ExxonMobil North Caspian BBS Project

Behavioral Based Safety Workshop prior to project start up facilitated by John Loftus and Grigory Pavlov

of Intertek Consulting and Training

Background – prior to the commencement of this project with ExxonMobil seeks to have all personnel

involved participate in an interactive Behavioral Based Safety Workshop and in so doing refresh and / or

develop their skills and knowledge around the essential elements of…

Achieving and sustaining a “belief based No Body Get’s Hurt” Culture of Safety

Giving and receiving FEEDBACK

Holding effective safety conversations and using the observation “COACH “card system

Leadership effectiveness

Effective use of hazard control tools such as JSA’s, Stopping the Job, Step Back 5 x5’s etc ( group

and individual approach to hazard id and control)

Extensive use of practice sessions giving participants a feel for what constitutes successful use of

the safety tools and techniques

Following workshop completion ExxonMobil seeks to have Intertek C & T engaged on the rig for the

purposes of observing behaviors at all levels and coaching to close any gaps between today’s reality and

what is required in achieving the Vision of “No Body Get’s Hurt”

Number of the project participants was about 150 persons.

My roles throughout the project were as a training session’s facilitator, BBS\HSE consultant and coach

both onshore and onboard.

GPN HSE MS Project

I. Scope of work

Contractor shall develop a training program comprised of six HSE training modules

covering HSE Management System structure and implementation process in line with

recommendations and content provided herewith. The modules shall present best

international HSE practices, links to GPN HSE standards and policies, to Iraqi HSE

regulations and to the other Badra project HSE documents that are advised in this SoW.

The primary goal of the training is to raise the competency level of personnel in HSE

MS elements to awareness/knowledge level and ultimately motivate them to perform

work in a manner consistent with the requirements of HSE MS.

The first module - HSE MS Basics serves as an introduction and should address the

majority of company employees. For senior management / HSE critical positions, who

passed the HSE MS Basics, the following step will be the five training modules covering

HSE MS elements in more detail:

Leadership & Commitment

Hazards and Effects Management Process (HEMP)

Incident Investigation

Performance Monitoring

HSE Auditing

II. Training modules description

1. HSE MS Basics / Workshop.

Purpose: Introduce the Company HSE Commitment & Policy, describe HSE

Management System and the principles upon which it is based, and provide awareness

of individual responsibility and accountability for HSE management.

Attendees: Mandatory for all company department heads, managers and experts.

Contents:

Summary of the following 5 HSE MS Modules.

2. Leadership & Commitment Module

Introduction

Historical

Purpose is to show history of safety matters development and modern world

tendencies in HSE field, including changes in Russian companies (HSE Policies

etc). Examples of modern HSE disasters shall be reminded: e.g. Chernobyl,

Fukusima, Piper Alpha, Mexican Gulf platform, Bhopal, Sayano-Shushenskaya

Power Station etc.

Mental/ cultural aspect

Obvious fact – low interest to safety in countries where human life is not highly

valued: Africa, India, China, Russia. Compare to different approach to safety in

EU/UK/USA.

Less obvious – safety level in the country does not directly correspond to level of

income in the country, e.g. Russia – different mentality. Examples of cultural

roots of Russian attitude to safety that is different from European –

Purpose is to show that other cultures treat personal safety and security

differently and the modern oil and gas world is coming to European way.

Actual HSE statistics

Show some tips of HSE stats of leading oil&gas operators (available at web sites

of OGP, IADC, UK HSE), indicate where contractors’ stats are included. Show

distribution of incidents by industry (oil and gas, construction etc), by type (show

the number of work related road traffic accidents). If data is available compare

with Russian HSE stats. Compare with deaths at war/ conflicts (e.g. some data is

available at http://edition.cnn.com/SPECIALS/war.casualties/)

Purpose to pay attention to number of people still killed at work.

Cost of Incident

Interactive exercise demonstrating consequences of incidents for international

company. The following shall be defined in result of the exercise:

Physical pain of injured person; bereavement of relatives (particularly in fatality cases); problems of disabled person; problems of family/ dependents in case of loss of provider etc…

Expenses related to loss of working time;

Expenses of finding/ training of new/ additional personnel;

Compensations to injured party/ family;

Higher salary expectations for the job in hazardous conditions;

Expenses for working time spent for incident investigation and reporting;

Increase of social insurance cost;

Troubles with authorities;

Loss of reputation – headquarter, shareholders, authorities – as consequence – difficulties in approvals;

Drop of company share cost. Second task of the exercise – suggest to the attendees to rank the

consequences by their effect to business – no correct answer known, different by

companies, countries, projects.

General causes of the incidents

Example – breach of certain safety standards/procedures is reported on Russian

TV as the cause of 100% of the accidents (major fires, crash of buildings, recent

ships accidents etc…) – certainly correct, but pointing to the breaches does not

help too much to prevent re-occurrence. Conclusion – breach of the rules is not

the cause but the consequence, cause is always in the system.

Question to Attendees– to challenge attendees to make an example of an

incident which was not caused by people (equipment failure – designed by

people; road traffic accident – vehicles driven by people; earthquake crashed the

building – constructed by people; etc). Conclusion – 99% of incidents caused by

people, others by Action of God, so 99% of incidents are manageable/

preventable.

Purpose of the Example and Exercise is to prove that all the incidents can be

avoided if certain efforts applied and all the efforts shall be made to improve HSE

Management System, to develop working environment, which will encourage

compliance with safety requirements, instead of blaming people for violation of

them.

HSE Leadership as Practical Steps

Next parts of the module shall advise Leaders on the features of modern HSE

MS recognized in the world as the best practices and their role in the

development of such MS by each of the following 8 elements.

Target is to let attendees share the international experience from the other

projects and to let Leaders come themselves (as much as possible) to decisions

on the practical steps they shall make.

2.1 Leadership and Commitments

Interactive exercise – attendees to be asked to show the examples of

Leadership and Commitments Indications in a company/ project, using their

previous experience and other knowledge. Some Indications would be in

place with GPNB, most of them not. In result at least the following HSE

Leadership processes/ indications to be identified:

Management HSE visits to work sites or at least safety issues are always paid attention while operational visits;

Wearing PPE while visiting working site – set an example;

Seatbelts while driving, by passengers, relatives, friends etc;

Priority to the safe work against good progress;

Meetings, presentations start from “safety share’, “safety moment” or just evacuation procedure;

Operational, daily, progress, other meetings start from HSE part;

Intervene practice;

2.2 Policy and objectives

MoO and GPN HSE Policies are applied at the project – to show both, just to

remind. Setting up Project HSE Objectives – currently is not in place in

GPNB.

Short term (1 year or so) targets = KPI, e.g. “No Fatalities” or “LTIFR < 1.5” or

certain level of recorded HSE compliance – currently is not in place in GPNB.

Annual project performance assessment includes HSE KPI, project bonus

and following personnel bonus shall depend on HSE KPI – currently is not in

place in GPN.

Leader’s role is to act in line with HSE Policyanyway, to make the decisions

effected safety in such a way that KPI exists and affects company bonus – to

be passed to attendees.

2.3 Organization and Resources

Project Documentation – to mention shortly just to remind:

Application of GPN standards as much as practicable;

Mandatory to be applied – Article 41 of Petroleum Development Service

Contract (PDSC); Iraqi environmental regulations (5 instructions); best

international practice (standards of OGP, IADC, OSHA, NFPA etc).

Difference/ problems with Russian regulations to be highlighted. Russian

regulation:

Does not applicable abroad, butour personnel got used to be guided by governmental regulations only. Company standards are required, GPN standards are partly applicable abroad, GPNB does not have its own ones yet. Leader’s role is to use international practices in reality, not only “in words”.

According to Russian HSE regulation all companies are equal–only Employer-Employee relations are regulated in safety, only use of environmental resources and impact to the environment are regulated. Purpose is to let attendees understand that role of Operator is different than

in Russia – only GPNB has obligations stated by PDSC.

Russian HSE regulations are too detailed and prescriptive, very often closely related to certain standard equipment, e.g. RTN oli&gas rules. Cannot be applied for any equipment/ technologies, so compensated by optionality in meeting the requirements. Another example is Russian HSE training requirements – types of inductions/ trainings required – suggestion interactive exercise, in result the following inductions to be discovered: вводный, первичный, повторный, целевой, внеплановый + обучение по ОТ. In reality employees either just put signatures in the log or look through (themselves) the folder of some HSE instructions and then put signature in the log, i.e. the process is delegating responsibility to the employee. Point is: HSE Leadership does not assume assigning responsibilities to someone but means achievement of good performance. HSE Roles and Responsibilities.Questions to discuss:

Who many HSE people would company need if only HSE People were responsible for HSE processes – equal to number of workforce.

Who has the power of running contractors, company own working teams – operations managers, supervisors, contracts’ curators.

Who is responsible for employee injury, oil spill, blow out, equipment accidents – operations managers, direct supervisors, employers (as per both Russian and international regulations). Conclusion to come to – role of HSE staff is advising and compliance control. To be discussed: Usual statement of operations managers – I have some work to do, let HSE people do HSE job. The right way – arranging the job in a safe manner is part of the job of each operations manager from working team leader up to CEO. Question to the attendees – what the percentage of working time they spend for HSE related business daily? Ref: Since 2011 each head of the department should have personal HSE task in the business plan, the personal annual bonus shall depend on HSE performance – to support HSE Leadership of operational staff.

2.4 Contractors HSE Management

Info: Contractors HSE Management Plan was developed and approved by

NOC along with Pre-Development Plan (PDP). It includes the following main

steps:

Setting up minimum HSE requirements at the bidding stage;

Qualification and Evaluation of bidders in HSE field;

Development of project specific HSE Plan by Successful Bidder

Interactive exercise (quest) on subject what is HSE Leadership in

Contracting. In results the following should be identified:

Company Management from CEO through the negotiators are to stress on importance of HSE matters for the company from the beginning of negotiations till contract signing and on while operations;

Challenging contractors in HSE issues while contract negotiations and then while operations;

Setting up schedule of safety meeting with contractor’s management;

Set on example while visiting contractors worksites – PPE, seatbelts, passing inductions etc;

Attention to HSE issues while visiting contractors worksites;

Taking part in TBTs, safety meetings – playing active role (passing safety messages, assuring workforce on their right for safe work conditions);

2.5 Risk Management

Leadership of operations managers/ supervisors consist of identifying risks

and putting controls for hazards of planned operations at both level: planned

“big” work such as erection of 65m mast in the camp or e.g. logging and in

daily activities of working team. Informal approach to endorsement of Permit

to Work is one of the ways – operations managers/ supervisors are not to put

signature till they sure that risks are at ALARP level.

2.6 Planning

HSE Leadership of managers/ supervisors in planning: for particular

operations – as discussed in Risk Management. The higher level is HSE

Leadership while planning a contract – development of Scope of Work: HSE

matters shall be taken care about. GPNB example: EPC contracts – planning

of contractors’ concurrent operations, waste management should be though

about.

2.7 Implementation, Monitoring and Control

The important thing is the link between the plans and their implementation –

Leadership role is to make sure that the plans are realized – to cascade the

information/ instructions from office to the field, from company to contractors

etc; to check if the operations in reality are going on as planned. Performance

monitoring – Company Leadership is regular review of incident causes, safety

statics by Management. What shall never be done – trials of present the

incidents as “minor”, “unavoidable”, to make the stats better by classifying the

incidents as lower severity then in reality – most common mistake in many

companies: Company/Project Management is trying to present themselves in

better way but finally get major problems/ incidents.

2.8 Auditing, Analysis and Review

Leadership role is connected to Performance monitoring – analyze the

incidents and safety alerts coming from other projects/ companies, share own

incidents lessons with the others. Key problem is to share lessons: usual

practice is not to show problems (incidents) outside of company. Modern

world does not consider incidents as a shame but consider lessons with the

others as a proactive measure.

Suggestion: Mine Field Game

Summary (to repeat the above)

3. HEMP Module

Introduction to HEMP:

To refresh the HSE MS structure and to explain the meaning of HEMP the instructor is

to support visual material for representation of HEMP as an HSE MS element, a key

part of HSE performance improvement process, located in the core of HSE MS. Where

HSEMS is not a separate stand-alone system additional to the business management

system. It is the part of the business management system which we use to focus on the

HSE aspects of the business.

The top level – Leadership and Commitment, is the foundation of everything.

The second level contains Policy and Strategic Objectives, and Management Review,

and sets the overall context and direction.

The third level contains Organisation, Responsibilities, Resources and HSE

Requirements and Audit – it provides the infrastructure.

The fourth level – the HEMP process, gives the application tools. Every company

operates in a unique environment and has to manage its own worksite hazards and

risks through implementation of local HSE MS, procedures and plans. But it is not about

documents and complicated procedures. It is about applying common sense and

knowledge in a systematic way to ensure that we identify and manage the HSE risks in

our business. (Reference and explanation of Plan – Do – Check – Feedback loop per

OHSAS 18000)

Risk Identification and Assessment

Instructor to begin with explanation of risk:

Risk concept is based on assessing two factors: probability and consequence of

undesired events. A risk only exists if a hazard has an actual probability of having real

consequences. And that indicates the two approaches to reducing risk– we can reduce

the possible consequences, and/or we can reduce the probability. In fact the Risk

Assessment Matrix (RAM) uses these two axes to plot risk on a matrix and from that

position to decide the level of risk on a scale of Low, Medium or High. The level of risk

from the RAM then helps us decide what to do about it.

To represent different levels of Risk Management process:

Project Major Risk Assessment (Hazard registers, bowtie models)

HAZID/ HAZOP

Method Statement with Risk Assessment / Standard Operations

Procedures

JSA of particular operations

Informal day-to-day risk assessment of worker / toolbox talks

Risk Management

Provide comprehensive representation of risk management flow, follow the logic – that if

we want to manage our risks, we first have to understand those risks. This means we

have to know what hazards are present, how they can be released and how they can

lead to unwanted consequences. Present “Swiss cheese” model to illustrate the hazard

control framework.

Support the concept of general underestimation of risk - the majority of injured people

thought they were in control of the situation just moments before the incident happened.

The audience can make examples of incidents in which they were involved to analyze

what went wrong and why. The main purpose is to understand what was missed or not

done and to suggest what could have been done to prevent such incident. It is critical to

challenge the audience if they really believe that all incidents can be prevented and how

it can be achieved.

The instructor is to present photos of dangerous situations on working sites and discuss

risks as a key part of exercise.

Include HSE critical activities management. Positions that have significant impact on

HSE performance in the organization should have HSE competency requirements as

part of their performance assessment.

HEMP Elements: Identify-Assess-Control-Recover

Make a presentation of the HEMP cycle, common HSE tools/activities HAZID, HAZOP,

EIA, bowtie models, Risk Assessment Matrix, etc. can be used to illustrate:

Identification:

We realize that if we want to manage our hazards we have to know what they are. So

we identify what hazards are present in our activities. Are people, environment, assets

exposed to potential harm? Special studies and methodologies are used for risk

Identification:

Brainstorming, checklists, worksite inspection, STOP cards, incident investigation,

Safety Alerts, Equipment specifications, work experience etc.

Assessment:

To be able to manage a hazard we need to understand the risk. This means that we

need to know how the hazard can be released, how likely is loss of control, what the

potential consequences are and how important each hazard is to us. In this way we can

prioritize. We also assess if we can remove the hazard and still function.

Control:

For all identified hazards we introduce control measures or barriers. The goal is to

eliminate the causes which can release the hazard. It is critical to monitor and ensure

that the control measures are effective and sufficient.

Recovery:

We know that our controls are not perfect. Sooner or later something may go wrong and

the hazard will be released. So we have to protect people, environment and assets from

potential consequences and effects and be able to restore normal situation as soon as

possible. Recovery measures are introduced.

Significant Risks Management:

Elaborate the key points below:

Assessment of significant risks (Medium/High risks that can lead to significant

damage) and implementation of measures to control these risks and to recover in

case of control failure.

Understanding ALARP concept,

Hierarchy of Risk Control Measures (Eliminate, Substitute, Engineered solutions,

Administration, PPE) – can be practiced on an actual example, how risk can be

decreased in our working environment.

Focus on PtW system explanation, why it is critical to have a robust PtW system,

present example of incidents that happened because of PtW violations (Piper

Alpha for instance).

Introduction of Toolbox talks and JSA. How to organize effective Toolbox talks

system, communication with workers.

4. Incident Investigation Module

Introduction

Prepare visual material and communicate that our ultimate goal is to prevent incidents

from happening and it is a challenging task requiring a lot of effort and resources. Being

able to investigate incidents and understand why they happened is a skill that many of

us need. Only after establishing the root causes of an incident, effective corrective

actions can be developed and implemented. Incident investigation objectives should be

clearly understood – the primary goad is prevention of incident recurrence, not

punishing those who made violations. Though the consequences for reckless and willful

violations should be clear and serious, also affecting line management of the violator.

Learning from incidents is a continuous process that lies in the basis of an effective

HEMP and thus, HSE MS.

Investigation and Reporting Guidance

Develop presentation material for the sections:

Overview of Incident Classification, Investigation and Reporting Guidance,

(including GPN/ MoO, OGP)

Iraqi MoO incident reporting and classification system (brief overview,

presentation of reporting spreadsheets)

Present GPN investigation methodology based on relevant Standard

Root cause analyses and corrective/ preventive actions development.

Requirements for corrective actions, how to make them effective, achievable and

measurable. Show that corrective action can be effective only when addressing

root causes (not immediate ones)

Stress the key element – term “Blame Culture”. Examples of wrong incident

investigation results – “employee did not follow the rules”, etc… % вины сотрудника /

работодателя в акте Н-1.

Outline responsibility for initiation and maintaining of incident investigation process in

organization, which is a responsibility of the line management, HSE specialists are part

of investigation team to advise and provide investigation methodology support.

Reporting and investigation of Near-Misses

Ensure understanding that the most effective approach to significant incident prevention

is to react and implement thoughtful corrective measures as soon as possible, before

something bad happened. Normally serious incidents don’t just happen, they result from

a combination of known events, preceded by a number of less serious incidents and

dangerous situations.

Example: people may slip a number of times on an icy road, if you do not react properly,

sand the road or clear the ice, sooner or later someone will break his leg as a result of

falling. Very often in reality, corrective measures will only be taken after someone

breaks a leg. The difference between a minor incident and a serious incident is the rate

of damage, the cause of these incidents is the same. So it is prudent to remove the

cause before the damage is done.

Remind the “Swiss Cheese” model; explain the term “Barrier”

Incident Investigation Process

Describe in detail the steps of investigation process:

(after ER and recovery)

Secure the site, collect evidence and appropriate information

Preparing for, and conducting interviews (applying interview techniques)

Building a timeline of events

Constructing incident investigation trees

Identifying of failed/missing barriers

Identifying immediate and root causes of incidents, understanding “cause and effect” diagram - normally any event is an effect of some previous event and at

the same time a cause for another event. To identify root causes of an incident normally we have to focus on events several steps back from the incident happening.

Classification of root causes

Creating action plans to reinstate/create barriers and prevent incident recurrence

Follow up of action plan realization

Practical Assignment

Apart from theoretical section to include a practice role-play exercise of investigation of

an incident to develop investigation skills. An incident scenario to be developed for

training purposes, describing the role and involvement of each team member, with a

certain degree of flexibility, so that participants may add key details. The audience to

divide in two teams, one team shall play investigation team, the other - involved parties.

The goal of investigation team is to uncover the incident plot and analyze it according to

presented methodology, identify root causes and suggest corrective actions. Then the

teams exchange roles.

The purpose of the exercise is to practice in application of interview techniques,

understanding of incident causation and people behavior.

Incident Communication, Learning from Incidents. To share the findings from incident

investigation and to raise awareness of potentially involved parties is another critical

step in making sure it will not happen again.

5. Performance Monitoring Module

Introduction

The learning objective is to create an awareness of HSE Performance Management and

how HSE performance is measured, reported and used for improvement.

The process of gathering, processing and reporting of HSE data is a part of the HSE

Management System. It is the responsibility of Line Management to ensure submission

of reliable, accurate and complete data and for HSE Department to maintain the

system, check compliance with requirements, perform analysis and guiding of risk

reduction measures, monitor KPIs.

Remind Incident Classification.

Explain LTIF, TRCF, exercise – calculate LTIF - YTD, rolling average.

Proactive and Reactive KPIs

Give overview of statistical and reactive indicators (days without LTI, injury rates,

damage reports, number of leaks, spill amounts, etc.) and also proactive indicators

(number of dangerous situations reported, safety audits, inspections conducted,

preventive actions implemented, etc.) that help us manage HSE risk management

activities, before incidents occur. It is very challenging to organize Reporting system so

that you measure what you want to measure, and not only what you can measure.

Both reactive and proactive KPIs are important: incident statistics (reactive) can provide

you with detail of what has gone wrong, these statistics can help you determine Risk.

The information gained from the accident can be used to prevent future incidents.

It is hard to measure real value of proactive KPIs, it takes time for improvement to

appear.

“If an organization does not measure what it values it will end up valuing what is

measured.”

Some indicators encourage counterproductive activities. For example setting targets to

reduce near-misses could easily result in reduction in reporting of near-misses. If HSE

performance is judged by days without LTI, some will try to distort statistics and hide

injuries when possible.

To introduce an effective Performance Monitoring system it is important to understand

what

The gathered data means and why you are collecting this data.

Present all HSE performance reporting data used in the company: URS spreadsheets,

GPN slides, monthly progress files. Demonstrate reporting means used for contractor

KPI monitoring.

Setting HSE Targets

HSE targets should challenge the organization to do better. Targets can be based on

previous performance, comparison with other departments and with best practices, for

example through benchmarking. Improvement is a step-by-step process and should be

valued and distinguished; on the other hand, unrealistic targets can discourage people.

The immediate value of monitoring performance is to meet the internal needs of the

company, to understand where we are in terms of HSE. It is critical to setting targets

and measuring our performance against these targets.

Then there are legal requirements that dictate what you have to report to state

authorities, emission levels, spills, injury rates. Regulations define the data to be

collected, when and how to report. (Uniform Reporting System of MoO).

We also have to demonstrate to our stakeholders (partners, shareholders, members of

the public)that we have appropriate management controls in place and that they are

effective to protect their investment, environment of the community, etc.

Lessons learned from the previous year’s performance should be incorporated in HSE

Plans for the next year to support continuous development.

Communication of HSE Performance

There is no point in collecting data about HSE performance unless it is communicated

to those who need to know it. HSE performance should be discussed at HSE meetings.

Notice boards should carry HSE performance. Reports should be generally issued.

Managers and supervisors should communicate with their people on a personal basis

about their own individual performance. This should be done regularly, not just at staff

appraisal time.

6. HSE Auditing Module

Purpose: Provide a skilled auditor base to conduct internal HSE audits in accordance

with internationally recognized standards.

Prepare line managers for HSE MS audits that will be conducted on operations under

their control.

Introduce HSE auditing as an important activity that helps to identify gaps in our

business processes and suggest ways for improvement. The origin of the word “audit” is

from Latin “audi”, means to listen, so the main audit activity is listening and encouraging

people to share and explain, no one knows the weaknesses of a system better than the

people working in the system.

Types of HSE audits

Provide description of internal and external HSE MS audits, workforce behavior

modeling site visits – to demonstrate Management involvement with HSE, compliance

assurance audits of a specific process, (overview of Hopkins BP Horizon feedback),

each type having different scale and objectives.

When you audit yourself, your objectivity can be compromised – developed HSE culture

encourages seeking independent confirmation that the HSE MS is robust and

management controls effective.

Audit Process

Describe audit preparation stage, underline that it includes creating checklists for

activities that need to be assessed, sets of questions and a list of people for

interviewing. The auditor cannot rely solely on checklist or interviews feedback, quality

auditing is a combination of these activities.

Auditor preparation objective is to understand what you are going to audit and against

what requirements (Contract agreements, HSE Plan, etc.) check the workflow on site,

make a checklist, develop audit timeframe and activities – what facility to visit, pump

house, kitchen, waste or chemical storage, etc. Check documentation, knowledge of

ERP and numbers by workforce, discuss with rig manager the PtW issue process, fill in

the checklist and share the information with Facility Manager.

Stress that the audited party should be duly notified about the scope of the audit, its

purpose and timeframe, so that people have time for preparation. Surprise audits and

inspections can create opposition and lack of cooperation, only if audited parties realize

the relevance of the audit and share its objectives, they tend to cooperate and increase

the audit value.

It is also critical to manage the number of inspections, audits and site visits through

audit schedule, and try to increase the quality of an activity rather than frequency, as

some of them duplicate function and unnecessarily distract people from work.

Audit Results

Feedback, identified gaps and shortages as well as recommended actions should be

discussed and agreed with the audited party before they can be incorporated in the final

report and communicated to upper management. Thus you will not build negative

attitude to auditing and opposition to implementation of previously agreed actions. A

tracking system for implemented actions should be in place to provide an opportunity to

assess the progress. Action completion and closure should be checked and approved

by next level of management.

Set up a practical audit exercise with issue of recommendations report.

III. Organization

Training location Dubai/ Moscow(possibly other locations)

The training will be delivered to several groups of 10-15 employees.

Each training module will be delivered by two instructors at the same time (Russian and

English speaking). The primary training language will be Russian for most of the

trainings (currently only 1 group will be English speaking, so the training to be held in

English only). Focus should be made on practical application, assignments and group

work.

Each module shall be finished with multiple choice questionnaires, it shall include

questions for key subjects discussed at the training module. The purpose of the test is

to recall the training materials and to keep attendees focused and alerted, the test shall

be announced at the beginning of the training, and shall be of such level that most of

the attendees who listened to the instructors will pass it, and inattentive people will fail

to pass.

IV. Timeframe

The first stage of the training shall be HSE MS Basic, only those who passed this

training will be allowed to attend the following 5 modules. The five modules shall be

sequentially delivered within a working weeks’ time; the required number of weeks will

be specified based on training schedule and availability of trainees.

The duration of HSE MS Basic as well as each of 5 training module sessions will be one

day from 8:00 to 17:00 hours with periodic short breaks and a one hour lunch break.

V. Instructors Qualification Requirements

The leading instructor should be fluent in both English and Russian, the second

instructor’s language capabilities can be limited by only English.

The instructors shall have the following skills/ qualifications:

Primary degree from an appropriate university;

At least 5 years post-qualification experience and relevant training for providing

educational services;

Good interpersonal and organizational skills.

Number of the project participants was about 250 persons.

My roles in the project’s team were as a training modules developer and training session’s facilitator.

ArcelorMittal Mining Kuzbass Project

The project was a part of AMM Courageous Leadership (CL) global HSE program.

Courageous Leadership Course Description

The objective of this transformation is to accelerate ArcelorMittal Mining’s vision to create

value through operational excellence and profitable growth while caring for the environment

and our people maintaining SAFETY FIRST, ALWAYS.

What Courageous Leadership means to ArcelorMittal:

A process or a journey that clearly defines and communicates the core concepts that will

guide us in creating a desired culture. We understand we cannot create the desired

culture if we don’t know what the expectations are of us.

It allows us to step back from our every day job to consciously think about our roles in

this endeavor. Each one of us is responsible for leading at least one person, you.

Gives us the tools to create a desired culture

Accepting the responsibility of Leadership and having the Courage to make the

commitment back at the worksite

Courageous Leadership is valuing people above all priorities, believing we can reach zero

injuries, bringing a positive attitude to work, eliminating at risk behaviors, creating a desired

culture, facing our challenges with determination, accepting the responsibility of leadership, and

having the courage to make the commitment.

Courageous Leadership is a process where we practice our values: Leadership, Quality and

Sustainability. Creating a culture where Safety is First, Always.

Company’s Safety Culture Assessment was made at the beginning. A copy of the final report is in the

Appendix.

The CL workshops were given then: 2 days’ workshop for foremen and upper leaders and 1 day

workshop for all employees. In the frame of workshops a group of CL Champions (internal trainers) was

detected and instructed to roll down the course.

Number of the project participants was about 2000 persons.

My roles in the project’s team were as a workshops’ facilitator and CL Champions team trainer/coach.

KCA Deutag Safe2Lead Program

The Program consists of 5 days training session for groups of about 20 students on the wide range of

HSE related issues such as Leadership, Communication, Safety Tools and others.

Number of the project participants was about 60 persons.

My roles in the project’s team were as a trainer #2 and trainer #1 assistant.

SAFETY OBSERVATIONS’ (SO) TRAINING for AHLSTROM TVER COMPANY Scope of Work

The Scope of Work (SoW) includes agreed events held in the Project’s frame. SoW is an appendix to the Contract. Any other event added requires a special addendum to the Contract.

1. Preparation stage 1.1. First visit on the site: 1.1.1. Management meeting: The Project’s support. 1.1.2. Talks within mutual Project team for AHLSTROM TVER Occupational Health and Safety Management System ( OHS MS) better understanding. 1.1.3. Visits to the plant and other areas. 1.1.4. Introduction meeting with observers group. 1.2. SO steering committee meeting. 1.3. SO Manual development 1.4. SO reporting form development 1.5. Management and leadership informational/kick-off meeting. Instructions on staff teams informational meetings content and schedule. 2. Key stage

2.1. Seminar-training for all participants SO program on OHS and BBS in particular:

- AHLSTROM vision, mission and policies on OHS - historical and modern aspects of OHS - OHS MS structure - BBS theory (ABC approach, personal behavioral features in DISC/MBTI methods) - leadership in OHS - situational leadership - communicational competencies Knowledge assessment The seminar/training materials’, hand-outs’, work-books development/customization.

2.2. SO workshop for observers’ group. SO method’s theory and practice. Documents. Results processing. Risk behaviors’ and conditions’ treatment. First prior risk behaviors’ list development for observers’ training. Knowledge’s’ and skills’ assessment. Certificates giving.

The workshop materials’, hand-outs’, work-books development/customization. 3. Final/Follow-up stage 3.1. SO practical application results analysis. 3.2. SO steering committee meeting. The meeting decision on SO follow-up actions plan

development. 3.3. Management meeting on the Project results and follow-up actions.

Number of the project participants was 25 persons.

All the project was done by me as a Contractor with valuable assistance from Ahlstrom Tver

employees.