A Five Star Delivery

The Synergy within QHSSE

Christopher Daniels QHSE Director – ASTAD Project Management

Common Behaviours to drive Productivity

QHSSE or QHSE Four or Five Elements – The logic remains

Primary Secondary

Quality Documentation/Information

Health Welfare

Safety Emergency Preparedness

Environmental Security

Primary Secondary

Quality Documentation/ Information

Health Welfare

Safety Emergency Preparedness

Security Logistics

Environmental Sustainability

Cost

Time

QHSSE

Scope

HS2

QHSE – a prerequisite for qualification

Is your project in delay?

Does your project suffer from……?

• Low productivity • Unplanned work • Reluctance to attend meetings • ‘Quality’ trying to police • Too many Audits/Assessments • Duplicate activities/paperwork • Emotional behavior • ‘Not my job’ syndrome • Too many Assumptions • Short cutting • Lack of learning from experience • Complacency • ‘Tribal’ Behavior • Unsightly work area

S+Q=P

Doha Port

HSSE

Internet

Safety and Quality Feeding off of common behaviours

Environmental Management Zero Harm – Zero Rework – Zero Impacts

Common Procedures

• Productivity Risk

Assessments

• Training (Behavioral)

• Audit, Assessment and

Surveillance

• Control of Non-Compliant

work practice

• Performance Reporting

• Management Review

• Continual Improvement

• Incident Reporting

• Emergency Response

A balanced approach

Zero Impact, Zero breaches

Safety

90% %

• Regulations • High Risk Work • Consequence • Accidents • Lost time

Quality

70% • Legacy • Payment • Requirements • Rework • Lost time

Health

20% • Only minor

consequences • Productivity • Clinic • Responsibility

Security

50% • Gate Security • People, Plant

and materials • An Unsecure

site is difficult to control

Environment

20% • Nobody will

know! • No

immediate consequences

• Sustainability

An International Workforce

Different nationalities, with different upbringings &

educations, different values and beliefs…….

Our behaviour is influenced by our beliefs

‘Take Two’ before you talk!

‘Emotions’ can overrule reason

People are like Chameleons

Intelligent

Fanatical

Family Behaviour

Work Behaviour

Adventurous

Risky

Angry

Violent – ‘Tribal’

Naughty

Rebellious

Disciplined

Reliable - Trustworthy

Heinrich Triangle

Proactively control at-risk behaviour

ABC

Understand the Antecedents

Typical Antecedents

…..which can lead to ‘At Risk Behaviour’

• Physical Environment/Welfare

• Time Pressure

• Distraction/Interruption

• Multiple Tasks

• Over Confidence

• Vague or Interpretive Guidance

• Ineffective Communication

• Peer Pressure

• Change from Normal Conditions

• Mental Stress – Financial/Family

Excellence – Exceeding Expectations

The behaviours associated with high performing teams

The Right Behaviour

- Conduct a task review – Anticipate the risks

- Job Site Review

- Questioning Attitude

- Stop when Unsure

- Check with a Trial run

- Work according to procedures

- Communicate Effectively

- Own your signature

- Flag work-in-process

- Place Keeping

- Formerly Handover Responsibility

- Validate Assumptions

- Conduct Pre-job briefs

- Peer Coaching

- Post Job Brief

Best Practice Behaviours to enhance Productivity

Conduct a task review

Last Minute Risk

Assessment

+ ‘last minute’ risk assessment

Questioning Attitude

Only settle for facts before you take action

• Be very cautious with ‘assumptions’

• Avoid…..“I think”….”We always”…..”Probably”

• Be sure that everything is ready to proceed (7P’s)

Validate any Assumptions Assumptions are necessary but dangerous

Be sure that any assumptions are appropriate

Ensure that all assumptions are supported by

analysis (‘basis of assumption’)

• Document the assumption • Identify Objective Evidence to

support the assumption • Consider ‘in-field’ factors • Close out/Validate all unverified

assumptions before delivery to the customer

Conduct a Trial Run

Self Check

Action Steps

Expected Outcome

Actual Outcome

What happens if we change the People, Plant, Process/Procedure, Place of Work, Paperwork, Permissions, Plan

Success lies with the Supervision

Identify your Champions

Effective Communication

“Repeat back to me”

Effective communication is one of the strongest defenses against ‘at risk behaviour…’

Own your Signature

Review/Verify content , Initial any changes, Sign

Flagging for Work-in-Process

Identify, Flag, Perform, Remove

Place Keeping

When you are moving between several work fronts

Handover

Formally handover Responsibility

For example:- • Shift Report • Designer’s/Constructor’s Diary • Delegation of Authority

Pre-Job Brief

• Purpose of the Task

• Preview of procedures

• Task Assignment

• Safety Hazards and how to mitigate risk

• Human Performance

• Operating experience

• Stop Work Criteria

• Questions and Concerns

• STARRT

QHSSE moment

Peer Coaching

‘Buddy’ inexperience with experience

Experience is a valuable commodity – utilize it!

Post Job Brief

Look ‘down the mountain’ in order to understand what went well and what did

not go so well……..’SWOT’

Lessons Learned….

Listen to feedback at the end of the shift

Consequences Good Behaviour

Bad Behavior

We are the Leaders!

Promote the right QHSSE behaviours for a ‘five

star’ delivery.

Thank you

LMRA

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Checklist

Last Minute Risk Assessment

Created by Checked by Approved by

Name

Date

Position

Version Author Date Description

LMRA

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Contents

1 Purpose ..................................................................................................... 3

2 Description of the works ........................................................................... 3

3 Associated documents ............................................................................... 3

4 Method ...................................................................................................... 4

5 Checklist.................................................................................................... 5

6 Persons present at this LMRA .................................................................... 6

LMRA

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1 Purpose

Before work can begin, it must be ensured that all risks are under control and the

necessary prevention measures have been taken. This simple checklist will help you

to identify these risks. Think about each question carefully. If you have ticked NOK in

response to one of the questions, it is imperative that you contact your manager. Where

this is the case, you may not start the works under any circumstances.

2 Description of the works

...................................................................................................................

...................................................................................................................

...................................................................................................................

...................................................................................................................

...................................................................................................................

3 Associated documents

Nature Document Version Title

Health and safety arrangements - Part 1: General regulations

for all sites (BE) and all works involving third parties

LMRA

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4 Method

Before you start on a task or in the event of any changes to a task, ask yourself the

following questions.

1) Which works are to be performed?

2) How is the work to be performed?

3) What are the dangers?

4) What are the risks?

Always follow the next three steps.

Step 1: Assess the risk

- What do you think can still go wrong?

- Which dangers do you see?

- Dangerous situations?

Step 2: Establish measures to eliminate or reduce the risk

- What measures can be put in place to remove the risks that still

remain or to make them acceptable?

Step 3: Take action to ensure safe performance

- Implement the measures that are necessary to remove the risks

that that still remain or to make them acceptable.

- In other words, ensure that the activities can be carried out

safely.

- Keep the measures in place during the works.

- Evaluate the measures on completion of the works.

If it cannot be done safely, then do not do it!

Consult your direct manager.

LMRA

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5 Checklist

At the start of the works OK NOK NA

Do I have sufficient information about the work to be performed?

Do I consider the agreed working method to be safe?

Have I read and understood the permit?

Have all the terms and conditions of the permit been met?

Is all of the equipment needed duly available and is it in good

working order?

Does everyone have the necessary PPE?

Is the working environment neat and tidy?

Are there any additional dangers?

If yes, specify them in the list below and discuss whether additional measures are required.

If you believe the risk to be acceptable, indicate this by putting 'OK'. If this is not the case,

put 'NOK' and ask your manager for advice.

Are there any additional dangers? OK NOK NA

Fall or tripping hazard?

Risk of impact injury?

Danger of being hit by moving parts or internal transport?

Trapping hazard?

Danger of falling objects?

Sufficient lighting?

Exposure to high or low temperatures?

Contact with electrical current?

Contact with hazardous products?

Dust formation?

Noise or vibrations?

Fire or explosion hazard?

Are other people working in the vicinity of the construction site?

Is there a risk of environmental pollution? How is waste removed?

Does everyone know what to do in the event of an accident, fire or

evacuation, and the meaning of the emergency numbers:

Other ...

LMRA

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6 Persons present at this LMRA

The undersigned managers and operators have taken due note of the conditions for

safely undertaking the works involving third parties and shall comply with these

conditions. They will assess any additional risks using the LMRA checklist. They will also

apply for and act in accordance with the necessary works permits.

Managers

Last name First name Company Signature Date

Operators

Last name First name Company Signature Date