HSE International Issue 92 by HSE International Magazine

Health, Safety & Environment Worldwide

ISSUE 92 OCTOBER 2014

FELTECH RoSPA AWARDS 2014 JOSEPH ASH GALVANIZING LTD LAND SECURITIES OIL & GAS UK ABERDEEN DRILLING CONSULTANTS LTD

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Contents: October 2014

News:

Transport & Logistics: Crossrail

Facilities & Property Management: Feltech

RoSPA Awards 2014:

Steel Industry: Joseph Ash Galvanizing Ltd

Real Estate: Land Securities

Oil & Gas UK

Energy & Utilities: Aberdeen Drilling Consultants Ltd

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Foreword: October 2014 This month in HSE International:

y the time this issue goes to print, we will have the results of the Scottish referendum. Whether this will be a yes or no vote is yet to be established, and it will be interesting to see the result and how it will affect not only the future of Scotland, but the UK, Europe and the rest of the world. In our ‘News’ section, this month we focus on topical stories from Oil and Gas giants Shell, who discuss future plans within the industry alongside the Scottish referendum, as well as other top stories from around the globe. We then present an in-depth review of our cover story, Crossrail. As the biggest construction project in Europe, Crossrail is one of the largest single infrastructure investments ever undertaken in the UK. Construction of the Crossrail project began at North Dock in Canary Wharf on 15 May 2009. Five years on, over 44 million hours have been worked, with the project employing over 10,000 people across more than 40 worksites throughout London and the southeast. Crossrail will add 10% capacity to London’s rail network. It will serve 40 stations, connecting Reading and Heathrow in the west with Shenfield and Abbey Wood in the east via central London. We speak to Steve Hails, Health & Safety Director about what goes into managing a project of this size and the health and safety policies in place to ensure all workers are protected at all times. In our ‘Facilities & Property Management’ section, we speak to Peter Fell, Managing Director of Feltech, a business working at the cutting edge of technology in the audio / visual broadcast and installation industry. We discuss Feltech’s approach

to health and safety, their relationship with BIFM (British Institute of Facilities Management) and some of the company’s recent projects. As part of our RoSPA Awards 2014 coverage; this month we focus on Joseph Ash Galvanizing, who won a ‘Gold’ award earlier this year. Investing in their people by delivering in-house bespoke health and safety training courses, and with Directors, Managers and Supervisors all holding formal health and safety qualifications, Joseph Ash has embedded health and safety as a company culture. We caught up with Stuart Whitehouse, Health, Safety & Human Resources Manager to find out more. In our ‘Real Estate’ section, we speak to Clive Johnson, Group Head of Health & Safety at Land Securities. Being the largest commercial property company in the UK, Land Securities now own and manage more than 24 million square foot of property. With recent debates about the Scottish referendum, the UK Oil and Gas industry has been one of the hottest topics over the past month. We are pleased to present an introduction to Oil & Gas UK, the representative organization for the UK Offshore Oil and Gas Industry. We speak to Robert Paterson, Health, Safety & Employment Issues Director about the organisation and the offshore oil and gas industry. Finally, we speak to Aberdeen Drilling Consultants to discuss their relationship with Oil & Gas UK, and their approach to health and safety in one of the most demanding working environments on the planet.

Jonathan Seale Magazine Manager

Magazine Manager: Jonathan Seale Editor: Stuart Morrison Production Manager: Rosalie Clarke Magazine Design: Samuel Walker Senior Projects Manager: Roger Harker Projects Manager: Mike Williams Contributors: Sarah Lawton Graham McDonald Oil & Gas UK For more information, please contact a member of our team at: info@hseinternational.co.uk https://twitter.com/hse_int

HSE International Magazine is published by: Olympus Publishing Limited 22 Tudor Road Wilmslow SK9 2HB United Kingdom9 2HB All material is the copyright of Olympus Publishing Limited. HSE International Magazine is the property of Olympus Publishing Limited. The publication may not be reproduced or transmitted in any form whole or part without the written permission of a director of Olympus Publishing Limited. Liability: While every care is taken in the preparation of this magazine, the publishers cannot be held responsible for the accuracy of information herein, or any consequence arising from it. In the case of company product reviews or comments, these have been based upon the true and honest opinion of the editor at the time of going to press.

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NEWS Shetland), so it’s not as if we are completely stepping away from the North Sea. We are just engaged in the normal active portfolio management where we prune ourselves of end of life, late life assets and where ownership is better had elsewhere ... and where basically we have a bigger bang for our buck elsewhere.”

Shell vows to invest billions in North Sea The chief executive of Royal Dutch Shell has said the company will invest billions of dollars in the North Sea in coming years and signalled it has no major concerns about the prospect of Scotland voting for independence

en van Beurden highlighted the oil and gas giant’s enthusiasm for areas like West of Shetland after the company posted a one third increase in underlying profits for the second quarter helped by strong oil prices. The Anglo-Dutch company made $6.1 billion (£3.6bn) net of one-offs in the three months to June. It made $4.6bn in the same period of 2013 under Mr van Beurden’s predecessor Peter Voser. Asked if Shell had developed contingency plans for Scotland becoming independent following the referendum in September, Mr van Beurden said, “As I’ve said before in December I think we would prefer it for the UK to remain a single country.” “There is of course uncertainty that would flow from a Scottish independence outcome, but then having said that we would of course deal with Scottish independence in the way that we would have to. I don’t think there is in that sense anything that we are deeply concerned about.” Mr van Beurden, who took charge in January, indicated that Shell is likely to remain a big player off the UK after he has completed rationalising the company’s global portfolio to boost returns. Shell put three relatively small, mature assets off Scotland, including the Sean field, up for sale earlier this year. However, Mr van Beurden indicated sales of such assets formed part of routine house-keeping in the North Sea. He noted, “You have to bear in mind that there’s also significant growth still. We still invest for the next few years two billion dollars a year particularly in Clair and Schiehallion (West of

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hief financial officer Simon Henry noted fiscal and regulatory changes could boost activity in the North Sea in coming years. He said Shell welcomed the direction of the recommendations made in the recent review of the North Sea industry and related regulatory issues by oil services tycoon Sir Ian Wood. Noting the UK Government has launched a review of North Sea taxation, Mr Henry said, “The combination of the two, the regulatory development and the fiscal review we see as a great opportunity for the UK to maximise the remaining value.” Mr van Beurden said Shell had made good progress with efforts to improve its performance but had a long way to go. The Dutch executive highlighted the oil products business and North American resources, such as shale, as areas where Shell needs to do better. Shell has made big losses on hefty investments it has made in shale in the US. It has decided to focus on liquids rich shales. The company recorded $1.9bn impairments in the latest quarter, mainly related to dry gas properties in the US. “There may be even more write-downs to come,” said Jason Kenney, analyst at Santander, who has a “hold” rating on Shell’s shares. Mr van Beurden told of his sadness about the crash of the MH17 Malaysia Airlines flight in eastern Ukraine in July, which took the lives of four Shell employees and many of his compatriots and which he described as a terrible tragedy. He said it was too soon to assess the implications for Shell’s operations in Russia, which faces more sanctions for its support for rebels in eastern Ukraine. Analysts had expected Shell to make $5.46bn underlying profit in the second quarter. Shell announced a quarterly dividend of $0.47 per ordinary share, up four percent year on year. The company said the value of its share buybacks and dividends for 2014 and 2015 would exceed $30bn. Royal Dutch Shell A shares closed up 58.5p at £24.41. `

Original Source: http://www.hseinternational.co.uk/ shell-vows-to-invest-billions-in-north-sea/

Shell UK Ltd set to cut 250 North Sea jobs Energy giant Shell is to shed 250 posts from its North Sea operation over the next year. Employees and contractors will be affected by the cuts, which target onshore positions

Shell spokeswoman said, “Shell UK Ltd is reorganising its upstream onshore operations to better serve the needs of its offshore facilities and to build a stronger long-term business in the North Sea. “Following staff consultation, Shell expects to reduce employee and contractor headcount by a total of around 250 positions over the next year.” “Revisions to the onshore organisation will be implemented by the end of 2014.” “Shell is determined to ensure that it continues to deliver safe, competitive operations in its North Sea portfolio and maximises value from its operated assets.” Shell produces around 12% of UK oil and gas and has interests in more than 50 North Sea fields. The company operates some 60 offshore and sub-sea installations and three onshore gas plants at St Fergus, Mossmorran and Bacton. It is understood the jobs will go at Shell’s office in oil and gas hub, Aberdeen.

In August, Parent company Royal Dutch Shell pledged to return more than 30 billion US dollars (£18 billion) to investors over two years, as quarterly profits rose by a third. Earnings for the second quarter of 2014 excluding one-off items increased 33% to 6.13 billion US dollars (£3.63 billion) but chief executive Ben van Beurden said he was determined to get a “tighter grip” on business performance and management. Last month fellow oil giant Chevron announced it was to cut 225 jobs in Aberdeen as it reorganises its North Sea operations.

he US firm said employees, contractors and expatriate workers will be affected. The Scottish Government said it recognised that it was a difficult time for workers affected by the announcement and it hoped the redundancy figure could be reduced through restructuring and relocation. A spokesman said, “The Scottish Government will work closely with Shell and with those who face redundancy to help them into alternative employment through our Pace initiative.” He added, “We welcome Shell’s continuing commitment to the North Sea, particularly their ongoing investment over the next few years of two billion dollars a year in Clair and Schiehallion, and there is no indication that this will impact directly on North Sea production or field development. “As Oil and Gas UK has said, overall there was £14.4 billion investment in 2013 and the industry intends to invest a further £13 billion this year. This provides a clear signal that attractive opportunities still remain in the North Sea.” “However, as the report from Scotland’s Independent Expert Commission on Oil and Gas made clear, a fundamental shift in the way oil and gas policy is formulated is long overdue. Only with the full powers of independence can we bring stability, predictability and a long term positive future to the North Sea.” `

Original Source: http://www.hseinternational.co.uk/ shell-uk-ltd-set-to-cut-250-north-sea-jobs/

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Time To Stop Talking & Start Acting – New Alliance To Cut The Queues At A&E The Royal Society for the Prevention of Accidents and the College of Emergency Medicine have formed an alliance to reduce injuries and relieve the pressure gripping Accident and Emergency departments

oSPA, the UK’s family safety charity and the College, which works to ensure high quality emergency care, have committed jointly to highlight the problem of people who have suffered preventable injuries attending A&E. Their partnership will be known as the AlliancE. There are 21million A&E attendances across England each year, with accidents being a principal cause. Among their work together, the two organisations will take forward a project on data collection, seeking to bring about the introduction of standardised A&E attendance data to highlight the burden of accidents on emergency care. This project will also involve the reintroduction of detailed accident causation data, based on a sample of hospitals, enabling the targeting of preventative action and filling the hole left by the Government’s closure of the UK’s world-leading Home and Leisure Accident Surveillance Systems in 2002. The AlliancE will demonstrate the causal link between prevention and treatment, linking RoSPA prevention campaigns

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directly to the consequences of unintentional injury. A&E practitioners will give real-life examples of their work and victims will describe the circumstances of their injuries, with some suggestions of how these might have been avoided. By linking the whole process together, the AlliancE will be able to create a much greater impact on the public than traditional messaging methods. Tom Mullarkey, RoSPA chief executive, said, “The A&E crisis is not going away. We cannot sit idly by, simply listening to the rhetoric and watching more money being pumped into the system, but seeing no change coming about. It’s time to start acting. By working closely with the College, we will be combining prevention and treatment angles for the first time. With 1 in 40 of us likely to die in an accident and 1 in 10 receiving at least one serious injury during our life, it’s clear that action is needed. The good news is that accident prevention is relatively easy and inexpensive to deliver and produces fast results - something that is crucial given the current A&E crisis.” Dr Clifford Mann, College of Emergency Medicine president, said, “With RoSPA, our joint commitment is to make a contribution that will not only reduce the number of people suffering the painful and often traumatic consequences of preventable accidents, but will also translate this effect into significantly reduced pressure on our struggling A&E departments. This will mean doctors and nurses can concentrate on helping patients experiencing life-threatening health problems, improving the service for everyone involved.” Other elements of the AlliancE will be a regular programme of top-level events and communications, highlighting the benefits of bringing together the prevention and treatment communities, plus a focus on key accident issues throughout the year. `

Original Source: http://www.rospa.com/news/releases/ detail/?id=1332

Foster & Partners to design new, sustainable Mexico City Airport

The contract for an ambitious new airport in Mexico City has been awarded to Pritzker Prize–winning British architect Norman Foster of Foster & Partners.

oster joined forces with Mexican firm FR-EE, led by Fernando Romero, son-in-law of Mexican billionaire Carlos Slim, and NACO (Netherlands Airport Consultants) on the winning submission. Foster’s team aims to make this the world’s most sustainable airport. The LEED Platinum design imagines a building outfitted with innovative systems to collect rainwater and sunlight to produce energy. Building materials are to be sourced domestically and sustainably wherever possible. Construction will be completed by locals, creating jobs in the surrounding area. Initial renderings reveal one large central terminal—more eco-friendly than powering multiple structures—under an undulating ceiling. Foster & Partners have some experience with weaving local aesthetics into airport designs: the Queen Alia International Airport in Amman, Jordan, features shapes inspired by Bedouin tents, and Beijing Capital International Airport’s Terminal 3 reimagines the dragon motif ubiquitous in Chinese imagery. `

Original Source: http://www.hseinternational.co.uk/fosterpartners-to-design-new-sustainable-mexico-city-airport/

European Commissioner for Health and Food Safety Elected Lithuania’s former health minister Vytenis Andriukaitis has been elected as the new European Commissioner for health and food safety and will take up his new post in October

he appointment was part of the European Commission president Jean-Claude Juncker’s unveiling of his new European Commission who will aim to tackle the big political changes Europe is facing, including unemployment, investment and security. Juncker said, “In the new European Commission, form follows function. We have to be open to change. We have to show that the Commission can change. What I present to you today is a political, dynamic and effective European Commission, geared to give Europe its new start.” Andriukaitis will work alongside the College of Commissioners to promote health and wellbeing in all EU policy areas, curb harmful use of alcohol, create initiatives to address discrimination, upgrade defence of child health and withstand a strong, qualified pharma policy based on the public interest. He will also be expected to stand up to corporate lobbies to ensure transparency when working with stakeholders and encouraged to speak out about the risks that the prospective EU and US trade and investment deal could pose to people’s health. Speaking at the European Public Health Alliance (EPHA) 2014 annual conference recently, Andriukaitis said, “Health is not a consequence of growth but also a condition for growth. Investments in public health increase productivity and boost job creation. Health should not only be seen as product of growth: health encourages growth.” `

Original Source: http://www.hseinternational.co.uk/ european-commissioner-for-health-and-food-safety-elected/

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Tunnel VisIon Sarah Lawton digs into the matter of health and safety on Europe’s largest underground construction project with Steve Hails, Health & Safety Director at Crossrail Health & Safety Director Steve Hails

he new Crossrail underground railway received royal assent following nearly thirty-five years of planning and development and the UK Parliament passed the Crossrail Act on 22 July 2008. The confirmed route was from Maidenhead and Heathrow in the west, to Shenfield and Abbey Wood in the east, with new rail stations and tunnels under central London. The route has since extended the original route, beyond Maidenhead to Reading. Crossrail broke ground on 15 May 2009 at Canary Wharf, when Mayor Boris Johnson and the then Transport Secretary Lord Adonis launched the first pile into the North Dock in Docklands, the location of the new Canary Wharf station. With a £14.8 billion funding envelope for infrastructure alone, the Crossrail project will add ten per cent capacity to central London’s rail network. An additional £1 billion has been ring-fenced to fund the rolling stock. Due to open by the end of 2018, the project is currently running on time and on budget. Delivering direct connections to all the major employment centres for the first time, including Heathrow, Paddington, the West End, the City and Canary Wharf, Crossrail will bring more than a million people to within 45 minutes of these centres. At its peak, between Paddington and Whitechapel, 24 trains per hour will run, each capable of carrying 1,500 passengers. Crossrail will make travelling in London and the South East easier and quicker, and help to reduce crowding on London’s transport network. At this stage, transport experts estimate that 200 million passengers will use Crossrail services on an annual basis and expect that many of these will move from road transport to the more environmentally sustainable railways. This project will bring an estimated £42 billion worth of benefit to London and UK economy through regeneration and investment, including over site developments at all of the new stations in the central section. “Europe’s largest infrastructure project, Crossrail already delivers thousands of jobs and business opportunities to companies of all sizes. Well over ten thousand people

are currently employed directly by Crossrail, in addition to thousands more through the extended supply chain which reaches well beyond London. In fact, more than 65 per cent of the project’s supply chain is outside the Capital, more than 50 per cent are SMEs, and 97 per cent are UK companies,” said Steve Hails, Crossrail’s Health & Safety Director. While project funding is split into hundreds of primary contracts (and more than 75,000 sub-contracts), with Crossrail in the position of client to major contractors with health and safety programs of their own, Hails also handles a budget in excess of £1 million for general improvements alone. “As a client, Crossrail expects all contractors to apportion an appropriate amount towards management of health and safety and meet expectations in accordance with the contract. Bidders must bid for new contracts through the Crossrail procurement process and the bid must include an outline of how the pre-defined health and safety expectations will be met, although we do not ask for a breakdown of costs,” explains Hails.

ails joined Crossrail in April 2012, taking over from the previous Health & Safety Director. “My team and I are now responsible for monitoring performance to ensure contractors deliver against the agreed criteria. We have a ‘Target Zero’ branded philosophy with three distinct principles,” he said. Safety is Crossrail’s number one value. The company believes that Target Zero is a state of mind, and key to ensuring a world class Health and Safety standard across the programme, protecting the work environment and

“Due to open by the end of 2018, the project is currently running on time and on budget” HSE INTERNATIONAL

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“This project will bring an estimated £42 billion worth of benefit to London and UK economy through regeneration and investment”

keeping everyone healthy and safe. The Target Zero principles are: •We all have the right to go home unharmed every day •We believe that all harm is preventable •We must all work together to achieve this Hails describes how these principles affect him, his team and Crossrail contractors, “When I arrived in 2012, I was in the fortunate position that these expectations had already been set and many of the principal contracts had already been awarded.” “It is important to explain the ethos of Target Zero. It is regarded as a State of Mind. We aspire to prevent all harm, both health and safety, and we have a firm belief that all harm is preventable. How we achieve that is vitally important. We have to collaborate and work with our tier one contractors to understand what the challenges are from their risk profiles, how they intend to meet those challenges, and how they intend to manage that risk. By looking collectively at innovative means of addressing that risk, we hope to eliminate harm.” “While that’s a very aspirational thing to say in the construction industry, it is something we firmly believe in and we expect our contractors to believe in it also.” “The minimum health and safety requirements for Crossrail were formulated on the back of the 2012 Olympics. We took the lessons learned from their program and that became our minimum expectation. We then enhanced that benchmark, raising the bar higher for Crossrail contracts. One of those requirements was that contractors must have strong management systems in place, as you would expect from big multi-national companies that were expected to deliver Europe’s largest construction project.”

he Crossrail route will link existing Network Rail services, from east to west, through 42 kilometres of tunnels and new underground stations at Paddington, Bond Street, Tottenham Court Road, Farringdon, Liverpool Street, Whitechapel, Canary Wharf and Woolwich. To deliver the new rail sections, teams of dedicated construction workers are working 24 hours a day, to build 21kms of new twin-bore tunnels using eight giant tunnelling boring machines, or TBMs. Each of these machines weighs 1000 tonnes and must weave its way from station to station between existing underground lines, sewers, utility tunnels and building foundations at depths of up to 40m. “The physical challenges and risks of any construction project speak for themselves and these are enhanced for an underground tunnelling project. This makes it even more important that Target Zero remains at the forefront of our contractors’ minds. We have a saying on Crossrail, that health and safety is not a priority, because the priorities change day-to-day. Health and safety is a value, and it’s our number one value.” “For me, the challenge is the cultural element that needs to exist for a program of this scale. With this many contracts, spread over more than 40 sites across London, how do you get everyone bought into the same mentality, the Target Zero ethos? I believe the secret to that cultural development is through collaboration and employee engagement. We needed to make sure that everyone agreed on our ultimate destination - the prevention of harm

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71864_v2 CIR Ad Imple_Train.ai

22/5/07

15:03:11

– and that everyone was agreeable to making that journey together.” “Obviously, to have employee engagement you must be able to assume you already have the buy in from senior management within those organisations, which we do on Crossrail. To retain engagement over the long term we are active as a client. We spend a lot of time with our contractors. We spend time out on site, so we witness everything first hand. We hold a number of events where we get to talk directly with those working on Crossrail on our behalf. We survey our contractors, auditing and measuring against standards, and we ask for evidence to demonstrate mechanisms in place to ensure this cultural environment exists, what opportunities employees are given to engage, and how they consult with them and keep channels of communication open.” Prior to beginning his role with Crossrail, Hails held a number of senior health, safety and environmental roles with Siemens Energy. Most latterly, he was Global Head of Environment, Health & Safety for Siemens Renewable Energy based out of Denmark. Like many health and safety professionals, Hails comes from an engineering background and moved into health and safety around twenty years

“We aspire to prevent all harm, both health and safety, and we have a firm belief that all harm is preventable” HSE INTERNATIONAL

TRANSPORT & LOGISTICS: CROSSRAIL

“ It is essential that each team member is highly trained so they know exactly what they are doing”

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ago. His experience includes a stint with the Engineering Employers Federation (EEF), a UK manufacturing association, and Procter & Gamble. “Crossrail holds the philosophy of sharing best practice in health, safety and environment. Having taken lessons learned from the Olympics, we feel it incumbent upon us to take these lessons and pass them on to other large infrastructure projects, such as Thames Highway, High Speed 2 (HS2), and Crossrail 2, if and when that comes round. We meet with members of these projects, so they can learn from the early stages of the Crossrail project and help them structure their own future plans based on our experiences. We also offer our best practice guides, which identify opportunities for improvement, not just on Crossrail but in the wider industry.”

“Crossrail expects all contractors to apportion an appropriate amount towards management of health and safety” 16

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rossrail’s best practice guides are freely available for download from the company website. “When I arrived at Crossrail I said we had an opportunity to build on what we learned from the Olympics. For too long, we have whispered ‘health’ and shouted ‘safety’. I wanted to get greater parity between the two. The Olympics started the process by having mechanisms in place to allow great conversations to emerge. We talked about ‘employee health’ and ‘worker health’. We’ve built upon that.” “We insist on a certain level of clinical occupational health provision and expect all Crossrail employees to have access to health and wellbeing services, as they did on the Olympics construction project. In addition to this minimum standard, we also require our contractors to be members of the Constructing Better Health scheme, ensuring that occupation health providers have SEQOHS (Safe Effective Quality Occupational Health Standard) accreditation. Because we are twice the size of the Olympics project, we had to adapt our model while maintaining the same level of quality, so we went down the CBH route.” “We want to continue to reduce the incidents of accidents and ill-health on Crossrail. One thing that we are particularly proud of, and believe we have pioneered, is our Health and Safety Performance Index, or HSPI. A process that considers a number of leading indicators within the six pillars of Target Zero.”

The six pillars of Target Zero are: • Leadership and behaviour • Design for health and safety • Communication • Workplace health • Workplace safety • Performance improvement “Contractors are measured on leading indicators in each of these pillars and that performance creates their HSPI score. The HSPI has increased month-on-month, yearon-year, and we see a correlation between the strongest performing contracts, with strong HSPI, and low accident frequency rate (AFR). So, by investing in leading indicators the outputs take care of themselves.” On 11 August 2014, Jessica (one of the tunnelling machines) completed her 900m journey at Victoria Dock, rendering the Crossrail tunnels 83 per cent complete. Like all Crossrail’s TBMs, Jessica is over seven feet in diameter and 150 meters long. She is essentially an underground factory or processing plant, operated by a team of 10-15 people, each one with a very specific job. It is essential that each team member is highly trained so they know exactly what they are doing. “Before they were accepted into the UK, the TBMs were subjected to factory acceptance tests at the manufacturing site in Germany. When they arrived in the UK, we applied the strictest rules to ensure that the machines were operating in accordance with design criteria and safe

operation of the plant. That includes people being in the right place at the right time and making sure that they are out of harm’s way so the machine can work safely and efficiently.” “Because we are the largest infrastructure project in Europe, we have attracted a lot of engineering talent. We particularly rely on our underground engineering and tunnelling talent, as you can imagine. We monitor our works on a minute-by-minute basis. When you are building such structures underground, there is always the potential for something above ground to move. We have tens of thousands of sensors across London, delivering millions of data points to our underground construction information management system, or UCIMS, which monitors this information for movement or settlement in real time. Our

One Team, One Spirit A long established Joint Venture bringing experience, Crossrail Green Line Award Winner 2013

Crossrail Sustainability Awards Winner 2014

Working with you to leave a for future Murphy Group www.murphygroup.co.uk

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expert engineers, and those of our contractors, then advise on how to best manage that settlement.”

o deliver the Crossrail branch to Abbey Wood, a part of the construction work involves reusing the disused Connaught Tunnel on the former North London Line branch to North Woolwich. Around 550 metres long, the Connaught Tunnel is a Victorian structure that runs between Royal Victoria Dock and Royal Albert Dock close to London City Airport. “Reusing the Connaught Tunnel came with its own challenges. Probably the biggest of which was the fact that the tunnel wasn’t big enough to accommodate Crossrail trains and the overhead electrical equipment the trains run on. That meant it needed to be widened and deepened.” “The original plans to take a TBM through that section had to be adapted when it was discovered that the tunnel was in a less stable condition than expected. We had to change the type of work we were doing, put in a cofferdam, and drain approximately 13 million litres of water from the Docks to allow access to the tunnel from above.” “Despite the fact that a lot of this tunnel was documented – we managed to get hold of the engineering drawings – it was not until we got in and specifically surveyed the structure that we realised what we were dealing with. The Victorians constructed the tunnel to withstand a great deal and the actual mortar of the brick structure is immense and difficult to break out.” “As with any underground construction, it is important to know what the ground has been used for previously and what might be leaching through as a result. Methane and hydrogen sulphide gas, for example, can be an issue. That part of London was also heavily targeted during World War II, so we carried out extensive surveys to look for unexploded devices.” Crossrail pushes the boundaries for a construction project from a sustainability perspective as well. The company appreciates the disruption the project causes, and has strong teams in place to liaise closely with the local community. Crossrail is particularly proud of its program to protect vulnerable road users in London and insists that all its vehicles must meet safety requirements, well above the standard, to protect cyclists. No vehicle accesses a Crossrail site unless it meets these standards. To date, the company has trained more than 7,300 drivers and these standards have now been adopted across London. Crossrail has been instrumental in the creation of a workrelated safety guidance document for HGV drivers and a number of hauliers have implemented these standards across their entire fleet. When asked what advice he would give others hoping to maintain such high levels of health and safety, Hails said, “I’ve already mentioned the importance of learning lessons from others and the need to engage with other projects as soon as you possibly can. Engagement with your tier one contractors is key. You must then make sure your contractors then engage with their supply chain and that all employers engage with their employees. It is also important to create a common vision. Then you can embark on a collective journey. That way, everyone is pulling in the same direction.”

“We also offer our best practice guides, which identify opportunities for improvement, not just on Crossrail but in the wider industry”

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FACILITIES & PROPERTY MANAGEMENT: FELTECH

A passion for perfection Feltech work at the cutting edge of technology in the audio visual broadcast and installation industry. Graham McDonald spoke to their Managing Director Peter Fell, about his approach to health and safety and some of the companyâ&#x20AC;&#x2122;s recent projects

eltech were formed in 1989 and since then, they have built an enviable reputation for delivering exceptional results across the industry. The business covers all aspects of audio visual and broadcast systems design, integration and installation. The Feltech team possess specialist skills across all audio visual and broadcast disciplines. They have twenty five years of experience delivering turnkey solutions from concept through to design, integration and equipment supply, alongside installation and maintenance. Their account teams also play a key role, translating client briefs into viable technical solutions. They manage accounts throughout the process, ensuring continuity and accountability. The team combine a passion for technology with a flair for helping companies and organisations adapt and keep up with the

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pace of change. Their resources embrace the skills of electrical and mechanical engineers, IT specialists and creative producers. They work with systems architects, CAD designers, trouble shooters and programmers, and together, they help realise a more technically innovative future for their clients and for the business. Feltech operate within 6 main industry sectors: Audio Visual, Broadcast, Events, Host Broadcast and Media Services coupled with Immersive Learning, IPTV and Digital Signage, as well as Technical Support and Maintenance. Their business covers the whole of the UK and Europe, with clients from Belfast to Gibraltar and Canary Wharf to Paris. They have worked with government departments, FTSE 500 companies and the emergency services, and also have clients in the banking

sector and educational institutions. Feltech understand that each client is unique and with this in mind, they spend time providing tailored solutions for every individual situation. Feltech’s Managing Director Peter Fell has worked in Broadcast Television for over 30 years. He started his career at Independent Television News (ITN) before forming Feltech in 1989.

eter has a wealth of knowledge across all facets of the broadcasting and audio visual industries. He is still an engineer at heart and plays an active role in the detailed system design of the projects that Feltech install. Recent projects that Peter has managed include The Foreign and Commonwealth Office, National Police Improvement Authority, the QEII Conference Centre and The Royal Institute of International Affairs. Peter has a reputation within the industry for finding technical solutions to the most challenging problems. He brings a unique insight to projects with his in depth technical knowledge and project management expertise. Peter oversees the delivery of all Feltech projects from small scale system upgrades to complex multi-site installations. He works closely with clients to ensure that all work is delivered on time, on budget and to the highest standard. Peter is IOSH accredited, Prince2 Certified and is actively involved with the business at every level. Feltech are socially responsible in all of their activities and are also dedicated to the ethical commitment they make to the environment. Peter said, “We are committed to continuous improvement and constantly strive to reduce our carbon footprint. We are dedicated to offering future technologies that enable our customers to do the same.” The company’s aim for 2015 is to further grow the business and to offer the best possible service to customers through increased certification, innovation and attention to detail. They plan to add ISO 2700 Information Security to their three existing ISO standards in 2015.

ealth and safety is of paramount importance in any industry, and Feltech are no exception. Health and safety is part of their ISO accreditations (which currently include ISO 9001, 14001 and 18001) and Prince2 processes and methodologies, and is integral to everything Feltech do. Peter told us more, “Health and safety isn’t a program at Feltech, it’s a way of life. We take a holistic, proactive approach which embraces health and safety rather than compartmentalises the process.”

“We are committed to continuous improvement and constantly strive to reduce our carbon footprint”

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For more info about NEC products and solutions contact Vanessa Kennedy on +44 (0) 7771 974242

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NEC Displays are proud to support Feltech with whom we share a continued prosperous business partnership.

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FACILITIES & PROPERTY MANAGEMENT: FELTECH

“Our record of zero reportable accidents is a testament to the importance that we place on safe working practices throughout the business”, he added. Asking Peter if he had any advice to offer other organisations that may be struggling to meet exemplary standards of safety, he said, “Encourage and share best practice. Appreciate the need to communicate policies clearly and support your team. Champion safety standards rather than view them as a chore or inconvenience. In the long term, if you can demonstrate that you work safely and to a high standard, then more work will follow.” A major project recently completed by Feltech is the Babcock Immersive Learning Suites for the London Fire Brigade. This involved the design, supply, installation and commissioning of twin incident command suites in West and East London. These state of the art facilities use the latest technology to take immersive learning to the next level. The systems allow the Emergency Services to run linked interactive training sessions at their own locations. The Police, Fire and Ambulance services can work together in a virtual world

“Health and safety isn’t a program at Feltech, it’s a way of life”

to recreate what would happen on the ground in real life disasters or accidents. The centres were launched on 9th June 2014 and replace the brigade’s Southwark site, which has been training firefighters since 1878.

he award-wining JCB Presentation Theatre showcases the expertise that Feltech can offer to their clients. The theatre is a truly integrated system on every level and is housed within the visitors centre at JCB global headquarters in Rochester, alongside ‘The Story of JCB Museum’, and is the base for factory tours. The venue is used on a daily basis to host a wide range of events. These include global dealer conferences, product launches, press conferences and presentations to visitors. The Theatre makes use of cutting edge technology. An Automation System allows everything from lighting cues to curtains to be preprogrammed, saving time when repeating presentations several times a day. Language Accessibility allows non-English speaking visitors to listen to translations in their language via a single set of headphones throughout the facility, using the Sennheiser Guideport system. The 5.1 surround sound system is provided by the country’s first permanent Bose Room Match Array. A wireless Theatre Talkback system, ECO LED Intelligent lighting, full HD projection and video playback in multiple formats (including Blu-ray, DVD and Apple TV) ensure that the JCB Theatre will remain at the cutting edge for many years to come.

n October 2011, Feltech successfully pitched to consultants MJC for the audio visual contract to fit out Expedia’s European Headquarters in The Angel Building, Islington. The first stage of the project was completed in December 2012. Feltech were then asked to work on additional rooms on site. Two and a half floors of the building (around 90,000 square feet, designed for 800 staff) are now complete. Scheduling and teamwork was paramount during construction. Feltech’s team of installation engineers and project managers successfully worked alongside the building outfitters, electricians, artists and designers. Together, they worked around the clock to complete the project on time and within budget. The main reception area welcomes visitors with a video wall comprised of 9 46 inch Samsung screens and a Bose speaker system. The screens display a variety of information including commercials and company information. The ‘Market Place’ acts as the main eating and collaborating area for Expedia staff. It also incorporates the IT helpdesk for the office. The area features multiple 40 inch Samsung screens displaying the Feltech installed IPTV systems, alongside desk mounted iPads. A series of recreational areas complement the office space. These include table football and wall mounted 55 inch screens with Xbox 360’s. There are 50 meeting rooms, all with individual themes designed to inspire and motivate the staff. Whether classical or modern, all rooms have key audio visual elements seamlessly integrated into their design. 8 of the rooms are designated video conference suites with Polycom HDX 8000 HDVC solutions and touch panels in dual set ups. These allow for both standard video conferencing and content sharing sessions. The Angel Building houses the control centre for Expedia.

com. Three screens were installed by Feltech alongside the necessary technical feeds for that area. These ensure that the technical staff have access to all the information they need 24 hours a day. The European Headquarters of Hotels.com is also housed in the building, occupying the fifth floor. This area is complemented by 5 touch screens embedded into a wall that display an interactive map of the world.

eltech currently have projects underway with the University of Greenwich (TV studios and editing suites), and QEII Conference Centre (AV Cable Infrastructure Upgrades). They also work with Barclays and the Foreign Office. Feltech have accounts with all of the major AV and Broadcast manufacturers and distributors, and work closely with them on all of their projects. Feltech ensure that they design and supply the most fitting, cutting edge technological solutions to their customers. Peter told us more, “Much of our work comes via AV consultants so a close working relationship with them is key to the growth of the business. Most of our work is carried out by our team of in-house engineers. At peak times, however, we will employ a number of known and trusted freelancers to help bolster our

“Our record of zero

reportable accidents is a testament to the importance that we place on safe working practices throughout the business” HSE INTERNATIONAL

FACILITIES & PROPERTY MANAGEMENT: FELTECH

installation workforce.” As part of their Prince2 methodologies, Feltech undertake a series of capacity, capability and financial stability assessments for subcontractors and regularly review approved subcontractors. Peter said, “Our high level of commitment to quality and customer satisfaction is paramount. Feltech actively seek out innovation and continuous improvement from our approved contractors and review ongoing relationships at annual meetings.” Feltech take their corporate responsibility towards the built environment very seriously. They believe that a company’s longterm financial success goes hand in hand with its record on social responsibility, environmental stewardship and corporate ethics.

“In our world of changing technologies, business, environmental, social and governance responsibilities are integral to success”, Peter said. Feltech actively seek out new technologies that can help both the business and their clients businesses improve their carbon footprints. The company is committed to limiting their environmental impact and champion environmental stewardship.”

ne of the key considerations for Feltech’s recent AV Award winning installation for JCB focuses on the need to address environmental targets within the lighting scheme. They specified a new modular rigging structure to support multiple intelligent light installations. These consisted of ECO LED Intelligent moving heads and colour wash fixtures

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11/09/2014 15:43

for the stage area and ECO LED Chrome Pixel Strips for side wall effects. These changes reduced the power consumption of the facility by around 60%, achieving one of the major goals of the upgrade. Feltech work closely with clients to identify where new technologies can help to improve their environmental interests. Projectors and screens are an area where Feltech have been able to offer clients vast improvements in energy consumption and increase product longevity through intelligent use of technologies. A good example is the new range of laser-based video projectors, the light source of which lasts 10 times longer than conventional lamp-based projectors. Alongside their ISO certifications, Feltech are Building Confidence and Safe Contractor approved and are also members of the BIFM (British Institute of Facilities Management). Key staff are Prince2 Certified practitioners. Building Confidence and Safe Contractor accreditation give the construction companies that work with Feltech the assurance that they are dealing with suppliers of the highest standard. Prince2 demonstrates the company’s commitment to professionalism and helps “to separate the men from the boys.”

eltech were awarded the Business Installation of the Year Award at the prestigious AV Awards in 2013 for the JCB Presentation Theatre. They are delighted to have been shortlisted for the 2014 awards for the Babcock Immersive

Learning Suites installed for the London Fire Brigade. As a growing company, Feltech are always on the lookout for new and talented individuals to join their team. Peter said, “We are great believers in the benefits of training and encourage all members of staff to attend as many relevant and industry specific training courses as possible. This provides two benefits; the individual progresses in their career, broadening the horizons. Secondly, the company achieves better engineered solutions for our clients, which fosters long term relationships and repeat business. It’s a win-win situation.” Asking Peter what he would say to prospective clients reading this article and why they should use Feltech’s services, he said, “Our proven track record and ability to be flexible whilst delivering outstanding results sets us apart in the field. Many of our larger competitors do not maintain the importance of personal service and are slower to react to client needs.” Feltech appreciate that every client is unique and spend time working on tailored solutions for each individual situation, as Peter explained, “We understand the need to build relationships and trust with our clients and pride ourselves on our passion for perfection. In summary, we are big enough to cope, but small enough to care!” `

“Our high level

of commitment to quality and customer satisfaction is paramount” HSE INTERNATIONAL

ROSPA AWARDS 2014

ROSPA AWARDS 2014 Speaking up for Safety

The annual RoSPA Occupational Health and Safety Awards is one of the most prestigious events in the UK health and safety calendar. The awards ceremony acknowledges outstanding achievement in health and safety across all industry sectors and is internationally recognised as a standard of excellence. Graham McDonald discovers more about the ceremony and the organisation’s history

he Royal Society for the Prevention of Accidents (RoSPA) is a registered charity that has been at the heart of accident prevention in the UK and around the world for almost a hundred years. Across the UK, there are over 14,000 deaths per year caused by accidents plus millions of other injuries, many of which are preventable. RoSPA are dedicated to promoting safety and accident prevention at work, on the road, during leisure activities and at home, through safety education. The organisation’s mission is simple: save lives and reduce injuries. RoSPA began after a public meeting at Caxton Hall in 1916. It was decided that a London “Safety First” council should be elected to tackle the unacceptably high number of road accidents in the city (which were directly linked to the imposition of wartime black outs). The safety council evolved into the organisation that would become known as RoSPA. RoSPA has directed many high profile safety campaigns over the years including: producing a series of workplace safety posters

during World War Two, aimed at improving worker safety in the industrial factories and workshops supplying the war effort; the formation of the Tufty Club in 1961, a road safety club for the under-fives featuring the cartoon character Tufty Fluffytail (created in 1953 by the late Elsie Mills MBE). RoSPA tirelessly campaigned throughout the 1970’s to make car seatbelt use compulsory in the UK - a goal that was finally achieved in 1981 after years of delays and procedural setbacks.

ther important landmarks in the organisation’s history include the introduction of The Highway Code in 1931, with RoSPA represented on the committee that compiled it and the publication of the first issue of Occupational Safety & Health in 1971. In 1991 after a RoSPA five year campaign, the government agreed to make it mandatory for all electrical appliances to be sold with fitted plugs and in 2001, RoSPA lobbied for a European

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ROSPA AWARDS 2014

directive of pedestrian-friendly fronts for new cars. Campaigns RoSPA has or is currently involved in include: Blind Cord Safety, Electric Gates, Lighter Evenings, Young Drivers and Injury Data. RoSPA is a leading provider of safety training courses. It offers courses covering a diverse range of health and safety requirements including professional level NEBOSH and IOSH accredited courses.

he RoSPA Occupational Health and Safety Awards is internationally recognised as a benchmark of excellence in health and safety. For 55 years, the awards has seen a wide variety of organisations enter and achieve success. The awards are a key fixture in the health and safety calendar and have fast become the most sought after accolade by organisations from every industry sector. They offer a prime opportunity to demonstrate an ongoing commitment to raising health and safety standards and to be part of one of the most highly respected and the longest running occupational safety awards programmes. The 2014 RoSPA award dinners in Birmingham were compered by Heart FM radio presenter and personality Ed James. The

organisation’s prestigious presentation parties included RoSPA’s President, Vice President and esteemed Trustees. 2014 saw the RoSPA Awards sponsored by NEBOSH and undergo an expansion that included the addition of new awards events. Alongside the established Birmingham and Glasgow events, celebrations were co-hosted at ExCel London in co-location with the Safety and Health Expo, giving winning companies and organisations even more opportunity to celebrate their success. Within the RoSPA Occupational Health and Safety Awards, there are a wide range of accreditations across the following categories: Achievement Awards, Industry Sector Awards, Environmental, Occupational Health, Workforce Involvement, RoSPA Scotland Trophy, Best New Entry and the Sir George Earle Trophy. The awards credited start at Merit grade, which acknowledges the winner’s commitment to establishing the foundations of health and safety management, up to Order of Distinction, a prestigious accolade awarded to those organisations that have achieved a minimum of 15 consecutive Gold Awards. A graded system of Bronze, Silver, Gold and Gold Medal Awards acknowledge winner’s continual commitment to improvement. The Gold Medal Award is presented

Winner of the Managing Occupational Road Risk Trophy RoSPA CEO Tom Mullarkey, driver trainer Peter Ward from CEMEX UK Operations Limited - Logistics, Lord Brougham & Vaux, CBE, RoSPA Vice President

to organisations who have received 5 to 9 consecutive Gold Awards and is succeeded by The President’s Awards for receipt of 1014 consecutive Gold Awards. This award is an important milestone on the journey to achieving the Order of Distinction. The Industry Sector Awards were introduced in 1993 and are presented annually for the most outstanding performance in health and safety by a company or organisation within a particular industry or sector. To be eligible, organisations must hold a minimum of 4 years of consistently excellent or continually improving health and safety performance. Each award is an engraved trophy to be held permanently by the winning organisation. 2014 winners include: Chemical Industry - Gulf Petrochemical; Commercial and Business Services - Home Retail Group, Argos and Homebase Stores; Construction and Commercial – Morrison Utility Services; Construction and Engineering – Magnox Limited. RoSPA Gold Award winners in 2014 include: 3M Chadderton: Traffic Safety and Security Division; BAE Systems – Munitions; Balfour Beatty Rail Ltd; NHS Supply Chain; United Kingdom Atomic Energy Authority – Culham Centre for Atomic Energy and many more. `

Winner of the Electricity Industry Sector

RoSPA CEO Tom Mullarkey, RoSPA Archangel Award winner Elaine

RoSPA Vice President Lord Brougham & Vaux, CBE, health and

Davies, Lord McKenzie of Luton, RoSPA president

safety director Alan Feakins from EDF Energy, RoSPA CEO Tom Mullarkey

Winner of the Sir George Earle Trophy

Winner of the Chemical Industry Sector

RoSPA CEO Tom Mullarkey, managing director of Magnox

RoSPA Vice President Lord Brougham & Vaux, CBE, president of

Limited Neil Baldwin, Lord McKenzie of Luton, RoSPA president

Gulf Petrochemical Industries Company Dr. Abdulrahman Jawahery, RoSPA CEO Tom Mullarkey

Companies and organisations can enter next year’s RoSPA Awards by completing the following six steps: 1. Choose the award you would like to be entered for 2. Register and pay online 3. RoSPA will then respond with a login and password for the online RoSPA Award Entry Scheme

RoSPA Vice President Lord Brougham & Vaux, CBE, RoSPA Archangel Award winner Joy Edwards, RoSPA CEO Tom Mullarkey

Winner of the Public Service & Local Government Sector RoSPA Vice President Lord Brougham & Vaux, CBE, health and safety development officer Helen Gillett from British Red Cross, UK Operations, RoSPA CEO Tom Mullarkey

4. Log in and compile your entry 5. Keep a record of all the information you provide 6. Submit your company or organisation’s entry by the relevant closing date Applications for 2015 will be taken in the near future. For general enquiries and for more information, visit the RoSPA Awards home page: www.rospa.com/awards

Winner of the Construction Commercial Industry Sector

Winner of the MORR Technology Trophy, Silver and MORR: Gold

RoSPA CEO Tom Mullarkey, Paul Kerridge from Morrison Utility

RoSPA Vice President Lord Brougham & Vaux, CBE, Andy Hohne CFO

Services, Lord McKenzie of Luton, RoSPA president

from Tristar Worldwide Chauffeur Services, RoSPA CEO Tom Mullarkey

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STEEL INDUSTRY: JOSEPH ASH GALVANIZING LTD

Reinventing the steel Sarah Lawton asks Stuart Whitehouse at Joseph Ash how modern galvanizing plants have incorporated sustainability into operations

oseph Ash Galvanizing Ltd is the UK leader of steel finishing services including galvanizing, spin galvanizing, shot blasting and powder coating. With seven plants in UK, the company serves all types of customers from large construction companies and fabricators, to fencing and agricultural specifiers, government departments and even metal sculpture artists. Stuart Whitehouse, Health, Safety & Human Resources Manager, gives the inside story of this company’s long-term success. “Joseph Ash, the son of a Birmingham chemist, founded the company in 1857 with a unique vision focussed upon technical expertise allied to something quite unusual for the time: outstanding levels of customer care,” said Whitehouse. “This guiding principle is one that has sustained the company since and remains at the core of everything Joseph Ash do.” Galvanizing is a corrosion protection process for steel, in which the steel is coated with zinc to prevent it from rusting. The process involves dipping cleaned iron or steel components into molten zinc (which is usually around 450°C). A metallurgical reaction between the iron and zinc forms a series of zinc-iron alloy layers creating a strong bond between steel and the coating. “Today Joseph Ash Galvanizing maintains its position as the leading galvanizing service provider in the UK, with seven strategically located plants providing unrivalled technical expertise, combined with industry-leading levels of customer service to meet the most exacting requirements of our customers and their end users,” continues Whitehouse. “The ethos of outstanding technical expertise and customer care are not just evident in the quality of the work we deliver, but also through the additional services we provide, which include collection and delivery, on-site storage facilities,

bundling, packing and export containerisation, a one-stop shop service for shot blasting, galvanizing and powder coating (at our Medway plant).” “The extensive range of our galvanizing bath size capacities means that we can galvanize items from small nuts and bolts through to large structural steelwork fabrications. We galvanize steel for many industrial sectors, such as construction, transport, agricultural and infrastructure, to name but a few.”

oseph Ash has a strong trading relationship with The Structure group, experts in temporary sports structure construction, having processed steel for them on various projects. One recent project involved developing a temporary platform for the Hampden Park stadium to host the opening ceremony and athletics for the 2014 Commonwealth Games. To make use of the city’s current sports infrastructure when hosting the Commonwealth Games, Ian McKenzie, Glasgow 2014’s head of development, decided to convert Hampden Park from a football stadium to an athletics venue temporarily. To do this safely and efficiently, he contracted The Structure Group, to build a temporary floor suitable for running and long jump. To meet the size requirements of the Commonwealth Games and the International Association of Athletics Federations, The Structure Group had to build a 1.9m platform above the existing football pitch, upon which they fixed the athletics track. With 18,000sqm of heavy specialist deck, over 6000 steel stilts, and 2000 tons of steel components, the platform took over nine months to complete. To provide long-life, low-maintenance corrosion protection

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STEEL INDUSTRY: JOSEPH ASH GALVANIZING LTD

and to safeguard the platform from atmospheric attack, The Structure Group brought in Joseph Ash to galvanize the steel jack heads atop the steel stilts. “The need for a first class galvanizing service delivered on time was a key requirement for this project. The Structure Group was more than happy to let Joseph Ash do what we do best,” said Whitehouse. Construction was complete well ahead of schedule, ready for the Commonwealth Games to open.

herever you are in the UK you are never far away from a project that contains steel that Joseph Ash has galvanized. Sports stadia, retail developments, transport, infrastructure and commercial offices, they all use galvanized steel. “Currently we are involved in projects ranging from multistorey car parks, waste to energy plants, railway electrification and even protecting steel that will be used in the U.S. Embassy,” said Whitehouse. In June 2014, Joseph Ash became the only galvanizing company in the UK to be awarded the RoSPA Gold Award, recognising the company’s health and safety standards, performance and systems. Joseph Ash excels in health and safety by investing in their

“Joseph Ash excels

in health and safety by investing in their people”

46 32

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people through the delivery of in-house bespoke health and safety training courses aligned to the company’s business operations. Company directors, managers and supervisors all hold formal health and safety qualifications, and by embedding health and safety in to the company culture and introducing an occupational health scheme to protect and maintain a healthy workforce, Joseph Ash has ensured ongoing best practice in health and safety management policies, procedures and systems, and an industry leading safety record. Joseph Ash has a keen sense of responsibility for the world around it. It meets or exceeds statutory or best practise environmental standards applicable, works hard at minimising waste and energy usage and is scrupulous in its regard for the health and safety of its employees and visitors. It also takes particular pride in the long life (100 years can be achieved) and environmental credentials of its galvanizing when combined into steel building products, which have been proven to offer substantially lower lifelong environmental impact than other building materials. Pioneers in their sector, Joseph Ash is a founding member of the Galvanizers Association (GA), an industry association providing members with technical and product support through a highly qualified full time team based in the West Midlands. Joseph Ash experts are active on every committee, helping to mould best practice within the galvanizing industry and support sustainable construction in terms of a holistic life cycle approach. The GA Sustainability website (www.sustainable-galvanizing. com) was set up to provide the public with information about how the galvanizing industry is playing its part within the context of sustainable construction. Galvanizing is energy efficient throughout its production and whole life cycle. The

galvanizing process uses natural resources considerately to ensure a relatively low environmental burden.

he hot dip galvanizing process, to EN ISO 1461, involves a number of stages required to achieve the final finish. Omitting the interim rinse stages, these include the following immersions: • Degreasing uses acid or alkaline-based proprietary products, either heated or at ambient temperatures, to produce a clean, oil- and grease-free surface. • Pickling in dilute hydrochloric acid dissolves rust and scale to produce a ‘chemically clean’ surface that will react with the molten zinc. • Fluxing, using a standard fluxing agent such as a zinc chloride and ammonium chloride mix, at temperatures between 50°C and 70°C to help the steelwork dry after it is withdrawn. Drying is important as it helps prevent zinc splash. A separate drying stage is sometimes included. • Zinc Immersion involves dipping the clean steel into a special bath holding molten zinc at 450°C. During submersion, the zinc alloys with the iron in the steel to form zinc/iron alloy layers. As the steel withdraws from the galvanizing bath, a final free zinc layer is laid over the top of this layered base coat. The life of a zinc coating is directly proportional to its thickness. Hot dip galvanizing results in a coating that not only has great abrasion resistance but one that, according to the most recent exposure tests, lasts between 34 and 170 years before the base steel is exposed. According to the GA website, zinc’s resistance to corrosion depends primarily on a protective film (patina) formed on its surface. For atmospheric corrosion, atmospheric contaminants affect the nature and durability of this film. The most important contaminant affecting zinc is sulphur dioxide (SO2) and it is the presence of SO2 which largely controls zinc’s atmospheric corrosion rate. As experts expect the atmospheric SO2 levels to continue to decline, the life of galvanized coatings should extend even further in the years to come. The initial investment of using galvanized steel for long-term protection in construction can provide cost benefits for decades. Galvanizing protects against corrosion and prolongs the life of steel, greatly lowering the environmental and economic cost.

“In June 2014, Joseph Ash became the only galvanizing company in the UK to be awarded the RoSPA Gold Award”

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STEEL INDUSTRY: JOSEPH ASH GALVANIZING LTD

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“Galvanizing protects

against corrosion and prolongs the life of steel, greatly lowering the environmental and economic cost”

alvanizing plants are self-contained, with steel going in at one end and the final product coming out the other. Galvanized steel is easily recycled, re-galvanized and reused. It can also be recycled with steel scrap. Modern galvanizing plants also use zinc very efficiently throughout the galvanizing process. Excess metal from the dipping process deposits back into the galvanizing bath. Zinc that oxidizes on the surface is removed as ash and recycled, and dross from the bottom of the bath is routinely removed and has high recycling value. Other process consumables such as hydrochloric acid and flux solutions also have important recycling or regeneration routes. Spent hydrochloric acid solutions can be used to produce iron chloride for treating municipal wastewater, for example. Closed-loop flux recycling is also used in many plants and improved monitoring and maintenance of flux tanks reduce the volume of sludge for disposal. When compared to other coating technologies galvanizing uses low volumes of water, with plants rarely discharging wastewater. Any wastewater generated can be treated and reused, with only small volumes of stable solids requiring external disposal. While not considered a particularly energy-intensive sector, the galvanizing industry has also set targets for energy efficiency and improved energy management. New technology has seen improvements in burner efficiency, bath lid efficiency, and reuse of waste heat to warm pre-treatment tanks. Plant emissions are also carefully controlled to ensure neighbouring communities are not adversely affected. “All of our plants are regulated to Integrated Pollution Prevention Control (IPPC) permits,” explains Whitehouse. “This requires each installation to have a permit containing emission limit values and other conditions based on the application of Best Available Techniques (BAT). These are set to minimise emissions of pollutants likely to be emitted in significant

Main Man Supplies the Home of

Personal Protective Equipment, Workwear and Janitorial Supplies Supports Joseph Ash Galvanising Main Man Supplies Units 9-17 Charlton Drive, Corngreaves Trading Estate, Cradley Heath, B64 7BJ T: 01384 411101 E: sales@mmsgroup.co.uk quantities to air, water or land. Permit conditions also have to address energy efficiency, waste minimisation, prevention of accidental emissions and site restoration.”

oseph Ash works hard to protect the environment through an ever-growing list of recycling activities with processes supported by both an Environmental and Sustainability policy. The company works hard to enhance galvanizing’s contribution to society and to ensure that the services it provides are in harmony with the natural environment, now and in the future. Operating within a framework of a self-imposed Environmental Management System based on internationally recognised standards, a set of firm sustainability principles guides all company activities. They are

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STEEL INDUSTRY: JOSEPH ASH GALVANIZING LTD

fully committed to the Energy Policy and Energy Management System.

he Joseph Ash Quality and Environmental management system ensures all products and services provided consistently meet or exceed customer and regulatory requirements, as well as international standards. The system also ensures operational impact on the environment is minimized. All practical steps are taken to ensure product is ‘right first time’ and direct and indirect environmental impact is given due regard and appropriate measures taken. Employee engagement is also important. Quality and environmental policy is communicated to all employees via notice boards and inductions and clear quality and environmental objectives are set. All employees familiarise themselves, and comply, with the quality and environmental procedures in operation and bring to the attention of the relevant manager any opportunities to improve environmental or quality performance. Joseph Ash advocates the safe use and responsible management of galvanized steel. The company believes

“Galvanized steel is

easily recycled, regalvanized and reused. It can also be recycled with steel scrap” 36

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“Joseph Ash advocates the safe use and responsible management of galvanized steel” all decision-making should be based on good science and therefore supports research and monitoring to advance understanding of the impacts of the production, use and recycling or disposal of galvanized steel products. The company encourages and supports waste minimization through recycling and the recovery of zinc from the waste stream. They value public consultation and employee participation. They promote transparency and openness in relationships and treat employees, business partners and the communities in which its plants are located in a fair and respectful manner. When asked why customers should select Joseph Ash, Whitehouse replied, “Simply because we are the UK’s premier hot dip galvanizer. Our guiding principle of providing outstanding levels of customer care has sustained the company for over 150 years and remains at the core of everything we do. We maintain our position as the leading UK provider by offering unrivalled technical expertise, industryleading levels of customer service, treating every customer as an individual to service their most exacting requirements. We really are ‘the best’!” `

Company Registration Number:7923471

Spirit Occupational Health Service Ltd Spirit Occupational Health Service Ltd would like to congratulate Joseph Ash Galvanizing on their achievement on gaining the RoSPA Gold Star Award for Health & Safety in the work place.

Spirit Occupational Health Service Ltd has worked closely with Joseph Ash Galvanizing over the last six years to provide a bespoke occupational health service. Spirit Occupational Health Service are specialists in providing workforce healthcare across a broad spectrum, of industry. Spirit assists employers in preventing, controlling and managing work related illness and injuries. Primary services include, health promotion, pre-employment assessment, occupational health examinations/ surveillance to include, audiometry, spirometry, skin, Hand Arm Vibration Syndrome, drug and alcohol testing, return to work programs and sickness absence referrals. As with all the standard Spirit services, elements from other programs may be incorporated to create a truly bespoke solution to your business. Depending on your unique needs and budget, your on-site health program will be staffed by any of the following, to ensure the correct level of delivery by health professionals such as: occupational-health nurses, occupational health technicians or occupational health physicians. We will work closely with you to determine the ideal balance between level of care and cost.

For more information, please visit: Email:

01952 670 665

Unit 23 Horton Court, Hortonwood 50, Telford, Shropshire TF1 7GY

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REAL ESTATE: LAND SECURITIES

The Real Deal Sarah Lawton talks to Clive Johnson, Group Head of Health & Safety at Land Securities, on how to close the deal on HSE

and Securities is the largest commercial property company in the UK and a member of the FTSE 100. Founded in 1944, the company became a Real Estate Investment Trust (REIT) in 2007 and now own and manage more than 24 million sq. ft. of property throughout the UK. The company’s retail portfolio covers 19 shopping centres, 16 retail parks, 17.5 million sq. ft. of retail accommodation and approximately 1,600 retailers. In London alone, Land Securities holds 8.1 million sq. ft. of office and retail space, accommodating around 50,000 people and 500 organisations. The company’s London portfolio also includes 5,000 acres of strategic land holdings ripe for regeneration. Clive Johnson is Group Head of Health & Safety at Land Securities. On a day-to-day basis, he and his team manage the H&S compliance of shopping centres, retail parks, leisure

“Land Securities transparent approach makes people realise that we are open and honest in everything we do. What you see is what you get. I’m really proud to be part of it”

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complexes and developments within Land Securities H&S policies and procedures. This includes over 700 Land Securities employees, its specialist service partners, development contractors and, most importantly, members of the public who use the company’s developments. As Johnson notes, “Best Practice retailing relies on the public having a safe and healthy experience so they will return to shop again. Best Practice developments means the public are not at risk form our activities” Land Securities takes a transparent approach to business and all policy documents and governance structures are available for public view on the company website (www.landsecurities.com). The company’s Health & Safety Policy is comprehensive and covers management control and scope, statements of intent, a full set of policy notes, from risk assessment and fire safety through to employee wellbeing, and a clear outline of internal structure, governance, roles and responsibilities and even consultation and communication protocols.

and Securities works with many service partners to help manage their Retail and Leisure Portfolio. Among others, these include security, concierge, and property maintenance experts such as mechanical and electrical engineers. While all these companies will have their own health and safety policies, they must also align with Land Securities’ Health & Safety Pledge and its ‘One Best Way’ program, which is a series of documented agreements outlining compliance requirements and commitments. Johnson himself finalised this system just over a year ago. Prior to joining Land Securities three years ago, Johnson headed up Health & Safety with Asda Walmart for five years. Prior to this, he was Head of Safety with British Airways Authority (BAA) on the Terminal 5 project. Johnson’s prior experience makes him an H&S expert in the field of major public development projects. He also chairs the Construction Excellence in the Built Environment’s Health and Safety Task Group, which aims to develop a common approach to health and safety across the construction industry. Johnson said, “Before I joined Land Securities there was two distinct parts to the business. There was a Safety Director for London and a Safety Director for our retail division. My role was to bring it

REAL ESTATE: LAND SECURITIES

all together and create a group H&S team and a set of policies and procedures that was applicable to the entire company. We were aiming for consistency of approach right across the business. I report directly to CEO, which demonstrates how seriously Land Securities takes health and safety very seriously, so gives it the appropriate level of support. To create this ‘one company’ approach, I began by building relationships with all the directors of Land Securities’ extensive portfolio. I then developed the policy and procedure documentation using my own experience. My time with BAA in particular provided a great deal of best practice that I was able to adapt, amend and introduce within Land Securities. I trickle-fed the new approach into existing company systems over time.” In a joint venture with the Canary Wharf Group, Land Securities currently owns and manages the development of 20 Fenchurch Street in London’s EC3 district. Designed by Rafael Viñoly, and better known as the Walkie-Talkie building, the 525 ft. tall City tower incorporates premier office accommodation, a café and a unique publicly accessible Sky Garden, destined to be the highest public park in London. Johnson said, “In terms of the complexities associated with public development projects, such as 20 Fenchurch Street, we are dealing with very small project footprints that need a lot of measures to be put in place to ensure members of the public aren’t affected by our operations. We have to comply with the London Borough and Westminster City Council’s local policies, such as noise restrictions, and maintaining good relationships with these stakeholders are key to a project’s success. Because of what we do and how we do it, Land Securities works with contractors, such as Skanska, McLaren Construction Group and Laing O´Rourke, who manage the

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project for us on a day-to-day basis. We are an informed and intelligent client and much of my work is about having the latitude to appoint the appropriate competencies to ensure contractors carry out the work correctly on our behalf. On our Development Projects, we carry out our ‘Safe Audits’ around Land Securities “One Best Way” to ensure contractors deliver to our expectation. It is all about continually raising the bar, setting the tone as a client, right across our industry sector. We score every audit and the pass mark is 85% but, because we have an excellent relationship with our contractors, and they know our expectations, failures are rare. Our contractors realise that working for Land Securities not only raises their H&S performance by making sure the sites are safer and healthier for everyone to work on, it raises their own company profile as well.” Land Securities H&S incident rate is currently well below the industry average and its development projects boast a Considerate Contractors’ Scheme average score across all it developments of 41 out of 50, which equates to Excellent. The minimum requirement is 38.2.

hen asked what advice he would give other organisations aiming for equally high health and safety standards and culture, Johnson said, “The role of the client is crucial to the success of any construction project because they can set the tone of their expectations. Land Securities puts all those expectations in its tender documents so all contractors know what they need to align themselves with before they even put a spade in the ground. Land Securities transparent approach makes people realise that we are open and honest in everything we do. What you see is what you get. I’m really proud to be part of it.” Land Securities also believes in the importance of sustainability. Increasingly, general expectation requires shareholder value to be earned as a result of actions that are positive for all stakeholders. Land Securities knows that it can only achieve this by recognising its wider responsibility to employees, customers, communities, the government and wider society. The company applies the latest technology to ensure its developments are as environmentally sound and energy efficient as possible. Work in this area covers everything from using innovative new sources of energy in new sites, to promoting reuse and recycling in office buildings. 17,926 tonnes of waste is diverted from landfill, accounting for 100% of waste from the London Portfolio and 98% of waste from the Retail Portfolio. In addition to assessing the carbon footprint of all developments and major refurbishments, Land Securities

It’s not just about construction.

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has an in-house environmental / sustainability team who form part of the design team for all major projects and employs dedicated energy managers. With a companywide environmental management system (EMS), which it applies to all projects, Land Securities aims to achieve the Forest Stewardship Council project-specific Chain of Custody Certification Standard on all developments and at least 20% recycled content. Johnson outlined his role within these activities, “With regards corporate responsibility and sustainability towards the built environment Land Securities policies include several health and safety targets. For example, every one of our development projects over six-weeks long has to sign up to an Occupational Health Scheme, for example ‘Constructing Better Health’.” Constructing Better Health (CBH) is a national, non-profit membership scheme for the management of occupational health in the construction industry. The scheme aims to improve the health of the industry workforce by building upon consultation with Government, the construction industry and unions, and pilot scheme findings.

Land Securities want to ensure that the people working on our projects are not exposed to the risks of occupational disease so they can enjoy longer, better, happier retirements. To do this we ask that our contractors have an occupational health provider in place to make sure everyone working within certain disciplines has had the appropriate occupational medical and training so the risks for occupational diseases are minimised. Certain occupations require more in-depth medicals than others and the national scheme has been set-up to manage these.” Johnson’s final comment was, “As a construction industry client we want to bring the ‘health’ back into ‘health and safety’. Occupational disease kills lots of people in our sector, so having shouted about safety for years, it is time to bring health back into the foreground too.” `

ohnson explained, “While the number of fatalities over the last 5 years in the construction industry has been reduced, from the hundreds in 80s and 90s, to 39 in 2012-2013 (which is still too many of course), there are also thousands of employees who suffer from occupational diseases as a result of working on construction sites. Respiratory issues caused by inhalation of silica dusts, diesel fumes, asbestos, or dermatitis and other skin conditions caused by chemicals, with the exception of Asbestos, don’t always get the attention they should because they are not immediate.

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OIL & GAS UK

Oil & Gas UK

From Oil & Gas UK, Health, Safety and Employment Issues Director Robert Paterson spoke to HSE International about the organisation and the offshore oil and gas industry

Inset Image: Robert Paterson

he oil and gas industry has real national importance. It supports 450,000 jobs in the Britain – almost half of which are in Scotland; it has now paid over £300 billion in production taxes alone to the Treasury; and it has invested well over £300 billion in the UK Continental Shelf (UKCS) and in 2013, invested an all-time record of £14.4 billion. No other industrial sector in the UK matches that. In fact, the oil and gas industry has been one of the largest industrial investors in the UK for four decades. As the leading representative body for the UK offshore oil and gas industry, Oil & Gas UK has a proud history stretching back over 40 years. During that time the political, economic and physical landscape in which they work has changed considerably. Now, the UKCS is a mature basin, however, the companies which operate in the region have evolved and adapted, developing advances through new technology, as well as developing their people. The industry is no longer dominated by the original major and super-major operators; the numbers of new-entrant specialist, mature asset, operators are on the increase. Oil and gas currently provide some 70 per cent of the UK’s total primary energy supply and as the Department of Energy has pointed out recently, that will still be the case into 2030 and perhaps beyond. It is crucial that as much of that demand as possible be supplied from the UK offshore oil and gas fields – both to ensure the supply is secure and to continue supporting UK businesses and jobs. “Whilst health and safety is an important part of any industry, for the offshore oil and gas industry it has for

“Whilst health and safety is an important part of any industry, it has for many years been, and will always remain, our top priority” 42

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many years been, and will always remain, our top priority”, said Robert Paterson, Health, Safety and Employment Issues Director at Oil & Gas UK. “Reducing the number of dangerous occurrences and in particular, hydrocarbon releases, remains a key focus of the industry’s absolute commitment to continually improving process safety standards,” continued Paterson. Hydrocarbon releases (HCRs) are not only potential precursors to major accidents but also, they importantly act as a key performance indicator of asset integrity management of offshore installations. The HCR reporting scheme was set up by the Health and Safety Executive in 1992, in response to one of the Lord Cullen’s recommendations in his report on the Piper Alpha disaster. Today, industry-wide workshops take place regularly to share best practices on effective asset integrity management and for the development and use of toolkits and guidance documents. This has led to a period of sustained year-on-year reductions in numbers of major and significant HCRs. In a mature industry with an ageing infrastructure and significant potential for extending the operational lives of mature infrastructure, asset integrity becomes ever more important and underpins Oil & Gas UK’s call for the government to maintain fiscal stability and ensure strong investment in the UKCS, as well as a continually well-resourced and competent health and safety and environmental regulator.

ecently, aviation safety has dominated the industry. In August 2013, a helicopter crashed on approach to Sumburgh Airport resulted in the tragic loss of four colleagues; this incident prompted a number of investigations and reviews of UK offshore aviation safety by various bodies, including the Air Accident Investigation Branch (AAIB), Helicopter Safety Steering Group, the Parliamentary Transport Select Committee and the Civil Aviation Authority (CAA). “Many of those actions and recommendations have farreaching implications for our industry and our workforce. We remain determined to ensure these matters are addressed in a timely manner,” said Paterson.

“Twenty five years on from the Piper Alpha disaster, that tragic event still serves as a shocking and enduring reminder of the inherently hazardous nature of our industry; however we must not spend time looking in the rear view mirror, sifting the detail. The lessons from Piper are about the need for effective management of major hazard safety, communication, human and organisational factors and of the need for continued vigilance. We must learn from the past, but apply the lessons broadly.”

“E

arlier this year, the oil and gas industry celebrated the UK Oil and Gas Industry Safety Awards. As co-host for the event I noted that it serves both as a great reminder of the past, a reminder that the sector must continue to remain ever vigilant, keeping safety at the top of its agenda, as well as an opportunity to celebrate innovation and provide inspiration for the future. The Safety Awards is a tradition that I hope Oil & Gas UK will uphold for many years to come,” Paterson continued. However Regulatory change is in the offing. A new EU Directive for the effective management of major hazard safety and environment is currently being transposed into UK law. While much of the proposal is familiar to UK operators, as large parts of the Directive were derived from the existing UK regime, there are also opportunities for change that should not be missed. This would include ensuring that the new Regulator for Major Hazard management is set up in a way in which it maximises its efficiency and effectiveness, streamlining current processes and procedures, while also minimising bureaucracy. The new Regulations come into force in July 2015. “The industry offers a wide range of opportunities new entrants have a diverse range of challenging career

options; however, many people living outside key industry centres, like Aberdeen and the north east of England, are unaware of the importance of the oil and gas sector in the UK. As the leading trade association for our industry, we play our part in promoting the advantages of a career in offshore oil and gas.” “We believe there are still up to 24 billion barrels of oil and gas to be extracted from the UK region of the North Sea. It is the young professionals of today from across the sector and those who are yet to join who will lead the way in the future. In addition, there are real opportunities for skilled individuals from other industries and the armed forces to join the oil and gas sector.” But what of the current state of the industry? What does the future look like for this sector? Earlier this year, Oil & Gas UK published its Activity Survey, highlighting the contradictions currently at play in the UK offshore oil and gas sector. The annual report on oil and gas exploration and production and investment activities, forecasts capital expenditure of around £13 billion in 2014, the second highest year for investment on record with spending likely to remain above £10 billion next year, following the £14.4 billion record in 2013. The findings proved to be something of a paradox.

“The sector must continue to remain ever vigilant, keeping safety at the top of its agenda”

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OIL & GAS UK

“The UK is now a globally recognised centre of engineering and manufacturing excellence: our supply chain is truly world class” The report pointed to better than expected production last year. New developments and an increased focus on production efficiency saw an average of 1.43 million barrels of oil equivalent per day (boepd) produced in 2013, eight per cent lower than in 2012 but a significant improvement on the average yearly decline of 15 per cent experienced between 2010 and 2012. “We are pleased to hear recently that there has been such a strong response to the latest licensing round issued by the Department of Energy, however, our focus now, as an industry, must be on realising the potential of the North Sea both through acquiring new acreage and crucially, drilling more exploration wells,” Paterson told us. In addition, Oil & Gas UK has strongly welcomed Sir Ian Wood’s final report, setting out his recommendations and strategies for maximising the economic recovery of the country’s remaining oil and gas resource. Sir Ian’s core recommendation is a new strategy: Maximising Economic Recovery for the UK (MER UK), which proposes more rigorous stewardship of the UK’s remaining oil and

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gas resource through the creation of a new independent government regulator with additional powers and resources, strong tripartite co-operation between the regulator, HM Treasury and the industry, and greater collaboration between the oil and gas production companies. “To maximise the recovery of the country’s oil and gas resource will require a much greater degree of collaboration on the part of both industry and the government, and we therefore strongly welcome the proposal for a new arm’s length regulator and are confident that it will become the necessary catalyst for change, ensuring that the stewardship of the country’s oil and gas resource is taken to a new level,” said Paterson. “In particular, the supply chain that has grown up in the UK to service this industry, is the jewel in our crown. The UK is now a globally recognised centre of engineering and manufacturing excellence: our supply chain is truly world class,” he continued.

s a result of a project to map the UK oil and gas supply chain, Oil & Gas UK last month released two reports on the UK supply chain. The reports, authored by EY, confirmed that the UK supply chain is a £35 billion industry, based on 2012 figures from businesses registered with Companies House. The economic contribution of the UK upstream oil and gas supply chain report also reveals a strong export market, with exports reaching a staggering £14 billion. Additionally, the reports outline that the number of people directly employed by the supply chain increased by over 21,000 between 2008 and 2012, with the supply

chain sector now employing some 200,000 people in total. “Both the Scottish and UK Governments recognise that to stay as a global leader, we need to continue to work together to promote our advantage in the oil and gas sector and increase exports, helping to create jobs and growth. Almost half of the companies featured in this project were based in Scotland, with perhaps unsurprisingly, Aberdeen being seen as a real hive of activity.” The completion of this project is a real milestone for the sector, resulting in the most thorough piece of work ever undertaken to quantify the economic contribution of the oil and gas supply chain to the UK. “Unlocking the full economic potential of oil and gas will require both the entire industry and both UK and Scottish Governments to play their parts to the full. We’ve benefited from the support of both the UK and Scottish Governments of late. The UKCS still has significant oil and gas potential, and we look forward to working with both to ensure these remaining resources are recovered,” Paterson concluded.

“There are real opportunities for skilled individuals from other industries and the armed forces to join the oil and gas sector”

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ENERGY & UTILITIES: ABERDEEN DRILLING CONSULTANTS LTD

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Integration, Partnership and Flexibility Alistair Tong, Principal Specialist HSE at Aberdeen Drilling Consultants Ltd discusses his approach to health and safety with Graham McDonald

berdeen Drilling Consultants Ltd (ADC) is a family owned company with a worldwide reputation, gained by providing the highest standard of Rig Inspection services to companies across the globe, for over 29 years. The company believes that a single-minded obsession with detail is the primary reason for their success and the reason why they continue to be rated number one within the industry. It is this detail which ensures that the engineers they employ are not only of the highest calibre and backed by years of experience, but are also able to work easily with rig personnel anywhere in the world. It allows the company to develop future proof inspection initiatives such as their Integrated Control System Inspection Services (ICSIS) division, dedicated to inspecting and auditing the complex control systems and digital networks, central to the operation of today’s rigs. ADC have created their own online training facility known as the Virtual Academy. It was written and developed by their own engineers and the teaching is uniquely designed to stimulate real competence through understanding based assimilation. ADC operates globally. Their expertise and capabilities as a company have been developed from their origins as a rig inspection company. This remains at the heart of the business, as their main client base over the past 29 years has predominantly been operators and well management companies. ADC’s many clients benefit from having highly trained, specialist personnel, carrying out inspection and condition assessments and audits of both offshore and onshore drilling rigs. These inspections and audits include relevant equipment and verification of personnel qualifications. “Off the shelf” Inspection Services include: Rig Selection and Condition Surveys, Rig Acceptance / Endurance Surveys and Integrated Control Systems Inspection Services. Dropped Object Survey and Management Systems services are also performed alongside Health, Safety and Environmental Audits and Risk Management Services (analysis evaluation).

s would be expected, the emphasis in all the company’s auditing lies with the operability and reliability of the rig, together with the ongoing safety of the crew and the environment. As their skill set and scope of services has grown, the company’s client base has grown accordingly. It now includes

(but is not limited to) operators, well management companies and drilling contractors. An increasing amount of high tech drilling rigs are being introduced to the market, either as new-build or simply refurbished. ADC’s independent acceptance testing (of hardware and software alike) can ascertain whether they are fit for purpose, complying with identified standards and pre-set contractual agreements. This can and has been of significant benefit to operator and drilling contractors alike. ADC can be (and frequently are) fully involved at the construction phase. They monitor, build and witness FAT (Factory Acceptance Testing) of individual equipment components and perform SIT (System Integrity Tests), to ensure the unit system complies with design, prior to commencing service.

he company prides itself on its extensive engineering knowledge. The ability to deliver a 60-strong team of engineering professionals can and does provide a rig audit and inspection service that delivers significant cost, time and safety benefits. ADC’s rig inspection services personnel are available on a call-out basis anywhere in the world. Working alongside their client’s own rig management team, ADC will define and tailor the precise scope of service that fits any particular need. By providing their rig inspection services on a modular basis, the company can agree the exact requirements with clients and match the precise scope of service that fits their specific needs. The company utilises its bespoke Technical Reporting Management System (TRAMS) reporting software. ADC can use this system to enter, analyse and produce comprehensive reports from data generated during audits and inspections. Alistair Tong’s role as Principal Specialist HSE includes a direct responsibility for the safety related services and the support that ADC offer and develop for their clients.

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ENERGY & UTILITIES: ABERDEEN DRILLING CONSULTANTS LTD

“Within our HSE Policy and throughout our global operations, ADC remains committed to maintaining performance we can be proud of” Alistair’s key responsibilities include: conducting, reviewing and approving quality or compliance assurance audit sets, including (but not restricted to) safety management. This also covers ISO 14001 based Environmental Management systems along with Training and Competency. In order to provide their portfolio of services, the company appoints and retains highly experienced rig inspectors and consultants. These often have 20 or 30 years’ experience and come from many disciplines within the industry (including Mechanical, Electrical, Hydraulic and Integrated Systems alongside Sub Sea, Drilling, Safety, Dynamic Positioning and Marine), as required to meet the customer or market demand. Alistair said, “Our engineers and consultants are selected and engaged, with significant reference to their individual CVs and stated qualifications, training and established competency therein, to meet the client’s specific requirements and industry demands.” In Alistair’s case, the training and competence required was developed and largely gained through a drilling contractor background and from 17 years offshore experience. This is further supported and formalised though NEBOSH certification and technical membership of IOSH (CPD).

berdeen Drilling Consultants have established a training and competency system supported by their bespoke SQA approved Virtual Academy, to ensure that experience and knowledge is shared and developed by all. Alistair told us about his aims and goals for 2015 and how he planned to drive forward standards of excellence within the company. He said, “There is a particular passion within ADC to manage the elimination of dropped objects from our industry. The effects and consequences of any dropped object occurring can be and all too often are, devastating and fatal.” Drilling contractors and the operators within the UK and Norwegian Sectors of the North Sea in general, have worked very hard through the past decade to eradicate static

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dropped objects. They have utilised the guidance and best practices collated and shared through the International Drops Forum. As a result, derricks (particularly within the North Sea) are generally in a good condition, and the standard of housekeeping is very high. Despite this however, the latest UK Health and Safety Executive (HSE) statistics still indicate that results are “as good – or as bad as ever” in that they have hit a plateau and remain in a situation where the figure is still high. It is commonly stated that 80% of dropped objects are categorised as dynamic. This refers to objects that have fallen as a result of an impact with another falling object or piece of equipment. “What is particularly frightening is that each of the incidents reported to the HSE had the potential to kill one of our colleagues in the industry or do serious damage. These statistics clearly indicate that simple surveys conducted by rope access technicians or derrick inspectors are not eliminating dynamic dropped objects and that we need to do something else,” Alistair said.

berdeen Drilling Consultants are considered experts in the dropped objects survey business. They continually perform to the highest standards in all their disciplines. By utilising qualified engineers who are also trained as Lead Auditors to ISO 19011, the company further enhances the industry “DROPS” program, of which they are founding members. ADC’s comprehensive and unique Dropped Object Related Engineering Examination and Management System Assessment Tool (DREEMSAT) exceed any standard drop survey. It not only ensures that work areas and equipment are fit for purpose, but also that management policies and standards are in line with best practice. DREEMSAT considers various aspects of successful Dropped Object Management including: Planning and Risk Management, Working at Height, Control of Tools at Height and Maintenance Systems. It also covers Control of Lifting Equipment and Lifting Operations, DROPS Profile Culture – Crew culture/incident history and investigation, as well as Training and Competency. Training and Competency plays a critical role in maintaining high standards of safety. Alistair explained further, “High performance levels relevant to DROPS safety can only be achieved when management systems and hazard identification are driven and applied by trained, competent people. To this end, ADC have developed a bespoke training course which standardises ‘Understanding Dropped Objects’ which is available within their SQA Approved Virtual Academy and been proven to make a real difference.”

As a major weapon in their survey arsenal since Macondo, the company has developed and employed their unique Environmental Compliance and Containment Assessment Tool (ECCAT). They are proud to state that ECCAT was listed as a finalist in the recent Oil and Gas UK Awards, within the Ideas in Safety category. Aberdeen Drilling Consultants’ environmental audit examines the on-site criteria required to gain ISO 14001 accreditation. It identifies the general requirements of the rig’s environmental management policies, procedures and planning, alongside the management of corrective actions. These include all relevant equipment and hardware, to ensure the rig is equipped to stop and manage the threat of an environmental spill. The environmental audit is exhaustive in its operation and reporting. It is regularly used to examine a drill rig before commencing operation. It is a living document that is being constantly revised and refined to consider best practices, new issues and hot topics. Rev 9 for example, addressed the challenge to consider the vending of bulk powders in the UKCS. The company plan is to integrate this environmental audit into their much acclaimed TRAMS reporting system. Alistair told us more, “Unique to ADC, and a first for the industry, not only does it deliver standardisation to the reporting process, it significantly reduces the time frame. In some cases, this enables an interim report to be available even before the engineers have left the rig.” Aberdeen Drilling Consultants built their reputation over many years by consistently providing their clients with a highly efficient, competent and professional service. Alistair said, “We believe that what we accept today sets the standard for the future. The lowest standard you accept is the highest you can expect from others.” The company have been members of Oil and Gas UK for just over a year and are active in a number of the industry work groups and forums. These are key communication channels to be associated with, given the nature of the business. They provide the opportunity to identify key issues that are affecting oil and gas operations worldwide. “It is

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“The company prides itself on its extensive engineering knowledge”

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ENERGY & UTILITIES: ABERDEEN DRILLING CONSULTANTS LTD

important that we remain up to date with industry standards such as the latest update to the BOP industry guidelines which were published recently by the Well Life Cycle Practices Forum,” Alistair said. Aberdeen Drilling Consultants have been registered with First Point Assessment (FPAL), an oil and gas supply chain database, since 2004. FPAL is the key tool used by oil and gas purchasers to identify and select current and potential suppliers when awarding contracts or purchase orders. FPAL allows the company to understand how clients rate their performance, how they can improve this and in turn, develop better relationships with their clients. It also benefits their organisation by offering a wider perspective of their track record and evaluates their overall performance in the market place. “Within our HSE Policy and throughout our global operations, ADC remains committed to maintaining performance we can be proud of. We are committed to earning the confidence of customers, shareholders and society at large; to be a good neighbour and to contribute to sustainable development.” Alistair added.

“The emphasis in all the company’s auditing lies with the operability and reliability of the rig, together with the ongoing safety of the crew and the environment”

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Alistair had the following advice for other organisations that may be struggling with maintaining their health and safety standards: “Any organisation, team or individual should be big enough to accept help and to support their peers. Attention to detail is imperative to success. Auditing is a great tool when used and applied correctly. It is my personal belief (and my expectation of all my audit teams), that the word ‘audit’ can and should be replaced within any context with the word ‘help’. I am here to audit you – I am here to help you.”

berdeen Drilling Consultants are committed to honouring their responsibility towards the built environment and the world around them. New offices have the latest Phillips LED lighting which not only improves the working environment for staff but also reduces the company’s carbon footprint. State of the art communications systems reduce the number of personnel required on site, benefiting the environment through one less person flying worldwide. All decisions regarding build and materials for the new offices have been filtered through a range of environmental community impact criteria. These ensure ADC creates the most efficient and environmentally sympathetic headquarters possible. The company also support the local community, funding several Scotland-wide charities and organisations including: Skye and Lochalsh Young Carers, Aberdeen Roughnecks Youth Program, Marie Curie Cancer Care and Scottish tri-athlete and Ironman competitor Scott Neyedli. Alistair concluded with what sets ADC apart from the competition, and why prospective clients reading this article should they use the company’s services. “In a global market where technology and innovation are at the forefront, we believe our new corporate positioning dynamically reflects our drive and passion to continue being number one worldwide.” “It is Aberdeen Drilling Consultants Ltd’s policy to achieve and maintain the highest degree of quality in its service. This is commensurate with the desired fitness for purpose, and to continually improve performance and reliability criteria expected by the client, by listening and responding to them.” `

ISSUE 92 OCT 2014 Â£9.99