HSE Project Closeout Report Template - Engineering/Field

HSE Project Closeout Report Template - Engineering/Field

Practice 000.653.1501

Date 01Apr2011

Attachment 01 Page 1 of 7

HSE PROJECT CLOSEOUT REPORT TEMPLATE

SAMPLE HSE PROJECT CLOSEOUT REPORT

A. / PROJECT INFORMATION
A.01 / Project Number: / [Project Number]
A.02 / Project Name: / [Project Name]
A.03 / Project Location: / [Project Location]
A.04 / Mailing Address: / [Mailing Address]
A.05 / Business Unit: / [Business Unit]
A.06 / Client: / [Client Name]
A.07 / Project Manager: / [Project Manager Name]
A.08 / Construction Manager: / [Construction Manager Name]
A.09 / HSE Manager: / [HSE Manager Name]
A.10 / Project Start Date: / [Project Start Date]
A.11 / Project Completion Date: / [Project Completion Data]
A.12 / Attachments (Attach a “final” PIL Report).
A.13 / The following Information/details can be used to provide input to the Project Completion Report, Section III.F.3 (Form 000.100.F0681):
Item / Final Number / Rate
P2S Safe Work Hours / 1,812,066
Subcontractor Safe Work Hours / 44,839,756
Total Project Safe Work Hours / 46,651,822
OSHA Recordable Cases / 14 / 0.06
Lost Time Cases / 2 / 0.01
Restricted Cases / 28 / 0.12
HSE-Related Incidents / 370 / 1.59
First-Aid Cases / 149 / 0.64
First-Aid Case/Recordable Injury / Total No.
Heat / ?
Contusions / ?
Lacerations / ?
Punctures / ?
Abrasions / ?
F.B. Eyes/Irritations / ?
Strains/Sprains / ?
F.B. Extremeties / ?
Burns / ?
Miscellaneous (pinch point) / ?
Total First-Aid Cases/Recordable Injuries / 149
B. / PROJECT DESCRIPTION
The project entailed engineering/design, procurement, and construction management of the [project name] for [client name]. These facilities will support the operation of 6 LNG trains currently under construction by others. The facilities will be a combination of grass roots and the expansion of existing facilities.
The [project name] included the following:
  • Common Condensate storage and loading (phases 1 and 2)
  • Common LPG storage and Loading (phase 2)
  • [Client name] Lean LNG upgrade, Lot H
  • Power distribution
  • Construction Camp designed for a maximum capacity of 6,000 men
The construction site is located [project location]. The city contains an industrial port and several industrial facilities. A management team appointed by [owner] manages [client name]. The [client name] management team works in coordination with operating companies and government bodies, and is responsible for developing the land-use plan of [client name] and providing support services. The team is also responsible for monitoring and regulation of the land and marine environment. [Client name] is one of the largest LNG export facilities in the world. The 8.5 sq km port became fully operational in 1996 with LNG export capacity of 30 million metric tons per annum.
C. / PROJECT HSE PROGRAM
C.01 / HSE Management System Used
What written program was used? (check one)
Corporate HSE Management System (000.653.xxxx)
Modified Corporate HSE Management System — project-specific program
Client-specified program
Other (describe in detail)
C.02 / Program Elements
“It is our sincere desire to complete this project without incident and we shall expect your support in doing so. Your commitment to the accident prevention program, participation and cooperation are essential to meeting our project and company objectives.
The project goals will be achieved thru:
ZERO INCIDENTS
ZERO PROPERTY INCIDENTS
ZERO ENVIRONMENTAL INCIDENTS”
The project safety culture was manifested in the following management statement:
“THE WORK IS NEVER SO URGENT THAT WE CANNOT TAKE TIME TO DO IT SAFELY. IT IS THE RESPONSIBILITY OF EACH INDIVIDUAL THAT EVERYONE LEAVES THE JOB IN THE SAME CONDITION AS THEY ARRIVED.”
The Safety program was an integration of client and P2S staff that provided both field supervision and managerial support. The Safety team functioned as members of the construction management team and the area construction supervision, and the overall integrated team was comprised of a client HSE manager that was directly supported by P2S and client safety coordinators. Area safety supervisors were assigned as direct reports to each area construction manager and they supported the site construction supervision and field safety officers.
Multiple initiatives were put into place to raise risk awareness among the work force and reduce workplace risks. Notable programs included B-Safe, Worker Wellness Health Monitoring, Safety Critical Position Health Monitoring, Alcohol Monitoring, Heat Stress Prevention, Working at Height Training, Permit to Work Training, H2S Training, Corrective Action Tracking Register, Annual HSE&S Activity Schedule, Internal Audit Schedule, and Hazard Recognition Communication (HRC) Card Program.
COP performed approximately 20 internal HSE audits in 2007, 11 in 2008, and 2 in 2009. The audits focused on areas of concern that included Working at Height, Health Care and Facilities, Tank Dropped Objects, Camp Diesel Refueling, Lockout/Tagout, Confined Spaces, Emergency Response / Fire Precautions, Transport Safety, Heat Stress Prevention, Lifting, Rigging and Slinging, Camp Welfare, Hygiene and Maintenance, Security Management, Environmental Management, Excavations, and Permit to Work.
D. / S.W.O.T.
D.01 / Strengths
  • Strong management support of a “safety-first” culture that continuously promoted the project’s ZERO Incidents goal
  • Strong management support that provided sufficient financial resources that allowed the project to implement aggressive HSE initiatives
  • Team of experienced HSE supervisors
  • Subcontractors worked toward maintaining a ratio of safety supervisors to workers equal to or greater than 1:50
  • Project and camp management sincere efforts toward maintaining a high level of comfort and positive recreational distractions for the workforce living in the construction camp
  • An extensive in-house training program that promoted safety awareness among the workforce
  • An “evergreen” approach toward HSE that continuously promoted program revision as the construction lifecycle matured and construction work changed

D.02 / Weakness
  • The use of an inexperienced multi-national workforce that was unaccustomed to a “western-styled” approach toward safety management
  • The project was comprised of multiple construction areas dispersed over a wide geographic area making effective site safety coverage difficult to achieve
  • Differing professional HSE cultures within the P2S and client organizations at times created operational tensions that were distracting and reduced the overall effectiveness of the integrated HSE team

D.03 / Opportunities
  • Implementation of the P2S GIMS tracking system early in the project lifecycle
  • The use of advanced driver training classes to enhance staff skills and reduce the likelihood of work related motor vehicle accidents
  • Develop an onsite reference library of the most recently issued U.S. OSHA and British Health and Safety Executive standards and regulations
  • Purchase and installation on the project shared drive a comprehensive electronic MSDS reference library for onsite use

D.04 / Threats
  • Turnover of the HSE department management without a detailed handover between the outgoing incumbent and the replacement management
  • Integration of HSE management teams without complete input and consensus between the principle parties
  • The division of HSE functional and operational management responsibilities between multiple managers and organization structures

E. / LESSONS LEARNED
Follow the process described on Knowledge OnLine, or refer to Practice 000.042.0020.
F. / ACHIEVEMENTS
F.01 / Sustainability
Building Automation System (BAS)
Building Automation System (BAS) was used and fully integrated with computerized control of all lighting and HVAC equipments.
Power Monitoring / Metering
Building energy consumption was monitored for accountability and Building Optimization as delineated in the LEED Green Building Rating System for construction.
Regular monitoring was provided for the following systems:
  • Chiller efficiency at variable loads
  • Air and water economizer and heat recovery cycles
  • Air distribution static pressures and ventilation air volumes
  • Boiler efficiencies
  • Building related process energy systems and equipment
  • Indoor water risers and outdoor irrigations systems

F.02 / Remarkable Milestones
  • Recorded more than 2,000 safety observations
  • Worked more than 900 safe work days without a LWC
  • Achieved more than 45 million safe work hours without a LWC
  • Posted a 0.06 Total Recordable Incident Rate
  • Reported a 0.01 DART-L (Lost Time Incident Rate)
  • Reported a 0.12 DART-R (Restricted Work Incident Rate)

F.03 / Audit Results (client/P2S/external)
  • Security External Assessment (Feb-08) : >95%
  • Independent Gate 5 Project Review (Feb-08) : >95%
  • Venture Safety Audit (Jun-08) : >95%
  • Crane Operations Third Party Review (Sep-08) : >85%

F.04 / Awards (client/P2S/external)
  • Exxon Mobil 2007 EMDC President’s SHE Award

G. / GENERAL
G.01 / Attach any photographs to support any aspect of the HSE Project Closeout Report.
G.02 / You are requested to transfer any translated HSE training materials to Corporate HSE Programs for further implementation on future projects.
G.03 / Project summary/overview presentation highlighting the “HSE Experience” should be forwarded to Corporate HSE Programs.

Health, Safety, and Environmental