G Safe_QHSE magazine_Issue 11_ Aug 2016

Issue 11

August 2016

G SAFE

A Quarterly QHSE Magazine of Galfar Qatar

Issue 11

G SAFE 3

August 2016

AWARD & HONORS

HSE PERFORMANCE : HALF YEARLY

GLOBAL SUSTAINABILITY ASSESSNENT SYSTEM

HSE ALERT

8

HSE MONTHLY CAMPAIGN

QUALITY CORNER

12

TOPIC OF THE EDITION EXPLOSIVE ATMOSPHERE

HSE QUIZ CORNER

16

G Safe - 11 Safety while Fueling

Galfar has been awarded and appreciated by Public Works Authority (Ashghal) for achieving 7.7 million safe manhours (without any lost time injury) in Doha South Sewage Treatment Plant project.

A trophy along with certificate presented by Ashghal, at an event held on June 20, 2016. Mr. Hemachandran,Sr.General Manager – Infra. & Mr. Ravindran – Sr.Project Manager received the award along with L&T officials, as the project was executed along with L&T as Joint venture.

We are very glad to announce that Galfar AlMisnad HSE system has awarded with 3 stars with a score of 79.2% by the British safety council through an extensive evaluation process/audit. Implementation of 5 star system is verified in the Khalifa stadiumEnergy centre Project during May 2016 by a BSC auditor. BSC 5 star rating process is considered one of most prestigious and stringent rating system across the globe on the best practices of HSE.

G Safe - 11 Safety while Fueling

We

are pleased to announce the winning of MEED Quality National Award 2016 for our Doha South Sewage Treatment Plan expansion project – Phase II (Job no. 663000) under Power and Water category. we executed this project in joint venture with L&T. MEED Quality Awards Program is the GCC’s most credible award, which was established to recognize quality in completed construction projects in the GCC region. We have been getting this award for the 3rd successive year, under various categories for last three years and winning the award every year.

Safety while Fueling Camp 4%

GFM 4% Building 29%

HO 4%

FAC 20%

RWC 0.4%

Plant 4% E&I 20%

Near miss 0.4%

UD/PD 8%

Business segment wise incident stats

MTC 6.9%

Incident Classification Infra 14%

O&G 11%

RTA 63.5%

MEP 10%

Corporate HSE KPI Status

LAGGING INDICATORS-KPI

Fatality LTIFR

LTI 0.8%

Target

Actual

0

0

< 0.6

0.09

LEADING INDICATORS ( PROACTIVE)

Target

Status

Implementing HSE management software

By Q2

Pending- in progress

Introducing Internal Permit to Work system

by Q1

Implemented

Exclusive HSE training facility with dedicated trainer to improve the HSE Induction and other associated HSE trainings

by Q2

Pending

STOP observations: All HOD should do 1 STOP audit in a month and achieve the company level 75 % of participation

75% participation

30%%

Incident Investigation: 100% completion of root cause analysis of all the injuries/High Potential incidents

>90%

100% on track

Adherence to Yearly HSE training Plan

>90%

60% on track

Implementing BSC 5 Star Management system in any 2 projects and target for Sword of Honor Award.

2016

Achieved 3 star rating

Quarterly HSE magazine

Quarterly

On track

HSE awareness theme â&#x20AC;&#x201C;minimum 4 campaigns

Quarterly

3 campaigns done

Adherence to HSE inspection plan of Camps and facilities

Quarterly

On track

IMS procedures review inline with ISO 14001: 2015 standards

2016

In progress

G Safe - 11 Global Sustainability Assessment System (GSAS) Introduction GSAS shall mean Global Sustainability Assessment System, the first of its kind performance-based sustainability rating system for the construction industry in the middle east region developed by Gulf Organization of Research & Development (GORD) in collaboration with University of Pennsylvania and Georgia Institute of Technology, USA

Objectives Primary goals of GSAS include creating a better living environment, minimizing resource consumption and reducing environmental degradation due to the fast pace of urbanization taking place in this era. Such objectives, coupled with the increasing evidence of climate change effects on a global level, have contributed strongly to the unprecedented pace of adaptation to sustainability practices not only in the developed countries, but also in developing countries.

GSAS Frame Work Groundwork 2007-2009

Expert Review International - Local

GSAS Categories

These goals were translated to what is known as the GSAS 8 Categories that are key aspects affecting the overall building/ development sustainability.

Each criterion specifies a process for measuring individual aspects of the criterionâ&#x20AC;&#x2122;s environmental impact and supporting it with the required documentation. A score is then awarded to each criterion based on the level of achievement

New Rating System

Global Sustainability Safety while Fueling Assessment System (GSAS) Types of GSAS Certification

There are three types of certification that GSAS Trust offers to the construction industry to assess the elements of sustainability throughout the entirety of the Project / development life cycle These are: QCS 2014 Section 7 defines the • Design & Build Certification minimum GSAS • Construction Management Certification requirements to be • Operations Certification complied for each building typologies in Qatar

These certifications are administered by GSAS Trust, the certifying body that evaluates and qualifies the level of certificate granted to the assessed project

GSAS Certifications & Project Life Cycle

GSAS Certifications Flowcharts

Contact HSE team for further details

G Safe - 11

Incident type

Dangerous Occurrence

Incident Description A dumper truck belongs to our subcontractor, overturned due to overloaded at either side. The dumper truck engaged to dump the excavated material at stock pile area. At the top of stockpile, the truck driver tried to dump the soil without noticing, closed tail gate. It made the truck overloaded at the rear side and overturned.

The driver narrowly escaped from the incident by jumped from the vehicle during the incident.

Causes could be for the incident • Tail-gate in closed position while dumping • Unstable ground (top of stockpile) • Sloped pathway • No banksman / helper to the dumper • No supervision of work • Non compliance of Safe work procedure Additional finding • Truck driver did not wear the seat belt while the incident Learnings and safe practice to be adopted •

All vehicle drivers / users and equipment operators shall be encouraged and instructed to wear seat belts when in operation

•

Driver / operator should be conscious about the anticipated hazards of job (Workplace environment-Stock pile, load of the vehicle)

•

Banks-man shall be provided to guide the vehicle and as well as to ensure the safe condition of work

•

Speed limits shall be followed

•

Proper scheduled maintenance of equipment to prevent mechanical failures Please disseminate this Dangerous Occurrence notification to your teams and use it in your tool box talks, HSE meetings and notice boards.

ENVIRONMENT Safety while Fueling Awareness Campaign June-2016

After the grand success of Road safety campaign in the beginning of 2016, we had an awareness campaign on Environment awareness & protection, during the month of June on the eve of World environment Day (WED) in the June 2016. The WED celebration designed with sapling plantation, awareness training sessions and competitions in our facilities and project sites., Contribution from all made the event as more success and effective.

The campaign started with sapling plantation at our camp premises and project sites. respectively. Our HSE advisors made awareness talks on environment friendly day-to-day practices among our employees in all the sites. Clients and consultants were also engaged into this process. Around 250 saplings planted and around 650 employees trained.

June 5

ENVIRONMENT Safety while Fueling Awareness Campaign June-2016

As a part of the Environmental awareness campaign, an awareness session was held at shantiniketan Indian school at Al Wakra, which included with environment talks, Sapling plantation and Drawing competition on the theme of â&#x20AC;&#x153;Go wild for lifeâ&#x20AC;?. The winners of the drawing competitions were awarded with certificates and prizes.

ENVIRONMENT Safety while Fueling Awareness Campaign June-2016

Another special event organized for our own employeesâ&#x20AC;&#x2122; children to encourage them on safe use of environment. More than 25 children participated in the program. Hope the interactive sessions with drawing competition & prize distribution made some Positive impact and motivation with the children to practice environment friendly acts in their day to day life.

Safety while Fueling

In most industries, quality has never mattered more. New technologies have empowered customers to seek out and compare an endless array of products from around the globe. Nowadays buyers can click to find objective data compiled by experts at organizations such as Consumer Reports and go online to read user-generated reviews at sites such as Amazon etc.,; together, these sources provide an early warning system that alerts the public to quality problems. And our company business demands the same. In today’s world when customers are unhappy with a product or service, they can use social media to broadcast their displeasure. In surveys, 26% of consumers say they have used social media to air grievances about a company and its products or services. And this issue isn’t limited to the consumer space - 75% of B2B (business-to-business) customers say they rely on word of mouth, including social media, when making purchase / service decisions.

But just as companies’ margin for error has decreased, the likelihood of error has risen. In many industries, cycle times are compressing. During the recovery from the Great Recession, output gains have outpaced employment growth, and employees report straining to keep up with demands.

As a result of these pressures, managers must find a new approach to quality—one that moves beyond the traditional “total quality management” tools of the past quarter century. The article is based on two years research conducted exploring how companies can create a culture in which employees “live” quality in all their actions—where they are passionate about quality as a personal value rather than simply obeying an edict from on high. Define a “true culture of quality” as an environment in which employees not only follow quality guidelines but also consistently see others taking quality-focused actions, hear others talking about quality, and feel quality all around them.

The research, many of the traditional strategies used to increase quality-monetary incentives, training, and sharing of best practices, for instance—have little effect. Instead, their found, companies that take a grassroots, peer-driven approach develop a culture of quality, resulting in employees who make fewer mistakes-and the companies spend far less time and money correcting mistakes.

Going Beyond Rules What embeds quality deep in a company’s culture? And how, precisely, does an organization benefit as a result?

These questions were at the heart on “culture of quality” survey.

A minority of the employees their surveyed believe the company has succeeded in making quality a core value: Roughly 60% said they work in an environment without a culture of quality, especially when it comes to having peers who go “above and beyond.”

Such companies are missing out on significant benefits. Employees who ranked their company in the top quintile in terms of quality reported addressing 46% fewer mistakes in their daily work than employees in bottom-quintile companies. In their surveys, employees report that it takes two hours, on average, to correct a mistake. Assuming an hourly wage of $42.55, a bottom-quintile firm with 26,300 employees (the median head count) spends nearly $774 million a year to resolve errors, many of them preventable—$350 million more than a top-quintile firm. Although figures will vary according to industry and company, here’s a broad rule of thumb: For every 5,000 employees, moving from the bottom to the top quintile would save a company $67 million annually.

Safety while Fueling

A company with a highly developed culture of quality spends, on average, $350 million less annually fixing mistakes than a company with a poorly developed one.

The survey also studied quality-improvement actions in eight different categories and conducted regression analyses to understand the relationship between those actions and employees’ appraisals of how rigorously their company focuses on quality. We found little or no correlation between the use of standard tools and the achievement of a culture of quality.

The research indicates that companies could do much better with all four. Nearly half the employees surveyed reported insufficient leadership emphasis on quality, and only 10% found their company’s quality messages credible.

Just 38% reported high levels of peer involvement, while 20% said that their company has created a sense of employee empowerment and ownership.

Four factors that drive quality as a cultural value:  ledership emphasis, The Four Essentials of Quality  message credibility,  peer involvement, and 1.Maintaining a leadership emphasis on quality.  Employee ownership of quality issues.

Even when Top Management has the best intentions, there are often gaps between what they say and what they do.

As a result, employees get mixed messages about whether quality is truly important. By showing leaders the gaps between the expected and the current state of their culture, Seagate created awareness and buy-in. “Executive participation has been the most important factor driving culture change,” “Leadership has shown enthusiasm and commitment that has trickled down through the organization.” Although the company does not share its data, it says that quality metrics have risen since the program began—and it expects the gains to continue.

2.Ensuring message credibility.

Most companies energetically promote messages about the importance of quality—but their efforts are wasted if the messages are not believed. Smart leaders realize that quality messaging, like any campaign, needs to be refreshed over time. Managers should regularly test messages with their employees and use the feedback to ensure sustained relevance.

3.Encouraging peer involvement.

Fostering peer engagement is a delicate balancing act. If leaders become overly involved in orchestration, then impact and authenticity suffer—but if they show too little support, they miss important opportunities.

4.Increasing employee ownership and empowerment.

One of the defining traits of an organization with a true culture of quality is that employees are free to apply judgment to situations that fall outside the rules. Providing the right level of guidance is key. Too much stifles creativity and discretionary action, while too little leaves employees unclear about their authority to make decisions and carry them out.

The specific actions needed to help an organization shift from a rules-based quality environment to a true culture of quality will differ from company to company, but the first step in the process will always be the same: Managers must decide that a culture of quality is worth pursuing. A culture of quality requires employees to apply skills and make decisions in highly ambiguous but critical areas while leading them toward deeper reflection about the risks and payoffs of their actions.

Source: Quality Improvement Glossery By Don Siebels

G Safe - 11 Safety while Fueling EXPLOSIVE ATMOSPHERES

Working in explosive atmospheres can be highly hazardous, and nowhere are the dangers are more prevalent than in the oil and gas industry. An explosive atmosphere is a mixture of air and dangerous substances such as dust, gas, mist, or vapor with the potential to catch fir or explode. In most cases explosive atmospheres do not result in explosions but when they do happen the flames travel quickly. It is important to know that vapors, mists, gases and dusts can form explosive atmospheres when in contact with air.

For the purpose of standardization, normal atmospheric conditions are defined from -20◦C to 40◦C and 0.8 to 1.1 bar respectively.

Controlling fire & explosion Since the removal of all potential hazards will not always be possible in the oil & gas industry, removal of one element from the fire trainable can provide protection and prevent both fire and disastrous explosions.

Fires & Explosions The major difference between fires and explosions is the rate of energy release. Fires release energy slowly, while explosion release energy that travel rapidly, typically in microseconds. Fires can also result from explosions and explosion can result from fires. However in order for fire to start or be sustained there must be fuel, oxygen and an ignition source. If one of the three components is eliminated, then there will not be a fire (or explosion). In many cases an explosive atmosphere can make any ignition cause a fire rather than an explosion. Both fire and explosion have the potential to cause danger to workers, and in many situations the precautions required to prevent an ignition are the same.

In order to prevent accidents due to fires and explosions, we must be familiar with • Properties of materials in use • The nature of fire/explosion that could occur • Arrangements to reduce fire and explosion hazards The over all kind of precautions to take would depend on the possible consequences of a fire or explosion if it occurred.

Fuel

For fire to occur fuel must present within certain concentrations. Typical cases where occurs are when there is excessive dust, or when a leakage occurs during fueling or transfer operations. We often cannot always eliminate these sources, but can prevent the build up of vapors by ensuring adequate ventilation & locating things out side.

Oxygen By the application of engineering techniques, we can reduce the oxygen content to a safe level Heat

Heat is another common source. Although we can eliminate ignition sources where practicable, it is almost unavoidable than an ignition source will be available where there is a large release of flammable material that cannot be diluted be quickly

G Safe - 11 Safety while Fueling EXPLOSIVE ATMOSPHERES Since flammable substance and oxidizers cannot be frequently eliminated, inhibiting ignition of a potentially explosive atmosphere can eliminate danger at the source. An acceptable level might be determined by selecting protective measures to ensure the likelihood for explosion is not increased by the presence of electrical apparatus. Based on the zone classification, suitable category of equipment should be used.

Zoning Hazards Part of the important safety measures on working with O&G industry to ensure the safe working atmosphere would be to classify the hazardous areas into zones. The area should be classified into zones based on the frequency and persistence of the potentially explosive atmosphere.

Zone classifications for gases, vapors and mists are 0,1 & 2 respectively.

• Zone 0 - Area with concentrations of flammable gases or vapors that are ignitable and are present continuously or for long periods of time • Zone 1 - Area with concentrations of flammable gases or vapors that are ignitable and are expected to occur in normal operation occasionally • Zone 2 - Area with concentrations of flammable gases or vapors that are ignitable and are not expected to exist under normal operating conditions For dusts zone classifications are Zone 20,21 & 22 respectively.

Equipment Hazardous area Equipment is usually a source of ignition in flammable atmosphere. While working in an explosive atmosphere, therefore special precautions should be taken to prevent equipment from being a source of ignition. In flammable zones, equipment with a low probability of creating a source of ignition. Zone 0 & 20 use category 1 equipment, Zone 1 & 21 will use category 3 equipment and Zone 2 & 22 use category 3 equipment.

Conclusion It is the responsibility of employers and employees to recognize the hazardous potential of dangerous substances and explosive atmospheres identified through risk assessment and the compliance of respective safety controls.

G Safe - 11

Winners of the last edition HSE Quiz

Answers to the last edition quiz 1.D 2.B 3.C 4.B 5.Last Minute Risk Assessment

Mr. Ravindran Sr.Manager- Infra

Mr. LMB Mansingh Advisor HSE

Mr. Abdul Vadood Medical officer

Mr. Mohamed Samad Document Controller

Quiz for this edition 1. What is the best way of dealing with a hazard to ensure others are not put at risk? a. Remove it immediately b. Place a barrier tape around it c. Leave it for others to sort out d. Display a notice or warning sign 2 MME Stands for ? ______________________________ 3. BLUE with WHITE health and safety signs can be classified as? a. Stop signs b. Prohibition signs c. Mandatory Signs d. Hazard signs 4. Class B fire extinguishers are designed to be used on combustible metals. a. True b. False c. Based on the situation 5. PAT Stands for ? __________

G Safe

Issue 11 August 2016

Post Box No: 22170, Doha, State of Qatar Kindly post your suggestion & feedback on this magazine to venkat@galfarqatar.com.qa