Total LIFT Print Package

LIFTLeadership Intensive

Field Training

Welcome

Safety Moment

Introduction• Name• What you're doing here

Today’s Objectives• Get to know each other better• What is the Hebron LIFT program?• Set KKC Expectations on being a Leader on

Hebron• Front Line Supervisors are the Key to Success• Discuss / Debate

5

Company motto:‘Safety outweighing every

other consideration’

Can you guess the company?

Can you guess the event?

6

The company – White Star Shipping Group

– On April 15, 1912 the world was shocked by the news that RMS Titanic had been lost after colliding with an iceberg 350 miles off the coast of Newfoundland.

– Lives Saved: 705– Lives Lost: 1,500

‘Safety outweighing every other consideration’

7

‘Safety outweighing every other consideration’

• This was the framed notice in the chart room of every White Star liner in 1912

• The Root Cause – Management did not have a core moral value to care for people above anything else

Safety Outweighing Every Other Consideration

Safety, Quality and Productivity Leadership Improvement Process

8

Training Evaluation Measurement

Continuous Improvement

General View of 530 Slip

10

Some key figures:

Length of formwork: 2000 m Height of slip: 44 m Concrete Volume:50 000 m3

(66 000 CY) Rebar: 14 500 tons Embedment: 9000 ea Post Tensioning Duct: 65 000 m Target Duration: 32 days Freeboard on slip: 8 – 12 m

Safety

FLS - IMPACTDo you as a Frontline Supervisor have an impact on Hebron?

Do you as a Frontline Supervisor have an impact on your People?

Do you as a Frontline Supervisor have an impact on your Peoples Family?

Do you as a Frontline Supervisor have an impact on yourself?

Impact

1. “Focus on your and your teams potential NOT your limitations.”

2. “What does your team want?” Figure it Out

Focus on bringing about positive transformation in the lives & careers of the people you influence.

“People don’t care how much you know until they know how much you care.”

Roles & Responsibilities • KKC believes in the “Internal Responsibility System” whereby

everyone in the workplace has a role to play and a duty to actively ensure worker’s safety and health.

• Everyone - Both employees and employers – are responsible for his/her own safety and that of their co-workers

• Everyone who identifies a health or safety concern, has a responsibility to do all they can within their control to make it safe and report it to their direct supervisor.

• Once identified, the employer and supervisor has a duty to investigate and eliminate any hazard(s) that could injure workers

Expectations: Superintendent • 70% of day in Field Minimum

• Ensure all Safety requirements are being met daily.• Communicate with all levels• Manage Breaks, Lunches, and Start/Stop Times• Develop and coordinate plan for Forepersons to execute• Ensure high Quality work• Set up operations for Success• Set Expectations and Accountability in your team• Know your teams Capabilities• Be a Leader – Know your People

RoleWhat was/is your most important role as a supervisor?

COACH

COORDINATOR

COMMUNICATOR

CONFIDANT

COUNSELLOR

???????

The 1-3-10 Rule• Consider the below model. For every General Foreperson, there are

3 Forepersons. And for every Foreperson, there are 10 workers

• When you look at it in this model, safety management seems very manageable!

The 1-3-10 Rule• Consider the below model. For every General Foreperson, there are

3 Forepersons. And for every Foreperson, there are 10 workers

• When you look at it in this model, safety management seems very manageable!

Introduction – WelcomeName

What you're doing hereHobbiesFamily

Welcome

L.I.F.T. Training Agenda0700hrs Registration & Introduction 30mins0730hrs Roles & Responsibilities 15mins0745hrs Job Hazard Assessment (JHA) 45mins0830hrs Field Level Hazard Assessment 45mins0915hrs Break 15mins0930hrs Serious About Safety 15mins 0945hrs Tool Box Talk 45mins1030hrs D&A Policy 30mins1100hrs PTWS Overview 4 Slides 15mins1115hrs Quality 30mins1145hrs Lunch 30mins1215hrs Productivity 30mins1245hrs Leadership 30mins1315hrs Course complete.

SSH Dept

Lloyd HolmesDon ReidCraig Gallant

Construction Dept

Construction Dept

What are we doing today?..... L.I.F.T.

KKC Leadership Scorecard

Roles & Responsibilities Health & Safety Overview

• What does the OHS Act & Regulations expect of you?

• OHS Act & Legislation - Explained

What does the OHS Act & Regulations Expect of You?

• Employers Supervisors and Workers all have duties and requirements under the NL Occupational Health & Safety Act & Legislation

• In some cases, Canadian companies, supervisors and workers have been charged with failure to comply with the related province’s legislation, resulting in jail time for the supervision and large fines for the companies

• Under the Act, a “Supervisor” mean s a person authorized or designated by an employer to exercise direction and control over workers of the employer. In this way, Superintendents, General Forepersons and Forepersons are all considered “supervisors” under the Act.


Supervisor’s General Duty:5.1 A supervisor shall ensure, where it is reasonably practicable, the health, safety and welfare of all workers under his or her supervision

Supervisor’s Specific Duties:5.2 A supervisor shall

(a) advise workers under his/her supervision of the health or safety hazards that may be met by them in the workplace;(b) provide proper written or oral instructions regarding precautions to be taken for the protection of all workers under his/her supervision and;(c) ensure that a worker under his/her supervision uses or wears PPE, devices or other apparel that this Act, the regulations or the worker’s employer requires to be used or worn


• In order to perform your general and specific duties under the Act and Regulations, knowledge and use of these documents is needed.

• The next slide outlines an issue which has come up during a job in which you are the supervisor. Use the NL OHS Act & Regulations to determine the proper course of action.

SCENARIOYou have assigned a group of workers to paint the walls in large facility. Before painting, they must scrape off old paint which is flaking off the walls. The scraping/clean up and painting job is expected to take 45 days.

Workers are expected to wear boots, glasses, gloves and hard hats for PPE. Paint, brushes and rollers have been provided and job built wooden ladders have been constructed for use in high reaching areas.

The ladders have been painted orange for high visibility.

One of the workers has refused the work based on OHS regulations surrounding the use of the ladders and the exposure to hazardous substances in the air.

Does he have a legitimate reason to refuse the work?

Job Hazard Analysis Overview• What is a JHA?

• When do you complete a JHA?• Who is involved in a JHA?• The JHA form – Overview

• Hazard identification and control

What is a Job Hazard Analysis (JHA)?• A Job Hazard Analysis (JHA) is a hazard identification

and control tool used by KKC for all non-routine jobs on the Hebron project

• The JHA identifies hazards and their mitigations which are specific to the task as outlined in the Work Package/Job Card issued for all jobs on the project

• If used correctly, the JHA tool helps break the job down into small tasks, identify hazards associated with the task, and control the hazards

• The hazards and their mitigations should be specific to the task as outlined in the Work Package/Job Card.

When do you complete a JHA?

Each work package/job card shall include a JHA.

The JHA will be developed during the Work Package/Job Card preparation process by the responsible discipline of the task (supervision & crew) in consultation with the SSH and E & R Departments

The completed JHA shall be reviewed with all personnel involved to communicate the hazards, and their mitigations, associated with the task:

• At the beginning of the job• At intervals throughout the job• At the end of the job

• JHAs shall be updated and reviewed• Whenever the identified job steps have been modified or, • Additional hazards have been identified

Review must also be done when a new member joins the work team for the job

Who is involved in a JHA?• The discipline who is tasked with the work is responsible for the

development of a JHA. The development shall be done at the discipline’s superintendent level.

• The following parties shall support the development of the JHA (when applicable):– SSH Coordinator– E&R Advisor– ERT

• Once the job is ready to begin, all workers involved in the job must review the JHA and sign on to the document

J OB HAZARD ANALYSI S JOB: WORK AREA:

PREPARED BY: DATE PREPARED: JHA No.

STEP BY STEP PLAN: Access Points:

1 7 Location Type

2 8

3 9

4 10

5 11

6 12

Potential Risks Mitigated Additional Planning/Control

s Required

PPE Required Reviewed in the field by:

Name Signature

Mobile/Operating Equip Cutting / Chemical Goggles Exposure to Falls Face Shield Confined Space Leather/Kevlar Chaps Traffic Management Respiratory Protection Trenching / Excavation Toe/Foot Guards Lock-Out / Tag-out Ear Plugs/Muffs Haz. Materials Present Life Vest/PFD Effected Utilities Welding Hood Electrical Shock/Flash Welding Leathers Lifting with Equipment Harness Type: Simultaneous Ops. Arc Flash Rated PPE Steel Erection Haz. Mat. Suits Night Work Other PPE: Falsework/Shoring Failure Other PPE: Live Energy Source Fire / Explosion

Approvals

Foreman Superintendent SHS Coordinator

Construction Manager E&R Advisor Pollute

H2O/soil/air/flora Stored Energy Release


PREPARED BY: DATE PREPARED: JHA No. STEP BY STEP PLAN: Access Points:

1 7 Location Type

2 8

3 9

4 10

5 11

6 12


s Required


Name Signature


Approvals




13 2


PREPARED BY: DATE PREPARED: JHA No. STEP BY STEP PLAN: Access Points:

1 7 Location Type

2 8

3 9

4 10

5 11

6 12


s Required


Name Signature


Approvals




Scaffold Erection - Tri-cell 20 T20 – Section XYZ

John Smith01/02/2014 123

Gather/inspect tools/PPEMobilize to work areaOffload/Separate scaffoldingLower scaffolding into tri-cellErect scaffolding Clean up work area/remove extras

Mobilize from the work area 1.B/W rebar – yolks 18 and 19 – accessed through B202. Hatch in TC bottom with access to center shaft


PREPARED BY: DATE PREPARED: JHA No.

STEP BY STEP PLAN: Access Points:

1 7 Location Type

2 8

3 9

4 10

5 11

6 12


s Required


Name Signature


Approvals




Scaffold erection - Tri-cell 20 T20 – Section XYZJohn Smith 01/02/2014 123

Mobilize to work areaOffload/Separate scaffoldingLower scaffolding into tri-cellErect scaffolding Clean up work area/remove extras

Gather/inspect tools/PPE1.B/W rebar – yolks 18 and 19 – accessed through B202. Hatch in TC bottom with access to center shaft

4

Mobilize from the work area

Identifying and Controlling Risks

• There are three basic steps to follow when trying to address the hazards of a job:

Identify the Hazard

Assess the Risk

Control the Risk

What can cause harm?

What are the chances?

What can I do?

“What Can I Do?” – Controlling Hazards

• When trying to control the hazards of a job, consider the “hierarchy of controls”

ELIMINATION – Design it out

SUBSTITUTION – Use something else

ENGINEERING – Isolation & guarding

ADMINISTRATIVE – Training & work scheduling

PERSONAL PROTECTIVE EQUIPMENT

BEST

Step: Mobilize to work area Step: Step:

ANTICIPATED HAZARDS:

(What’s the worst that could happen?)

(What’s most likely to happen?)

1. Uneven ground (Slips, trips, and falls)2. Over lifting (Muscle strain) 3. Weather (exposure extremes)4. Traffic along route (HMI) 5. Walking though other work

6. Loading/offloading tools/scaffolding (Cuts, punctures, scrapes)

7. Vehicle accident (while on route)

PREVENTION PLAN:

(What do we need to do so that Nobody Gets Hurt

Today?)

1. Proper footwear, 3pt contact, I.D. predetermined route, eyes on path

2. Only lift <50lbs, use buddy system when applicable

3. Wear raincoat w/ hood, rubber gloves

4. Only use designated walkways, watch for traffic before crossing

5. Review TBT for SIMOPS, situational awareness, obey red/yellow chain procedures

6. Wear appropriate gloves, use handles while loading/offloading tools, place tools with sharps pointed down

7. Abide by site specific traffic rules, be aware of other traffic

FALL PROTECTION WORK PLANOperation Date

Identify hazards in work area:

Check Method of fall prevention/protection to be used: Standard Guardrail (top, mid and toeboard)

Horizontal lifeline

Anchorage point of 5000lb load/person

Vertical lifeline

Boom lift (designated operator required)

Retractable

Other (Specify)

Check equipment to be used: Full body harness Rope/Cable grab

Positioning lanyard Retractable Lanyard

Describe procedure for assembly, maintenance, inspection and disassembly of system:

Describe procedure for handling and securing tools, equipment and overhead protection for work areas below: (ex: toe boards, tool lanyards, etc.)

Retrieval / Rescue Plan:

Sketch of system: Use back of page if necessary .

I certify that I understand the hazards of this operation and have received necessary training associated with this operation .

JOB XYZ 01/02/2014

BE SPECIFIC TO THE FALL/DROP HAZARDS IN YOUR WORK AREA (IF APPLICABLE) I.E. “3X4 FT HOLE TO THE RIGHT OF THE WORK AREA

CHECK OFF WHICH PREVENTION/PROTECTION SYSTEM WILL BE USED

*

* *THIS SHOULD BE SPECIFIC TO THE JOB. IT SHOULD INCLUDE A STEP BY STEP INSTRUCTION ON CARRYING OUT THE WAH PORTION OF THE JOB

THIS SHOULD BE SPECIFIC TO THE JOB. IT SHOULD INCLUDE A STEP BY STEP INSTRUCTION ON TETHERING, BARRICADING, ETC…(ALL APPLICABLE)

CONSULT SHAREPOINT FOR ERT RESCUE PLANS. IN CASE OF EMERGENCY, FOLLOW THE EMERGNCY PROTOCOL

SIGN OFF

J OB HAZARD ANALYSI S JOB: WORK AREA: PREPARED BY: DATE PREPARED: JHA No. STEP BY STEP PLAN: Access Points:

1 7 Location Type

2 8

3 9

4 10

5 11

6 12


s Required


Name Signature


Approvals




5

6Workers Sign

Approvals

JHA @ The Work Area

• The completed JHA should be kept at the work area with the work package.

• If something changes in the work area or with the job the JHA should be revised and communicated to all workers.

• If the activities described by the JHA could impact other operations in the area, the JHA should be reviewed with the applicable supervisory level as dictated by the activities.

Hazard Identification & Control

Get into even groups. This will be your work team. You have started to develop a procedure for garage work. One of the scenarios to be covered in the procedure is changing out tires. A JHA must be developed for the work.

Scenario

One of the tires on the company’s light vehicle has a flat tire. The vehicle has been towed to the company’s maintenance shop and is sitting outside of the shop. It is a very hot day (>25°C) and the garage is full. Your supervisor has instructed that the tire be changed outside using a manual tire jack, the spare tire which is under the truck, and other necessary tools from the garage. The vehicle is a full size work truck.


Field Level Hazard Analysis OverviewWhat is a FLHA?

When/Why do you complete a FLHA?Who is involved in a FLHA?The FLHA form – Overview

Hazard identification and control

What is a Field Level Hazard Analysis (FLHA)?

• The Field Level hazard analysis or FLHA is a “front line” hazard analysis tool used by KKC for every job/task undertaken on the Hebron Project.

• It is a Personal Protection Document…It helps you protect you!

• The FLHA is supported by the job’s JHA. It’s purpose is to help identify daily changes in the immediate work, assess any hazards that may be present and put controls in place to stop those hazards from becoming…..

ACCIDENTS

When/Why do you complete a FLHA?• Every job undertaken on the Hebron Project requires the

completion of an FLHA. • An FLHA is to be completed after review of the planning

material: Toolbox talk/JHA Work package/job card Any supporting documents (diagrams, procedures, etc.)

• The FLHA must be completed: At the job site Immediately before the job begins

Why complete a FLHA? SO THAT NO ONE GETS HURT

Who is involved in a FLHA?• Anyone performing work on the Hebron Project must

have completed or signed onto an FLHA• The work scope shall determine who must complete

the FLHA and sign off• Anyone entering the work area where a job is taking

place should review the FLHA for the job and sign it• Simultaneous operations and their hazards MUST be

taken into account. Keep an open line of communication with the different jobs going on around you.

-Here we put the all the information about the logistics of the job. The location and work scope should be very specific I-Include the SWPF # and/or scaffold tag # if applicable

-The pre-job checklist is a prompt list where you check off those items which apply to your job.-Items include WAH, equipment hazards, etc…I

-This section is for special circumstances where PPE or a guard/barrier must be removed in order to carry out a part/all of the job. -If there is a need to complete this section, there must have a control(s) in place and supervision must sign off for approval

This section is to be completed after the job is complete

This section is the for the sign off of the task member preparing the FLHA

“What Can I Do?” – Controlling Hazards

• When trying to control the hazards of a job, consider the “hierarchy of controls”

ELIMINATION – Design it out

SUBSTITUTION – Use something else

ENGINEERING – Isolation & guarding

ADMINISTRATIVE – Training & work scheduling

PERSONAL PROTECTIVE EQUIPMENT

BEST

Thinking Differently about Hazards THINK P.E.M.E.

PEOPLE EQUIPMENT MATERIALS ENVIRONMENT

How can others affect my ability to stay safe?• Inexperience• SIMOPS• Fitness for

work• Unsafe acts• Competence

How can the tools and equipment I use affect my ability to stay safe?• Right tool for

task?• Inspected?• Is it guarded?• Line of fire

How can the materials I use affect my ability to stay safe?• Hazardous

substances• Flammables• Fume or dust

generation

How can the job site affect my ability to work safe?• Work at

height• Confined

space• Weather • Tripping

hazards

In the “Tasks” section, the job is broken down

into smaller tasks

In the “Hazards” section, list the

hazards for each of the tasks

(Use P.E.M.E.)

In the “Controls” section, list the

controls for each of the hazards

(Use the hierarchy of controls)

In the “signature” section, ALL workers involved with the job

sign and initial confirming they have

read the FLHA

FLHA FLOW CHART

Job assigned

Work Pack Review/TBT incl. JHA

Crew members develop FLHA at the

job site

Begin job

Has a new member joined the crew?

Update & ReviewFLHA

Are there other hazards not covered

on the JHA?

Are there SIMOPS in the area?

Has something changed?

Does a piece of safety equipment

need to be removed?

NO

YES

START


Get into even groups. This will be your work team. You have been selected for a job which must be completed today. You get to the job site but before starting work, your team must develop a FLHA for the work. See the next slide for the work scope.

ScenarioYou are a group of labourers tasked with the cleanup of a trailer on the Hebron site. You will have to do a general clean up, move some boxes (approx. 55 lbs) and sweep/mop floors. Your tools will include a broom, mop, chemical cleaners and sweeping compound. One worker will be 20 min late but your supervisor has said that you are to begin without him/her

This is the cleaner to be used on the floors

Area to be cleaned/boxes to be moved

This is the sweeping

compound to be used for sweeping

operations

SAZ Program“Serious About Zero”

• What is SAZ?• Who/When/Why on SAZ Cards• The SAZ process – Overview

• Recognition

What is SAZ?

• The SAZ Program is a means to take ownership for the safety of ourselves, our co-workers, and our project

• The program aims to raise safety awareness, promote interaction between people and reflect on behaviours and conditions

• The program recognizes unsafe behaviour/conditions, positive observations and near-miss reporting

• It is a documentation of what you saw and what you did

Who/When/Why on SAZ CardsWHO?

• The SAZ Program is for all people on the KKC GBS Project. This includes all craft, staff, owners, and subcontractors, both onsite or offsite.

WHEN?

• A SAZ card should be completed when you see both safe or unsafe acts and conditions. Be ready to ask yourself “What did I do About it?”

• You should submit 1 (one) SAZ card to your Foreperson per week.

WHY?

• Completing a SAZ card gets us thinking about safety and having interactions with people on their behaviour or on a condition – whether it is safe or unsafe.

SAZ Process Overview

?

Monthly Recognition

• At the end of each month, SAZ cards are entered in to a random drawing

• 10 winners are selected in the random draw• Winners must have name and badge # on

card• Winners are announced in the

Communicator

Toolbox Talk Overview• What is a Toolbox Talk?

• When do you hold a Toolbox Talk?• Who is involved in a Toolbox Talk?

• Toolbox Talk Structure• The Toolbox Talk form – Overview

• Toolbox Talk Do’s & Don’ts • Daily Stretching

• Holding a Toolbox Talk

What is a Toolbox Talk?• A Toolbox Talk is a safety discussion tool

used by KKC for all work groups on the Hebron Project

• It is an informal group discussion that focuses on safety issue(s) relevant to the work about to be done

• It is intended to promote and facilitate health & safety discussion amongst the work group members in order to raise awareness on safety issues relevant to the work

When do you hold a Toolbox Talk?

• A Toolbox Talk is conducted once per shift for every work group

• The talk is conducted before the start of any work.

• Toolbox talks can be conducted in the field or indoors – depending on various factors like weather, time of day, etc.

Who is involved in a Toolbox Talk?• The first line supervisor is responsible for conducting the toolbox

talk• All personnel in the work group must be in attendance• Members of the Safety team frequently attend toolbox talks to help

address safety issues and assess the quality of toolbox talk content• It is an expectation and best practice that superintendents and

other site management frequently attend toolbox talks• Everyone attending the talk must sign the attendance section of the

Toolbox Meeting Record only when they have understood what has been discussed and the hazards involved in the tasks about to take place

Toolbox Talk StructureBefore the Toolbox Talk starts:• Survey your team’s work area for any changes or new hazards since the previous

shift• Complete the Foreperson’s Toolbox Meeting Record including the new hazards

identified in the work survey

During the Toolbox Talk:• Conduct pre-task planning

o Review any SWPs and/or perform/revise a JHA with the work groupo Discuss safety aspects of non-critical or routine work to eliminate

complacency• Review ongoing work activities including adjoining work (SIMOPS)• Share relevant information with the work group (Communicator) • Solicit feedback from the work group• Recognize positive behaviours • Capture applicable learnings• Document the discussion (verification purposes)• Reconvene during shift when needed to address unanticipated issues or other

considerations

LEAD YOUR TOOLBOX TALK! - DON’T JUST GO THROUGH THE MOTIONS!

Capture the who, what where & when’s at the top of this section

List all your tasks to be done during the shift and leave room for comments

from the work group

Check all the Safety, Environmental & Quality considerations that apply to

your work

Document the discussion, issues, concerns and any incidents after the

shift

All members of the work group must sign here only after they have

understood the discussion and the associated hazards with the job

Toolbox Talk DOs & DON’Ts

DOs

• Prepare• Engage the work group• Be creative• Set your expectations

for the shift• Focus on the fix, not the

problem• Choose a topic relevant

to the work• Verify – “Do you

understand?”

DON’Ts

• Don’t loose focus• Don’t loose control of

the discussion• Don’t just read a piece

of paper• Don’t preach to the

work group• Don't just pencil whip it

TALK……DON’T READ!

Daily stretching is required to be done by ALL personnel immediately following the toolbox talk

Stretches should be carried out in an area where they can be carried out safely – Make sure you have enough room!

Each stretch should be held for the count of 10 – Don’t rush it!

Stretching is an important practice and helps prevent injuries

Holding a Toolbox TalkGet into even groups. This will be your work group. One of

you will be the supervisor, the rest will be the crew. You must hold a toolbox talk before the work starts.

Below is the work scope.

ScenarioYou are a group of ironworkers tasked with welding/grinding operations on the Hebron site. The supervisor has gone to the work site to survey

the area and noticed a lot of different hazards present that were not there the night before. The crew have some questions about using a

grinder. The supervisor has selected grinder safety as a toolbox topic.

Bull ArmSite Absolute Process

Bull Arm Site Absolute Policy (Company)

• Purpose To encourage safe behaviour by identifying activities which pose a danger to life and health, involve theft of personal or company property or involve violence in the workplace.

Site Absolutes• No use or possession of alcohol or illegal drugs or

noncompliance with the site substance abuse policy• No theft or vandalism• No fighting, physical assault or threats of bodily

harm• Must be tied off above 6ft (1.82m) where fall

protection is required• No possession of firearms, lethal weapons,

ammunitions or explosives

Site Substance Abuse Policy

• The misuse of legitimate drugs, or the use, possession, concealment, transportation, purchase, production and supply or offer of supply of prohibited substances is strictly prohibited

• Possession, use, distribution, sale and/or being under the influence of alcohol is a violation of this policy

Roles and ResponsibilitiesSupervisor’s Role

• Be knowledgeable of the Substance Abuse Policy.• Be able to recognize the symptoms of the

inappropriate use and abuse of alcohol and drugs.• Take action on reported or suspected alcohol and/or

drug use by personnel.

Supervisor’s Role

• Treat all personnel with fairness and respect, handle all sensitive information in a confidential manner and inform personnel of the assistance under any available employee assistance services program (EAPs).

• Ensure that alcohol and drug testing is performed following all incidents unless it is clear that alcohol and/or drugs could not have been a factor.

Reason for Testing• Post Incident• Random• Reasonable Suspicion

Post Incident Testing• Involved in an incident

– Injury, Property damage or near Miss.– All personnel involved in the incident. – If more than 4 hour delay, written explanation

required.• Not Required if the incident was clearly a result of an

act of nature or where it is clear that alcohol or drugs could not have been a factor.

Reasonable Cause – Site Policy

• Alcohol, drugs and/or paraphernalia detected associated to particular worker(s) or in vicinity of.

• Observation or credible eyewitness info about physical or behavioural signs of impairment.

• Unexplained failure to follow critical safety rules.• Recent performance indicators that is strongly

indicative of a person under the influence of alcohol or drugs.

Testing Process• Individual is suspected to be in violation of a Site Substance Abuse

Policy. • Supervisor and Safety Lead are notified.• Two supervisors MUST confirm suspicion (1 plus 1).

• Request employee comply with A&D Testing and provide reason for the request.

• Advise individual that a Shop Steward may be consulted. • Keep continuity of individual• Complete the A&D Test Form.

– Grounds– To be completed prior to test

• Escort to the On-Site Clinic for testing • Call Security to escort (if required).

• Superintendent recommended to attend test site.

Substance Abuse Policy• If results are Non-Negative or if a refusal, employee

is escorted off site and access is denied pending the outcome of the investigation.

• Where testing occurs more than four (4) hours after the decision was made to test, a written explanation is required.

• Forward all material to Security Management.• Potential Site Absolute Report is completed and

submitted to Company for decision.

Drug

• Any substance, which when taken into the human body, can impair the ability of the person to perform his/her duties safely.

Categories

• Depressants• Stimulants• Hallucinogens

Categories

Depressants Stimulants HallucinogensAlcohol Amphetamine/

MethamphetaminesLSD, Magic Mushrooms

Benzodiazepines Barbiturates

Nicotine Ecstasy

Opioids (Heroin, Morphine, Methadone)

Cocaine PCP, Ketamine

Solvents Caffeine Cannabis (high Doses)

Cannabis Ecstasy

Depressants• Substances which slow down the normal function of

the Central Nervous System. Relieves tension– Most Common

• Alcohol – most abused Drug in Canada– Opiates

• Codeine, heroin, methadone– Cannabis

• Marihuana

Depressants

• Tranquillisers– Valium, Ativan, Oxycodone

• Solvents– Glues, paints

Stimulants

• A substance which increases activity in the CNS and produces a sense of euphoria, temporarily elevate alertness, awareness and energy. – Cocaine– Meth– MDMA (ecstasy)– Caffeine

– Ritalin

Hallucinogens• Hallucinogens refer to drugs that significantly alter a

person’s senses, mood and perceptions. There is no basis in reality, but appear realistic to the person having them.– LSD– Ecstasy– Magic Mushrooms– Marihuana ( High Doses)

Common Drugs at Bull Arm

• Alcohol

• Marihuana

• Cocaine

Signs and Symptoms• Alcohol

– Odor– Blood Shot Eyes– Flushed Appearance– Slurred Speech– Impaired coordination - unsteady walking, memory & judgement– Drowsiness– Confusion

Alcohol Elimination

• The liver burns the ethanol• Due to metabolism, the average person’s BAC drops by about

15 mg% per hour.

Signs and Symptoms

• Marihuana– Odor– Red eyes, Pupils dilated– Dry Mouth– Slow reaction time, balance may be impaired– Increased blood pressure, breathing– Euphoria– Calmness, spontaneous laughter– Anxiety, Depression and Paranoia– Distorted sense of time

Effects of Marihuana

• 8 - 9 Seconds– User begins to feel and exhibit effects

• 10 - 30 Minutes– Peak effects are reached

• 2 – 3 Hours– User continues to feel and exhibit effects

Effects of Marihuana

• 3 - 6 Hours– User feels “normal”

Note: Blood and urine tests can detect marihuana use 45 to 90 days depending if you are a regular or heavy user!)

Signs and Symptoms

• Cocaine (Caviar of the street drugs)

– Pupils dilated– Frequent sniffling, runny nose, bloodshot eyes– Increased heart rate, breathing and body temperature– Increased energy, alertness and activity– Euphoria– Anxiety, paranoia, restlessness and irritability– Depression– Erratic sometimes violent behaviour

Effects of Cocaine

• Stimulant• Fast acting• Last 15-30 minutes up to two hours

– Maybe shorter if smoked or injected• Detected in Urine for 3-5 days

– Some studies suggest up to 10-14 days

Prescription Narcotics

• Fastest growing drug problem– OxyContin– Percocet

Sign and Symptoms• The Eyes

– Opiates such as Oxycodone will Constricted Pupils – Alcohol Cocaine and Marihuana will dilate pupils

Quality

Do it Right, The First TimeTake Pride in your Work

Craft Orientation

Evaluation Criteria

1. Knowing the requirements and your Plan – Work the Plan

2. Performing Self Inspections

3. Reporting all Quality Issues or Concerns to Supervisor or a member of the QC team

Know the RequirementsFollow the Plan

Any change or deviation in design must be approved by Engineering FIRST

1. Understand your work pack2. Know your Hold Points3. Clear your Hold Points

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Inspect Your Work

Report Quality Related Issues to Your Supervisor

If it doesn’t look right, it probably isn’t!

Test, Measure, & Control

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Safety – Quality – Productivity

• Safety, Quality & Productivity work hand in hand.

• A safe, organized workspace will lead to improved quality and increase productivity!!!

• Poor Quality can lead to unsafe conditions, leads to re-work and compromises the schedule.

Remember:

• It’s about you• It’s about me• It’s about all of us It defines who we are as an organization Defines who we are as individuals

Ask yourself, would you pick us to be your next Major Project?

Questions?

Productivity

Productivity: Why It’s Critical

• To continue building projects• Build projects on time and on budget• Stay in business• Develop new methods or equipment• Sense of pride

How do we improve Productivity?

Eliminate the productivity Killers!!

Work to a budget!

• Hours of Work• Daily Work Plan• Operation Shut Down• Tool Crib Control

How do we improve Productivity?

Success depends on ME

Hours of Work• Control absenteeism• Minimize time loss during the breaks

• Lunch is 30 minutes - including smoke break• Breaks are 15 minutes - including smoke breaks

• Ensure that all your crew start on time• Tool box at start of shift and should not last more than 5 minutes • Play of the day to explain the work and budget for the day - 5 minutes• Stretch and flex follows the tool box - 5 minutes• 15 minutes after the start of shift the craft should be at the work face working

and finalizing the FLHA.• End of shift

• Depending upon tasks and location. Before end of shift the craft clean work area, pickup tools, etc. Prepare to line up for Ferry or go to their lockers.

• Overtime• Overtime has to be pre-approved by the Shift Lead• Keeping craft longer than their planned schedule has to be approved by the

shift lead.

Hours of Work• Approval of hours worked – every day

– Verify that all the names are on the tablet – Verify the hours worked and approve the time on the tablet.– To approve the hours the foreperson cannot leave at the same time or

before the crew.

• Daily shift cost– At the end of the shift add the hours worked and divide by the quantity

performed to measure productivity– Keep track of the daily shift cost to see if productivity is improving. – If it isn’t, then you need to analyse the operation or do an operation shut

down.

• Report Progress– Proper cost codes– Review your daily shift cost– Review the weekly productivity trends

Daily Work Plan• Know your budget before starting an operation

• The foreperson prepares a play of the day each morning– Includes quantities to perform during the day– Budget hours to do the work– Actual hours planned – Material/Equipment required– Work package required to perform the work

• Daily shift cost• At the end of the shift add the hours worked and divide by the

quantity performed to measure productivity• Keep track of the daily shift cost to see if productivity is improving. • If it isn’t, then you need to analyse the operation or do an operation

shut down.

Operation Shut DownWhen you are 10% into a new operation (except a slip)

• Stop an operation and get the crew together• Analyze what you are doing and try to get the

crew to give on ideas on how to improve.• Videos, pictures or productivity graphs can be

used to help the job shut down.• An operation shut down should only last about 1

hour.

Tool Crib Control• Minimizing Waste and Lost Time

Craft request PPE from Foreperson or run to Crib as an extension of the foreperson

Never more than one person per crew should go to the tool crib. The foreperson should have on him at all times spare safety

glasses and gloves and consumable items they know they need.

• Controlling Waste Names and ID will be written on the rain gear by the tool crib RFID tags will be installed on the harnesses Employees will pay for any loss of rain gear, harnesses and

all abuse of PPE

Leadership

Why Leadership Training?

To secure good leadership in the field to ensure a successfully execution at the Deep Water Site • Why now?• Leadership -> Culture/Mindset -> Behaviors• Hebron Leadership Model• Building Hebron One Team

Success depends on ME

Why are you here?The Hebron Vision:

Leadership requirements• HSE Mindset, Safe

– We take personal responsibility for HSE because we care

• One Team– All our major achievements are team efforts

• Open & Honest– We encourage early and honest communication

• Hands-on Management– We know our business and get things done

• Empowered– We develop our employees and the next generation of leaders

• Accountability– We are responsible, we deliver consistently and strive to beat our goals

Leadership

UnderstandingAbility

Decision MakingInspiration

Implementation

To Create

Hebron Mind Set for Every Day

Do the small things well• What does it mean?• Why is it so powerful?• How do I translate it into actions?

What Do we do? Why do we do it?• You see a co-worker has slurry speech, incoherent, what

do you do?• You see someone trying to lift a heavy load all by

himself, what do you do?• You see someone jump over a gap between planks on

scaffolds, what do you think?• Why are your thoughts, actions or lack of actions so

important?• It`s a thing to do?• Because we CARE• Share a story of someone who has to inform a

family that their loved one is hurt at work, how does that feel?

Effective Leaders • Think about your best boss, what did he or she do that made

you conclude they were a good boss?

• Friendly, open, communicated, listened, showed the care about me, gave positive feedback, held people accountable, let me do my job, I was not afraid to make a mistake, told me how I was doing, I knew what the boss wanted to accomplish and how I fit in, I could trust the boss ++

Good Leaders

If we know what a “good boss” looks like, then why is not everyone a good boss?

• Lack of training• No clear definition of what a “good boss” looks like• No feedback on leadership skills and style• People are different• Want to remain friends with subordinates• The followers

Find your own style

• Leaders are more effective if they have positive relationships with their direct reports

• Leaders engage hearts and minds• Leaders are consistent between

what they say and do• Leaders are judged by their

actions, not by their intentions• How we do things, is just as

important as what we do

Why “Lead by Example”?• Judged on what you do – not on what

you say• How would that reflect in your

behavior?• Is this the right thing to do?

Is it how we do our business here? Is it a reflection on do I really care?

• Influencing your crew`s general mind set/culture at work

• Reflected through the behaviors of your crew

Hebron Leadership Behavior Model

Set examples

• Actively listen, genuinely care• Recognize positive behaviours• Sincerely accept feedback• Motivate my crew through

recognition of positive behaviors and sincerely accepting feedback when approached

• Walk the talk

Anticipate

• Every success is a “planned success” – every major work activity is executed through a “Count-down” planning process

• Focus on work planning:• JSA - work planning • LFHA – task planning• STOP & THINK - Personal mindset planning• Anticipate change plan ahead to address

change• Learn from the past and pursue flawless

execution

Follow Through

• Focus on quality execution• Seek opportunities for continuous improvements• Deliver consistent message, do what you say• Focus on Flawless execution• Follow gaps in a timely manner, feedback, findings

and suggestions to build credibility and trust

Engage & Empower• Visible and approachable• Engage and connect with everyone• Identify and develop next generations of leaders• Reinforce the message that anyone can STOP unsafe

behaviours / conditions

Hebron Mind Set for Every Day

Do Small Things Well

Makes the big results!

Questions?

Documents

Total LIFT Print Package