1. health and fitness

AL-SAJ AL-ABIYAD TRAD. & CONT.CO.
HEALTH, SAFETY
AND
ENVIRONMENTAL
PLAN – 2014
Produced by HSE Department
Version 1
Revision date
Date 01-12-2013
HSE Plan 2014
Updated for 2014.
Amended by
Dec -01-12-2014.
General
Manager/HSEM
Document Authorisation
Document Authority
General Manager
ASAATCO
Remarks
Reviewed and authorised
Annual review
Document Custodian
Document Author
HSEM
HSEM
ASAATCO
ASAATCO
User Notes: Original documents are signed by the above.
The requirements of this document are mandatory. Non compliance shall be authorized only by the
Senior HSE representative in writing.
1
Contents
2
1
1.1
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.1.7
1.1.8
Introduction
HSE Policy Statement
General HSE Objectives
Strategic HSE Objectives
Strategies
Critical Success Factors
Focus
Format
Glossary of Terms & Abbreviations
2
Executive safety Committee
3
3.1
Targets
HSE Targets 2014
4
4.1
4.2
4.3
4.4
Leadership and Commitment
Visible Leadership and Commitment
Target Setting Leadership and Commitment
Leadership and Commitment Company Culture
Leadership and Commitment Informed Involvement
5
5.1
5.2
5.3
5.4
Hazards and Effects Management
Identification
Assessment
Control
Recovery
3
6
6.1
6.2
6.3
6.4
Organisation, Responsibilities & Resources and Training
Organisation
Responsibilities
Manpower & Resources
Training
7
7.1
Policy and Strategic Objectives
Policy
8
8.1
8.2
8.3
8.4
Planning and Procedures
Introduction
Targets
Planning
Procedures
9
9.1
9.2
9.3
Implementation and Monitoring
Implementation
Monitoring
Corrective action
10
10.1
10.2
Audit
Introduction
Planned Audits
11
11.1
11.2
11.3
11.4
Review
Review of HSE management System
Review of HSE Plan
Reporting
Review Programme
4
Appendix A:
Appendix B:
Appendix C:
Management Facility Inspections
Internal & Sub Contractor Audits
HSE Plan Progress and Tracking.
5
AL-SAJ AL-ABIYAD TRAD. & CONT. CO. HSE PLAN 2014
1. INTRODUCTION.
The Operation targets achieved, is due to increased monitoring and assessments of all
drivers and employees by managers, the HSE department and executive management.
All employees will become more accountable for their actions. There will also be more
stringent monitoring of HSE critical activities, regular training sessions with employees and
making Supervisors and Foremen more HSE aware and more accountable for the HSE
performance of their subordinates. Monthly safety awards will be reintroduced with more
emphasis being placed on an individual’s ideas and contributions to safety in general as
opposed to reaction to; or the reporting of, a single observation or event. The recipients of
these monthly awards will receive more visible recognition and will be widely advertised
throughout the company/group.
The HSE Plan will focus on strategic objectives, which will reflect the risk profile for the
nature and scope of Al-Saj Al-Abiyad Trad. & Cont.Co activities and those of our subcontractors striving to a goal zero safe working environment for ourselves and others
working with us.
The Plan will communicate HSE targets, specifically for the new employees and identify
the relevant actions required implementing, sustaining and enforcing the improvement in
HSE performance of ASSATCO.
The Executive safety Committee approved this document on the 01st of December –2013.
Executive Director
AL-SAJ AL-ABIYAD TRAD. & CONT.CO.
6
1.1
AL-SAJ AL-ABIYAD TRAD. & CONT. CO. HSE POLICY STATEMENT
ASAATCO recognizes its responsibilities to promote and encourage among its employees,
subcontractors, measures to safeguard and protect the health and safety of all who may be
affected directly or indirectly by its activities.
ASAATCO has an ongoing responsibility to provide its employees with a safe and healthy
environment in which to perform their duties.
ASAATCO acknowledges that tasks should not be started until all necessary measures are in
place to ensure that they can be completed safely and with due regard given to environmental
conservation.
ASAATCO confirms that Health and Safety and Environmental conservation are integral parts of
its primary business activity and it will adopt and maintain the following when compiling future
business plans and strategies.
 Everyone has the empowerment to STOP unsafe work
 HSE is a line responsibility.
 All injuries can be prevented.
 Safe working practices will be enforced.
 Effective safety training will be given.
 The environment will be protected and pollution minimised.
 Employees have an individual and collective responsibility for each other’s
Safety.
 Natural resources will be efficiently utilized.
 Alcohol and drug abuse will not be tolerated.
 Drivers shall not use mobile Phone, while driving
 All vehicle/equipment occupants shall always be working with safe standard
PDO required vehicle or equipment and always wearing a safety belt.
Executive Director
Saad Mubarak Saad
2014
7
1.1.2
AL-SAJ AL-ABIYAD TRAD. & CONT. CO. HSE OBJECTIVES:


Reduce the risk of accidents occurring and eliminate injuries through committed line
Management.
 Improve safety awareness throughout ASAATCO and its contractors.
 Find better and more effective ways to communicate with the workforce on health and
safety matters.
 Preserve and protect Oman’s natural and working environment.
 Build an HSE infrastructure within ASAATCOwhich will educate, support and monitor all
aspects of occupational Health, Safety and Environmental consciousness within the company
Promote the message that the Health and Safety of ASAATCO employee is
Just as important to its management as any revenue generating activity.
 Develop a culture in which ASAATCO employees and contractors share a common
commitment to safe working practices at work and at home.
 Provide resources and training to achieve an HSE performance that our shareholders,
customers and employees can be proud of.
 Promote individual accountability and general acceptance of line management
responsibilities throughout the company.
 Educate staff, employees and contractors in hazard identification, management and
control and empower them to stop work if they consider any job unsafe
1.1.3
STRATEGIC HSE OBJECTIVES
There are six Strategic HSE Objectives:
1. No fatalities or injuries caused by Road Traffic accidents.
2. No chronic or acute health impacts caused by workplace conditions.
3. Continuous reduction of negative impacts on the natural environment.
4. No harm to people whether they are staff, Contractors, or third parties.
5. All vehicles & lifting equipment compliant with specifications.
6. All HSE-Critical Tasks are staffed by persons assessed as competent.
These six strategic HSE objectives are aligned with the Al-Saj Al-Abiyad Trad. & Cont.Co. 2014
HSE Plans, and are to be followed by Al-Saj Al-Abiyad Trad. & Cont.Co. to allow uniformity and
consistency throughout the Al-Saj Al-Abiyad Trad. & Cont .Co. and its subsidiaries.
1.1.4
STRATEGIES
Al-Saj Al-Abiyad Trad. & Cont.Co will implement a number of strategies based on a number of
guiding principles namely:
 The proportion of available resources focused on leadership & engagement to effect behavioural
change is increased in comparison to safety related hardware controls & procedures.
 Change should be minimized to prevent an increase in HSE risks during the expansion of the
organisation.
 Positive reinforcement should be used as a key means of increasing compliance
 Management of business processes be used as a key means of preventing violations in safety
rules. (i.e. removal of unsafe conditions)
8
Outlines of each strategy to meet the HSE objectives are provided as follows:
Objective
No fatalities or injuries caused by Road Traffic accidents.
Strategy

Introduction of technologies to better measure or control HSE hazards & risks (IVMS)

Analysing business processes related to road transport operations to identify
improvement opportunities through removing the need to circumvent safety measures.

Minimising sudden change to operational or HSE systems.
 Assisting and facilitating in the implementation of improved communications initiatives
amongst other transport organizations.
 Providing educational and advertising resources targeted at the common root causes of
RTA's (fatigue, speed, poor use of seatbelts, alcohol & drugs).
 Analysing RTA's to better understand the accident causation factors, and to ensure that
barriers are able to reduce the risk to ALARP.

Keeping up-to-date on best practice and emerging trends in road safety initiatives
around the World.

Implementing road safety education & awareness campaigns in all areas of operation.

Use of incentives for improved HSE performance.
 Improved audit & inspection surveillance of drivers and of safety management measures.

Working with other organizations to exchange information on best practice in road
transport safety.
Objective
No chronic or acute health impacts caused by workplace conditions.
Strategy

Introduce new control measures, or changes to existing measures, to prevent ill health
arising from work conditions and practices.

Better understanding of the occupational health hazards and risks associated with the
Road Transport & Logistics activities in Oman (e.g. stress, back pain).

Determine risk prioritized actions required to prevent people becoming ill from their
work.
 Compliance with PDO’s minimum health standards and related HSE specifications (e.g.
fitness to work medical checks, workplace ergonomics).
 Promotion of good health through educational and awareness campaigns focused on
personal choices made at work and at home (e.g. smoking, diet).
9
Objective
Continuous reduction of negative impacts on the natural environment
Strategy

Promote environmental awareness within the company.
 Monitor the existing ‘state of the environment’ with respect to the parameters potentially
impacted by road transport & logistics activities.
 Establish and implementing a monitoring programmes to measure the nature & scale of
impacts on the natural environment from the road transport & logistics activities.

Ensure environmental criteria are included in the purchasing evaluation of new
equipment or materials.

Benchmark current environmental indicators associated with road transport & logistics
activities against international figures.

Investigate options for reducing non-recyclable packaging materials (e.g. eliminate
wooden pallets, increase reusable containers) in cooperation with suppliers and
customer.
Objective
No harm to people whether they are staff, Sub- Contractors, or 3 rd parties.
Strategy

Research global best practice in affecting people’s behaviour to the risks within the scope
of the company business, and apply these where practicable and relevant.
 Undertake campaigns to empower staff & sub contractors to stop work in unsafe
situations.
 Increase the use of near miss reporting by investigating methods to improve reported
incidents.

Strict penalties for intentional rule breaking & more use of incentives for required
behaviours.

Pre-qualification & auditing of all sub-contractors to ensure HSE management
system is in-place and targets of continuous improvement are being established,
resourced and measured.
Objective
10
All HSE-Critical Tasks are staffed by persons assessed as competent
Strategy

Using PDO’s system and documentation as much as possible, as well as other
competence schemes in the industry develop a practical and workable competence
assurance scheme for HSE-critical positions.
 Continuous on site assessments of the current level of competence being performed
throughout the Company for HSE –critical positions.

Undertake audits of the competence assurance process application to HSE-critical
positions, prioritizing those positions on the basis of risk (through historical data of
accidents).
Objective
All vehicles compliant with specifications.
Strategy

Regular third party inspection of all HSE-critical plant, lifting facilities & equipment
 RAS and ROP vehicle compliance
 Auditing of our sub contractor’s control over the level of vehicle compliance of their
contractors. if third party vehicles and manpower is required.
 Undertaking spot-checks by HSE Advisors of HGVs.
 Use of strict penalties to drivers operating a vehicle in knowledge of serious non-
compliances that have a direct impact on the safety of the vehicle, or for intentionally
disguising or non-compliances.

Monitor the adequacy of present vehicle workshop facilities, preventative
maintenance programmes and workshop staff competency and operating procedures.
11
1.1.5
CRITICAL SUCCESS FACTORS

Sufficient resources available appropriate to the risks, with personnel trained and
competence assured.
 Visible management commitment demonstrated among other things through structured
HSE meetings and site visits.
 HSE being an agenda item on all regular management meetings.
 Corporate, Divisional and Sub-Contractor HSE objectives and targets in place and
communicated with performance measured, appraised and reported publicly at corporate
level.
 All personnel aware of the hazards associated with their operation and complying with
procedures, specifications and other mandatory HSE requirements.
 Accountabilities and responsibilities for HSE performance included in all job descriptions
against which personnel are appraised and rewarded.
 All HSE incidents investigated to PDO's standards.
1.1.6
FOCUS
Al-Saj Al-Abiyad Trad. & Cont.Co will look at ways to proactively change its workforce’s
behavioural and attitudinal approach to safety at work by addressing the following areas:




Compliance with basic rules and regulations.
Competence of HSE Critical staff.
Road Safety Awareness.
Supervision.
Action points that have a focus element will be indicated by the following abbreviations:




CL for Compliance
CT for Competence
RS for Road Safety
SP for Supervision.
12
1.1.7
FORMAT
The 2014 HSE plan will follow the same structure of 8 sections based on the corporate HSE
Management System. The template enables the HSE plan to focus on corporate HSE objectives as
well as specific departmental weaknesses; the 8 elements are as follows:
1.
Leadership and Commitment
2.
Hazards and Effects Management
3.
Organisation, Responsibilities & Resources
4.
Policy and Strategic Objectives
5.
Planning and Procedures
6.
Implementation and Monitoring
7.
Audit
8.
Review
13
1.1.8
GLOSSARY OF TERMS & ABBREVIATIONS
ESC
CM
OM
HSEA
HRM
JM
ALARP
Contractor
Exposure Hours
Fatality
FAR
Hazard
HAZID
HEMP
HR
HRA/HIA
HSE
HSE-Critical
Task
HSE MC
Incident
IVMS
JMR
ROP
LCC
LTI
LTIF
LTOIF
MOG
Near Miss
QRA
RAS
Risk
RSMT
RTA
STOP
TRC
TRCF
TROIF
Executive Safety Committee
Contract Manager
Operations Manager
Health, Safety, Environment Advisor
Human Resources Manager
Journey Manager
As Low As Reasonably Practicable
Any person or organization engaged by ASAATCO to undertake an activity on behalf of
ASAATCO, directly either (Contractor) or indirectly (sub-Contractor).
The total number of hours of employment for work, including overtime and training
but excluding leave, sickness and other absences.
A death resulting from a Work Injury, or Occupational Illness, regardless of the time
intervening between injury/illness and death.
Fatal Accident Rate
The potential to harm people or the environment, cause damage to or loss of assets,
or adversely impact reputation.
Hazard Identification
Hazards & Effects Management Process
Human Resources Department
Health Risk Assessment/Health Impact Assessment
Health, Safety, Environment
Tasks that are undertaken to provide or maintain controls for major hazards.
HSE Management Committee
The release, or near release, of a hazard which exceeds defined limits. An unforeseen
occurrence that has actual or potential adverse impact on people, facilities or
equipment, reputation or the environment.
In Vehicle Monitoring System
Journey Management Rate. Total number of kilometres driven per man-hour worked.
Royal Oman Police
Local Community Contractor
Lost Time Injury. Sum of Fatalities, Permanent Total Disabilities, Permanent Partial
Disabilities, and Lost Workday Cases.
Lost Time Injury Frequency. The number of Lost Time Injuries per million man-hours
worked during the period.
Lost Time Occupational Illness Frequency
Ministry of Oil & Gas
An incident that has resulted in no actual harm to people, the environment, facilities
or equipment, or reputation.
Quantitative Risk Assessment
Roadworthiness Assurance
A combination of the frequency of occurrence (likelihood) of an undesired event and
the severity of the effect (consequence) of that event
Road Safety Monitoring Teams
Road Traffic Accident
Safety Training Observation Program
Total Recordable Cases.
The sum of Fatalities, Permanent Total Disabilities,
Permanent Partial Disabilities, Lost Workday Cases, Restricted Work Cases and
Medical Treatment Cases. Sometimes referred to as Total Recordable Cases.
Total Reportable Case Frequency. The number of Total Reportable Cases per million
Exposure Hours worked during the period.
Total Reportable Occupational Illness Frequency. The sum of all occupational illnesses
whether or not they have resulted in deaths, permanent total disabilities, permanent
partial disabilities, lost workday cases, or restricted workday cases per million working
hours during the reporting period.
14
2
THE CORPORATE EXECUTIVE HSE COMMITTEE
The Corporate Senior Management by which is meant The Members of the Executive HSE Committee
provides strong demonstrable leadership and commitment to HSE both by word and by deed. Members
of the Executive HSE Committee meet once every quarter to review the progress toward plan, and to
make adjustments as deemed necessary. Members will also participate in HSE meetings and incident
investigations as required. They will also carry out periodic site visits, facility inspections, and HSE
audits.
Stephan Fouche
HSE Manager
Akbar Stephen
HSE Advisor/Operations.
Sundaran: Operators
Representative.
Masoud Salim Al Shukairy
General Manager
Mujeeb: Drivers and
helpers Rep.
The Members seek to create and sustain an HSE Awareness culture within the whole organisation in
which all employees share their commitment, and where “Safety is recognised as an integral way the
company does its business”.
The Members also ensure that sufficient resources are made available to sustain the plan and to meet
the targets and objectives stated therein.
15
3
HSE TARGETS
3.1 AL-SAJ AL-ABIYAD TRAD. & CONT.CO HSE TARGETS 2014
ASSATCO has therefore set the targets for 2014 in accordance with the above and are as follows:
Target
1.
Fatalities
0
2.
Lost Time Injury Frequency (LTIF)
0
3.
Road Traffic Accident Frequency (RTAF)
0.00001
4.
Total Reportable Case Frequency (TRCF)
0.00003
5
Total Recordable Occupational Health Frequency (TROIF)
Actual
0.00005
Notes:
4
Lost Time injuries (LTI) are the sum of fatalities, permanent total disabilities, and permanent
partial disabilities and lost workday cases.
5
Lost Time Injury Frequency (LTIF) is the number of LTI’s per million man-hours worked.
6
(RTA)
7
Road Traffic Accident Frequency (RTAF) is the number of Road Traffic Accidents
per million kilometers driven.
Any incident that involves a moving vehicle is considered to be an RTA.
8
Total Reportable Cases (TRC) is the sum of LTI’s, Restricted Work Cases (RWC) and Medical
Treatment Cases (MTC). Sometimes referred to as Total Recordable Cases.
9 Total Reportable Cases Frequency (TRCF) is the number of TRC’s per million man-hours
worked.
10 Total Recordable Occupational Health Frequency (TROIF) is the number of illness cases per
million exposure man hours.
16
4.
4.1
LEADERSHIP AND COMMITMENT
VISIBLE LEADERSHIP AND COMMITMENT
Al-Saj Al-Abiyad Trad. & Cont.Co senior management should provide strong and visible leadership to
promote a culture in which all employees share a common commitment to HSE. Senior management
should also personally participate in HSE activities and set an example in day-to-day work by:

Putting HSE matters high on the agenda of meetings
Participating in the review of performance against targets
Demonstrating immediate and visible response and involvement in accident investigations.
Communicating the importance of HSE in business decisions.
Seeking feedback from the workforce on HSE issues.
Recognising HSE achievements at all levels.

Review annual staff appraisal.





Al-Saj Al-Abiyad Trad. & Cont.Co commitment to HSE is further demonstrated by:


Communicating its HSE expectations to all employees and contractors.
Developing annually, an HSE plan and inclusion of HSE issues in strategic planning.
4.2 TARGET SETTING
Al-Saj Al-Abiyad Trad. & Cont.Co senior management should be proactive in target setting. This can
be demonstrated by:



4.3
Jointly developing and discussing with their supervisors, employees and contractors HSE ‘result’
and ‘activity’ improvement targets and indicators.
Ensuring that all staff have HSE awareness and attitude included as part of their appraisals
Setting minimum expectations in HSE specifications.
COMPANY CULTURE
Al-Saj Al-Abiyad Trad. & Cont.Co must strive to sustain a company culture in which all employees
share a commitment to HSE.
 There must be a belief in the company’s desire to continuously improve on HSE performance.
 The motivation to improve individual, team and company HSE performance.
 The acceptance of individual responsibility and accountability for HSE performance.
 Line responsibility to seek involvement at all levels in the implementation of the HSE
management system
 Empowerment to STOP unsafe work.
4.4
INFORMED INVOLVEMENT
To demonstrate Leadership and Commitment, Al-Saj Al-Abiyad Trad. & Cont.Co senior management
should show involvement in HSE Issues by the following:
17
 Review the progress both in development and in content of the companies HSE Management
System.
 Allocating appropriate resources and expertise to meet HSE targets (e.g. HSE budget,



5
manpower, technology skills and training)
Undertaking relevant training themselves
Being fully aware of the status of any follow up actions.
Being personally involved in any improvements to the HSE Management System recommended
as part of a formal review
HAZARD AND EFFECTS MANAGEMENT
Al-Saj Al-Abiyad Trad. & Cont.Co operations require a systematic approach to HSE management, which
includes continually improving the management of HSE risks and reducing the environmental impact of
its operations. This means that there must be a documented HEMP procedure within the company to
ensure that HSE risks to the companies business are identified, evaluated and controlled to a level that
is as low as reasonably practicable, (ALARP).
5.1
IDENTIFICATION
The first HEMP step is to systematically identify the HSE effects and hazards on activities and
operations. These need to be identified as early as possible and tracked through the cycle of each
activity
Identification of hazards and effects should cover:
 All activities products and services controlled and influenced by the company

The activities and services carried out by all personnel having access to the site or workplace.
 Routine/non-routine emergency operating conditions and activities.
A current (up-to-date) Hazard Identification Register will be maintained by the HSE department from
feedback received from line management. This data will be reviewed annually by the Executive HSE
Committee, or as required if changes occur in our work activities or if new work activities are
contemplated. No new work activity will commence until HEMP has been completed for it.
ASSESSMENT
5.2
Once the Hazards and effects have been identified, their consequences and effect can be identified and
the risk determined
Assessment of hazards and risks should cover:
 All activities products and services controlled and influenced by the company.



All activities and services carried out by all personnel having access to the workplace and
facilities at the workplace including sub-contractors.
Routine and non-routine emergency operating conditions and activities.
The lifecycle of an asset or activity, from the planning stage through operation to its
completion.
The Risk Assessment Matrix (shown below) shows risk as the product of likelihood and consequence. It
can be used to assess and evaluate HSE risks.
Use of the Risk Assessment Matrix will:



Enhance appreciation of HSE risk and achieving ALARP at all levels.
Assist in setting clear risk based strategic objectives.
Provide the basis for implementation of a risk based HSE Management System.
18

Provide a consistency in evaluating risk across all activities.
Severity
Rating
Consequences
0
1
2
3
RISK ASSESSMENT MATRIX
Increasing Likely hood
Very
Low
Medium
High
Very High
Low
A
B
C
D
E
Never Heard of Incident
Happens Happens
A
E
R
heard of
in
has
<5 times a >5 times a
P
Assets Environmen Reputati
in
transpor occurred in year in
year in
People
Damage /
tal Total
on
transpor
t
ASAATCO ASAATCO ASAATCO
Injury
Loss
Effect
Impact
t
industry
industry
No
No injury No damage No effect
impact
LOW RISK
Slight
Slight
Slight
Slight effect
(e.g.FAC) (<US$ 1k)
impact
Minor
Minor
Limited
(RTC,
(US$ 1Minor effect
impact
MTC)
10k)
Considerabl
Major
e
(US$
(LTI, PPD)
10-100k)
Localised
effect
Considera
ble
impact
4
Single
Major
(Fatality, (US$ 100k- Major effect
PTD)
1M)
5
Multiple
Internatio
Extensive
(Fatalities
Massive effect
nal
(>US$ 1M)
, PTD)
impact
National
impact
MEDIUM
RISK
HIGH RISK
The main hazards, which have been identified to the health of our aging workforce, are hypertension
and diabetes. The health of all employees will be monitored every two years, or as is required on an
individual basis, and each employee will have his/her health risk status recorded in one of the following
three categories.
High Risk.
Diastolic blood pressure of >100.
Systolic blood pressure of > 140.
Any history of Myocardial Infarction (Heart Attack).
Any Cardiovascular surgery.
High cholesterol levels.
Non-insulin dependent diabetes where 2 or more tablets are taken daily.
Personnel who are taking regular prescribed medication to maintain a “fit for work” status.
Low Risk.
Diastolic blood pressure between 90 and 100.
Systolic blood pressure between 130 and 140.
Non-insulin dependent diabetes where 1 tablet is taken daily.
Normal Risk.
19
Diastolic blood pressure <90
Systolic blood pressure between 120 and 130.
Employees in the high-risk category will have their health monitored, by the Company Doctor Monthly.
All other employees will be monitored by undergoing medicals bi annually.
A register of High Risk employees is to be maintained by HSE Manager who will monitor numbers in
each category and compile a Medical Health report for the Executive HSE Committee each quarter.
5.3
CONTROL OF HAZARDS AND EFFECTS
Controls include preventative measures (reducing the likelihood of hazards), mitigatory measures,
(reducing the consequence of hazards), and recovery measures (reducing the chain of consequences
arising form the first hazardous event)
Development of controls should cover:
 All activities products and services controlled and influenced by the company.



5.4
The activities and services carried out by all personnel having access to the workplace and
facilities at the workplace including sub-contractors.
Routine non-routine and emergency operating conditions and activities.
The life cycle of an asset or activity from the planning stage through operation to
decommissioning and disposal
HAZARD AND EFFECTS RECOVERY
The final phase of HEMP is to ensure the necessary steps are planned to be able to recover from the
release of a hazard, should the controls that have been put in place fail to prevent its release.
Recovery from the consequences of the release of a hazard requires careful planning. Even with a
comprehensive list of controls in place to prevent, the release of hazards or effects things can still go
wrong. Therefore, recovery measures are designed to get the situation back to normal as soon as
possible.
Scope of Recovery:
 All activities and services controlled and influenced by the company.



The activities and services carried out by all personnel having access to the workplace including
sub-contractors
Routine, non-routine and emergency operating conditions and activities.
The lifecycle of an asset or activity, from the planning stage, through operation to
decommissioning and disposal
In developing recovery measures consider and include both active (e.g. emergency response) for both
operation and contingency planning (abnormal situations and potential emergencies)
For effective recovery procedures, it is important that each recovery measure is accompanied by formal
documentation.
Effective recovery procedures also require testing, review and should be regularly update in light of
lessons learnt during drills, testing and events.
20
6.
ORGANISATION, RESPONSIBILITIES & RESOURCES
All employees both individually and collectively are responsible for HSE performance. Therefore, to
develop an effective HSE system and make it work, line responsibility and active participation at all
levels of management are required.
This responsibility and participation should be exercised through:
 An appropriate structure, which defines the HSE responsibilities for each employee.




Providing human, physical and financial resources for HSE development and implementation.
Communicating HSE management system requirements and standards to all staff and subcontractors.
Planning the scheduling and development, documentation, implementation and ongoing
maintenance of the Management System.
Ensuring that staff and sub-contractor personnel are competent and that training is provided as
necessary
6.1 ORGANISATION
If the company is to be successful in meeting its HSE objectives, people must be organized in an
appropriate manner, and individual roles and responsibilities must be clearly communicated.
There is a dedicated HSE management Committee known as the corporate Executive Safety Committee.
This is a forum for reviewing HSE management and HSE performance. It also ensures that current HSE
issues are communicated to all levels of the organization.
The HSE issues discussed at the Executive safety Committee meetings are interfaced with the
Companies business meetings by the GM who attends all board meetings.
6.2
RESPONSIBILITY
HSE is a line management and staff responsibility, requiring the active participation of all personnel.
The HSE booklet, which is issued to all employees, describes accountabilities at each level of the
organization.
6.3 RESOURCES
Effective operation of the Management System requires sufficient allocation of human, physical and
financial resources. HSE resource requirements should be considered during the HSE management
review process, during assessment controls of HEMP and when managing any change to operations or
procedures.
The company maintains processes for ensuring that personnel performing specific HSE critical roles are
competent on the basis of:



Awareness
Experience and Knowledge
Skills
Systems for competence assurance should apply for initial recruitment and to selection for new
activities. The continuing competence of staff to perform their duties should be regularly reviewed and
assessed, including appropriate consideration of personal development and training required achieving
competence for changing activities and technologies.
Procedures for competence assurance include, amongst others:
Analysis of the requirements for the task



Assessments of individual’s performance against defined criteria.
Documented evidence of individual competence.
Programmes for periodical assessment.
21
6.4 TRAINING
The company maintains procedures to ensure and increase competence by identifying training needs
and providing appropriate training for all staff and sub-contractors. Training may be provided through
formal courses and/or through structured development in the workplace.
The extent and nature of training should ensure achievement of the companies HSE objectives and
should meet or exceed standards required by legislation and regulations. Appropriate records of training
should be maintained and refresher training scheduled as required.
ORGANISATION,
7.
POLICY AND STRATEGIC OBJECTIVES
7.1 POLICY
Al-Saj Al-Abiyad Trad. & Cont.Co HSE Policy clearly states the company’s attitude and approach to
managing HSE. It is the highest-level document in the HSE Management System. It is endorsed by the
Executive Safety Committee and approved by the General Manager. Its content is consistent with the
requirements of PDO HSE Policy and commits the company to comply with Omani law. Arabic, Hindi and
English versions of the HSE Policy Statement are displayed prominently in all offices and public areas at
work sites. The Policy is reviewed annually by the Board of Directors of the company and is endorsed by
the Chairman of the company.
All sub-contractors engaged by the company are also required to manage their sub-contracted activity
in line with the HSE policy.
8.
8.1
PLANNING AND PROCEDURES
INTRODUCTION
Managing HSE risk and improving HSE performance requires careful planning at all levels. Objectives
and targets should be set with plans established to meet these, In the event of an unplanned incident,
emergency response and contingency plans should be in place.
8.2
TARGETS
Targets will be set and performance against the targets will be monitored quarterly. The targets set for
the year 2013 are to be communicated to all employees.
8.3
PLANNING
Emergency response exercises will take place with the aim of improving emergency response
procedures and identifying any training that may be required.
22
8.4
PROCEDURES
The Operations Manager has a single point responsibility for controlling assets and operations in a way
that manages the HSE risks associated with the assets an operation, which is under their control.
Operational control documents (written procedures for work instructions) are written along functional
lines. It is the responsibility of departmental and divisional managers to implement these documents
within their teams.
The Divisional and Departmental managers shall develop procedures to ensure that task verification and
workplace inspections are carried out to ensure that HSE management controls at each work location
are effective and are being implemented. Methods that may be used include:
 Regular inspections of facilities, plant, and equipment against specific criteria.
 Systematic observations of the work and behavior of staff to assess compliance with procedures.
Unsafe practices shall be addressed by talking with the person to reinforce safe work practice and by
issuing a STOP card.
In addition to the inspection programme issued by the HSE department, all managers should develop
their own inspection programme to address areas where they have specific concern.
9.
9.1
IMPLEMENTATION AND MONITORING
IMPLEMENTATION
To ensure full implementation of the HSE Management System, a monitoring programme is required to
assess whether personnel at all levels of the organisation are doing what the Management System says
they should be doing. The monitoring programme will consist of planned site visits by Managers and
monthly facilities inspections.
On site Managers will conduct a weekly visit to one of the work sites they are responsible for to ensure
that HEMP controls are in place and are being followed.
The HSE department will monitor on site visit reports to identify any trends and what further actions
may be required.
HSE advisors will carry out continuous on site monitoring of individuals carrying out critical activities,
record the assessments and recommend the implementation of remedial training if necessary.
Facilities Inspections will be carried out by appointed management teams as per the published annual
schedule. Completed inspection sheets and lists of required actions will be forwarded to the General
Manager, for his comments, within one week of the inspection-taking place.
9.2
MONITORING
Site based HSE Advisors will monitor and maintain Action Tracking Registers, these will include all
action points from inspections, audits, incident reports, HSE meetings, managers and department head
weekly visits. They will submit a report monthly to the Division Managers and the HSE Department
showing the status of the action points.
9.3
CORRECTIVE ACTION
Any incident (i.e. accident or near miss) or non-compliance must be notified, analysed, reported, and
followed up. This process of corrective action is necessary to ensure that HSE Management System
requirements are met, HSE performance continually improves, and that the likelihood of incidents is
minimised. Non-compliances should be fully investigated to establish the causes, including failures in
23
the Management System. The resulting corrective action may lead to appropriate changes to
procedures.
10.
10.1
AUDIT
INTRODUCTION
HSE audits provide management with a systematic, independent way to assess the implementation of
the HSE Management System
Audit
Inspectio
n
10.2
A structured independent means of demonstrating that a framework of business controls
is appropriate and effective
A scheduled, structured examination of a work site with a specific focus on physical
conditions and working practices, in addition to normal supervisory duties.
PLANNED AUDITS
Al-Saj Al-Abiyad Trad. & Cont.Co will complete internal cross audits and sub-contractor audits
annually as per requirement.
11.
11.1
REVIEW
REVIEW OF HSE MANAGEMENT SYSTEM
A formal process will be established whereby the Senior Management will review the effectiveness and
suitability of the HSE Management System in:



Managing HSE risks.
Reinforcing efforts to continually improve HSE performance.
Ensuring its continuing suitability and effectiveness.
The Company HSE MS will be reviewed annually and changes made as required.
11.2
REVIEW OF HSE PLAN
The review and progress of the HSE Plan will take place annually. The review will be carried out by a
quorum of members of the Executive HSE Committee.
11.3
REPORTING
The review processes should be documented, with the results recorded to assist in implementing any
recommended changes, which become apparent through the review.
The results will be published and submitted as an Agenda item at the next meeting of the Board of
Directors.
24
Appendix A
MANAGEMENT SAFETY FACILITY INSPECTIONS
CALENDAR 2014
.
Facilities Inspection Team:
HSE Manger (Team Leader)
HSE Advisor (Facility Inspector)
Operations Manager (Team Member)
HR Manager (Team Member)
JAN
FEB
MCTOFFICE
MRC
X
MAY
JUN
X
X
NIMR
OFFICE
Site
Visits
APR
X
X
X
JUL
AUG
SEPT
X
X
X
X
X
OCT
NOV
X
X
X
X
DEC
X
X
X
X
25
HSE PLAN 2014 MONITORING AND TRACKING
No
Abr
Action
Party
Freq
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Remarks

See report
LEADERSHIP AND COMMITMENT
1.1
GM/HSEM
1.2
HSE
1.3
OM
1.4
GM visits
main work
sites
GM
HSEA Visits
all work
sites
OM to Visit
selected
sites
containing
Company
Assets
Ensure that
staff have
HSE targets
in their
appraisals
HSEA
OM
GM/H
SEA
Quarterly



Monthly
x
x
x
x
x
x
x
x
x
x
x
x
See
reports
WEEKLY
continuous
x
x
x
x
x
x
x
x
x
x
x
x
See
weekly
reports
Annually
X
x
x
x
x
x
x
x
x
x
x
x
26
ASAATCO HSE PLAN, Jan-2014
No
Abr
Action
1.5
HSE AND
ALL
MANGERS
1.6
HSE
Provide
immediate and
visible
involvement in
incident
investigations
and reviews
Actively
promote
company safety
award scheme
by submitting
one nomination
each month.
1.7
HSE
Party
Freq
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Remarks
LEADERSHIP AND COMMITMENT
Review and if
necessary
instigate
improvements
to the HSE
Management
System
OPM/
HSE
HSEA/
OPSM
GM
OM
HSEM
ongoing
x
x
x
x
x
x
x
x
x
x
x
x
Monthl
y.
x
x
x
x
x
x
x
x
x
x
x
x
Annuall
y
x
x
x
x
x
x
x
x
x
x
x
x
27
1.8
HSE
Include Incident
and audit follow
up actions as
part of the
internal audit
process
HSEM
OM
Contin
uous
x
Freq
Ja
n
x
x
x
x
x
May
Jun
x
x
x
x
ASAATCO HSE PLAN, Mar-2014
Party
No
Abr
Action
Remarks
Feb
Mar
Apr
Jul
Aug
Sep
Oct
Nov
Dec
HAZARD AND EFFECTS MANAGEMENT
2.1
HSE
Update and review
of the Hazard
Identification
Register.
HSEA
Target two
a month
and when
necessary
x
x
x
x
x
x
x
x
x
x
x
x
2.2
HSE
Complete a Job
Safety Analysis
(HRA'S) and risk
assessment
reviews of all
critical operational
activities.
HSEA
Target 1
per month
x
x
x
x
x
x
x
x
x
x
x
x
2.3
HR/
HSE
All personnel to
have completed
2 Years medicals
and the medical
check to work in
interior as per PDO
requirement.
HSEA
1 Years
Ongoing
x
x
x
x
x
x
x
x
x
x
x
x
28
2.4
GM
2.5
OM
No
Abr
Ensure compliance
with Appendix III
of PDO’s SP 2000,
reports are to be
submitted to
Division Manager
and HSEA.
Record all
observations using
the STOP system
and submit reports
to HSEA.
Action
Journey
Managers
Monthly
Ongoing
HSEA
Monthly
Ongoing
Party
Freq
x
Jan
x
x
x
Feb
Mar
Apr
x
May
x
x
Jun
Jul
x
x
x
x
x
Aug
Sep
Oct
Nov
Dec
Remarks
HAZARD AND EFFECTS MANAGEMENT
2.6
HSE
Action points and
lessons learnt as
a result of an
HSE incident
must be
disseminated to
all concerned as
soon as possible
after the event
OM
HSEA
As soon
as
possible
after the
event
29
2.7
HSE
No
Abr
Lessons learnt
from Field and
emergency
response
exercises must
be clearly
document and
briefed to all,
Action
HSEA
OM
Within 1
week of
each
exercise
Party
Freq
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Remarks
ORGANISATION RESPONSIBILITIES AND RESOURCES
3.1
HSE
3.2
EC
3.3
EC
3.4
CL
The Companies
organisation charts
to be reviewed and
maintained up to
date
Confirm job
descriptions
contain details of
the employee’s
responsibility for
HSE, and his
empowerment to
stop unsafe work.
Confirm each
employee
understands the
HSE responsibilities
associated with
their job.
Ensure
periodic/certificatio
n by 3rd party on
Quarterly
(When
Required)
x
Annually
and when a
new job
description
is issued
x
HRM
HSEA
Annually
x
HSEA
When
applicable
HSEA/G
M
HRM
HSEA
GM
New GM
appointed
and added
to chart
30
3.5
HSE
applicable
equipment
Maintain a Training
Database to ensure
that mandatory
training is updated.
HSEA
Updated
Monthly
x
POLICY AND STRATEGIC OBJECTIVES
4.1
EC
4.2
EC
4.4
EC
No
Abr
5.1
EC
5.2
HSE
5.3
HSE
Review Company
HSE Policy.
After review, issue
the Company HSE
Policy.
The content of the
HSE Policy is to be
discussed with all
employees during
HSE meetings.
EC
Annually.
x
Annually.
x
OM
HSEA
Annually.
x
Action
Party
Freq
Communicate the
HSE targets for
2014 to all
employees.
Carry out all drills
and at each work
site.
GM
OM
HSEA
Annually.
x
HSEA
Monthly.
x
Carry out a man
lost emergency
response
exercise.
OM
HSEA
Annually.
HSEA
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
x
x
x
x
x
Remarks
PLANNING AND PROCEDURES
x
x
x
x
x
x
x
Every 6
mths.
x
31
IMPLEMENTATION AND MONITORING
6.1
OM
Visits sites
containing
company assets.
6.2
HSE
6.3
HSE
Analyse STOP
cards.
Carry out a
facilities inspection.
6.4
HSE
6.5
HSE
6.6
HSE
Maintain an up to
date Action Point
Tracking Register
and submit reports.
to HSEM
Continuous on site
assessments of
individuals carrying
critical activities
Assessments of
drivers who are
deemed to be
suspect in their
driving ability due
to attitude
behaviour or as a
OM
Weekly
HSEA
Monthly.
Inspection
Teams
Monthly.
HSEA
Monthly
HSEA
Continuous
HSE and
Ops Dept
When
Required
32
result of RTA’s
using IVMS reports
RAG and DMS
interlinked
No
Abr
Action
Party
Freq
7.1
HSE
GM to oversee
internal inter
company cross
audit.
GM/HSEM
Annually.
7.2
HSE
Carry out audits on
all sub-contractors.
HSEM
Carry out an
internal audit on
the Safe Journey
Management
System.
HSEM
If Third
Party’s are
applicable
6 monthly
7.3
HSE
No
Abr
Party
Freq
8.1
HSE
ESC
Annually.
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Remarks
AUDIT
Action
X
Jan
Feb
Mar
Apr
May
Jun
X
Jul
Aug
Sep
Oct
Nov
Dec
Remarks
REVIEW
Review Company
HSE MS.
X
33
8.2
CL
Review progress of
this HSE plan.
ESC
Quarterly.
x
x
x
x
AL SAJ AL –ABIYAD TRAD& CONT.CO
DRIVERS MERRIT SCHEME.
DRIVERS WILL BE JUDGED AND REWARDED BY THE FOLLOWING:
Rag report weekly.
HSE incidents
LTI
RTA
Safe journey management
Good house keeping vehicle
 Diesel usage against company average bench OF 1.800 KM TO A LITRE FOR WINCH TRUCKS.
 Diesel usage against the company average bench mark of 0.800 km to a LITRE for an
OILFIELD TRUCK.
 Driver will be awarded a bonus quarterly for KPI set for fuel usage or disciplinary actions for
misuse.






34
 Infield reports from Contractors logistic personnel good or bad
 Reports from Rig and hoist managers good or bad.
 Any disciplinary actions or letters against.
 Reporting safe and unsafe acts-STOP.
35