day 2 - 1220 garry crighton definition assessment and monitoring hse performance revised 29-11-10

8/13/2019 Day 2 - 1220 Garry Crighton Definition Assessment and Monitoring HSE Performance Revised 29-11-10

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HSE, Quality and Security Management

Garry Crighton - HSE and Quality Management 1

Defining Measurements,

Monitoring and Assessmentof HSE Performance


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Under its original title of the Northern Emirates Safety Association (NESA), first focused on just a few Emirates to

become a key voluntary author ity and force in the nations drive to improve occupational health, safety and

welfare standards for all of its citizens.

So influential is the group, that proposed new safety laws and regulations are filtered through the

organization before being officially enacted.

The ESG currently consists of 279 individual members and has attracted a signif icant 159 organisations,

representing not only the high safety challenges of the Construction industry, but also a broad spectrum of

business sectors such as, Oil & Gas, Manufacturing, Hospi tality, Healthcare etc..

The group is less about educating the general public, and more about reinforcing the safety message with the

stakeholders charged to deal with safety in their everyday lives; with a view to this knowledge trickling down

through organisations and into society.

Emirates Safety Group(ESG)

Garry Crighton - HSE and Quality Management


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Garry Crighton - HSE and Quality Management3

Dodsal

Headquartered in Dubai, the engineering, procurement and construction business has been involvedin the of execution of major projects over the last 20 years across the following sectors;

Power Generation BuildingsPower Distribution Water Supply and Distribution SystemOil & Gas Desalination PlantsMetallurgical Plants Roads & Highways

Current projects include;Qarn Alam Steam PDOMukhaiznah Refinery Expansion OXYRuwais Sulphur Recovery Plan GascoShah Gas Development 2 and 3 SaipemRuwais Sulphur Expansion SamsungFujeirah Water Transmission System Transco

ASAB Lean Gas LindeJumeirah Village III - Nakheel


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Presentation ObjectivesManagement System Framework

Objective and TargetsCorporate/Project Specific

Performance Measurements, Moni tor ing and AssessmentManagement SystemHSE Behavioural Assessments

HSE Climate/Culture SurveysInspections/Audits/Incident Investigation/Risk Assessment

Procedures and TrainingHSE Leadership, Defensive Driving (In House), Subcontract Management

Achieving Targets & Bench markingCorporate/Project specific Targets / Bench marking across project & against Indust ry (OGP)

Management ReviewBoard Level Review (Monthly), BPI Plan (Bi-annually), Management Review (Annually)Road to HSE Excellence


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1. POLICY, STRATEGY AND GOALS

2. PROCESSES AND PROCEDURES

3. RESOURCES AND ORGANISATION

4. IMPLEMENT, MONITOR AND CONTROL

5. DEMONSTRATE COMPLIANCE

6. MANAGEMENT REVIEW

CORRECT

REDEFINE

IMPROVE

PLAN DO

CHECK ACT

HSE Planningarrangements aredeveloped as part ofElements 1, 2 and 3 andimplementation continues

thro 4, 5 and 6.

Management System Framework

HSE Principles areadopted primarily viaManagement Processesand Procedures


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Overall Goal/ Objectives:

With our HSE & Quality Policy, our overall Goal is to manage HSE, Quality and Secur ityrisks/vulnerabilit ies to a level that is as low as we can reasonably achieve and maintain and so deliverprojects safely and effectively.

To achieve this overall goal the fol lowing primary Objectives are derived and set;

Fully comply with all legal and other (contractual, standards, specifications etc.) requirements .

Minimize the exposure of our assets (people, environment, property and business operations) tooperational hazards/threats

Eliminate Lost Time Injuries

Maintain cost and schedule requirements

Eliminate customer complaints

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

Objectives and Targets


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Corporate HSE Targets for ProjectsThe following Corporate HSE targets (derived from overall goals and objectives) are set for all projects:

Zero Fatalit ies and Lost Time Injur ies

100% HSE Inductions for all personnel

A Minimum of 0.85% of total Man-hours spent on HSE Training

Daily PTST (Pre Task Safety Talk) for 100% of direct si te man power.

Weekly completion of Management HSE Walkabouts

Monthly completion of HSE Committee meeting

Upon arrival to project, complete medical screening (Blood Pressure and Diabetes) of allpersonnel.

Maintain audit schedules with follow up and close out of all audit findings with in one month

Less than 135 kW (power consumption) per 1000 man hours

In addition to the above , all p rojects develop pro ject specific HSE objectives/targets .

Objectives and Targets


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1. Leaders/Managers(HSE Mgt. System Assessment)

2.Teams(Safety Behavioural Assessments)

Individuals(HSE Culture/Climate Surveys)

Organisation(HSE Performance)

Performance Measurement, Monitoring and Assessment


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1. Management System Requirements (MSR) Assessment; Leaders/Managers

Total 10 Elements

Management, Leadership, Commitment & Accountability

Risk Assessment & Management

Design Engineering

Project Management and Construction Operations

Employee Competency & InvolvementOccupational Health

Third party Management

Impact upon the community & Emergency Planning

Incident Investigation & Analysis

Measurement, Audit & Review

Element 1

Overall



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2. HSE Behavioural Assessments; Teams

Tendency for people to deviate from normal behaviour even in the most controlled

environments.

Complacency (natural reduction in risk perception or awareness over time), Peerpressure, Time constraints

At risk (or unsafe/unsound) behaviour can be observed and measured to develop a more

positive HSE Performance/Culture, i.e. raise the level of risk perception/awareness andso combat the natural decline (complacency) that would otherwise prevail.

Defining HSE Behaviour PPE and all other elements

Monthly Area/Function /

Over Time



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3. HSE Climate/Culture Surveys: IndividualsGeneral attitude dimensions follow four broad elements with sub-elements;

Organisational Context

Management Commitment (MC) - Perceptions of managements overt commitment to health and safetyissues

Communication (C) - The nature and efficiency of health and safety communications within theorganization

Priority of Safety (PS) - The relative status of health and safety issues within the organization

Safety Rules and Procedures (SRP) - Views on the efficacy and necessity of rules and procedures

Social Environment

Supportive Environment (SE) - The nature of the social environment at work, and the support derivedfrom it

Involvement (INV) - The extent to which safety is a focus for everyone and all are involved

Individual Appreciation

Personal Prior iti es and Need for Safety (PP) - The individuals view of their own health and safetymanagement and need to feel safe

Personal Appreciation of Risk (PAR) - How individuals view the risk associated with work

Work Environment

Physical Work Environment (WE) - Perceptions of the nature of the physical environment

Organisation Specific Factors

Attitudes to specific safety related systems and procedures (for example, permit to work

systems) may be included as necessary.



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HSE Climate/Culture Surveys

Statements made and answered to find perceptions/attitudes,

5ways Strongly Agree, Agree, Neither Agree nor Disagree, Disagree, Strongly Disagree

Especially aimed at Workers- Management operates an open door policy on safety issues (C)

- I am involved with safety issues at work (INV)

- Corrective action is always taken when management is told about unsafe practices (MC)

- I always get the equipment I need to do the job safely (WE)

+ Any other comments about Health and Safety in your workplace? For example, has there been a change in the lastfew months in any of the following? Coordination, management responsibility, worker consultation, safer construction

design, planning, training/briefings etc.

Some for Management- Safety is the number one priority in my mind when completing a job (PP)

- I believe that safety issues are assigned a high priority (PS)

- Operational targets never conflict with safety measures (WE)

- Health and Safety rules are really practical (SRP)

+ Any improvements regards Health and Safety in our workplace? For example, priority, sub-contractors, safer

construction methods, better planning, more time, more HSE training, greater penalties etc.



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Garry Crighton - HSE and Quality Management 13 13

28%

61%

6% 4%1%

Ruwais Sulphur Expansion Phase III Project-ClimateSurvey Result

Strongly Agree

Agree

Neither Agree norDisagree

Disagree

Strongly Disagree


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Performance Measurement, Monitoring and Assessment - Improvements

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

A s a b

L e a n

G a s

P i p e l i n e

E l i x i e r 2

G a n

P i p e l i n e

N G L P i p e l i n e

N e t w o r

k

R u w a

i s S u l p h u r

E x p a n s

i o n

F W T S 2

J u m e i r a h

P a r k

J u m e i r a h

V i l l a g e

Q a r n

A l a m

S t e a m

C C W P

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

Climate across all projects:


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Performance Measurement, Monitoring and AssessmentGeneral Atti tude Dimensions

Overall Dodsal General Attitude Dimensions

21%

44%

21%

14%

IA

OC

SE

WE

IA : Individual Appreciation, OC : Organisational Context, SE: Social Environment, WE: Work

Environment


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Performance Measurement, Monitoring and Assessment - ImprovementsSpecif ic Att itude Dimensions Disagree and Strongly Disagree

31%

37%

16%

16%

Organisational ContextC

MC

PS

SRP

C : Communication, MC : Management Commitment , PS :Priority of Safety , SRP : Safety Rules and Procedures

44%

56%

Individual Appreciation

PAR

PP

PAR : Personal Appreciation of Risk , PP : Personal

Priorities and Need for Safety,

33%

67%

Social Environment

INV

SE

INV : Involvement, SE : Supportive Environment ,


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HSE Climate/Culture Surveys:

Organization Specif ic Factors

Road Safety:

Aspect: Journey Management

Issue: There is a significant flow of traffic between site and Abu Dhabi/Dubai esp. airports.

Suggested Improvement:

Plan the Abu Dhabi and Dubai trips wi th minimum vehicles centralised journey management

Maximise use of transit /rest houses in Abu Dhabi / Dubai for departing and arriving personnel duringnight time.

Codes of Conduct

Aspect: Discipl inary Measures

Issue: Recommendations for di scipl inary measures on grounds of HSE are not beingaddressed/honoured.

Suggested Improvement : Effective actions must be taken by each project and across projects(HR/HSE). This includes termination for serious v iolations.



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HSE Climate/Culture Surveys:

Organization Specif ic Factors

Subcontractor HSE Management:

Aspect: Safety defau lt.

Issue: Safety default for subcontractor violation is not part of subcontractor contractualarrangements.

Suggested Improvement: Amend the corporate procedures of contractor HSE requirements &Contractors HSE Management to incorporate this issue and revise terms and condi tion of contractaccordingly.



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Inspections/Audits

HSE/Inspection checklists revised in such a way that 80% of Inspections/audits focus on field activities(implementation) rather than on system extensiveness Link 1

Incident InvestigationIncident Notification procedure revised to include the requirements based on the Severity/Criticality of the

incidents- Link

Risk Assessments

The previous CAR (Consolidated Activity Risk) format was based on basic risk rating and controls. The newformat TRA (Task Risk Assessment) addresses PAER risk, residual risks after initial controls and recovery

measures in the event of barriers//controls being breeched.



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HSE Leadership

Promote the Business Benefits of robust HSE and Quality management and set theExpectations

Prioritise HSE and Quality before Production efficiencies will follow

Be Accountable for your roles, responsibilities and objectives for HSE and Quality HSEQ MSProgramme

Be aware of Leadership Practices and Styles Demonstrating HSE Leadership

Understand what is expected of you manager or leader?

Know yourself and others

Know the critical processes Link1 and Link 2

Assess your knowledge and identify any gaps in your knowledge

Compile Personal HSE Contracts

Complete a Site Checklist and.

Demonstrate Leadership Behaviour walk the walk, talk the talk

Integrate HSE and Quality in your routine

Monitor and Measure HSE and Quality Performance

Learn more along the way

Be aware of change in terms of HSE and Quality

Regularly review HSE and Quality outputs

Procedures and Training


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Defensive Driving

Over 300 drivers trained in-house by certi fied trainer

Sub Contract Management

Subcontractor HSE Requirements and Subcontractor HSE Management procedures

introduced to more effectively measure , monitor and assess Subcont ractor HSEPerformance

Procedures and Training


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Corporate HSE Objectives

Develop Safety Leadership programme c/w Personal Safety Plans - Completed

Procure and effectively implement Root Cause Analysis too l Taproot, Topset or equivalent Under review

Develop and roll out (training) corporate standards.

Emergency Preparedness and Response AchievedIncident, Classification, Investigation and Reporting Partly Completed

Revise Consol idated Activi ty Risks to new format of Task Risk Assessments On going

Complete campaign on need to identify and report and investigate Near Misses and First AidCases (FACs) - Completed

Revise old HSE handbook and issue new On going

Achieving Targets and Benchmarking


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Project HSE Targets

Zero Fatalit ies and Lost Time Injuries Fatality 0, LTI - 1

100% HSE Inductions for all personnel Achieved

A Minimum of 0.85% of Man-hours spent on HSE Training 0.78%

Daily PTST (Pre Task Safety Talk) for 100% of direct si te man power - Achieved

Weekly completion of Management HSE Walkabouts - Achieved

Monthly completion of HSE Committee meeting Achieved

Upon arrival to project, complete medical screening (Blood Pressure and Diabetes)

of all personnel - Achieved

Maintain audit schedules with follow up and close out of all audit f indings within one

month - Achieved

Less than 135 kW (power consumption) per 1000 man hours See Graph



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Benchmarking across projects 2009


1. Incident Statistics2. Total Annual Training Hours

3. Training Coverage Rate Monthly Average

4. Toolbox Talk Attendance (Average/Annum)

5. NCR/Observation Closeout Rate


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Benchmarking with Industry (OGP)


LTIF Industry ComparisonPer 1 Million Manhours worked

-0.2

0

0.2

0.4

0.6

0.8

1

1.2

1.4

2004 2005 2006 2007 2008 2009

Dodsal

OGP Contractors

OGP Contractors

Dodsal

TRIR Industry ComparisonPer 1 Million Manhou rs Worked

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

2004 2005 2006 2007 2008 2009

Dodsal

OGP Contractors

OGP Contractors

Dodsal


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Board Level Review

Monthly for HSE & Quality

Business Process Improvement (BPI) Plan

Bi-annually

PLAN

PRIORITYPROGRESS

EARNED VALUE

Management System ReviewCompleted at years end to define next years objectives

Road towards excellence

Management Review


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THANK YOU


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HSE Q li d S i M


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Garry Crighton - HSE and Quality Management 29Back

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

1 2 3 4 5 6 7 8 9 10

Element

L e v e l

Desir ed 2010 ACTUAL 2009 ACTUAL 2008 ACTUAL 2007

ACTUAL 2006

HSEQ PERFORMANCE ASSESSMENT 2006/2009

Elem ent

1 - Managem ent, Leaders hip, Comm itm ent & Acc ou nt abil it y

2 - Risk Ass ess ment & Management

3 - Des ign/Engin eer ing

4 - Project Managm ent and Constr uctionOperations

5 - Emp loyee Compe tency & Involveme nt

6 - Occupational Health

7 - Thir d Part y Managem ent

8 - Im pact upon the Com m unity & Eme rge ncy Plan

9 - Incident Investigation & Analysis

10 - Measurem ent, Audit & Review

HSE Q li d S i M


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Safety Behavior Performance RatingObservation Date Area SupervisorObserved By: Site Location:

Observation of EventNotified if at

Risk (yes/no)Total Safe

Observation

(proper use)

Total At-RiskObservation

(improper use)

Total NumberObserved

1. PERSONAL PROTECTIVEEQUIPMENT 0Hard hat yes 21 1 22Safety glasses with shields 21 3 24

Hearing protection-ear plug or muffs 6 4 10Face shield 12 12 24Respiratory protection-P2/P3 soft mask,half face, air line 3 1 4Protective clothing-overalls, L/S shirt +trousers 25 25 50Gloves 0

00

Total Observations 88 46 134Positive Safety Behaviour 65.67164

HSE Q lit d S it M t


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Elements of Safety Behavioral Assessments

1. Personal Protective Equipment

2. Welding Procedures

3. Ladders

4. Scaffolding

5. Working at height

6. Housekeeping

7. Excavation

8. Permits

9. Confined Space10. Chemical Handling & Storage

11. Vehicle & Mobile Plant

12. Rigging & Craneage

13. Lifting Gear

14. Gas cylinder (Oxy/Acetylene, LPG)

15. Electrical Awareness

16. Tools & Equipments

17. Cutting & Grinding Equipment

18. Fire Prevention

19. First Aid / Medical Facilities

20. Safety Promotion

21. Tool Box/Pre Start/ Site HSE meetings

22. Management Involvement

23. Risk Assessment24. Material Handling

25. Environmental (Pollution. Social Impact, Energy Conservation)

26. Occupational Health /Illness

27. Others

1. Personal Protective Equipment

2. Welding Procedures

3. Ladders

4. Scaffolding

5. Working at height

6. Housekeeping

7. Excavation

8. Permits

9. Confined Space10. Chemical Handling & Storage

11. Vehicle & Mobile Plant

12. Rigging & Craneage

13. Lifting Gear

14. Gas cylinder (Oxy/Acetylene, LPG)

15. Electrical Awareness

16. Tools & Equipments

17. Cutting & Grinding Equipment

18. Fire Prevention

19. First Aid / Medical Facilities

20. Safety Promotion

21. Tool Box/Pre Start/ Site HSE meetings

22. Management Involvement

23. Risk Assessment24. Material Handling

25. Environmental (Pollution. Social Impact, Energy Conservation)

26. Occupational Health /Illness

27. Others


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HSE Quality and Security Management


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1. PERSONAL PROTECTIVE EQUIPMENT

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

Wk 30 Wk 31 Wk32 Wk33 Wk34 Wk35 Wk36

Week Num ber

% S a f e t y B e h a v

i o u r



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Garry Crighton - HSE and Quality Management 34Back

SCORE SET STANDARD

SECTION SECTION NAME COMPONENT MAXIMUMPOSSIBLE

ASSESSEDTOTAL

REPEATDEFICIENCY

IMMINENTDANGER

ENVIRONMENTALDANGER

FINAL SCORE MINIMUMSTANDARD

MET /NOT MET

51 Housekeeping SE 23.0 23.0 0.00 0.00 0.00 23.00 20.7 MET52 Communication and Coordination HSE 7.0 7.0 0.00 0.00 0.00 7.00 6.3 MET53 Health & Hygiene HSE 53.0 53.0 0.00 0.00 0.00 53.00 47.7 MET54 Pre-Commissioning & Commissioning S 6.0 6.0 0.00 0.00 0.00 6.00 5.4 MET55 Spill Control and Prevention SE 14.0 14.0 0.00 0.00 0.00 14.00 12.6 MET56 Work Area Lighting S 10.0 10.0 0.00 0.00 0.00 10.00 9 MET57 Personal Protective Equipment (P.P.E.) HSE 92.0 92.0 0.00 0.00 0.00 92.00 82.8 MET

58 Hand Tools S 13.0 13.0 0.00 0.00 0.00 13.00 11.7 MET59 Powder Actuated Tools S 17.0 17.0 0.00 0.00 0.00 17.00 15.3 MET60 Power Tools and Power Equipment SE 46.0 46.0 0.00 0.00 0.00 46.00 41.4 MET61 Hot Work (Welding, Heating, Burning) S 103.0 103.0 0.00 0.00 0.00 103.00 92.7 MET62 Electrical S 62.0 62.0 0.00 0.00 0.00 62.00 55.8 MET63 Equipment Operations S 159.0 159.0 0.00 0.00 0.00 159.00 143.1 MET

64 First Line Breaks HSE 36.0 36.0 0.00 0.00 0.00 36.00 32.4 MET65 Excavation and Trenching HS 39.0 39.0 0.00 0.00 0.00 39.00 35.1 MET

66Steel Erection and Floor and WallOpening S 52.0 52.0 0.00 0.00 0.00 52.00 46.8 MET

67 Material Handling and Storage HSE 31.0 31.0 0.00 0.00 0.00 31.00 27.9 MET

FINALSCORE

REDUCTION

FIELD IMPLEMENTATION


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Power Consumption Trend - Yearwise

0

50

100

150

200

250

300

2007 2008 2009 2010

K W / 1 0 0 0 M a n

h o u r s Parametersunclear /

InaccurateReporting

Corporatefocus/attention

PositiveTrend



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Incident Statis tics by Project 2009

17

3121598

76

2

2461814224

44

813264380519

In the Previous

Review Period

153963273

217741281401219259644479Total

1245651000005100226609New LNG TrainSKIKDA Proj ect

1180406070141001446118785213Trans co WTS1644027700400510102840000NGL Pip eline

0116230000010387203770279Jumeirah Park

134585700112042107479445Qarn Alam Steam

033618750100000104678136Ruwais Sulphur

Exp

073154500900106003335482Oxy Mukhaizna0202784400200134103874436

Jumeirah Village

III

076016570015011426116320945QP- CCWP

165624061409734161018333934RGX-2

RTAVehicleKM sEIFIPDIRWCMTCFACNMLTIFatalMan-hours

workedProject

17

3121598

76

2

2461814224

44

813264380519

In the Previous

Review Period

153963273

217741281401219259644479Total

1245651000005100226609New LNG TrainSKIKDA Proj ect

1180406070141001446118785213Trans co WTS1644027700400510102840000NGL Pip eline

0116230000010387203770279Jumeirah Park

134585700112042107479445Qarn Alam Steam

033618750100000104678136Ruwais Sulphur

Exp

073154500900106003335482Oxy Mukhaizna0202784400200134103874436

Jumeirah Village

III

076016570015011426116320945QP- CCWP

165624061409734161018333934RGX-2

RTAVehicleKM sEIFIPDIRWCMTCFACNMLTIFatalMan-hours

workedProject

SR Severity Rate

VAR Vehicle Acci dent RateRTA Road Traffic AccidentLTIFR Los t Time Inju ry Frequency RateFI Fire Incid entEI Environmental IncidentRWC Restric ted Work CasePDI Property Damage IncidentFAC First Aid CasesMTC Medical Treatment CaseLTI Lost Time InjuryNM Near-missFTC: Fatality

SR Severity Rate

VAR Vehicle Accid ent RateRTA Road Traffic AccidentLTIFR Lost Time Inju ry Frequency RateFI Fire Incid entEI Environmental IncidentRWC Restric ted Work CasePDI Property Damage IncidentFAC First Aid CasesMTC Medical Treatment CaseLT I Lost Time InjuryNM Near-missFTC: Fatality


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Training Coverage Rate (Monthly Average by project) - 2009

TCR Monthly Aver age by Project

0.000.10

0.20

0.30

0.400.50

0.60

0.70

0.800.90

CCWP RGX2 Trans co Gas coNGL

RuwaisSulphur

JVS3 JP Qarn Alam

Oxy Skikda

Average



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, Q y y g


Toolbox Talk Attendance (Average/Annum by project) 2009



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, Q y y g


NCR/Observation Closeout Rate by Project - 2009

100

92.3

80.26

43.36

94.44

76.69

100

9092.59

0

20

40

60

80

100

120

QASP Oxy Ruwais

Sulphur

Transco JV3 Jumeirah

Park

NGL Gasco CCWP RGX2

Closeout rate

Total Observations

Observations Closed

Observations Open

NCR / Observation Close out Rate by Project


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PERCENTAGE CALCULATION PER ACTIVITY

ACTIVITY NO: IMS 1 PROGRESS(%) SCORE 20

Short description: Complete IMS Manual

ALLOCATED PROGRESS IS CALCULATED ON THE FOLLOWING "WEIGHTING":

Estimated Weighting of ImpactSTAGE OF % Completion

DEVELOPMENT

Initiation 10Definition/Planning 20

Development/ApprovalDevelopment/ApprovalDevelopment/ApprovalImplementation/RolloutEvaluation



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Business Process Improvement Plan 2006 -2009

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

Progress to Date - Percentage Overall Comp letio n*

% E a r n e

d V a l u e

P1

P2

P3

P1 10.00 10.19 8.87 16.29 23.55 29.52 30.43 30.43 31.06

P2 13.51 14.82 14.41 21.40 31.82 44.93 52.69 66.45 73.15

P3 10 20 12.037037 16.11 16.11 12.56 64.30 55.00 55.00

Q1-Q22006

Q3-Q42006

Q1-Q22007

Q3-Q42007

Q1-Q22008

Q3-Q42008

Q1-Q22009

Q3-Q42009

Q1-Q22010

*= Sum(Earned Values)/Sum(Weighted Prior ities)

Work load increased du eto Project Less ons Learntexercise (Num ber ofactivities incres ed)



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HSE Excellence Zero Harm

BSC 5 Star Awardfor 3 projects

July 2010

D o d s

a l B u s

i n e s

s

D o d s

a l H S

E

HSE MS fornew business sector

July 2010

Businessexcellence

BSC Sword of Ho nourNovember 20 10

Business Processes

Re-EngineeringJune 2010

Review Operationsagainst ISO 10006

BS 31100May 2010

Re view Securitya rrangements

again st ISO/PAS 22399May 2010

Implement Quality (Business)Performance procedure

September 2010

Measure Quality (Business)Performance and

define ImprovementsSeptember 2010

Fully Implement SafetyLeadership and

Contractor HSECapability programmes

June 2010Roll out HSE Surveillanceand Inspection procedure

June 2010

Roll ou t Competence Assuran ceprocess/procedure

September 2010

OUR ROAD TOWARDS HSE EXCELLENCE

day 2 - 1220 garry crighton definition assessment and monitoring hse performance revised 29-11-10

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