HSE InsightsISSUE 21/ MAY 2014CONSOLIDATED CONTRACTORS COMPANY

CCC Kuwait & Offshoreachieve ASSE Gold Awards

CCC wins QPOil and Gas Industry HSE Excellence Award 2013

ACKNOWLEDGEMENT

HSE Group would like to acknowledge and thank everyone that contributed in writing articles for this month’s edition of HSE Insights Global newsletter.

The Project management and construction staff contribution reflects a good healthy image, commitment and will send the right message regarding HSE throughout CCC

as a company.

If you are interested in contributing in future editions, please send your input to hsegroup@ccc.ae before the 12th of each month.

HSE InsightsCONTENTS

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04 Quote of the Month05 From the Desk of Robert Davies08 Health Corner - Proven Strategies to Quit Smoking09 From the Desk of Charles McDaniel - Making the Business Case for Safety and Health10 From the Desk of Hasan M. Deeb - Incident Investigation Methodology12 OSHA’s Proctecting Temporary Workers14 Projects HSE News17 Projects Contributions22 Project HSE Major Awards and Achievements

Newsletter Contributors

Contents

Newsletter TeamRobert Davies - Group HSE DirectorCharles McDaniel - Corporate HSE Training ManagerHazem Faraj - Corporate Sr. HSE Coordinator

Newsletter EditorMohamad Ghadban - Corporate HSE Training Coordinator

Robert Davies - Group HSE DirectorCharles McDaniel - Corporate HSE Training ManagerDr. Victor Karam- Corporate Health/Medical ManagerHasan Hasanain - Corporate HSE ManagerTalal Mhanna - HSE ManagerTrevor Jones - HSE ManagerMike Thompson - HSE ManagerJino George - Sr. HSE SupervisorRomel & Reggie - SKSH - Morocco

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Quote of the Month

“Opportunity is missed by most people because it is dressed in overalls and looks like work.”

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After a lot of hard work, commitment and effort, the Barzan Project [BOP] in Qatar just recently won a top HSE award from QP in regard to the successful implementation of its BO&I [Behavioral Observation and Intervention] programme. In regard to BO&I it is worth noting that there has been a large uptake of “behavioral safety” approaches over the past decade or so, in a wide range of industries. These approaches are based on the premise that a significant proportion of accidents and incidents are primarily caused by the behavior of front line staff, such as steel fixers, welders, carpenters, scaffolders, drivers, operators or maintenance technicians.

There are a wide range of such programmes available, but they generally involve:

1. The definition of safe/unsafe behaviours. 2. Observation of behaviours by trained

observers. 3. Feedback and reinforcement of behaviours. 4. An increase in employee engagement in

safety. 5. Managers/supervisors having the opportunity

to improve their safety leadership and ownership.

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HSE Insights | May 2014

Thinking about Behavioural Safety within CCC

From the desk of Robert Davies

6. Managers and supervisors having the opportunity to act promptly in regard to unsafe acts (and have a legitimate mechanism to do so).

7. Managers/supervisors learning how to think and plan in regards to aspects surrounding human factors.

In justifying behavioural interventions, it is often claimed that 70-80% of incidents are caused by ‘human error’. However throughout my HSE career and in my experience, company management usually see the ‘human’ in human error as referring to front line personnel. Therefore, behavioural safety interventions tend to focus on the behaviours of front line staff.

Over the last couple of years with many of the big players like Chevron, Shell and BP, there have been multiple “Safety Culture Surveys”. These initiatives are usually aimed at understanding and optimising the attitudes of front line personnel rather than investigating management attitudes and behaviours. Again, in my opinion, a golden opportunity that is missed and one that is just as important is causational BO&I analysis. Management and organisational factors within CCC have a large influence on accidents and incidents, either directly or through their impact on the behaviours of our workforce.

Justifying Behavioural Interventions

Behavioural Observation and Intervention

Behavioural Observation and Intervention

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It is these management decisions that are usually excluded from behavioural safety approaches.

Behavioural safety interventions tend to focus on behaviours relating to personal health and safety; such as the wearing of PPE, positioning of the body in relation to hazardous equipment and issues relating to working at height (e.g. wearing of harnesses, proper use of ladders). Behavioural interventions may be able to demonstrate improvements, for example, in the wearing of PPE, but this is of little relevance if those wearing the PPE do not have the underlying knowledge to respond appropriately to a developing incident, or if there are insufficient operators available. Additionally hi-visibility jackets and hard hats offer little protection in a major fire or explosion.

It was certainly proven with the implementation of BO&I at the Barzan project as real success was shown in reducing unsafe behaviors and acts on a daily basis.

- “Mr. Trevor Jones [HSE From left to right Manager], Mr. Nazih Abdel Kader [EVPO CCC], Mr. Anan Al Ahmad [Project Manager] and the rest of the Barzan team receiving an Industry HSE Excellence Award organized by Qatar Petroleum for the successful implementation of the B0&I system [Behavioural Observation and Intervention] on the Barzan Project”.

I personally have always been a firm believer in behavioural safety programmes like the one used at the Barzan project, but we must never drift into a false sense of security. Improvements in safety have been made in the CCC engineering and safety management systems; and these new approaches are required to encourage further improvement. Although large advances have been made in these areas, serious accidents and incidents are still occurring due to failures in these aspects within the company.

It is therefore not appropriate to conclude that we have ‘solved’ engineering causes of accidents within CCC, or to assume that no further focus on management is necessary.

Cultural or behavioural interventions will only be successful within CCC if engineering, technical and systems aspects are in place and adequately managed. Therefore, before CCC projects (particularly those that manage major hazards) embark on a behavioural safety programme, they need to ensure that they have satisfied the following conditions:

1. All hazards have been identified. 2. Human performance issues have been

identified. 3. The “Hierarchy” of control has been applied

to all identified hazards.

Barzan Project

Behavioural Safety Programme Prerequisites

HSE Insights | May 2014

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From right to left - Mr. Anan Al Ahmad [Project Manag-er], Mr. Nazih Abdel Kader [EVPO CCC].Far left - Mr. Trevor Jones [HSE Manager] and the the rest of the Barzan team receiving an Industry HSE Excel-lence Award organized by Qatar Petroleum for the suc-cessful implementation of the B0&I system [Behavioural Observation and Intervention] on the Barzan Project”.

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4. Accurate up to date operating procedures are available for all eventualities and emergencies.

5. Adequate training is identified for our CCC workforce.

6. “Lessons Learned” are implemented from past projects/sites and industry experience.

7. Succession management and the retainment of corporate knowledge.

8. Safety management and risk control measures have been reviewed so they are useable, up to date and relevant.

Robert Davies – Group HSE Director

Finally in conclusion it is fair for me to say that behavioural interventions are only one aspect of ‘human factors’ and these behavioural programmes are only one tool in the safety practitioner’s toolbox. We all must know the limits of such interventions and prepare the ground well before such systems are put in place for the continued future success of CCC.

Final Thoughts

HSE Insights | May 2014

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Proven Strategies to Quit SmokingSip Cold Water and Eat Small MealsSipping cold water can help replace the act of sucking on a cigarette. New research shows that sipping cold water through a straw releases dopamine, a feel-good brain chemical that can help ease negative moods.Eating small meals can also help you get past the urge to smoke. Choose lean, healthy foods to avoid any weight gain.Recognize Instant RewardsYou don›t have to wait long to begin enjoying the benefits of a smoke-free life. Keep a written list of the benefits as you begin to experience them. These may include feeling in control, saving money, smelling better, tasting food more vividly, and feeling more energetic. When the urge to smoke strikes, look at the benefits you›re already experiencing.Brush Your Teeth FrequentlyOne of the immediate benefits of quitting is that your mouth tastes better and your breath smells better. Brush your teeth frequently. That way, you›ll be less inclined to light up a cigarette and foul that clean, fresh mouth.Avoid AlcoholDrinking alcohol is one of the most common reasons people go back to smoking. There are several reasons why. By breaking down inhibitions, the effect of alcohol can erode your commitment to quitting. The act of drinking alcohol is also associated with smoking for many people, so it may serve as a triggerFind Your Own No-Smoking ZonesWhen the urge to smoke strikes, go somewhere where you can›t light up -- a movie, the library, or a store for example. The more distracting the location is, the easier it will be to ride out cravings.Remember Your Reasons for QuittingWrite down a list of all your reasons for quitting. Make copies and post them wherever you spend time -- in the kitchen, at the office, beside the

bathroom mirror. Be sure they are prominently displayed so that you are reminded wherever you go. Some ex-smokers say they found it useful to put photographs of family and loved ones alongside their reasons.Be Active Every DayPhysical activity offers a powerful distraction from cravings. When your body is active, it sends out natural chemicals that help your mood and reduce your stress. Walking is one of the easiest exercises for most people, but choosing a variety of activities may help you stay motivated. Especially during the first few weeks after quitting, set aside time to be physically active every day.Fill Your CalendarDuring the first few weeks of quitting, make sure your days are filled with things you want or need to do. Make plans to eat meals with family or friends. Try to steer clear of smoking temptations. Also include activities that you enjoy. The busier you are, the more distracted you›ll be from the urge to smoke.Put Something Else in Your MouthPart of the urge to smoke is having something in your mouth. In place of a cigarette, pop sugar-free chewing gum, hard candy, or a healthy snack in your mouth when the urge strikes. Be sure to have something with you at all times. If you›re concerned about gaining weight, stick with low-calorie alternativesSecure a LifelineAsk someone to be there for you when you need support. The best choice is a friend who is also a former smoker who has kicked the habit. But anyone who cares for you and wants you to quit smoking can help when times get tough.

Limit CaffeineCaffeine helps some people get going in the morning and stay alert when they›re tired. But caffeine can make some people feel tense, jittery, and stressed. These effects can be amplified when you’re in the process of breaking nicotine addiction. If caffeine negatively affects you, try cutting back to see if it helps reduce your anxiety.Be Alert to Bad MoodsNegative emotions -- stress, anger, frustration -- are another common reason people go back to smoking. Bad moods happen to everyone. And chances are you›ll experience more than your fair share of negative emotions during the first few weeks of quitting. Find ways to distract yourself. Useful strategies include getting together with friends or doing something you really enjoy.Avoid TroublemakersAlthough friends and family should be supportive, they aren›t always. Some people may be threatened by your decision to quit. They may even try to undermine your best efforts. If you sense that there are people like this in your life, avoid them. If that isn›t possible, sit down and explain to them why quitting is so important to you. Ask for their support.Be Patient and Stay on trackOnce you make it through the first two weeks, you›re on your way to a lifetime free of nicotine addiction. But be prepared in case you falter. Remember: one lapse does not signal a collapse. Analyze what went wrong. Then brainstorm strategies to prevent the same problem from happening again. 8

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Making the Business Case for Safety and HealthWorkplace fatalities, injuries, and illnesses cost the country billions of dollars every year. In its 2012 Workplace Safety Index, Liberty Mutual estimated that employers paid almost $1 billion per week for direct workers’ compensation costs for the most disabling workplace injuries and illnesses in 2010. Employers that implement effective safety and health man-agement systems may expect to significantly reduce injuries and illnesses and reduce the costs associated with these injuries and illnesses, including workers’ compensation pay-ments, medical expenses, and lost productivity. In addition, employers often find that process and other changes made to improve workplace safety and health may result in significant improvements to their organization’s productivity and profit-ability.

How can investing in workplace safety and health improve your organization’s financial performance?

• A 2012 study concluded that inspections conducted by California’s Division of Occupational Safety and Health (Cal/OSHA) reduce injuries with no job loss. The study showed a 9.4% drop in injury claims and a 26% average savings on workers’ compensation costs in the four years after a Cal/OSHA inspection compared to a similar set of uninspected workplaces. On average, inspected firms saved an estimated $355,000 in injury claims and compensation paid for lost work over that period. There was no evidence that these improve-ments came at the expense of employment, sales, credit rating, or firm survival.• The total estimated national costs of occupational injuries and illnesses among civilians in the United States in 2007 were approximately $250 billion. The costs of injuries were approximately $192 billion and the costs of illnesses were approximately $58 billion.•According to the 2012 Liberty Mutual Workplace Safety Index, the most disabling workplace injuries and illnesses amounted to more than $50 billion in direct U.S. workers’ compensation costs in 2010.• Companies that did not adequately manage workplace safe-ty and health performed worse financially than those who did from November 2004 to October 2007. Investors could have increased their returns during this period had they accounted for workplace safety and health performance in their invest-ment strategy.•There is a direct positive correlation between investment in safety, health, and environmental performance and its subse-quent return on investment.•Over 60 percent of chief financial officers in one survey

reported that each $1 invested in injury prevention returns $2 or more. Over 40 percent of chief financial officers cited productivity as the top benefit of an effective workplace safety program.• A forest products company saved over $1 million in workers’ compensation and other costs from 2001 to 2006 by investing approximately $50,000 in safety improvements and employee training costs. The company has participated in OSHA’s Safe-ty and Health Achievement Recognition Program (SHARP) since 1998.• The average worksite in OSHA’s Voluntary Protection Programs (VPP) has a Days Away Restricted or Transferred (DART) case rate of 52% below the average for its industry. Fewer injuries and illnesses mean greater profits as workers’ compensation premiums and other costs plummet. Entire in-dustries benefit as VPP sites evolve into models of excellence and influence practices industry-wide.• Some of the companies that participated in an OSHA Stra-tegic Partnership to address ergonomic issues in foundries in Wisconsin have seen significant reductions in injury and illness rates. These reductions have led to a decrease in workers’ compensation claims and associated costs.• An OSHA Strategic Partnership covering construction of a power plant in Wisconsin resulted in injury and illness rates significantly below the construction industry rates in Wiscon-sin. In 2006, employees worked over 1.7 million man hours at the site with zero fatalities. The 2006 Total Case Incident Rate (TCIR) was 69 percent below the Wisconsin average and the 2006 Days Away, Restricted, Time Away (DART) rate for the site was 75 percent below the Wisconsin average.

Getting Started:Now that you know that investing in workplace safety and health may improve your company's productivity and bottom line, there are many resources from OSHA and other organizations to help you get started.The following are examples of resources that may help you improve your organization's workplace safety and health and learn about OSHA's compliance assistance resources:OSHA's On-site Consultation Program. OSHA. Using a free consul-tation service largely funded by OSHA, employers can find out about potential hazards at their worksites, improve their occupational safe-ty and health management systems, and even qualify for a one-year exemption from routine OSHA inspections.Compliance Assistance Quick Start. OSHA. Use this step-by-step guide to learn about the compliance assistance resources on OS-HA's Web site.OSHA Publications. OSHA. A wide range of publications on safety and health topics.

From the Desk of Charles Mc.DanielHSE Training Manager | HSE Group

Incident Investigation Methodology

HSE incident investigation is a system for investigating, analyzing, and documenting, health, safety, environmen-tal incidents, near misses and dangerous occurrence (An incident with potential consequences of catastrophic, severe and critical nature).

The purpose of HSE incidents investigation on CCC Proj-ects facilities is to:• Identify the main causes of HSE incidents, prevent recurrence and/or eliminate potential incidents occurring in the future• Ensure that appropriate response actions are taken in case of HSE incidents.• Ensure incidents are fully investigated to ascertain the root causes, develop and implement necessary correc-tive actions as part of the continuous HSE management system improvement process.

For all CCC projects, a designated incident investigation team must be established and announced and includes permanent members from HSE department as well mem-bers from the Project Management construction team who are selected based on the location, severity and the circumstances of the incident.

The projects investigation team who is conducting the investigation musk know CCC procedures and incident investigations techniques (CCC Investigators Training) to collect relevant information and draw effective con-clusions, using the following four-step investigation process .

Step 1: Gathering the Information

Promptness• The best time to start an accident investigation is a soon as possible after the event. The less time between the accident and the investigation, the better and more reliable will be the information available. • Facts will be easier to determine and more details will be remembered by those involved in investigation. • Evidence will be disturbed if not secured immediately following any incident.

Investigators Kit:• Equipment required for an investigators kit, depending

on its nature, includes:• Photographic equipment - digital cameras enable rapid and easy storage and transfer of photographic evidence.• Portable lights - if electricity is switched off or the ac-cident scene is in a poorly lit area in a confined space, such as a manhole.• Notepads, Sketchpads, pencils, pens & measuring equipment.• Barricade tape and high visibility vests.• CCC Witness statement forms. • Record-keeping equipment, including a notebook and perhaps a portable Dictaphone.• Sample collection equipment, such as jars or other con-tainers which can be sealed to prevent loss, evaporation or contamination. Paper bags, plastic bags, envelopes and cartons may also be required.• Tools for cleaning debris or spillages.Put together investigators kits for key investigation personnel.

Secure the Scene:• The first priority is to help injured people. • You may also need to notify and report the incident to client or corporate HSE group as per the HSE manage-ment system. • For serious incidents, the site may need to be made safe but otherwise left undisturbed as a ‘crime scene’ pending an investigation by the police or a health and safety enforcement inspector.• Depending on the severity of any injuries or damage, the investigator should be present during clearing-up operations and reinstatement, as valuable clues may otherwise be missed.• Take a careful but detailed look at the scene of the acci-dent from a distance, preferably from all sides.

Interviewing Witnesses:• Any investigation will involve people who can contribute with beneficial information to find out the direct and root causes of incidents, including the Victim himself, the eye-witness, supervisors, managers, colleagues, etc.• Putting the Witness at Ease by encouraging him and show interest in his ideas and understanding his input in a friendly manner and to assure him the purpose of the interview is not to blame anyone.

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From the Desk of Hasan M. DeebHSE Manager | HSE Group

• Immediately segregate all the witnesses involved in the incident from each other until after the inves-tigation team has completed its interviews• Interview Location: Where possible, it is best to carry out interviews at the scene of the accident, because it is generally easier for those involved to communicate effectively with the ‘props’ close at hand. • Question phrasing, a good principle to adopt in questioning witnesses is to start all questions with either What, Where, When, How or Who. Ques-tions starting with “why” will only put the witness on the defensive and may even antagonize.• Ask open ended questions at the start and closed ended questions as needed.• Learn what to look for when people are lying and telling the truth, body language. Attend the CCC HSE Investigators training course.

Step 2: Analysis of InformationThis means examining all the facts, piecing them together to determine what actually happened and determining why it happened. It would achieve this by the following process:• Assemble all your data or evidence.• Extract the information that is relevant.• Identify any gaps - and follow leads to fill those gaps.• Discover the direct and root causes by systemati-cally working through the event.• Keep asking the question why, until you can’t ask why any more. Root causes.

Step 3: Identify Control Measures• Identify all possible control measures • Then select the ones which are most suitable taking in account of reasonable practicability and the effectiveness of different control types.• Consider also the wider implications of an event. Is this an isolated event or is the same event wait-ing to happen on a similar piece of equipment in other parts of the plant or elsewhere.

Step4: Plan and Implement• Plan what you have decided to do and do it (action plan). This will involve setting timescales (short-term vs long-term) and allocation of specif-ic actions to specific individuals and also, finally, checking that the proposed actions have actually been implemented. Follow up!

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OSHA’s Protecting Temporary Workers “Host employers need to treat temporary workers as they treat existing employees. Temporary staffing agencies and host employers share control over the employee, and are therefore jointly responsible for temp employee's safety and health. It is essential that both employers comply with all relevant OSHA requirements.”

-David Michaels, PHD, MPH, Assistant Secretary of Labor for Occupational Safety and Health

Employer Responsibilities to Protect Temporary Workers:

To ensure that there is a clear understanding of each employer's role in protecting employees, OSHA recommends that the temporary staffing agency and the host employer set out their respective responsi-bilities for compliance with applicable OSHA standards in their contract. Including such terms in a contract will ensure that each employer complies with all relevant regulatory requirements, thereby avoiding confu-sion as to the employer's obligations.

Joint Responsibility:While the extent of responsibility under the law of staffing agencies and host employers is dependent on the specific facts of each case, staffing agencies and host employers are jointly responsible for maintain-ing a safe work environment for temporary workers - including, for example, ensuring that OSHA's train-ing, hazard communication, and recordkeeping requirements are fulfilled.

OSHA could hold both the host and temporary employers responsible for the violative condition(s) - and that can include lack of adequate training regarding workplace hazards. Temporary staffing agencies and host employers share control over the worker, and are therefore jointly responsible for temporary workers’ safety and health.

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OSHA has concerns that some employers may use temporary workers as a way to avoid meeting all their compliance obligations under the OSH Act and other worker protection laws; that temporary work-ers get placed in a variety of jobs, including the most hazardous jobs; that temporary workers are more vulnerable to workplace safety and health hazards and retaliation than workers in traditional employ-ment relationships; that temporary workers are often not given adequate safety and health training or explanations of their duties by either the temporary staffing agency or the host employer. Therefore, it is essential that both employers comply with all relevant OSHA requirements.

Both Host Employers and Staffing Agencies Have Roles:

Both host employers and staffing agencies have roles in complying with workplace health and safety requirements and they share responsibility for ensuring worker safety and health.A key concept is that each employer should consider the hazards it is in a position to prevent and cor-rect, and in a position to comply with OSHA standards. For example: staffing agencies might provide general safety and health training, and host employers provide specific training tailored to the particular workplace equipment/hazards.

• The key is communication between the agency and the host to ensure that the necessary protections are provided.• Staffing agencies have a duty to inquire into the conditions of their workers’ assigned workplaces. They must ensure that they are sending workers to a safe workplace.• Ignorance of hazards is not an excuse.• Staffing agencies need not become experts on specific workplace hazards, but they should determine what conditions exist at their client (host) agencies, what hazards may be encountered, and how best to ensure protection for the temporary workers.• The staffing agency has the duty to inquire and verify that the host has fulfilled its responsibilities for a safe workplace.• And, just as important: Host employers must treat temporary workers like any other workers in terms of • training and safety and health protections.

How can OSHA help?Workers have a right to a safe workplace. If you think your job is unsafe or you have questions, contact OSHA at 1-800-321-OSHA (6742). It’s confidential. We can help. For other valuable worker protection information, such as Workers’ Rights, Employer Responsibilities and other services OSHA offers, visit OSHA’s Workers’ page.

OSHA also provides help to employers. OSHA’s On-site Consultation Program offers free and confiden-tial advice to small and medium-sized businesses in all states across the country, with priority given to high-hazard worksites. For more information or for additional compliance assistance, contact OSHA at 1 800 321 OSHA (6742).

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CCC wins Qatar Oil and Gas Industry HSE Excellence Award 2013

DOHA: H E Dr Mohamed bin Saleh Al Sada, the Minister of Energy and Industry, and the Chairman and Managing Director of Qatar Petroleum (QP), yesterday honored winners of the Qatar Oil and Gas Industry HSE Excellence Awards 2013 during the awarding ceremony. Initiated under the guidance of Dr Al Sada, the HSE Excellence Awards primarily aims to recognize outstanding health, safety and environment (HSE) programs being implemented in Qatar’s oil and gas industry and to improve as well as share the best practices in the field of HSE.

In a keynote speech at the awards ceremony, Dr Al Sada, hailed the long legacy of achievements by Qatar’s oil and gas indus-try. Drawing attention to 75 years since oil was discovered in Qatar, Dr Al Sada said: “Looking at this long and hard journey, we take special pride in our record in health and safety, as well as in protecting the environment, which are valuable attributes and core constituents of our business.”

As unanimously selected by the panel of judges, the winners of the HSE Excellence Awards 2013 under the QP Joint Ventures Category included: Oryx GTL Ltd (Gold Award) for its Road to Zero Harm initiative; Qatar Shell (Silver Award) for its Behavioral Safety Improves Performance at Pearl GTL program; and Qatalum (Bronze Award) for its Sustainable Management of Process By-Products initiative.

For the QP Contractors Category, the winners are JGC Corporation (Gold Award) for its Barzan Onshore SHE&S Excellence and Innovation, Consolidated Contractors Company (Silver Award) for its Behavioral Observation & Intervention; and Schlum-berger (Bronze Award) for its submission on Mechanical Lifting Safety.

In the QP Business Units Category, the Industrial Cities Directorate received the Gold Award for Driving Safety Performance to the Edge; Offshore Operations won the Silver Award for 1st Step on Process Safety Management Path – Ensure Safe Produc-

Projects HSE NEWS

The Peninsula – Qatar

Mr. Nazih Abdel Kader recieve the award behalf on CCC

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ASSE GCC HSE Excellent Award Ceremony -2014 CCC(Kuwait) & CCC (Offshore) achieved Gold Award. Excellence Award 2013

American Society of Safety Engineers-Gulf Cooperation Council HSE Excellence Award is introduced to recognize leadership, excellence and encourage exceptional perfor-mance in private sector companies in the Gulf Region in the field of Health, Safety and Environment. The award is insti-tuted by the American Society of Safety Engineers-Kuwait chapter, a non-profit Voluntary Organization. This evidence based award showcases successful business models of orga-nizations that uphold HSE Management as a business value and excel in performance.

Consolidated Contractors Company (Kuwait) W.L.L partici-pated in ASSE GCC HSE EXCELLENCE Award 2014 for the third time winning Gold Award consecutively for two years. CCC ( Kuwait) Area Managing Director Mr. Bahjat Moussa & Assistance Managing Director Mr. Sultan Al- Ghanim receiv-ing Award from Mr. Hindi Al Hajeri Superintendent, HES, Saudi Arabian Chevron and Chief Guest Ms. Wafaa Al- Zaabi Deputy Managing Director of Kuwait Petroleum Cooperation. Mr. Muvvala Ramu ASSE GCC HSE Excellence Award 2014 Committee member, Mr. Ahmad Al-Attar, President, ASSE Kuwait Chapter, Mr. Fadhel Al Ali, Chairman, ASSE Kuwait Chapter, Mr. VSVRA Babu, Head ASSE GCC HSE Excellence Award 2014 Committee.Consolidated Contractors Group S.A.L (CCC) ( Offshore)

participated in ASSE GCC HSE EXCELLENCE Award 2014 for the Second time winning Gold Award consecutively for two years. CCC HSE Group Manager Mr. Owen Reed receiving Award from Mr. Hindi Al Hajeri Superintendent, HES, Saudi Arabian Chevron , Chief Guest Ms. Wafaa Al- Zaabi Deputy Managing Director of Kuwait Petroleum Cooperation and others Mr. Sreeni Sankar HSE Engineer Mr. Ahmad Al-Attar, President, ASSE Kuwait Chapter Mr. Fadhel Al Ali, Chairman, ASSE Kuwait Chapter, Mr. VSVRA Babu, Head ASSE GCC HSE Excellence Award 2014 Committee.

Consolidated Contractors Group S.A.L (CCC) ( Offshore) was appreciated for taking Initiative in Management of Driving safely, CCC HSE Group Manager Mr. Owen Reed & Sr. HSE Engineer Mr. Jino George receiv-ing MODS Award. Others from the left Mr. Muvvala Ramu ASSE GCC HSE Excellence Award 2014 Committee member Mr. Fadhel Al Ali, Chairman, ASSE Kuwait Chapter, Chief Guest Ms. Wafaa Al- Zaabi Deputy Managing Director of Kuwait Petroleum Cooperation Mr. Vsvra Babu, Head ASSE GCC HSE Excellence Award 2014 Committee, Mr. Ahmad Al-Attar, President, ASSE Kuwait Chapter , Mr. Sreeni Sankar HSE Engineer.

Projects HSE NEWS

Jino George |Sr. HSE Supervisor| KWI - Kuwait

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3 Million Manhours LTI Free and HSE Awards on F-Ring Road ProjectOn May the 13th 2014, the F-Ring Road Project in Doha Qatar held its monthly HSE Awards ceremony. The ceremony for this month was special as it also marked the celebration of 3 million LTI free man-hours for the project. The celebration was attended by KEO, KBR and CCC Management during which the messages conveyed to the awardees all emphasized on the importance of finishing the project safe and strong. To mark the occasion the project management distributed value prizes to the awardees including TV’s tablet computers and other electronics and some cash awards. In addition all the staff of the project got new hi visibility vests that held the motto for the coming months: Finish Safe, Finish Strong.

Nile Corniche Project - HSE Award Ceremony

Projects HSE NEWS

Talal Mhanna|HSE Manager| FRP - Qatar

On the 29th of April 2014 the NCP had an HSE Awards Ceremony. The Project had a total of 15 employees nominated.The ceremony was held on Site and the construction team built a stage for the event. Their was a total of10 Gifts and 5 cash prizes. After the employee received his Certificate they picked a random number out of a hard hat and a correspond-ing number was put on the gifts so if they drew #1 for example the gift with #1 on it was the gift that they received. The Gifts ranged from a LED TV down to a Wallet. The Managers from the various sections presented the awards to their employees and we had spectators from the various departments present to watch the ceremony. This will help spread the word by word of mouth that if you follow the HSE Policies ,Procedures and don’t have an accident or incident. you could get a nice gift.

Mike Thompson |HSE Manager| NCP - Egypt

CCC BO&I Program at Barzan Onshore Project (Qatar)

A relatively new phenomenon in the field of safety, behavioural safety initiatives are fast becoming the way forward in many construction sectors because of the way they significantly improve personnel’s safety behaviour, they are known to encourage and deliver real workgroup empowerment as the workforce help to take control of their own safety, with the management team providing ongoing support. A number of alterna-tive behavioural safety initiative’s are currently available which tend to be applied in different ways, The way that such an initiative is developed and implemented will impact on its effectiveness in reducing accidents and improving safety management systems.

The “Behavioural Observation and Intervention” Pro-gram (BO&I) is an integral part of overall SHE&S pro-grams for the Barzan Onshore Project to identify, as-sess and mitigate workplace hazards caused by at-risk human behaviours. The BO&I program is a behaviour based process performed by trained observers (man-agers, supervisors, SHE&S advisors, and/or workers) who routinely perform observations on workers as they perform their daily job activities, intervene by corrective coaching and appreciation by providing positive feed-back in the field.

The data that is gathered gives LEADING indications of developing trends that need to be addressed before they develop into negative impact incidents, this chang-

es the general approach of addressing LAGGING indicators once incidents have occurred, allowing the project to display and implement Pro-Active strategies that deal with and prevent incidents rather than Re-ac-tive measures that are used to recover after incidents have occurred.This in itself is a change to the Core Safety approach historically deployed on Company projects in that it aims to prevent incidents by changing attitudes and core safety values of the worker rather than the previ-ous approach of closing the stable door after the horse has escaped. (It is all ways more difficult to get the horse back into the stable once it has gone)

Additionally the BO&I program is primarily driven by construction disciplines, giving them ownership of the program, and responsibility to address and change any undesirable work practices, The Data collection, cor-relation and analysis training of the Observers and re-porting of the Data still remains the responsibility of the HSE team. From both a Safety and a Qualative aspect. The benefits of this are a Safer happier workforce due to less accidents and incident, fewer stoppages that are a result of accidents or incidents and the resultant investigations, and fewer quality issues with the work, meaning progress is not hampered by re working of construction activities which is a win - win situation for both Safety and Construction.

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As all the corrective actions are driven by Construction the working relationship between HSE and Construc-tion disciplines are improved, this is due to the process of communication and mentoring at the end of the observation rather than the traditional intervention and stopping the work and the image of HSE as Policemen is changed to one of a partner assisting in preventing unwanted incidents, as opposed to being perceived as a road block to be circumvented to achieve progress.

The workers who are mentored and involved in the pro-cess have a clear understanding of the expected prac-tices and the areas in which they have failed to meet expectation, this learning process where the workers identifies the unwanted actions and practices is rein-forced, by his being involved in Identifying the correct behaviors and what consequence the use of dangerous practices might have on him, his family and Project. This leads to rapid rehabilitation and implementation of required, preferred behaviors.

Behavioral Observation: A trained observer observes an individual worker or work group perform a specific task and compares the worker’s behaviours to an expected and acceptable behaviour.

Intervention :The observation most of the time is followed up by a feedback process in which the observer and the ob-served individual worker/work group involve in a con-structive two-way dialogue that reviews both parties’ perspective to align the unsafe observed behaviour with expected and acceptable standard behaviour. This corrective approach to correct at-risk behaviour is called intervention.

The purpose of the BO&I program is to change at-risk behaviors of workers/employees by providing feedback and coaching and to develop a healthy “SAFETY CUL-TURE” on BARZAN Onshore Project.

CCC BO&I Coordinator, Mr. Ahmad Jamal is dedicated to overseeing the implementation, data collection, and processing of observations and providing feedback to the observers,BO&I Champion, Mr. Anan Al Amad (CCC BOP Project Manager) is providing necessary leadership and direc-tion of the BO&I Program.

The aim of the BO&I Program is to:• Identify at-risk behaviours which are potentially caus-ing or contributing to incidents,• Identify performance aspects that lead to unsafe be-haviours,• Analyze root of at-risk behaviours.

Analysis of at-risk behaviours and critical trends will help to:• Promote a healthy safety culture on the project amongst the entire workforce,• Change the behavior of the entire workforce towards safety.

CCC has been described and found to be the highest performing organization in implementing the BO&I Program satisfying Ras Gas (The Client) and JGC (The main contractor) on Barzan Onshore Project where the following comments were sent to CCC BOP by them.

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From right to left - Mr. Anan Al Ahmad P.M. , Mr. Nazih Abdel Kader EVPO CCC. Far Left - Mr. Trevor Jones HSE Mgr. With members of the JGC Management.

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The observations from observers through checklist are received, updated on regular basis and trends are generated to have results of observations, The trends developed are shared among all levels of workgroup (workers, supervisors, frontline management & proj-ect management) at different intervals, All these work levels are also responsible to apply necessary improve-ments opportunities suggested by the management to improve safety culture on the project.

CCC has been described and found to be the high-est performing organization in implementing the BO&I Program satisfying Ras Gas (The Client) and JGC (The main contractor) on Barzan Onshore Project where the following comments were sent to CCC BOP by them. T. Van Hosser – Ras Gas

Comment from Ras Gas :“ A wise man once said that the road to success is paved with heart aches and stone. CCC’s active par-ticipation in the implementation of the Barzan Project’s BO&I Program has helped to keep the forward path clear of obstacles along with the heartbeat necessary to keep the program active and alive. Well done in-deed. “

Comments from JGC: “Since we started developing a tailor-made and ef-fective Behavioral Observations and Interventions” program for our BARZAN Onshore Project, CCC was heavily involved and contributed with expert knowledge and experience to the development and advancement of the program. CCC has set a very high performance standard with regards to behavior based safety and it is our objective to achieve the same standard in all project organizations.

Alfons Salmhoger, SHE&S System and BO&I Coordi-nator, Japan Gas Corporation.

More and more we need to look at new approaches to achieving safe and healthy workplaces. We need to apply the learning from the many years of analyses of accidents and ill health because this will contribute to future prevention strategies and activities. Behaviour Based Safety (BBS) is an approach that we believe can be applied successfully; it is gaining more inter-est across industry sectors globally and has the great advantage of needing the involvement of the individual employee, in addition of course, to employer commit-ment.

This program has been with other initiatives an excel-lent tool that has been instrumental in CCC Barzan Project being able to improve a better Health and Safety culture on the project which has resulted in CCC receiving WITH pride the HSE Excellence Award 2013 under silver category from Qatar Petroleum awarded here on May 05, 2014.

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BO&I Observers with the award

Trevor Jones |HSE Manager| BOP - Qatar

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Introduction of CCC’s HSE Culture in Morocco

In early 2010 the CCC management in Al Houara Coastal Resort Project located in Tangiers Morocco has taken on eight trainee HSE officers, these were Moroccans who have come on board under the CSR & SILATAK schemes as the HSE cul-ture is in its preliminary stage in the construction industry in Morocco. An excellent way to bring the CCC HSE culture in Morocco.

In Sheikh Khalifa Bin Zayed Al Nahyan Specialized Hospital proj-ect located in Casablanca Moroc-co, CCC management decided to expand the Safety awareness by giving more hands-on training that assisted project personnel to devel-op safety awareness to complete the job safely, these trainings were given by experienced CCC HSE officers. Like all construction sites we need a correct and appropriate training to ensure the well-being of the site and the personnel working within.

During the year 2011 when there was still limited training resources, the CCC management have

decided to reach out to CCC Abu Dhabi to provide professional HSE training instructors and as a result, the technical training schedule have expanded to include an assortment of different kinds of courses.

Rigging course

A team of instructors consisting of professional riggers namely Mr. Najib Hassan and Mr. Suresh Kumar spent 3 days conducting rigging course which had 34 attend-ees. The Rigging team is now able to ensure the safe operation and lifting of all equipment and materials throughout the site.

Scaffolding training course

Scaffolding training course was giv-en by Mr. Rickie Morgan, he spent 8 days which had 84 attendees com-prising of Supervisors, Foremans and Scaffolders.

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OSHA training course

OSHA training course was given by Mr. Charles Mc-Daniel authorized OSHA Outreach Trainer C 0020321, he spent 8 days which had 73 attendees comprising of office & site staff.

Train the Trainer course

Mr. Hazem Faraj, an HSE GROUP Training Coordina-tor, spent 5 days and attended by office & site person-nel.

Safety Incentive SchemeThe Safety Incentive Scheme was a huge success that urged all site personnel to participate and embrace safety procedures. The site tried to choice the best incentive for safety is a long and healthy life. Safety Awards are a high priority to emphasis the importance of HSE.

4 Million Man-Hours

As of 13th February 2014 we have reached 4 Million man-hours without LTI! This is the outcome of the com-bined effort of those involve to promote the CCC’s HSE culture in the construction industry in Morocco.

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Rommel And Reggie | SKSH - Morroco

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Project HSE MajorAwards & Achievements

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Million MAN-HOURS

DHP-UAE

Congratulations!

Note: HSE Group has certain Achievement Milestones. Any projects reaching any of these milestones in the month previous to the newsletter being issued will be mentioned in the Project HSE Major Awards and Achievements Page.Milestone Mentioned upon completion of:1,3,4,5,8,10,15,20,25,30,35,40,45,50,60,70,80,90,100 Million Manhours

To the HSE & Project Construction Teams and to all those who contributed towards this outstanding achievement.

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15

Million MAN-HOURS

KAIA-KSA

1

Million MAN-HOURS

RHI-OMAN

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HSE Insights

Phone : 00971 2 654 8000 | Fax : 00971 2 5540 675email: hsegroup@ccc.ae www.ccc.gr Address: HSE Group, EPSO Building #4, Mussafah, Abu Dhabi, United Arab Emirates

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