GPCA Responsible Care Workshop Dubai September 24-25 2013
Robert Wakefield Country Director Bahrain
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Introduction Hertel is a multi-disciplined Industrial Services
company Predominantly focused on the Offshore, Oil & Gas and
Petrochemical markets Present in Europe, Middle East and Asia
12,000 employees worldwide Annual Turnover in 2012 was Euro 907
million
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Hertel in the Middle East Present in Bahrain, Oman, Qatar,
Saudi Arabia and the UAE Activities spread across Insulation,
Painting, Scaffolding and Refractory Construction and Maintenance
Hertel expansion in Middle East has been through acquisition and
establishment of Joint Ventures Hertel Regional Office in Middle
East is in Abu Dhabi Employees in Middle East - 2500
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Contents Vision Drivers History Global Approach to HSE
Management Pyramid HSE Policy HSE Management Framework Standard
Guidances & Practices Target Zero Programmes Conclusion
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Vision
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Hertel aims to continuously operate worldwide in a safe and
responsible manner with the greatest respect for the health and
safety of its employees, contractors, customers, the communities
and the environment in which it operates. Vision
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Drivers
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Managing Health, Safety & Environmental aspects and impacts
professionally is an integral part of running a successful
business, in particular in the industries Hertel is active in.
Safety efforts can make or break our companys reputation and is
inherent as a requirement for both existing as well as for
potential and existing clients. HSE - activities have been part of
Hertels heritage for more than 100 years. Focus has always been on
Doing the job safely- preventing injuries and ill health - and
respect for the environment. Drivers
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Hertels future challenge for safety derives from: Hertel wants
to be injury-free Customers expectation for high levels of safety
Financial; Good safety is Good business Expectation of our
employees and communities Drivers
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History
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In 5 years time, Total Recordable Injury Frequency decreased
from 2.10 to 0.39 (81%) Lost Time Injury Frequency Moving Average
decreased by 89% Overall, employees return home safely and their
injuries are less severe than in the past Improvement in safety
performance is approaching a deadlock A need for different emphases
is upon Hertel: global standardization; cultural aspects. Group
TRIF - Development TRIF (200,000 worked hours) Year
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Global Approach to HSE Management - Pyramid
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Global Approach to HSE Management The pyramid resembles our
built approach towards safety: in order to obtain the goals set in
our policy, all underlying bases need to be covered in a
sustainable way. It is important to note that, all things equal,
local offices have an important role in establishing the success of
this pyramid. The actual safety performance for Hertel stands or
falls with the communication, cooperation and coordination of this
pyramid.
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HSE Policy Vigorous focus on zero Harm Need for active
involvement Strengthening of safety culture Continuous improvement
in all aspects Stimulate communication, cooperation and
coordination on HSE management.
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HSE Management Framework Learning platform across Company.
Best-in-class processes and procedures in place to identify,
analyze and manage hazards and risks. Control mechanism for our
Target Zero Culture. Enables the 3Cs between regions:
Organisational Learning. Alignment with the Customer requirements.
Interdependence between elements, processes and tools.
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Element 1 - Leadership, Commitment & Culture Element 2 -
Risk Assessment & Planning Element 3 - Resources, Roles &
Responsibility Element 4 - Competence, Training & Awareness
Element 5 - Operational Risk Management Element 6 - Management of
Change Element 7 - Communication, Participation & Consultation
Element 8 - Performance Measurement & Monitoring Element 9 -
Management Review & Verification HSE Management Framework
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Element 1 Leadership, Commitment & Culture Commitment &
involvement of everyone in Hertel is required. Lead in HSE as
individuals within our teams and as an organization. Building a
world class safety culture. Element 2 - Risk Assessment &
Planning Ongoing identification and assessment of hazards and their
risks to gain understanding of what needs to go right. Improve
operational risk status with the goal of achieving ALARP or better.
Building a flexible and resilient safety culture to achieve high
levels of operational and situational awareness.
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Element 3 Resources, Roles & Responsibility Defining the
roles and responsibilities to ensure we continue to operate as
safely as reasonably possible. Making available the resources
required in order to ensure sustained effort and consistent
achievement of our goals. HSE Management Framework Element 4
Competence, Training & Awareness Selection of the right people
for the right job is essential. Continuous training is required to
maintain and enhance knowledge and skills. Training & awareness
are required to perform the job competently and thoroughly.
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Element 5 - Operational Risk Management Ensure identified
hazards and related risk scenarios are controlled effectively.
Putting in place the required safe systems of work. Account for the
hierarchy of controls to withstand degradation effects of human,
organizational and technical factors. HSE Management Framework
Element 6 - Management of Change Necessity to avoid the probability
of invalidating the risk management process due to new hazards and
risks. Systems must be in place that recognize and control changes
that have the potential to compromise operational integrity.
Ensuring change is understood and recognised.
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Element 7 Communication, Participation & Consultation
Providing the dissemination of information upwards, downwards and
across our organization so that it is understood by all relevant
persons. HSE Management Framework Considering and discuss jointly
issues of mutual concern to seek acceptable solutions to problems.
It requires full participation at all levels in order to make these
processes as thorough and efficient as possible.
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Element 8 Performance Measurement & Monitoring Adopting a
systematic approach for measuring and monitoring HSE performance.
Planning what and how performance will be measured, including where
and when. HSE Management Framework The results of measurement and
monitoring are to be analysed and used to identify both successes
and areas requiring correction or improvement.
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Element 9 Management Review & Verification Link must be
established between the system assessment and, its verification and
the policy expectations and framework requirements. Past experience
and findings of verified assessments are used as input to updating
the next set of operational plans for HSE. HSE Management Framework
This is critical in ensuring the continuous improvement and
effectiveness of our efforts in HSE management.
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Procedures & Guidance in order to support implementation of
the HSE Management Framework and processes. Standards as a
procedural set of requirements Following specific operational
topics within the HSE Management Framework, mainly outcomes of risk
assessment. LSRs become operational values. Standard guidances
& practices
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Programmes are the practical translation of the Management
System. Procedures, practices and guidance as support to the
Management System and Policy. Standardizing working methods towards
one approach. Better comparison and cooperation: best practices and
bottlenecks easier identified. Target Zero Programmes
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Life Saving Rules TimeOut Programme Last Minute Risk Assessment
Site Safe Visits Hearts & Minds Hertel Safety Leadership
Programme Programmes
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TimeOut Spot -potentially- hazardous acts or situations at an
early stage. Continuous development and improvement of Hertels
systems. Life Saving Rules Life Saving Rules offer a
straightforward and coherent set of guidelines to approach general
risks faced in the industry. Years of research by the OGP led to a
combined set of 18 high risk areas. Programmes
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Hearts & Minds Toolkit to help advance towards a higher
cultural level. Provides the process and tools to get everyone
involved. Last Minute Risk Assesment Identify and control risks
that have been overlooked or couldnt be anticipated before, just
before work commences. Programmes
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Site Safe Visits Engagement with the workforce. Active
involvement & quick resolution of outstanding issues. Hertel
Safety Leadership Programme Familiarization of middle and upper
management with the complete integrative approach towards safety
within Hertel. Assurance of management understanding Hertels safety
approach and ability to promote this internally and externally.
Programmes
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Conclusion Hertel has made good progress in the past few years.
There is a compelling need for emphasis on standardization and
cultural aspects, as a next step. Future consists of:
Standardization of systems and working methods. Uniform and
substantiated messages through communication channels. Becoming an
expert-follower in safety management.
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Hertel and GPIC We have worked together since 1990 Painting and
Scaffolding activities throughout plant GPIC safety culture is
embedded in its entire workforce as is Hertels The combination
makes GPIC a very safe place for our people to work We recently
celebrated 1 million manhours safe working in GPIC GPIC is a major
partner of ours in our Road to Zero
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Challenges Multi National workforces Our workforce from
Bahrain, India, Nepal, Pakistan, Phillipines, UK Diverse cultures
and attitudes to EHS Educational level of general workforce Varied
educational levels Difficult to teach basic EHS without basic
educational base Has been a recruitment issue Weather and other
environmental issues Heat and Humidity are significant EHS factors
in Middle East Heat Stress is a major health hurdle
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Success Story 9 th September 2013 in Ammonia Area 7 Scaffolder
Dhan Bahadur Ran noticed a small electrical fire starting He calmly
stopped work and made his way to emergency phone and contacted
emergency services He then returned to the fire location by which
time the fire was taking hold He located a Dry Powder extinguisher
and extinguished the fire prior to the arrival of the emergency
services A potential catastrophe was averted because Contractor and
LSP were fully alligned from an EHS perspective