This document summarizes a workshop held by Intertek Consulting and Training to prepare ExxonMobil personnel for the North Caspian BBS Project. The 150 participants took part in interactive safety sessions focused on developing a culture of safety, giving and receiving feedback, holding safety conversations, and using hazard control tools. Intertek consultants then provided onshore and onboard coaching to reinforce safe behaviors. The second document outlines a proposed HSE training program for GPN consisting of 6 modules on HSE management systems for company employees. The first module is an introduction to HSE policies and individual responsibility. The remaining 5 modules cover leadership and commitment, hazards management, incident investigation, performance monitoring, and auditing. The goal is to

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. 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. 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 http://edition.cnn.com/SPECIALS/war.casualties/)
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. 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. 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. 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. 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. 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. 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. 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. 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. 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. (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. 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. 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. 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. 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. 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.