RAPID Supervisors Training Rev 02 training for new supervisors and executives

1. © 2018 Petroliam Nasional Berhad (PETRONAS) 1
© 2018 PETROLIAM NASIONAL BERHAD (PETRONAS)
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Supervisors Safety and Responsibility
Internal

2. Switch Off Mobile Phones
No Smoking
In Case Of Emergency
Ablution Facilities
During This Class

3. Training Outline
• Supervisors Roles and Responsibilities
• Tool Box Talk (Pre-shift)
• Observation
• Attitude
• Hazard Management Process
• Intervention
• Accidents

4. Supervisors Roles and Responsibilities

5. Supervisors’ Role / Responsibilities
What do you need to balance in your role as a supervisor?

6. Supervisors’ Role / Responsibilities
I hope nobody
gets injured
Is my crew
wearing PPE?
We have to
use the tools
we have
I need to get
this job done
quickly
The job has to
be done to the
right spec
Does the crew
understand the
risks?
What about
that new guy?
Are they
following my
instructions?
People
I hope nobody
gets injured
Is my crew
wearing PPE?
We have to
use the tools
we have
I need to get
this job done
quickly
The job has to
be done to the
right spec
Does the crew
understand the
risks?
What about
that new
trainee?
Are they
following my
instructions ?
Work

7. Roles and Responsibilities
• The supervisors is the key player in meeting Project
Objectives
• He has authority over those resources devoted to
the completion of the work
• The Supervisor must control the work
• He must ensure that it is carried out in a safe
manner; that the planning of the work includes
planning for safety
• All equipment required is available – right tools for
the right job, Permit, Work Procedure and JSA are
available
• All procedures are followed – short cuts inevitably
lead to accidents; set example

8. • What do you reward?
• People working on schedule?
• People working safely?
• Both?
Do You Encourage The Right Balance?

9. Tool Box Talks (Pre-task)

10. • What is a pre-task toolbox talk?
Toolbox Talk (Pre-task)
• How could you record the attendance at the toolbox talk?
• When do you do a toolbox talk?
• How can you ensure that everyone understands the toolbox
talk?
• Who should lead toolbox talks?
• Why are toolbox talks important?
• Would you be able to lead toolbox talks?

11. Toolbox Talk (Pre-task)
Q. What is a pre-task toolbox talk?
A. It’s a simple discussion before a task that discusses
planning to do the job and the risks involved.
Q. When do you do a toolbox talk?
A. Just before starting a task.
Q. How could you record the attendance at the toolbox talk?
A. By getting your team to sign an attendance sheet.
Q. How can you ensure that everyone understands the toolbox talk?
A. By asking questions back from the team to ensure they have heard
and understood.

12. Toolbox Talk (Pre-task)
Q. Who should lead toolbox talks?
A. YOU !
Q. Why do you need to do toolbox talks?
A. To make sure your team understands the plan and the risks before
they start the job.

13. Your crew has been tasked to rotate a 5.6 metric tonne
tubular with 240 kg anodes attached. The tubular is lying on
the ground and chocked at each end.
Toolbox Talk (Pre-task)
Exercise

14. Toolbox Talk (Pre-task)
Exercise
• How would you do a pre-task toolbox talk for this
job?
• What would you discuss with your team?
• How would you ensure your team understand the
content of the
• Toolbox talk?

15. Toolbox Talk (Pre-task)
Consequences of not doing a
good enough toolbox talk

16. Observation

17. Checking Work
• What is a task observation?
• What should you do if you see work that is unsafe?
• What should you check for?
• When should you check work?
• Who should do task observations?
• What should you do if you see an accident or near miss?
• Why are task observations important?

18. Checking Work
Q. What is a task observation?
Q. What should you check for?
Q. When should you check work?
A. It’s a simple check to see if the team are working according to your
instructions (checking work).
A. Periodically throughout the duration of the job, and continuously if necessary.
A. That the job is being done as it was risk assessed in the toolbox talk.
Q. What should you do if you see work that is unsafe?
A. Stop the job, take time out for safety, and identify what needs to be done
to make the job safe again.

19. Checking Work
Q. What should you do if you see an accident or near miss?
A. To ensure that your team are working according to your instructions.
A. Inform your supervisor immediately.
A. You !
Q. Who should check work?
Q. Why is it important to check work?

20. Q. What is time out for safety?
Time out for safety (TOFS)
A. It’s an easy way to get workers to stop what they are doing and get
together for a toolbox talk.
A. Make the “T” hand signal.
Q. How do you call for time out for safety?

21. Q. When is it to be used?
Time out for safety (TOFS)
Q. Why should you call for a time out for safety?
A. During the course of work (when it is safe to do so), and immediately if
something is unsafe.
Q. Who can call a time out for safety?
A. You ! Or any of your team
A. To help refocus your team’s attention on safety.

22. Stop The Job
• Supervisors must Stop The Job if it is unsafe or any member of their team
think it is unsafe. A toolbox talk should then be conducted to talk about the
risks.
• Everyone is OBLIGED to Stop The Job if they feel it is UNSAFE.
• If you stop a job you have the full support of management.

23. Attitude

24. What is an Attitude?
An Attitude - is the state of mind when a person deals with another person
or situation. It can range from positive to negative.
Why Is Your Attitude Important On The Job?
Because how you feel about your job, affects how
well you’ll do it….and how your co-workers feel
about you!
Positive attitude drives a positive safety culture
which leads to increased productivity

25. The way you handle your job can affect your:
• Productivity.
• Chances for promotion.
• Safety performance for you and your team
Attitude
• Stress levels

26. With A Bad Attitude
You stand to lose a lot.
A “BAD” attitude can hold your back at
work and make life…. For you and
others…
MISERABLE
Your team will hide problems from you
(Unapproachable) which may decrease
productivity and increase the chances of a
potential incident from occurring

27. Put Your Positive Attitude At Work
A good attitude with your experience and knowledge
will improve productivity minimize the chances of
an incident from occurring.
What do we accept today that we will not accept tomorrow?

28. Hazard Management Process

29. The basic hazards management process
involves four steps:

30. Hazard Management Process
WHAT IS A HAZARD?
HAZARD * – anything or any condition that has the potential
to cause harm to:
Health and life of people
Property, working schedules, equipment
Environment
Reputation

31. TYPES OF HAZARDS:
Biological
Electrical
Ergonomic
Mechanical & Physical
Environmental Chemical Radioactive
Human factor

32. IDENTIFYING POTENTIAL SITE HAZARDS
Common Hazards:
Can any body part get caught in or between objects
Do tools, machines, or equipment present any hazards
Can operators make harmful contact with objects
Can operators slip, trip or fall
Can workers suffer strains from lifting, pulling or pushing
Is the worker exposed to extreme temperature
Is excessive noise or vibration a problem
Is there danger from falling objects
Is lighting a problem
Can weather conditions affect safe operations
Is harmful radiation a problem
Can contact be made with hot, toxic, or hazardous substances
Is there dust, fumes, mists, or vapor in the air
Will the worker be working at height
Will the worker be working in a confined space, are hazardous gas present
Will there be any means of Lifting equipment or materials
Does the task require a permit due to the hazardous nature of the work
Working from or using a ladder or scaffold to access work place

33. HAZARD - Outrigger to close to edge of excavation

34. HAZARD – incorrectly secured pipe

35. HAZARD – Unsafe excavation, equipment to close
to
edge.

36. HAZARD – Unsafe work position

37. HAZARD – Unsafe use of harness

38. HAZARD – Unsafe walkway

39. HAZARD – Inadequate protection of holes

40. HAZARD – Unsafe work at height

41. INCIDENT
WHAT IS AN INCIDENT?
INCIDENT * – Undesired event in which a
hazard is released and that results in:
Injuries or illnesses of people
Damage or loss to property
Damage to environment
Impact on reputation

42. CONSEQUINCES
WHAT ARE CONSEQUINCES?
CONSEQUENCES * – negative results of an
incident. It can be injuries or illnesses of
people, damage to property or environment,
and impact on reputation

43. INCIDENTS CONSEQUENCES
Fire Falls
Road Incidents Oil Spills
Injures & illnesses Criminal liability
Impact on reputation
Damage to environment

44. HIERARCHY OF CONTROLS
Necessity to work in
hazardous conditions
Can you avoid doing this work?
Remove the hazard completely
Can you substitute this work for
less hazardous work?
Replace with something less
hazardous
Can you use engineering controls
to reduce risk
Design to control the hazard
Establish a work procedure to
control the hazard
Use personal protective equipment
to protect yourself from hazard
NO
NO
YES
YES
YES
1
2
3
4
5
SUBSTITUTION
ENGINEERING
ADMINISTRATION
PERSONAL
PROTECTIVE
EQUIPMENT
ELIMINATION
Signs, Training
should be used in conjunction with
one or more of the higher controls

45. Job Hazard Analysis (JHA)
PROTECTION OF
REPUTATION
PROTECTION OF
ENVIRONMENT
PROTECTION OF
PROPERTY
PROTECTION OF
PEOPLE

46. Once we have identified a hazard and reduced the risk associated
with the hazard our job is not over…
The hazard and controls need to be entered into the hazard observation register.
To ensure that we can identify and trend hazardous tasks/areas
So that area supervisors/line managers know of the hazards in their areas
So that the hazards for the area or task can be recorded in a task hazard register
which can be used for training purposes
The need for a full-blown Risk assessment will be decided by line managers
All personnel involved in the task need to be made aware of the hazard and corrective action
and if required trained in the new procedure
This will be done at TBM
Supervisors meeting
We need to make sure that the same or a similar condition is not present in another area of the
plant
This may require documentation being changed to reflect new procedures or work
methods
We need to ensure that the corrective actions implemented are actually working
This will require a review of the new procedure or task at a specified time after
implementation

47. BE AWARE!

48. Intervention

49. What is intervention
• It is about speaking up and expressing our concern when we see an
unsafe act or an unsafe condition.
• It’s about being committed to ensuring that everyone goes home safe
and with NO injuries.
• Make people feel proud of a good quality work done safely.
Intervention can and should be positive.
• “We care” - demonstrate Care and Respect for people.
• “Incidents are preventable. And YOU and I have a role to play.”
• Create an environment where every single person on the project is
involved and interested in safety and encouraged to speak their minds
and hearts.
• “Do the right thing”, don’t take short cuts.
• Celebrate success, recognize good work behaviours (who and why).

50. Relationship building for success
How to Positively Intervene with respect and appreciation:
Greet the person – shake hands – smile
Introduce yourself (name, company and designation)
Ask his/her name, company and designation
Comment on the good things you see (good team work, PPE worn properly etc.).
Ask what is missing in the task being performed (what verses wrong)
Comment on unsafe observation and ask feed back
Ask what can be done to make the work area or situation better?
Ask their commitment in the future to intervene if they see an unsafe
acts or situations.

51. Three Key Challenges
• Observing my co-workers being careless and distracted.
• Speaking up when I see someone working in a unsafe way
or a unsafe situation.
• Being OPEN to change when someone speaks to me about
safety.

52.  Caring about each other and to get
involved to prevent unsafe situations
 We have the right to intervene on
unsafe situations (we are supported by
Management).
 It is not just about a team leader
intervening with his/her team…It is
everyone responsibility
 It is you & I looking out for each other
 It requires understanding/commitment
to remove barriers that hinder
intervention
Intervene in unsafe or non-compliant situations
What do we mean by intervene ?
Intervention takes courage.
Welcome it - someone is trying
to help YOU !

53.  Correct at-risks behaviors & conditions
observed
 Coach a team member regarding “barrier
thinking”
 Give positive reinforcement with every
opportunity
 Remind staff/colleagues that 100 % safety
compliance is expected
 Tell a team member : “Always take time to
do a job safely”
 Participate & contribute to the Job Hazard
Analysis (JHA) development
 Thank those who gave you feedback on an
at-risk behavior
 Take time to intervention (Intervention is
a two way conversation).
Intervene :
What behaviours are expected from us ?
HSSE Culture & Mindset
A culture of accountability & interdependence where feedback is an
expectation from everybody !
Examples – You & I will:

54. Tips for Positively Correcting Unsafe Work
• Make this a private conversation, person to person
• Speak to the person by name
• Do it in a quiet place, free of distractions
• Do not blame; share your concern for their health and safety
• Ask questions and listen

55. Getting the Basics Right
Everyone who works on the RAPID project is responsible for their safety and
the safety of those around them.
Enforce the following rules to ensure the safety of people:
1. Work will not be conducted without a pre-job risk assessment
and a safety discussion appropriate for the level of risk.
2. All persons will be trained and competent in the work they
conduct.
3. Personal protection equipment will be worn as per risk
assessment and minimum site requirements.
4. Emergency response plans, developed from a review of
potential emergency scenarios, will be in place before
commencement of work.
5. Everyone has an obligation to stop work that is unsafe.

56. Accidents

57. Accident Prevention
To be able to control, supervisor’s must identify in advance what needs to control
Accidents are immediately caused by:
Unsafe acts (Somebody walking across a steel beam), or
Unsafe conditions (An unprotected excavation), or
A combination of both
The injured persons all work under supervision
i.e. They are persons who SHOULD all be under the effective control of a supervisor.
It is a lack of effective control that puts that person into an environment where he is exposed to
hazards.
It is a lack of effective control that allows person to carry out an unsafe act

58. Accident Prevention
The 3 What's to accident prevention:
What can go wrong?
What can cause it to go wrong?
What can I do to prevent it from going wrong?

59. © 2018 Petroliam Nasional Berhad (PETRONAS) 59
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