As a specialized industrial contracting services company serving Petrochemicals, refining, chemicals, and other processing industries. A&L's core competencies range in an array of services for plant turnarounds, shutdowns, new construction, routine maintenance, and emergency support. Our innovative technologies, combined with skilled craft and supervision ensures successful delivery of projects, each and every time on budget with a world class safety record. *We help our customers reduce cost and down time. *We have a passion for innovative thinking

1. A&L Industrial Services
“Plan, measure, analyze, and IMPROVE

2. A&L History
 Created in 1985 and has the same sole owner
 Original services involved Sandblasting and Painting only
 In 2000 A&L created Scaffolding and Insulation Divisions
 We currently own approximately $7,000,000 worth of cuplock scaffolding
 We have the ability to obtain any additional needed scaffold in less than 60 days
 Our current business is 50% scaffolding, 30% insulation and 20% paint
 We continue to grow our business in a very methodical manner
 Taking opportunities which are only beneficial for the client and A&L
 We have 3 locations: Houston, Beaumont and Corpus Christi
 In the process of opening Louisiana

3. The A&L Values..The differential factor?
• Focused, Clear Communication and defined
goals
• Freedom for quick decisions
Flexibility
• True Multi-Craft/ Mixed Crew Manpower
• State of the art Productivity System –
Commitment to productivity
• Safety Culture- Safety=DNA
Value
Addition
• Customers, they must be served, which is why
we exist
• Ability to adapt and put new ideas into the
stream of activity.
Customer
Service
• Respect & Honor
• Integrity & Commitment
• Innovation
• Developing People
• Do it right! The first time!

4. Current List of Customers
 Motiva
 Shell
 Lyondell
 Valero
 Flint Hills East
 Flint Hills West
 Flint Hills Port
Arthur
 Celanese
 Oneok
 Enterprise
 Praxair
 Invista
 Marathon

5. SIP General Market Trends
 Gulf Coast is fairly active with capital projects creating the unknown for the
Labor Market
 Have not experienced the severe labor market shortages similar to the 2008 year.
 All crafts at leadman stage are making anywhere between $22 and $23 an hour, if
you want to obtain good quality craftsmen
 Mangement labor rates are also adjusting to the market but not as significantly
as leadman rates
 Soft Craft industry is shrinking significantly in competition. Mid-size
companies are being bought creating a large spread between the large
companies and the mid-size companies.
 These purchases are giving companies the ability to learn to be more efficient
and provide better services than the larger companies.

6. Types of Contract Pricing
T&M
 All current contracts are
written T&M
 Have consistenly found these to
be more productive
 Our tracking system gives us
the ability to be transparent
making T&M more valuable
too the client
 Do not spend more time trying
to determine how to make the
contract profitable
 Gives us the ability to spend
more time with the client and
fulfilling their needs NOT A&L
 T&M can also be T&M not to
exceed, which has been
successful
Unit Pricing/Lump Sum
 Have been turned into T&M
after start because of poor
deliverables
 Spend more time trying to
document ever stoppage to
assure payment
 Significantly reduces
production because of
stopping and starting making
sure to record all downtimes
 Also makes you train your
employees to stop everytime
anything outside of normal
activity takes place which is
NOT PRODUCTIVE
Composite Rate
 Composite Rate can be
favorable depending on
structure of composite rate
 Scope of scaffolding is not
easily identified on ground up
projects
 Therefore scaffold rental rates
are not easily determined.
 Current labor market continues
to be volatile

7. Future Opportunities
SAFETY
 Provide Behavioral based
Program
 Daily participation by our
employees with the ICARE
program
 Monthly Audits provided to
Project Managers for areas of
opportunity to discuss with
field
 Monthly rewards for
employees for creating a safe
work environment
 Weekly recognition of
employees for innovative ideas
for safety, helping another
fellow craftsman, etc
TRAINING
 Onboarding training which includes
awareness of all crafts onsite A&L
provides
 Review of clients expectations and
procedures to be onsite
 Continuous documented onsite
training
 Weekly Procedure based meetings
Plan/Schedule/Execute
 Implement Improve from Day 1
 All tasks will be planned and executed
according to client schedule
 Daily tracking of Employees
 Bi-weekly/Monthly reviews of onsite
production
 Bi-weekly/Monthly reviews of all KPI’s

8. Lessons Learned
1. Safety is not the only way to being safe.
2. TRAINING is the most important.
3. Every Capital Project/Maintenance Contract/Turnaround Contract for SIP
has to have planners
4. Projects have a significant amount of unforeseen issues that arise which
ultimately effect the SIP contractor if bidding unit pricing, or lump sum
contracts.
5. Being transparent with our clients provides the best outcome and success of
a project

9. Productivity
“Plan,measure,analyze and improve”
“improve”

10. Our Productivity Software
Measure and Improve
Productivity Daily.
Track & Measure
Production by each
crew.
Every Activity/ Every
project is stored in a
database.
Measure, Analyze and
Improve elements that
impact productivity.
Setting up the Job Location
Bring Tools/Materials/Equipment to the Location
Carry Out the work Activity
Housekeeping
Clear Work Area
Demobilize
Productivity
Transportation of
Material/Equipment etc.
from yard to the worksite
Transfer of personnel from
parking lot, sign in point
to work site.
Time taken to obtain
permits
X factors

11. “To Measure is to Know”
What if?
•Permit Delays are recorded
•Material take-off accuracy is captured
•Material movement from Yard duration is measured
•Lunch Tent/ Gate Logistics
X factors
•A scaffold built twice or more is identified
•A Scaffold revised twice or more is identified
•Unplanned work scope is tracked and reported
Efficiency
•All activities by craft is saved and stored in a database
•Analyze downtimes and factors affecting production
•Improve Efficiency Daily
Planning

12. Improve Tracking

13. KPI Comparison Insulation

14. Crew Wise Production Chart

15. Tag Production Comparison
7X7X10

16. Scaffold Tag Details

17. Monthly Rental Comparison

18. Scaffold Lists

19. Improve Site Factor

20. NORMs Site Factor

21. Company Safety Culture
Achieving “Goal Zero”
EMR - .85 TRIR -.OO
“I Care”

22. We recruit, train, retain
employees that have these
fundamental beliefs:
1. “I CARE” about my family
2. “I CARE” about my job
3. “I CARE” about my
coworker
4. “I CARE” about myself

23. “I CARE” Behavior Based
Observation Program
• Safety incidents are caused by just two things:
1. Unsafe Acts
2. Unsafe Conditions
• Daily, each employee must stop work for 5-10 minutes,
observe what is happening around them, fill out an “I
CARE” card. (Observe for safe and unsafe acts and
conditions).
• They are required to document their observations and
intervene whenever possible.
• The goal is not to write employees up, but to gather data
on our strengths and weaknesses in our safety program for
future training.

24. "I CARE" BEHAVIOR BASED OBSERVATION PROGRAM
Total Observations 514
Safe Observations Observed 369
Unsafe Acts Observed 87
Unsafe Conditions Observed 58
Intervention 24
514
369
87
58
24
0
600
Total
Observations
Safe
Observations
Observed
Unsafe Acts
Observed
Unsafe
Conditions
Observed
Intervention
I CARE CARDS RESULTS

25. Good housekeeping in area 41
Employees drinking sufficient water 5
Crew working well together as a
team 11
All safety lanyards for tools
inspected 3
Lifting material properly 9
Fork lift driver wearing seat belt
and PPE 3
All contractors working safely 1
Barricade tags were being used
properly 9
Observed vehicles driving safely 1
Installing insulation on valves 1
Scaffold being built correctly 69
Good body position 4
Good evacuation notice on fire 2
Everyone following the JSA 5
Wearing gloves while passing
material 3
Good communications between
workers 21
Exposed beam wrapped with red
tape 1
Having tools with tool lanyard 5
Good tie off by all employees 93
All safety rules are being followed 8
Everyone wearing proper PPE 55
Using correct tools for the job 9
Using caution while backing up 1
Employees working at a safe pace 2
Employee inspecting his tools in
morning 7
Total Safe Work Observed 369
SAFE WORK OBSERVED

26. Contractor working without gloves 3
Bad communication with helper 6
Contractor working without hard hat 2
Improper flagging-could not see flag 2
Forklift driver moved forks without gloves 1
Observed emp. walking under loaded crane 1
Employees not using trash containers 2
JSA not maintained at job site 1
Poor lifting techniques 1
Insecure tie off of material being roped 4
Improper use of hand tools 1
Worker inside unit without safety glasses 1
Worker crossed red taped area no permission 1
Employee working on pipe with no knee pads 1
Observed speeding vehicle in unit 1
Shell employee without hearing protection 3
No Barricade in place for contractor crane lift 1
Contractor Harness Violation 2
PPE Violation 10
Lifting heavy objects without assistance 3
Crossing red barrier without permission 6
Contractor taking stop sign in truck 1
Loose objects fell off scaffold 1
Horse play 3
Harness to loose 1
Nailing without wearing gloves 2
No Ear Plugs in high noise area 12
Flint Hills Operator without H2S Monitor 1
Observed contractor not properly tied off 1
Use of only one boiler hook rather than 2 1
Contractor without lanyard for tools 2
Stared job without barricade tape 1
Employee did not have goggles 3
Working without gloves 5
Total Unsafe Acts Observed 87
0
2
4
6
8
10
12
14
Unsafe Acts

27. Congested work area-East Plant 3
Uneven work surface 3
No barrier around large crane 2
Hot pipes steam flowing in area 6
Tripping hazards on ground 5
Contractor left material poor
housekeeping 3
Employee felt rushed on the job 4
Scaffold yard needs barriers for traffic 2
Material left in walkway tripping hazard 2
Scaffold yard housekeeping needs
improvement 5
Slippery surface 9
Barricade tags need updated 2
Observed holes in safety shoes 1
Parking congestion at East Plant 1
H2S Monitor not bump tested 2
No barricade in congested area-West
Plant 3
Missing clams on scaffold 1
Pipe elevated off ground not secured 1
No barricade to protect against hot lag 1
Cup not locked on scaffold 1
No spotter while backing 1
Total Unsafe Conditions Observed 58
0
1
2
3
4
5
6
7
8
9
10
Unsafe Conditions

28. Intervention and Assistance
Told Helper that hand tools must be inspected before each shift and before using them on the job
Told Crew about slippery conditions and watch your footing in areas that are slippery, always be aware of those hazards
Co-workers safety shoes were worn our and torn, told him to get a new pair
Told Shell employee not to cross our barricade because of potential danger
Told Competent Person that to make all cup locks are secure and locked on each piece of scaffolding
Crew must improve communication to prevent injuries
Correct PPE must be worn at all times will doing lead abatement
Always install red barrier tape in position when erecting or dismantling scaffolding
Spotter in bad position and told her that the spotter flag must be used when backing large trucks
Told employee to not enter an area that has red barricade tape in place
Told two employees to stop the horse play or they will get fired
Told Carpenter and helper to put on their gloves when using tools
Told foreman that there was a lot of loose material on scaffold that might fall off
Stopped new employee who was walking near a crane lift
Told other contractors not to go into a barricaded area when we were dismantling scaffolding
Poor housekeeping told crew to clean-up area because of tripping hazards
Told scaffold employees to take their time in the heat because of potential heat illness
Had employee go to the safety shower because he thought he had contacted Phenol
Gave a contractor a pair of extra ear plugs I had because he had none
Told foreman about insulator that was working unsafe with sheet metal
Contact Shell employee about not wearing hearing protection-he put it on then
Helped clean-up bad housekeeping in unit
Assisted driver with long trailer by spotting for him on a tight clearance turn
Showed new employee where the eye wash and safety shower are located

29. Our Plan for Achieving Goal Zero
1. We will staff our workforce with professional, dedicated personnel from the
project manager down to the helper position.
2. We will conduct a one on one interview with all prospective employees to make
sure they initially possess the safety performance and attitude that we desire.
Training credentials, experience levels, references and overall quality
performance will be checked for each candidate.
3. An evaluation of a craft workers performance, after hiring will be completed by
supervision attesting to the skill level of the new craft personnel. We will make
sure they have the ability to perform at a level that is safe, quality driven and
productive. Site management is authorized to remove employees who are not
performing up to A&L’s standards or our customer’s expectations.
4. Our improvement process will be to continuously evaluate our front line
leaders, who are the KEY to A&L’s success. The evaluation is based upon their
safety communication skills, safety training techniques, quality/production
performance and feedback from our employees and our customer. We intend to
field our A team at all times that will ultimately lead to a safe, quality driven
productive performance.

30. Our Plan for Achieving Goal Zero (Continued)
5. All employees on a daily basis will utilize our behavior-based program “I CARE”.
After a completing a training session on hazard awareness we will require their
partnership in this program. Our message is if you see something, say something,
intervene if possible, and document it on the “I CARE” card.
6. The safety director and safety technician will audit all JSA’s and “I CARE” cards each
week for completeness in content, observing text duplications from day to day that
demonstrates a lack of commitment in fully describing ever changing daily activities,
hazard elimination techniques and meaningful thought on working around those
hazards.
7. The safety technician will play an active role in conducting daily training with all
employees, reviewing and approving all tailgate JSA meetings and making daily audit
reports on scaffolding, insulation, painting and fireproofing safety work environment,
PPE requirements, tool inspections and employee positions and overall attitude.
8. The safety director and upper management will make a commitment to visit each job
site on a regular basis to show our support to our employees and our customer.

31. Manpower Quality
“Plan,measure,analyze and Improve”
“e-hiring application”

32. ANL Proprietary e-Hiring Software
Online Recruitment
Safety Council Integration
Online Skills Assessment Tests
Employee Self Management
Online Record Management
Career Planning
Performance Monitoring
Training Records
Central Database
Secure & Reliable

33. A&L Workforce Management
Manpower Peak Chart
Each worker rated by A/B/C/D
Online Recruitment Center
Training Centers for Multicraft

34. Summary & Conclusion
“Focused & Savvy”
“Thank You”
“Small” Company, “Great”
Team, “Big” Thinking!
Innovative & Technology
Driven
Safety Culture = DNA
Value Addition & Savings
to our Customers
Lanxess
A&L
WIN
WIN