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BBS Projects List

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BBS Projects List

  1. 1. ExxonMobil North Caspian BBS Project Behavioral Based Safety Workshop prior to project start up facilitated by John Loftus and Grigory Pavlov of Intertek Consulting and Training Background – prior to the commencement of this project with ExxonMobil seeks to have all personnel involved participate in an interactive Behavioral Based Safety Workshop and in so doing refresh and / or develop their skills and knowledge around the essential elements of… Achieving and sustaining a “belief based No Body Get’s Hurt” Culture of Safety Giving and receiving FEEDBACK Holding effective safety conversations and using the observation “COACH “card system Leadership effectiveness Effective use of hazard control tools such as JSA’s, Stopping the Job, Step Back 5 x5’s etc ( group and individual approach to hazard id and control) Extensive use of practice sessions giving participants a feel for what constitutes successful use of the safety tools and techniques Following workshop completion ExxonMobil seeks to have Intertek C & T engaged on the rig for the purposes of observing behaviors at all levels and coaching to close any gaps between today’s reality and what is required in achieving the Vision of “No Body Get’s Hurt” Number of the project participants was about 150 persons. My roles throughout the project were as a training session’s facilitator, BBSHSE consultant and coach both onshore and onboard. GPN HSE MS Project I. Scope of work Contractor shall develop a training program comprised of six HSE training modules covering HSE Management System structure and implementation process in line with recommendations and content provided herewith. The modules shall present best international HSE practices, links to GPN HSE standards and policies, to Iraqi HSE regulations and to the other Badra project HSE documents that are advised in this SoW. The primary goal of the training is to raise the competency level of personnel in HSE MS elements to awareness/knowledge level and ultimately motivate them to perform work in a manner consistent with the requirements of HSE MS.
  2. 2. The first module - HSE MS Basics serves as an introduction and should address the majority of company employees. For senior management / HSE critical positions, who passed the HSE MS Basics, the following step will be the five training modules covering HSE MS elements in more detail: Leadership & Commitment Hazards and Effects Management Process (HEMP) Incident Investigation Performance Monitoring HSE Auditing II. Training modules description 1. HSE MS Basics / Workshop. Purpose: Introduce the Company HSE Commitment & Policy, describe HSE Management System and the principles upon which it is based, and provide awareness of individual responsibility and accountability for HSE management. Attendees: Mandatory for all company department heads, managers and experts. Contents: Summary of the following 5 HSE MS Modules. 2. Leadership & Commitment Module Introduction Historical Purpose is to show history of safety matters development and modern world tendencies in HSE field, including changes in Russian companies (HSE Policies etc). Examples of modern HSE disasters shall be reminded: e.g. Chernobyl, Fukusima, Piper Alpha, Mexican Gulf platform, Bhopal, Sayano-Shushenskaya Power Station etc. Mental/ cultural aspect Obvious fact – low interest to safety in countries where human life is not highly valued: Africa, India, China, Russia. Compare to different approach to safety in EU/UK/USA. Less obvious – safety level in the country does not directly correspond to level of income in the country, e.g. Russia – different mentality. Examples of cultural roots of Russian attitude to safety that is different from European –
  3. 3. Purpose is to show that other cultures treat personal safety and security differently and the modern oil and gas world is coming to European way. Actual HSE statistics Show some tips of HSE stats of leading oil&gas operators (available at web sites of OGP, IADC, UK HSE), indicate where contractors’ stats are included. Show distribution of incidents by industry (oil and gas, construction etc), by type (show the number of work related road traffic accidents). If data is available compare with Russian HSE stats. Compare with deaths at war/ conflicts (e.g. some data is available at Purpose to pay attention to number of people still killed at work. Cost of Incident Interactive exercise demonstrating consequences of incidents for international company. The following shall be defined in result of the exercise: Physical pain of injured person; bereavement of relatives (particularly in fatality cases); problems of disabled person; problems of family/ dependents in case of loss of provider etc… Expenses related to loss of working time; Expenses of finding/ training of new/ additional personnel; Compensations to injured party/ family; Higher salary expectations for the job in hazardous conditions; Expenses for working time spent for incident investigation and reporting; Increase of social insurance cost; Troubles with authorities; Loss of reputation – headquarter, shareholders, authorities – as consequence – difficulties in approvals; Drop of company share cost. Second task of the exercise – suggest to the attendees to rank the consequences by their effect to business – no correct answer known, different by companies, countries, projects. General causes of the incidents Example – breach of certain safety standards/procedures is reported on Russian TV as the cause of 100% of the accidents (major fires, crash of buildings, recent ships accidents etc…) – certainly correct, but pointing to the breaches does not help too much to prevent re-occurrence. Conclusion – breach of the rules is not the cause but the consequence, cause is always in the system. Question to Attendees– to challenge attendees to make an example of an incident which was not caused by people (equipment failure – designed by people; road traffic accident – vehicles driven by people; earthquake crashed the building – constructed by people; etc). Conclusion – 99% of incidents caused by
  4. 4. people, others by Action of God, so 99% of incidents are manageable/ preventable. Purpose of the Example and Exercise is to prove that all the incidents can be avoided if certain efforts applied and all the efforts shall be made to improve HSE Management System, to develop working environment, which will encourage compliance with safety requirements, instead of blaming people for violation of them. HSE Leadership as Practical Steps Next parts of the module shall advise Leaders on the features of modern HSE MS recognized in the world as the best practices and their role in the development of such MS by each of the following 8 elements. Target is to let attendees share the international experience from the other projects and to let Leaders come themselves (as much as possible) to decisions on the practical steps they shall make. 2.1 Leadership and Commitments Interactive exercise – attendees to be asked to show the examples of Leadership and Commitments Indications in a company/ project, using their previous experience and other knowledge. Some Indications would be in place with GPNB, most of them not. In result at least the following HSE Leadership processes/ indications to be identified: Management HSE visits to work sites or at least safety issues are always paid attention while operational visits; Wearing PPE while visiting working site – set an example; Seatbelts while driving, by passengers, relatives, friends etc; Priority to the safe work against good progress; Meetings, presentations start from “safety share’, “safety moment” or just evacuation procedure; Operational, daily, progress, other meetings start from HSE part; Intervene practice; 2.2 Policy and objectives MoO and GPN HSE Policies are applied at the project – to show both, just to remind. Setting up Project HSE Objectives – currently is not in place in GPNB. Short term (1 year or so) targets = KPI, e.g. “No Fatalities” or “LTIFR < 1.5” or certain level of recorded HSE compliance – currently is not in place in GPNB.
  5. 5. Annual project performance assessment includes HSE KPI, project bonus and following personnel bonus shall depend on HSE KPI – currently is not in place in GPN. Leader’s role is to act in line with HSE Policyanyway, to make the decisions effected safety in such a way that KPI exists and affects company bonus – to be passed to attendees. 2.3 Organization and Resources Project Documentation – to mention shortly just to remind: Application of GPN standards as much as practicable; Mandatory to be applied – Article 41 of Petroleum Development Service Contract (PDSC); Iraqi environmental regulations (5 instructions); best international practice (standards of OGP, IADC, OSHA, NFPA etc). Difference/ problems with Russian regulations to be highlighted. Russian regulation: Does not applicable abroad, butour personnel got used to be guided by governmental regulations only. Company standards are required, GPN standards are partly applicable abroad, GPNB does not have its own ones yet. Leader’s role is to use international practices in reality, not only “in words”. According to Russian HSE regulation all companies are equal–only Employer- Employee relations are regulated in safety, only use of environmental resources and impact to the environment are regulated. Purpose is to let attendees understand that role of Operator is different than in Russia – only GPNB has obligations stated by PDSC. Russian HSE regulations are too detailed and prescriptive, very often closely related to certain standard equipment, e.g. RTN oli&gas rules. Cannot be applied for any equipment/ technologies, so compensated by optionality in meeting the requirements. Another example is Russian HSE training requirements – types of inductions/ trainings required – suggestion interactive exercise, in result the following inductions to be discovered: вводный, первичный, повторный, целевой, внеплановый + обучение по ОТ. In reality employees either just put signatures in the log or look through (themselves) the folder of some HSE instructions and then put signature in the log, i.e. the process is delegating responsibility to the employee. Point is: HSE Leadership does not assume assigning responsibilities to someone but means achievement of good performance. HSE Roles and Responsibilities.Questions to discuss: Who many HSE people would company need if only HSE People were responsible for HSE processes – equal to number of workforce. Who has the power of running contractors, company own working teams – operations managers, supervisors, contracts’ curators.
  6. 6. Who is responsible for employee injury, oil spill, blow out, equipment accidents – operations managers, direct supervisors, employers (as per both Russian and international regulations). Conclusion to come to – role of HSE staff is advising and compliance control. To be discussed: Usual statement of operations managers – I have some work to do, let HSE people do HSE job. The right way – arranging the job in a safe manner is part of the job of each operations manager from working team leader up to CEO. Question to the attendees – what the percentage of working time they spend for HSE related business daily? Ref: Since 2011 each head of the department should have personal HSE task in the business plan, the personal annual bonus shall depend on HSE performance – to support HSE Leadership of operational staff. 2.4 Contractors HSE Management Info: Contractors HSE Management Plan was developed and approved by NOC along with Pre-Development Plan (PDP). It includes the following main steps: Setting up minimum HSE requirements at the bidding stage; Qualification and Evaluation of bidders in HSE field; Development of project specific HSE Plan by Successful Bidder Interactive exercise (quest) on subject what is HSE Leadership in Contracting. In results the following should be identified: Company Management from CEO through the negotiators are to stress on importance of HSE matters for the company from the beginning of negotiations till contract signing and on while operations; Challenging contractors in HSE issues while contract negotiations and then while operations; Setting up schedule of safety meeting with contractor’s management; Set on example while visiting contractors worksites – PPE, seatbelts, passing inductions etc; Attention to HSE issues while visiting contractors worksites; Taking part in TBTs, safety meetings – playing active role (passing safety messages, assuring workforce on their right for safe work conditions); 2.5 Risk Management Leadership of operations managers/ supervisors consist of identifying risks and putting controls for hazards of planned operations at both level: planned “big” work such as erection of 65m mast in the camp or e.g. logging and in daily activities of working team. Informal approach to endorsement of Permit to Work is one of the ways – operations managers/ supervisors are not to put signature till they sure that risks are at ALARP level.
  7. 7. 2.6 Planning HSE Leadership of managers/ supervisors in planning: for particular operations – as discussed in Risk Management. The higher level is HSE Leadership while planning a contract – development of Scope of Work: HSE matters shall be taken care about. GPNB example: EPC contracts – planning of contractors’ concurrent operations, waste management should be though about. 2.7 Implementation, Monitoring and Control The important thing is the link between the plans and their implementation – Leadership role is to make sure that the plans are realized – to cascade the information/ instructions from office to the field, from company to contractors etc; to check if the operations in reality are going on as planned. Performance monitoring – Company Leadership is regular review of incident causes, safety statics by Management. What shall never be done – trials of present the incidents as “minor”, “unavoidable”, to make the stats better by classifying the incidents as lower severity then in reality – most common mistake in many companies: Company/Project Management is trying to present themselves in better way but finally get major problems/ incidents. 2.8 Auditing, Analysis and Review Leadership role is connected to Performance monitoring – analyze the incidents and safety alerts coming from other projects/ companies, share own incidents lessons with the others. Key problem is to share lessons: usual practice is not to show problems (incidents) outside of company. Modern world does not consider incidents as a shame but consider lessons with the others as a proactive measure. Suggestion: Mine Field Game Summary (to repeat the above) 3. HEMP Module Introduction to HEMP: To refresh the HSE MS structure and to explain the meaning of HEMP the instructor is to support visual material for representation of HEMP as an HSE MS element, a key part of HSE performance improvement process, located in the core of HSE MS. Where
  8. 8. HSEMS is not a separate stand-alone system additional to the business management system. It is the part of the business management system which we use to focus on the HSE aspects of the business. The top level – Leadership and Commitment, is the foundation of everything. The second level contains Policy and Strategic Objectives, and Management Review, and sets the overall context and direction. The third level contains Organisation, Responsibilities, Resources and HSE Requirements and Audit – it provides the infrastructure. The fourth level – the HEMP process, gives the application tools. Every company operates in a unique environment and has to manage its own worksite hazards and risks through implementation of local HSE MS, procedures and plans. But it is not about documents and complicated procedures. It is about applying common sense and knowledge in a systematic way to ensure that we identify and manage the HSE risks in our business. (Reference and explanation of Plan – Do – Check – Feedback loop per OHSAS 18000) Risk Identification and Assessment Instructor to begin with explanation of risk: Risk concept is based on assessing two factors: probability and consequence of undesired events. A risk only exists if a hazard has an actual probability of having real consequences. And that indicates the two approaches to reducing risk– we can reduce the possible consequences, and/or we can reduce the probability. In fact the Risk Assessment Matrix (RAM) uses these two axes to plot risk on a matrix and from that position to decide the level of risk on a scale of Low, Medium or High. The level of risk from the RAM then helps us decide what to do about it. To represent different levels of Risk Management process: Project Major Risk Assessment (Hazard registers, bowtie models) HAZID/ HAZOP Method Statement with Risk Assessment / Standard Operations Procedures JSA of particular operations Informal day-to-day risk assessment of worker / toolbox talks Risk Management Provide comprehensive representation of risk management flow, follow the logic – that if we want to manage our risks, we first have to understand those risks. This means we have to know what hazards are present, how they can be released and how they can
  9. 9. lead to unwanted consequences. Present “Swiss cheese” model to illustrate the hazard control framework. Support the concept of general underestimation of risk - the majority of injured people thought they were in control of the situation just moments before the incident happened. The audience can make examples of incidents in which they were involved to analyze what went wrong and why. The main purpose is to understand what was missed or not done and to suggest what could have been done to prevent such incident. It is critical to challenge the audience if they really believe that all incidents can be prevented and how it can be achieved. The instructor is to present photos of dangerous situations on working sites and discuss risks as a key part of exercise. Include HSE critical activities management. Positions that have significant impact on HSE performance in the organization should have HSE competency requirements as part of their performance assessment. HEMP Elements: Identify-Assess-Control-Recover Make a presentation of the HEMP cycle, common HSE tools/activities HAZID, HAZOP, EIA, bowtie models, Risk Assessment Matrix, etc. can be used to illustrate: Identification: We realize that if we want to manage our hazards we have to know what they are. So we identify what hazards are present in our activities. Are people, environment, assets exposed to potential harm? Special studies and methodologies are used for risk Identification: Brainstorming, checklists, worksite inspection, STOP cards, incident investigation, Safety Alerts, Equipment specifications, work experience etc. Assessment: To be able to manage a hazard we need to understand the risk. This means that we need to know how the hazard can be released, how likely is loss of control, what the potential consequences are and how important each hazard is to us. In this way we can prioritize. We also assess if we can remove the hazard and still function. Control: For all identified hazards we introduce control measures or barriers. The goal is to eliminate the causes which can release the hazard. It is critical to monitor and ensure that the control measures are effective and sufficient. Recovery:
  10. 10. We know that our controls are not perfect. Sooner or later something may go wrong and the hazard will be released. So we have to protect people, environment and assets from potential consequences and effects and be able to restore normal situation as soon as possible. Recovery measures are introduced. Significant Risks Management: Elaborate the key points below: Assessment of significant risks (Medium/High risks that can lead to significant damage) and implementation of measures to control these risks and to recover in case of control failure. Understanding ALARP concept, Hierarchy of Risk Control Measures (Eliminate, Substitute, Engineered solutions, Administration, PPE) – can be practiced on an actual example, how risk can be decreased in our working environment. Focus on PtW system explanation, why it is critical to have a robust PtW system, present example of incidents that happened because of PtW violations (Piper Alpha for instance). Introduction of Toolbox talks and JSA. How to organize effective Toolbox talks system, communication with workers. 4. Incident Investigation Module Introduction Prepare visual material and communicate that our ultimate goal is to prevent incidents from happening and it is a challenging task requiring a lot of effort and resources. Being able to investigate incidents and understand why they happened is a skill that many of us need. Only after establishing the root causes of an incident, effective corrective actions can be developed and implemented. Incident investigation objectives should be clearly understood – the primary goad is prevention of incident recurrence, not punishing those who made violations. Though the consequences for reckless and willful violations should be clear and serious, also affecting line management of the violator. Learning from incidents is a continuous process that lies in the basis of an effective HEMP and thus, HSE MS. Investigation and Reporting Guidance Develop presentation material for the sections: Overview of Incident Classification, Investigation and Reporting Guidance, (including GPN/ MoO, OGP)
  11. 11. Iraqi MoO incident reporting and classification system (brief overview, presentation of reporting spreadsheets) Present GPN investigation methodology based on relevant Standard Root cause analyses and corrective/ preventive actions development. Requirements for corrective actions, how to make them effective, achievable and measurable. Show that corrective action can be effective only when addressing root causes (not immediate ones) Stress the key element – term “Blame Culture”. Examples of wrong incident investigation results – “employee did not follow the rules”, etc… % вины сотрудника / работодателя в акте Н-1. Outline responsibility for initiation and maintaining of incident investigation process in organization, which is a responsibility of the line management, HSE specialists are part of investigation team to advise and provide investigation methodology support. Reporting and investigation of Near-Misses Ensure understanding that the most effective approach to significant incident prevention is to react and implement thoughtful corrective measures as soon as possible, before something bad happened. Normally serious incidents don’t just happen, they result from a combination of known events, preceded by a number of less serious incidents and dangerous situations. Example: people may slip a number of times on an icy road, if you do not react properly, sand the road or clear the ice, sooner or later someone will break his leg as a result of falling. Very often in reality, corrective measures will only be taken after someone breaks a leg. The difference between a minor incident and a serious incident is the rate of damage, the cause of these incidents is the same. So it is prudent to remove the cause before the damage is done. Remind the “Swiss Cheese” model; explain the term “Barrier” Incident Investigation Process Describe in detail the steps of investigation process: (after ER and recovery) Secure the site, collect evidence and appropriate information Preparing for, and conducting interviews (applying interview techniques) Building a timeline of events Constructing incident investigation trees Identifying of failed/missing barriers Identifying immediate and root causes of incidents, understanding “cause and effect” diagram - normally any event is an effect of some previous event and at
  12. 12. the same time a cause for another event. To identify root causes of an incident normally we have to focus on events several steps back from the incident happening. Classification of root causes Creating action plans to reinstate/create barriers and prevent incident recurrence Follow up of action plan realization Practical Assignment Apart from theoretical section to include a practice role-play exercise of investigation of an incident to develop investigation skills. An incident scenario to be developed for training purposes, describing the role and involvement of each team member, with a certain degree of flexibility, so that participants may add key details. The audience to divide in two teams, one team shall play investigation team, the other - involved parties. The goal of investigation team is to uncover the incident plot and analyze it according to presented methodology, identify root causes and suggest corrective actions. Then the teams exchange roles. The purpose of the exercise is to practice in application of interview techniques, understanding of incident causation and people behavior. Incident Communication, Learning from Incidents. To share the findings from incident investigation and to raise awareness of potentially involved parties is another critical step in making sure it will not happen again. 5. Performance Monitoring Module Introduction The learning objective is to create an awareness of HSE Performance Management and how HSE performance is measured, reported and used for improvement. The process of gathering, processing and reporting of HSE data is a part of the HSE Management System. It is the responsibility of Line Management to ensure submission of reliable, accurate and complete data and for HSE Department to maintain the system, check compliance with requirements, perform analysis and guiding of risk reduction measures, monitor KPIs. Remind Incident Classification. Explain LTIF, TRCF, exercise – calculate LTIF - YTD, rolling average. Proactive and Reactive KPIs Give overview of statistical and reactive indicators (days without LTI, injury rates, damage reports, number of leaks, spill amounts, etc.) and also proactive indicators
  13. 13. (number of dangerous situations reported, safety audits, inspections conducted, preventive actions implemented, etc.) that help us manage HSE risk management activities, before incidents occur. It is very challenging to organize Reporting system so that you measure what you want to measure, and not only what you can measure. Both reactive and proactive KPIs are important: incident statistics (reactive) can provide you with detail of what has gone wrong, these statistics can help you determine Risk. The information gained from the accident can be used to prevent future incidents. It is hard to measure real value of proactive KPIs, it takes time for improvement to appear. “If an organization does not measure what it values it will end up valuing what is measured.” Some indicators encourage counterproductive activities. For example setting targets to reduce near-misses could easily result in reduction in reporting of near-misses. If HSE performance is judged by days without LTI, some will try to distort statistics and hide injuries when possible. To introduce an effective Performance Monitoring system it is important to understand what The gathered data means and why you are collecting this data. Present all HSE performance reporting data used in the company: URS spreadsheets, GPN slides, monthly progress files. Demonstrate reporting means used for contractor KPI monitoring. Setting HSE Targets HSE targets should challenge the organization to do better. Targets can be based on previous performance, comparison with other departments and with best practices, for example through benchmarking. Improvement is a step-by-step process and should be valued and distinguished; on the other hand, unrealistic targets can discourage people. The immediate value of monitoring performance is to meet the internal needs of the company, to understand where we are in terms of HSE. It is critical to setting targets and measuring our performance against these targets. Then there are legal requirements that dictate what you have to report to state authorities, emission levels, spills, injury rates. Regulations define the data to be collected, when and how to report. (Uniform Reporting System of MoO).
  14. 14. We also have to demonstrate to our stakeholders (partners, shareholders, members of the public)that we have appropriate management controls in place and that they are effective to protect their investment, environment of the community, etc. Lessons learned from the previous year’s performance should be incorporated in HSE Plans for the next year to support continuous development. Communication of HSE Performance There is no point in collecting data about HSE performance unless it is communicated to those who need to know it. HSE performance should be discussed at HSE meetings. Notice boards should carry HSE performance. Reports should be generally issued. Managers and supervisors should communicate with their people on a personal basis about their own individual performance. This should be done regularly, not just at staff appraisal time. 6. HSE Auditing Module Purpose: Provide a skilled auditor base to conduct internal HSE audits in accordance with internationally recognized standards. Prepare line managers for HSE MS audits that will be conducted on operations under their control. Introduce HSE auditing as an important activity that helps to identify gaps in our business processes and suggest ways for improvement. The origin of the word “audit” is from Latin “audi”, means to listen, so the main audit activity is listening and encouraging people to share and explain, no one knows the weaknesses of a system better than the people working in the system. Types of HSE audits Provide description of internal and external HSE MS audits, workforce behavior modeling site visits – to demonstrate Management involvement with HSE, compliance assurance audits of a specific process, (overview of Hopkins BP Horizon feedback), each type having different scale and objectives. When you audit yourself, your objectivity can be compromised – developed HSE culture encourages seeking independent confirmation that the HSE MS is robust and management controls effective. Audit Process Describe audit preparation stage, underline that it includes creating checklists for activities that need to be assessed, sets of questions and a list of people for
  15. 15. interviewing. The auditor cannot rely solely on checklist or interviews feedback, quality auditing is a combination of these activities. Auditor preparation objective is to understand what you are going to audit and against what requirements (Contract agreements, HSE Plan, etc.) check the workflow on site, make a checklist, develop audit timeframe and activities – what facility to visit, pump house, kitchen, waste or chemical storage, etc. Check documentation, knowledge of ERP and numbers by workforce, discuss with rig manager the PtW issue process, fill in the checklist and share the information with Facility Manager. Stress that the audited party should be duly notified about the scope of the audit, its purpose and timeframe, so that people have time for preparation. Surprise audits and inspections can create opposition and lack of cooperation, only if audited parties realize the relevance of the audit and share its objectives, they tend to cooperate and increase the audit value. It is also critical to manage the number of inspections, audits and site visits through audit schedule, and try to increase the quality of an activity rather than frequency, as some of them duplicate function and unnecessarily distract people from work. Audit Results Feedback, identified gaps and shortages as well as recommended actions should be discussed and agreed with the audited party before they can be incorporated in the final report and communicated to upper management. Thus you will not build negative attitude to auditing and opposition to implementation of previously agreed actions. A tracking system for implemented actions should be in place to provide an opportunity to assess the progress. Action completion and closure should be checked and approved by next level of management. Set up a practical audit exercise with issue of recommendations report. III. Organization Training location Dubai/ Moscow(possibly other locations) The training will be delivered to several groups of 10-15 employees. Each training module will be delivered by two instructors at the same time (Russian and English speaking). The primary training language will be Russian for most of the trainings (currently only 1 group will be English speaking, so the training to be held in English only). Focus should be made on practical application, assignments and group work. Each module shall be finished with multiple choice questionnaires, it shall include questions for key subjects discussed at the training module. The purpose of the test is to recall the training materials and to keep attendees focused and alerted, the test shall
  16. 16. be announced at the beginning of the training, and shall be of such level that most of the attendees who listened to the instructors will pass it, and inattentive people will fail to pass. IV. Timeframe The first stage of the training shall be HSE MS Basic, only those who passed this training will be allowed to attend the following 5 modules. The five modules shall be sequentially delivered within a working weeks’ time; the required number of weeks will be specified based on training schedule and availability of trainees. The duration of HSE MS Basic as well as each of 5 training module sessions will be one day from 8:00 to 17:00 hours with periodic short breaks and a one hour lunch break. V. Instructors Qualification Requirements The leading instructor should be fluent in both English and Russian, the second instructor’s language capabilities can be limited by only English. The instructors shall have the following skills/ qualifications: Primary degree from an appropriate university; At least 5 years post-qualification experience and relevant training for providing educational services; Good interpersonal and organizational skills. Number of the project participants was about 250 persons. My roles in the project’s team were as a training modules developer and training session’s facilitator. ArcelorMittal Mining Kuzbass Project The project was a part of AMM Courageous Leadership (CL) global HSE program. Courageous Leadership Course Description The objective of this transformation is to accelerate ArcelorMittal Mining’s vision to create value through operational excellence and profitable growth while caring for the environment and our people maintaining SAFETY FIRST, ALWAYS. What Courageous Leadership means to ArcelorMittal:
  17. 17. A process or a journey that clearly defines and communicates the core concepts that will guide us in creating a desired culture. We understand we cannot create the desired culture if we don’t know what the expectations are of us. It allows us to step back from our every day job to consciously think about our roles in this endeavor. Each one of us is responsible for leading at least one person, you. Gives us the tools to create a desired culture Accepting the responsibility of Leadership and having the Courage to make the commitment back at the worksite Courageous Leadership is valuing people above all priorities, believing we can reach zero injuries, bringing a positive attitude to work, eliminating at risk behaviors, creating a desired culture, facing our challenges with determination, accepting the responsibility of leadership, and having the courage to make the commitment. Courageous Leadership is a process where we practice our values: Leadership, Quality and Sustainability. Creating a culture where Safety is First, Always. Company’s Safety Culture Assessment was made at the beginning. A copy of the final report is in the Appendix. The CL workshops were given then: 2 days’ workshop for foremen and upper leaders and 1 day workshop for all employees. In the frame of workshops a group of CL Champions (internal trainers) was detected and instructed to roll down the course. Number of the project participants was about 2000 persons. My roles in the project’s team were as a workshops’ facilitator and CL Champions team trainer/coach. KCA Deutag Safe2Lead Program The Program consists of 5 days training session for groups of about 20 students on the wide range of HSE related issues such as Leadership, Communication, Safety Tools and others. Number of the project participants was about 60 persons. My roles in the project’s team were as a trainer #2 and trainer #1 assistant. SAFETY OBSERVATIONS’ (SO) TRAINING for AHLSTROM TVER COMPANY Scope of Work The Scope of Work (SoW) includes agreed events held in the Project’s frame. SoW is an appendix to the Contract. Any other event added requires a special addendum to the Contract.
  18. 18. 1. Preparation stage 1.1. First visit on the site: 1.1.1. Management meeting: The Project’s support. 1.1.2. Talks within mutual Project team for AHLSTROM TVER Occupational Health and Safety Management System ( OHS MS) better understanding. 1.1.3. Visits to the plant and other areas. 1.1.4. Introduction meeting with observers group. 1.2. SO steering committee meeting. 1.3. SO Manual development 1.4. SO reporting form development 1.5. Management and leadership informational/kick-off meeting. Instructions on staff teams informational meetings content and schedule. 2. Key stage 2.1. Seminar-training for all participants SO program on OHS and BBS in particular: - AHLSTROM vision, mission and policies on OHS - historical and modern aspects of OHS - OHS MS structure - BBS theory (ABC approach, personal behavioral features in DISC/MBTI methods) - leadership in OHS - situational leadership - communicational competencies Knowledge assessment The seminar/training materials’, hand-outs’, work-books development/customization. 2.2. SO workshop for observers’ group. SO method’s theory and practice. Documents. Results processing. Risk behaviors’ and conditions’ treatment. First prior risk behaviors’ list development for observers’ training. Knowledge’s’ and skills’ assessment. Certificates giving. The workshop materials’, hand-outs’, work-books development/customization. 3. Final/Follow-up stage 3.1. SO practical application results analysis. 3.2. SO steering committee meeting. The meeting decision on SO follow-up actions plan development. 3.3. Management meeting on the Project results and follow-up actions. Number of the project participants was 25 persons. All the project was done by me as a Contractor with valuable assistance from Ahlstrom Tver employees.