Technip HSE Insert

Global Management and HSE Leaders - Checklist

Global Management and HSE Leaders - Checklist

What to look for during a site visit The purpose of this section is to provide Technip Managers with an insight into the type of information and level of detail expected during a visit to a Client, Technip or subcontractor/supplier site. The checklists in section 2.0 are provided in order to prepare and conduct the visit. The checklists are not exhaustive and should be interpreted based on the type of activity that is being performed at the particular site.

Definition of site Contractor offices, supplier premises and factories, onshore construction sites, fabrication yards and offshore installation, hook-up and commissioning sites.

Why leadership site visits are important Leadership site visits are important as they demonstrate leadership commitment to safety and quality and provide an opportunity to leave a lasting impression, particularly by: ■ Positively reinforcing transparency and open reporting ■ Being present at the workface in order to listen and learn ■ Inquiring to ensure it is evident that procedures are being followed, people are trained and competent and major hazards are identified and the barriers/mitigations are adequate and effective.

■ Engaging the workforce in one-on-one conversations about ‘warning signs’. The “I knew that was going to happen” kind of warning sign that precedes a major event or the issues that keep people awake at night.

What to do to prepare for a visit An organized and committed Manager will prepare well for a site visit. This will include agreeing on an agenda with the Site in advance and ensuring that the relevant people and teams are available during the visit. The visit should leave a positive image and a clear message and should not create a feeling of intimidation with the workforce.

Typically work to a pre-defined checklist which has been developed deliberately to focus attention on specific areas such as safe design and practice and quality control. The checklist may be specific to the type of service/product being provided by the site such as Technip offices (engineering and execution stage), Fabrication sites, Commissioning and Subcontractors/Suppliers.

It should be expected that you consider what safety or quality failures on similar projects or worksites have occurred and that the site is familiar with the lessons learned from these.

Review project action plans associated with risk assessments or general project planning and ask about progress. Look for evidence of compliance to and commitment to Technip policies and procedures.

Engage in constructive discussions involving questions about processes, hazards and culture; offer encouragement and constructive advice on areas of improvement. These types of discussions should be positively embraced, particularly when the intent is to prevent unsafe acts and conditions which may result in injury or harm. A report of the visit should be generated by the visiting manager and sent to the site.

What to do to engage beyond leadership site visits Technip have a number of ways of engaging with the business beyond site visits. Townhall meetings provide the opportunity to provide an understanding of the business, projects and objectives. Meet with various levels/cross-sections of the people in the business from leadership to front-line staff with a view to understanding what keeps people up at night, what concerns there are and what is the understanding of the objectives and requirements.

Meet with specialist teams such as HSE and Risk management and Quality Management to validate that we are complying with our own procedures and processes (doing what we say we will do). Attend leadership meetings and daily/weekly site progress meetings to assess leadership behaviors and culture as well as current and ongoing issues that may impact safety and quality.

Visit Checklists The following checklists are provided as a guide to prepare for a visit. This provides a template for the type of questions you may ask and the level of detail to which to probe.

The checklists are not exhaustive and should be interpreted based on the type of activity that is being performed at the particular site.

Global Management and HSE Leaders - Checklist

Visit Checklists The following checklists are provided as a guide to prepare for a visit. This provides a template for the type of questions you may ask and the level of detail to which to probe.

General â– Schedule site time in your diary and stick to your commitment â– Turn up in your own PPE.

The checklists are not exhaustive and should be interpreted based on the type of activity that is being performed at the particular site.

Preparation, Engagement and Feedback PRIOR TO VISIT Agree agenda with site to be visited Consider specific areas for focus Refresh yourself on safety/quality failures which have previously occurred on similar projects and worksites prior to the visit Refresh yourself and team on status of outstanding actions from risk assessments and project plans Be prepared to answer specific questions on processes and procedures Know the HSE performance indicators of the site, leading and lagging

DURING THE VISIT Go through the site induction as this provides a very good first impression of the site Finalize agenda with site – ensure you have sufficient time on site – do not rush it Schedule meetings with specific personnel as required, the Client or subcontractors Debrief at the end with site team highlighting good points and areas for improvement Ask how the Accountability for Safety process has been used on site Join a tool box talk or Job Hazard Analysis Listen and learn Recognise progress, recognize and encourage people who seem committed to improvement

AFTER THE VISIT Prepare your visit report and issue to site copied to those people you consider may benefit from the information Follow-up on observations and actions from the visit/report. This is important

Global Management and HSE Leaders - Checklist

Checklists during a Visit GENERAL ITEMS THAT MAY BE COVERED DURING THE VISIT What major risks exist at this site - what low probability/high consequence events could occur?

How have these been documented and communicated to site personnel including their individual responsibilities?

What controls are in place to prevent/mitigate these events?

Have there been events in the past and what were the lessons learned?

How are lessons learnt documented, communicated and incorporated into site procedures?

What safety critical activities are being conducted on the site?

Are they being conducted in accordance with the documented procedures?

How can the competency of the personnel involved in these activities be demonstrated?

Are the personnel responsible for safety critical activities demonstrating appropriate leadership and behavior?

Additional Questions - Appraise/Select/Define Phase visit SPECIFIC ITEMS THAT MAY BE COVERED DURING THE VISIT – DESIGN PHASE Are competency assessments recorded and up to date and approved by client?

Is there an approved Design Hazard Management Plan in place Have HAZID, fire and explosion analysis and layout optimization been completed in accordance with the clients requirements?

Have all the specifications of the client as defined in the contract been integrated into the design and approved by the client?

SPECIFIC ITEMS THAT MAY BE COVERED DURING THE VISIT – EXECUTE PHASE Can the personnel on the project team describe the key elements of the Project Quality and HSE plans and how is the work tracked in accordance with these plans?

What is the order of precedence for the technical and quality requirements for the equipment? (ie Government legislation followed by client specifications followed by project specifications etc.)

How is the documentation for the product managed? Is there a systematic method or procedure for collating the as-built dossier?

Internal Subsea Suppliers SUBSEA SUPPLIERS (EG FLEXIBLE, UMBILICALS, SPOOLBASE) Can the personnel on the project team describe the key elements of the Project Quality and HSE plans and how is the work tracked in accordance with these plans?

What is the order of precedence for the technical and quality requirements for the equipment? (ie Government legislation followed by client specifications followed by project specifications etc.)

How is the documentation for the product managed? Is there a systematic method or procedure for collating the as-built dossier?

Is the factory organized in such a way that the quality function is independent from the line manufacturing? (ref. ISO 9001) Describe the competency assurance process for key personnel within the organization and subsuppliers.

Are reliability and verification plans required as part of the contract/order? How are these plans effectively applied during design, procurement, testing and assurance?

Does the FAT procedure meet the client requirements as defined in the contract/order?

Describe the basic steps for receiving sub-supplier materials, parts and components?

Describe the process for dealing with non-conforming materials, parts and components? Does this meet the client expectation?

Global Management and HSE Leaders - Checklist

Internal Subsea Suppliers (cont.)

SUBSEA SUPPLIERS (EG FLEXIBLE, UMBILICALS, SPOOLBASE) How are receiving inspection levels determined?

How are inspections documented?

Prior to starting machining of a material or part, what steps are taken?

What checks are performed after machining to ensure that the client order/contract requirements have been met?

Are calibration certificates available, including temperature control certificates where appropriate?

Are the qualifications and competency assessments for personnel performing welding and NDE inspection activities available?

What is the process of qualifying a welder and/or and NDE inspector for a particular activity? (eg ASME IX, BS 2633, ASNT TC-1A) How are weld consumables selected for a particular welding activity?

Describe the procedure for storing and maintaining consumables.

How is the NDE inspection method chosen for a particular weld?

How are weld NDE inspection results documented? (acceptance or rejection) Describe the quality control approval process that leads to authorization to assemble or proceed. How is the client involved in this process?

How is product traceability maintained?

What approvals and documentation is required prior to commencing assembly of the final product? Provide a copy of the Inspection and Test Plan which shows monitor or witness points as defined by the client.

Does the assembly process comply with client requirements as defined in the order/contract?

Can job specific assembly procedures be provided as examples for review? Such as bolt tensioning procedures.

SUBSEA SUPPLIERS (EG FLEXIBLE, UMBILICALS, SPOOLBASE) (cont.)

What is the format of the Manufacturing Record Book and how is the data stored?

Does the MRB meet the client requirements as defined in the order/contract and local (place of use) legislation?

When is the MRB issued to the client (before or after delivery)? Does this meet the client requirement?

Describe the approval process for shipping the final product. Does it meet all client and regulatory requirements for shipping (customs etc.)?

Do the packaging and shipping protections meet the client specification and are they adequate for shipping and storage?

Global Management and HSE Leaders - Checklist

Sub-Contractors SUB-CONTRACTORS Are competency assessments for personnel recorded, up to date and approved by client?

Are the project quality plan and quality standards of the client being adhered to?

Have criticality assessments or FMECA been completed for the construction?

Are inspections being performed per the quality plan and standards?

Does the inspection and test plan (ITP) reflect the client’s expectations and what is in the contract?

Are the inspection reports available for the review and are the inspectors able to discuss the results knowledgeably?

Is there a positive material identification (PMI) procedure in place and does it meet the client standard?

Are approved weld procedures and weld inspection procedures being followed?

Are weld consumables, equipment and components being stored in accordance with the quality plan and client and supplier specifications?

Is there a completions plan in place such as System Integration Testing (SIT) and has it been approved by the client?

Is there a site management of change and technical query process in place that meets client requirements?

Are testing results and certification dossiers being created in accordance with client contract requirements and the local legislation?

Is there a traceability system for welders qualification, material qualification, inspection status?