hseforpm slides oct 05

5/22/2018 HSEforPM Slides Oct 05

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HSE FOR PROJECT MANAGERS

HSEforPM_Dec_08 1 of 148

WorleyParsons Project Management Process (WPMP) Training Program

Module 5HSE for Project Managers


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HSEforPM_Dec_ 08 2 of 148

Safety is not an intellectual exercise.

Safety is truly a matter of life and death,and it is the sum and quality of all ourindividual contributions that determinewhether our colleagues live or die.

Introduction

Who made this statement?


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Safety is not an intellectual exercise. Safety is truly a

matter of life and death, and it is the sum and quality of allour individual contributions that determine whether ourcolleagues live or die.

Lord Cullen, Piper Alpha Public Inquiry, 1990

Photos: Piper Alpha Public Inquiry, 1990

Introduction


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Session Overview

Introduction

Venue HSE induction

HSE moment

Venue facilities and refreshments

Course timetable / breaks

Course objectives

Learning methods and assessment

Personal introductions


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Course Objectives

Introduction

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

includesYOUR: role in helping to build a strongCULTURE ofHEALTH, SAFETY AND

ENVIRONMENTAL PERFORMANCE throughout WorleyParsons and withinCustomer and Contractor organizations

HSE ROLES & RESPONSIBILITIES, particularly in relation to the followingkey HSE processes

implementing and managing effective HSE Plans managing hazards

monitoring and reporting HSE performance

HSE management of contractors

incident management

emergency management


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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 orgroup 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


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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?


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Topic 1OneWay to Zero Harm




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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


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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 ou r custom ers ' bu sinesses, that i t overr ides

the need to work safely... (John Grill CEO WorleyParsons)


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Who Cares About Health, Safety and the Environment?


Your Project?

Employees

Lenders

Media

Insurers

Non-GovtOrganizations

Shareholders

Government

Agencies

Contractors

Customers

Communities


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Vision


Zero HarmtoPEOPLE & ASSETS

ZeroENVIRONMENTAL incidents

www.worleyparsons.com

The Project Manager must communicate thisto the Project team, to the customer and to

contractors.


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WorleyParsons Differentiators and the HSE Policy


Defines intent anddirection to achievethe Zero Harm

vision

Defines our objectiveto be the leader in

our ind ustry in HSE

performance

Sets clear boundaries

Differentiator #2


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is an Enterprise Integrity ManagementSystem. Amongst other things, it:


lays down expectations and behaviors forachieving the Zero Harm vision

provides the framework into whichWorleyParsons is building its HSE-relatedPolicies, 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 theEnvironment

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


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ProjectHSE Plan


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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


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Where can I go for more help?

WorleyParsons intranet https://now.worleyparsons.comclick on theOneWay icon to link to more information

WorleyParsons Code of Conduct (CPP-0001)

Stakeholder Management Plan Task Sheet (PMP-9012)

Stakeholder Management Guideline (PMP-0022)
https://now.worleyparsons.com/https://now.worleyparsons.com/


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Topic 2Legal Rights and Responsibilities

Slide 1 of 16



Note: May need to modify the content of this module to reflect

the differences in country legislation


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HSE Legal PenaltiesVictoria (current at Oct-08)

OHS Corporation$934,290Individual$184,050 and up to 5 years in jail

EnvironmentCorporation$1 millionIndividual$250,000 and up to 7 years in jail

Fine of $1.125 million

Failure to provide a safe workplace

Failure to provide adequate training and supervision

Fosters Australia LtdAbbotsford Brewery (Aug-08)

Photo: AAP


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define the main themes of Occupational Health & Safety andEnvironmental Legislation

define your legal rights and responsibilities in regard to:

Occupational Health & Safety legislation

Workers Compensation and Injury Management legislation

Environmental legislation name key reference material



Objectives


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Industry LeadershipBeyond Compliance


WorleyParsons is committed tocomplying with the law

All of us must comply with laws andregulations relevant to our work

Ignorance of the law is not a validexcuse for non-compliance

WorleyParsons objective:

industry leadership in HSE performance

Legal Compliance

Legal Compliance +

Voluntary Standard

Leading Practice

Legal Compliance +Verified Standard

No Controls


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Key ThemeDuty of Care

Product liabilitySafe and fit for purpose NOTE: Includes design

Now appliedto operations

Fault liabilityInnocent until proven guilty

Strict liabilityReverse onus of proof

Reasonable Care = Level of care exercised by a reasonable man

Reasonable Man = Hypothetical man on the Clapham bus (Bondi tram)



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Case Study - Cyclone George

Location: Fortescue Metals Group railway construction

camp, approx 100km south of Port HedlandDate: 8thMarch 2007

Occurrence: Cyclone George (275km/h winds) sweptthrough the camp, destroyingaccommodation units

Consequence: 2 dead and 7 seriously injured

Legal Outcome: WorkSafe laid 49 charges against 8companies. WorleyParsons faces a singlecharge of not prov id ing a safe work ing

env i ronment, with a maximum penalty of

$200,000.The case returns to court on 10thDec 2008

Photo: perthnow

Project FMG (WorleyParsons provides project management services)


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Occupational Health & Safety Legislation

Employers must:

Ensure a safe workplace

Supply instruction, training and supervision

Provide safe systems of work

Facilitate consultation and cooperation

Deliver continuous improvement

Project Managers, Site Construction Managers, Supervisors andSuperintendents are the interface between WorleyParsons

Vision, Policies, Processes and the operations (including Clientand Contractors)

Personnel must: Cooperate with employercomply 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 allreasonable/practicable steps to protectthe health, safety and welfare of yourpersonnel when they are working.

You

Personnel have the right to a safe andhealthy workplace. You also have aresponsibility to work safely.

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


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Workplace Injury / IllnessAustralia

Slide 7 of


Total Cost (2000-01) = $34 billion

Claims per 1,000employees

All of Industry

Construction

Laborers

Workers Compensation Claims (2005-06)

Industry Sector

16

25

45


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Workers 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 andSuperintendents are the interface between WorleyParsons

Vision, Policies, Processes and the operations (including Clientand Contractors)

Employees must: Notify their employer as soon as possible

Seek medical attention promptly

Participate and cooperate with development andimplementation 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 allreasonable/practicable steps to secure thehealth, safety and welfare of your workers.

You

Personnel have the right to a safe andhealthy workplace. You also have aresponsibility to work safely.


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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 toworker 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 restrictionsare adhered to, and monitor progress

check that your contractors have an injurymanagement process for their employeesReturn to Work CoordinatorRegional: Linda Hegan

Return to Work CoordinatorLocation: ???


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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/licenseconditions

approval/license conditions usually include requirements to monitor andreport 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 ofwhether 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, hazardousmaterials) manage and dispose of waste responsibly, and promptly report pollution incidents


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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 Managerand Contractor focal point

take detailed notes and accompany the inspectorwherever they go

be courteous and co-operative

provide factual answers - do not speculate or giveunrequested details!

if samples are taken, ask for a split sample & keep one

If photos 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:


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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, andinclude it in your Project HSE Plan

discuss and confirm with your customer and contractors the specific legalresponsibilities of each party. Include all details of roles, responsibilities andkey interfaces in your Project HSE Plan

communicate and explain the key HSE legal requirements to your ProjectTeam and your Contractors during the Project Kick-Off Meeting


The appropriate time to do the above is during Project planning, not partway through the Project after something goes pear-shaped!


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Register of HSE LegislationExample (OffshoreWA)


Australian Maritime

Safety Authority

Department ofIndustry

and Resources

National OffshorePetroleum Safety

Authority

Regulates HSE aspectsof legislation for marine

vessels in Australianwaters

All other HSE aspects oflegislation for offshoreinstallations

Regulates safety aspectsof legislation for offshoreinstallations

Protection of the Sea

(Prevention of Pollution from

Ships) Act 1983

Commonwealth Petroleum

(Submerged Lands) Act 1967

Petroleum (Submerged Lands)

(Management of Safety on

Offshore Facilities) Regulations

1996

WorkSafe

OHS aspects of legislationfor workplaces in WA(excluding offshoreInstallations)

Occupational Safety & Health

Act 1984

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


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Key Learning Points

Quick Refresher:

where should your Project HSE roles & responsibilities be defined?

who is responsible for implementing and managing HSE on behalf ofWorleyParsons?


understand the main themes of Occupational Health & Safetyand Environmental Legislation

understand of your legal rights and responsibilities in regardto Occupational Health & Safety, Workers Compensation &Injury Management, and Environmental Legislation

name key reference material



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For information and advice on Occupational Health and Safetylegislation for all States, Territories and New Zealand see yourrelevant WorkCover web site

For environmental legislation in your State or Territory and NewZealand go to the web site http://www.austlii.edu.au/databasesandthe list in your handbooks

For injury management information, contact your WorleyParsonsReturn to Work Coordinator

Injury Management Policy and Guidelines


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Topic 3HSE Leadership



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HSE Leadership


We will achieve our vision of

Zero Harm by ensuring leadership is

exhibited by everyonewho works forWorleyParsons, not just our HSE

personnel.(John Grill CEO WorleyParsons)

You need to walk the talk!


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Objectives

discuss leadership and leadership styles

clarify the key HSE roles, responsibilities and expected behaviors of aProject Manager

identify your required contribution to building a strong HSE culture inWorleyParsons

name key reference materials




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Activity

What is a leader?


Authority Beliefs Actions

A leader is any person who exhibits the

behaviors and style necessary toinfluence and encourage others toachieve the organization's objectives.


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Activity:

How do you demonstrate HSE leadership?


Go through the exercise in your Participant Handbook


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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


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HSE Responsibilities of a Project Manager


1. Provide HSE leadership for the Project

2. Create a strong HSE Culture

3. Develop & Manage the Project HSE Plan

4. Communicate HSE requirements

5. Challenge unsafe behavior and correct inappropriate HSE performance

6. Understand and apply general legislative HSE requirements

7. Apply a full working knowledge of HSE Management Systems, e.g. JHAs, etc

8. Consult on and resolve HSE issues including, leading incident investigations,

etc9. Recognize and reward people who have positively impacted on HSE

10.Monitor and report HSE performance, including contractors

11.Generate contingency plans to respond to emergencies

12. others?


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Reduce Unsafe Conditions

Improved HSE

Culture

Technology

and Standards

HSE

ManagementSystems

Progression of HSE Focus Over Time


Engineering standardsHardware improvementsSafety emphasis

E&H compliance

Integrated HSE MSReportingAssuranceCompetence

Risk management

BehaviorVisible leadershipPersonal accountability

Shared purpose & beliefCharacteristics

Aim

Reduce Unsafe Acts

Pha

se

WorleyParsons

Controls

Safe and Sustainable Engineering for the AssetLifecycle (SEAL)

Culture /Behavioral Change

1980s 1990s 2000s and beyond


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What is Organizational Culture?


Artefacts

Values / Norms

Beliefs

The way we do things around here

Symbols, stories,uniforms, ceremonies,

rituals, language

Norms and rulesspecifying appropriatebehavior

Underlyingexpectations

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

V

isibility


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WorleyParsons HSE Commitment Cards



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Key Learning Points


describe leadership and leadership styles

discuss the key roles of a Project Manager in HSE, including ProjectManager responsibilities and expected behaviors

explain how you can contribute to building a strong HSE culture inWorleyParsons

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

leadership



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Your Project HSE Professionalhttps://hse.worleyparsons.comlink to whos who in HSE

HSE management roles, responsibilities and authorities are

documented in Role Statements. Project Health, Safety & Environment Management Plan
https://hse.worleyparsons.com/https://hse.worleyparsons.com/


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Topic 4Hazard Management




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Photo: AAP


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Objectives

list the key steps in the hazard management process

describe the meaning of the terms: hazard, threat, r isk, inc ident,l ikel ihood, c onsequence, contro ls andALARP

be aware of key reference documents




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What is Hazard Management?


(Source: Health and Safety Executive)

Hazard management is a method for systematicallyidentifying, 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 enoughprecautions or should do more to prevent harm.


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Hazard Management Process


Define the scope, reviewinterfaces

Identify hazards

Identify potential incidents resultingfrom these hazards

Assess the likelihood andconsequence 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 theProject HSE Plan

Monitor the effectiveness of controls,

review process as required


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Define the scope, review interfaces

Identify hazards

Identify potential incidents

resulting from these hazards Assess the likelihood and

consequence of these incidents


Develop prevention and mitigationcontrols

Check if residual risk is As Low AsReasonably Practicable


Monitor the effectiveness of controls,review process as required


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Identify hazards

Identify potential incidents resulting

from these hazards Assess the likelihood and








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Identify hazards










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Identify hazards









S O O C G S


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Identify hazards











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Identify hazards











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Identify hazards








Monitor the effectiveness ofcontrols, review process as

required



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Hazard

physical

chemical

ergonomic

radiation

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

electrical

environmental

biological

psychological

e.g.motio

nofvehicle


There are eight types of hazards:



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Threat

Threatis a condition or an activity which could cause thehazard to be uncontrollably released.


Slippery Road

Fatigue

Speeding

e.g.motionofvehicle



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Incident

Incidentis an unwanted event as a result of the hazard beinguncontrollably released.

VehicleCollision

Slippery Road

Fatigue

Speeding

e.g.motionofvehicle




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Consequence

Consequenceis the outcome of an incident (expressed as aloss, injury, disadvantage or gain).


Death or Injury

FinancialCosts

Vehicle

Damage

VehicleCollision

Slippery Road

Fatigue

Speeding

e.g.motionofvehicle



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Prevention Controls

Prevention Controlsare the controls in place to prevent the incidentfrom occurring.

Journey Management Process

Fitness to Drive

Planned Breaks

Stop and Rest

VehicleCollision

Slippery Road

Fatigue

Speeding

e.g.motionofvehicle




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Mitigation / Recovery Controls

Mitigation Controlsare the controls in place to minimize theseverity of potential consequences and/or to assist in regainingcontrol.


Journey Management Process

Vehicle Specification - Airbags

First Aid Training

Wear a Seat Belt

Death or Injury

FinancialCosts

Vehicle

Damage

Vehicle

Collision



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Hierarchy of Control


Manage Behavior!

PPE

Elimination

Substitution

Engineering

Administration

Remove the hazardcompletely

Replace with somethingless hazardous

Establish a work procedureto control the hazards

Design to control thehazard

Wear / Use something to protectyourself from the hazard

Most

Effective

LeastEffective



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Analyze and Evaluate RisksUse of Risk Assessment Matrix

Likelihoodis a qualitative description of probability or frequency

Consequenceis the outcome of an event expressed qualitatively orquantitatively, being a loss, injury, disadvantage or gain. There may be

a range of possible outcomes associated with an event.Consequence

Insignificant Minor Moderate Major CatastrophicLikelihood 1 2 3 4 5A Almost certain H H E E EB Likely M H H E EC Possible L M H E ED Unlikely L L M H EE Rare L L M H H



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ConsequenceInsignificant Minor Moderate Major Catastrophic

Likelihood 1 2 3 4 5A Almost certain H H E E EB Likely M H H E EC Possible L M H E ED Unlikely L L M H EE Rare L L M H H


Analyze and Evaluate RisksUse of Risk Assessment Matrix

Remember to follow these steps:

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

2. define credible consequence for this incident e.g. potential fatality3. identify likelihood of this consequence occurring e.g. rare



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Treat RisksAs Low As Reasonably Practicable


Options for Controls

1 2 3 4 5 6

VehicleStandards

Defensive

DriverTrainin

g

Journey

Ma

nagement

Process

Spot

Check

s

Seal

RoadsV

ehicleMonitoring

Sy

stem

LevelofRisk

EffortandCos

t

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.



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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 ifadditional controls were justified?



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What does it all mean for a Project Manager?

You must:

1. identify the hazards and assess the risks associated with your Projectdevelop a Project Risk Register

2. use the Hierarchy of Controls to prioritize how best to manage the risks3. 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 beregularly reviewed and kept up-to-date

Communicate! Communicate! Communicate!



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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?


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



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WorleyParsons HSE Risk Management Standard (CHP-0002)

Site HSE Risk Management Procedure (FMP-0061)



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Topic 5Project HSE Plan





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To ensure the job is done RIGHT FIRST TIME

everyonemust clearly understand their roleeveryonemust clearly understand their responsibilitieseveryonemust clearly know the boundaries of their responsibility

No Grey Areas!




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Why have a shopping list?



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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




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WorleyParsons Project Management Process (WPMP)


WPMP is a risk based process for developingProject Execution Planssuited to the needsof each project

All new proposals / projects use the RiskClassification Form (CRF-0008) todetermine project risk classification

Overall risk classification determines if ProjectRisk Management Plans are mandatory

A Project HSE Planis mandatory for allprojects where personnel are exposed tosignificant risks

ProjectExecution Plan

RiskManagement

Plan

ProjectHSE Plan



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Overview of HSE Plans - Requirements


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

Why are HSE Plans necessary?They are mandatory for all projectswhere WorleyParsons is responsible for Construction Management, andwhere personnel are exposed to significant risks

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

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



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Project HSE PlansProject 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 andcontractors 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:



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Elements of Project HSE Plan


HSE Risk Management Plan(deliverable of HSE Risk ManagementProcess)

description of project scope andactivities; definition of primacy

strategic objectives and KeyPerformance 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, andwhich 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 andEmergency Responsearrangements

description of Training Plans

description of Assurance Plans

structure and frequency of HSEMeetings



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Key Learning Points


explain the Project HSE Plan and its use within overall projectmanagement

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?



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WorleyParsons WPMP Intranet https://now.worleyparsons.com/home/wpmp

Risk Classification Form (CRF-0008)

Project HSE Management Plan Procedure (CHP-1092)

Project HSE Management Plan Template (CHF-1093)

Project HSE Management Plan Task Sheet (CHP-9002)

Environmental Plan Template (CHF1036)

Lessons Learnt Database https://projects.worley.com.au/wks

https://now.worleyparsons.com/home/wpmphttps://projects.worley.com.au/wkshttps://projects.worley.com.au/wkshttps://now.worleyparsons.com/home/wpmp


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Topic 6Behavioral Change





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Photo: www.gatka.co.uk

http://www.gatka.co.uk/Sikhi%20for%20website/gatka/shastar/stick.gifhttp://www.gatka.co.uk/Sikhi%20for%20website/gatka/shastar/stick.gif


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Objectives

identify techniques for rewarding and reinforcing desirable behavior

identify techniques for managing rule-breakers use the consequence management process to escalate action






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Reward and Recognition

Should be used to promote desirableindividual and/or team behavior


Photo: www.rowinghistory-oz.info

Can be done effectively through apersonal thank you delivered in a

public forum

May be done through monetaryrewards

But be careful

No-one should benefit if safetyperformance is poor

Dont drive reporting underground



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Managing Rule BreakingRoutine

Speed up the job Avoid unnecessary

effort

Necessary to getjob done.

Mismatch betweenrule & work

situation.

Thrill seeking Avoiding effort Showing off

Situational Opportunist Inadvertent

Incompetent Inexperienced Doesnt know

Reasons

Strategicchangerequired

Yourvisibleaction

Improve culture Remove

unnecessary rules

Improveworkplace factors

Improve planning

Improve andchanging beliefsand attitudes

Improveawareness andknowledge

Intervene Provide feedback

and specifictraining

Intervene Correct

perception ofWorleyParsons

priorities

Intervene Apply

consequencemanagement/Move todisciplinary action

Intervene Develop

competence




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Consequence Management

Consequence management involves:

1. Informal Feedback

2. Formal counselling (call in HRrepresentative)

3. Escalation (call in HR representative)

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


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



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Managing Violations on a Project


If unsafe or violating behavior continues for WorleyParsonspersonnelthe Code of Conduct states that breaches may result incounseling, disciplinary action or, in extreme circumstances,

dismissal or termination of employment or engagement of thoseinvolved in the breach

If unsafe or violating behavior continues for a contractorthere area number of contractual remedies available to the Project Manager

Everyone has theresponsibility and authorityto stop unsafe work!



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Key Learning Points

Quick Refresher:

suggest two practical examples for recognizing positive behaviors on aProject

consequence Management involves four stepswhat are they?


identify techniques for rewarding and reinforcing desirable behavior

identify techniques for managing rule-breakers

use the consequence management process to escalate action




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WorleyParsons Human Resources group

Employee Performance Management Guideline HRP-0039

WorleyParsons Code of Conduct

Project Management Training, Module 8 - Team Leadership and Communications




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Topic 7HSE Communication, Monitoring and Reporting





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Photo: NASA



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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 ofHSE performance (KPIs)



Objectives




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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 communicationto use for each audience?

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


ProjectManagers

Mumbling

environment

Communication Communication

Comm

unication

Communi

cation

Stakeholders?



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Your team

CustomerContractorsSuppliers

Stakeholders

Project Manager Responsibilities: HSE Communication

Conducting HSE alignment discussions with thecustomer 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 customerand contractors

Regularly consulting with personnel andencouraging open communication

Preparing and presenting project reports

Ensuring reports are prepared to communicatefindings of incident and near miss investigations


ProjectManagers

Comm

s

Com

ms



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HSE Inductions

Inductions set expectations, explain the rules, andhighlight hazards

WorleyParsons employees, and contractoremployees, may be required to undergo generalinductions and siteinductions

Inductions may be run by WorleyParsons and by ourclients

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

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

Maintain records of HSE Inductions


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



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Why Monitor and Report on HSE Performance?

identify trends and take appropriate

action measure our performance - if you cant

measure it ...you cant improve it!

provide information against ourindicators of success

help meet or exceed our customerexpectations

We monitor and report on HSE to:




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Omnisafe

Project Manager Responsibilities:HSE Monitoring and Reporting

Omnisafe is a software application usedby WorleyParsons to maintain and keepdata that describes our HSEperformance

Data is used to identify and monitortrends and target specific areas forimprovement


Project Managers

-Notification & IncidentInvestigation Reports

-Hazards identified

-Safety Auditing data-Non-Recordable incidents

-Non-Occupational incidents

-New or closed out Projects

All Personnel-Enter data directly (incidents, SafetyAuditing data, hazards identified) or

-Pass information onto your linemanager



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A B C DInputs Output

A B C DInputs 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 spotproblems before things go wrong(e.g. equipment inspection/calibration status v inspectionand test plan; competence level of key personnel)

Key Performance Indicators (KPIs)



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Key Learning Points

Quick refresher:

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


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)





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




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Topic 8HSE Management of Contractors





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Total InjuriesCalendar Year 2007

Injuries to allpersonnel,

124Injuries to

contractors,112 90 %



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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






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A Contract should provide WorleyParsonswith:

a document that protects WorleyParsons

interests in a legal, fair and reasonablemanner

a mechanism that enforces WorleyParsons

requirements (as defined in WorleyParsons

Policies, Standards and Procedures)

defined review points with agreed criteria andminimum standards

Review of Contract Management for HSE




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Why is it important to manage HSE aspects ofContracts?

Contractors and Suppliers are integral to ourability to deliver high quality services to our

customers Usually, high risk work is performed by

contractor personnel

Contractor HSE performance is part ofWorleyParsons HSE reporting



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Per project

Contract Management Process

Tender &Award

Mobilization

&Set Up

Execute

De-Mobilization

&Close out

Focus on planning Focus on control

Cost of mitigatingrisk

Plan & Scope


HSE ManagementPlanning

Likelihood ofHSE risks



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Project HSE Plan

Contractor

HSE Plan

Contractor risks feed in to overall Project risks

Project HSE Plan

Project HSE

RiskManagementPlan

Project HSERisk

ManagementPlan

Client Requirements

Project Scopeetc

Primary tool for HSEManagement withina Project




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2. Tender & Award Assist in preparation of Tender focusing on

aligning with the Clients and WorleyParsons

HSE Policy, Standards and Procedures

Assist in selecting the right contractor not justthe cheapest contractor

Verify the Contract Terms and Conditions

Project Managers HSE Roles across the ContractManagement Process

1. Plan & Scope Prepare a preliminary project HSE

Management Plan Pre-qualify potential contractors




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Project Managers HSE Roles across the ContractManagement Process (contd)

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 contractbreaches

Completion of required reports as defined in the HSEManagement 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



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Project Managers HSE Roles across the ContractManagement Process (contd)

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 ofKnowledge

ensuring that unplanned risks and hazards are unlikely toarise in the future




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Key Learning Points

Quick refresher:

name one HSE activity to be carried out by a Project Manager during theTender & Award stage of a contract

name one HSE activity to be carried out by a Project Manager during theMobilization & Set Up stage

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

describe the HSE requirements within the Contract ManagementProcess

identify your specific roles and responsibilities in regard to managingthe HSE aspects of contracts





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Contractor HSE Prequalification Procedure (CHP-1125)

Contractor Performance Rating Report (RQF-0470)




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Topic 9Incident Management





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1majorinjury

29

minor injuries

300near misses and unsafe acts

H. W Heinrichs Safety Triangle (1931)

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

Photo: New York Public Library




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Objectives

define an incident

appreciate why we report incidents know your responsibilities for incident reporting

report an incident in line with WorleyParsons requirements






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What is an Incident?Any event that results in a fatality, injury, illness to any persons, damage to orloss 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)




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Why Report Incidents and Near Misses?

Report incidentsto understand whythey happened to make sure they dontrecur

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, dont ignore itReport it!

Near Misses provide the benefit of hindsightwithout the consequences

Reviewingand trackingNear Misses andIncidents is just as important as reporting them

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




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HSE Incident & Near Miss Reporting & InvestigationProcedure Applies to all WorleyParsons operated sites and all contractor operations and

joint ventures where there is a contractual requirement to report incidents toWorleyParsons


Incidents and near misses are assigned tocategories based on the contractualrelationship and influence WorleyParsons hasregarding 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 withinAppendix 1 of the Procedure



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What are Your Responsibilities - for Incident Management?

Stop the job / Raise the alarm Initiate emergency response if necessary

Preserve evidence Do not resume normal operation until immediate causes of incident have

been rectified Notify HSE Advisor / Project Manager immediately

Everyone (including Project Managers)

Participate in incident investigation as required Enter investigation records in Omnisafe Implement corrective actions Track and review close-out of actions Review incident management process for effectiveness

Project Managers




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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 theOmnisafe icon

Detailed instructions to access and enter an incident into Omnisafe can befound in the Quick Reference Guides 1 & 2 Introduction to Omnisafe andIncident & Near Miss Reporting Notification

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

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

If you do not have access to Omnisafe:


https://now.worleyparsons.com/https://now.worleyparsons.com/


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Key Learning Points


define an incident

appreciate why we report incidents

know your responsibilities for incident reporting report an incident in line with WorleyParsons requirements


Quick refresher:

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




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

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

https://now.worleyparsons.comand click on the Omnisafe icon


https://hse.worleyparsons.com/https://now.worleyparsons.com/https://now.worleyparsons.com/https://hse.worleyparsons.com/


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Topic 10Emergency Management





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Photos: Piper Alpha Public Inquiry, 1990

Number of people killed in initial explosion = 3

Total number of people killed = 167



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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 buildingthem






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Emergency Management in WorleyParsons


POLICIESSTANDARDS

PROCEDURES

RISK MANAGEMENT-Project Risk Assessments(WPMP)-International Travel RiskAssessmentsSTARDARD SECURITY PRACTICES

DOCUMENTED PLANS-Integrated framework of ResponseRecovery PlansTRAINED TEAMS-24/7 Hotline Teams-Competent R R teams at Location,Region and Corporate levels

R3 FRAMEWORK

EVERYDAY

PREVENTION

LIVE INCIDENT

MANAGEMENT

READYRESPONSE &

RECOVERY



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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, andInformation & Communication Technology Support

Teams During a crisis, decisions of the Crisis Management

Organisation take precedence over normal operatingProcedures


?

Global R3 Plan

Regional R3 Plan

Location R3 Plan

Project R3 Plan



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Objectives of an Emergency Plan

Prevent injury escalation

Reduce property loss anddamage

Reduce production delays

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

Maintain good public relations and

Minimize the impact on theenvironment




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Suggested steps in an interactive process of emergency planning


Communicate and Consult

Monitor and Review

Identify and establish the Planning Committee

Conduct emergency risk management study

Identify responsibilities

Identify resources and services needed

Develop arrangements and systems

Document the Plan



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ResponsibilitiesEmergency Management

Be aware of all emergency plans Be knowledgeable about your role in the Emergency Plan Comply with Emergency Plans Raise the alarm and know who to contact in an emergency

Be aware of your own safety and the safety of others Respond to emergencies if trained, and if safe to do so

Everyone (including Project Managers)

Are responsible for all activities under their control that might be exposed to anemergency

Develop and implement a Project Emergency Plan including but not to:

Identifying and establishing the necessary emergency response capabilities ofthe people on your project

Ensuring all project staff understand their role in an emergency through regulartraining

Ensuring periodic maintenance and testing of all emergency responseequipment and communication links

Project Managers




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Key Learning Points


describe the WorleyParsons emergency and crisis management system(Ready Response and Recovery System or R3)

appreciate how R3 supports the development and implementation ofyour Project Emergency Plans

identify your emergency management responsibilities

describe the objectives of emergency plans and the process forbuilding them


Quick refresher:

list two responsibilities of a Project Manager relating to emergency response




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To obtain advice and assistance on relevant R3 plans for your site contact theR3 Support Group https://crisis.worley.com.au/default.aspx

References R3 informationgo to https://crisis.worley.com.au/default.aspx



W l P P j t M t P (WPMP) T i i P
https://crisis.worley.com.au/default.aspxhttps://crisis.worley.com.au/default.aspxhttps://crisis.worley.com.au/default.aspxhttps://crisis.worley.com.au/default.aspx


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Topic 11HSE in Design





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Image: SEMCOSH



S


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describe the Safe and Sustainable Engineering solutions for the AssetLifecycle (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


Objectives




T i 11 HSE i D i


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SEAL Introduction

OneWay

WPMP

EMS

etc

WorleyParsons

WorleyParsons and Customer Culture

Safety & Environmental Leaders

Legislation &

Regulatory

Commitments

Codes and

Standards

Compliance

Certification

Basis of DesignDiscipline

Design Reviews

Risk Assessments

Informed Decision

Making

SID Tools

Discipline ContextStatement

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 DesignDiscipline

Design Reviews

Risk Assessments

Informed Decision

Making

SID Tools

Discipline ContextStatement

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



T i 11 HSE i D i


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SEAL Summary - The Project Managers Role Be a SEAL ambassador to our customers. Know and sell the benefits

Recognize opportunities to involve our EcoNomicsTMgroup and promote their capabilities

In conjunction with Engineering, agree SEAL requirements with the customer, preferablyduring proposal phase, so that allowances can be included in the project schedule andbudget

Ensure that the agreed SEAL requirements and goals are documented in the projectEngineering (SEAL) Plan

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

Implement the agreed SEAL process (alignment session, risk assessment, applicablestudies, 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.



T i 11 HSE i D i


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Key Learning Points

Quick refresher:

list two of the specific SEAL process responsibilities of Project Managers


describe Safe and Sustainable Engineering solutions for the AssetLifecycle (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




T i 11 HSE i D i


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Where can I go for more help? SEAL Task Sheet (EPP-9009)

SEAL Document Matrix (EPP-0240)

SEAL Guideline (EPP-0239)

Engineering and design website -https://knowledge.worleyparsons.com/ead/default.aspx

EcoNomics site - https://economics.worleyparsons.com/default.aspx



https://knowledge.worleyparsons.com/ead/default.aspxhttps://economics.worleyparsons.com/default.aspxhttps://economics.worleyparsons.com/default.aspxhttps://knowledge.worleyparsons.com/ead/default.aspx


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Wrap Up




Wrap Up


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Objectives

revisit the course objectives and your personal objectives forthe day

know where you can go for more help on HSE issues and

complete a Course Feedback Form


Wrap Up


Wrap Up


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

includesYOUR: role in helping to build a strongCULTURE ofHEALTH, SAFETY AND

ENVIRONMENTAL PERFORMANCE throughout WorleyParsons and withinCustomer and Contractor organizations

HSE ROLES & RESPONSIBILITIES, particularly in relation to the followingkey 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


Wrap Up


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Where can I go for more help?- When you return to yourworkplace go to

https://hse.worleyparsons.com

find your HSEsupport teamnotetheir names, titles andcontact details

together with yourProject HSE

Advisor, review yourProject HSE Planand HSE RiskManagement Plan

contact your R3Support Group foradvice on your ProjectR3 Compliance Plan

Wrap Up


Wrap Up


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Course Feedback Form

Complete the Course Feedback Form and hand in to your facilitator

Wrap Up


We need to walk the talk!


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We will achieve our vision of

Zero Harm by ensuring leadership is

exhibited by everyonewho works for

WorleyParsons, not just our HSE

personnel.(John Grill CEO WorleyParsons)

We need to walk the talk!

hseforpm slides oct 05

Documents

project managershseforpm

effective hse plans

training completion

safety moments

job training programs

supervisors training

level limited testing

piper alpha public inquiry