DEVELOPING HSE EXCELLENCE

Developing HSE Excellence within Dodsal

Dodsal Engg. and Construction Pte. Ltd. 1

DEVELOPING HSE EXCELLENCE
INDEX
 EMIRATES SAFETY GROUP

 DODSAL ENGINEERING, PROCUREMENT AND CONSTRUCTION - A BRIEF SCOPE

 TAKING AN INTEGRATED APPROACH
 OUR ROAD TOWARDS HSE EXCELLENCE
 A STRUCTURED APPROACH TO HSE MANAGEMENT
 Policy, Goals and Strategy
 Processes and Procedures
 Resources and Organisation
 Implement, Monitor and Control
 Demonstrate Compliance
 Management Review
 LAGGING INDICATORS
 IMPACT OF GLOBAL RECESSION
 THE ROAD AHEAD

Dodsal Engg. and Construction Pte. Ltd. 2

HSEQ MANAGEMENT SYSTEM (HSEQ MS)

DODSAL ENGINEERING, PROCUREMENT AND CONSTRUCTION

Headquartered in Dubai, the engineering, procurement and construction business has

been involved in the implementation of some of the following major projects in last 20
years.

Power Generation
Power Distribution
Oil & Gas
Metallurgical Plants
Buildings
Water Supply and Distribution System
Desalination Plants
Roads & Highways
DEVELOPING HSE EXCELLENCE
TAKING AN INTEGRATED APPROACH TO HSE,
HSE SECURITY AND QUALITY

Health, Safety, Environment, Security and Quality (HSE, Security and Quality)
Dodsal have adopted an integrated approach to systems management and are developing an HSES and Quality
Management System to cover all aspects of our business processes and satisfy various standards.

Quality
This is an inherent part of our culture and our processes. Our Quality Management System is certified to ISO 9001:2008
for p
provision of Engineering,
g g Project
j Management,
g Procurement, Construction Management,
g Pre-Commissioning g
Services of Pipelines, Plants and Associated facilities for the Oil, Gas, Petrochemical, Water, Electricity Industries and
Buildings, including Infrastructure Facilities and associated Civil, Mechanical, Piping, Electrical and Instrumentation
Installations.

Health, Safety and Environment

Health
Dodsal maintains Health, Safety and Environment [HSE] arrangements of the highest standards. Our occupational
Health, Safety and Environmental management systems are certified to OHSAS 18001:2007 and ISO 14001:2004 .
Over the years we have achieved Lost Time Injury [LTI] frequency rates that are consistently well below the
internationally recognized averages.

Security
Security, not only of people, equipment and premises but of our operations in general, is another essential aspect of
our business. At Dodsal we have revised both our IMS Philosophy (to identify security related risks) and our MS
Programme
g to ((describe management
g of Security
y arrangements,
g as p
per ASIS - General Security y Risk Assessment;
Guidelines).

Dodsal Engg. and Construction Pte. Ltd. 4

 DEVELOPING HSE EXCELLENCE
OUR ROAD TOWARDS HSE EXCELLENCE Business Safety Excellence
excellence “Zero Harm”

Hydrocarbon, Exploration BSC 5 Star Award

and Mining business established for 3 projects
2007 Nov. 2008
First EPC project –
Kalba Pipeline Certified to
for SEWA. OHSAS 18001:2007
1992 2008
Dodsal HQ moved First Issue of
from India to Dubai HSEQ MS Programme
1991 2007

Certified to
First significant project in OHSAS 18001:1999
Middle East 2005
1969

First Issue of
Middle East HSE Manual
Operations set up 1996
1967

HSE Oath
Trading Co. 1991
in India
1948

Dodsal Engg. and Construction Pte. Ltd. 5

DEVELOPING HSE EXCELLENCE
HSE ORGANISATION
Dodsal Group
Chairman and President

Board of Directors

Dodsal E&C Management Appointee

for HSE

Head of HSEQ
(Management Rep.)
Heads of Operations
Corporate HSE
HSEQ Coordinator Corporate HSE Managers
Training Manager

Dodsal Projects
Operations
O ti / Support
S t Project HSE Manager
Managers

Legend: Direct
All other Personnel HSE Team
Functional

Dodsal Engg. and Construction Pte. Ltd. 6

DEVELOPING HSE EXCELLENCE
A STRUCTURED APPROACH TO SYSTEMS MANAGEMENT

1. POLICY, GOALS AND STRATEGY

2. PROCESSES AND PROCEDURES

3. RESOURCES AND ORGANISATION IMPROVE

PLAN –
DO –
CORRECT 4 IMPLEMENT
4. IMPLEMENT, MONITOR AND CONTROL
CHECK –
ACT
5. DEMONSTRATE COMPLIANCE REDEFINE

6. MANAGEMENT REVIEW

Dodsal Engg. and Construction Pte. Ltd. 7

Based upon model used in HS (G) 65
DEVELOPING HSE EXCELLENCE
POLICY, GOALS AND STRATEGY

 HSEQ Policy:
Signed
Si d by
b Chairman
Ch i andd President
P id t off Dodsal.
D d l Satisfies
S ti fi allll aspects
t off allll (th
(three)) standards.
t d d
All employees are introduced to HSEQ Policy.

 Overall HSEQ Goal:

Manage
g HSE, Security y and Quality
y risks/vulnerabilities to a level that is as low as we can reasonably
y achieve
and so deliver projects safely and effectively.

 Primary HSEQ Objectives (derived and set from overall HSEQ Goal):
 Fully comply with all legal and other (contractual, standards, specifications, process/procedures wtc.)
req irements
requirements
 Minimise the exposure of our assets (people and property) and the environment to operational
hazards/threats
 Eliminate Lost Time Injuries.
 Maintain cost and schedule requirements
q
 Eliminate customer complaints

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

Dodsal Engg. and Construction Pte. Ltd. 8

DEVELOPING HSE EXCELLENCE
POLICY, GOALS AND STRATEGY (Continued..)

Corporate HSE and Quality Targets for the Year 2010

The following Corporate HSE and Quality Targets are set for all projects:
HSE related

Zero Fatalities and Lost Time Injuries

j
100% HSE Inductions for all personnel
A Minimum of 0.85% of Man-hours spent on HSE Training
Daily PTST (Pre Task Safety Talk) for 100% of direct site man power.
Weekly completion of Management HSE Walkabouts
Monthly completion of HSE Committee meeting
Upon arrival to project, complete medical screening (Blood
( Pressure and Diabetes)) off all personnel.
Maintain audit schedules with follow up and close out of all audit findings within one month
Less than 135 kW (power consumption) per 1000 man hours

Quality related
Zero
Zero major non conformances
100% Quality Inductions for all key personnel
Minimum 85% completion of training schedules
Maintain less than 1% (Pipeline) and less than 2% (Plant) rejections after RFI.
Maintain less than 2% reworks
All
All documentation to be approved within 3 cycles.
Maintain audit schedules with follow up / and close out of all audit findings within two months.

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DEVELOPING HSE EXCELLENCE
POLICY, GOALS AND STRATEGY (Continued..)

 Project Specific Targets/Key Performance Indicators (KPI’s):

All projects shall identify project specific HSE and Quality Targets and KPI’s to monitor the activities
accordingly

 HSEQ
S Q Strategy:
St ategy
Commitment, support and involvement of all personnel, including top management.
Effective planning of key activities and interfaces.
Provision of appropriate resources and continues employee training / development.
Clear identification of responsibility and accountability of all personnel
Established performance measmeasures.
res
Compliance with HSEQ MS Programme.
Adoption of industry best practices

Dodsal Engg. and Construction Pte. Ltd. 10

DEVELOPING HSE EXCELLENCE
PROCESSES AND PROCEDURES

 Management Processes:

The activities associated with the development and implementation of policy, strategy, performance
review and continual improvement.

 Core Processes:

The activities employed directly to convert HSE and Quality requirements of international standards into
project results.

 Support Processes:

The support activities employed by Dodsal, which support the consistent operation of the core
processes.

Dodsal Engg. and Construction Pte. Ltd. 11

DEVELOPING HSE EXCELLENCE
PROCESSES AND PROCEDURES
Document Hierarchy:

Dodsal Engg. and Construction Pte. Ltd. 12

DEVELOPING HSE EXCELLENCE
RESOURCES AND ORGANISATION
Key Roles and Responsibilities: Board of Directors and Senior Management be responsible for the provision of resources
that support and develop the organization such that the HSEQ policy can be put into effect. Line management must understand and
accept they are ultimately responsible for HSE and the HSE management system.

Resource Planning: what, when, from where and how we recruit and allocate, competent personnel.
 verify validity of inputs; evaluate stability, capability and performance of suppliers
 account for constraints on resources; availability, cultural considerations, international agreements, labour
agreements government regulations and funding
agreements,

Resource Control; work the plan! – regular data collection and reviews, to check against objectives, we can identify, analyze, act
upon and record any deviations.

Oth Personnel
Other P l related
l t d processes:
 Organizational Structures: at corporate and project levels to encourage effective and efficient communication and cooperation
between all participants
 Allocation of Personnel; define levels of competence, esp. key personnel, consider personal attributes, allow sufficient time for
recruitment, project manager involved, identify and communicate roles and responsibilities at all levels and functions including
those contractors and monitor performance of all
all.
 Team Development: leadership commitment, requires all to be competent, motivated, involved and willing to cooperate and
participate in overall team building.

All aspects above should be documented in the Project Execution Plan.

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DEVELOPING HSE EXCELLENCE
IMPLEMENT, MONITOR AND CONTROL

 Implementation of work: as per planned arrangements through Standard Project HSE Plan
 process based e.g. interdependencies, scope, time, cost, communication, risk and purchasing.

 Monitoring: Active Monitoring (planned) and Reactive Monitoring (unplanned)

 Active
A ti monitoring
it i measures compliance
li with
ith codes,
d standards
t d d andd specifications,
ifi ti and
d
plans arrangements, schedule and objectives

 Reactive monitoring assesses reports of incidents/accidents ill health, hazards, un safe

actions/conditions and non-conformances.

 Continual Improvement: Improvement to Resources/Organisation and Processes/Procedures

by the corrective actions and the preventive measures identified.

Dodsal Engg. and Construction Pte. Ltd. 14

DEVELOPING HSE EXCELLENCE
IMPLEMENT, MONITOR AND CONTROL (continued)
Site Safety Performance Assessment – Safe and At Risk.

Performance

Dodsal Engg. and Construction Pte. Ltd. 15

DEVELOPING HSE EXCELLENCE
IMPLEMENT, MONITOR AND CONTROL (continued)

Dodsal Engg. and Construction Pte. Ltd. 16

DEVELOPING HSE EXCELLENCE
DEMONSTRATE COMPLIANCE
Demonstration of compliance requires measurement of:

 Suitabilityy of arrangements
g and controls in delivering
g compliance
p with requirements
q ((Extent of system
y requirements)
q )

 Consistent application of those arrangements and controls by Dodsal personnel (Effectiveness of implementation)

Means to demonstrate compliance include;

Site HSE Surveillance, Inspections and Audits: the systematic inspection of the premises, plant and equipment to ensure
continued effective operation of controls

 Compliance Audits: Dodsal have a procedure for internal audits, with a pool of trained internal auditors and they are
independent of the section being audited. Deficiencies are identified in the audit report and all corrective actions are listed in a
Corrective Action Plan
Plan. The implementation of timely
timely, agreed,
agreed corrective actions by the responsible action party is subsequently
verified in follow up audits.

• External and Supplier Audits: External audits are carried out by Client (Second Party) or Third Party (including regulatory
authorities) on Dodsal HSE and Quality arrangements. Supplier/Subcontractor Audits are also carried by Dodsal HSE and Quality
departments
p in accordance with approved
pp Audit Schedules.

 HSEQ Performance Assessment: measure the suitability and adequacy of HSEQ arrangements, particularly the HSE and
Quality critical processes/controls.

 Business Improvement Plan: from various sources inc. HSEQ Performance Assessment, Lessons Learned, change to legal and
other
th requirements,
i t etc.,
t demonstrate
d t t improvement,
i t continual
ti l or otherwise.
th i

Dodsal Engg. and Construction Pte. Ltd. 17

DEVELOPING HSE EXCELLENCE
DEMONSTRATE COMPLIANCE (C
(Continued)
ti d)
HSEQ PERFORMANCE ASSESSMENT 2006/2009

5.00
Elem ent

4.50 1 - Managem ent, Le adership, Com m itm e nt &

Accountability

4.00 2 - Risk As sessm ent & Managem ent

3 - Design/Engine ering
3.50
4 - Project Managm e nt and Construction
Operations
3.00 5 - Em ployee Com petency & Involvem ent
evel

6 - Occupational He alth
2.50
Lev

7 - Third Party Managem ent

2.00 8 - Im pact upon the Com m unity & Em e rgency Plan

9 - Incide nt Inves tigation & Analysis

1.50
10 - Measurem ent, Audit & Review

1 00
1.00

0.50

0.00 Desired 2010

1 2 3 4 5 6 7 8 9 10 ACTUAL 2009
ACTUAL 2008
ACTUAL 2007
Element ACTUAL 2006

Dodsal Engg. and Construction Pte. Ltd. 18

DEVELOPING HSE EXCELLENCE
DEMONSTRATE
O S COMPLIANCE
CO C (Continued)
(C )
Opportunity for improvement can be identified from following sources (inputs)

 HSEQ Performance Assessments

 M
Management t review
i meetings
ti
 Supervisory meetings
 Customer feed back
 Ongoing monitoring of Performance Indicators (KPI’s)
 Project
j conformance and Product conformity y
 Results of audits and assessments
 Addition/revision to Client/PMC policy, legal and other requirements, procedures etc.
 Head office specific issues
 New initiatives
 Lessons Learned
With these sources and our Business Process Improvement Plan, opportunities for improvements can be
prioritized (cost, schedule, HSE and Quality) and measured against progress to define earned value, which
over time, can demonstrate
continual improvement

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DEVELOPING HSE EXCELLENCE
DEMONSTRATION CONTINUAL IMPROVEMENT
Business Process Improvement Plan 2006 -2009

*= Sum(Earned Values)/Sum(Weighted Priorities)

100.00

90.00

80.00

70 00
70.00
%Earned Value

60.00
P1
50.00 Work load incre as e d due P2
to Proje ct Le s s ons Le arnt
e xe rcis e (Num be r of P3
40.00 activitie s incre s e d)

30.00

20.00

10.00

0.00
Q1-Q2
Q1 Q2 Q3-Q4
Q3 Q4 Q1-Q2
Q1 Q2 Q3-Q4
Q3 Q4 Q1-Q2
Q1 Q2 Q3-Q4
Q3 Q4 Q1-Q2
Q1 Q2 Q3-Q4
Q3 Q4
2006 2006 2007 2007 2008 2008 2009 2009
P1 10.00 10.19 8.87 16.29 23.55 29.52 30.43 30.43
P2 13.51 14.82 14.41 21.40 31.82 44.93 52.69 55.21
P3 10 20 12.037037 16.11 16.11 12.56 64.30 55.00
Progress to Date - Percentage Overall Completion*
Completion

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DEVELOPING HSE EXCELLENCE
MANAGEMENT REVIEW
 Reports Review: All HSE related reports such as HSE audits/inspections, incident
investigations, non conformance etc. are reviewed by HSE Manager in liaison with the Project
Manager and other management/supervisory personnel
personnel.

 HSE forums: are held at regular intervals (minimum monthly) and attended by the Project HSE
Manager, Construction Manager (s), Representatives of Supervisors, workers, medical personnel etc.
as required, and chaired by the Project Manager. Project control assessments, unsafe acts/conditions
incidents/accidents statistics/analysis reports etc. are used for review.

 HSEQ Management System Review: annual event attended by Senior corporate

management, HSE and Quality Mangers and are reported via HSEQ Review Reports

 Feedback and Improvement: apart from the various avenues of feedback from the management
system, all personnel are encouraged to identify and propose areas of improvement. Proposals for
new, or amendments to, existing procedure is described in DOD-OP-IMS-001, Preparation and Issue
of Procedures.

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 DEVELOPING HSE EXCELLENCE
LAGGING INDICATORS
The Reality; even with diligence to extensive Safety Management arrangements accidents do occur.

Lost Time Injury Frequency Rate (LTIFR) Dodsal Total Recordable Injury Rate (TRIR) Dodsal
OGP Constructors Industry Comparison
Industry Comparison OGP Constructors
Per 1 Million Manhours Worked
Per 1 Million Manhours worked 4.5
1.4
4
1.2
3.5
1
3

0.8 2.5

0.6 2

1.5
04
0.4
1
0.2
0.5
0
0
2004 2005 2006 2007 2008
2004 2005 2006 2007 2008
-0.2

Other considerations: not in OHSAS as such but also to be dealt with are Road Traffic Accidents, Fire/Property
Damage and damage to workplace environment.

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DEVELOPING HSE EXCELLENCE
IMPACT OF GLOBAL RECESSION
Aspects/Impacts include:

 Reduction
R d ti off ffunding
di and d costt cutting
tti exercises
i
 use of sub standard (cheaper) materials/equipment
 loss of most experienced (costly) HSE personnel and less effective implementation of HSE

Potential impact being:

 increased likelihood of accidents

Dodsal Engg. and Construction Pte. Ltd. 23

DEVELOPING HSE EXCELLENCE
THE ROAD AHEAD
Safety Leadership Initiatives:
 FM22-100: US Army leadership framework; establishes what a leader must be, know and do.
 Letters of Assurance; from leaders to demonstrate what they should know re. HSE .
 Personal Safety Plans : demonstrate commitment;” walk the walk, talk the talk”

Contractor HSE Capability:

 the sharing and cascading of HSE standards and expectations to help assess HSE performance.
 “them on us” as well as an “us and on them” to raise the overall benchmark.

Competence Assurance, Training and Communication:

 Competence/Training matrix, MASK (levels of competency viz. master, skilled, knowledge and awareness)
 All other means of communication including , leadership/direction from management/supervision,
HSE committee meetings, workshops and training, risk assessments and pre-start safety meetings, hazard awareness,
audits/inspections incident/accident lessons learned
audits/inspections, learned, notice boards,
boards disciplinary action and safety incentives etc
etc.

Continuing our integrated approach:

 ISO 10006 – Quality Management System – Guidelines for quality management in projects – systematic approach for
creation and maintenance of process and product quality ensuring that the stated and implied needs of the customer
(contract)
are met.

Dodsal Engg. and Construction Pte. Ltd. 24

 DEVELOPING HSE EXCELLENCE
OUR ROAD TOWARDS HSE EXCELLENCE Business HSE Excellence
excellence “Zero Harm”
Measure Quality (Business)
Performance and
define Improvements BSC Sword of Honour
September 2010 November 2010
Implement Quality (Business)
Performance procedure Roll out Competence Assurance
September 2010 process/procedure
September 2010
BSC 5 Star Award
Business Processes for 3 projects
Re-Engineering July 2010
June 2010
HSE MS for
Review Operations G12 new business sector
against ISO 10006 July 2010
BS 31100
Fully Implement Safety
May 2010
Leadership and
Review Security
Contractor HSE
arrangements G10 Capability programmes
against ISO/PAS 22399 G11
June 2010
May 2010
Roll out HSE Surveillance
and Inspection procedure
June 2010

Dodsal Engg. and Construction Pte. Ltd. 25

Slide 25

G10 Quality Managment Systems - guidelines for quality management in projects.

Across phases of project life cycleProject Management principles; Managment Resp., Resource Mgt., Product Realisation and
Measurement, Analysis and Improvement.
Product Related processes; Strategic, Resource and Personnel related, Interdependancy, Scope, Time Cost, Communication, Risk,
Purchasing, Improvement, Measurment and Continual Improvment.
GCrighton, 5/10/2010

G11 Risk Managment; Code of Practice.

To achieve objectives
GCrighton, 5/10/2010

G12 Societal Security - Guideline for incident preparedness and operational continuity management.
GCrighton, 5/10/2010