SECURITY

Operations ( HEALTH, SAFETY ENVIRONMENT)

OSHE Operations:

OSHE Training

Training is a fundamental and necessary method for shaping behaviors and developing our employees.  An effective training program can inform employees of the OSHE hazards and controls in the workplace, help them recognize and appropriately respond to hazardous situations and drive compliance to OSHE rules and procedures established by the organization/site.  Therefore, based on the work being performed and the results of the Risk Assessment, a training needs assessment will be developed for the project.

 

The assessment will identify:

• Training programs required for each job or job classification
• Training and testing frequency
• Training programs shall be appropriate for the intended audience and adequately address organizational levels, risks, ability, literacy and language skills.
• Where necessary to achieve the desired performance, training programs shall be specific to the workplace, activities or operations
• Where required by legal and other requirements or by Project/ Operations Execution Organization OSHE Standards, the organization shall identify expected competency level and implement methods to assess competency as a result of the training.
• Training programs shall be reviewed and updated to reflect changes to the workplace, activities, equipment, processes, or procedures.

Communications

An effective and formal process to ensure the proper flow and exchange of information is a key element to any well-managed project.  Communication is critical to OSHE Management System execution due to the importance of knowing expectations, performance, and the risk associated with the project.  The Project Team’s ability to effectively communicate and involve the workforce will help ensure a successful OSHE culture.

 

Both internal and external communication channels must be effectively established. Internal two-way communication is critical to success.  Employees must feel comfortable to report any and all OSHE issues plus have the knowledge of the processes established for doing so.

 

In addition, a sound and consistent process to engage key external stakeholders (customer, contractors) will ensure the accuracy and effectiveness of external communication.  The Project Manager will establish the process for communicating with the customer and other stakeholders.

Document and Records Management

Project/ Operations Execution Organization utilizes OSHE documents such as procedures, work instructions, checklists and training tools to ensure those affected by the OSHE Management System are aware of their roles and responsibilities, past OSHE performance, maintenance of a safe work environment and compliance with Project Execution Organization, customer and regulatory policy/ standards.

OSHE records are to be maintained at the project per Project Execution Organization’s OSHE Management System requirements.

Operation Controls/ Standard Work Procedures

An important step in successfully managing OSHE risks is the active process of gaining operational control over significant OSHE aspects recognized by the Risk Assessment process.  Operational control can be achieved by a variety of effective methods such as engineering controls, standard work instructions, training, and preventative maintenance programs.

The first priority should be to ask if the work task is necessary.  If it is determined that the task is necessary, then per the operational controls hierarchy, we are to provide engineering solutions regarding OSHE risks.

Where engineering solutions do not eliminate the risk, work instructions and training must be developed. Documented work instructions ensure that the necessary steps and activities for controlling risks are completed correctly, at the right time, by the right people, and the same way every time.

Personal Protective Equipment (PPE) is the last control form we endeavor to take.  In some work environments, PPE will be required regardless of other controls as added protection. The site is to provide the required PPE and will need to establish site specific distribution controls of the PPE.   Project/ Operations Execution Organization must have preferred vendors and processes are in place for acquiring PPE.

OSHE Corrective Actions

A nonconformance is any deviation from the OSHE Management System.  This includes deviation from Project/ Operations Execution Organization or stakeholder policy or standards, established OSHE procedures, rules, regulations and voluntary commitments.  A nonconformance is often an indication of weakness or a flaw that requires corrective and/or preventive actions to improve the effectiveness of the management system.  Once a nonconformance is identified it is critical that systems are available and activated that ensure the most effective and feasible corrective actions are selected, responsibility is assigned, reasonable timeframe are defined and completion of the corrective actions are confirmed.

Auditing, Inspections and Self Assessments

A vital element of our OSHE Management System is a systematic and structured verification of system performance and regular feedback that allows the project to manage and continually improve performance.

An effective OSHE auditing and self- assessment program is one that objectively obtains and evaluates performance in order to: (1) determine if the management system is effectively implemented and delivering expected performance, (2) assess whether the organization complies with the policy and standards established by Project/ Operations Execution Organization and applicable regulatory agencies, and (3) communicate valuable information so Project/ Operations Execution Organization leadership is able to proactively manage OSHE risks and performance.

 

The project will have an established method of conducting site inspections, task performance observations, OSHE audits and self assessments to a pre-determined schedule (daily, weekly, etc.) which is posted and communicated to all parties. Records are to be maintained on site and be available for review at any time.

OSHE Metrics and Management Reviews

Regular reviews of our OSHE Management System enhance our ability to achieve the desired performance from our system.  The intent of the review is for the project’s leadership to evaluate, manage and continually improve the performance of its management system.

 

Since the most effective management system is one that is fully integrated into the way we conduct business, the most effective and desirable OSHE management system review is one that is integrated into the normal business or operations review process. Project Management Team (PMT) members should directly interface with the client’s project team by participating in any established weekly, monthly or formal presentations.  Review of OSHE metrics as defined by the project’s OSHE plan are to be presented and recommendations for improvement assigned to a Project/ Operations Execution Organization or client’s team member.

All related OSHE Incidents/Events must be reported via internal reporting process and  to be tracked using the Corporate OSHE Event Tracking System on Project Execution Organization’s Intranet. Metrics shall be communicated and reviewed by the project management team on a regular basis. Corrective and preventive actions, target dates and ownership are to be assigned to each event and tracked accordingly.

OHSE Risk assessment worksheet TEMPLATE

 

Contract

 

Project ID

 

Project Name

 

 

Client & Customer

 

 

Project Manager

 

Contact address (Cell phone)

 

Email address

 

Scope of Site Work

 

 

Sub-Contractor

 

Sub-Contractor’s representative

 

Contact address (Cell phone)

 

Email address

 

Sub-Contractor’s Scope of Site Work

 

 

Date of Assessment

 

 

Assessment Team members

 

 

 

 

 

 

 

 

 

 

Likelihood

Consequence

Negligible

Minor

Serious

Major

Catastrophic

Almost Certain

Moderate

Major

Major

Major

Major

Highly Likely

Moderate

Moderate

Moderate

Major

Major

Likely

Minor

Minor

Moderate

Moderate

Major

Unlikely

Minor

Minor

Minor

Moderate

Major

Remote

Minor

Minor

Minor

Moderate

Moderate

Consequence Criteria

Likelihood Criteria

Risk Reduction Control Hierarchy

Catastrophic

• § Fatality of employees, contractors, or the public
• § Financial loss greater than 80% of contract value
• § Significant public interest, media involvement or regulatory intervention
• § Significant impact on business reputation
• § Loss, damage or interruption to business > $5M

Almost Certain

• Likely to occur frequently in the period of contract
• Likely to occur several times per year

 

 

 

Major

• Extensive injury or Hospitalization of employees, contractors, or the public.
• Financial loss > 50% but < 80% of contract value
• Moderate public interest, media involvement or regulatory intervention
• Moderate impact on business reputation
• Loss, damage or interruption to business > $1M but < $5M

Highly Likely

• Likely to occur several times in the period of contract
• Might occur once in 5 years

 

Serious

• Medical treatment of employees, contractors, or the public.
• Financial loss > 20% but < 50% of contract value
• Some public interest, media involvement or regulatory intervention
• Some impact on business reputation
• Loss, damage or interruption to business > $100K but < $1M

Likely

• Likely to occur in the period of contract
• Might occur once in 5 years

 

Minor

• First-aid treatment of an employee, contractor, or a Unlikely
• Possible, but unlikely in the period of contract
• Might occur once in 10 years
• member of the public
• Financial loss > 5% but < 20% of contract value
• Loss, damage or interruption to business > $5K but < $100K

Unlikely

• Possible, but unlikely in the period of contract
• Might occur once in 10 years

 

Negligible

• § Other than above

 

Remote

• Highly unlikely in the period of contract
• Might occur once in 100 years

 

Tool Box Talk Record

Project : Location :

Date : Person Giving Toolbox Talk :

Task Description

Hazards Identified:

Fall from height

 

Repetitive Motion

 

Rotating Equipments

 

Falling Objects

 

Manual handling

 

Struck by/Crushing Hazards

 

Moving machinery/Vehicle

 

Fire Hazards

 

Uncontrolled release of energy

 

Over head cranes and hoists

 

Radiation Hazards

 

Insufficient Lighting

 

Adverse weather

 

Chemicals

 

High Noise Levels

 

Contact with electricity

 

Drowning

 

Bacteria, Fungi, Virus etc

 

Pest , Reptiles, animals

 

Compressed gas

 

Dust other respiratory hazards

 

Violence

 

Flammable Liquids

 

Confined spaces

 

Vibration Hazards

 

Slip, Trip and Fall

 

Inadequate skill

 

Task not clear

 

Obstructed access and egress

 

Protruding Objects

 

 

 

 

 

 

 

 

 

 

 

 

 

Personnel Attending

Name

Position

Employee ID

Signature

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Consultation Feedback

 

 

Contract Classification from safety Point of view

 

Scope of Work:

Date Classified:

 

Project number:

 

Project Description:

 

Project Manager:

 

 

 

Contract Cost Exposure

Value

1

What is the forecast contract cost /annum (000′s)

<100K

Contract Duration

 

2

What is the total expected duration of the contract? (In months)

48 – 60 months

3

What is the anticipated duration of site works? (In months)

12 – 24 months

Contract complexity

 

4

What percentage of project team have good experience with products and materials to be used?

70%

5

What percentage of total labour depends on Contract or subcontract labour?

80%

6

What is the total forecast labour content of the contract? (Exposure hours)

40%

7

What percentage of the project team have good experience in this market?

10%

Contract Risks

 

8

How many risk elements exist in the contract scope of work?

1 or more of the listed activities

 

Contract should be treated as( major/ medium/minor)

 

Major

 

 

 

 

Once contract has been classified. Print this sheet and file in project or service contract file.

 

 

 

 

 

Risk Profile

HSE Requirements

Minor Risk Contract

1. Hazard & Risk assessment required

 

2. Implement controls

 

3. Manage subcontractors in accordance with their risk profile

 

Major Risk Contract

1. Hazard & Risk assessment required

 

2. Implement controls

 

3. Manage subcontractors in accordance with their risk profile

 

4. Site safety plan required

 

5. Manage contract progress in accordance with safety plan.

 

 

About the Author

GAUTAM KOPPALA, over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation’s were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.