Module 5 - HSE PM_Participant_Handbook_Oct 06

of 26020081121PARTICIPANT HANDBOOK

HSE FOR PROJECT MANAGERS

PARTICIPANTS NAME: ____________________________

Participant HandbookHealth, Safety & Environment (HSE)

for Project Managers



Copyright 2008 WorleyParsons Services Pty Ltd

This document has been prepared on behalf of and for the exclusive use of WorleyParsons. Thisdocument may not be duplicated without the express permission of the Business Process Owner.

Level 12, 333 Collins StreetMelbourne Vic 3000 AustraliaTelephone: +061 3 8676 3500Facsimile: +061 3 8676 3505www.WorleyParsons.comWorleyParsons Services Pty LtdABN 61 001 279 812

HSE for Project Managers Training Module

Rev Description Originator Review WorleyParsonsApproval

Date

A Initial Draft An Me Ray Clark 20/06/08

B Issued for Review An Me Ray Clark N/A 7/07/08

0 Issued for Use An Me Ray Clark Ray Clark 1/09/08

1 UpdateReissued for Use

An Me Ray Clark Ray Clark 08/10/08


An Me Ray Clark Ray Clark 31/10/08


Ray Clark Ray Clark Ray Clark 21/11/2008


Ray Clark Ray Clark Ray Clark 18/12/2008



Table of Contents

INTRODUCTION ............................................................................................................................................... 7

TOPIC 1 ONEWAY TO ZERO HARM............................................................................................................. 21

TOPIC 2 LEGAL RIGHTS AND RESPONSIBILITIES ................................................................................... 40

TOPIC 3 HSE LEADERSHIP .......................................................................................................................... 76

TOPIC 3 OBJECTIVES................................................................................................................................... 78

TOPIC 4 HAZARD MANAGEMENT ............................................................................................................. 100

TOPIC 5 PROJECT HSE PLAN ................................................................................................................... 134

TOPIC 6 BEHAVIORAL CHANGE ............................................................................................................... 148

TOPIC 7 HSE COMMUNICATION, MONITORING AND REPORTING....................................................... 162

TOPIC 8 HSE MANAGEMENT OF CONTRACTORS.................................................................................. 182

TOPIC 9 INCIDENT MANAGEMENT ........................................................................................................... 206

TOPIC 10 EMERGENCY MANAGEMENT ................................................................................................... 226

TOPIC 11 HSE IN DESIGN........................................................................................................................... 242

WRAP UP...................................................................................................................................................... 254



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Health, Safety & Environment (HSE) forProject Managers



Introduction



About this Training CourseThis module may be delivered as an integrated (1 Day) component of the Project ManagersTraining Course.

Module 1 - Project Initiation, Scope Management & Project Close OutModule 2 - Project Controls & Commercial ManagementModule 3: Managing Project RiskModule 4: Business Management SystemsModule 5: Health, Safety & Environment (HSE) for Project ManagersModule 6: ProposalsModule 7: Managing Project QualityModule 8: Team Leadership & CommunicationsModule 9: Managing Project ProcurementModule 10: Managing Construction and Completions

It can also be delivered as a stand-alone training course.

The Health, Safety and Environment (HSE) for Project Managers Module (Module 5) deliverscore awareness level training. The principles and practices described in this module are validacross projects and business processes of all sizes and in any location.

On completion of this module, you will have an awareness and understanding of WorleyParsonsHSE expectations for Project Managers. Specifically, this includes:

Your role in helping to build a strong HSE culture throughout WorleyParsons and withinCustomer and Contractor organizations.

Your HSE roles and responsibilities as a Project Manager, particularly in relation to thefollowing key HSE processes:

o Managing Hazards and creating an effective HSE Plano Monitoring and Reporting HSE Performanceo HSE Management of Contractorso Incident Managemento Emergency Management

The Health, Safety and Environment (HSE) for Project Managers Module is targeted atproviding entry level training, or refresher training, for all personnel who are primarily required todirectly or indirectly manage projects using the WorleyParsons Management of ProjectsFramework (WPMP).

Within the range of WorleyParsons Projects/Alliances, this functional responsibility may beassigned to individuals with a wide range of job-titles including Project: Coordinators, Leaders,Managers, Engineers, Senior Project Managers, Lead Engineers and Alliance, Construction or SiteManagers, etc.



About this HandbookYour Participant Handbook contains all the information you need during this training course. TheHandbook contains the relevant slides and supporting text. In addition, space has been providedfor you to write notes for each training session.

In addition, the Handbook contains your Activity Sheets and instructions for each activity, pluswebsites and documents you can refer to for additional information.



Introduction

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IntroductionPiper Alpha was a North Sea oil production platform operated by Occidental Petroleum(Caledonia) Ltd. The platform began production in 1976. An explosion and resulting fire destroyedit on July 6, 1988, killing 167 men. Total insured loss was about 1.7 billion (US$ 3.4 billion). Todate it is the world's worst offshore oil disaster in terms both of lives lost and impact to industry.

The Cullen enquiry was set up in November 1988 to establish the cause of the disaster. Theenquiry was critical of Piper Alpha's operator, Occidental, which was found guilty of havinginadequate maintenance and safety procedures. The second phase of the enquiry made 106recommendations for changes to North Sea safety procedures, all of which were accepted byindustry.

The sobering quote from Lord Cullen highlights the importance of safety, and should challengeProject Managers to consider whether, or not, they are giving safety the attention it deserves.



Session Overview

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COURSE ASSESSMENT:

Although not formally assessed, participants active involvement and interaction in all activities and100% attendance of the duration of the session is required.

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Course Objectives

PARTICIPANT NOTES:

KEY AIMS FOR THIS TRAINING COURSE:

To define WorleyParsons expectations

Assist you in educating Customers and Contractors

To assist you in developing a HSE culture for your project

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Overall HSE Training Framework

PARTICIPANT NOTES:

This table establishes the context for this training course. It describes the overall HSE TrainingFramework and its 3 levels of training

This course is intended to deliver Operational-level learning outcomes. Further training will berequired for specific Operational and Specialist-level competencies (e.g. HSE Audit, HSE IncidentInvestigation, First Aid, etc.)

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Overall HSE Training Framework



Activity: Who Are You?

INSTRUCTIONS: Take a couple of minutes to consider the question below. Write your answer inthe space provided.

What do you want to getout of the day?

The facilitator will ask you to introduce yourself and to explain: your role within WorleyParsons;how long you have been with the Company; and your primary objective for the day.



Topic 1 OneWay to Zero Harm



Topic 1 Objectives


Oct 08 Slide 3 of 10

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 ourbusiness, or our customers' businesses, that it overrides

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

PARTICIPANT NOTES:

KEY MESSAGES FOR TOPIC 1

`This session is fundamental in setting the scene in terms of understanding the range ofstakeholder expectations on the Company and in understanding how WorleyParsons responds tothese expectations.

This session also provides an overview of key Worley Parsons documents such as its Vision, HSEPolicy and OneWay Company Integrity Management System.

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Who Cares About Health, Safety and the Environment?

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Who Cares about Health Safety and the Environment?Some typical answers to who cares about health, safety and the environment are provided below.

Some typical answers to who cares about health, safety and the environment are provided below.

A wide range of stakeholders is interested in WorleyParsons Health, Safety and Environmentalperformancefor all sorts of reasons.

These same stakeholder groups may have an interest in your project. Project Managers shoulddevelop a Stakeholder Management Plan (particularly on larger projects). Refer to the StakeholderManagement Plan Task Sheet PMP-9012 and Stakeholder Management Guideline PMP-0022.

In addition, your Project HSE Plan should take into account the various interests of relevantstakeholder groups.

Who Cares? Why do they Care?Communities / Tourists We are part of the communities in which we live or visit for our

holidays. We are all potentially affected by health, safety andenvironmental issues. We enjoy the qualities of our local placesand we want to keep it that way.

Government / Govt Agencies Federal and State Governments control health, safety and theenvironment by use of legislation. Government agencies setstandards that the Company operates under in regard to thehealth, safety and the environment. If you dont comply, you canbe prosecuted and fined.

Our Employees / Contractors We all want to prevent work-related injuries and help improvepeoples lives by taking a responsible approach to theenvironment and personal health and safety. These issues alsoimpact on attraction and retention of potential/employees.

Shareholders / Customers The ability of the Company to look after its people and care forthe environment may influence peoples decisions to becomeshareholders to purchase our services.

Financial Lenders / Insurers Along with financial profit, the strength of a Companys publicimage influences decisions of lenders and insurers.

Media We all know bad news is good news so a Companys publicimage is important. Any bad HSE issues will definitely be ofinterest to the media, so it is in our interests to reduce oreliminate these issues.

No Government Groups These are made up of people with particular concerns, e.g.environmental issues or health issues.



Vision Zero Harm


HSEforPM_Dec_ 08 12 of 148

Vision


Zero Harm to PEOPLE & ASSETS

Zero ENVIRONMENTAL incidents

www.worleyparsons.com

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

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Vision Zero HarmWorley Parsons has responded to these expectations through demonstrating their commitment toHSE through development of its Zero Harm Vision. When we are achieving Zero Harm we will see:

an intolerance of all unsafe conditions or acts; a commitment to undertaking a thoroughrisk assessment before starting any task; all incidents and near misses investigated toprevent reoccurrence

everyone striving for the perfect day, every day

HSE taking priority in cases where there is conflict with operational objectives. (It shouldrarely be the case that such conflicts exist if proper focus and attention is spent onplanning the work!). HSE performance never being used as an excuse for pooroperational performance.

Each Project must also share the Zero Harm Vision. Project Managers are expected tocommunicate this to the Project team, to the customer and to the contractors.

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20081031PARTICIPANT HANDBOOK

WorleyParsons Differentiators and the HSE Policy




ProjectHSE Plan

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WorleyParsons Differentiators and the HSE PolicyThe HSE Policy commits WorleyParsons to pursuing industry leadership in HSE performance inorder to achieve the Zero Harm vision

Although the language is high level, the HSE Policy sets clear direction, intent and boundarieswithin which all Projects must operate

Personal leadership and culture figure strongly in the Policy:

Safety: no incidents, leadership and safe behavior are the principles that will apply.

Environment: no incidents, minimum impact and innovation are the principles that willapply.

Health: planning, encouragement and understanding are the principles that will apply.

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Oct 08

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

Slide 6 of 9


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 WorleyParsonsworks 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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OneWay is an enterprise wide integrity management framework which lays down the corporateexpectations for achieving the Zero Harm vision, and in turn provides links to Policies, Standardsand Processes that WorleyParsons aims to follow in daily operations to meet these expectations.

As such, it will progressively become the repository for HSE related documentation.

The scope of OneWay covers much more than a conventional HSE management system. Itincludes matters such as risk management, technical integrity, competency, management ofchange, and emergency response.

In addition, it provides guidance on how WorleyParsons works with its joint venture partners,customers, vendors and contractors to engage them in working towards the same vision.

OneWay applies to all Projects. Project Managers are responsible for ensuring that the ProjectHSE Plan addresses OneWay expectations, in conjunction with customer expectations, andcommunicates these to customers and contractors.

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Summary


Oct 08 Slide 8 of 10


ProjectHSE Plan

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Summary

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Key Learning Points

Now that you have completed Topic 1 can you

Name two of WorleyParsons stakeholder groups.

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Describe why they are interested in WorleyParsons HSE performance?

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Define Zero Harm

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What is the intent of the OneWay system?

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Where Can I go for more Help? WorleyParsons Code of Conduct

Stakeholder Management Plan Task Sheet (PMP-9012)

Stakeholder Management Guide (PMP-0022)

Health, Safety and Environment Policy (CHM-0114)

Overview of WorleyParsons Intranet HSE SystemsWorleyParsons has set its corporate systems, tools and resources up on an intranet based systemcalled NOW. This can be accessed by all personnel with a WorleyParsons email account andaccess to internet / intranet. Some area restrictions apply. https://now.WorleyParsons.com

OneWay is an Enterprise Integrity System. This is a high level corporate framework that willprogressively hold a wide range of corporate documents, standards, behaviors and forms(including HSE) within WorleyParsons. https://hse.WorleyParsons.com/default.aspx

WorleyParsons Enterprise Management System (EMS) is the repository of WorleyParsons HSEPolicies, Procedures and forms used as a base for WorleyParsons project specific plans andprocedures to be used on EPCM projects. https://projects.worley.com.au/cst/qm/ems/default.aspx

WorleyParsons Project Management Processes (WPMP) provides guidance on HSErequirements for different size and types of projects as well as templates for HSE plans and thelike. https://wpmp.WorleyParsons.com/home/wpmp.aspx

Also see HSE staff under Whos Who in HSE at https://hse.WorleyParsons.com/default.aspx

WorleyParsons HSE Websites https://hse.WorleyParsons.com

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Topic 2 Legal Rights and Responsibilities

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Topic 2 Objectives

PARTICIPANT NOTES:


It is important to be able to understand your legal rights and responsibilities in regard to keyAustralian Occupational Health and Safety, and Environmental legislation.

This session also provides information on your role as the employers (WorleyParsons)representative and clarifies that these legal requirements apply whether the employee referred tois a WorleyParsons employee, a WorleyParsons contractor or a contractor employee.

This session provides an overview of the key themes of Australian and New Zealand OH&S andEnvironmental Legislation.

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Industry Leadership Beyond Compliance


Oct 08

Industry Leadership Beyond Compliance

Slide 4 of 16


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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Industry Leadership Beyond ComplianceBusiness (and therefore management) is faced with choices as to how and at what level theycontrol their operations:

1. The lowest level is to not control risks at all and just hope that nothing goes wrong orthat the organization doesn't get caught! This may seem to be a cheap option in theshort term but can lead to serious and sometimes catastrophic events.

2. The next level is to comply with legislation only and not strive for higher levels ofcontrol. This at least affords some protection against prosecution - but nothing else.

3. Compliance and the voluntary adoption of a suitable standard can help to elevatecontrol to the next level. For example, an industry Code of Practice.

External certification against the standard by a suitable verification agency lends extracredibility to the level of control in stakeholders eyes and can help focus managementattention on the effective control of risks if the standard is used properly. For example, AS-NZS 4804: Occupational Health and Management Systems.

Ultimately an organization can strive for 'leading practice' which is a combination of all ofthe above, plus aspirations for 'world class' performance.

One of WorleyParsons Strategic Differentiators is Industry leadership in health, safety andenvironmental performance. This statement means that WorleyParsons is seeking to bepositioned near the top end (leading practice) of this scale - at a level that is beyond compliance.

The WorleyParsons Code of Conduct states that WorleyParsons is committed to complying withthe laws and regulations of the countries in which we operate. These laws relate to health, safetyand environment, financial, corporate, continuous disclosure, fair trading and other legal andstatutory requirements. All of us must:

Comply with any laws and regulations relevant to our work

Be aware of the duties and obligations that apply to our role.

Ignorance of the law is not a valid excuse for non-compliance. If you require advice, contact thelegal department.

A growing number of companies in the Hydrocarbon, Minerals & Metals, Infrastructure and Powerindustry sectors have their HSE management systems externally certified to a recognized standard(e.g. ISO 14001). Through this process they are required to consider HSE in selecting the vendorsand suppliers they work with. As a result, vendors and suppliers who also have their HSEmanagement systems externally certified are viewed favorably by these companies.

WorleyParsons is currently committed to achieving ISO 14001 and AS NZS 4801 certification. TheSydney Water Renewable Energy Generation Project, NSW was selected as a pilot, with the aimof achieving certification of the project by November 2008. The intention is that the learnings fromthis pilot will then be used to fast-track achieving certification of projects and the businessthroughout the ANZ Region.

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Duty of Care


Nov 08

Key Theme Duty of Care

Slide 5 of 16

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


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Duty of CareIt is important to have an understanding of the duty of care concept to be able to understand keyresponsibilities under HSE legislation.

Fault Liability v Strict LiabilityMost people are familiar with the legal concept that a person is considered to be innocent untilproven guilty. This means that a case has to be demonstrated by the prosecution that thedefendant is guilty of a crime (e.g. if accused of committing a murder).

In HSE legislation, the reverse onus of proof often applies. This means that the prosecution onlyhas to demonstrate that HSE harm (or potential harm) has been caused, and the onus is then onthe defendant to build a case that demonstrates they were not at fault (e.g. guilty! now prove thatyou are innocent) (Donoghue vs. Stevenson 1929, UK).

Reasonable Care / Reasonable ManIn this situation, to build a case that they were not at fault, the defendant would need todemonstrate that they took all reasonable care. This raises the question of what does reasonablecare actually mean? It is a phrase that may be interpreted one way by one person, and interpreteda different way by another person. The definition of reasonable care originated from a legal casein the UK more than 70 years ago (Hall vs. Brooklands Auto Racing Club 1933, UK).

The judge in this case decided that reasonable care is a standard of care comparable to that whichmight be exercised by the hypothetical man on the Clapham bus (a reasonably educated andintelligent, but non-specialist person, from an ordinary commuter suburb in London an easilyunderstandable description of a reasonable man). The Australian equivalent of this analogyoriginated some years later as the man on the Bondi tram (Papatonakis v AustralianTelecommunications Commission (1985) 156 CLR 7 at 36 per Deane J).

The legal test for whether reasonable care has been taken is a measure of: Causation establish with requisite degree of certainty Foreseeability determine the risk was foreseeable Preventability preventable by practicable precautions. Finally, based on the likelihood and seriousness of the risk, whether a reasonable and prudent

person would have taken those precautions.

Product Liability Now Applied to OperationsManufacturers of products (e.g. toys) are liable for ensuring that their product is safe and fit forpurpose (e.g. no small parts that a child could swallow and then choke on; no sharp pins that achild could stab into their eye). An outcome from the Piper Alpha Public Inquiry was arecommendation by Lord Cullen that those responsible for managing an operating facility (e.g.offshore oil platform, smelter, factory) should be liable for ensuring that their facility is safe and fitfor purpose. The oil industrys response to the Public Inquiry was to introduce the Safety Case adocument produced by the operator of the facility which: identifies the hazards and the risks describes how the risks are controlled, and the management system in place to ensure the controls are effectively and consistently

applied.

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The Australian Safety and Compensation Council now maintain a National Standard and NationalCode of Practice for major hazardous facilities.

This area of Product Liability is very important within WorleyParsons as it also covers the design ofPlant and Equipment, a major part of our contracts.

References:

Donoghue vs. Stevenson (1929). Definition of Reverse onus of proof . UKHall vs. Brooklands Auto Racing Club (1933). Man on the Clapham bus. UKPapatonakis vs. Australian Telecommunications Commission (1985). Man on the Bondi tram. Aus.Cullen HL (1990). The Public Inquiry into the Piper Alpha Disaster.National Occupational Health & Safety Commission (2002). Control of Major Hazard Facilities:National Standard [NOHSC: 1014(2002)]National Occupational Health & Safety Commission (1996). National Code of Practice [NOHSC:2016(1996)].

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Case Study Cyclone George

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Case Study Cyclone GeorgeSUMMARY OF EVENTS

On Thursday 8th March 2007 Cyclone George, a category 4 cyclone crossed the Pilbara coast ofWestern Australia and caused devastation to a rail construction camp approximately 105kilometers inland south of Port Hedland in the early hours of the morning. This resulted in twodeaths and numerous injuries to rail construction personnel (up to 30 people injured) while theywere sheltering in their accommodation units (more commonly known in the mining industry asdongas).

The two people killed were Craig Raabe (42 years old) from Gympie, Queensland, a father withtwo boys, and Debra Till (47 years old) from Perth, a mother with 2 children. Craig had beenworking at the camp to raise the money to support his eldest son, 17, who was disabled in caraccident 5 years earlier.

Heavy rainfall from the cyclone also caused substantial flooding, which made regional roadsimpassable and interrupted communication systems, which in turn hampered rescue operations inthe area. The State Emergency Services including police and medical staff were airlifted byhelicopter from Karratha to the rail construction camp to assist in the recovery.

PROSECUTIONS

WorkSafe will prosecute eight companies in connection with two deaths and serious harm causedto seven persons during Cyclone George in March 2007.

The companies will face a total of 49 charges under the Occupational Safety and Health Act1984. The charges vary for each company, dependent upon their obligations under the Act, but insummary the charges relate to:

Failure to provide and maintain a safe working environment;

Failure to maintain premises which were employer-provided accommodation;

Constructing temporary structures and failing to ensure that the structures were ableto withstand potential cyclones; and

Designing temporary structures and failing to ensure that the structures would be ableto withstand potential cyclones.

WorkSafe WA Commissioner Nina Lyhne said that the large number of charges brought against anumber of entities demonstrated the breadth of occupational safety and health responsibilities.

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COMPANY CHARGESPilbara Infrastructure 12 counts of failing to provide a safe working

environment and five counts of failing to maintain thepremises on employer-provided accommodation.

FMG (Client) Failing to provide and maintain a safe workingenvironment causing serious harm to a contractor.

Spotless Services Australia (designer ofthe dongas)

Eight charges over alleged failure to ensure thedongas could withstand a cyclone.

Spotless P & F Pty Ltd ? (employer of Debra Till)Laing O'Rourke (railway constructionand maintenance services)

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Spunbrood trading as NT Link(constructed the accommodation unitsor "dongas")

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BGC Four charges of failing to provide and maintain a safework environment in relation to the death ofemployee Craig Allan Raabe, and injuries to threeemployers.

WorleyParsons Single charge of failing to provide a safe workingenvironment, with a maximum penalty of $200,000

SUMMARY OF RECOMMENDATIONS

1. In accordance with Regulation 4.30 of the Mines Safety and Inspection Regulations1995 and Regulation 3.10 of the Occupational Safety and Health Regulations 1996,every employer must develop emergency procedures and plans in conjunction withadvice from FESA and other regional emergency planning groups where their sitesare located.

2. The emergency plans should include details for making the site safe and ensuring thesafety of personnel as far as is practicable. This should include the removal/restraintof loose objects and structures and evacuation of personnel.

3. Every accommodation unit or donga and every transportable building on worksitesand camps in cyclone sensitive regions should be adequately secured.

4. During the Blue and Yellow Alert Cyclone Warning phase a safe and orderlyevacuation of non essential personnel from the worksite or camp should beconsidered prior to high intensity cyclones passing in close proximity to the site.

5. Employees remaining on site during the cyclone should be moved to a designatedappropriate shelter well in advance of the arrival of the cyclone to avoid being injuredduring the transfer to the shelter.

6. Where employees are required to stay on site, adequate stocks of food and otheressential items should be available during the period when the site may be cut off dueto high winds or flooding.

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7. During the Red Alert Cyclone Warning phase when all power has to be isolated or inthe eventuality of damage or interruption occurring to the power supply or telephoneand other communication systems, an adequate means of reliable emergency backupcommunication should be available on site to make contact with external emergencyservices should help or assistance be required.

8. Each site should continuously monitor cyclone warnings issued on radio, television orvia the internet connection to the Bureau of Meteorology or FESA websites. In theevent of power interruptions on site battery powered radios should be available.

Role of WorleyParsons

WorleyParsons supported FMG through the provision of project management, project services,engineering, procurement and construction management systems and personnel. These corecapabilities were further supplemented by specialist technical services provided by the engineeringoffice in Melbourne and global procurement office in Beijing.

References:

AAP (2008), Fortescue faces $7m fines over deaths, AAP, July 25th.

Cardy, T. (2008), Companies charged over Cyclone George deaths, injuries, The Sunday Times,September 10th.

Joint Resources Safety / WorkSafe Safety Bulletin, Date: 2 April 2007 - Subject: Cyclone Emergency Preparation, Planning and Preparedness, Department of Consumer and EmploymentProtection Government of Western Australia.

WorleyParsons website, 2008, Pilbara Iron Ore and Infrastructure Project,http://www.worleyparsons.com/Projects/Pages/PilbaraIronOreandInfrastructureProject.aspx

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Occupational Health & Safety Legislation


Oct 08


Occupational Health & Safety Legislation

Slide 7 of 16

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 employer comply 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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Occupational Health & Safety LegislationAs a Project Manger, you are representing WorleyParsons. You are the interface between thesenior management enablers above, and the site workforce team below

1. As an employer you must take all reasonable practicable steps to protect the health,safety and welfare at work of your personnel. Reasonable, practical steps are interpretedas meaning that we should implement any / all controls that a reasonable person wouldexpect. To address their legal responsibilities, Project Managers must:

Identify Project HSE hazards and risks Maintain appropriate standards and procedures, and provide induction and training Develop and maintain a Project HSE Plan Establish and maintain 2-way communication through meetings and toolbox talks.

You also have the right to expect any personnel, whether: WorleyParsons: employees, direct and agency contractors and casuals; WorleyParsons contractors, and sub-contractors to WorleyParsons contractors WorleyParsons Partners and Customersto comply with their legal responsibilities.

2. Personnel have the right to work in a safe and healthy workplace, and a responsibility towork safely. To address their legal responsibilities, personnel must:

Follow procedures and attend training Report hazards and incidents Not take short-cuts Wear PPE provided and use equipment provided, and not modify them without

authorization.3. You This includes Supervisors, Superintendents, Project Managers and Site Construction

Managers are the interface between WorleyParsons Values, Policies, Strategies and theoperations (Companies, Customers and Contractors).

ADDITIONAL POINTS

All WorleyParsons Line Management and Supervisors will comply with allapplicable provisions of Federal, State and Local laws and codes. Where Stateregulations apply to a given task, these will be the initial and minimum requirement.

All personnel regardless of if they are WorleyParsons employees, or Contractorshave responsibilities with respect to their own and others health and safety. Allemployees have a responsibility to work safely, comply with client andWorleyParsons procedures and regulations, and to report hazards and incidents.

Project Managers have a duty of care, in essence, to take all reasonablypracticable steps to ensure that the workplace is safe from injury and risks to health.You are responsible as the employers representative!

WorleyParsons Project Managers shall also ensure Supervisors have easyaccess to current copies of Acts, Regulations and Codes of Practice etc, which areapplicable to the scope of work.

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Health and Safety Offences and Penalties Australia (October 2008)

State / Territory Type of Offence Maximum Penalty

Breach of an employersduty of care

Corporation$550,000 (first offence)$825,000 (previous offender)Individual$55,000 (first offence)$82,500 and/or 2 years jail (previous offender)

New South Wales

Breach of an employeesduty of care

$3,300 (first offence)$4,950 (previous offender)


Corporation$943,290 (9000 penalty units; penalty unit varies, indexed yearly)Individual$188,658 (1800 penalty units; penalty unit varies, indexed yearly)

Victoria


$188,658 (1800 penalty units; penalty unit varies, indexed yearly)


Corporation$300,000 (first offence)$600,000 (previous offender)Individual$100,000 (first offence)$200,000 (previous offender)

South Australia


$10,000


Corporation$750,000 (multiple deaths)$375,000 (death or grievous bodily harm)$281,250 (bodily harm or exposure to a substance likely to causedeath or grievous bodily harm)$187,500 (other offences)Individual$150,000 and/or 3 years jail (multiple deaths)$75,000 and/or 2 years jail (death or grievous bodily harm)$56,250 or 1 years jail (bodily harm or exposure to a substancelikely to cause death)$37,500 or 6 months jail (other offences)

Queensland


$150,000 and/or 3 years jail (multiple deaths)$75,000 and/or 2 years jail (death or grievous bodily harm)$56,250 or 1 years jail (bodily harm or exposure to a substancelikely to cause death)$37,500 or 6 months jail (other offences)

Tasmania Breach of an employersduty of care

Corporation$150,000Individual$50,000

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$10,000


Corporation$500,000 (circumstances of gross negligence, first offence)$625,000 (circumstances of gross negligence, previous offender)$400,000 (causes death or serious harm, but not gross negligence,first offence)$500,000 (causes death or serious harm, but not gross negligence,previous offender)$200,000 (other offences, first offence)$250,000 (other offences, previous offender)

Western Australia


$5,000 (first offence)$6,250 (previous offender)


Corporation$50,000 (breach of duty)$750,000 (recklessly or negligently exposing to a substantial risk ofserious harm)$1,000,000 (recklessly or negligently causing serious harm)Individual$10,000 (breach of duty)$150,000 and/or 5 years jail (recklessly or negligently exposing to asubstantial risk of serious harm)$200,000 and/or 7 years jail (recklessly or negligently causingserious harm)

Australian CapitalTerritory


$10,000 (breach of duty)$150,000 and/or 5 years jail (recklessly or negligently exposing to asubstantial risk of serious harm)$200,000 and/or 7 years jail (recklessly or negligently causingserious harm)


Corporation$550,000Individual$110,000 or 2 years jail

Northern Territory


$110,000 or 2 years jail

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20081218HSEforPM_PARTICIPANT_HANDBOOK

Workplace Injury / Illness - Australia

PARTICIPANT NOTES:

....

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Workplace Injury / Illness - AustraliaThe total cost (nationally) for workplace injury and illness for 2000 / 2001 was $34 billion. This isequivalent to 5% of the Australian Gross Domestic Product for the same year (this estimaterepresents foregone economic activity, and not the proportion of GDP that is lost as a result ofwork-related injury and illness).

For every 1,000 employees nationally throughout Australia, 16 people lodged injury and illnessclaims in 2005 / 06.

For every 1,000 employees in the Construction industry throughout Australia, 25 people lodgedinjury and illness claims in 2005 / 06.

For every 1,000 employees in the Construction industry in the role of a laborer throughoutAustralia, 45 people lodged injury and illness claims in 2005 / 06.

References:

National Occupational Health and Safety Commission. The Costs of Work Related Injury andIllness for Australian Employers, Workers and the Community

National Occupational Health and Safety Commission. Compendium of Workers CompensationStatistics Australia 2005-2006

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Oct 08


Workers Compensation & Injury Management Legislation

Slide 9 of 16

Employers 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 and

implementation 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.

PARTICIPANT NOTES:

....

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Similarly to OHS legislation, the theme of reasonableness is a key concept in WorkersCompensation and Injury Management legislation.

Employees have a legal obligation to immediately report a workplace injury/illness to theirsupervisor/manager.

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Workplace Compensation and Injury Management


Oct 08


Workers Compensation and Injury Management

Slide 10 of 16

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 Coord. assist in completing all forms and provide info to

worker on their rights and responsibilities maintain contact with injured or ill workers assist Return to Work Coord. to develop

suitable duties in line with medical advice supervise injured worker to ensure any

restrictions are adhered to, and monitor progress check that your contractors have an injury

management process for their employees.

PARTICIPANT NOTES:

....

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Workplace Compensation and Injury ManagementWorleyParsons has a process in place for injury management. The driver for this is to ensure thebest outcomes for the injured person and for WorleyParsons the prompt, safe and durable returnto work of that person (its not about managing injury statistics).

WorleyParsons recognizes that there are substantial benefits to be gained from injury managementprinciples and practices and is committed to implementing them at the workplace. It isWorleyParsons policy to make provision for the injury management and vocational rehabilitation ofall employees who have sustained a compensable or non-work related illness, injury or disability.

In this context injury management is defined as:

A workplace managed process incorporating employer and medical practitioner fromtime of injury to facilitate where practicable, efficient and cost effective maintenance in orreturn to suitable employment.

WorleyParsons objectives are:

To establish a structured systematic approach to injury management services for allemployees following work or non-work related illness, injury or disability.

To develop and encourage the expectation that it is normal practice, following illness, injuryor disability for persons to return, as soon as practicable, to appropriate employment.

To commence the managed, safe and early return to meaningful, productive employmentat the earliest possible time, consistent with medical opinion.

To provide staff with information and education on the injury management policy andprocedures of the organization, including information at induction.

To retain the dignity of person(s) undergoing any rehabilitation process.

The Injury Management Pack is a toolkit intended to be given to the injured employee itcontains information for the injured person, and for their treating doctor.

Write down the Return to Work Coordinator for your Project (or your last project if you are currentlynot on a project). If you dont know who it is, fill this information out when you return to your project!

Name:

....

Contact Number:

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Environmental Legislation




Environmental Legislation

an Environmental Approval (to construct) and License To Operate (tooperate) 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 moni tor 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 allreasonable 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 ofCare 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

PARTICIPANT NOTES:

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Environmental LegislationEnvironmental management is a hot political topic and an important issue for WorleyParsons andmany of its customers. Achieving good environmental performance is essential for ensuring that agood reputation is maintained with stakeholders.

Activities conducted within the Power, Hydrocarbon, Minerals & Metals and Infrastructure industrysectors are regarded by regulators as including activities which may cause pollution (sometimesreferred to as environmentally-relevant activities).

Some WorleyParsons customers operate under an environmental approval / license. All partiesworking at the site to which the approval/license applies are responsible for complying with theapproval/license conditions. The regulators regard the license as a very important document, andtherefore require that all personnel understand their obligations.

Environmental legislation often requires companies to do all things reasonable and practicable toavoid environmental harm. We have requirements to ensure that we have undertaken and aretaking Due Diligence relating to our operations. Simply complying with license conditions may notbe enough to avoid prosecution.

Environmental legislation has evolved over time, particularly in the last 20 years:

1900s 1950s Traditional methods of individuals resolving pollution issues under common law becomes

inadequate (e.g. if a person came onto another persons property and polluted theirwaterway, that person could prosecute them for trespass but not for causing pollution).

1950s to 1970s

Rapid changes in environmental laws (led by the USA). Formation of federal and state environmental protection authorities (e.g. EPA's).

1980s to 1990s

Increases in regulatory and enforcement powers of authorities (e.g. test cases andprosecutions).

Environmental licenses introduced. Individual standing in environmental courts (i.e. any person could initiate a court action,

even if not personally impacted by the pollution).

1990s to 2000s Tougher penalties introduced. Requirements for License to Operate (LTO) Focus on community right to know.

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Environmental Offences and Penalties Australia

State / Territory Type of Offence Penalties

Willful or negligent pollution $1 million (corporation)$$250,000 or 7 years jail (individual)

New South Wales

Pollution of air / water $125,000 + $60,000 per day(corporation)$60,000 + $30,000 per day (individual)

Willful or negligent pollution $1 million (corporation)$$250,000 or 7 years jail (individual)

Victoria

Pollution of air / water / land $40,000 + $16,000 per dayPollution of water $1 million (corporation)

$60,000 (individual)South Australia

Pollution of air $15,000 (corporation)$8,000 (individual)

Pollution of air $20,000 + $2,000Queensland

Pollution of water $10,000 + $1,000Tasmania Pollution of air / water $100,000 (corporation)

$50,000 (individual)

Western Australia Pollution of air / water / land $50,000 + $10,000 (corporation)$25,000 + $5,000 (individual)


Pollution of air / water $50,000 (corporation)$10,000 (individual)

Northern Territory Willful or negligent pollution $1,250,000 (corporation)$250,000 or 5 years jail (individual)

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What to do if an inspector calls?



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 Manager

and Contractor focal point take detailed notes and accompany the inspector

wherever they go be courteous and co-operative provide factual answers - do not speculate or give

unrequested 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:

PARTICIPANT NOTES:

....

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What to do if an inspector calls?

You should note that in most cases, inspectors from Local Government and from RegulatoryAuthorities have greater powers of entry and access to your worksite than the police:

they dont need to give prior notice of their arrival, or have a warrant

they can access any part of the site they wish to visit

they can take samples and photos of anything

they can talk to anyone (and in some States; [e.g. NSW] require an answer

they can obtain copies of any documents, including confidential documents.

However, it is important to note that Project Managers have the following rights before beingrequired to allow an inspector to access a site:

to request and sight proof of the inspectors identity

to require the inspector to undertake any necessary site inductions.

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What does it all mean for a Project Manager?



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, and

include it in your Project HSE Plan discuss and confirm with your customer and contractors the specific legal

responsibilities 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!

PARTICIPANT NOTES:

....

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What does it all mean for a Project Manager?Project Managers must find out the HSE legislation that applies, and their specific responsibilitiesunder this legislation remember that ignorance is not a valid excuse for non-compliance.

It is important that this is done during the Project planning phase because this information isessential input to the process of developing an appropriate Project HSE Plan.

Think about the last Project you worked on. Did you work with your HSE Advisor to cover thesepoints during the project planning phase?

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Register of HSE Legislation Example (Offshore WA)





Australian MaritimeSafety Authority

Department ofIndustry

and Resources

National OffshorePetroleum Safety

Authority

Regulates HSE aspectsof legislation for marinevessels in Australianwaters

All other HSE aspects oflegislation for offshoreinstallations

Regulates safety aspectsof legislation for offshoreinstallations

Protection of the Sea(Prevention of Pollution fromShips) Act 1983

Commonwealth Petroleum(Submerged Lands) Act 1967

Petroleum (Submerged Lands)(Management of Safety onOffshore Facilities) Regulations1996

WorkSafe

OHS aspects of legislationfor workplaces in WA(excluding offshoreInstallations)

Occupational Safety & HealthAct 1984

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

PARTICIPANT NOTES:

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This slide provides an example of the structure and content of a Register of HSE Legislation - anessential component of the Project HSE Plan.

Think about the last Project you worked on. Did your project have a Register of HSE Legislation?

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Key Learning Points

Now that you have completed this topic

Where should your Project HSE roles & responsibilities be defined?

Who is responsible for implementing and managing HSE on behalf of WorleyParsons?

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Where Can I go for more Help? For information and advice on Occupational Health and Safety legislation for all

States, Territories and New Zealand see your relevant WorkCover web site

For environmental legislation in your State or Territory and New Zealand go to theweb site http://www.austlii.edu.au/databases (a summary of key environmental andkey OH&S legislation is provided on the following page and in ParticipantHandbooks) and

For injury management information, refer to WorleyParsons Injury ManagementPolicy & Guidelines, or contact your WorleyParsons Return to Work Coordinator.

Location Information SourcesCommonwealth ofAustralia

www.environment.gov.au Environment Protection and Biodiversity Conservation Act 1999http://www.comcare.gov.au/safety Occupational Health and Safety Act 1991

South Australia www.workcover.com Occupational Health, Safety and Welfare Act 1986www.epa.sa.gov.au Environment Protection Act 1993

Victoria www.epa.vic.gov.au Environment Protection (Amendment) Act 2006www.workcover.vic.gov.au Occupational Health and Safety Act 2004

Queensland www.epa.qld.gov.au Environmental Protection Act 1994www.workcoverqld.com.au Workplace Health and Safety Act 1995

Western Australia www.epa.wa.gov.au Environmental Protection Act 1986www.workcover.wa.gov.au Occupational Safety and Health Act 1984


www.tams.act.gov.au/live/environment Environment Projection Act 1997www.workcover.act.gov.au Occupational Health and Safety Act 1989

New South Wales www.environment.nsw.gov.au Protection of the Environment Operations Act 1997www.workcover.nsw.gov.au Occupational Health and Safety Act 2000

Northern Territory www.nt.gov.au/nreta Environmental Offences and Penalties Act 1996 Environmental Assessment Act 1982www.worksafe.nt.gov.au/ Workplace Health And Safety Act 2007

Tasmania www.epa.tas.gov.au Environmental Management and Pollution Control Act 1994www.workcover.tas.gov.au Workplace Health and Safety Act 1995

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Topic 3 HSE Leadership

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Topic 3 Objectives

PARTICIPANT NOTES:


Discuss leadership and leadership styles

Clarify the key HSE roles, responsibilities and expected behaviors of a Project Manager

Identify your required contribution to building a strong HSE culture in WorleyParsons

Be aware key reference materials

....

....

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Activity: What is a Leader?

INSTRUCTIONS: Consider the following questions for 1 minute. Write your answers in the spaceprovided below and be prepared to share this information with the class if prompted by thefacilitator.

In your own words, define a leader

....

Is a manager automatically a leader?

....

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Authority: Napoleon was a great motivator of people. From the lowest soldier to the high-rankinggenerals and aristocrats, Bonaparte knew that in order for him to succeed he had to have thepeople around him enthusiastic about their mission. He understood that a leader must win thetrust of the people he is leading.Beliefs: At the root of Martin Luther Kings civil rights convictions and strong beliefs in civil rightsand nonviolence was an even more profound faith in the basic goodness of man and the greatpotential of American democracy. These beliefs gave to his speeches a fervor that could not bestilled by criticism.Actions: John Simpson Kirkpatrick carried no weapons, but when instructed to recover and helpthe wounded he undertook this work enthusiastically. Famously, he used a small donkey to carrymen down from the front line, often exposing himself to fire. The bravery of this "man with thedonkey" soon became the most prominent symbol of Australian courage and tenacity onGallipoli. Although Simpson carried no weapons and remains an enigmatic figure, the nature ofhis sacrifice made a vital contribution to the story of ANZAC.

Reference:Ling, Peter J. (2002). Martin Luther King, Jr.. RoutledgeJohnson, P. (2002). Napoleon: A life. Penguin BooksCurran, T. (1994), Across The Bar: The Story Of Simpson, The Man With The Donkey: Australiaand Tynesides great military hero: Ogmios Publications, Yeronga

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Activity: How do you demonstrate HSE leadership?

INSTRUCTIONSGo through the following three checklists assessing your own behaviors as you go.

Score yourself as follows, a (1) for Never, score a (2) for Sometimes and score a (3) forAlways. When you have finished add up your scores.

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Behavior Rarely

(1)

Sometimes

(2)

Always

(3)

I regard HSE as an integral part of the job

I never walk past an unsafe act or hazard without takingimmediate action

I give feedback for both good and poor performance

I ensure that safety actions are promptly and appropriately closedout

I use safety moments at the beginning of meetings to raise HSEawareness

I insist a job is well planned with sufficient time to do it safely

SCORE

Behavior Rarely

(1)

Sometimes

(2)

Always

(3)

I consult with personnel and encourage open communication

I encourage a culture of asking when not sure

I give reasons why certain activities are necessary

I review performance informally and regularly

I talk one on one with people when correcting unsafe behavior.

SCORE

Behavior Rarely

(1)

Sometimes

(2)

Always

(3)

I empower people to stop the job if they believe it is not safe

I let people get on with the job if they are capable

I encourage challenges on the way things are done

I am receptive and responsive to enquiries

I maintain fair discipline and show zero tolerance for noncompliance.

SCORE

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ASSESSMENT OF SCORESIf you scored 16 32 perhaps you didnt do as well as you expected. Perhaps you need to talk toyour supervisor about attending more focused training and obtaining more focused experience.What are the areas you could work on? Listen during this course for some ideas and direction.

If you scored 32 48 you did well! You are who we need and this course will be a refresher foryou. Do you have areas you could work on? Listen during this course for some ideas anddirection.

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Leadership Styles for Different Teams

Remember what we are looking for at WorleyParsons is people whodemonstrate effective leadership, even when no one is watching!

PARTICIPANT NOTES:

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Leadership Styles for Different TeamsThere are different styles of leadership which are required at different times depending on thesituation and the commitment and competency of the staff.

One axis is - Team attitude, motivation and confidence (Low High), i.e. commitment to the taskThe other axis is - Team knowledge, skills and experience (Low High), i.e. ability to complete thetask

Bold indicates effective attributes (or ineffective if done in the wrong circumstances), while (italics)indicate the undesirable extreme form of behavior.

Note that a good leader needs to be able to move between these quadrants as required, e.g. anew starter (Telling) vs. an experienced veteran (Delegating). This may even be on the same taskwithin a project!

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Effective Leadership Styles Behaviours!

HIGH SELLING Focuses on tasks because low

competence requires strongrelationships to maintain motivation

Encourages discussion Explains why actions are necessary

DELEGATING Gives the individual / team maximum

of freedom while remainingsupportive

Monitors more than supervises what isgoing on stays in touch

Allows the individual / team to findown best practice

Indi

vidu

al/te

amat

titud

es,m

otiv

atio

nan

dco

nfid

ence

TELLING Gives detailed instructions and closely

supervises the individual / team Concentrates on tasks and

relationships This style is also suitable in a crisis

PARTICIPATING Encourages discussion, sharing of

ideas and facilitates decision making Focus on relationship building more

than tasks Demonstrates supportive behaviors

LOW Individual / team knowledge, skills and experience HIGH

Ineffective Leadership Styles Behaviours!

HIGH OVER-SELLING Too enthusiastic Too detailed Manipulative

BARBAQUE MANAGER Individuals / team are disconnected Tries to keep the team together with

social events Hardly visits the work site / place Takes credit for others successes

Indi

vidu

al/te

amat

titud

es,m

otiv

atio

nan

dco

nfid

ence YELLING

Not friendly Shouts and screams Calls people names Blames everybody when something

goes wrong Individuals / team are afraid of this

manager

DO IT ALL Has problems delegating Assumes that his / her behaviour will

be appreciated No faith in direct reports or

management Do it all supervisors get killed doing

the job without being supervisedthemselves

LOW Individual / team knowledge, skills and experience HIGH

REMEMBER: WorleyParsons needs supervisors/managers who demonstrateeffective leadership styles even when no one is looking!

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HSE Responsibilities of a Project Manager in HSE

PARTICIPANT NOTES:

....

....

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HSE Responsibilities of a Project Manager in HSEThis list is not exhaustive!

In general, a Project Managers role is to set the standard and make sure that the Supervisor andthe team have the resources and knowledge to do their job.

Project Managers are responsible for ensuring thorough and effective workforce consultation andparticipation in the management of health, safety and environment. Ultimate responsibility formanagement of HSE on the Project is accepted by the WorleyParsons Project Manager.

ADDITIONAL INFORMATION:

It is important to note that although the responsibility for HSE remains in the line, HSE Specialistsprovide:

Technical HSE information and experience

Guidance on, and participation in, the preparation of instructions, training andexercises

Liaison with relevant company, industry and government on HSE developments

Advice on standards for safety and sustainability in design (SEAL)

A focal point for HSE activities

Inductions and HSE training, including hazard identification, Job Safety Analysis(JSA) and Safe Work Method Statements (SWMS).

Advice on incident trends and distribution and dissemination of HSE information

Assistance to line management in generating HSE culture

Assistance in managing and investigating HSE incidents and emergencies

Coordination of the preparation and revision of the HSE documentation

Provision of guidance on the preparation and revision of emergency procedures, andarrangement of exercises.

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Progression of HSE Focus Over Time

PARTICIPANT NOTES:

....

....

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Progression of Safety Focus Over TimeThe model shown in the slide represents changing approaches to Health, Safety and Environment.Firstly with technology and engineering solutions in the 80s, to controls and management systemsin the 90s, through to the behavioral emphasis of today with a goal of improving the HSE culture oforganizations.

The model also shows how these trends have brought about a reduction in the number andseverity of Health, Safety and Environmental incidents.

In general, Technical and Management System changes are well embedded and understood as tohow they improve the management of HSE. However, from a behavioral perspective we are still inthe early days in terms of understanding and managing behaviors in the workplace.

To address this, WorleyParsons now has a focus on leadership and behavior. WorleyParsons aimsto achieve HSE goals through a process of:

Leadership from ALL employees

Application of documented processes and procedures and

All personnel consistently demonstrating the desired behaviors as specified in HSEPolicies, Standards and Procedures.

ADDITIONAL INFORMATION (Focus on Behavior Changes and Leadership)

Thomas R. Krause proposes that the most important factor in predicting success of safetyimprovement initiatives was the quality of leadership they were given and the organizational culturethat resulted.

This led Krause to look at a Safety Leadership model where effective Safety Leadersdemonstrated particular characteristics, engaged in specific behaviors, and tended to create acertain kind of organizational culture, such as:

I never walk past an unsafe act or hazard without taking immediate action.

I seek and recognize positive safety behaviors.

I ensure that safety actions are promptly and appropriately closed out.

I spend time to complete my team based observations without fail.

I empower people to stop the job if they believe it is not safe.

I ensure housekeeping in my area reflects our beliefs/values/standards.

I set the standards and always follow the rules.

I explain and personalize safety messages.

I hold myself accountable for the safety of all people in my area.

I insist a job is well planned with sufficient time to do it safely.

References:Krause , T. R., (2005), Leading with Safety, John Wiley & Sons Inc, New Jersey USA

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What is Organizational Culture?

PARTICIPANT NOTES:

....

....

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What is Organizational Culture?Organizational culture is the way we do things around here. It is made up of the visual artifacts(symbols, stories etc), the values and norms (rules both formal and informal), and the beliefs(underlying expectations) that are embedded within the organization.

HOW IS IT FORMED?

Organizational culture must be built on a genuine commitment from the most senior levels of theorganization to access resources and develop systematic procedures. That commitment must thenbe matched with action, rather than value statements, that can be unambiguously understoodthroughout the organization.

Values are interpreted differently by each worker. While it might be made clear that sexualharassment is unacceptable, one person's idea of fun might be another's harassment, making itmuch more effective to work on changing behavior rather than attitudes.

HOW CAN WE AND OTHERS RECOGNISE IT?

HSE cultures for example can be recognized through "collective mindfulness" or "risk awareness",where entire organizations have four characteristics:

A preoccupation with failure

A reluctance to simplify

Sensitivity to operations and

A commitment to resilience and deference to expertise.

The rationale for this approach is that no set of HSE rules can cover every possible scenario andwhen the rules simply do not apply, workers are prepared with a heightened awareness of the risksinvolved. (Reference: Professor of Sociology at the Australian National University, Dr AndrewHopkins, Safety, Culture and Risk, published by CCH in Sydney, 2005).

WHO CARES ABOUT IT?

A constructive organizational culture has the potential to:

Enhance performance, satisfaction, expectations, attitudes, and behaviors inorganizations

Demonstrate better morale, lower turnover, better health, greater autonomy, respectfor persons, greater commitment to organization and

Decrease anxiety that results from an inability to understand, predict, and controlevents.

(Reference: Dr Cameron Newton Senior Research Fellow, Business and Management,Queensland University of Technology).

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WorleyParsons HSE Commitment Cards

PARTICIPANT NOTES:

....

....

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WorleyParsons HSE Commitment CardsThe physical Code of Conduct document and the Commitment Cards are examples of artifacts.The words in the document are the values and norms that WorleyParsons will follow through withas employer and that the expectations it has of its staff as part of their role as employee. Thewords are the manifestation of the Beliefs of WorleyParsons as an organization and must align withthose of the employee if both parties are to commit to the employer/employee relationship.

If you havent filled out these cards during Induction, remember to do it after this session.

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Key Learning Points

Now that you have completed this topic, you should be able to

Provide three actions you can perform to demonstrate effective HSE leadership

(1)

....

(2)

...

....

(3)

...

....

After this course is finished, review your responses to the How do you demonstrate HSE leadership?activity in light of what you have just heard.

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Where can I go for more Help? Your Project HSE Professional https://hse.WorleyParsons.com link to whos who

in HSE.

HSE management roles, responsibilities and authorities are documented in RoleStatements.

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Topic 4 Hazard Management

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Topic 4 Objectives

PARTICIPANT NOTES:


List the key steps in the hazard management process

Describe the meaning of the terms: hazard, threat, risk, incident, likelihood, consequence,controls and ALARP

Name key reference documents.

....

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What is Hazard Management?

PARTICIPANT NOTES:

....

....

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What is Hazard Management?

In most HSE legislation, hazard management is described as a 3-step process:1. identify hazards2. assess risks3. control risks.

To operationalize this process, it soon becomes apparent that this 3-step description is toosimplistic. In reality the process is more accurately described by a number of sub-steps (refer tonext slide).

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Hazard Management Process

PARTICIPANT NOTES:

....

....

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Hazard Management ProcessWorleyParsons Hazard Management Process is based on AS/NZS 4360:2004 Risk ManagementStandard

1. Establish the context - Define the scope, review interfaces

2. Identify the risks - Identify hazards

3. Analyze the risks - Identify potential incidents resulting from these hazards; Assess thelikelihood and consequence of these incidents

4. Evaluate the risks - Use the Risk Assessment Matrix

5. Treat the risks - Develop prevention and mitigation controls

6. ALARP - Check if residual risk is As Low As Reasonably Practicable

7. Communicate and consult - Communicate the results via the Project HSE Plan

8. Monitor and review - Monitor the effectiveness of controls, review process as required

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Hazard

PARTICIPANT NOTES:

....

....

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Hazard

Eight types of hazards and examples for each type:

Physical: moving vehicles

Chemical: chemicals in the vehicle

Ergonomic: driving posture, sitting too long

Radiation: sunshine

Electrical: electricity in the vehicle

Environmental: weather conditions

Biological: wildlife

Psychological: state of mind.

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Threat

PARTICIPANT NOTES:

....

....

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Threat

Examples of threats relating to the motion of a vehicle include:

Corroded exhaust pipe release toxic gas Worn electrical wiring release spark or shock Smoking when filling with petrol ignite flammable vapor Driver impaired vehicle out of control Failure to follow procedures multiple hazards released.

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Incident

PARTICIPANT NOTES:

....

....

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Incident

Examples of Vehicle Incidents

Explosion and fire Roll-over Loss of containment (e.g., brake fluid) Car crash Skid Electrical short circuit Leak of oil / petrol.

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Consequence

PARTICIPANT NOTES:

....

....

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Consequence

Examples of Consequences:

Injury or occupational illness to personnel Loss of life driver, passenger, other people Loss of assets Damage to reputation Financial loss due to fines, loss of job, etc. Damage to environment.

Consequences can be acute for example, pollution spills, explosions, gas leaks orconsequences can be chronic for example, health risk exposures over time or a gradualbuild up of pollutants in groundwater basins.

One consequence may lead to another (e.g. an injury may lead to loss of income).

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Prevention Controls

PARTICIPANT NOTES:

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Prevention ControlsExamples of Prevention Controls:

Seek alternatives to driving (e.g. bus) Take advanced driver training course Ensure that the vehicle is appropriate for the task Drive to the conditions Dont talk on the mobile/radio while driving Rest and shift patterns defined and worked to Secure loads with appropriate restraints Maintain space around the vehicle

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Mitigation/ Recovery Controls

PARTICIPANT NOTES:

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Mitigation/ Recovery ControlsExamples of Mitigation Controls:

Wear your seatbelt Know your emergency procedures Airbags Roll bar Spare food and drink Emergency warm clothes and blankets Tell someone where youre going

A common weakness in risk assessments is to not distinguish between the two types of controlsand, as a result, most of the controls proposed tend to be aimed at prevention and that mitigationcontrols are often overlooked.

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Hierarchy of Controls

PARTICIPANT NOTES:

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Hierarchy of Controls

A general example of a hierarchy of control is provided in the slide. The higher the control on thispyramid, t

Module 5 - HSE PM_Participant_Handbook_Oct 06

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