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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.
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).
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
Board of Directors
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
PLAN –
DO –
CORRECT 4 IMPLEMENT
4. IMPLEMENT, MONITOR AND CONTROL
CHECK –
ACT
5. DEMONSTRATE COMPLIANCE REDEFINE
6. MANAGEMENT REVIEW
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.
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.
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.
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
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.
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.
Implementation of work: as per planned arrangements through Standard Project HSE Plan
process based e.g. interdependencies, scope, time, cost, communication, risk and purchasing.
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
Performance
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)
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
5.00
Elem 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
1 00
1.00
0.50
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
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.
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.
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.
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
G12 Societal Security - Guideline for incident preparedness and operational continuity management.
GCrighton, 5/10/2010