Wood Group HSE MGMT System

HSE Management System
Standard
Energy Supporting Energy
Wood Group
January 2012
Wood Group SAF/B/1.1 January 2012
Wood Group HSE Management System Standard
Contents

Introduction 1
Our core Values 2
Scope 3
The system structure 4
Wood Group Health, Safety and Environmental policy 5

Key elements 6
How this book works 7
01 Leadership 8
02 Objective setting 10
03 Organisation 12
04 Legislative compliance 14
05 Risk management 16
06 Health and community 18
07 Human factors 20
08 Training and competence 22
09 Information, documents and standards 24
10 Integrity management 26
11 Third parties and suppliers 28
12 Emergency preparedness and response 30
13 Environmental management 32
14 Incident reporting and investigation 34
15 Change management 36
SAF/B/1.1 January 2012 Wood Group 1
Welcome to Wood Groups
Health, Safety and Environmental
Management System Standard.
Wood Group is an increasingly global business operating
in over 50 countries. It is vital that we conduct all our
operations, wherever they are, in a way that neither
harms people nor the environment. We have moral,
professional and legal obligations to deliver our services
in ways that assure we protect peoples health,
prevent incidents and injuries and minimise adverse
environmental impact. Our commitment to that is clearly
laid out in our HSE Policy Statement.
We can only live up to that commitment if we organise
ourselves in a planned, systematic way and that is why
we have had a Wood Group HSE Management System
in place for many years. The regularly revised document
describing the system has become familiarly known over
the years as the Red Book.
This latest revision for 2012 has been signicantly
updated to reect current best practice and to t within
the context of our recently launched Group core Values.
Sections on Leadership, Human Factors and Integrity
Management have been highlighted as especially relevant
updates and the core Values have been included as a
reminder of what we are committed to as an integral part
of doing business.
We emphasise the Safety & Assurance core Value as
our top priority, and as it is colour coded in blue, we
anticipate that this new revision of the Standard will
become known as the Blue Book.
The Blue Book contains sound advice for transforming
our aspirations into practice and it is vital that Business
and HSE leaders read, understand and apply it.
Allister Langlands,
Chief Executive
2 Wood Group SAF/B/1.1 January 2012
Within this Standard, you will see this
expanded upon. It will variously use terms
such as safety, assurance, security, quality
and integrity. These are all valid and critical
extensions of the Safety & Assurance core Value.
Well work in partnership
with our clients, the
regulators and our
employees to deliver our HSE
objectives.
Within this Standard,
the main extension
of this core Value
is in the area of
environmental care,
where we define our
obligations and
aspirations to
reducing resource
consumption, waste
and any negative
impacts of what
we do.
Well use both
traditional continuous
improvement techniques,
as well as embracing
innovation, to deliver our
HSE objectives.
HSE excellence is a sign
of a successful business.
We wont compromise HSE
excellence for financial
gain.
We will be honest,
fair and open in our
management of HSE.
Within this
standard we set
out the framework
to protect the
health of everyone
that we work with
and to sustain our
operations free of
incidents and injuries. An
essential aspect of this
is understanding human
behaviour and assuring
training and competence
is appropriate to the
risks encountered.
Our core Values
Safety & Assurance
Safety & assurance is our top priority. We
passionately care about the safety of our
people and behave as safety leaders. We are
committed to preventing injuries and ill health
to our people and everyone we work with.
Relationships
Our business depends on healthy relationships
with customers, business partners and
suppliers.
Social Responsibility
Being socially responsible is integral to what
we do. We aim to make a positive difference to
the communities where we operate and seek
ways to assist them.
People
People are our business. We are professional,
high performing team players focused on
delivering and drawing on our global expertise.
Innovation
Innovation gives us competitive advantage.
Financial Responsibility
We expect to receive fair reward for our
business performance. We are cost aware and
carefully manage our own and our customers
costs.
Integrity
We are proud of our reputation, built over many
years, which depends on us doing the right
thing.
This document denes Wood Group (the
Group) HSE standards and provides guidance
on the development and implementation of
HSE Management Systems to ensure that
every Group Business Unit worldwide operates
in ways which:
assure peoples health
prevent incidents and injuries, and
minimise adverse environmental impact.
This document applies wherever:
the Group manages Business Units, companies,
contracts, projects etc
the Group owns the assets and employs or engages
the relevant workers in its own right
the Group has a contractual obligation to owners of
the entity or assets in question, or to other participants
in the activity in question and has appropriate authority
to conduct the activity
the Group has personnel on clients premises
a Group company is a duty holder, or holds similar
status, in respect of applicable HSE legislation.
This document provides a basis on which to manage HSE
in a Business Unit. It should be used:
by companies acquired by the Group
as a credible foundation for status review
for new Business Unit start-ups
after major organisational change
after joint venture partnership establishment
during major contract or project mobilisations
as a baseline, against which existing or intended
systems can be assessed, and any gaps identied
and remedial action taken.
International standards compliance: this document
promotes and encourages compliance with the
two accepted standards for Health & Safety and
Environmental Management, specically OHSAS 18001
and ISO 14001.
Legislative compliance: this document anticipates
compliance with HSE legislative requirements applicable
to each Business Unit.
Business Unit: In the context of this document, this
term means any company, operation, contract, project or
product stream which is required to maintain its own HSE
management processes.
Scope
HSE
Sub-plans
Business Units HSE Management Systems
How Business Units translate Group
and external inuences
Supporting documents
Supporting HSE organisation
To ensure the effective connection of the Group HSE organisation with the Business Unit organisation, a Safety
& Assurance Steering Group exists at Senior Management level, populated by both Group HSE Function
Management and Business Unit Senior Management, which reports into the Group Board Executive.
Group
Annual
HSE
Objectives
The system structure
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Group Procedures and
Guidelines
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Business Units will:
have an HSE Management System
adopt the Group HSE Po||cy, wh|ch w||| be
reected in the HSE Management System
set annua| Bus|ness n|t-w|de HSE object|ves,
and establish plans to attain them
have contract or product sub-p|ans, where th|s
is appropriate
have support|ng documents and gu|de||nes to
make the process complete and coherent
have su|tab|e and suffc|ent procedures, from
the Group, or locally developed, as appropriate.
Group
What Business Units are
directed to do by Group
Group
HSE Policy
HSE
Policy
HSE
Management
System
Annual
HSE Plan
Group
HSE
Management
System
Standard
Adopt, endorse
or augment
Markets/Clients/
Regulators
The various external
inuences on Business
Unit HSE Management
Adopt or
translate into
Recognise and
develop
Adopt or match with
equivalents
Compliance obligations
Contractual conditions
Specic issues
Expectations
Wood Group is committed to delivering the highest standards
of health, safety and environmental performance. This policy
statement denes our commitments to our employees,
clients, partners and shareholders.
We will deliver our operations and services in ways to:
Protect the health of all people impacted by
the work that we do
Prevent incidents and injuries, with a focus on
integrity and the control of major hazards
Minimise adverse environmental impact, use resources
efciently and manage our carbon footprint
We will achieve this by ensuring:
Leaders at all levels place health, safety and environment
at the top of their agenda
Risks are identied, mitigated and controlled
Clear objectives are established and we measure our
performance against them
We understand legislative and industry requirements, and
ensure we comply with them
Those who work with us meet our standards
Our communications on health, safety and environment are
transparent and inclusive
We will regularly monitor the application of these
commitments to provide assurance that we are delivering
continuous improvement.

Allister Langlands,
Chief Executive
Wood Group
Health, Safety and Environmental policy
This document denes 15 key elements which the
Group deems to be central to the establishment and
deployment of an effective HSE Management System.
The existence of controls in these key areas is not
enough in itself. Leaders must enforce these controls.
Leadership is a key element in ensuring that this
document delivers its aims.
The elements set out in this document will be adopted by
each Business Unit and assessed to ensure effective and
efcient application and compliance.
Compliance with this HSE Management System
Standard will be formally and periodically assessed by
the Group. Learnings will be communicated both to the
Business Unit concerned and to all Business Units who
might benet.
Key Elements The following 15 elements give guidance,
as well as providing minimum standards in formulating an
HSE Management System appropriate to each Business
Unit. Certain situations will demand much more and only
by exception, will any require less.
01 Leadership
02 Objective setting
03 Organisation
04 Legislative compliance
05 Risk management
06 Health and community
07 Human factors
08 Training and competence
09 Information, documents
and standards
10 Integrity management
11 Third parties and suppliers
12 Emergency preparedness
and response
13 Environmental management
14 Incident reporting
and investigation
15 Change management
Key elements
The 15 key elements which comprise the rest of
this document are laid out to reect the leadership
responsibilities of those who can shape behaviours and
culture (How we manage) allied with the system design,
deployment and compliance aspects of each of the
elements (What we manage). These two facing pages,
when combined, reect the principles of Plan, Do,
Check, Act, with the leadership component focusing on
Planning for success, Checking application and Acting
on feedback, and the HSE professionals supporting this
by Doing the appropriate system work, to the necessary
extent.
How we manage
The How component, set out on each left-hand facing
page, focuses on leadership, obligation to support,
plan and resource, personal accountabilities and
responsibilities of leaders. This is the Plan, Check, Act
part of the process.
What we manage
The What component, set out on each right-hand
facing page, focuses on the essential minimum steps
and considerations for each element, and relates to the
specic area being managed. This is the Do part of the
process.
SAF/B/1.1 January 2012 Wood Group 9 8 Wood Group SAF/B/1.1 January 2012
Wood Group HSE Management System Standard Wood Group HSE Management System Standard
Support
Resources
& References
Group HSE Policy
Group Safety Behavioural Standard
Group Safety Leadership Programme
Core Values; Safety & Assurance
Where to nd this:
www.woodgroup.net/HSE
Leadership
Leaders shape an organisations HSE culture and ultimately its
HSE performance. Leaders will ensure that mechanisms are in
place to manage HSE in their Business Units. Leaders within
the Group will exhibit appropriate and positive personal HSE
behaviours.
Leadership accountability
Demonstrate cont|nua| and constant
awareness of HSE performance.
Ensure that peop|e know they can ra|se HSE
concerns freely and without fear of negative
consequences for themselves.
A||ocate an adequate |eve| of resources to
implement HSE programmes effectively.
nderstand the d|fferences between persona|,
technical and process safety. Recognise that
these need to be managed separately and
have the necessary systems in place to ensure
that they are.
Requirements
Control systems Institute and promote appropriate Business
Unit-wide systems to support HSE objectives. Enforce and role
model adherence to these systems.
Leadership commitment Demonstrate v|s|b|e, persona|
comm|tment to a|| |eve|s of the workforce ensur|ng that HSE |s
seen as a key pr|or|ty for a|| WG emp|oyees.
Safety behaviours Ensure that correct and appropriate safety
behaviours are encouraged and displayed within the Business
Unit.
Continuous improvement Oont|nuous|y seek ways to |mprove
HSE performance. ldent|fy |essons wh|ch can be |earned, from
whatever source, and use or share these w|th others.
Speak up-listen up Encourage and facilitate the delivery
of both good and bad news. lnv|te, encourage and ||sten to
feedback on |eaders` own safety performance and behav|ours.
Challenge Don`t accept what`s assumed to be correct but |sn`t
supported by fact. Only base actions on veriable information.
Diversity and inclusion Strive to understand the impact of
d|fferent cu|tures and env|ronments. Seek to |nc|ude those w|th
different perspectives and recognise how these variables can
impact on HSE performance.
Resources Give the appropriate level of resource to
HSE programmes.
Assurance and verication
Ensure that there are records of |eaders` per|od|c HSE v|s|ts
or conversat|ons, such as promoted by the 'Advanced Safety
Conversations process.
|eaders` steps to promote, manage and measure effect|ve
safety leadership must be recorded and veriable.
HSE Programme |mp|ementat|on must be both ev|dent and
veriable.
01
shape
commitment
How this book works
Example page
Leadership
Leaders shape an organisations HSE culture and ultimately its
HSE performance. Leaders will ensure that mechanisms are in
place to manage HSE in their Business Units. Leaders within
the Group will exhibit appropriate and positive personal HSE
behaviours.
Demonstrate cont|nua| and constant
awareness of HSE performance.
Ensure that peop|e know they can ra|se HSE
concerns freely and without fear of negative
consequences for themselves.
A||ocate an adequate |eve| of resources to
implement HSE programmes effectively.
nderstand the d|fferences between persona|,
technical and process safety. Recognise that
these need to be managed separately and
have the necessary systems in place to ensure
that they are.
01
shape
commitment
Support
Resources
& References
Group HSE Policy
Group Safety Leadership Programme
Core Values; Safety & Assurance
Where to nd this:
Requirements
Control systems Institute and promote appropriate Business
Unit-wide systems to support HSE objectives. Enforce and role
model adherence to these systems.
Leadership commitment Demonstrate visible, personal
commitment to all levels of the workforce ensuring that HSE is
seen as a key priority for all WG employees.
Safety behaviours Ensure that correct and appropriate safety
behaviours are encouraged and displayed within the Business
Unit.
Continuous improvement Continuously seek ways to improve
HSE performance. Identify lessons which can be learned, from
whatever source, and use or share these with others.
Speak up-listen up Encourage and facilitate the delivery
of both good and bad news. Invite, encourage and listen to
feedback on leaders own safety performance and behaviours.
Challenge Dont accept whats assumed to be correct but isnt
supported by fact. Only base actions on veriable information.
Diversity and inclusion Strive to understand the impact of
different cultures and environments. Seek to include those with
different perspectives and recognise how these variables can
impact on HSE performance.
Resources Give the appropriate level of resource to
HSE programmes.
Ensure that there are records of |eaders` per|od|c HSE v|s|ts
or conversations, such as promoted by the Advanced Safety
Conversations process.
|eaders` steps to promote, manage and measure effect|ve
safety leadership must be recorded and veriable.
HSE Programme |mp|ementat|on must be both ev|dent and
veriable.
Objective setting
Business Units will be aware of, and comply with, all Group HSE
direction setting, including policy, objectives, plans, procedures
and guidance documents. These shall be recognised and applied
by each Business Unit, and supplemented by their own local
policies, objectives, plans or client requirements as appropriate.
Demonstrate comp||ance w|th the Group
HSE Policy and ensure it is visibly displayed
in all Business Unit premises with evidence of
effective local promotion and application.
Ensure act|ons to |ook at how po||c|es and p|ans
are deployed and effectively implemented within
the Business Unit.
Show persona| part|c|pat|on |n HSE act|v|t|es.
02
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Support
Resources
& References
Group HSE Policy
Group Policies
Group Annual HSE Objectives
Where to nd this:
www.woodgroup.net/policies
Requirements
Group HSE objectives Business Units will demonstrate
awareness and adoption of Group HSE policies and objectives.
Local HSE objectives and annual plans Business Units
will, if necessary, develop their own policies, objectives, plans,
targets or other high-level declarations of HSE intent. These will
be based upon and enhance Group requirements and/or reect
client and contract requirements.
Maintain key documents Business Unit documents shall
show evidence of periodic checks to assure currency, suitability
and value-adding. Management review is a means to achieve
this.
Sustained focus Business Units should be rigorous in ensuring
that a clear focus remains on safety-critical issues. We should
not look to short-term solutions which may not be robust in the
longer term. Quarterly reviews of objectives and plans should be
considered. Annual formal reviews are expected.
Communication Business Unit and HSE leaders will promote
these high level documents personally and communicate these
to all levels of the business.
Personal objectives These will contain suitable HSE
objectives to support delivery of overall Group and Business
Unit objectives.
Bus|ness n|t report|ng w||| rout|ne|y |nd|cate progress to both
Group and local HSE objectives and plans.
Bus|ness n|ts w||| effect forma| per|od|c rev|ews or
revalidations) of their HSE plans, objectives or other key
documents.
Organisation
The organisation created to manage and assure HSE delivery
must be clear, dened and understood. Responsibility may be
delegated to a nominated person, but accountability cannot; that
will always remain with the Business Unit leadership.
Ensure that the organ|sat|on of the Bus|ness n|t
with regard to Health, Safety and Environmental
management is dened, clear and understood.
The HSE performance of the Bus|ness n|t |s
the primary accountability of the Business Unit
leadership.
Peop|e emu|ate the behav|ours of |eaders.
Business Unit leaders must recognise this
when establishing their HSE organisation and
ensure that leadership behaviour is a facet
of organisational design.
03
dened
accountability
Support
Resources
& References
Group HR Guidance documents
Where to nd this:
www.woodgroup.net/HR
Requirements
Accountability Everyone in the Business Unit must be clear
that they variously carry certain moral and legal responsibilities
and accountabilities for HSE. Accountability cannot be shared
or delegated.
Responsibility Responsibility can be shared or delegated.
If this is the case, then this should be formal and clear.
Competence The competence of individuals discharging roles
within the Business Unit and its HSE organisation must be clear
and appropriate for the task (ref. Key Element 8).
Awareness People must be made aware of their HSE
responsibilities, preferably by more than one method.
Partnerships and joint ventures The impact on the Business
Unit of this form of relationship will be formally assessed.
Interfaces will be dened where necessary. There may be
both internal and external interfaces to consider. Any case of
applicable standards prevailing which are less stringent than
those dened here will be made known to Group HSE.
Management of change Change can have unintended
consequence. The impact of all change, including
organisational change, must be formally assessed and
managed (ref. Key Element 15).
|eader, emp|oyee and contractor HSE respons|b|||t|es
and accountabilities will be clear.
HSE organ|sat|on w||| be defned.
HSE competence w||| be assessed and managed.
HSE w||| be |nc|uded |n annua| appra|sa| processes.
dened
accountability
Legislative compliance
Business Units are subject to a wide range of compliance
obligations embedded in local, regional, national and international
legislative requirements.
Business Units must develop and implement a systematic
approach to identifying and demonstrating compliance with all
applicable legislative requirements.
Ensure that a |eg|s|at|ve comp||ance system |s
developed and implemented.
Mon|tor comp||ance w|th the |eg|s|at|ve
requirements, address shortfalls and implement
updated controls.
04
obligation
verify
Support
Resources
& References
Applicable HSE legislative
requirements
Where to nd this:
Regulations, standards etc.
from authoritative sources
www.woodgroup.net/legal
Requirements
Legislative obligation Each Business Unit will identify all
applicable HSE legal requirements affecting its business.
A Register of applicable legislative requirements will be
maintained.
Legislative compliance Each Business Unit will develop
a systematic approach which assesses compliance with all
applicable HSE legal requirements.
Nominated individual Each Business Unit will ensure that
there is a nominated person responsible for tracking and
monitoring all HSE legal requirements.
Compliance and gap analysis Business Units must possess
a full awareness of applicable legislative requirements and
be able to demonstrate compliance. This process will be
maintained as current. Any known failure to comply shall be
communicated to Group HSE and Group Legal.
Accessibility Documentation should be readily available and
accessible where it is required.
Records management Records must be maintained to verify
compliance and ensure the periodic execution of legislative
compliance reviews or audits.
Compliance monitoring Each Business Unit will conduct
periodic reviews or audits to assess compliance. Findings
identied in periodic reviews/audits must be tracked and
monitored to ensure closure.
Compliance reporting Any non-compliance must be reported
to the Business Unit leadership, Group HSE, Group Legal and,
where required, to external regulatory bodies (subsequent to
consultation with Group Legal). Review/audit reports will form
part of the record of this.
Risk management
Business Units will establish processes to formally identify
and understand hazards, and assess the HSE risks involved
in all aspects of their business. These will be managed until
they are eliminated, reduced or controlled to the point of being
acceptable.
Ensure hazards are c|ear|y |dent|fed, and r|sks
assessed and reviewed.
Apprec|ate and understand the key r|sks
to the safe execution of their business and
periodically assure themselves that these risks
are appropriately managed and mitigated.
Ma|nta|n currency of process and |dent|fy and
monitor changes which can introduce new risks.
05
identify,
prevent,
control
and mitigate
Support
Resources
& References
Industry, Regulatory or Market Sector
Risk Management Guidance
Where to nd this:
Guidance and publications from
appropriate institutes, regulators and
recognised bodies
Requirements
Risk assessment A formal hazard identication/risk
assessment process will exist. It will be appropriate to the
severity of hazard liable to be encountered by the business.
All potential hazard/risk elements will be considered, including
the task itself, work environment, skill and competence, third
parties, Business Unit, behaviour, human factors, emergencies
and change management, as well as legal and regulatory
obligations.
Risk techniques Consideration should be given to the use
of standardised and structured processes in risk assessment,
such as the use of Risk Matrices, Residual Risk Calculations
and Statistical Analyses.
Risk scope The process must consider risk of harm to
employees and third parties, environmental risk, business risk
and reputational risk.
Risk mitigation Approved recommendations/controls will be
acted upon. Risks should be eliminated, substituted (by using
a less hazardous method), reduced or controlled, exposure
limited and people protected and/or warned.
Residual risk Identied hazards will be managed such that
the residual risk, if this cannot be eliminated entirely, will be
managed so as to become as low as reasonably practicable.
Training and competency Risks will be assessed by
competent people (ref Key Element 8).
Management of change Identify organisational, technical
and legal changes which can introduce new risks to the
Business Unit.
Records of R|sk Assessment w||| ex|st.
R|sk m|t|gat|on, comp||ance and effect|veness w||| be forma||y
determined and the extent of compliance known.
Per|od|c aud|ts w||| be conducted to demonstrate comp||ance.
Appropr|ate documentat|on to ver|fy comp||ance w|th app||cab|e
legislative requirements or standards will exist.
identify,
prevent,
control
and mitigate
Health and community
The managed and planned care for the health of our people
is critical, as is the avoidance of harm to the communities in
which we work. We must operate in a way which ensures this is
achieved.
Ensure that both HSE and Human Resources
management processes give due and formal
regard to the protection of people from harm
resulting from the work that they do. Care
appropriately for them if these controls fail.
Ensure that any processes and act|v|t|es wh|ch
can harm the health of our people or have
an impact on communities are formally risk
assessed, eliminated, reduced or the potential
for harm mitigated. This will be done in a formal
and structured manner.
06
protection
awareness
Support
Resources
& References
Group Policies and Procedures
Prevailing local and national health
protection legislative requirements
Where to nd this:
Regulation, standards etc, from
authoritative sources
www.woodgroup.net/Policies
Requirements
Health risk awareness Business Units must be aware of
any health hazards they may encounter. Employees should be
informed and made fully aware of any inherent health risks, as
well as the necessary protection and/or mitigation processes for
any task which they undertake.
Health assessment People joining a Business Unit will
be assessed with regard to their capabilities and potential
exposures, such as to eliminate or minimise any potential harm
to their health.
Health protection Business Units will protect employees from
the effects of any processes they may work with or encounter.
Typically, this will include elimination, protection or control
of issues such as hazardous substances, noise, vibration,
radiation, stress or poor ergonomics.
Health surveillance A Health Surveillance Programme,
appropriate to the hazards and risks encountered, will be
implemented to detect any resultant ill health at an early stage
and to safeguard the health of the employee.
Communities and third parties Business Units will provide
appropriate care for anyone negatively affected by our activities.
This principle extends to non Group or Business Unit people
negatively impacted by what we do.
Forma| rev|ew of a|| cases of |njury or harm to hea|th versus
controls and mitigations.
Per|od|c rev|ew to ensure that contro|s and m|t|gat|ons rema|n
current and effective.
Oomp||ance w|th app||cab|e |oca| and nat|ona| |eg|s|at|ve
requirements in this regard.
07
Human factors
Business Units will consider and understand the role of Human
Factors (HF) in initiating and mitigating incidents. All aspects of
human behaviour, intentional and unintentional, organisational
and personal, should be considered to help reduce the likelihood
and consequences of serious incidents.
HF include leadership, managing human failures, stafng,
fatigue and shift work, safety critical communication, design,
procedures, competence, organisational change and culture.
|ead, support and act|ve|y part|c|pate |n
HF management programmes.
Ensure suffc|ent and appropr|ate resources are
made available to address HF within the business.
ldent|fy 'Safety Or|t|ca| Tasks` and how they may be
negated by HF, to help identify, prevent, control and
mitigate Major Accident Hazards.
Deve|op |mprovement goa|s and assoc|ated
metrics to monitor and measure the
implementation and impact of HF management
programmes.
support
care
Support
Resources
& References
Group Safety Culture
Assessment Tool
Group Safety Leadership Programmes
Where to nd this:
Requirements
Planning A programme will be implemented to assess
the potential impact of HF in all aspects of the workscope.
Resources will be deployed to areas of maximum benet.
Safety culture Perform gap analysis to identify areas for
improvement. Monitoring of feedback will support the success
of wider HF programmes.
Objectives and plans Monitoring and measurement
processes will be used to evaluate the attainment of the HF
programme plans and objectives.
Incident investigation Investigations of incidents must contain
an element of HF analysis to identify if a human failure has
occurred and, if so, why.
Employee involvement Employee Involvement programmes
will be in place, led and actively promoted by line management
to ensure that employees views on HSE issues which impact
them are fully considered.
Human interfaces with plant and process HF includes all
aspects of human/process/plant interaction. Business Units will
consider:
the suitability of plant design for operation, maintenance,
inspection and testing
supporting activities including training, provision of guidance
and procedures, change management, changing technology
and process shift.
Dened expectations Business Units will establish clear
expectations of HSE behaviours, at all levels. They will ensure
these are publicised, applied and compliance assessed.
They should be embedded in, for example, inductions,
appraisals, job descriptions, competency assessments and
incident investigations.
HF content |n OAlRS report|ng and |nc|dent |nvest|gat|ons.
HF content embedded |n Bus|ness n|ts` systems.
Ev|dence of workforce |nvo|vement |n, and contr|but|on to, many
aspects of the programme.
Safety Ou|ture Assessment processes |n p|ace.
Training and competence
Group employees will only be asked to do work for which they
are capable and competent. The more critical the work, the more
rigorous the Business Unit processes to ensure competence
in that task.
Business Units must develop and implement a systematic
approach to ensure training and competence is managed,
appropriate to the risks encountered. Central to this will be
formal processes to ensure all employees develop their HSE
capabilities.
Ensure that su|tab|e tra|n|ng and competence
management processes exist in the Business
Unit to ensure that risks to people and the
environment are minimised or eliminated.
08
development
knowledge
Support
Resources
& References
Group HSE Competence Guidelines
Where to nd this:
Requirements
Training Employees should be adequately trained to perform
their tasks, with appropriate supervision.
Training provision Training and induction of new employees,
specic training required for specialised tasks, training to
ensure continuing capability and competence, as well as
training to recognise new technology or systems should all
be considerations with regard to training provision and its
continuing effectiveness.
Training providers Training providers or Trainers should be
assessed for their own competence and suitability.
Selection When allocating work, leaders must ensure that
employees are capable of undertaking the task, such as not to
pose a danger to themselves or others.
HSE training Employees will be provided with suitable and
sufcient training and induction to ensure that they are aware of
HSE policies, obligations, standards, behaviours and processes
with which they will be expected to comply.
Competence All employees must have the appropriate
knowledge, skills, capability and competence to carry out their
tasks in a safe manner. They should be informed and aware of
the hazards, risks and control measures. Competence should
be formally determined, assessed and recorded.
Training and competence currency Training and
competence will be maintained as current, with formal
processes established to ensure that training and competence
arrangements are subject to periodic and formal review.
Training and competence development Processes will
exist to ensure all employees develop their HSE capabilities.
Compliance monitoring Each Business Unit will conduct
periodic reviews or audits to assess compliance. Findings
identied in periodic reviews/audits must be tracked and
monitored to ensure closure.
Compliance reporting Any non-compliance must be reported
to the Business Unit leadership and, where required, to external
regulatory bodies. Reviews/audit reports will form part of the
record of this.
Information, documents and standards
Business Units will operate a robust and accessible HSE
information management system that reects Group
requirements, suits the needs of the individual Business Unit,
permits adequate reporting and delivers factual, accurate and
timely information into the Business Unit.
Ensure that Bus|ness n|t HSE documentat|on
is understood and best practice is identiable
through readily accessible information, in
whatever form.
Ensure the awareness, understand|ng and,
where necessary, implementation of Group HSE
standards and guidance.
09
accessible
guidance
Support
Resources
& References
Group HSE key documents
Guidance documents and mandatory
procedures
Where to nd this:
Requirements
Information Concise and correct HSE information will be used
at all levels in a Business Unit as the basis for improvement.
Information management will be formal and systematic to allow
for system audit, analysis and improvement.
Reporting Reports will be presented in a structured and
uniform manner, providing clear, correct and consistent
information.
Records Each Business Unit will ensure that HSE records are
maintained to comply with internal or external requirements, are
fully auditable and suitably maintained.
Contents Documents will be designed to contain the required
information and contribute to a compliant and effective
operation.
Standards HSE documents will provide clear direction or
agreed requirements to permit Business Units to function safely
and effectively.
Language and accessibility Information, documents and
standards must be in a language and form appropriate to the
user and accessible at point of use, where required.
lnformat|on, documents and standards management w|||
routinely be included in audits or reviews to verify whether
compliance is assured and efciency maximised.
lnformat|on, documents and standards w||| be regu|ar|y
assessed as to their necessity and, when implemented, on their
contribution to improved processes.
indicator:
near misses
consequence:
minor injury
consequence:
major injury
consequence:
unsafe acts
indicator:
detail breaches
consequence:
high potential incident
consequence:
major incident
personal injury
triangle
major incident
triangle
Integrity management
Integrity across the range of our operations (including systems,
equipment and facilities) must be assured. We will design,
engineer, construct, operate and maintain the assets for
which we are responsible to protect life and eliminate loss. We
recognise the role of our people, their training, competence and
behaviours in achieving this objective.
Ensure due cons|derat|on |s g|ven to our peop|e
and their impact on Integrity Management.
This will include their training, competence,
behaviours, attitude and other relevant
inuences on their effective deployment.
Ensure that des|gns, products, systems,
equipment and facilities are produced,
manufactured, constructed, operated,
maintained and decommissioned with due
consideration to safety and reliability.
Ensure that procedures are emp|oyed
to assure effective integration of
these processes.
10
awareness
assurance
Support
Resources
& References
Integrity Management Guide
Engineering Excellence Guide
Where to nd this:
www.woodgroup.net/ENG
Requirements
Scope Business Units shall appropriately implement the Group
Integrity Management Guide, having considered their activities
and risks. This will include, as a minimum:
Identifying persons with accountability and assurance
responsibility.
Ensuring that the following key principles from the Integrity
Management Guide are in place viz:
Accountability
Competence
Hazard Evaluation and Risk Management
Protective Systems
Practices and Procedures
Management of Change
Emergency Response
Incident Investigation and Management
Planned and implemented control measures.
Performance assessment, maintenance, monitoring,
improvement and equipment management.
Training and competence People authorised to make
decisions regarding integrity management must be trained and
competent. (ref. Key Element 8).
Human factors Recognise that human and organisational
factors can cause incidents and manage them to mitigate or
prevent harm to our people. (ref. Key Element 7).
Risk awareness People who use systems, equipment,
tools and facilities should be made aware of the risks and the
potential impact of their actions. (ref. Key Element 5).
A defned and p|anned methodo|ogy to address
integrity management.
Mon|tor|ng of |ead|ng and |agg|ng contro| measures.
lnc|us|on of |ntegr|ty management |nto the Bus|ness n|t
audit processes.
lnc|us|on of |ntegr|ty management |nto management
review process.
Third parties and suppliers
Business Units will ensure that client and other
third-party HSE requirements are met through deployment
of trained, competent employees and appropriate HSE
Management Systems. Business Units will manage risk
importation to provide proportionate and auditable assurance
that their suppliers and subcontractors meet that same standard.
Third parties might be those to whom we supply items, or
those who place demands upon us. While the control and
arrangements will be different, they are both situations where the
interfaces must be correctly dened and managed.
Ensure that a|| requ|rements p|aced upon
third parties are appropriate, timely,
understood and met.
Ensure supp||ers are fu||y aware of Group and
Business Unit minimum HSE standards. Leaders
may wish to provide Business Unit support
to their suppliers to meet these, by sharing
available HSE knowledge, good practice and
providing feedback.

11
goals
agreements
Support
Resources
& References
Group Supply Chain Guidance
Where to nd this:
www.woodgroup.net/GroupSCM
Requirements
Risk identication Business Units will ensure that all third
parties whose needs, obligations, provisions or performance
can present HSE risk for Business Unit operations are identied
and any potential risk managed effectively.
Information received Business Units will ensure that correct
and suitable information is exchanged between all third parties
promptly and efciently, such as to contribute to a safe working
environment. This might include documents such as interface
arrangements, dedicated HSE plans, policies and standards,
drawings, specications, material and test certication.
Cooperation Business Units shall strive to ensure continuous
improvement in third party performance through cooperation in
training, information exchange and development.
Risk management Business Units will employ risk-based
decision making as a tool to select, manage and develop third
party relationships.
Benchmarking Business Units will use performance or
relationship benchmarking to promote effective third party
management.
Bus|ness n|ts w||| regu|ar|y rev|ew and aud|t th|rd part|es` HSE
performance, and the system which delivers this.
Bus|ness n|ts w||| understand and benchmark the|r supp||ers`
performance to be able to demonstrate compliance with Group
and Business Unit HSE performance expectations.
Emergency preparedness and response
Business Units will protect people, communities, the environment
and the business through proactive and planned management
response before, during and after emergency situations.
Ensure that emergency preparedness and
response provisions are dened and specic to
the Business Units individual needs.
Ensure that |nd|v|dua| Bus|ness n|t or
operational emergency response arrangements
reect the needs of the Group.
Ensure th|s p|ann|ng |s part of the annua| HSE
planning and review process.

12
practice
readiness
Support
Resources
& References
Group Business Continuity Planning
Group Corporate Communications
Emergency Media Response
Guidelines and Crisis Management
Policy and Plans
Where to nd this:
www.woodgroup.net/Insurance
www.woodgroup.net/CorpComm
www.woodgroup.net/policies
Requirements
Procedures and plans should be in place and current
All potential emergency response events and corresponding
control systems should be considered and designed as
appropriate.
Specic emergency response teams will be established
People and teams will be suitably trained in emergency
response situations, appropriate to the likely risks encountered.
Exercises should be planned and carried out Scenarios
might include re, explosion, hurricane, earthquake, terrorist
event, unstable regions, environmental incident, structural
collapse and hostage taking. Exercises will occur at suitable
and dened intervals, at least once per year.
Interfacing Controls should include Corporate
Communications, Human Resources, Security Consultants,
Legal, Media, Emergency Services, Government Department
and Non-Governmental Organisation liaison.
Community The scope of this issue may extend outwith
contractual boundaries of the Group or the Business Unit.
Even if we are not liable or involved, we may wish to help or
support the community in the event of a local emergency
(ref. Key Element 6).
Aud|t programmes w||| address the act|v|t|es above, part|cu|ar|y
those not covered by exercises.
Bus|ness n|t w||| record outcomes of exerc|ses and show
feedback to improve processes.
Environmental management
Business Units will protect the environment and minimise any
adverse impact from our operations through efcient use of
natural resources and adherence to applicable environmental
protection standards.
Ensure that nat|ona| and |oca| |eg|s|at|ve
requirements, and Group and client
requirements in respect of environmental issues
are identied, understood and administered
under a formal Business Unit management
process for compliance review and monitoring.
Address carbon em|ss|ons, understand these
and minimise Business Unit and Group carbon
footprint.
Ensure env|ronmenta| aspects and |mpacts
are clearly assessed, reviewed and mitigated,
and that adequate training and awareness are
provided to support such efforts.
Ensure |mprovement goa|s and metr|cs are
established and implemented to measure
performance, minimise risk, reduce impact and
assure compliance.

13
protection
minimise impact
Support
Resources
& References
National and local legislative
requirements
Group Carbon Footprint Guidelines
Group Carbon Reduction
Commitment (UK)
Group Carbon Disclosure Project (CDP)
Where to nd this:
Requirements
Risk importation Business Units must be aware of the
environmental risks that may be imported from new contracts,
suppliers, ventures, operations, processes and property leases
or acquisitions.
Resource consumption Business Units must be aware
of their energy and natural resource consumption and
the environmental sensitivity, sustainability and continuing
appropriateness of these inputs.
Wastes, discharges and emissions Business Units must
be aware of all their waste streams, discharges and emissions,
their magnitudes, the control and disposal arrangements and
their impact, both planned and unplanned, ensuring their
disposal complies with local legislative requirements.
Environmental management Business Units will formalise
a structured environmental management system which is
fully integrated with the HSE Management System. This will
be of a size and scope appropriate to the business and the
nature of exposure. This will be in line with ISO14001 or similar
internationally recognised standard (e.g. EMAS).
Legislative obligation Business Units must fully assess
applicability, evaluate, understand and comply with local and
national environmental legislative requirements and statutory
reporting requirements, including cross-border variations.
Oonduct per|od|c aud|ts to demonstrate comp||ance.
Oonduct per|od|c aud|ts of key contractors` env|ronmenta|
performance.
Report a|| env|ronmenta| |nfract|ons |n OAlRS and to regu|atory
agencies where required.
Reta|n appropr|ate documentat|on to assess comp||ance w|th
applicable legislative requirements or standards.
Incident reporting and investigation
Business Units will follow Group procedures for incident
reporting. All incidents will be reported promptly and accurately.
Business Units will adhere to Group Guidelines on this area,
and will have procedures in place to investigate incidents. Root
causes of incidents will be identied and lessons will be learned,
adopted and disseminated to prevent reoccurrence.
Ensure that Group procedures are app||ed and
resources are available for appropriate incident
reporting and investigation.
Be fam|||ar w|th a|| s|gn|fcant |nc|dent deta||s and
mitigations for their area of responsibility.
Ensure that a|| act|ons ar|s|ng from the
incident investigations are followed through
to completion in a timely manner and that key
learnings are shared across the Group.
Act|ve|y share, or seek out, |earn|ng from other
parts of the Group and assess potential benet
to local Business Unit or operation.
14
learning
prevention
Support
Resources
& References
Group HSE Policy
Group Reporting Procedure for HSE
Leading and Lagging Indicators
Group Incident Investigation Guidelines
Group Case Management Guidelines
All prevailing local and national
legislative requirements related to this
subject
Where to nd this:
Requirements
Caring for people Business Units will ensure appropriate care
and support is given to anyone injured on Group premises or by
Group, or Group employees injured by the actions of others.
Incident reporting All incidents will be reported in the
Group online reporting system (CAIRS) within 24 hours of
occurrence, as dened in the Group procedures. Statutory
reporting requirements will be fullled. Business Units will require
immediate, detailed internal reporting for incidents of a serious
nature.
Incident management Incidents will be managed to ensure
that, in case of an injury or occupational illness, the most
appropriate medical attention is provided and that an effective
approach is in place for managing incidents.
Incident investigation This will be conducted by trained
individuals. The process will be planned, conducted and
reported, and the ndings appropriately communicated.
Report closure Investigations will be formally reported. Actions
will be identied, assigned and tracked to completion. Employees
who were involved with the incident should be advised of the
Business Unit investigation output and remedial work. Preventive
actions will be risk-ranked to attend to the highest risks rst.
Trends and learning The Business Unit will undertake incident
analysis, trending and benchmarking to assess performance
against peers and industry, as well as to identify potential local
issues. Business Units will show that the potential learning from
each incident has been maximised, to the widest benet.
Effect|ve and comp||ant Bus|ness n|t report|ng.
Effect|ve and recorded |nc|dent |nvest|gat|ons.
Effect|ve act|on management to comp|et|on.
Oommun|cat|on as befts the nature of the |nc|dent.
Ana|ys|s and understand|ng of root causes and any w|der trends.
Change management
Business Units will apply an effective risk management approach
to changes which might impact HSE, considering such aspects
as organisational, procedural, material, equipment and process
change. This will ensure the impact of such changes does not
introduce new hazards into the workplace.
nderstand that major organ|sat|ona| changes
such as acquisitions and subsequent
integration, mergers and downsizing are likely
to lead to heightened risks of HSE failure, and
devote sufcient time and resources to avoid
such problems.
Demonstrate the|r understand|ng of th|s
requirement and commitment to ensuring
changes are managed.
Ensure that proposed changes are proper|y
evaluated using a risk assessment approach
prior to implementation.
Ensure that any new, or mod|fed, hazard or r|sk
identied during this change review process has
been understood and mitigated. This will be
done in a formal and structured manner.
15
mitigation
planning
Support
Resources
& References
Local and national legislative
requirements related to this subject
Group Engineering Excellence Guide
Where to nd this:
www.woodgroup.net/ENG
Requirements
Management of change No change that could jeopardise HSE
management systems, equipment integrity or compromise process
safety is to take place without a formal and systematic evaluation of
its impact and the options for managing any potential new risk. The
evaluation shall typically consider, but not be limited to, the following
changes:
Staffng |eve|s and organ|sat|ona| changes, |nc|ud|ng changes |n
roles and responsibilities
Process chem|ca|s and substances
Process operat|ng cond|t|ons outs|de estab||shed and safe
design limits (pressure, temperature, radioactivity, vibration,
noise etc.)
Techno|ogy, mater|a|s and equ|pment and the|r operat|ng
parameters
Operat|ng and ma|ntenance procedures, standards and
specications
Eng|neer|ng des|gn
Protect|ve systems, test|ng and |nspect|on procedures and
frequencies
Or|t|ca| documents, standards, procedures and |eg|s|at|ve
requirements etc
Oontracts and procurement
Bu||d|ngs, s|tes and fac|||t|es |nc|ud|ng projects}
Emergency response p|ans
Gradua| change and the cumu|at|ve effect of th|s
Training and competency Personnel in positions authorised to
make decisions regarding changes that affect the Business Unit
must be trained and competent in risk assessment methodology
(ref. Key Element 8).
Forma| rev|ew of a|| proposed changes that can affect the HSE
Management System, equipment integrity or process safety.
Per|od|c assessment to ensure that contro|s and m|t|gat|ons
remain current and effective.
lnc|us|on of Management of Ohange process |nto Bus|ness n|t
audit processes.
Wood Group
15 Justice Mill Lane
Aberdeen
AB11 6EQ
UK
Tel +44 1224 851 000
www.woodgroup.com
17420 Katy Freeway
Suite 300
Houston
TX 77094
USA
Tel +1 281 828 3500

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