G MASTER - CSG Industry Contractor HSE Forum

Coal Seam Gas Industry
Safety Forum
Petro Skills - Traccess
Robert Motherwell
The Challenge
Delivering training to all Exterran Employees
– Western Hemisphere
– Eastern Hemisphere
Providing competent and capable employees when performing work
Employees mobility between sites and operators
Delivering quality training to all Exterran Employees
– QLD, Victoria, Western Australia, Northern Territory
Financial challenge
– Travel Costs to train personnel
– Large groups for training
– Rostered employees - multiple training sessions required
After Market Services
– Employees away from their base location on irregular shifts
– Employees on Rosters
Overcoming The Challenge....
• Identified most participants in industry face similar challenges
• Exterran combined with PetroSkills to map our training requirements
• Exterran worked with PetroSkills to provide an E Learning tool that could
assist us in delivering and managing quality training (Traccess)
• Exterran Australia was selected as the pilot area for Exterran
• Training packages needed to be rewritten so they could be self learning
• Familiarity of Traccess program
The Result....
Every module is competency assessed
Employees can now receive quality training via an E-learning system
Training is completed in an office environment or out at site locations
Learners only need an internet connection to complete training
Exterran can now demonstrate competency and capability
Employees now have a self paced training program according to their role
Captures external training needs
CSG Industry Safety Forum – 6th May 2011
Coal Seam Gas Industry
Safety Forum
The Journey to Zero
Mark Hoogsteyns
FK Gardner & Sons
The Challenge....
As at Jan 2009
• Poor safety culture – influenced by construction industry culture
• High incident rates
• Poor incident management
• Lack of management focus on safety – leadership void
• Significant incident at Santos Fairview – Jan 2009
Stopped work – off site for 4 months
Poor response to incident
Poor understanding of actual safety needs of CSG clients
Worked with Santos – 120 safety system improvements (already AS4801)
Embarked on Federal Safety Scheme Accreditation – 64 further improvements to the
• Taking our staff on the journey
Overcoming The Challenge....
Leadership Participation
– Safety Leadership Team
– Consultative
– Site visits – task observations – link to KPI’s
Significant change to systems
Education, education, education – top to bottom
Consistency in communication
Give them simple tools – SOS books, Online inductions, Online systems access
Getting the right people (Safety to Site)
Improve injury management
– Use APPEA injury classification – across the group
Measurability - lead and lag indicators, KPI’s
Recognise & Reward good behaviour
To improve is to change; to be perfect is to change often.
Winston Churchill
The Result....
• 2yrs 3mths LTI Free
• AITFR - Group - 2008: 26.4, 2009: 13.7, 2010: 10.7 2011 0 YTD
Civil 2008: 9,
2009: 12.2, 2010: 0
2011 0 YTD
• FSC Accreditation March 2011
• Subcontractor safety forums across the state
• No Subcontractor bashing – actually help them – better the devil you
know – safer, more secure & less litigation
• Winner of the:
– 2009 & 2010 Master Builders -Innovation in Workplace Health and Safety
– 2011 NCSI Chairman’s Award for Management Systems Excellence
CSG Industry Safety Forum – 6th May 2011
Coal Seam Gas Industry
Safety Forum
Leighton Safety Essentials
Michael Walsh – GM SHE
Leighton Contractors Pty Ltd
The Challenge....
Total EPC1 Incidents - 27
The Challenge....
Total PC1 Incidents - 237
Overcoming the Challenge....
Leighton Safety Essentials
Permit to Work
 Working at heights
 Working in and around mobile
 Working with services
 Electrical work
 Mechanical heavy lifting
 Working in and around live
 Managing temporary works
Overcoming The Challenge....
• Mapping the Potential Class One Incidents
• Introduction of “Working above the Line” philosophy
• Divisional Task Forces established – Campaign Plans
• Campaign plans monitored by Executive and Board
• Development of Essentials for each critical risk
• Development of Active Risk Management of Essential
• Roll out of Essentials Critical Risk Training
• Ongoing Implementation Audits
• Promotion of above the line initiatives
Overcoming the Challenge....
Major focus of the Essentials initiative is to move risk controls away
from lower order custom and practice into higher order- “harder”
controls for critical risks.
The Result....
The Result....
CSG Industry Safety Forum – 6th May 2011
Coal Seam Gas Industry
Safety Forum
Stop Work Authority
Jason Sullivan
The Challenge....
• We work in an Industry where we are constantly under pressure to deliver
and hence it is often very difficult for our people to stop a job
• Over the years we have seen what the consequences of inaction can lead
to when unsafe acts are not stopped
• Other parties refusing to acknowledge the associated risks with a
particular task and pressure is being exerted on Weatherford personnel to
“get the job done” without proper safety controls in place.
• Employees recognizing unsafe conditions and acts, but not feeling
empowered to stop the operation
Overcoming The Challenge....
Aggressive approach
not effective:
Getting the right people involved
to develop a safe solution to
rectify unsafe conditions and
complete the operation safely:
The Result....
• Example of SWA:
– A vertical Pipe Racking System (PRS) slid off of it’s Horizontal track coming to rest against
a Derrick Beam close to the Monkey board…
CSG Industry Safety Forum – 6th May 2011
Coal Seam Gas Industry
Safety Forum
Positive Operational Safety Targets (POST)
Dennis Bagnoche – Group HSE Manager
Clough Seam Gas
Positive Operational Safety Targets - POST
POST is designed to encourage a pro-active approach towards HSE target
setting using Lead Indicators. Aligned to AS/NZS 4801 – 4.3.3 Objectives and
POST has been around Clough since 2003 firstly beginning in the Offshore
POST Headings and example :
Leadership and Commitment – Qty of management site inspections
Planning – site design and layout
POST target reviews – daily input, weekly and monthly reviews
Training, Competency and Awareness – TNA, VOC’s, Inductions.
HSE Communication – Item close outs from committee meetings, toolbox
meetings frequency and compliance
Hazard and Risk Management – HAZIDS, JHA, Plant Risk Assessments
Emergency Preparedness and Response – ER exercises conducted
Inspection and Measurement – site inspections, light vehicles, lifting equipment
Incident and Injury Management – Incident investigations raised within 24hours
Audits, Reviews and Improvements – internal, external, subcontractor audits
The Challenge…
• Embedding the POST system at project inception
• Monitoring compliance to set targets and objectives
• Setting the right culture to ensure the Project Management Team
has ownership and accountability
• Ensuring compliance does not waiver and lose momentum
• Aligning the system with clients expectations and Joint
Venture/Partnership arrangements
• Ensuring there is dedicated support and resources provided to
input, retrieve and communicate data
• Reporting of negative indicators
Overcoming the Challenge and the Results
Overcoming the Challenge:
• Education on safety culture, identifying POST as a tool that enhances safety performance and
solid compliance
• Engaging the workforce at all levels to ensure buy in from Project personnel
• Project managers are not bound explicitly by Corp Targets and Objectives for Lead Indicators,
Projects have the flexibility to set own attainable targets based on agreed Project goals with
• Development of Safety Leadership Team (SLT) with personal objectives and targets aligned to
• Project manning to include dedicated HSE resources to manage data integrity
• Excellent HSE performance represented in graphs and dashboards
• A program based on proactive measures with lead indicators rather than reactive frequency
• Reduction of exposure to legal obligations and enhances Risk Management Principles
• Lessons learnt tool, captures what has been done well and what needs improvement
• Proactive approach with tangible results that are physically seen
• A workplace that looks and feels safe
• Dedicated workforce with the right culture committed to zero incident and harm
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