wood group hse mgmt system

7/31/2019 Wood Group HSE Mgmt System

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HSE Management System

Standard

Energy Supporting Energy

Wood GroupJanuary 2012


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Wood Group SAF/B/1.1 January 2012

Wood Group HSE Management System Standard

Contents

Introduction 1

Our core Values 2

Scope 3

The system structure 4

Wood Group Health, Saety and Environmental policy 5

Key elements 6How this book works 7

01 Leadership 8

02 Objective setting 10

03 Organisation 12

04 Legislative compliance 14

05 Risk management 16

06 Health and community 18

07 Human actors 20

08 Training and competence 22

09 Inormation, documents and standards 2410 Integrity management 26

11 Third parties and suppliers 28

12 Emergency preparedness and response 30

13 Environmental management 32

14 Incident reporting and investigation 34

15 Change management 36


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SAF/B/1.1 January 2012 Wood Group 1


Welcome to Wood GroupsHealth, Saety and EnvironmentalManagement 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,

proessional and legal obligations to deliver our services

in ways that assure we protect peoples health,

prevent incidents and injuries and minimise adverseenvironmental impact. Our commitment to that is clearly

laid out in our HSE Policy Statement.

We can only live up to that commitment i we organise

ourselves in a planned, systematic way and that is why

we have had a Wood Group HSE Management System

in place or many years. The regularly revised document

describing the system has become amiliarly known over

the years as the Red Book.

This latest revision or 2012 has been signicantly

updated to refect current best practice and to t within

the context o 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 o what we are committed to as an integral part

o doing business.

We emphasise the Saety & Assurance core Value as

our top priority, and as it is colour coded in blue, we

anticipate that this new revision o the Standard will

become known as the Blue Book.

The Blue Book contains sound advice or transorming

our aspirations into practice and it is vital that Business

and HSE leaders read, understand and apply it.

Allister Langlands,

Chie Executive


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2 Wood Group SAF/B/1.1 January 2012


Within this Standard, you will see thisexpanded upon. It will variously use terms

such as safety, assurance, security, qualityand integrity. These are all valid and criticalextensions of the Safety & Assurance core Value.

Well work in partnershipwith our clients, theregulators and our

employees to deliver our HSEobjectives.

Within this Standard,the main extensionof this core Valueis in the area of

environmental care,where we define our

obligations andaspirations to

reducing resourceconsumption, wasteand any negativeimpacts of what

we do.

Well use bothtraditional continuousimprovement techniques,as well as embracing

innovation, to deliver ourHSE objectives.

HSE excellence is a signof a successful business.We wont compromise HSEexcellence for financial

gain.

We will be honest,fair and open in ourmanagement of HSE.

Within thisstandard we setout the frameworkto protect thehealth of everyonethat we work withand to sustain ouroperations free of

incidents and injuries. Anessential aspect of thisis understanding humanbehaviour and assuring

training and competenceis appropriate to the

risks encountered.

Our core Values

Saety & AssuranceSaety & assurance is our top priority. Wepassionately care about the saety o ourpeople and behave as saety leaders. We arecommitted to preventing injuries and ill healthto our people and everyone we work with.

RelationshipsOur business depends on healthy relationshipswith customers, business partners andsuppliers.

Social ResponsibilityBeing socially responsible is integral to whatwe do. We aim to make a positive dierence tothe communities where we operate and seekways to assist them.

People

People are our business. We are proessional,high perorming team players ocused ondelivering and drawing on our global expertise.

InnovationInnovation gives us competitive advantage.

Financial Responsibility

We expect to receive air reward or ourbusiness perormance. We are cost aware andcareully manage our own and our customerscosts.

IntegrityWe are proud o our reputation, built over manyyears, which depends on us doing the rightthing.


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This document denes Wood Group (theGroup) HSE standards and provides guidanceon the development and implementation oHSE Management Systems to ensure thatevery Group Business Unit worldwide operatesin ways which:

assure peoples 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 o

the entity or assets in question, or to other participantsin 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 o 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 oundation or status review

or new Business Unit start-ups

ater major organisational change

ater 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 identied

and remedial action taken.

International standards compliance: this document

promotes and encourages compliance with the

two accepted standards or Health & Saety and

Environmental Management, specically OHSAS 18001

and ISO 14001.

Legislative compliance: this document anticipates

compliance with HSE legislative requirements applicableto each Business Unit.

Business Unit: In the context o this document, this

term means any company, operation, contract, project or

product stream which is required to maintain its own HSE

management processes.

Scope


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HSE

Sub-plans

Business Units HSE Management SystemsHow Business Units translate Group

and external infuences

Supporting documents

Supporting HSE organisationTo ensure the eective connection o the Group HSE organisation with the Business Unit organisation, a Saety

& Assurance Steering Group exists at Senior Management level, populated by both Group HSE FunctionManagement and Business Unit Senior Management, which reports into the Group Board Executive.

Group

AnnualHSE

Objectives

The system structure

l

Group Procedures and

Guidelines

Procedures

Procedures

Procedures

Procedures

Business Unit Operating Procedures

Procedures

Procedures

Procedures

Procedures

Business Units will:

haveanHSEManagementSystem

adopttheGroupHSEPolicy,whichwillbe

refected in the HSE Management System

setannualBusinessUnit-wideHSEobjectives,

and establish plans to attain them

havecontractorproductsub-plans,wherethis

is appropriate

havesupportingdocumentsandguidelinesto

make the process complete and coherent

havesuitableandsufcientprocedures,from

the Group, or locally developed, as appropriate.

Group

What Business Units aredirected to do by Group

GroupHSE Policy

HSEPolicy

HSEManagement

System

Annual

HSE Plan

Group

HSE

Management

System

Standard

Adopt, endorse

or augment

Markets/Clients/Regulators

The various externalinfuences on BusinessUnit HSE Management

Adopt or

translate into

Recognise and

develop

Adopt or match with

equivalents Compliance obligations

Contractual conditions

Specifc issues

Expectations


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Wood Group is committed to delivering the highest standardso health, saety and environmental perormance. This policystatement denes our commitments to our employees,clients, partners and shareholders.

We will deliver our operations and services in ways to:

Protect the health o all people impacted by

the work that we do

Prevent incidents and injuries, with a ocus onintegrity and the control o major hazards

Minimise adverse environmental impact, use resourceseciently and manage our carbon ootprint

We will achieve this by ensuring:

Leaders at all levels place health, saety and environment

at the top o their agenda

Risks are identied, mitigated and controlled

Clear objectives are established and we measure ourperormance against them

We understand legislative and industry requirements, andensure we comply with them

Those who work with us meet our standards

Our communications on health, saety and environment aretransparent and inclusive

We will regularly monitor the application o thesecommitments to provide assurance that we are deliveringcontinuous improvement.

Allister Langlands,

Chie Executive

Wood Group

Health, Saety and Environmental policy


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This document denes 15 key elements which the

Group deems to be central to the establishment and

deployment o an eective HSE Management System.

The existence o controls in these key areas is not

enough in itsel. Leaders must enorce 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 byeach Business Unit and assessed to ensure eective and

ecient application and compliance.

Compliance with this HSE Management System

Standard will be ormally and periodically assessed by

the Group. Learnings will be communicated both to the

Business Unit concerned and to all Business Units who

might benet.

Key ElementsThe ollowing 15 elements give guidance,

as well as providing minimum standards in ormulating 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 actors

08 Training and competence

09 Inormation, documentsand 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

Key elements


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The 15 key elements which comprise the rest o

this document are laid out to refect the leadership

responsibilities o those who can shape behaviours and

culture (How we manage) allied with the system design,

deployment and compliance aspects o each o the

elements (What we manage). These two acing pages,

when combined, refect the principles o Plan, Do,

Check, Act, with the leadership component ocusing on

Planning or success, Checking application and Acting

on eedback, and the HSE proessionals supporting thisby Doing the appropriate system work, to the necessary

extent.

How we manage

The How component, set out on each let-hand acing

page, ocuses on leadership, obligation to support,

plan and resource, personal accountabilities and

responsibilities o leaders. This is the Plan, Check, Act

part o the process.

What we manage

The What component, set out on each right-hand

acing page, ocuses on the essential minimum steps

and considerations or each element, and relates to the

specic area being managed. This is the Do part o the

process.

SAF/B/1.1 January 2012 Wood Group 98 Wood Group SAF/B/1.1 January 2012

Wood Group HSE Management System Standard Wood Group HSE Management System Standard

SupportResources& Reerences

Group HSE Policy

Group Saety Behavioural Standard

Group Saety Leadership Programme

Core Values; Saety & Assurance

Where to fnd this:

www.woodgroup.net/HSE

Leadership

Leaders shape an organisations HSE culture and ultimately i ts

HSE perormance. 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

Demonstratecontinualandconstantawareness o HSE perormance.

EnsurethatpeopleknowtheycanraiseHSEconcerns reely and without ear o negative

consequences or themselves.

Allocateanadequatelevelofresourcestoimplement HSE programmes eectively.

Understandthedifferencesbetweenpersonal,

technical and process saety. Recognise thatthese need to be managed separately and

have the necessary systems in place to ensure

that they are.

Requirements

Control systems Institute and promote appropriate Business

Unit-wide systems to support HSE objectives. Enorce and role

model adherence to these systems.

Leadership commitment Demonstratevisible,personal

commitmenttoalllevelsoftheworkforceensuringthatHSEis

seenasakeypriorityforallWGemployees.

Saety behaviours Ensure that correct and appropriate saety

behaviours are encouraged and displayed within the Business

Unit.

Continuous improvement Continuouslyseekwaystoimprove

HSEperformance.Identifylessonswhichcanbelearned,from

whateversource,anduseorsharethesewithothers.

Speak up-listen up Encourage and acilitate the delivery

ofbothgoodandbadnews.Invite,encourageandlistento

feedbackonleadersownsafetyperformanceandbehaviours.

ChallengeDontacceptwhatsassumedtobecorrectbutisnt

supported by act. Only base actions on verifable inormation.

Diversity and inclusion Strive to understand the impact o

differentculturesandenvironments.Seektoincludethosewith

dierent perspectives and recognise how these variables can

impact on HSE perormance.

ResourcesGive the appropriate level o resource to

HSE programmes.

Assurance and verifcation

EnsurethattherearerecordsofleadersperiodicHSEvisits

orconversations,suchaspromotedbytheAdvancedSafety

Conversations process.

Leadersstepstopromote,manageandmeasureeffective

saety leadership must be recorded and verifable.

HSEProgrammeimplementationmustbebothevidentand

verifable.

01

shapecommitment

How this book works

Example page


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Leadership

Leaders shape an organisations HSE culture and ultimately its

HSE perormance. 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.


Demonstratecontinualandconstantawareness o HSE perormance.

EnsurethatpeopleknowtheycanraiseHSEconcerns reely and without ear o negativeconsequences or themselves.

Allocateanadequatelevelofresourcestoimplement HSE programmes eectively.

Understandthedifferencesbetweenpersonal,technical and process saety. Recognise thatthese need to be managed separately andhave the necessary systems in place to ensure

that they are.

01

shape

commitment


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Group HSE Policy


Group Saety Leadership Programme

Core Values; Saety & Assurance

Where to fnd this:


Requirements

Control systems Institute and promote appropriate Business

Unit-wide systems to support HSE objectives. Enorce and role

model adherence to these systems.

Leadership commitment Demonstrate visible, personal

commitment to all levels o the workorce ensuring that HSE is

seen as a key priority or all WG employees.

Saety behaviours Ensure that correct and appropriate saety

behaviours are encouraged and displayed within the Business

Unit.

Continuous improvement Continuously seek ways to improve

HSE perormance. Identiy lessons which can be learned, rom

whatever source, and use or share these with others.

Speak up-listen up Encourage and acilitate the delivery

o both good and bad news. Invite, encourage and listen to

eedback on leaders own saety perormance and behaviours.

Challenge Dont accept whats assumed to be correct but isnt

supported by act. Only base actions on veriable inormation.

Diversity and inclusion Strive to understand the impact odierent cultures and environments. Seek to include those with

dierent perspectives and recognise how these variables can

impact on HSE perormance.

Resources Give the appropriate level o resource to

HSE programmes.


EnsurethattherearerecordsofleadersperiodicHSEvisits

or conversations, such as promoted by the Advanced Saety

Conversations process.

Leadersstepstopromote,manageandmeasureeffective

saety leadership must be recorded and veriable.

HSEProgrammeimplementationmustbebothevidentand

veriable.


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Objective setting

Business Units will be aware o, 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.


DemonstratecompliancewiththeGroupHSE Policy and ensure it is visibly displayedin all Business Unit premises with evidence o

eective local promotion and application.

Ensureactionstolookathowpoliciesandplansare deployed and eectively implemented withinthe Business Unit.

ShowpersonalparticipationinHSEactivities.

02

dire

ction

intent

focu

s


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Group HSE Policy

Group Policies

Group Annual HSE Objectives

Where to fnd this:


www.woodgroup.net/policies

Requirements

Group HSE objectives Business Units will demonstrate

awareness and adoption o Group HSE policies and objectives.

Local HSE objectives and annual plans Business Units

will, i necessary, develop their own policies, objectives, plans,

targets or other high-level declarations o HSE intent. These will

be based upon and enhance Group requirements and/or refect

client and contract requirements.

Maintain key documents Business Unit documents shall

show evidence o periodic checks to assure currency, suitability

and value-adding. Management review is a means to achieve

this.

Sustained ocus Business Units should be rigorous in ensuring

that a clear ocus remains on saety-critical issues. We should

not look to short-term solutions which may not be robust in the

longer term. Quarterly reviews o objectives and plans should be

considered. Annual ormal reviews are expected.

Communication Business Unit and HSE leaders will promote

these high level documents personally and communicate these

to all levels o the business.

Personal objectivesThese will contain suitable HSE

objectives to support delivery o overall Group and Business

Unit objectives.


BusinessUnitreportingwillroutinelyindicateprogresstoboth

Group and local HSE objectives and plans.

BusinessUnitswilleffectformalperiodicreviews(or

revalidations) o their HSE plans, objectives or other key

documents.


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Organisation

The organisation created to manage and assure HSE delivery

must be clear, dened and understood. Responsibility may be

delegated to a nominated person, but accountability cannot; that

will always remain with the Business Unit leadership.


EnsurethattheorganisationoftheBusinessUnitwith regard to Health, Saety and Environmentalmanagement is dened, clear and understood.

TheHSEperformanceoftheBusinessUnitis

the primary accountability o the Business Unitleadership.

Peopleemulatethebehavioursofleaders.Business Unit leaders must recognise thiswhen establishing their HSE organisation andensure that leadership behaviour is a aceto organisational design.

03

defned

accountability


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Group HR Guidance documents

Where to fnd this:

www.woodgroup.net/HR

Requirements

AccountabilityEveryone in the Business Unit must be clear

that they variously carry certain moral and legal responsibilities

and accountabilities or HSE. Accountability cannot be shared

or delegated.

ResponsibilityResponsibility can be shared or delegated.

I this is the case, then this should be ormal and clear.

CompetenceThe competence o individuals discharging roles

within the Business Unit and its HSE organisation must be clear

and appropriate or the task (re. Key Element 8).

Awareness People must be made aware o their HSE

responsibilities, preerably by more than one method.

Partnerships and joint venturesThe impact on the Business

Unit o this orm o relationship will be ormally assessed.

Interaces will be dened where necessary. There may be

both internal and external interaces to consider. Any case o

applicable standards prevailing which are less stringent than

those dened here will be made known to Group HSE.

Management o change Change can have unintended

consequence. The impact o all change, includingorganisational change, must be ormally assessed and

managed (re. Key Element 15).


Leader,employeeandcontractorHSEresponsibilities

and accountabilities will be clear.

HSEorganisationwillbedened.

HSEcompetencewillbeassessedandmanaged.

HSEwillbeincludedinannualappraisalprocesses.


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Legislative compliance

Business Units are subject to a wide range o compliance

obligations embedded in local, regional, national and international

legislative requirements.

Business Units must develop and implement a systematic

approach to identiying and demonstrating compliance with all

applicable legislative requirements.


Ensurethatalegislativecompliancesystemisdeveloped and implemented.

Monitorcompliancewiththelegislativerequirements, address shortalls and implementupdated controls.

04

obligation

veriy


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Applicable HSE legislative

requirements

Where to fnd this:

Regulations, standards etc.

rom authoritative sources

www.woodgroup.net/legal

Requirements

Legislative obligation Each Business Unit will identiy all

applicable HSE legal requirements aecting its business.

A Register o 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 or tracking and

monitoring all HSE legal requirements.

Compliance and gap analysis Business Units must possess

a ull awareness o applicable legislative requirements and

be able to demonstrate compliance. This process will be

maintained as current. Any known ailure to comply shall be

communicated to Group HSE and Group Legal.

AccessibilityDocumentation should be readily available and

accessible where it is required.

Records management Records must be maintained to veriy

compliance and ensure the periodic execution o legislativecompliance reviews or audits.


Compliance monitoring Each Business Unit will conduct

periodic reviews or audits to assess compliance. Findings

identied in periodic reviews/audits must be tracked and

monitored to ensure closure.

Compliance reportingAny non-compliance must be reported

to the Business Unit leadership, Group HSE, Group Legal and,

where required, to external regulatory bodies (subsequent toconsultation with Group Legal). Review/audit reports will orm

part o the record o this.


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Risk management

Business Units will establish processes to ormally identiy

and understand hazards, and assess the HSE risks involved

in all aspects o their business. These will be managed until

they are eliminated, reduced or controlled to the point o being

acceptable.


Ensurehazardsareclearlyidentied,andrisksassessed and reviewed.

Appreciateandunderstandthekeyrisksto the sae execution o their business andperiodically assure themselves that these risksare appropriately managed and mitigated.

Maintaincurrencyofprocessandidentifyandmonitor changes which can introduce new risks.

05

identiy,prevent,control

and mitigate


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Industry, Regulatory or Market Sector

Risk Management Guidance

Where to fnd this:

Guidance and publications rom

appropriate institutes, regulators andrecognised bodies

Requirements

Risk assessmentA ormal hazard identication/risk

assessment process will exist. It will be appropriate to the

severity o hazard liable to be encountered by the business.

All potential hazard/risk elements will be considered, including

the task itsel, work environment, skill and competence, third

parties, Business Unit, behaviour, human actors, emergencies

and change management, as well as legal and regulatory

obligations.

Risk techniques Consideration should be given to the use

o standardised and structured processes in risk assessment,

such as the use o Risk Matrices, Residual Risk Calculations

and Statistical Analyses.

Risk scopeThe process must consider risk o harm to

employees and third parties, environmental risk, business risk

and reputational risk.

Risk mitigationApproved 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 Identied hazards will be managed such thatthe residual risk, i this cannot be eliminated entirely, will be

managed so as to become as low as reasonably practicable.

Training and competencyRisks will be assessed by

competent people (re Key Element 8).

Management o change Identiy organisational, technical

and legal changes which can introduce new risks to the

Business Unit.


RecordsofRiskAssessmentwillexist.

Riskmitigation,complianceandeffectivenesswillbeformally

determined and the extent o compliance known.

Periodicauditswillbeconductedtodemonstratecompliance.

Appropriatedocumentationtoverifycompliancewithapplicable

legislative requirements or standards will exist.


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Health and community

The managed and planned care or the health o our people

is critical, as is the avoidance o harm to the communities in

which we work. We must operate in a way which ensures this is

achieved.


EnsurethatbothHSEandHumanResourcesmanagement processes give due and ormalregard to the protection o people rom harmresulting rom the work that they do. Careappropriately or them i these controls ail.

Ensurethatanyprocessesandactivitieswhichcan harm the health o our people or havean impact on communities are ormally riskassessed, eliminated, reduced or the potentialor harm mitigated. This will be done in a ormaland structured manner.

06

protection

awareness


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Group Policies and Procedures


Prevailing local and national health

protection legislative requirements

Where to fnd this:

Regulation, standards etc, rom

authoritative sources

www.woodgroup.net/Policies


Requirements

Health risk awareness Business Units must be aware o

any health hazards they may encounter. Employees should be

inormed and made ully aware o any inherent health risks, as

well as the necessary protection and/or mitigation processes or

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 rom

the eects o any processes they may work with or encounter.

Typically, this will include elimination, protection or control

o issues such as hazardous substances, noise, vibration,

radiation, stress or poor ergonomics.

Health surveillanceA 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 saeguard the health o the employee.

Communities and third parties Business Units will provide

appropriate care or anyone negatively aected by our activities.This principle extends to non Group or Business Unit people

negatively impacted by what we do.


Formalreviewofallcasesofinjuryorharmtohealthversus

controls and mitigations.

Periodicreviewtoensurethatcontrolsandmitigationsremain

current and eective.

Compliancewithapplicablelocalandnationallegislativerequirements in this regard.


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07Human actorsBusiness Units will consider and understand the role o HumanFactors (HF) in initiating and mitigating incidents. All aspects o

human behaviour, intentional and unintentional, organisational

and personal, should be considered to help reduce the likelihood

and consequences o serious incidents.

HF include leadership, managing human ailures, stang,

atigue and shit work, saety critical communication, design,

procedures, competence, organisational change and culture.


Lead,supportandactivelyparticipateinHF management programmes.

Ensuresufcientandappropriateresourcesaremade available to address HF within the business.

IdentifySafetyCriticalTasksandhowtheymaybenegated by HF, to help identiy, prevent, control andmitigate Major Accident Hazards.

Developimprovementgoalsandassociatedmetrics to monitor and measure theimplementation and impact o HF managementprogrammes. support

care


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Group Saety Culture

Assessment Tool


Group Saety Leadership Programmes

Where to fnd this:



Requirements

PlanningA programme will be implemented to assess

the potential impact o HF in all aspects o the workscope.

Resources will be deployed to areas o maximum benet.

Saety culture Perorm gap analysis to identiy areas or

improvement. Monitoring o eedback will support the success

o wider HF programmes.

Objectives and plans Monitoring and measurement

processes will be used to evaluate the attainment o the HF

programme plans and objectives.

Incident investigation Investigations o incidents must contain

an element o HF analysis to identiy i a human ailure has

occurred and, i so, why.

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 ully considered.

Human interaces with plant and process HF includes all

aspects o human/process/plant interaction. Business Units will

consider:

the suitability o plant design or operation, maintenance,

inspection and testing

supporting activities including training, provision o guidance

and procedures, change management, changing technology

and process shit.

Defned expectations Business Units will establish clear

expectations o HSE behaviours, at all levels. They will ensure

these are publicised, applied and compliance assessed.

They should be embedded in, or example, inductions,

appraisals, job descriptions, competency assessments and

incident investigations.


HFcontentinCAIRSreportingandincidentinvestigations.

HFcontentembeddedinBusinessUnitssystems.

Evidenceofworkforceinvolvementin,andcontributionto,many

aspects o the programme.

SafetyCultureAssessmentprocessesinplace.


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Training and competence

Group employees will only be asked to do work or 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

ormal processes to ensure all employees develop their HSE

capabilities.


Ensurethatsuitabletrainingandcompetencemanagement processes exist in the BusinessUnit to ensure that risks to people and theenvironment are minimised or eliminated.

08

development

knowledge


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Group HSE Competence Guidelines

Where to fnd this:



Requirements

Training Employees should be adequately trained to perorm

their tasks, with appropriate supervision.

Training provisionTraining and induction o new employees,

specic training required or 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 eectiveness.

Training providersTraining providers or Trainers should be

assessed or their own competence and suitability.

Selection When allocating work, leaders must ensure that

employees are capable o undertaking the task, such as not to

pose a danger to themselves or others.

HSE training Employees will be provided with suitable and

sucient training and induction to ensure that they are aware o

HSE policies, obligations, standards, behaviours and processes

with which they will be expected to comply.

CompetenceAll employees must have the appropriate

knowledge, skills, capability and competence to carry out theirtasks in a sae manner. They should be inormed and aware o

the hazards, risks and control measures. Competence should

be ormally determined, assessed and recorded.

Training and competence currencyTraining and

competence will be maintained as current, with ormal

processes established to ensure that training and competence

arrangements are subject to periodic and ormal review.

Training and competence development Processes will

exist to ensure all employees develop their HSE capabilities.


Compliance monitoring Each Business Unit will conduct

periodic reviews or audits to assess compliance. Findings

identied in periodic reviews/audits must be tracked and

monitored to ensure closure.

Compliance reportingAny non-compliance must be reported

to the Business Unit leadership and, where required, to external

regulatory bodies. Reviews/audit reports will orm part o the

record o this.


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Inormation, documents and standards

Business Units will operate a robust and accessible HSE

inormation management system that refects Group

requirements, suits the needs o the individual Business Unit,

permits adequate reporting and delivers actual, accurate and

timely inormation into the Business Unit.


EnsurethatBusinessUnitHSEdocumentationis understood and best practice is identiablethrough readily accessible inormation, in

whatever orm.

Ensuretheawareness,understandingand,where necessary, implementation o Group HSEstandards and guidance.

09

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Group HSE key documents

Guidance documents and mandatory

procedures

Where to fnd this:


Requirements

Inormation Concise and correct HSE inormation will be used

at all levels in a Business Unit as the basis or improvement.

Inormation management will be ormal and systematic to allow

or system audit, analysis and improvement.

Reporting Reports will be presented in a structured and

uniorm manner, providing clear, correct and consistent

inormation.

Records Each Business Unit will ensure that HSE records are

maintained to comply with internal or external requirements, are

ully auditable and suitably maintained.

Contents Documents will be designed to contain the required

inormation and contribute to a compliant and eective

operation.

Standards HSE documents will provide clear direction or

agreed requirements to permit Business Units to unction saely

and eectively.

Language and accessibilityInormation, documents and

standards must be in a language and orm appropriate to the

user and accessible at point o use, where required.


Information,documentsandstandardsmanagementwill

routinely be included in audits or reviews to veriy whether

compliance is assured and eciency maximised.

Information,documentsandstandardswillberegularly

assessed as to their necessity and, when implemented, on their

contribution to improved processes.


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indicator:

near misses

consequence:

minor injury

consequence:

major injury

consequence:

unsafe actsindicator:

detail breaches

consequence:high potential incident

consequence:

major incident

personal injury

triangle

major incident

triangle

Integrity management

Integrity across the range o our operations (including systems,

equipment and acilities) must be assured. We will design,

engineer, construct, operate and maintain the assets or

which we are responsible to protect lie and eliminate loss. We

recognise the role o our people, their training, competence and

behaviours in achieving this objective.


Ensuredueconsiderationisgiventoourpeopleand their impact on Integrity Management.

This will include their training, competence,behaviours, attitude and other relevantinfuences on their eective deployment.

Ensurethatdesigns,products,systems,equipment and acilities are produced,manuactured, constructed, operated,maintained and decommissioned with dueconsideration to saety and reliability.

Ensurethatproceduresareemployedto assure eective integration othese processes.

10

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Integrity Management Guide

Engineering Excellence Guide

Where to fnd this:


www.woodgroup.net/ENG

Requirements

Scope Business Units shall appropriately implement the Group

Integrity Management Guide, having considered their activities

and risks. This will include, as a minimum:

Identiying persons with accountability and assurance

responsibility.

Ensuring that the ollowing key principles rom the Integrity

Management Guide are in place viz:

Accountability

Competence

Hazard Evaluation and Risk Management

Protective Systems

Practices and Procedures

Management o Change

Emergency Response

Incident Investigation and Management

Planned and implemented control measures.

Perormance assessment, maintenance, monitoring,

improvement and equipment management.

Training and competence People authorised to makedecisions regarding integrity management must be trained and

competent. (re. Key Element 8).

Human actors Recognise that human and organisational

actors can cause incidents and manage them to mitigate or

prevent harm to our people. (re. Key Element 7).

Risk awareness People who use systems, equipment,

tools and acilities should be made aware o the risks and the

potential impact o their actions. (re. Key Element 5).


Adenedandplannedmethodologytoaddress

integrity management.

Monitoringofleadingandlaggingcontrolmeasures.

InclusionofintegritymanagementintotheBusinessUnit

audit processes.

Inclusionofintegritymanagementintomanagement

review process.


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Third parties and suppliers

Business Units will ensure that client and other

third-party HSE requirements are met through deployment

o 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 dierent, they are both situations where the

interaces must be correctly dened and managed.


Ensurethatallrequirementsplaceduponthird parties are appropriate, timely,understood and met.

EnsuresuppliersarefullyawareofGroupand

Business Unit minimum HSE standards. Leadersmay wish to provide Business Unit supportto their suppliers to meet these, by sharingavailable HSE knowledge, good practice andproviding eedback.

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agreements


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Group Supply Chain Guidance

Where to fnd this:


www.woodgroup.net/GroupSCM

Requirements

Risk identifcation Business Units will ensure that all third

parties whose needs, obligations, provisions or perormance

can present HSE risk or Business Unit operations are identied

and any potential risk managed eectively.

Inormation received Business Units will ensure that correct

and suitable inormation is exchanged between all third parties

promptly and eciently, such as to contribute to a sae working

environment. This might include documents such as interace

arrangements, dedicated HSE plans, policies and standards,

drawings, specications, material and test certication.

Cooperation Business Units shall strive to ensure continuous

improvement in third party perormance through cooperation in

training, inormation 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 perormance or

relationship benchmarking to promote eective third party

management.


BusinessUnitswillregularlyreviewandauditthirdpartiesHSE

perormance, and the system which delivers this.

BusinessUnitswillunderstandandbenchmarktheirsuppliers

perormance to be able to demonstrate compliance with Group

and Business Unit HSE perormance expectations.


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Emergency preparedness and response

Business Units will protect people, communities, the environment

and the business through proactive and planned management

response beore, during and ater emergency situations.


Ensurethatemergencypreparednessandresponse provisions are dened and specic tothe Business Units individual needs.

EnsurethatindividualBusinessUnitoroperational emergency response arrangements

refect the needs o the Group.

EnsurethisplanningispartoftheannualHSEplanning and review process.

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Group Business Continuity Planning

Group Corporate Communications

Emergency Media Response

Guidelines and Crisis Management

Policy and Plans

Where to fnd this:


www.woodgroup.net/Insurance

www.woodgroup.net/CorpComm

www.woodgroup.net/policies

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.

Specifc 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 re, explosion, hurricane, earthquake, terrorist

event, unstable regions, environmental incident, structural

collapse and hostage taking. Exercises will occur at suitable

and dened intervals, at least once per year.

Interacing Controls should include Corporate

Communications, Human Resources, Security Consultants,

Legal, Media, Emergency Services, Government Department

and Non-Governmental Organisation liaison.

CommunityThe scope o this issue may extend outwith

contractual boundaries o the Group or the Business Unit.

Even i we are not liable or involved, we may wish to help or

support the community in the event o a local emergency(re. Key Element 6).


Auditprogrammeswilladdresstheactivitiesabove,particularly

those not covered by exercises.

BusinessUnitwillrecordoutcomesofexercisesandshow

eedback to improve processes.


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Environmental management

Business Units will protect the environment and minimise any

adverse impact rom our operations through ecient use o

natural resources and adherence to applicable environmental

protection standards.


Ensurethatnationalandlocallegislativerequirements, and Group and clientrequirements in respect o environmental issuesare identied, understood and administeredunder a ormal Business Unit managementprocess or compliance review and monitoring.

Addresscarbonemissions,understandtheseand minimise Business Unit and Group carbonootprint.

Ensureenvironmentalaspectsandimpactsare clearly assessed, reviewed and mitigated,and that adequate training and awareness areprovided to support such eorts.

Ensureimprovementgoalsandmetricsareestablished and implemented to measureperormance, minimise risk, reduce impact andassure compliance.

13

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minimise impact


35/40




National and local legislative

requirements

Group Carbon Footprint Guidelines

Group Carbon Reduction

Commitment (UK)

Group Carbon Disclosure Project (CDP)

Where to fnd this:


Requirements

Risk importation Business Units must be aware o the

environmental risks that may be imported rom new contracts,

suppliers, ventures, operations, processes and property leases

or acquisitions.

Resource consumption Business Units must be aware

o their energy and natural resource consumption and

the environmental sensitivity, sustainability and continuing

appropriateness o these inputs.

Wastes, discharges and emissions Business Units must

be aware o 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 ormalise

a structured environmental management system which is

ully integrated with the HSE Management System. This will

be o a size and scope appropriate to the business and the

nature o exposure. This will be in line with ISO14001 or similar

internationally recognised standard (e.g. EMAS).

Legislative obligation Business Units must ully assess

applicability, evaluate, understand and comply with local and

national environmental legislative requirements and statutory

reporting requirements, including cross-border variations.


Conductperiodicauditstodemonstratecompliance.

Conductperiodicauditsofkeycontractorsenvironmental

perormance.

ReportallenvironmentalinfractionsinCAIRSandtoregulatoryagencies where required.

Retainappropriatedocumentationtoassesscompliancewith

applicable legislative requirements or standards.


36/40



Incident reporting and investigation

Business Units will ollow Group procedures or 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 o incidents will be identied and lessons will be learned,

adopted and disseminated to prevent reoccurrence.


EnsurethatGroupproceduresareappliedandresources are available or appropriate incidentreporting and investigation.

Befamiliarwithallsignicantincidentdetailsandmitigations or their area o responsibility.

Ensurethatallactionsarisingfromtheincident investigations are ollowed throughto completion in a timely manner and that keylearnings are shared across the Group.

Activelyshare,orseekout,learningfromotherparts o the Group and assess potential benetto local Business Unit or operation.

14

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Group HSE Policy

Group Reporting Procedure or 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 fnd this:


Requirements

Caring or 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 o others.

Incident reportingAll incidents will be reported in the

Group online reporting system (CAIRS) within 24 hours o

occurrence, as dened in the Group procedures. Statutory

reporting requirements will be ullled. Business Units will require

immediate, detailed internal reporting or incidents o a serious

nature.

Incident management Incidents will be managed to ensurethat, in case o an injury or occupational illness, the most

appropriate medical attention is provided and that an eective

approach is in place or managing incidents.

Incident investigationThis will be conducted by trained

individuals. The process will be planned, conducted and

reported, and the ndings appropriately communicated.

Report closure Investigations will be ormally reported. Actions

will be identied, assigned and tracked to completion. Employees

who were involved with the incident should be advised o the

Business Unit investigation output and remedial work. Preventive

actions will be risk-ranked to attend to the highest risks rst.

Trends and learningThe Business Unit will undertake incident

analysis, trending and benchmarking to assess perormance

against peers and industry, as well as to identiy potential local

issues. Business Units will show that the potential learning rom

each incident has been maximised, to the widest benet.


EffectiveandcompliantBusinessUnitreporting.

Effectiveandrecordedincidentinvestigations.

Effectiveactionmanagementtocompletion.

Communicationasbetsthenatureoftheincident.

Analysisandunderstandingofrootcausesandanywidertrends.


38/40



Change management

Business Units will apply an eective risk management approach

to changes which might impact HSE, considering such aspects

as organisational, procedural, material, equipment and process

change. This will ensure the impact o such changes does not

introduce new hazards into the workplace.


Understandthatmajororganisationalchangessuch as acquisitions and subsequentintegration, mergers and downsizing are likely

to lead to heightened risks o HSE ailure, anddevote sucient time and resources to avoidsuch problems.

Demonstratetheirunderstandingofthisrequirement and commitment to ensuringchanges are managed.

Ensurethatproposedchangesareproperlyevaluated using a risk assessment approachprior to implementation.

Ensurethatanynew,ormodied,hazardorriskidentied during this change review process hasbeen understood and mitigated. This will bedone in a ormal and structured manner.

15

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39/40




Local and national legislative

requirements related to this subject

Group Engineering Excellence Guide

Where to fnd this:


www.woodgroup.net/ENG

Requirements

Management o change No change that could jeopardise HSE

management systems, equipment integrity or compromise process

saety is to take place without a ormal and systematic evaluation o

its impact and the options or managing any potential new risk. The

evaluation shall typically consider, but not be limited to, the ollowing

changes:

Stafnglevelsandorganisationalchanges,includingchangesin

roles and responsibilities

Processchemicalsandsubstances

Processoperatingconditionsoutsideestablishedandsafedesign limits (pressure, temperature, radioactivity, vibration,

noise etc.)

Technology,materialsandequipmentandtheiroperating

parameters

Operatingandmaintenanceprocedures,standardsand

specications

Engineeringdesign

Protectivesystems,testingandinspectionproceduresand

requencies

Criticaldocuments,standards,proceduresandlegislativerequirements etc

Contractsandprocurement

Buildings,sitesandfacilities(includingprojects)

Emergencyresponseplans

Gradualchangeandthecumulativeeffectofthis

Training and competency Personnel in positions authorised to

make decisions regarding changes that aect the Business Unit

must be trained and competent in risk assessment methodology

(re. Key Element 8).


FormalreviewofallproposedchangesthatcanaffecttheHSE

Management System, equipment integrity or process saety.

Periodicassessmenttoensurethatcontrolsandmitigations

remain current and eective.

InclusionofManagementofChangeprocessintoBusinessUnit

audit processes.


40/40


Wood Group

15 Justice Mill LaneAberdeen

AB11 6EQ

UK

Tel +44 1224 851 000

www.woodgroup.com

17420 Katy Freeway

Suite 300Houston

TX 77094

USA

Tel +1 281 828 3500