LTI] frequency rates that are consistently well below theinternationally recognized averages.

SecuritySecurity, not only of people, equipment and premises but of our operations in general, is another essential aspect ofour business. At Dodsal we have revised both our IMS Philosophy (to identify security related risks) and our MSProgramme to (describe management of Security arrangements, as per ASIS - General Security Risk Assessment;


Guidelines).


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Safety ExcellenceZero Harm

BSC 5 Star AwardHydrocarbon, Exploration

Businessexcellence

Certified toOHSAS 18001:2007

2008

Nov. 2008

First EPC project Kalba Pipeline

for SEWA.

2007

Certified to

First Issue ofHSEQ MS Programme

2007

Dodsal HQ movedfrom India to Dubai

1991

OHSAS 18001:19992005

First Issue ofMiddle East

First significant project inMiddle East

1969

Trading Co.

1996Operations set up1967

HSE Oath1991


1948


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HSE ORGANISATION

Chairman and PresidentDodsal Group

Board of Directors

Management Appointeefor HSE

Dodsal E&C

Heads of Operations

Head of HSEQ(Management Rep.)

Corporate HSE ManagersHSEQ CoordinatorCorporate HSE

Dodsal Projects

Operations / SupportManagers

All other PersonnelLegend: Direct

Functional

Project HSE Manager

HSE Team



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A STRUCTURED APPROACH TO SYSTEMS MANAGEMENT

1. POLICY, GOALS AND STRATEGY

2. PROCESSES AND PROCEDURES

3. RESOURCES AND ORGANISATION IMPROVE

PLAN DO

4. IMPLEMENT, MONITOR AND CONTROL

5. DEMONSTRATE COMPLIANCE REDEFINE

CHECK

ACT

6. MANAGEMENT REVIEW


Based upon model used in HS (G) 65


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HSEQ Policy:

POLICY, GOALS AND STRATEGY

gne y a rman an res en o o sa . a s es a aspec s o a ree s an ar s.

All employees are introduced to HSEQ Policy.

Overall HSEQ Goal:Manage HSE, Security and Quality risks/vulnerabilities to a level that is as low as we can reasonably achieveand so deliver projects safely and effectively.

Primary HSEQ Objectives (derived and set from overall HSEQ Goal): Fully comply with all legal and other (contractual, standards, specifications, process/procedures wtc.)

requ remen s Minimise the exposure of our assets (people and property) and the environment to operational

hazards/threats Eliminate Lost Time Injuries. Maintain cost and schedule requirements

Eliminate customer complaints

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



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Corporate HSE and Quality Targets for the Year 2010

POLICY, GOALS AND STRATEGY (Continued..)

The following Corporate HSE and Quality Targets are set for all projects:

HSE related

Zero Fatalities and Lost Time In uries100% HSE Inductions for all personnelA Minimum of 0.85% of Man-hours spent on HSE TrainingDaily PTST (Pre Task Safety Talk) for 100% of direct site man power.

Weekly completion of Management HSE WalkaboutsMonthly completion of HSE Committee meetingUpon arrival to project, complete medical screening (Blood Pressure and Diabetes) of all personnel.Maintain audit schedules with follow up and close out of all audit findings within one monthLess than 135 kW (power consumption) per 1000 man hours

Quality related 100% Quality Inductions for all key personnelMinimum 85% completion of training schedulesMaintain less than 1% (Pipeline) and less than 2% (Plant) rejections after RFI.Maintain less than 2% reworks


.Maintain audit schedules with follow up / and close out of all audit findings within two months.


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Project Specific Targets/Key Performance Indicators (KPIs):

POLICY, GOALS AND STRATEGY (Continued..)

All projects shall identify project specific HSE and Quality Targets and KPIs to monitor the activitiesaccordingly

HSEQ Strate :Commitment, support and involvement of all personnel, including top management.Effective planning of key activities and interfaces.Provision of appropriate resources and continues employee training / development.

Clear identification of responsibility and accountability of all personnels a s e per ormance measures.

Compliance with HSEQ MS Programme.Adoption of industry best practices



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Management Processes:

PROCESSES AND PROCEDURES

The activities associated with the development and implementation of policy, strategy, performancereview and continual improvement.

ore rocesses:

The activities employed directly to convert HSE and Quality requirements of international standards into

project results.

Support Processes:

The support activities employed by Dodsal, which support the consistent operation of the core

processes.



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Document Hierarchy:

PROCESSES AND PROCEDURES



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Key Roles and Responsibilities: Board of Directors and Senior Management be responsible for the provision of resourcesthat support and develop the organization such that the HSEQ policy can be put into effect. Line management must understand and

accept they are ultimately responsible for HSE and the HSE management system.

RESOURCES AND ORGANISATION

Resource Planning: what, when, from where and how we recruit and allocate, competent personnel. verify validity of inputs; evaluate stability, capability and performance of suppliers

account for constraints on resources; availability, cultural considerations, international agreements, labouragreemen s, governmen regu a ons an un ng

Resource Control; work the plan! regular data collection and reviews, to check against objectives, we can identify, analyze, actupon and record any deviations.

er ersonne re a e processes: Organizational Structures: at corporate and project levels to encourage effective and efficient communication and cooperation

between all participants Allocation of Personnel; define levels of competence, esp. key personnel, consider personal attributes, allow sufficient time for

recruitment, project manager involved, identify and communicate roles and responsibilities at all levels and functions including.

Team Development: leadership commitment, requires all to be competent, motivated, involved and willing to cooperate andparticipate in overall team building.

All aspects above should be documented in the Project Execution Plan.



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Implementation of work: as per planned arrangements through Standard Project HSE Plan

IMPLEMENT, MONITOR AND CONTROL

process based e.g. interdependencies, scope, time, cost, communication, risk and purchasing.

Monitoring: Active Monitoring (planned) and Reactive Monitoring (unplanned)

ct ve mon tor ng measures comp ance w t co es, stan ar s an spec cat ons, anplans arrangements, schedule and objectives

Reactive monitoring assesses reports of incidents/accidents ill health, hazards, un safeactions/conditions and non-conformances.

Continual Improvement: Improvement to Resources/Organisation and Processes/Proceduresby the corrective actions and the preventive measures identified.



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IMPLEMENT, MONITOR AND CONTROL (continued)

Site Safety Performance Assessment Safe and At Risk.

Performance



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IMPLEMENT, MONITOR AND CONTROL (continued)



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Demonstration of compliance requires measurement of:

Suitabilit of arran ements and controls in deliverin com liance with re uirements Extent of s stem re uirements

DEMONSTRATE COMPLIANCE

Consistent application of those arrangements and controls by Dodsal personnel (Effectiveness of implementation)

Means to demonstrate compliance include;

Site HSE Surveillance, Inspections and Audits: the systematic inspection of the premises, plant and equipment to ensurecontinued effective operation of controls

Compliance Audits: Dodsal have a procedure for internal audits, with a pool of trained internal auditors and they are

independent of the section being audited. Deficiencies are identified in the audit report and all corrective actions are listed in a. , ,

verified in follow up audits.

External and Supplier Audits: External audits are carried out by Client (Second Party) or Third Party (including regulatoryauthorities) on Dodsal HSE and Quality arrangements. Supplier/Subcontractor Audits are also carried by Dodsal HSE and Qualityde artments in accordance with a roved Audit Schedules.

HSEQ Performance Assessment: measure the suitability and adequacy of HSEQ arrangements, particularly the HSE andQuality critical processes/controls.

Business Improvement Plan: from various sources inc. HSEQ Performance Assessment, Lessons Learned, change to legal and


other requirements, etc., demonstrate improvement, continual or otherwise.


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on nue

HSEQ PERFORMANCE ASSESSMENT 2006/2009

4.00

4.50

5.00

Element

1 - Manageme nt, Leadership, Commitment &

Accountability

2 - Risk Asses sme nt & Manageme nt

2.50

3.00

3.50

vel

3 - Design/Engineering

4 - Project Managment and Construction

Operations

5 - Employee Competency & Involveme nt

6 - Occupational Health

1.50

2.00Le 7 - Third Party Management

8 - Impact upon the Community & Eme rgency Plan

9 - Incident Investigation & Analysis

10 - Measurement, Audit & Review

0.00

0.50

.

1 2 3 4 5 6 7 8 9 10

Desired 2010ACTUAL 2009


Element

ACTUAL 2007ACTUAL 2006


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Opportunity for improvement can be identified from following sources (inputs)

HSEQ Performance Assessments

DEMONSTRATE COMPLIANCE (Continued)

anagemen rev ew mee ngs Supervisory meetings Customer feed back Ongoing monitoring of Performance Indicators (KPIs) Pro ect conformance and Product conformit Results of audits and assessments Addition/revision to Client/PMC policy, legal and other requirements, procedures etc. Head office specific issues

New initiatives

With these sources and our Business Process Improvement Plan, opportunities for improvements can beprioritized (cost, schedule, HSE and Quality) and measured against progress to define earned value, whichover time, can demonstrate



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DEMONSTRATION CONTINUAL IMPROVEMENT

Business Process Improvement Plan 2006 -2009

80.00

90.00

100.00

*= Sum(Earned Values)/Sum(Weighted Priorities)

40.00

50.00

60.00

.

EarnedValu

P1

P2

P3

Work load increased due

to Project Less ons Learnt

exercise (Number ofactivities incresed)

0.00

10.00

20.00

30.00

- *

P1 10.00 10.19 8.87 16.29 23.55 29.52 30.43 30.43

P2 13.51 14.82 14.41 21.40 31.82 44.93 52.69 55.21

P3 10 20 12.037037 16.11 16.11 12.56 64.30 55.00

-

2006

-

2006

-

2007

-

2007

-

2008

-

2008

-

2009

-

2009



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Reports Review: All HSE related reports such as HSE audits/inspections, incidentinvestigations, non conformance etc. are reviewed by HSE Manager in liaison with the Project

MANAGEMENT REVIEW

.

HSE forums: are held at regular intervals (minimum monthly) and attended by the Project HSEManager, Construction Manager (s), Representatives of Supervisors, workers, medical personnel etc.as required, and chaired by the Project Manager. Project control assessments, unsafe acts/conditionsincidents/accidents statistics/analysis reports etc. are used for review.

HSEQ Management System Review: annual event attended by Senior corporate

management, HSE and Quality Mangers and are reported via HSEQ Review Reports

Feedback and Improvement: apart from the various avenues of feedback from the managementsystem, all personnel are encouraged to identify and propose areas of improvement. Proposals fornew, or amendments to, existing procedure is described in DOD-OP-IMS-001, Preparation and Issueof Procedures.



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LAGGING INDICATORS

The Reality; even with diligence to extensive Safety Management arrangements accidents do occur.

Lost Time Injury Frequency Rate (LTIFR)

Industry ComparisonPer 1 Million Manhours worked

1.2

1.4

Dodsal

OGP Constructors

Total Recordable Injury Rate (TRIR)

Industry ComparisonPer 1 Million Manhours Worked

4

4.5

Dodsal

OGP Constructors

0.6

0.8

1

1.5

2

2.5

3

3.5

-0.2

0

0.2

.

2004 2005 2006 2007 20080

0.5

1

2004 2005 2006 2007 2008

Other considerations: not in OHSAS as such but also to be dealt with are Road Traffic Accidents, Fire/PropertyDamage and damage to workplace environment.



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Aspects/Impacts include:

IMPACT OF GLOBAL RECESSION

e uct on o un ng an cost cutt ng exerc ses use of sub standard (cheaper) materials/equipment loss of most experienced (costly) HSE personnel and less effective implementation of HSE

Potential impact being:

increased likelihood of accidents



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Safety Leadership Initiatives: FM22-100: US Army leadership framework; establishes what a leader must be, know and do.

THE ROAD AHEAD

. . Personal Safety Plans : demonstrate commitment; walk the walk, talk the talk

Contractor HSE Capability: the sharing and cascading of HSE standards and expectations to help assess HSE performance. them on us as well as an us and on them to raise the overall benchmark.

Competence Assurance, Training and Communication: Competence/Training matrix, MASK (levels of competency viz. master, skilled, knowledge and awareness) All other means of communication including , leadership/direction from management/supervision,

HSE committee meetings, workshops and training, risk assessments and pre-start safety meetings, hazard awareness,, , , .

Continuing our integrated approach: ISO 10006 Quality Management System Guidelines for quality management in projects systematic approach for

creation and maintenance of process and product quality ensuring that the stated and implied needs of the customercontract

are met.



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HSE ExcellenceZero Harm

Businessexcellence

Measure Quality (Business)Performance and

November 2010

Implement Quality (Business)Performance procedure

September 2010

September 2010

Roll out Competence Assuranceprocess/procedure

BSC 5 Star Awardfor 3 projects

July 2010

Business ProcessesRe-Engineering

June 2010

new business sectorJuly 2010

Review Operationsagainst ISO 10006

BS 31100May 2010

Review Security

Fully Implement SafetyLeadership and

arrangementsagainst ISO/PAS 22399

May 2010

Capability programmesJune 2010

Roll out HSE Surveillanceand Inspection procedure


G10G11

G12


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Slide 25

G10 Quality Managment Systems - guidelines for quality management in projects.Across phases of project life cycleProject Management principles; Managment Resp., Resource Mgt., Product Realisation andMeasurement, Analysis and Improvement.

Product Related processes; Strategic, Resource and Personnel related, Interdependancy, Scope, Time Cost, Communication, Risk,Purchasing, Improvement, Measurment and Continual Improvment.GCrighton, 5/10/2010

G11 Risk Managment; Code of Practice.o achieve objectives

GCrighton, 5/10/2010

G12 Societal Security - Guideline for incident preparedness and operational continuity management.GCrighton, 5/10/2010

Developing HSE Excellence

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