HSE Management System Standard

Transcription

1 Wood Group January 2012 HSE Management System Standard Energy Supporting Energy

2 Contents Introduction 1 Our core Values 2 Scope 3 The system structure 4 Wood Group Health, Safety and Environmental policy 5 Key elements 6 How this book works 7 01 Leadership 8 02 Objective setting Organisation Legislative compliance Risk management Health and community Human factors Training and competence Information, documents and standards Integrity management Third parties and suppliers Emergency preparedness and response Environmental management Incident reporting and investigation Change management 36 Wood Group SAF/B/1.1 January 2012

3 Welcome to Wood Group s Health, Safety and Environmental Management System Standard. Wood Group is an increasingly global business operating in over 50 countries. It is vital that we conduct all our operations, wherever they are, in a way that neither harms people nor the environment. We have moral, professional and legal obligations to deliver our services in ways that assure we protect people s health, prevent incidents and injuries and minimise adverse environmental impact. Our commitment to that is clearly laid out in our HSE Policy Statement. We can only live up to that commitment if we organise ourselves in a planned, systematic way and that is why we have had a Wood Group HSE Management System in place for many years. The regularly revised document describing the system has become familiarly known over the years as the Red Book. This latest revision for 2012 has been significantly updated to reflect current best practice and to fit within the context of our recently launched Group core Values. Sections on Leadership, Human Factors and Integrity Management have been highlighted as especially relevant updates and the core Values have been included as a reminder of what we are committed to as an integral part of doing business. We emphasise the Safety & Assurance core Value as our top priority, and as it is colour coded in blue, we anticipate that this new revision of the Standard will become known as the Blue Book. The Blue Book contains sound advice for transforming our aspirations into practice and it is vital that Business and HSE leaders read, understand and apply it. Allister Langlands, Chief Executive SAF/B/1.1 January 2012 Wood Group 1

4 Our core Values Within this Standard, you will see this expanded upon. It will variously use terms such as safety, assurance, security, quality and integrity. These are all valid and critical extensions of the Safety & Assurance core Value. Safety & Assurance Safety & assurance is our top priority. We passionately care about the safety of our people and behave as safety leaders. We are committed to preventing injuries and ill health to our people and everyone we work with. We ll work in partnership with our clients, the regulators and our employees to deliver our HSE objectives. Within this standard we set out the framework to protect the health of everyone that we work with and to sustain our operations free of incidents and injuries. An essential aspect of this is understanding human behaviour and assuring training and competence is appropriate to the risks encountered. HSE excellence is a sign of a successful business. We won t compromise HSE excellence for financial gain. Relationships Our business depends on healthy relationships with customers, business partners and suppliers. Social Responsibility Being socially responsible is integral to what we do. We aim to make a positive difference to the communities where we operate and seek ways to assist them. People People are our business. We are professional, high performing team players focused on delivering and drawing on our global expertise. Innovation Innovation gives us competitive advantage. Financial Responsibility We expect to receive fair reward for our business performance. We are cost aware and carefully manage our own and our customers costs. Integrity We are proud of our reputation, built over many years, which depends on us doing the right thing. Within this Standard, the main extension of this core Value is in the area of environmental care, where we define our obligations and aspirations to reducing resource consumption, waste and any negative impacts of what we do. We ll use both traditional continuous improvement techniques, as well as embracing innovation, to deliver our HSE objectives. We will be honest, fair and open in our management of HSE. 2 Wood Group SAF/B/1.1 January 2012

5 Scope This document defines Wood Group (the Group ) HSE standards and provides guidance on the development and implementation of HSE Management Systems to ensure that every Group Business Unit worldwide operates in ways which: assure people s health prevent incidents and injuries, and minimise adverse environmental impact. This document applies wherever: the Group manages Business Units, companies, contracts, projects etc the Group owns the assets and employs or engages the relevant workers in its own right the Group has a contractual obligation to owners of the entity or assets in question, or to other participants in the activity in question and has appropriate authority to conduct the activity the Group has personnel on clients premises a Group company is a duty holder, or holds similar status, in respect of applicable HSE legislation. This document provides a basis on which to manage HSE in a Business Unit. It should be used: by companies acquired by the Group as a credible foundation for status review for new Business Unit start-ups after major organisational change after joint venture partnership establishment during major contract or project mobilisations as a baseline, against which existing or intended systems can be assessed, and any gaps identified and remedial action taken. International standards compliance: this document promotes and encourages compliance with the two accepted standards for Health & Safety and Environmental Management, specifically OHSAS and ISO Legislative compliance: this document anticipates compliance with HSE legislative requirements applicable to each Business Unit. Business Unit: In the context of this document, this term means any company, operation, contract, project or product stream which is required to maintain its own HSE management processes. SAF/B/1.1 January 2012 Wood Group 3

6 The system structure Group What Business Units are directed to do by Group Business Units HSE Management Systems How Business Units translate Group and external influences Markets/Clients/ Regulators The various external influences on Business Unit HSE Management Group HSE Policy Group HSE Management System Standard Adopt, endorse or augment Adopt or translate into HSE Policy l HSE Management System Expectations Specific issues Annual HSE Plan HSE Sub-plans Group Annual HSE Objectives Recognise and develop Supporting documents Contractual conditions Business Unit Operating Procedures Procedures Procedures Procedures Procedures Adopt or match with equivalents Procedures Procedures Procedures Procedures Compliance obligations Group Procedures and Guidelines Business Units will: have an HSE Management System adopt the Group HSE Policy, which will be reflected in the HSE Management System set annual Business Unit-wide HSE objectives, and establish plans to attain them have contract or product sub-plans, where this is appropriate have supporting documents and guidelines to make the process complete and coherent have suitable and sufficient procedures, from the Group, or locally developed, as appropriate. Supporting HSE organisation To ensure the effective connection of the Group HSE organisation with the Business Unit organisation, a Safety & Assurance Steering Group exists at Senior Management level, populated by both Group HSE Function Management and Business Unit Senior Management, which reports into the Group Board Executive. 4 Wood Group SAF/B/1.1 January 2012

7 Wood Group Health, Safety and Environmental policy Wood Group is committed to delivering the highest standards of health, safety and environmental performance. This policy statement defines our commitments to our employees, clients, partners and shareholders. We will deliver our operations and services in ways to: Protect the health of all people impacted by the work that we do Prevent incidents and injuries, with a focus on integrity and the control of major hazards Minimise adverse environmental impact, use resources efficiently and manage our carbon footprint We will achieve this by ensuring: Leaders at all levels place health, safety and environment at the top of their agenda Risks are identified, mitigated and controlled Clear objectives are established and we measure our performance against them We understand legislative and industry requirements, and ensure we comply with them Those who work with us meet our standards Our communications on health, safety and environment are transparent and inclusive We will regularly monitor the application of these commitments to provide assurance that we are delivering continuous improvement. Allister Langlands, Chief Executive SAF/B/1.1 January 2012 Wood Group 5

8 Key elements This document defines 15 key elements which the Group deems to be central to the establishment and deployment of an effective HSE Management System. The existence of controls in these key areas is not enough in itself. Leaders must enforce these controls. Leadership is a key element in ensuring that this document delivers its aims. The elements set out in this document will be adopted by each Business Unit and assessed to ensure effective and efficient application and compliance. Compliance with this HSE Management System Standard will be formally and periodically assessed by the Group. Learnings will be communicated both to the Business Unit concerned and to all Business Units who might benefit. Key Elements The following 15 elements give guidance, as well as providing minimum standards in formulating an HSE Management System appropriate to each Business Unit. Certain situations will demand much more and only by exception, will any require less. 01 Leadership 02 Objective setting 03 Organisation 04 Legislative compliance 05 Risk management 06 Health and community 07 Human factors 08 Training and competence 09 Information, documents and standards 10 Integrity management 11 Third parties and suppliers 12 Emergency preparedness and response 13 Environmental management 14 Incident reporting and investigation 15 Change management 6 Wood Group SAF/B/1.1 January 2012

9 How this book works The 15 key elements which comprise the rest of this document are laid out to reflect the leadership responsibilities of those who can shape behaviours and culture ( How we manage ) allied with the system design, deployment and compliance aspects of each of the elements ( What we manage ). These two facing pages, when combined, reflect the principles of Plan, Do, Check, Act, with the leadership component focusing on Planning for success, Checking application and Acting on feedback, and the HSE professionals supporting this by Doing the appropriate system work, to the necessary extent. How we manage The How component, set out on each left-hand facing page, focuses on leadership, obligation to support, plan and resource, personal accountabilities and responsibilities of leaders. This is the Plan, Check, Act part of the process. What we manage The What component, set out on each right-hand facing page, focuses on the essential minimum steps and considerations for each element, and relates to the specific area being managed. This is the Do part of the process. Example page Wood Group HSE Management System Standard Wood Group HSE Management System Standard 01 Leadership Leaders shape an organisation s HSE culture and ultimately its HSE performance. Leaders will ensure that mechanisms are in place to manage HSE in their Business Units. Leaders within the Group will exhibit appropriate and positive personal HSE behaviours. Leadership accountability Demonstrate continual and constant awareness of HSE performance. Ensure that people know they can raise HSE concerns freely and without fear of negative consequences for themselves. Allocate an adequate level of resources to implement HSE programmes effectively. Understand the differences between personal, technical and process safety. Recognise that these need to be managed separately and have the necessary systems in place to ensure that they are. shape commitment Requirements Control systems Institute and promote appropriate Business Unit-wide systems to support HSE objectives. Enforce and role model adherence to these systems. Leadership commitment Demonstrate visible, personal commitment to all levels of the workforce ensuring that HSE is seen as a key priority for all WG employees. Safety behaviours Ensure that correct and appropriate safety behaviours are encouraged and displayed within the Business Unit. Continuous improvement Continuously seek ways to improve HSE performance. Identify lessons which can be learned, from whatever source, and use or share these with others. Speak up-listen up Encourage and facilitate the delivery of both good and bad news. Invite, encourage and listen to feedback on leaders own safety performance and behaviours. Challenge Don t accept what s assumed to be correct but isn t supported by fact. Only base actions on verifiable information. Diversity and inclusion Strive to understand the impact of different cultures and environments. Seek to include those with different perspectives and recognise how these variables can impact on HSE performance. Resources Give the appropriate level of resource to HSE programmes. Assurance and verification Ensure that there are records of leaders periodic HSE visits or conversations, such as promoted by the Advanced Safety Conversations process. Leaders steps to promote, manage and measure effective safety leadership must be recorded and verifiable. HSE Programme implementation must be both evident and verifiable. Support Resources & References Group HSE Policy Group Safety Behavioural Standard Group Safety Leadership Programme Core Values; Safety & Assurance Where to find this: 8 Wood Group SAF/B/1.1 January 2012 SAF/B/1.1 January 2012 Wood Group 9 SAF/B/1.1 January 2012 Wood Group 7

10 01 Leadership Leaders shape an organisation s HSE culture and ultimately its HSE performance. Leaders will ensure that mechanisms are in place to manage HSE in their Business Units. Leaders within the Group will exhibit appropriate and positive personal HSE behaviours. Leadership accountability Demonstrate continual and constant awareness of HSE performance. Ensure that people know they can raise HSE concerns freely and without fear of negative consequences for themselves. Allocate an adequate level of resources to implement HSE programmes effectively. Understand the differences between personal, technical and process safety. Recognise that these need to be managed separately and have the necessary systems in place to ensure that they are. shape commitment 8 Wood Group SAF/B/1.1 January 2012

11 Requirements Control systems Institute and promote appropriate Business Unit-wide systems to support HSE objectives. Enforce and role model adherence to these systems. Leadership commitment Demonstrate visible, personal commitment to all levels of the workforce ensuring that HSE is seen as a key priority for all WG employees. Safety behaviours Ensure that correct and appropriate safety behaviours are encouraged and displayed within the Business Unit. Continuous improvement Continuously seek ways to improve HSE performance. Identify lessons which can be learned, from whatever source, and use or share these with others. Support Resources & References Group HSE Policy Group Safety Behavioural Standard Group Safety Leadership Programme Core Values; Safety & Assurance Where to find this: Speak up-listen up Encourage and facilitate the delivery of both good and bad news. Invite, encourage and listen to feedback on leaders own safety performance and behaviours. Challenge Don t accept what s assumed to be correct but isn t supported by fact. Only base actions on verifiable information. Diversity and inclusion Strive to understand the impact of different cultures and environments. Seek to include those with different perspectives and recognise how these variables can impact on HSE performance. Resources Give the appropriate level of resource to HSE programmes. Assurance and verification Ensure that there are records of leaders periodic HSE visits or conversations, such as promoted by the Advanced Safety Conversations process. Leaders steps to promote, manage and measure effective safety leadership must be recorded and verifiable. HSE Programme implementation must be both evident and verifiable. SAF/B/1.1 January 2012 Wood Group 9

12 02 Objective setting Business Units will be aware of, and comply with, all Group HSE direction setting, including policy, objectives, plans, procedures and guidance documents. These shall be recognised and applied by each Business Unit, and supplemented by their own local policies, objectives, plans or client requirements as appropriate. Leadership accountability Demonstrate compliance with the Group HSE Policy and ensure it is visibly displayed in all Business Unit premises with evidence of effective local promotion and application. Ensure actions to look at how policies and plans are deployed and effectively implemented within the Business Unit. Show personal participation in HSE activities. direction intent focus 10 Wood Group SAF/B/1.1 January 2012

13 Requirements Group HSE objectives Business Units will demonstrate awareness and adoption of Group HSE policies and objectives. Local HSE objectives and annual plans Business Units will, if necessary, develop their own policies, objectives, plans, targets or other high-level declarations of HSE intent. These will be based upon and enhance Group requirements and/or reflect client and contract requirements. Maintain key documents Business Unit documents shall show evidence of periodic checks to assure currency, suitability and value-adding. Management review is a means to achieve this. Support Resources & References Group HSE Policy Group Policies Group Annual HSE Objectives Where to find this: Sustained focus Business Units should be rigorous in ensuring that a clear focus remains on safety-critical issues. We should not look to short-term solutions which may not be robust in the longer term. Quarterly reviews of objectives and plans should be considered. Annual formal reviews are expected. Communication Business Unit and HSE leaders will promote these high level documents personally and communicate these to all levels of the business. Personal objectives These will contain suitable HSE objectives to support delivery of overall Group and Business Unit objectives. Assurance and verification Business Unit reporting will routinely indicate progress to both Group and local HSE objectives and plans. Business Units will effect formal periodic reviews (or revalidations) of their HSE plans, objectives or other key documents. SAF/B/1.1 January 2012 Wood Group 11

14 03 Organisation The organisation created to manage and assure HSE delivery must be clear, defined and understood. Responsibility may be delegated to a nominated person, but accountability cannot; that will always remain with the Business Unit leadership. Leadership accountability Ensure that the organisation of the Business Unit with regard to Health, Safety and Environmental management is defined, clear and understood. The HSE performance of the Business Unit is the primary accountability of the Business Unit leadership. People emulate the behaviours of leaders. Business Unit leaders must recognise this when establishing their HSE organisation and ensure that leadership behaviour is a facet of organisational design. defined accountability 12 Wood Group SAF/B/1.1 January 2012

15 Requirements Accountability Everyone in the Business Unit must be clear that they variously carry certain moral and legal responsibilities and accountabilities for HSE. Accountability cannot be shared or delegated. Responsibility Responsibility can be shared or delegated. If this is the case, then this should be formal and clear. Competence The competence of individuals discharging roles within the Business Unit and its HSE organisation must be clear and appropriate for the task (ref. Key Element 8). Support Resources & References Group HR Guidance documents Where to find this: Awareness People must be made aware of their HSE responsibilities, preferably by more than one method. Partnerships and joint ventures The impact on the Business Unit of this form of relationship will be formally assessed. Interfaces will be defined where necessary. There may be both internal and external interfaces to consider. Any case of applicable standards prevailing which are less stringent than those defined here will be made known to Group HSE. Management of change Change can have unintended consequence. The impact of all change, including organisational change, must be formally assessed and managed (ref. Key Element 15). Assurance and verification Leader, employee and contractor HSE responsibilities and accountabilities will be clear. HSE organisation will be defined. HSE competence will be assessed and managed. HSE will be included in annual appraisal processes. SAF/B/1.1 January 2012 Wood Group 13

16 04 Legislative compliance Business Units are subject to a wide range of compliance obligations embedded in local, regional, national and international legislative requirements. Business Units must develop and implement a systematic approach to identifying and demonstrating compliance with all applicable legislative requirements. Leadership accountability Ensure that a legislative compliance system is developed and implemented. Monitor compliance with the legislative requirements, address shortfalls and implement updated controls. obligation verify 14 Wood Group SAF/B/1.1 January 2012

17 Requirements Legislative obligation Each Business Unit will identify all applicable HSE legal requirements affecting its business. A Register of applicable legislative requirements will be maintained. Legislative compliance Each Business Unit will develop a systematic approach which assesses compliance with all applicable HSE legal requirements. Nominated individual Each Business Unit will ensure that there is a nominated person responsible for tracking and monitoring all HSE legal requirements. Support Resources & References Applicable HSE legislative requirements Where to find this: Regulations, standards etc. from authoritative sources Compliance and gap analysis Business Units must possess a full awareness of applicable legislative requirements and be able to demonstrate compliance. This process will be maintained as current. Any known failure to comply shall be communicated to Group HSE and Group Legal. Accessibility Documentation should be readily available and accessible where it is required. Records management Records must be maintained to verify compliance and ensure the periodic execution of legislative compliance reviews or audits. Assurance and verification Compliance monitoring Each Business Unit will conduct periodic reviews or audits to assess compliance. Findings identified in periodic reviews/audits must be tracked and monitored to ensure closure. Compliance reporting Any non-compliance must be reported to the Business Unit leadership, Group HSE, Group Legal and, where required, to external regulatory bodies (subsequent to consultation with Group Legal). Review/audit reports will form part of the record of this. SAF/B/1.1 January 2012 Wood Group 15

18 05 Risk management Business Units will establish processes to formally identify and understand hazards, and assess the HSE risks involved in all aspects of their business. These will be managed until they are eliminated, reduced or controlled to the point of being acceptable. Leadership accountability Ensure hazards are clearly identified, and risks assessed and reviewed. Appreciate and understand the key risks to the safe execution of their business and periodically assure themselves that these risks are appropriately managed and mitigated. Maintain currency of process and identify and monitor changes which can introduce new risks. identify, prevent, control and mitigate 16 Wood Group SAF/B/1.1 January 2012

19 Requirements Risk assessment A formal hazard identification/risk assessment process will exist. It will be appropriate to the severity of hazard liable to be encountered by the business. All potential hazard/risk elements will be considered, including the task itself, work environment, skill and competence, third parties, Business Unit, behaviour, human factors, emergencies and change management, as well as legal and regulatory obligations. Risk techniques Consideration should be given to the use of standardised and structured processes in risk assessment, such as the use of Risk Matrices, Residual Risk Calculations and Statistical Analyses. Support Resources & References Industry, Regulatory or Market Sector Risk Management Guidance Where to find this: Guidance and publications from appropriate institutes, regulators and recognised bodies Risk scope The process must consider risk of harm to employees and third parties, environmental risk, business risk and reputational risk. Risk mitigation Approved recommendations/controls will be acted upon. Risks should be eliminated, substituted (by using a less hazardous method), reduced or controlled, exposure limited and people protected and/or warned. Residual risk Identified hazards will be managed such that the residual risk, if this cannot be eliminated entirely, will be managed so as to become as low as reasonably practicable. Training and competency Risks will be assessed by competent people (ref Key Element 8). Management of change Identify organisational, technical and legal changes which can introduce new risks to the Business Unit. Assurance and verification Records of Risk Assessment will exist. Risk mitigation, compliance and effectiveness will be formally determined and the extent of compliance known. Periodic audits will be conducted to demonstrate compliance. Appropriate documentation to verify compliance with applicable legislative requirements or standards will exist. SAF/B/1.1 January 2012 Wood Group 17

20 06 Health and community The managed and planned care for the health of our people is critical, as is the avoidance of harm to the communities in which we work. We must operate in a way which ensures this is achieved. Leadership accountability Ensure that both HSE and Human Resources management processes give due and formal regard to the protection of people from harm resulting from the work that they do. Care appropriately for them if these controls fail. Ensure that any processes and activities which can harm the health of our people or have an impact on communities are formally risk assessed, eliminated, reduced or the potential for harm mitigated. This will be done in a formal and structured manner. protection awareness 18 Wood Group SAF/B/1.1 January 2012

21 Requirements Health risk awareness Business Units must be aware of any health hazards they may encounter. Employees should be informed and made fully aware of any inherent health risks, as well as the necessary protection and/or mitigation processes for any task which they undertake. Health assessment People joining a Business Unit will be assessed with regard to their capabilities and potential exposures, such as to eliminate or minimise any potential harm to their health. Health protection Business Units will protect employees from the effects of any processes they may work with or encounter. Typically, this will include elimination, protection or control of issues such as hazardous substances, noise, vibration, radiation, stress or poor ergonomics. Support Resources & References Group Policies and Procedures Group HR Guidance documents Prevailing local and national health protection legislative requirements Where to find this: Regulation, standards etc, from authoritative sources Health surveillance A Health Surveillance Programme, appropriate to the hazards and risks encountered, will be implemented to detect any resultant ill health at an early stage and to safeguard the health of the employee. Communities and third parties Business Units will provide appropriate care for anyone negatively affected by our activities. This principle extends to non Group or Business Unit people negatively impacted by what we do. Assurance and verification Formal review of all cases of injury or harm to health versus controls and mitigations. Periodic review to ensure that controls and mitigations remain current and effective. Compliance with applicable local and national legislative requirements in this regard. SAF/B/1.1 January 2012 Wood Group 19

22 07 Human factors Business Units will consider and understand the role of Human Factors (HF) in initiating and mitigating incidents. All aspects of human behaviour, intentional and unintentional, organisational and personal, should be considered to help reduce the likelihood and consequences of serious incidents. HF include leadership, managing human failures, staffing, fatigue and shift work, safety critical communication, design, procedures, competence, organisational change and culture. Leadership accountability Lead, support and actively participate in HF management programmes. Ensure sufficient and appropriate resources are made available to address HF within the business. Identify Safety Critical Tasks and how they may be negated by HF, to help identify, prevent, control and mitigate Major Accident Hazards. Develop improvement goals and associated metrics to monitor and measure the implementation and impact of HF management programmes. support care 20 Wood Group SAF/B/1.1 January 2012

23 Requirements Planning A programme will be implemented to assess the potential impact of HF in all aspects of the workscope. Resources will be deployed to areas of maximum benefit. Safety culture Perform gap analysis to identify areas for improvement. Monitoring of feedback will support the success of wider HF programmes. Objectives and plans Monitoring and measurement processes will be used to evaluate the attainment of the HF programme plans and objectives. Incident investigation Investigations of incidents must contain an element of HF analysis to identify if a human failure has occurred and, if so, why. Support Resources & References Group Safety Culture Assessment Tool Group Safety Behavioural Standard Group Safety Leadership Programmes Where to find this: Employee involvement Employee Involvement programmes will be in place, led and actively promoted by line management to ensure that employees views on HSE issues which impact them are fully considered. Human interfaces with plant and process HF includes all aspects of human/process/plant interaction. Business Units will consider: the suitability of plant design for operation, maintenance, inspection and testing supporting activities including training, provision of guidance and procedures, change management, changing technology and process shift. Defined expectations Business Units will establish clear expectations of HSE behaviours, at all levels. They will ensure these are publicised, applied and compliance assessed. They should be embedded in, for example, inductions, appraisals, job descriptions, competency assessments and incident investigations. Assurance and verification HF content in CAIRS reporting and incident investigations. HF content embedded in Business Units systems. Evidence of workforce involvement in, and contribution to, many aspects of the programme. Safety Culture Assessment processes in place. SAF/B/1.1 January 2012 Wood Group 21

24 08 Training and competence Group employees will only be asked to do work for which they are capable and competent. The more critical the work, the more rigorous the Business Unit processes to ensure competence in that task. Business Units must develop and implement a systematic approach to ensure training and competence is managed, appropriate to the risks encountered. Central to this will be formal processes to ensure all employees develop their HSE capabilities. Leadership accountability Ensure that suitable training and competence management processes exist in the Business Unit to ensure that risks to people and the environment are minimised or eliminated. development knowledge 22 Wood Group SAF/B/1.1 January 2012

25 Requirements Training Employees should be adequately trained to perform their tasks, with appropriate supervision. Training provision Training and induction of new employees, specific training required for specialised tasks, training to ensure continuing capability and competence, as well as training to recognise new technology or systems should all be considerations with regard to training provision and its continuing effectiveness. Training providers Training providers or Trainers should be assessed for their own competence and suitability. Support Resources & References Group HR Guidance documents Group HSE Competence Guidelines Where to find this: Selection When allocating work, leaders must ensure that employees are capable of undertaking the task, such as not to pose a danger to themselves or others. HSE training Employees will be provided with suitable and sufficient training and induction to ensure that they are aware of HSE policies, obligations, standards, behaviours and processes with which they will be expected to comply. Competence All employees must have the appropriate knowledge, skills, capability and competence to carry out their tasks in a safe manner. They should be informed and aware of the hazards, risks and control measures. Competence should be formally determined, assessed and recorded. Training and competence currency Training and competence will be maintained as current, with formal processes established to ensure that training and competence arrangements are subject to periodic and formal review. Training and competence development Processes will exist to ensure all employees develop their HSE capabilities. Assurance and verification Compliance monitoring Each Business Unit will conduct periodic reviews or audits to assess compliance. Findings identified in periodic reviews/audits must be tracked and monitored to ensure closure. Compliance reporting Any non-compliance must be reported to the Business Unit leadership and, where required, to external regulatory bodies. Reviews/audit reports will form part of the record of this. SAF/B/1.1 January 2012 Wood Group 23

26 09 Information, documents and standards Business Units will operate a robust and accessible HSE information management system that reflects Group requirements, suits the needs of the individual Business Unit, permits adequate reporting and delivers factual, accurate and timely information into the Business Unit. Leadership accountability Ensure that Business Unit HSE documentation is understood and best practice is identifiable through readily accessible information, in whatever form. Ensure the awareness, understanding and, where necessary, implementation of Group HSE standards and guidance. accessible guidance 24 Wood Group SAF/B/1.1 January 2012

27 Requirements Information Concise and correct HSE information will be used at all levels in a Business Unit as the basis for improvement. Information management will be formal and systematic to allow for system audit, analysis and improvement. Reporting Reports will be presented in a structured and uniform manner, providing clear, correct and consistent information. Records Each Business Unit will ensure that HSE records are maintained to comply with internal or external requirements, are fully auditable and suitably maintained. Support Resources & References Group HSE key documents Guidance documents and mandatory procedures Where to find this: Contents Documents will be designed to contain the required information and contribute to a compliant and effective operation. Standards HSE documents will provide clear direction or agreed requirements to permit Business Units to function safely and effectively. Language and accessibility Information, documents and standards must be in a language and form appropriate to the user and accessible at point of use, where required. Assurance and verification Information, documents and standards management will routinely be included in audits or reviews to verify whether compliance is assured and efficiency maximised. Information, documents and standards will be regularly assessed as to their necessity and, when implemented, on their contribution to improved processes. SAF/B/1.1 January 2012 Wood Group 25

28 10 Integrity management Integrity across the range of our operations (including systems, equipment and facilities) must be assured. We will design, engineer, construct, operate and maintain the assets for which we are responsible to protect life and eliminate loss. We recognise the role of our people, their training, competence and behaviours in achieving this objective. Leadership accountability Ensure due consideration is given to our people and their impact on Integrity Management. This will include their training, competence, behaviours, attitude and other relevant influences on their effective deployment. Ensure that designs, products, systems, equipment and facilities are produced, manufactured, constructed, operated, maintained and decommissioned with due consideration to safety and reliability. Ensure that procedures are employed to assure effective integration of these processes. indicator: near misses personal injury triangle consequence: major injury consequence: minor injury consequence: unsafe acts major incident triangle consequence: major incident consequence: high potential incident indicator: detail breaches awareness assurance 26 Wood Group SAF/B/1.1 January 2012

29 Requirements Scope Business Units shall appropriately implement the Group Integrity Management Guide, having considered their activities and risks. This will include, as a minimum:»» Identifying persons with accountability and assurance responsibility.»» Ensuring that the following key principles from the Integrity Management Guide are in place viz: Accountability Competence Hazard Evaluation and Risk Management Protective Systems Practices and Procedures Management of Change Emergency Response Incident Investigation and Management Support Resources & References Integrity Management Guide Engineering Excellence Guide Where to find this: Planned and implemented control measures.»» Performance assessment, maintenance, monitoring, improvement and equipment management. Training and competence People authorised to make decisions regarding integrity management must be trained and competent. (ref. Key Element 8). Human factors Recognise that human and organisational factors can cause incidents and manage them to mitigate or prevent harm to our people. (ref. Key Element 7). Risk awareness People who use systems, equipment, tools and facilities should be made aware of the risks and the potential impact of their actions. (ref. Key Element 5). Assurance and verification A defined and planned methodology to address integrity management. Monitoring of leading and lagging control measures. Inclusion of integrity management into the Business Unit audit processes. Inclusion of integrity management into management review process. SAF/B/1.1 January 2012 Wood Group 27

30 11 Third parties and suppliers Business Units will ensure that client and other third-party HSE requirements are met through deployment of trained, competent employees and appropriate HSE Management Systems. Business Units will manage risk importation to provide proportionate and auditable assurance that their suppliers and subcontractors meet that same standard. Third parties might be those to whom we supply items, or those who place demands upon us. While the control and arrangements will be different, they are both situations where the interfaces must be correctly defined and managed. Leadership accountability Ensure that all requirements placed upon third parties are appropriate, timely, understood and met. Ensure suppliers are fully aware of Group and Business Unit minimum HSE standards. Leaders may wish to provide Business Unit support to their suppliers to meet these, by sharing available HSE knowledge, good practice and providing feedback. goals agreements 28 Wood Group SAF/B/1.1 January 2012

31 Requirements Risk identification Business Units will ensure that all third parties whose needs, obligations, provisions or performance can present HSE risk for Business Unit operations are identified and any potential risk managed effectively. Information received Business Units will ensure that correct and suitable information is exchanged between all third parties promptly and efficiently, such as to contribute to a safe working environment. This might include documents such as interface arrangements, dedicated HSE plans, policies and standards, drawings, specifications, material and test certification. Support Resources & References Group Supply Chain Guidance Where to find this: Cooperation Business Units shall strive to ensure continuous improvement in third party performance through cooperation in training, information exchange and development. Risk management Business Units will employ risk-based decision making as a tool to select, manage and develop third party relationships. Benchmarking Business Units will use performance or relationship benchmarking to promote effective third party management. Assurance and verification Business Units will regularly review and audit third parties HSE performance, and the system which delivers this. Business Units will understand and benchmark their suppliers performance to be able to demonstrate compliance with Group and Business Unit HSE performance expectations. SAF/B/1.1 January 2012 Wood Group 29

32 12 Emergency preparedness and response Business Units will protect people, communities, the environment and the business through proactive and planned management response before, during and after emergency situations. Leadership accountability Ensure that emergency preparedness and response provisions are defined and specific to the Business Unit s individual needs. Ensure that individual Business Unit or operational emergency response arrangements reflect the needs of the Group. Ensure this planning is part of the annual HSE planning and review process. practice readiness 30 Wood Group SAF/B/1.1 January 2012

33 Requirements Procedures and plans should be in place and current All potential emergency response events and corresponding control systems should be considered and designed as appropriate. Specific emergency response teams will be established People and teams will be suitably trained in emergency response situations, appropriate to the likely risks encountered. Exercises should be planned and carried out Scenarios might include fire, explosion, hurricane, earthquake, terrorist event, unstable regions, environmental incident, structural collapse and hostage taking. Exercises will occur at suitable and defined intervals, at least once per year. Interfacing Controls should include Corporate Communications, Human Resources, Security Consultants, Legal, Media, Emergency Services, Government Department and Non-Governmental Organisation liaison. Support Resources & References Group Business Continuity Planning Group Corporate Communications Emergency Media Response Guidelines and Crisis Management Policy and Plans Where to find this: Community The scope of this issue may extend outwith contractual boundaries of the Group or the Business Unit. Even if we are not liable or involved, we may wish to help or support the community in the event of a local emergency (ref. Key Element 6). Assurance and verification Audit programmes will address the activities above, particularly those not covered by exercises. Business Unit will record outcomes of exercises and show feedback to improve processes. SAF/B/1.1 January 2012 Wood Group 31

34 13 Environmental management Business Units will protect the environment and minimise any adverse impact from our operations through efficient use of natural resources and adherence to applicable environmental protection standards. Leadership accountability Ensure that national and local legislative requirements, and Group and client requirements in respect of environmental issues are identified, understood and administered under a formal Business Unit management process for compliance review and monitoring. Address carbon emissions, understand these and minimise Business Unit and Group carbon footprint. Ensure environmental aspects and impacts are clearly assessed, reviewed and mitigated, and that adequate training and awareness are provided to support such efforts. Ensure improvement goals and metrics are established and implemented to measure performance, minimise risk, reduce impact and assure compliance. protection minimise impact 32 Wood Group SAF/B/1.1 January 2012

35 Requirements Risk importation Business Units must be aware of the environmental risks that may be imported from new contracts, suppliers, ventures, operations, processes and property leases or acquisitions. Resource consumption Business Units must be aware of their energy and natural resource consumption and the environmental sensitivity, sustainability and continuing appropriateness of these inputs. Wastes, discharges and emissions Business Units must be aware of all their waste streams, discharges and emissions, their magnitudes, the control and disposal arrangements and their impact, both planned and unplanned, ensuring their disposal complies with local legislative requirements. Environmental management Business Units will formalise a structured environmental management system which is fully integrated with the HSE Management System. This will be of a size and scope appropriate to the business and the nature of exposure. This will be in line with ISO14001 or similar internationally recognised standard (e.g. EMAS). Support Resources & References National and local legislative requirements Group Carbon Footprint Guidelines Group Carbon Reduction Commitment (UK) Group Carbon Disclosure Project (CDP) Where to find this: Legislative obligation Business Units must fully assess applicability, evaluate, understand and comply with local and national environmental legislative requirements and statutory reporting requirements, including cross-border variations. Assurance and verification Conduct periodic audits to demonstrate compliance. Conduct periodic audits of key contractors environmental performance. Report all environmental infractions in CAIRS and to regulatory agencies where required. Retain appropriate documentation to assess compliance with applicable legislative requirements or standards. SAF/B/1.1 January 2012 Wood Group 33

36 14 Incident reporting and investigation Business Units will follow Group procedures for incident reporting. All incidents will be reported promptly and accurately. Business Units will adhere to Group Guidelines on this area, and will have procedures in place to investigate incidents. Root causes of incidents will be identified and lessons will be learned, adopted and disseminated to prevent reoccurrence. Leadership accountability Ensure that Group procedures are applied and resources are available for appropriate incident reporting and investigation. Be familiar with all significant incident details and mitigations for their area of responsibility. Ensure that all actions arising from the incident investigations are followed through to completion in a timely manner and that key learnings are shared across the Group. Actively share, or seek out, learning from other parts of the Group and assess potential benefit to local Business Unit or operation. learning prevention 34 Wood Group SAF/B/1.1 January 2012

37 Requirements Caring for people Business Units will ensure appropriate care and support is given to anyone injured on Group premises or by Group, or Group employees injured by the actions of others. Incident reporting All incidents will be reported in the Group online reporting system (CAIRS) within 24 hours of occurrence, as defined in the Group procedures. Statutory reporting requirements will be fulfilled. Business Units will require immediate, detailed internal reporting for incidents of a serious nature. Incident management Incidents will be managed to ensure that, in case of an injury or occupational illness, the most appropriate medical attention is provided and that an effective approach is in place for managing incidents. Incident investigation This will be conducted by trained individuals. The process will be planned, conducted and reported, and the findings appropriately communicated. Support Resources & References Group HSE Policy Group Reporting Procedure for HSE Leading and Lagging Indicators Group Incident Investigation Guidelines Group Case Management Guidelines All prevailing local and national legislative requirements related to this subject Where to find this: Report closure Investigations will be formally reported. Actions will be identified, assigned and tracked to completion. Employees who were involved with the incident should be advised of the Business Unit investigation output and remedial work. Preventive actions will be risk-ranked to attend to the highest risks first. Trends and learning The Business Unit will undertake incident analysis, trending and benchmarking to assess performance against peers and industry, as well as to identify potential local issues. Business Units will show that the potential learning from each incident has been maximised, to the widest benefit. Assurance and verification Effective and compliant Business Unit reporting. Effective and recorded incident investigations. Effective action management to completion. Communication as befits the nature of the incident. Analysis and understanding of root causes and any wider trends. SAF/B/1.1 January 2012 Wood Group 35