GPCA Responsible Care Workshop Dubai
September 24-25 2013
Robert Wakefield
Country Director Bahrain
Introduction
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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
Hertel in the Middle East
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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
Contents
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Vision
Drivers
History
Global Approach to HSE Management – Pyramid
■ HSE Policy
■ HSE Management Framework
■ Standard Guidances & Practices
■ Target Zero Programmes
■ Conclusion
Vision
Vision
“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.”
Drivers
Drivers
“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 company’s reputation and is inherent
as a requirement for both existing as well as for potential and existing clients.
HSE - activities have been part of Hertel’s 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
Hertel’s future challenge for safety derives from:
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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
History
History
■ In 5 years time, Total Recordable Injury
TRIF (200,000 worked hours)
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
Year
Global Approach to
HSE Management Pyramid
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.
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.
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.
HSE Management Framework
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Element 1
Element 2
Element 3
Element 4
Element 5
Element 6
Element 7
Element 8
Element 9
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Leadership, Commitment & Culture
Risk Assessment & Planning
Resources, Roles & Responsibility
Competence, Training & Awareness
Operational Risk Management
Management of Change
Communication, Participation & Consultation
Performance Measurement & Monitoring
Management Review & Verification
HSE Management Framework
HSE Management Framework
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.
HSE Management Framework
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.
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.
HSE Management Framework
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.
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.
HSE Management Framework
Element 7 –
Communication, Participation & Consultation
■ Providing the dissemination of information
■ Considering and discuss jointly issues of mutual
upwards, downwards and across our
concern to seek acceptable solutions to problems.
organization so that it is understood by all
■ It requires full participation at all levels in order
relevant persons.
to make these processes as thorough and
efficient as possible.
HSE Management Framework
Element 8 –
Performance Measurement & Monitoring
■ Adopting a systematic approach for
■ The results of measurement and monitoring
measuring and monitoring HSE performance.
are to be analysed and used to identify both
successes and areas requiring correction or
■ Planning what and how performance will
improvement.
be measured, including where and when.
HSE Management Framework
Element 9 –
Management Review & Verification
■ Link must be established between the system ■ This is critical in ensuring the continuous
assessment and, its verification and the policy
improvement and effectiveness of our efforts
expectations and framework requirements.
in HSE management.
■ Past experience and findings of verified
assessments are used as input to updating
the next set of operational plans for HSE.
Standard guidances & practices
■ 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.
Target Zero Programmes
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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.
Programmes
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Life Saving Rules
TimeOut Programme
Last Minute Risk Assessment
Site Safe Visits
Hearts & Minds
Hertel Safety Leadership Programme
Programmes
TimeOut
■ Spot -potentially- hazardous acts or
situations at an early stage.
■ Continuous development and improvement
of Hertel’s 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
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 couldn’t be anticipated
before, just before work commences.
Programmes
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
Hertel’s safety approach and ability to
promote this internally and externally.
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.
Hertel and GPIC
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We have worked together since 1990
Painting and Scaffolding activities throughout plant
GPIC safety culture is embedded in its entire workforce – as is Hertel’s
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
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
Success Story
■ 9th 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