health and safety management plan

DATE 29/06/2020

VERSION: 2.0

GAS-1499-PA-HSE-001

HEALTH AND SAFETY MANAGEMENT PLAN

Kendall Bay Sediment

Remediation Project

US-050055-HS-MP-001 PAGE 2 OF 65

PROJECT-1301499482-359 UNCONTROLLED WHEN PRINTED OR DOWNLOADED VERSION 2.0

DOCUMENT APPROVAL

REV. DATE PREPARED BY

REVIEWED BY

APPROVED BY

REMARKS

0.2 24/07/2019 Jane Mahon Ciaran

Treanor

Jayson Gaul Issued for Review

0.3 09/08/2019 Ciaran

Treanor

Brendan

McVay

Jayson Gaul Issued for Review

1.0 19/08/2019 Ciaran

Treanor

Brendan

McVay

Jayson Gaul Issued for Use

2.0 29/06/2020 Ciaran

Treanor

Brendan

McVay

Jayson Gaul Updated to new Ventia

Management Plan

Template

Reference to new Ventia

Unified Processes

APPROVAL POSITION NAME RESPONSIBILITY

Project Manager Jayson Gaul Document owner responsible for review &

update of this Plan

LoB Senior SHEQ

Business Partner Jane Mahon

Review for compliance to Ventia

Management Systems

DOCUMENT DISTRIBUTION

CONTROLLED COPY NO.

NAME ROLE COMPANY

Original Ventia Business Management System (BMS) – Electronic Controlled Copy

1 Jayson Gaul Project Manager Ventia

2 Phil Hutson Project Manager Jemena

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TABLE OF CONTENTS

DOCUMENT APPROVAL ...................................................................................................... 2

DOCUMENT DISTRIBUTION ................................................................................................ 2

1. Introduction ....................................................................................................................... 6

1.1 Purpose .............................................................................................................................. 6 1.2 Ventia policies .................................................................................................................... 7 1.3 Ventia Business Management System .............................................................................. 7 1.4 Plan control, distribution and authorisation ........................................................................ 8 1.5 Document and records management................................................................................. 8 1.6 Definitions and acronyms ................................................................................................... 9

2. Project overview ............................................................................................................... 9

2.1 Project details and Scope of Work ..................................................................................... 9 1.1. Project Overview ................................................................................................................ 9

2.2 Contract requirements ...................................................................................................... 10 1.2. Specific Client Expectations ............................................................................................ 10

3. Leadership ...................................................................................................................... 17

3.1 Values ............................................................................................................................... 17 3.2 Leadership and commitment ............................................................................................ 17 3.3 Roles and responsibilities ................................................................................................ 17

4. Planning .......................................................................................................................... 18

4.1 Objectives and targets...................................................................................................... 18 4.2 Project/site rules ............................................................................................................... 20 4.3 Change management ....................................................................................................... 20 4.4 Legal and other requirements .......................................................................................... 21

5. Risk management .......................................................................................................... 21

5.1 Risk framework ................................................................................................................. 21 5.2 Hierarchy of controls ........................................................................................................ 22 5.3 Risk register ...................................................................................................................... 23

5.3.1 HIRAC training ................................................................................................................. 23 5.4 High risk activities ............................................................................................................. 24

5.4.1 Critical Risk Protocols (CRPs) ......................................................................................... 24 5.4.2 Safety Health and Environment Work Method Statement (SHEWMS) .......................... 24 5.4.3 Onsite Risk Assessments ................................................................................................ 25

5.5 Other risk controls ............................................................................................................ 26 5.5.1 Exceptions ........................................................................................................................ 26

5.6 Hazard reporting ............................................................................................................... 26 5.7 Workplace monitoring ....................................................................................................... 27

5.7.1 Inspections ....................................................................................................................... 27 5.7.2 Lead, Engage, Analyse and Discuss (LEAD) .................................................................. 27 5.7.3 Leadership Walk and Talk (LWT) .................................................................................... 27 5.7.4 STOP Work Authority ...................................................................................................... 28

6. Support and operations .................................................................................................. 28

6.1 Resource management .................................................................................................... 28 6.2 Purchasing of goods and services ................................................................................... 29 6.3 Subcontractor management ............................................................................................. 29

6.3.1 Subcontractor selection ................................................................................................... 29 6.3.2 Subcontractor engagement ............................................................................................. 30 6.3.3 Subcontractor participation .............................................................................................. 30 6.3.4 Subcontractor audits and reviews ................................................................................... 30

6.4 Training and competence ................................................................................................. 30 6.4.1 Training needs analysis / skills matrix ............................................................................. 30 6.4.2 Inductions ......................................................................................................................... 31 6.4.3 Visitor induction ................................................................................................................ 32

6.5 Facilities ............................................................................................................................ 33

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7. Communication and consultation................................................................................... 33

7.1 Communication of risk ...................................................................................................... 33 7.2 Internal .............................................................................................................................. 34

7.2.1 Daily pre-start meeting ..................................................................................................... 34 7.2.2 Toolbox Talks ................................................................................................................... 35

7.3 External ............................................................................................................................. 35 7.4 Client ................................................................................................................................. 36 7.5 Consultation arrangements .............................................................................................. 36

7.5.1 WHS issue resolution ...................................................................................................... 37

8. Incident management..................................................................................................... 37

8.1 Incident notification, investigation and reporting .............................................................. 37 8.1.1 Response and notification ............................................................................................... 37 8.1.2 Records and reports ........................................................................................................ 37 8.1.3 Investigations ................................................................................................................... 38 8.1.4 Investigators ..................................................................................................................... 38 8.1.5 Corrective actions ............................................................................................................ 38 8.1.6 Reviews ............................................................................................................................ 39

8.2 Injury management ........................................................................................................... 39 8.2.1 Rehabilitation ................................................................................................................... 39 8.2.2 Compensation process .................................................................................................... 39

8.3 Emergency preparedness and response ......................................................................... 39 8.3.1 Emergency resources ...................................................................................................... 40 8.3.2 Emergency drills .............................................................................................................. 40 8.3.3 Emergency Response Program ...................................................................................... 40

8.4 Crisis management .......................................................................................................... 41

9. Fitness for work .............................................................................................................. 41

9.1 Health Monitoring ............................................................................................................. 41 9.2 Drugs and alcohol ............................................................................................................ 42

10. Health and occupational hygiene .................................................................................. 42

11. Plant and equipment management ................................................................................ 43 11.1 Plant and equipment risks ................................................................................................ 43 11.2 Use of plant on site ........................................................................................................... 44 11.3 Licences and competency ................................................................................................ 44 11.4 Mobile Cranes .................................................................................................................. 45

11.4.1 Pre-Lift Checklist .............................................................................................................. 45 11.4.2 Lift plan approvals ............................................................................................................ 45

12. Safety in Design ............................................................................................................. 46

13. Safe systems of work ..................................................................................................... 47

14. Performance evaluation and improvement.................................................................... 49

14.1 Monitoring activities .......................................................................................................... 49 14.2 Health and safety performance reporting ........................................................................ 50 14.3 Internal audits ................................................................................................................... 50 14.4 External audits .................................................................................................................. 50 14.5 Corrective and preventative actions................................................................................. 50

14.5.1 Trend analysis .................................................................................................................. 51 14.6 SHEQ review .................................................................................................................... 51 14.7 Continual improvement .................................................................................................... 52 Annex A. Definitions and Acronyms .......................................................................................... 53 Annex B. SHEQ Elements ......................................................................................................... 55 Annex C. Ventia Safe systems of work ...................................................................................... 59 Annex D. Ventia Critical Risk Protocols ..................................................................................... 60 Annex E. Roles and Responsibilities Matrix .............................................................................. 61 Annex F. SHEQ Planning Schedule .......................................................................................... 65

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Acknowledgement

By my signature below, I acknowledge that I have read and understood my roles and

responsibilities that are outlined in this WHS Management Plan. I understand that it is my

continuing responsibility to read and know its contents and that I will make all efforts to

communicate any significant change to affected personnel as this document is updated.

POSITION NAME INITIAL RESPONSIBILITY

Project Manager Jay Gaul

Document owner and the

person who has overall

accountability for the

operation of the

workplace

Superintendent Brendan McVay

Responsible to promote

and uphold SHEQ policy,

procedures and WHS

legislative requirements

as outlined in this plan

Senior Project

Engineer Stephen Bourhill

Responsible to promote

and uphold SHEQ policy,

procedures and WHS

legislative requirements


SHEQ Advisor Ciaran Treanor

Ensure compliance with

all Company WHS

policies and procedures


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1. INTRODUCTION Ventia is one of the largest infrastructure service providers in Australasia. We have a rich history

and solid track record of delivering services that provide the best outcomes for our clients. Our

purpose is to make infrastructure work for our communities and our vision is to lead the way in

infrastructure services by harnessing the power of technology.

1.1 Purpose

This Health and Safety Management Plan (HSMP) describes how we will apply Ventia Health and

Safety management on the Kendall Bay Sediment Remediation Project to produce a workplace

free of incident and injury.

The plan satisfies the requirements of the AS/NZ Standards and provides direction and guidance

for employees and contractors regarding health and safety expectations and requirements

throughout the life cycle of the project. It addresses leadership, management system requirements

and relevant operational safety and health risk controls.

The requirements in this document are intended to manage the risks to all project personnel,

contractors, members of the public and others who may potentially be impacted by the activities

required to execute the project’s scope of work.

This plan interfaces with other project management plans which address additional detail with

regards to operational, quality and environmental requirements.

Health and Safety Management Plan

Environmental Management Plan and associated Sub plans

Emergency Response Management Plan

Marine Safety Management Plan

Traffic Management Plan

Health & Hygiene Management Plan

Design Management Plan

Remediation Works Management Plan

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1.2 Ventia policies

The Safety, Health, Environment and Quality (SHEQ) Policy reflects our responsibilities and goals.

This policy is communicated to all employees during inductions, stakeholders and other interested

parties and indicates our commitment to keep people safe, protect the environment and ensure

our processes and systems are effective.

The SHEQ policy can be found on the Ventia intranet (VenDocs) and copies of the policy is

displayed on the wall in the Staging site office.

1.3 Ventia Business Management System

To deliver the best service to our clients and the communities that we support, Ventia policies,

standards, processes and systems are designed to standardise the way we work and focus on the

continual improvement of our service delivery model. Our Business Management System (BMS)

hosts the SHEQ stream which is made up of 16 elements.

Central to the BMS is Ventia’s document management system, VenDocs. It works together with

Ventia’s process management system, InVentia. Together, these two systems provide ready

access to all organisational content (documents and records) and knowledge (how Ventia does

things) respectively.

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The BMS forms the basis of our third-party certification to the recognised management system

standards including ISO 9001, ISO 14001, AS/NZS 4801, OHSAS 18001 and ISO 45001.

1.4 Plan control, distribution and authorisation

This HSMP is issued in accordance with Ventia management plan development processes. All

interested parties will receive a copy of this plan and associated controlled documents as agreed

by the management team.

The plan will be further developed and revised during its use on the project to address:

• any changes in the project management process

• comments and feedback by the Client

• changes in technology and work methods to improve processes

• changes identified by continual improvement

• specific requirements within the Contract

• changes in legislation that require amendments to this plan.

The Project Manager will review this plan annually with the assistance of senior project staff. Once

reviewed and approved this plan is signed and authorised by the Project Manager.

All personnel employed on the project will perform their duties in accordance with the

requirements of this plan and related processes and systems.

1.5 Document and records management

Health and safety documentation and data will be maintained and controlled as required by

company policy, standards, legislation, regulations and specific contractual requirements to ensure

that:

• they can be readily accessed

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• they can be reviewed periodically for adequacy and revised as necessary

• current versions are available to project personnel

• obsolete documents are removed from circulation

• they are retained for legal or knowledge preservation purposes.

The project ensures that all records are legible, stored and retained in such a way that they are

readily identifiable and retrievable in facilities that provide a suitable environment to prevent

damage or deterioration therefore preventing loss.

Project records will be maintained in accordance with all relevant statutory and contractual

requirements. As a minimum, documents to be retained include:

• training certificates and records

• project inductions

• toolbox meetings

• WHS committee minutes

• SHEWMS

• incident investigations and reports

• site audits/inspection records

• calibration records

• registers

• pre-employment medical and worker’s compensation records and reports

• project plans.

Records can be in the form of hardcopy or electronic media in line with company processes and

policies.

1.6 Definitions and acronyms

Definitions and acronyms used in this document are defined at Annexure A.

2. PROJECT OVERVIEW

2.1 Project details and Scope of Work

1.1. Project Overview

Ventia have been engaged by our client Jemena to complete the Kendall Bay Sediment

Remediation Project in Sydney. The project is required to address significant contamination in

Kendall Bay by undertaking in-situ remediation works and other management activities.

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Kendall Bay is a bay off the southern side of the Parramatta River, approximately 9 kilometres

west of the Sydney CBD, and is situated between the Breakfast Point development (on the site of

the former Mortlake Gasworks) and Cabarita Park.

Kendall Bay is a shallow marine environment characterised by intertidal mudflats, mangroves,

outcropping sandstone rock, a sandstone seawall and a sandy beach. It was utilised as a marine

loading and unloading facility for supply ships carrying coal to, and the removal of tar from, the

former Mortlake Gasworks. The process of gas production left the site of the former Mortlake

Gasworks and the nearby Kendall Bay with a legacy of contamination.

The sediments in the bay are contaminated with wastes from gasworks operations, primarily from

coal gasification (and related processes) which occurred at the Mortlake Gasworks between 1886

and 1971, as well as metals and other pollutants which are at levels comparable with other parts

of the Parramatta River.

The sediments in the main impacted areas of Kendall Bay are black and oily and have a strong

tar, hydrocarbon or naphthalene odour, characteristic of gasworks contamination. These

sediments contain levels of polycyclic aromatic hydrocarbons (PAHs) and petroleum hydrocarbons

(TRHs) greatly in excess of sediment quality guidelines. This highly contaminated sediment is

present to a maximum depth of more than 4 m in the area in the north-west of the bay, where the

coal and coke wharves were located, and to a maximum depth of 8 m in parts of the southern end

of the bay, where a former stream had cut into the sandstone bedrock. Ventia have developed an

innovative solution to the management of the contaminated sediments in Kendall Bay.

The workplace is comprised of:

• a Staging Site that houses facilities to facilitate the works. Containing a wharf, jetties, offices

etc.;

• Kendall Bay cove where the remediation areas are located; and

• The Breakfast Point seawall.

The Project started in September 2019 (Trial Works) and estimated completion date is

approximately October 2020 (Full Scale Works).

Refer to the Remediation Works Plan for further details.

2.2 Contract requirements

The HSMP has been prepared in accordance with the following contractual and client

requirements:

1.2. Specific Client Expectations

The following health and safety requirements form part of our client contract obligations for this

contract:

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Client expectation How we will meet

the expectation

Contract

4.8 Health and safety obligations

The Contractor must ensure that:

4.8.2 – all workers and the public are protected from exposure to Contamination

while the Works are undertaken;

Section 5. Risk

Management

Section 10: Health

and Occupational

Hygiene

4.8.4 – the Works are carried out in a manner that does not, and that the

Contractor and its Personnel do not:

(b) interfere with the parking arrangements, traffic flow and pedestrian walkways

at any land at, adjoining or in the vicinity of the Site, any Principal Procured

Facility or any Off-Site Facility, as they exist immediately prior to the Initial Access

Phase;

Section 5. Risk

Management

4.8.8 – all invitees, employees and contractors are fully and properly instructed

and trained prior to accessing or using the Site, any Principal Procured Facility or

any Off-Site Facility;

Section 6.4. Training

and Competency

4.8.10 – fully cooperate with, and otherwise comply with all directions given by,

the Principal in respect of any health and safety issue, including any health and

safety incident.

Section 8. Incident

Management

4.9 Work Health and Safety

The Contractor must:

4.9.1 – comply with, and ensure that its Personnel comply with, all WHS Laws in

connection with the Site, any Principal Procured Facility, any Off-Site Facility and

the carrying out of the Works;

Section 4.4. Legal

and other

requirements

4.9.2 – without limiting clause 4.9.1, the Contractor must comply with all WHS

Laws, including to the extent that the Contractor is a person conducting a

business or undertaking (including to whom any of sections 22, 23, 24, 25 or 26 of

the WHS Act applies).

Section 4.4. Legal

and other

requirements

4.9.3 – in carrying out the Works, take all possible and reasonably practicable

steps and measures to eliminate risk to health and safety and to avoid and

minimise the consequences of work health and safety issues;

Section 5. Risk

Management

4.9.4 – ensure that it carries out the Works in a manner which ensures that, and

otherwise provide all required assistance to the Principal to ensure that, the

Principal satisfies its obligations under all WHS Laws in connection with the

Works;

Section 4.4. Legal

and other

requirements

4.9.5 – ensure that there is no unreasonable risk to health, safety and welfare of

any persons employed in connection with the Works (whether by the Contractor,

its Personnel or otherwise);

Section 5. Risk

Management

4.9.6 – manage risks associated with the carrying out of the Works in accordance

with Part 3.1 of the WHS Regulation;

Section 5. Risk

Management

4.9.7 - ensure that if any Law requires: Section 4.4. Legal

and other

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(a) a person to be authorised or licensed (in accordance with the WHS Act and

WHS Regulation) to carry out any work at that workplace, that person is so

authorised or licenced, and complies with any conditions of such

authorisation or licence;

(b) a person to have prescribed qualifications or experience or requires a

person to be supervised by a person who has prescribed qualifications or

experience (as defined in the WHS Act or WHS Regulation), that person has

the required qualifications or experience or is so supervised; or

(c) a workplace, plant, substance, design, or work (or class of work) to be

authorised, registered or licensed, that workplace, plant, substance, design,

or work is so authorised, registered or licensed;

requirements &


and Competency

4.9.8 - not direct or allow a person to carry out or use plant or substances at a

workplace unless the requirements of clause 4.9.7 are met (including any

requirement to be authorised, licensed, qualified or supervised);

Section 5. Risk

Management &


and Competency

4.9.9 - if requested by the Principal’s Representative or required by any WHS

Law, produce evidence of any Approvals, registrations, prescribed qualifications or

experience, or any other information relevant to work health and safety (as the

case may be) to the satisfaction of the Principal’s Representative; and


and Competency

4.9.10 - indemnify the Principal and its related bodies corporate against any

Claims against, or Losses suffered or incurred by, the Principal or any of its

related bodies corporate (as applicable) arising out of, or in any way in connection

with, any breach by the Contractor of its obligations under this clause 4.9 or

clause 4.10 (and or which purpose the Contractor acknowledges and agrees that

the Principal holds the benefit of the indemnity under this clause 4.9.10 on trust for

itself and its related bodies corporate).

Section 4.4. Legal

and other

requirements

5.1 General Requirements

The Contractor must carry out the Works in a manner which complies with all

relevant Laws, requirements of Authorities and industry standards, including those

prescribed for health and safety of employees, self-employed persons and the

public.

Section 4.4. Legal

and other

requirements

The Contractor must, in carrying out the Works, ensure the following:

the safety of all people and property;

minimisation of effects of the Works on the community; and

minimisation of disruption to the public.

Section 3.

Leadership

The Contractor is fully responsible for the performance of its Subcontractors. The

Contractor is responsible for ensuring the suitability of a Subcontractor for the

work proposed to be carried out and that the work carried out meets the

requirements of the Principal and the Contract. The Contractor must ensure that

Subcontractors are aware of all HSE information relevant to the Works.

Section 3.

Leadership

The WHS Plan (this plan), Safe Work Method Statements (SWMS), risk

assessments and Emergency Response Plan (ERP) (refer to sections below)

must be submitted to the Principal’s Representative for review in accordance with

clause 10 of the Contract prior to commencement of the Works.

Section 13. Safe

systems of work &

Section 8.3.

Emergency

preparedness and

response

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5.2 HEALTH AND SAFETY

The Contractor must hold recognised current certification for health and

safety to AS/NZS 4801 and OHSAS18001.

The Contractor must develop and submit a Project-specific WHS Plan, including:

• Description of the Works to be carried out and the workplace itself;

• A statement of responsibilities of person(s) who will be responsible

for implementing, maintaining, supervising and monitoring the

compliance with the WHS Plan on the Site;

• The process for communication and consultation, including the content of

the WHS Plan with workers on the Site, e.g. via daily pre-start meetings

and weekly toolbox meetings;

• List of the Project specific competencies, licences and training

requirements, including the details of induction training;

• The potential identified WHS risks of the Works and the procedures and

precautions to be taken to manage those risks;

• The processes to identify and manage HSE risk on the Site such as

permit to work system, site risk assessment and SWMS;

• Occupational health and hygiene issues and requirements;

• Site induction;

• Access and visitor control;

• Traffic management;

• First aid, emergency response, etc.;

• The methods to manage risks associated with the high-risk activities;

• Managing risks associated with working on water;

• Managing risks associated with handling, use, storage and transport or

disposal of hazardous chemicals and Contaminated material;

• Managing risks associated with airborne contaminants;

• Managing risks associated with hazardous atmospheres, including ignition

sources;

• Managing the physical working environment;

• The monitoring process to ensure compliance with the WHS Plan; and

• Other items detailed below. The Contractor must conduct risk

assessments and prepare and submit for review by the Principal’s

Representative in accordance with clause 10 of the Conditions of

Contract, prior to any Work commencing on the Site, detailed site-specific

Safety Health Environment Work Method Statements (SHEWMS) for all

tasks, giving full details of the materials, plant and operations, the

Contractor intends to adopt for the Works.

The Principal has conducted a preliminary hazard analysis and a copy is attached

to these Project Requirements to guide the Contractor in the preparation of the

above documents.

The Contractor must provide details of how the Contractor and Subcontractors will

be managed and monitored, including the arrangement to ensure their compliance

with the Project HSE plan.

The Contractor must implement, and pay all costs for, a safe system of work

which complies with the following of the Principal’s policies and procedure:

This HSMP

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• health and safety policy;

• fitness for work drug and alcohol policy; and

• fatigue management procedure

The Contractor is responsible for and must allow for:

• ensuring all workers encourage and promote Incident and Injury Free (IIF)

initiatives on the Project and actively participate in improving work

practices on the Site.

• all workers to be inducted into the HSE Management systems, SHEWMS

and other relevant documents prior to the commencement of work on the

Site;

• workers to complete a Project specific induction prior to starting any of the

Works on the Site;

• completing all necessary pre-commencement training required for

specific work activities prior to commencing the Works;

• a minimum of one person per marine-based and land-based operation

trained in First Aid and any first aid personnel must have available

transport during the Works;

• a competent and appropriately qualified full-time supervisor at all times

during operations. These person(s) must be wholly committed to the

Project for the full duration of the Works;

• the provision of an organisational chart for the Project for review and

approval by the Principal;

• all workers on the Site to complete a recognised industry occupational

health and safety induction and any other relevant qualifications prior to

commencement on the Site;

• a suitably experienced and qualified HSE representative on the Site

at all times during Remediation Works.

• The HSE representative must have support from a COH during the

delivery of the Project;

• daily pre-start meetings to be conducted prior to the commencement of

work each morning. The Principal may attend pre-starts at its

discretion. It is mandatory that all personnel, including Subcontractors,

attend the pre-start meeting. Where personnel are unable to attend this

pre-start meeting, they must be made aware of the items covered at the

pre-start meeting prior to commencing work on the Site;

• report SHEQ site inspections to the Principal;

• PPE provided and worn by all on-site workers, including PPE for

visitors to the Project. Mandatory (minimum) PPE for the Project

consists of; hard hats, steel-capped safety boots, high-visibility

clothing/vest, long pants, long-sleeved shirts, task appropriate safety

glasses and task appropriate gloves for use at all times. All persons

entering a marine work area must also wear a Personal Flotation Device

(PFD);

• completion of all administration, plant registers, electrical registers, site

diaries, tool-box talks and daily personnel registers and safety checklists;

• protection and safety devices, including signage, protective barriers and

access ways required to complete the Works in accordance with the

relevant SHEWMS and provide safe access to the work areas. All

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exclusion zones and plant operating areas must be delineated by physical

barrier separation;

• the registration of all plant and equipment in accordance with SafeWork

NSW requirements. Roadworthy plant must be registered, including up

to date plant inspection checklists. The checklist must be completed by

a competent person prior to operating. All plant operators must complete

and pass a site-specific verification of competency completed by a

competent person. An operator competency register (held in VisRES)

must be maintained by the Contractor throughout the Project;

• compliance with all hazardous substances storage requirements in

accordance with all Laws, standards and EPA requirements. This includes

appropriate container storage, bunds, provision of fire equipment etc;

• ladders to only be used for access, not completing the Works;

• ensuring that all electrical tools are in good working condition and are

tagged and tested in accordance with relevant Laws and codes of

practise;

• consideration of implementation of elimination, substitution and

engineering safety controls over administrative and PPE safety controls;

• implementation of a physical barrier or other engineering control to protect

workers in all areas (including marine areas) where people are required to

interact with plant (i.e. elimination and substitution control not possible);

and

• inspection of all plant by a suitably qualified person prior to being

mobilised to the Site.

5.3 WORK PERMITS

The Contractor must establish a permit to work system prior to commencing work

for the following as a minimum:

• excavation;

• hot works;

• confined space;

• working at heights; and

• isolating energised systems

5.5 ITEMS NOT PERMITTED ON THE PROJECT

The following items are not permitted on the Site:

• illicit drugs;

• offensive material;

• firearms or other weapons;

• metal crowbars of any type;

• hammers with a head weight of 5 pounds (2.25 kg) or greater fitted with

‘hardened’ heads, and, hammers with a head weight greater than 20

pounds (9 kg);

• portable grinders without ‘dead-man’ switches;

• portable grinders 7 inches and greater;

• in-ear/over-ear audio devices (when operating plant or equipment);

• sabre saw/reciprocating saw;

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• ratchet type vehicle support stands;

• lifting hooks without safety catches;

• non screw type karabiners;

• lever action load binders;

• chains and/or lifting devices for towing or pulling purposes;

• obelix lifting clutches;

• octopus “Ockey” straps;

• double adaptors;

• electrical plug tops without insulated pins and clear casing

• all-terrain vehicles;

• non-rated or modified “D” or bow shackles;

• ‘Stanley’ type knives without auto-retracting blades;

• generators not fitted with a Residual Current Device (RCD) unit;

• welders without voltage reduction devices;

• Oxy/Acetylene systems not fitted with flash back arrestors to both the

hand piece and cylinder;

• magnetic (base) electric drill without automatic cut-out capability; and

• power boards unless fitted with built in RCD and overload protection.

5.6 WHS ACT LICENCE AND CERTIFICATE REQUIREMENTS

The Contractor must ensure that all workers on the Site have in their possession

at all times their construction induction cards and any required high-risk work

licences and must maintain a register of the details.

5.8 ENVIRONMENT

The Contractor must hold a current certificate for Environment to ISO14001.The

Contractor must, as a minimum:

• adhere to the commitments in the attached Jemena Environmental Policy;

• ensure that all reasonably practicable measures are taken to ensure

actual or likely environmental harm is minimised or prevented;

• ensure compliance with the RAP and environmental Laws;

• provide a RWEMP showing how the Contractor will meet these

requirements and satisfy the requirements in sections 3.6 and 4.2.3 and

deal with other Project environmental issues;

• ensure compliance with the EPA, City of Canada Bay and other site-

specific requirements for all aspects of the Works, including but not limited

to odour, noise, dust, vibration and traffic control;

• report SHEQ site inspections to the Principal;

• ensure all haulage vehicles containing waste materials leaving the

site do so in a condition that is in accordance with the Site EMP, EPA

requirements and any other Site rules. All vehicles carrying waste

materials must be inspected before leaving the Site; and

• whenever requested by the Principal, submit a completed National

Greenhouse and Energy Reporting Scheme (NGERs) reporting template,

with all relevant supporting information (i.e. receipts/tax invoices for fuel,

gas, waste etc.) to verify the figures submitted.

US-050055-HS-MP-001 PAGE 17 OF 65


3. LEADERSHIP

3.1 Values

Ventia is committed to delivering world class project performance for its customers and clients

including achieving the highest attainable standards in workplace health and safety. We will:

Live Integrity – embrace honesty and reliability, act with respect for the community and will be

accountable for our actions, our wins and our losses.

Be Enterprising – and be open to new ways of working, collaborate with others to bring ideas to

life and anticipate the solutions our client needs.

Deliver Excellence – and inspire everyone within our community to reach their full potential, put

time and effort into continuously improving the service we provide to our clients and recognise and

reward hard work and achievements.

Demonstrate Leadership – and initiative and motivate others to have the courage to speak up

and challenge the status quo and give clear, honest and timely feedback.

3.2 Leadership and commitment

Ventia leaders will provide a workplace that enables all work activities to be carried out safely. We

take all reasonably practicable measures to eliminate or minimise risks to the health, safety and

welfare of workers, contractors, visitors and anyone else who may be affected by our operations.

Leaders will ensure that we comply with relevant legislation, applicable Codes of Practice and

Australian and New Zealand Standards.

Our leadership team will undertake monitoring activities to verify the effectiveness of the SHEQ

management system. Leaders will seek to improve project processes and requirements and,

identify preventive actions for any issues of concern that may impact SHEQ objectives. The

Project Manager will ensure regular contact with the client through documented feedback and

effective action outcomes.

3.3 Roles and responsibilities

Our project team have a clearly defined organisational structure to support the project SHEQ

objectives. The project’s organisational chart (which is approved by the Project Manager) clearly

defines the lines of reporting and include the names and roles of key personnel specific to the

project.

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Position descriptions are developed for all Ventia staff and detail responsibilities and authorities

applicable to the position. Responsibilities and authorities assigned to each member of the project

team by their respective supervisor is documented in their performance and development reviews.

The Project Manager will ensure that SHEQ roles and responsibilities are:

• defined in the HSMP (refer to Annexure E - Roles and Responsibilities Matrix)

• communicated to each person outlined in the project’s organisational chart.

SHEQ requirements as outlined in this plan must be clearly communicated to key project

personnel to ensure they are aware of the contents and their obligations. Each person must

acknowledge their commitment and understanding by signing this plan.

4. PLANNING

4.1 Objectives and targets

Group SHEQ, in consultation with executive leaders and the divisions, establish annual objectives

and targets which are cascaded to Divisions and each Line of Business (LoB) for implementation.

Additional objectives and targets set by the Project Manager are established based on client and

stakeholder requirements.

SHEQ key performance indicators (KPI’s) and performance targets (captured monthly) are

reported electronically via VenSafe by the SHEQ Advisor.

The project team members will collect the relevant reporting data monthly for project, division and

group before entering it into VenSafe. This includes information on:

• incidents

• audits

• SHEQ lead, engage, analyse and discuss observations (LEADs)

• leadership walk and talks (LWTs)

• hours worked by all project staff including sub-contractors.

Progress against targets are monitored with managers determining the actions required to meet

targets. Objectives and targets are discussed at project management meetings and captured in

meeting minutes (or similar) with actions recorded in VenSafe and tracked to completion.

Objectives and targets from group, division and project are monitored with corrective actions

implemented by undertaking:

• internal self-assurance audits

• annual contractor reviews

US-050055-HS-MP-001 PAGE 19 OF 65


• monthly CRP audits

• daily site inspections.

The following table lists the SHEQ objectives and targets specific to the project.

Objective Source Key Performance Indicator Target

Objective 1: Improve Safety, Health and Environment incident rate performance

To address actions related to safety in a timely manner

Project leaders Actions closed on time 100% Actions closed on time

SHEQ professional Potential Class 1 Incident Frequency Rate

Monitor

SHEQ professional Total Recordable Injury Frequency Rate (TRIFR)

3.0

SHEQ professional Lost Time Injury Frequency Rate (LTIFR) – LAG

Monitor

SHEQ professional Environmental Incident Frequency Rate (EIFR) - LAG

0

SHEQ professional Number of statutory safety and environment breaches that incur a penalty

0

Objective 2: Enhance SHEQ Accountability & Responsibility

To monitor and drive improvements in worker behaviour and site conditions

Supervisors Site Inspections 1 per week

To foster a culture of visible leadership practices

Project leaders LEAD/ LWT Interactions 2 per project, per month

Compliance with CRP requirements Internal CRP audit 1 per month

Hazards are identified and managed Contract/Internal Number of Hazard reports (Reported and close-out)

100% of Hazards closed out

Subcontractors subject to SHEQ assessment

Internal Contractor SHEQ assessments and approval

100%

Objective 3: Manage SHEQ risk and further embed the Critical Risk Protocols

Compliance with CRP requirements SHEQ professional CRP audit 1 per month

Raise CRP awareness Project leaders Roll out revised CRP eLearning modules

As per TNA in VisRES

Objective 4: Review and monitor compliance to achieve defined requirements and identify improvements

Self-assurance audits completed as per audit schedule

SHEQ professional Audits completed on time 100%

All incidents and injuries are reported immediately to client Representative

Project leaders Time delay in incident reporting 100% of incidents

Objective 5: Improve health and well being

Employees are fit for work and comply with Company requirements

Project leaders All employees participate in daily pre-mobilisation program

0 non-negative results reported

Project leaders All employees completed pre- employment medical tests

100% employees fit to commence work

Raise awareness about mental health and increase support for project personnel

Project leaders Healthy Minds training for project leaders

100%

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Objective Source Key Performance Indicator Target

Implement healthy bodies early intervention program

SHEQ professional Roll out healthy bodies campaign

100%

Roll out monthly SHEQ campaigns to support Group key initiatives

SHEQ professional Roll out monthly SHEQ campaigns

100%

Objective 6: Training and competency

Employees are trained and verified competent to undertake their work

SHEQ professional Training completed as per Training Needs Analysis

100% Compliance in VisRes

Monthly SHEQ performance reports are also developed by the divisional SHEQ manager to show

progress against objectives and targets. These are then cascaded to Group and projects.

4.2 Project/site rules

The SHEQ Advisor (in consultation with the Project Manager) will develop specific project site

rules (that may include contractually documented site rules) which will be displayed at the entry to

the workplace. Site safety rules define (at a high level) what is expected and accepted on site and

hold people accountable when conducting their activities.

Site rules and expected behaviours will be prominently displayed on noticeboards at the workplace

and communicated to all personnel at the induction.

4.3 Change management

Potential variations to current processes, plant, equipment, products, activities or entities from its

current state will be identified, assessed, controlled and documented accordingly. This includes:

• identifying and defining the change

• assessing the risks or opportunities associated with the change and developing

implementation/mitigation strategies

• creating a change plan for implementing the change (where applicable)

• monitoring and evaluating the outcomes of change.

Personnel will promptly report any identified change that could affect health and safety in the

workplace. This involves changes to design, plant (fixed and mobile), systems, legislation,

personnel, chemicals, the working environment and work methods.

Implications of the change will be considered by the work crews, responsible supervisor and the

SHEQ Advisor to ensure that controls are effective as far as reasonably practicable and will not

introduce a new hazard. Changes to procedures/processes are documented and the new method

for completing the work is updated in the risk assessment tools and the project SHEQ risk register.

Records of change management will be retained and actions to implement the change recorded in

VenSafe which will be monitored for resolution until close out.

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Changes are communicated to supervisors and work crews at pre-start meetings, toolbox talks

and/or project team meetings.

4.4 Legal and other requirements

A register of relevant legislative, standards, codes of practice and other SHEQ obligations will be

maintained for the project.

VenLaw maintains a compliance matrix of relevant legislative requirements aligned with the scope

of work activities. The SHEQ Advisor will utilise VenLaw to keep informed of relevant legislative

changes. Monthly legislative updates received from Group SHEQ will be regularly reviewed by the

SHEQ Advisor for relevance.

The project management plans, SHEQ risk register, SHEWMS and documents applicable to the

scope of works, will be updated to reflect the requirements of current applicable legislation,

standards and other requirements relevant to health and safety.

Changes to legislation that apply to project works will be communicated at pre-start meetings or

toolbox talks and updates may be placed on SHEQ noticeboards by the SHEQ Advisor.

SHEQ activities including internal audits, inspections and document reviews will ensure legal and

other requirements are being met. For further details refer to the SHEQ Planning Schedule at

Annexure F.

5. RISK MANAGEMENT

5.1 Risk framework

SHEQ risks will be identified at project commencement, assessed and appropriate controls

established to mitigate the risks. Controls will be established and implemented to minimise or

eliminate risk, ensuring that the potential occurrence of damage to products, services or brand are

identified and managed. Project risks will be reviewed regularly to ensure the established risk

controls are mitigating the risks.

The below framework defines the management of SHEQ risks.

Operational Level Output Methodology / Resources / Input

Division Level Division Risk Profile

Critical Risk Focus

• High level Safety, Health and Wellbeing, Quality and Environmental Risks relevant at Division level

• Identifies overarching controls to ensure LOB and project activities are resourced appropriately

• Critical high risks and their controls

• Significant environmental risks and their controls

• Key client feedback

• Health and Wellbeing factors

Project Level LoB/ Project Risk Register Project/LoB Risk Workshop

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• LOB/Project based risk assessment

• Developed from Scope of Work Risk profile

• Safety, Environmental and Quality Risks

• Ongoing review to ensure risks applicable to works and controls effective

• Tender R&O Register

• Stakeholder consultation

• Critical Risk Protocols (CRP)

• Significant environmental risks

• Standards & processes

• Incident and Audit findings

• Divisional Risk Requirements

Activity Level SHE Work Method Statements (SHEWMS)

Safe Work Systems

• Activity based risk assessment

• All activities involving critical risks require SHEWMS

• Linked to LOB/Project Risk Register

• Focused on critical risk management of task sequence Input to training modules

• Subject Matter Expert input

• Safe Work Instructions / Environmental Instructions and management plans

• Detailed Design Reviews (HAZOPs, CHAIRs)

• Work Area Plans, Work Packs

• High Risk Work Permits

Site Level

Onsite Risk Assessment

Pre-start / Start Card / Take 5

Safe Work Instructions / Environmental Instructions

• Site based risk assessment

• Start Card

• Personal risk assessment and planning tool (subcontractors)

• Low risk activities identified in LOB/Project risk register

• Workers assessment of site-specific risks present at time before commencement of work

• Standard Operating Procedures

5.2 Hierarchy of controls

The hierarchy of controls must be used manage risks with a focus on ‘working above the line’. The

first consideration must be to eliminate the risk. Where the risk or hazard cannot be eliminated, the

hierarchy of controls should be applied with the highest possible control selected to reduce the risk

so far as is reasonably practicable. More than one control method is likely to be used to control a

hazard.

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5.3 Risk register

A SHEQ risk workshop will be conducted at the commencement of the project to identify risks

associated with the works. Attendees may include the LoB representatives, client and members

from the project management team. Risks identified are populated into an initial SHEQ risk

register which will identify potential hazards and risks relevant to the project’s scope of works. This

register will be stored in the Project’s controlled document repository VenDocs.

The Project Manager must ensure that all critical risks covered by Ventia’s critical risk protocols

are recorded and have risk owners assigned to them.

Risk controls will be developed for all SHEQ risks reducing the risk so far as is reasonably

practicable, using ‘above the line’ controls wherever possible in accordance with relevant risk

protocols.

Risk controls will be consistent with legislation, codes of practice, Australian and New Zealand

standards, company and client requirements (eg policies, business standards, processes and

work instructions).

The SHEQ risk register is considered a live document and will be updated, reviewed and

communicated on a 6-monthly basis by the SHEQ Advisor. SHEQ risks with a residual risk rating

of 19 and above must be reviewed at least twice yearly by the project manager.

Further reviews will be undertaken depending on the risk profile of the work activity and as a result

of incidents, lessons learnt, workplace changes, inspections, audits, legal changes etc. These

reviews can be conducted as part of the WHS committee or management meetings and in

consultation with the relevant stakeholders.

5.3.1 HIRAC training

The project’s induction will provide basic training in Ventia's HIRAC processes including the risk

assessment tools to be used. In addition to this all employees will complete HIRAC Module 1

which includes:

• identification of hazards

• the difference between a hazards and risk

• how to conduct a risk assessment and rank a risk in order of likelihood and consequence

• types of control measures using the hierarchy of control.

HIRAC Module 2 is scheduled for supervisors, SHEQ representatives and the project manager

and outlines the following principles:

• assisting and mentoring workers in hazard identification

• overseeing the accurate completion of risk assessments

• ensuring that the highest level of control measure is implemented

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• responsibilities in the development of risk assessments and due diligence

• monitoring the effectiveness of controls

• mentoring staff who are uncertain or that have a less than positive attitude to hazard and risk

management.

VisRES will be used to schedule, record and maintain HIRAC training records.

5.4 High risk activities

5.4.1 Critical Risk Protocols (CRPs)

Specific high-risk work activities are controlled using Ventia’s critical risk protocols. Critical Risk

Protocols are the minimum, non-negotiable requirement with which all employees and contractors

working on projects must comply with. Critical Risk Protocols are referenced at Annexure D.

5.4.2 Safety Health and Environment Work Method Statement (SHEWMS)

A SHEWMS must be developed for specific high-risk work activities as determined by Ventia,

client and regulatory requirements. Ventia requires a SHEWMS to be completed when:

• the residual risk level within the risk register is rated at high or above

• the estimated risk level of the task is high or above (when a task has not been captured in the

risk register).

A SHEWMS must be prepared by the person in charge of the works (such as the responsible

engineer) in consultation with relevant workers who will undertake the works. Other parties such

as contractors, key stakeholders (internal and external), SHEQ Advisor and subject matter experts

(SMEs) may also be consulted at the development phase. Residual risk must be approved by an

accountable level of management as per the risk ranking response obligations table within the

SHEWMS.

The following project SHEWMS must be developed for work activities as listed below:

• risk of a person falling more than 2 metres

• structural alterations requiring temporary support to prevent collapse

• work on or near energised electrical installations or services

• workplaces where there is any movement of powered mobile plant

• work in, over or adjacent to water or other liquids where there is a risk of drowning

• diving work

• and any other activity deemed to be high risk work.

Ongoing monitoring and review frequency of SHEWMS will be based on current work activities

and degree of risk or, following an incident. SHEWMS reviews will be undertaken quarterly by the

project team, work groups and subject matter experts (including contractors) which is recorded on

a SHEWMS register. SHEWMS reviews include:

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• identifying any significant changes to the work activity

• identify any new significant hazards that has not been previously been documented

• identifying the effectiveness of controls to reduce the risk to an acceptable level (as low as

reasonably practicable) with reference to the project safe work systems

• ensuring relevant WHS Legislation, Regulations and Codes of Practice are identified.

Work groups required to use and follow the SHEWMS must be re-inducted into the SHEWMS

requirements prior to starting the activity and sign to acknowledge understanding of the changes.

Where a SHEWMS is received from a contractor, each SHEWMS must be reviewed by the

relevant member of the project team using the approved SHEWMS Review Checklist. If found

satisfactory, the SHEWMS will be approved/accepted by the SHEQ Advisor and Project Manager

or authorised delegate.

Where the SHEWMS does not meet the required criteria, the completed SHEWMS Review

Checklist will be returned to the contractor with suitable guidance on areas for improvement to

support amendment and resubmission.

No work is to commence without an approved copy of the respective SHEWMS. Workers involved

in the activity must:

• receive instruction as detailed in the SHEWMS

• understand the risks and controls

• be trained and deemed competent to undertake the work

• sign the accepted SHEWMS to acknowledge understanding and compliance to the controls

required.

5.4.3 Onsite Risk Assessments

Onsite risk assessments (i.e START cards) must be completed prior to commencement of works

to identify, assess and control risks specific to the location and activity (not addressed by

SHEWMS). They are designed to help workers identify and control hazards in the field before

starting work and can be completed as a group or by an individual.

START cards must be handed to Ventia’s supervisor at the end of the days’ work and be

appropriately filed with all other relevant paperwork for that day’s works.

Ventia Supervisors are responsible for reviewing and authorising the Start Card to ensure that the

controls are relevant for the tasks to be undertaken and, that personnel involved in the task or

activity have acknowledged and understood all the details documented within.

A project specific START Card (US-050055-HS-FO-035) is utilised on the Kendall Bay

Remediation Project.

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5.5 Other risk controls

When determining risk controls, personnel must ensure that controls identified in the SHEQ risk

register and those referenced in the following documents are implemented. This includes:

• critical risk protocols

• Ventia processes

• acts and regulations, codes of practice, AS/NZ standards.

Other risk control tools that will be employed to mitigate risks on the project include:

• safe systems of work to address specific high-risk activities (included at section 13)

• project safe work instructions (SWIs) for a routine set of tasks that have been assessed for

their risks (refer to Annexure C)

• SHEWMS field reviews are in-field observations conducted of projects tasks to assess

compliance with implementation of controls, nominated in the SHEWMS.

• plant risk assessments

• permit to work

• chemical risk assessments

5.5.1 Exceptions

When an activity within the project’s scope of works has been identified as not able to meet the

requirements referenced in the critical risk protocols, the Manage Exceptions to the Critical Risk

Protocols process must be followed. Key requirements are:

• every effort must be made to comply with the critical risk protocols and associated controls

• where a requirement of the critical risk protocol cannot be met, a risk assessment must be

conducted and documented documentation the controls that will be implements

• the Critical Risk Protocol Exception form must be completed and submitted to the general

manager/ executive general manager for approval

• the approved exception must be maintained within the project documentation and entered (by

the Divisional SHEQ Team) in the Ventia Critical Risk Exception Register (VenSafe).

The Project Manager is responsible for raising an exception and obtaining approval in writing from

the Divisional General Manager. Under no circumstances must works proceed without approval.

Approved exceptions are valid for a maximum 12 months. There are no exceptions in place for the

current scope of works.

5.6 Hazard reporting

All employees and contractors are encouraged to participate in hazard identification and reporting.

Hazards with the potential to cause harm may be reported using the hazard report form or

VenSafe.

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Employees and contractors must implement an interim control measure where the hazard

presents an immediate risk and report the matter to their supervisor. Reported hazards are logged

in VenSafe and, actions raised are assigned to the responsible manager who must take prompt

action to rectify the hazard or mitigate the risk. Should an identified hazard present an ongoing

risk, the details including control measures will be included in the project’s SHEQ risk register.

Identified hazards may be discussed at toolbox talks, pre-start meetings and/or WHS consultative

meetings.

5.7 Workplace monitoring

5.7.1 Inspections

Workplace inspections are scheduled by the SHEQ Advisor and include the type of inspection,

location and frequency required. Participants include:

• Operational leaders (ie project manager, supervisors etc)

• SHEQ Advisor

• Contractors

• Health and safety representatives (HSRs) and WHS committee members (as required).

The SHEQ planning and inspection schedule will be maintained in the relevant system (ie

VenSafe or VenDocs), for visibility and sharing with key stakeholders. Further details are found at

Annexure F.

Workplace inspection checklists are generated via the VenSafe InControl App or using paper-

based forms. Corrective actions found from the inspection are to be closed out as soon as

practicable and must be entered into VenSafe reporting database and tracked on a weekly basis

for timely close-out.

5.7.2 Lead, Engage, Analyse and Discuss (LEAD)

LEAD observations are conducted to promote discussions between Project Manager, supervisors,

engineers and field workers to encourage safe behaviour, provide feedback for improvement and

correct at-risk behaviour.

LEADs are used to monitor and measure compliance to Ventia’s safe system of work (ie

SHEWMS, risk assessments, safe work instructions etc), by physical observation of the specific

tasks to undertake the work activity. The SHEQ Advisor will schedule LEADs for members of the

project team each month. LEADs (and corrective actions) will be recorded in VenSafe.

5.7.3 Leadership Walk and Talk (LWT)

A leadership walk and talk (LWT) is a planned observation that helps senior management identify

and encourage safe behaviour, monitor compliance to Ventia’s Critical Risk Protocols, provide

feedback for improvement and correct at-risk behaviour.

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An LWT is demonstrated by management at all levels including Directors, Executives and Senior

managers who primarily work outside of the project office. Senior managers nominated to

participate in LWTs are required to complete a minimum of one visit per month at a nominated

Project. LWTs are recorded in VenSafe.

The following table is indicative for LWTs, LEADs and site inspections for the project.

Note: The contractor (if available) must participate in at least one inspection per month with

the Ventia representative.

ROLE INSPECTION TYPE FREQUENCY Record

Project Manager LEAD 2 / month VenSafe

Supervisor LEAD 2 / month VenSafe

SHEQ Advisor

SHEQ Site Inspection 4 / month SHEQ General

Inspection Checklist

CRP Audit 1 / month VenSafe

Engineer

LEAD 1 / month LEAD form

SHEWMS Field Review

1 / month SHEWMS Review

form/VenSafe

5.7.4 STOP Work Authority

If any dangerous act or situation is observed during a workplace inspection, LEAD or LWT work

must be stopped immediately. The reasons will be explained to the workers responsible and work

must not proceed until appropriate corrective action has been taken.

6. SUPPORT AND OPERATIONS

6.1 Resource management

The Project Manager will identify and make available appropriate resources to ensure the

requirements of this HSMP are met including compliance with all relevant legislation and

requirements.

The Project Manager will develop the project’s organisational chart which will include the names

and roles of key personnel specific to the project.

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A regular review of resources will be undertaken to identify any new or unforeseen workforce

requirements including additional training / up-skilling of workers.

Procurement of suppliers and contractors to deliver works for the project will be undertaken in

accordance with Ventia’s procurement to pay processes.

6.2 Purchasing of goods and services

The risk management (HIRAC) process for the purchasing of goods and services, plant and

equipment (eg supply, inspection, maintenance etc) and labour hire arrangements include:

• plant risk assessments

• chemical risk assessments

• procurement processes for contractors and labour hire

• safety data sheet (SDS) reviews prior to purchase of chemicals and corresponding risk

assessment

• verification of conformance to specification on receipt and management of non-conforming

materials and equipment.

The purchasing of goods and services, plant and equipment and labour hire will be undertaken in

accordance with Ventia’s Procure to Pay processes.

Risk assessments will identify requirements at an early stage so that selections and purchases are

made after reviewing standards, regulations and codes of practice.

PPE selection will be discussed with local suppliers and in some cases, samples will be trialled

with groups of workers to ensure selection is optimal.

6.3 Subcontractor management

Contractor SHEQ requirements will be included in procurement packages and via correspondence

with potential subcontractors. Contractors will be provided with a copy of the project’s HSMP and

project SHEQ risk register (and a number of other SHEQ documents related to their scope of

work) as part of the tendering process.

6.3.1 Subcontractor selection

The scope and nature of work will be clearly defined for each contract and will be risk-assessed

and reviewed. Engaged contractors will be assessed for their safety, environment, quality and

commercial capabilities in accordance with the Manage SHEQ Requirements for Subcontractors

process. Assessment criteria may include the following:

• review of their training and competency records

• review of plant and equipment – availability and maintenance records

• review of public liability and workers’ compensation insurance

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• review of previous performance

• review of SHEQ documentation.

6.3.2 Subcontractor engagement

As part of contractor engagement, relevant documentation will be provided to all contractors with

the expectation that they comply with documented requirements through a signed agreement.

Once approved, contractors are issued with a copy of the Subcontractor Information Pack (US-

050055-HS-LIB-008) and any additional risk-related documentation relevant to their works. A

structured induction program will be held for all contractors to communicate project requirements.

The Subcontractor Information Pack also contains comprehensive safe work instructions which

detail known hazards within the respective scope of works and risk control measures to be

implemented in the field.

6.3.3 Subcontractor participation

Contractors will participate in the following SHEQ communication forums:

• scheduled management meetings, toolbox talks and WHS consultation meetings as required

• LEAD observations and/or inspections

• SHEWMS field reviews

• incident investigations as required

• development or review of SWIs and SHEWMS.

6.3.4 Subcontractor audits and reviews

Contractor SHEQ performance will be assessed and approved prior to commencement of work

and then reviewed annually via scheduled audits. Contractors undertaking high-risk activities will

be audited via CRP audits as per the audit schedule.

Operational activities of contractors will be monitored via audits, LEADs and site inspections or

observations. Reviews will be scheduled by the SHEQ Advisor and will be commensurate with the

level of risk established during the pre-evaluation phase and/or the level of risk associated with the

work activity (ie higher risk requires more frequent monitoring).

Contractor performance will be evaluated and communicated throughout their involvement on the

project.

6.4 Training and competence

6.4.1 Training needs analysis / skills matrix

The supervisor will ensure no person is appointed to a task unless they are deemed competent to

undertake the task. SHEQ training will be provided in accordance with the project scope of works,

risk profile and position or role requirements.

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At the commencement of the project a training needs analysis will be conducted by the SHEQ

Advisor to identify and plan training and competency requirements of all project personnel. This

includes:

• mandatory training needs as required by legislation, standards, codes of practice, clients or

project requirements eg licences, qualifications

• undertaking a gap analysis of an individual's current skills and competencies against the job

requirements eg position description

• the identification of training needs as requested by the employee or his/her supervisor during

probation reviews or annual performance reviews

• specific training as specified by the supervisor.

A skills matrix will be developed in VisRes to identify competency gaps, mandatory and desired

competencies and competency expiry dates. This will enable the project to determine the type and

scope of training required, these training requirements needs will apply to all employees, workers

and contractors.

VisRes will be used to record and maintain training records including qualifications, licences,

competencies, certificates of attendance and statements of attainment of employees including

contractors.

The SHEQ Advisor (and nominated project personnel) can access ‘live’ the VisRES compliance

dashboard to identify outstanding insurances, contracts and individual competencies via the report

tab.

Where immediate external training needs are identified during the project, the SHEQ Advisor will

initiate the training. Experienced project team members (eg supervisors, engineers and senior

technicians) will undertake mentoring and coaching for new or inexperienced employees.

6.4.2 Inductions

All personnel, including employees, contractors and visitors, will receive an appropriate project

induction (including SHEQ requirements) which is conducted by the SHEQ Advisor or their

delegate before they commence work.

The SHEQ content of induction programs is developed appropriate to the levels of induction

identified (eg visitor, long and short, site specific).

Every person, including contractors working on the project completes an induction prior to

commencing on the site. Inductions are valid for the project duration. The project induction

presentation must cover the following topics:

• project overview and scope of works

• Ventia SHEQ Policy

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• legal responsibilities

• CRPs

• training and competency requirements

• emergency response

• incident reporting

• hazard identification and reporting

• HIRAC, SHEWMS and risk assessments

• permit to work

• fitness for work

• communication and consultation

• SHEQ issue resolution

• site rules

• plant and equipment requirements

• occupational hygiene overview and health monitoring

• heat stress

• high risk work

• environmental awareness.

Prior to the induction the SHEQ Advisor may review, verify and scan all current trade and safety

competencies and licences to ensure training and competency requirements for each role and the

applicable level of assessment has been confirmed. This includes the required industry induction

card. No person is allowed to be inducted if required evidence of licences and/or competencies

are incomplete or invalid, hence no access is allowed. All evidence will be submitted and loaded

into VisRes.

6.4.3 Visitor induction

A visitor is any person required to enter the project site that will not be required to perform work

activities and would need to be accompanied by a member of the project team whilst on site.

Examples of visitors include Ventia managers attending site and persons undertaking inspections

or assessments including representatives from regulatory bodies or other authorities. Visitors will

be met by the project team member who granted entry, before being allowed to proceed further

onto the site.

A visitor induction will be conducted which provides a brief overview of the project, safety

procedures, scope of work, emergency response and first aid requirements, site rules and current

workplace hazards.

Copies of completed visitor induction forms will be filed by the SHEQ Advisor. Visitors are required

to sign the Visitor Register located at the site office.

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Visitors must be accompanied by a site inducted person at all times. Entry to any area on the

project site is at the discretion of the site inducted person accompanying the visitor. Client or

project/site manager or supervisor approvals are to be obtained where required.

6.5 Facilities

The infrastructure required for the project is based on the project requirements (including client

and key stakeholder requirements) and provisions. The Project Manager will take into

consideration the resources required to undertake works such as plant, workspace, tools and

equipment, support services, information and communication technology and transport.

Adequate facilities and suitable work environment will be provided to all project staff to ensure they

can perform work in a safe and productive manner.

Consideration will also be given to environmental issues associated with infrastructure, such as

conservation, pollution, waste and recycling (refer to the Project Environmental Management Plan

for further details).

The type of equipment, hardware and software required on the project will be determined and

made available based on job and activity requirements. This includes layout of site, facilities,

services and installations needed for the effective functioning of the project such as:

• communication systems

• emergency response systems

• first aid provisions

• amenities

• water and power services

• administration and support resources (ie computer networks, software, printers, faxes and

photocopiers etc)

• plant, equipment and vehicle parking areas including restrictions and security.

All facilities and work environment will be appropriately maintained and will be monitored and

reviewed during various site / office workplace inspections.

7. COMMUNICATION AND CONSULTATION

7.1 Communication of risk

Risks assessment controls will be communicated to personnel via the following means:

• work pack briefings (to be conducted with work groups prior to the commencement of work)

• SWI consultation and training

• SHEWMS development and review

• Onsite risk assessments

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• daily pre-start meetings

• toolbox talks

• WHS consultative meetings as required

• internal training sessions.

Source Goes to When How

SHE Alerts and Lessons Learnt

Project team, contractors, client

On receipt Intranet, email by divisional/group safety manager Toolbox talks (see below)

Start Card Supervisor Commencement of each shift or activity

Face to face at pre-start meeting, in the field by personnel

Toolbox talks SHEQ Advisor, Supervisor Weekly Presentation, face to face or via Microsoft Teams by supervisor (or delegate)

LEADs SHEQ Advisor, Supervisor (VenSafe)

As scheduled Face to face on site or via Microsoft Teams

Management Meeting

Project team Weekly Face to face or by Microsoft Teams by Ventia Manager

No work will be allowed to commence unless the risk assessment or relevant work procedure for

the task has been communicated. The supervisor will prepare risk control documentation prior to

commencement of works. All contractor personnel involved in the activity will be required to sign

and acknowledge relevant controls implemented.

7.2 Internal

SHEQ issues will be included as an agenda item at project team meetings to ensure any

concerns, issues or initiatives are discussed by the team. Outcomes and resulting actions will be

assigned and implemented where necessary. A record of discussions and actions will be

documented (meeting minutes) as part of ongoing project meetings.

7.2.1 Daily pre-start meeting

The project must ensure that a daily pre-start meeting is conducted with the work crew at the start

of each shift to review the current hazards nominated for the specific work activity. The daily pre-

start meeting will be conducted at the workface with the work crew where all hazards will be

reviewed and discussed to ensure the measures are appropriate to the actual task being

performed.

Daily pre-start meeting forms will be signed by all workers prior to starting work to demonstrate

they understand the tasks involved in the day’s work activity and the controls that must be in

place.

Any actions that may arise from the pre-start meetings will be entered and progression monitored

in VenSafe.

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7.2.2 Toolbox Talks

A program of toolbox talk meetings will be implemented for the project by the SHEQ Advisor

weekly. The meetings will be of adequate duration to cover all relevant information and structured

to encourage full participation by personnel.

Toolbox talks should include appropriate training, items of general environmental importance to

the site or areas of environmental interest to meeting participants. Toolbox talks will also be used

as an educational forum to improve employees’ knowledge and understanding of environmental

systems, rules and requirements.

Any actions arising from toolbox meeting will be recorded and progression monitored in VenSafe.

Regular feedback will be provided to the work crews on the progress of the outstanding items.

Supervisors and SHEQ Advisor will conduct toolbox talk meetings with their respective work

crews. A schedule will be developed and posted on site notice boards. It is mandatory for all

Ventia employees and contractors to attend the toolbox meetings.

Meeting minutes and corrective action lists will be recorded on the Toolbox Meeting Record form

and the SHEQ Advisor will review and follow up on their status. All attendees will be documented,

and details of discussions recorded. Toolbox talk discussions will be maintained by the SHEQ

Advisor with details of the presenter and topic discussed recorded.

7.3 External

The Project Manager will support the client to identify and proactively manage community and

stakeholder issues and risks. Potential issues may include:

• impact of works on public stakeholders including residential and commercial properties

• impact to public stakeholder managed sandstone seawall

• access to works areas

• coordination with civil contractors working on the project

• environmental impacts

• air quality, odour, noise and dust issues

• potential property rectification works

• employee, contractor and public safety

• cultural heritage

• loss of business

• disruption to the day-to-day lives of neighbouring communities and marine/road users.

Throughout the project key personnel will communicate and consult with the client and relevant

stakeholders and attend regular weekly meetings with the client.

Levels of stakeholder engagement may also include:

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• attending a joint risk workshop with the client and key stakeholders.

• consulting, collaborating and addressing SHEQ hazards and/or concerns with all relevant

personnel

• engaging in proactive, timely, regular and open communications with the community and key

stakeholders in a variety of formats, as per agreed project communications and reporting

requirements

• developing agreed messaging for the project by establishing two-way communication

throughout the project to capture feedback

• establishing two-way communication channels throughout the project to capture feedback

• scheduling face-to-face meetings as an agreed project communication

• attending established community organisations and forums to disseminate information and

obtain feedback

• preparing information related to work stages, timing, progress, specific SHEQ issues for

distribution via agreed project communication channels.

The Project Manager will work closely with the client, key community members and stakeholders

to manage community and stakeholders’ risks.

7.4 Client

Weekly project meetings with the client will include programming, risks, safety, environment, non-

compliances, notices, contract directions etc A project status report will be tabled at the meeting.

7.5 Consultation arrangements

The project’s formal consultative mechanisms and forums for the workplace will be identified,

agreed and established with the work groups. If a WHS committee is requested/established, it will

include members of the project management team and elected members (Health and Safety

Representatives/HSRs) from the workplace.

An Agreed WHS Consultation Charter/Constitution will be developed detailing the function and

responsibilities of its members. In such cases all members must sign the charter/constitution to

confirm agreement of the functions and responsibilities.

All persons must be encouraged to contribute to SHEQ management through participation in risk

management and communication with the WHS consultation meeting. WHS consultation will be

held with weekly SHEQ Toolbox talks and daily pre-start meetings, unless otherwise agreed by the

workforce.

Actions arising from consultative forums will be recorded in VenSafe with timeframes and

responsibilities allocated. The SHEQ Advisor will track actions in VenSafe system each week to

ensure timely closeout. Workers will be consulted and advised of the outcome of the consultation

in a timely manner.

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7.5.1 WHS issue resolution

Wherever possible, any WHS concerns will be resolved through consultation between workers,

their representatives and/or their manager. If the concern cannot be resolved, then it will be

referred to the Project Manager for resolution. Ultimately any issue remaining unresolved may be

referred to the Executive General Manager. Where the issue remains unresolved the default

procedure for issue resolution set out in the WHS Regulations must be followed.

If reasonable efforts have been made to resolve an issue and it remains unresolved, any party to

the issue can ask the regulator to appoint an inspector to assist in resolving the matter.

The WHS Issue Resolution Flowchart will be developed and a copy of the WHS Issue Resolution

Flowchart will be placed on the project SHEQ noticeboard.

8. INCIDENT MANAGEMENT

8.1 Incident notification, investigation and reporting

8.1.1 Response and notification

An incident response and notification process will be established to ensure that:

• the incident scene is preserved (if appropriate)

• appropriate people are notified on the project and within the business

• stakeholders and statutory authorities are notified within required time frames

• insurance or compensation claims are submitted and managed within required time frames

• harm to persons or loss of life is prevented or minimised.

All incidents are to be reported immediately to the SHEQ Advisor and Project Manager as soon as

is practical after they occur. The SHEQ Advisor and Project Manager will then notify the Client and

the Divisional SHEQ Manager immediately.

8.1.2 Records and reports

Approved incident records and investigation reports, appropriate to the incident classification, will

be entered into the VenSafe and closed out within the required timeframes.

Incident reports must be reviewed by the Project Manager including corrective actions raised.

incidents reports must be submitted to the client by the Project Manager (or delegate). The SHEQ

Advisor is responsible for communicating incidents to the project team, including contractors.

Notifiable incidents to regulatory authorities must be reported by the SHEQ Advisor. Should a

significant incident occur the Project Manager must immediately notify the company’s executive

general manager. Work activities may be suspended on site at the direction of the Project

Manager. If an emergency occurs personnel will be located to a safe area and accounted for.

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In the event of a significant incident, the Project Manager must ensure that the initial details of the

incident are included as part of the next pre-start meeting. This communication should occur within

24 hours. Significant incident includes (as a minimum) any actual or potential Class 1 or 2 incident

or lost time injury. Refer to Ventia’s Incident Classification Work Instruction for the definition of

Class 1, 2 and 3 incidents.

8.1.3 Investigations

Incidents will be classified and investigated according to the type of incident using the event

classification matrix. The appointed VenSafe moderator will review all incidents to ensure the

correct classification has been selected.

Investigations will identify contributing factors, root causes and failures in controls. Corrective

actions must be determined for all identified causal factors as identified from the investigation and

must be uploaded into VenSafe.

Incidents (and corrective actions) will be reviewed monthly by the Division’s Executive General

Manager and SHEQ Advisor with the Project Manager.

8.1.4 Investigators

Persons engaged to conduct, lead or supervise Class 1 incident investigations must be trained

and assessed competent in the ICAM analysis investigation methodology.

Participants in all other minor incident investigations (ie Class 2 and 3) will receive Ventia internal

incident investigation training via an online module developed and controlled by the Ventia Group

SHEQ training manager. The Project Manager, SHEQ Advisor and Supervisor must undertake

minor incident investigation training as directed by the Divisional SHEQ Manager.

All incident investigation training must be recorded on the project’s training needs analysis with

records held in VisRes.

8.1.5 Corrective actions

Corrective and preventative actions will be identified, assigned to an appropriate person, given an

assigned date for completion and implemented and recorded. Corrective actions will be monitored

weekly for compliance and effectiveness.

SHEQ alerts will be published and distributed in accordance with Ventia’s SHEQ Alerts and

Notifications process. SHEQ alerts must be distributed primarily for internal company use and in a

timely manner. Alerts will be developed where the circumstances or investigation findings from any

incident provide a significant learning that would benefit the whole of Ventia or a specific part of

Ventia.

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8.1.6 Reviews

SHEQ performance will be reviewed monthly, including a review of incident trends and

investigation status. Actual and potential Class 1 Incidents and recordable injuries must be

communicated as part of the weekly review coordinated by the Executive General Manager and

Project Manager.

The investigation report will be reviewed by the investigation team, project management and client

as a minimum to ensure people agree with the findings and required actions.

8.2 Injury management

8.2.1 Rehabilitation

An appropriately trained return to work (RTW) coordinator will be appointed to implement site-

based injury management activities. The RTW coordinator will develop a structured and approved

return to work plan for each injured or ill employee as required.

Alternative duties will be arranged through consultation with the injured workers, treating doctor,

Ventia Staff and rehabilitation professionals when required, in accordance with Ventia’s injury

management requirements.

The Ventia Group RTW representatives must manage all staff and workforce injury management

requirements and monitor all known contractor and labour hire rehabilitation cases.

Contractors and labour hire companies must report workplace injuries to the project in accordance

with site incident reporting and contractual requirements. Where possible contractor and labour

hire companies should provide alternate duties at the site or alternatively (with Ventia approval) at

off-site locations.

The project must ensure that all reported contractor and labour hire rehabilitation is managed in

accordance with legislative requirements and applicable rehabilitation forms are provided to the

project SHEQ Advisor.

8.2.2 Compensation process

Claims will be regularly reviewed to ensure the worker safely returns to work in an appropriate

time frame. A separate injury management file will be created in VenSafe for each injured or ill

employee and all records will be kept confidential and securely stored.

8.3 Emergency preparedness and response

The project’s Emergency Response Management Plan will address all emergencies as outlined in

the emergency risk assessment. Specific emergency procedures will be prepared and

implemented for each potential emergency the project has identified.

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Emergency assembly locations will be identified, regularly inspected and a detailed location or

layout map showing the site in relation to public roads will be placed on site noticeboards.

Where an emergency becomes a crisis situation it will be escalated to the Ventia Executive

General Manager and managed in line with the Ventia crisis management plan. In addition, the

Project Manager must also contact the client to inform them of the nature of the emergency and

any other requirements.

8.3.1 Emergency resources

Sufficient emergency response resources will be provided, based on the emergency risk

assessment (and workshop) of possible emergency situations. A “first aid” risk assessment will be

conducted to define required first aid resources.

The suitability, location and accessibility of emergency equipment will be assessed by a

‘competent’ person. Competency can include engaging specialists from local companies or from

advice given by project trained fire wardens or first aiders.

All resources required to respond to an emergency will be identified and kept in a ‘fit for purpose’

state. Emergency equipment, communication systems, exit signs, paths of travel and alarm

systems will be inspected, tested and maintained at regular intervals. Reviews of emergency

equipment will be scheduled in VenSafe by the SHEQ Advisor.

8.3.2 Emergency drills

To test the effectiveness of the project’s emergency arrangements emergency practice drills are:

• conducted at minimum 12 monthly intervals

• whenever there is a significant change to site activities or conditions

• as determined by a risk assessment.

The SHEQ Advisor will schedule emergency drills in accordance with the Emergency Response

Management Plan.

Drills will include the process of contacting senior management and (if required) activating the

Ventia Crisis Management Plan (at a scenario level only). They will be recorded on the emergency

response rehearsal form with debriefs held and outcomes communicated to personnel at the

following pre-start meeting. Corrective actions from drills will be recorded in VenSafe.

The Project Manager will discuss the results of the drills with the client and possible concerns

and/or recommendations for improvement.

8.3.3 Emergency Response Program

A project emergency contact list is detailed in the Project’s Emergency Response Management

Plan. Project staff are made aware of the emergency procedures at their workplace through the

project induction, toolbox and pre-start meetings.

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8.4 Crisis management

Ventia personnel, whilst following the site/ client emergency management plan, also have an

obligation to remain compliant with Ventia’s Crisis Management Plan. In the event of a critical

event, escalation will be in accordance with Ventia and client requirements. A crisis can be defined

as an extraordinary event, announcement, disclosure or set of circumstances that:

• threatens the safety or well-being of employees, sub-contractors and other stakeholders

• threatens the integrity, performance, reputation, or viability of Ventia

• threatens the client / community relationship

• disrupts critical services to the community

• may have a significant adverse impact on the environment.

Further details can be found in the Project’s Emergency Response Management Plan.

9. FITNESS FOR WORK

9.1 Health Monitoring

The project shall develop a project-specific Health Monitoring Management Plan. The Health

Monitoring Management Plan establishes and maintains systems of work that ensure that

occupational health surveillance activities are performed in a standardised and coordinated

manner and ensures that heath data is collected, analysed and evaluated appropriately.

Health monitoring must be provided to workers where exposure to a scheduled chemical presents

a significant risk and valid techniques are available to detect the effect on the worker's health, or a

valid way of determining exposure is available. A significant risk is defined as one where the

people in the workplace are likely to be exposed at a level that could adversely affect their health.

The assessment of occupational health risk for the various occupational health hazards presented

as part of working on the Project are to be documented in the project specific – Occupational

Hygiene Risk Assessment

On completion, the medical report is forwarded to the responsible recruitment manager and the

information entered into the system for approval, where it must be treated confidentially at all

times. Once approved, the responsible person for recruitment has the authorisation to mobilise the

individual to site.

To ensure workers are not adversely affected by ongoing construction works during the project, a

program for undertaking follow-up medical assessments will be established. The frequency of any

further medical assessments will be determined through a risk assessment. Factors will determine

the frequency include age, exposure to manual handling activities, exposure to noise and vibration

etc. Results will be compared to baseline health assessment data obtained prior to commencing

work on the project.

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9.2 Drugs and alcohol

The use of alcohol or non-prescription drugs on the work site is an offence and will not be

tolerated. All employees, contractors and visitors must report for duty in a condition capable of

safely carrying out their duties.

The measures to be taken by the project to ensure implementation of the Drug and Alcohol

program are:

• conduct pre-employment testing for all personnel as part of the pre-employment medical at

recruitment to the project

• do not accept any person into the workplace who places themselves or others at risk by being

under the influence of alcohol, drugs or substances that impair their ability to perform their

work activities

• provide self-assessment (voluntary) testing facilities for drug and alcohol testing for those

working on the project

• ensure agreed and consistent treatment of any employees and workers who exhibits

performance, attendance or behaviour problems that may be the result of alcohol or drug

abuse.

Any person taking non-prescribed and/or prescribed medication while in the workplace must notify

their immediate supervisor before they commence work. If advised by a medical professional that

the medication may have side-effects that could render them unfit for work, then the individual

must again notify their supervisor.

The unauthorised possession, consumption, distribution or sale of alcohol or performance

inhibiting and/or illegal drugs (this includes synthetic legal substitutes) at the project is strictly

prohibited and will result in disciplinary action up to and including dismissal.

10. HEALTH AND OCCUPATIONAL HYGIENE The project will conduct a health risk assessment by a competent person (eg occupational

hygienist) to identify, monitor and control work health hazards and protect the health and wellbeing

of employees and contractors.

The risk assessment will be incorporated in the project SHEQ risk register and take into account

any environmental impact assessments and other surveys undertaken by or on behalf of the client.

Additionally, hazardous substances risk assessments will be used to identify the need for work

health risk controls at the task level.

Where necessary, Ventia will seek expert advice from an occupational hygienist to determine the

risk and develop appropriate controls.

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Any health monitoring and/or exposure assessments identified in the risk assessment must be

conducted by competent persons in accordance with legislation and applicable Australian and

New Zealand standards.

The results of exposure monitoring relating to all employees or groups of employees will be

communicated to the workforce via toolbox talks.

All personal health monitoring and surveillance, including pre-employment medical results and

medical reports relating to workplace injury or illness for individuals will be forwarded to a People

and Capability (P&C) representative (or employer of the worker if a contractor) and held in a

secure confidential location controlled by P&C.

Should a medical condition be identified by a medical practitioner or disclosed by the employee

that could affect the safety or health of the worker, a P&C representative will discuss this issue

with the worker and together with a specialist, such as an occupational hygienist and agree a

resolution. Any arrangements for care should also identify other positions at the project that need

to know of the worker’s condition and any special needs or responses necessary to protect their

health and safety. These may include an occupational hygienist, a suitably qualified medical

practitioner, the person’s supervisor and/or the SHEQ Advisor. The list of persons this information

is intended to be communicated to will be discussed and agreed with the worker.

11. PLANT AND EQUIPMENT MANAGEMENT

11.1 Plant and equipment risks

No item of plant or equipment will be allowed to operate on site before its associated health and

safety risks are addressed. Above ground and underground services will be identified to prevent

inadvertent contact during plant transport, general movements or excavation work.

Prior to use a Hired in Plant Inspection report or Plant Induction (Pre-acceptance) Checklist will

confirm that the plant/ equipment meets Ventia and project requirements (eg warning devices, roll-

over protection structures, etc) and is safe to operate. If a non-conformance is identified the plant

or equipment must be quarantined and referred to the supervisor. In such cases the supplier will

be contacted immediately for rectification. The supervisor will verify that the plant is fit for purpose

and satisfactorily meets all requirements listed before it will be allowed to operate on site.

Plant risk assessments must be available for all mobile plant prior to it being used and must align

with the specific Original Equipment Manufacturers (OEM) manual. Operators of plant must be

familiarised with the hazards associated with the relevant plant life cycle which may include

delivery, operation, maintenance/service and inspections and must acknowledge the hazards by

signing the risk assessment before operating. Additional pre-works checks acknowledging plant

risk assessments will be noted on the risk assessment.

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The supervisor will review /approve plant, using either the Hired in Plant Inspection report or the

Plant Induction (Pre-acceptance) Checklist and record the approval date in the plant register.

Manufacturers’ safe operating instructions will be available for plant and equipment used on site.

Plant service records are to be available for each item of plant.

A traffic management / movement plan will be developed with required controls established and

included in work process documentation (eg work packs) to manage traffic and pedestrians on

sites.

For further details refer to the Plant Inspection Guideline (ES-059090-HS-GL-003).

11.2 Use of plant on site

Plant and equipment will be maintained and serviced in accordance with the manufacturers’

instructions and will be recorded in the plant register. Personnel maintaining and servicing plant

and equipment have the required skills, experience and qualifications to safely undertake the task.

Records of maintenance will be held in the project files. The supervisor will track dates/hours of

last service and dates/hours of next service and record this information in the plant register.

All Ventia-owned items of plant and equipment must be issued with a unique asset identification

number and recorded in a register. The plant register will include service requirements for different

models which is found in plant operating manuals.

Plant and/or equipment will be inspected by the competent operator daily, prior to use. SOPs may

be developed for mobile plant operations which must be read and understood by operators prior to

use.

Pre-start inspection checklists will be developed and completed for each item of plant / equipment

by the operator (except unpowered barges). Completed inspection checklists will be handed to the

Supervisor who will verify that the plant / equipment is fit for purpose.

If a fault is identified it is subject to a risk assessment to determine if the plant can still be safety

operated e.g. damaged wipers on a sunny day. Defects that are deemed likely to impact the safe

operation of the plant or may cause injury are to result in the plant being removed from service.

Keys are to be removed and a ‘Do Not Operate’ tag placed on the controls until the defect is

rectified by a qualified person.

11.3 Licences and competency

Operators of mobile plant are required to hold the required licences and certificates and to be

verified as competent prior to operating plant on site. Verification of competency (VOC) will be

reviewed at a minimum every five (5) years.

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Where plant or equipment does not require a licence or ticket to operate, as a minimum, a VOC

challenge test, including oral and practical tests, must be conducted prior to allowing operations to

operate such plant or equipment.

Operator competencies, including verification of competencies, will be recorded in VisRes.

Assessors must hold a Certificate IV in Assessment and Workplace Training or equivalent. Where

the assessor does not have specific subject knowledge, a subject matter expert competent in the

level and area of assessment must be involved in the assessment with the assessor.

Additional pre-works checks acknowledging personnel trained and competent will be noted on the

risk assessment.

11.4 Mobile Cranes

No crane or other plant used to lift a suspended load, can operate on the Kendall Bay

Remediation Project until the required documentation has been received. Documents must be

submitted to the relevant engineer and uploaded into the Ventia project document management

system, where it is then reviewed and accepted by the Ventia Plant Supervisor prior to operations.

The following documents must be submitted prior to the crane working onsite:

• Hired in Plant Inspection – Mobile Crane

• Pre-Lift Checklist – completed prior to operations with a new crane setup (including rigging)

For further details refer to the Plant Inspection Guideline (ES-059090-HS-GL-003).

11.4.1 Pre-Lift Checklist

A Pre-Lift Checklist shall be completed for each new crane set-up. The checklist addresses major

load, crane configuration and work environment issues. Pre-lift checklists are available for mobile

cranes, vehicle loading cranes and excavators used to lift a suspended load.

11.4.2 Lift plan approvals

Lift plans must be prepared and approved as follows:

• Standard lifts: lift plans are not mandatory but may be prepared

• Complex lifts: lift plans must have three levels of approval:

- Prepared by the crane supplier, the site engineer or the crane or rigging supervisor

- Reviewed by approved third party lifting specialist

- Approved by the crane lifting supervisor

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12. SAFETY IN DESIGN The Project Manager must demonstrate that where Ventia is responsible for the design of

structures or plant, including temporary works design, there must be a documented process and

risk assessment in place. Risk assessments and safe work systems must address the following

aspects of design with respect to plant and/or structures:

• the manufacture, assemble, construction or use

• storage, decommissioning, dismantling, disposing or relocating

• transportation

• operation

• maintenance or service

• modifications.

The Safety in Design Review (SIDR) is an integral part of the project risk management process

required by the Project’s Design Management Plan (DMP). The initial Project SHEQ risk register

will identify the high-level hazards during preliminary design phase. Preliminary hazard reviews

may be required for particular high-risk design packages and will be undertaken via an appropriate

workshop (eg CHAIR-1).

In order to take the design from the preliminary stage or the detailed stage to a construction or

manufacture stage a detailed review must take place which aims to identify risks associated with

the construction, operation and maintenance. Other aspects include assessing risks associated

with noise, vibration, manual handling and explosive or flammable environments.

The design manager, in conjunction with the design team and other relevant stakeholders, is

required to:

• facilitate the SIDR process

• identify the risks with the project team using forums such as HAZOP, CHAZOP, CHAIR

studies, fire safety studies, etc

• assess and record the risks, (ie consider the likelihood and consequence of events in the

design package hazard log with updates to the project SHEQ risk register as required)

• develop a strategy to mitigate the risks and manage the close-out of any actions which are

required

• ensure that engineering controls are incorporated into the design where possible

• close out relevant portions of CHAIR and/or HAZOP studies prior to the issue of approved for

construction (AFC) documentation as per the verification checklist and design management

standard.

• communicate residual risks, via the project hazard log, to the construction and operations team

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• develop a safety report (as required under the WHS legislation) for the design. Components of

the safety report include items such as:

o intended purpose for which the item is designed

o the hazards and risks to health and safety associated with particular design for the whole

life cycle, (ie construction, operation maintenance and demolition).

o controls used to mitigate the risks

o results of calculations, analysis, testing and examination

o hazardous properties of any substance

o conditions necessary to ensure safe use for the purpose it was designed or when carrying

out associated activities

o residual risks.

These items will be articulated in the project hazard log attached to the design report of a

particular design package.

All changes required after a design has been issued for construction must be formalised using the

design or document change request form which amongst other considerations prompts for a

review of the safety in the new design where required. All design change requests must be

approved by the Design Manager and the Project Manager. and the client. Moderate or major

design changes may also require further submissions. This will be co-ordinated with the contract

administrator.

If required, a SIDR additional to that performed initially is to be undertaken to encompass the

design change. The decision as to whether an additional SIDR is required will be made by the

design manager in conjunction with the Project Manager.

Any new SHEQ hazards resulting from design changes during the construction phase are to be

communicated to those who will be affected by the change. For further information with regards to

design verification, control, validation and records refer to the Project’s Design Management Plan.

13. SAFE SYSTEMS OF WORK Safe systems of work (SWS) will be implemented for all work activities that are identified as having

moderate or high risk during the development and review of the project’s SHEQ risk register, safe

work instructions (SWIs) and safety health and environment work method statements (SHEWMS).

Ventia critical risk protocols (CRP) must be referenced within the SWS documents.

As a minimum each SWS will cover the following:

• planning (including interactions with the work environment)

• plant and equipment requirements

• competency/training requirements

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• operation/work requirements

• processes for monitoring the application and success of the system. These processes may

include inspections, ITPs, LEAD observations etc

• reference to current relevant legislation and codes of practice.

SWS will be reviewed and approved by the Project Manager (or delegate) before they are

implemented.

Personnel involved in moderate or high-risk work activities must be trained in relevant SWS before

the activity begins. Changes must be communicated to all personnel affected either directly or

indirectly by the change.

Safe work systems will be closely monitored in the field to ensure they are achieving the intended

outcomes. Mechanisms for monitoring the effectiveness of SWS include:

• inspections

• self-assurance audits

• LEAD observations

• contractor task observations.

The following safe systems of work that apply to this project include:

• Working Over Water SOP

• Vessel Safety Management System procedures

• Mobile Plant (specific) SOPs

• Plant Inspection Guideline

• Management of Hazardous Chemicals

• Control of Hot Work

• Fire Risk Management

• Permit to Work

• Manual Handling

• First Aid

• Noise Management

• Handling, Storage, Preservation and Protection of Materials

• Pressure Systems

• Housekeeping

• Personal Protective Equipment.

US-050055-HS-MP-001 PAGE 49 OF 65


14. PERFORMANCE EVALUATION AND IMPROVEMENT

14.1 Monitoring activities

Monitoring activities will be scheduled as outlined in Annexure F.

Periodic inspections must be scheduled at the commencement of the project by the SHEQ Advisor

and may include:

• emergency equipment

• lifting equipment

• electrical compliance

• equipment calibration register

• chemicals and spill kits

• ladders

• traffic management and control

• fire extinguishers

• first aid supplies

• housekeeping

• security controls.

Records of inspections must be retained by the SHEQ Advisor in the project’s document

management system or VenSafe and must be made available for auditable purposes. Corrective

actions must be recorded in VenSafe and tracked on a weekly basis for timely close-out.

Incoming goods must be inspected to ensure they in good order, undamaged and meet the

required specifications. If non-conforming equipment or materials have been identified, they will be

tagged out of service and placed in a quarantine area as appropriate before being returned back

to the supplier.

All inspection, measuring and testing equipment (IMTE) used at the project will be calibrated and

fit for use. Equipment will be tested and calibrated as stated by the Original Equipment

Manufacturer (OEM) so that control measurement errors and uncertainties are minimised to

acceptable levels. Calibration records will be maintained in the project’s IMTE register. Testing

and calibration certificates from NATA and ISO: 9001 accredited agencies will be held in the

project’s document management system by the SHEQ Advisor. Equipment that has not been

calibrated by the required recalibration date must be removed from use (fitted with an “Out of

Service” tag), segregated and recalibrated before being re-issued for use.

US-050055-HS-MP-001 PAGE 50 OF 65


Calibration may be performed either internally as per the relevant instructions, or externally

through an acceptable supplier.

Daily pre-start Inspections of powered mobile plant and equipment will be completed prior to use

and, as per the manufacturer’s specification.

14.2 Health and safety performance reporting

SHEQ performance will be reviewed and reported at least monthly to identify trends. Action plans

will be developed to improve performance as required. VenSafe will be used to collate all SHEQ

performance data.

14.3 Internal audits

Audits and reviews will be scheduled and carried out to verify that activities comply with planned

arrangements and Ventia SHEQ minimum requirements and, that the health and safety system is

effectively implemented, maintained and improved.

A schedule of self-assurance activities and reviews are developed by the SHEQ Advisor based on

the significance of health and safety risks, contractual requirements and the results of previous

audits. Audits will include nominated areas, activities, processes, products and services being

provided including:

• subcontractor reviews

• CRP audits

• HSMP implementation audits.

Each audit type will have a clear audit scope and be conducted in compliance with Ventia

requirements. Where a non-conformance is found, corrective action is agreed to with the auditee’s

manager and if immediate preventative action is required, the corrective and preventative action

process applies. Records of internal audits are captured and maintained in VenSafe.

14.4 External audits

Audits undertaken by external / third-party entities are completed in consultation with the Project

Manager and the results entered into VenSafe and the Client’s relevant database (if applicable).

Identified non-conformances will be managed as per Ventia’s corrective and preventative actions

process.

14.5 Corrective and preventative actions

Corrective actions identified following audits, inspections and observations are communicated to

the nominated action owner in VenSafe to allow action tracking follow-up.

US-050055-HS-MP-001 PAGE 51 OF 65


The nominated action owner is determined in consultation with the assigner and applicable

member of the project management team. if the nominated action owner disputes the allocation of

an action to them, they must raise this with the Project Manager and/or their supervisor.

Corrective Action Requests (CARs) raised in VenSafe are monitored by the Project Manager

monthly to ensure that satisfactory actions are implemented within the required timeframes.

14.5.1 Trend analysis

The SHEQ Advisor will analyse data in VenSafe relating to incidents, hazards, alerts, inspection

and audit findings periodically (eg monthly) to identify trends, key issues or concerns. The

outcome of these reviews will be communicated to all concerned parties in daily pre-start

meetings, toolbox talks meetings and site noticeboards.

Where adverse trends are identified, a formal action plan will be developed in consultation with the

project team and workers and approved by the Project Manager.

14.6 SHEQ review

The Project Manager is responsible for ensuring a project-level review is carried-out annually to

assess the adequacy, effectiveness and continuing suitability of the SHEQ management system.

Alternatively, this review can form part of the scheduled project monthly meeting as long as the

project can demonstrate the below items have been covered. This includes:

• legislation and regulation compliance and changes which are proposed

• adequacy of policies

• current performance against objectives and targets

• critical risks in the project SHEQ risk register and main changes and learnings from risk

reviews

• corporate knowledge base and innovations register to identify opportunities for improvement

• the effectiveness and suitability of the project safety and health management plan through

review of project safety performance

• lessons learned from audits (CARs), incidents and notifiable occurrences

• results and analysis of audits

• identified hazards and risks

• issues arising from any prohibition or improvement notices

• issues or suggestions arising from WHS committee meetings

• communications from external stakeholders, including clients, regulator, OFSC

• deficiencies in the project management system that have been identified and addressed

• adequacy of resources (training)

• follow-up on actions from the last review of the management system

US-050055-HS-MP-001 PAGE 52 OF 65


• suggestions for opportunities for improvement to ensure the continuing effectiveness of this

plan.

Changes arising from the SHEQ Review will be communicated to duty holders, including

contractors and the client.

A record of the SHEQ review and resultant actions will be minuted and distributed to concerned

parties. Actions from the SHEQ review must be assigned and managed in VenSafe. A copy of the

SHEQ review meeting must be maintained in accordance with project document control

procedures and made available to relevant stakeholders upon request.

14.7 Continual improvement

The Project will consider H&S performance and results from audits and SHEQ reviews to identify

required improvements to the systems and / or processes. Improvement items must be

documented on the project’s systems improvement register by the SHEQ Advisor.

The project will undertake formal improvement reviews where event participants will focus on the

tasks and goals, to enable the team to understand why things happened and how to improve.

The following opportunities will be considered:

• new technology

• good practices both internal and external to the organisation

• suggestions and recommendations from interested parties

• new knowledge and understanding of health and safety related issues

• new or improved materials

• changes in worker capabilities or competence

• achieving improved performance with fewer resources (simplification / streamlining)

Information from the formal improvement review will be distributed to the senior members of the

project and the Divisions. Informal reviews will be documented and will be maintained in

accordance with project document control procedures. Actions arising from improvement reviews

must be assigned and entered/managed in VenSafe.

Collated formal improvement reviews will be reviewed and assessed at the Divisional and Group

level for shared learnings and possible facilitation of improvements.

US-050055-HS-MP-001 PAGE 53 OF 65


ANNEX A. DEFINITIONS AND ACRONYMS

The following table outlines key terms used in this document.

Term Definition

AFC Approved for construction

ALARP As low as reasonably practicable

BMS Business management system

CAR Corrective Action Request

CHAIR Construction hazard analysis and implication review

CHAZOP Control hazard and operability study

Competency Competency is having and applying specific knowledge and skill to a required performance standard. It involves performing at acceptable skill level, responding and reacting appropriately when things go wrong, fulfilling a specific role, transferring skill and knowledge to new situations

Competent Person A competent person is one who has the qualifications and/or experience required to skillfully perform the stated duties

CRP Ventia’s Critical Risk Protocols

D&A Drug and alcohol

DMP Design Management Plan

EAP Employee Assistance Program is a confidential and voluntary counselling service. The aim is to assist with the resolution of personal and work-related problems which may affect work performance

HAZOP Hazard and operability study

HIRAC Hazard identification risk assessment control

HSMP Health and Safety Management Plan

HSR Health and safety representative who is an elected member of the workplace that has acquired the skills and knowledge to enable them to fulfil the role of a workplace health and safety representative as required under legislation

ICAM Incident cause analysis methodology

IMTE Inspection, measuring and testing equipment

Induction

Induction refers to programs designed to impart specific knowledge to new employees, so they understand the business and can begin to safely and effectively carry out their work. Induction programs vary in length and structure depending on the employee’s role and duties in the organisation

Injury Management File A separate confidential rehabilitation file documents staff members’ injury management and return to work progress

InVentia Ventia’s process management system

ITP Inspection test plan

KPI Key performance indicator is the collection of information used to measure performance of a particular function or operation

LEADs Lead, engage, analyse and discuss observations

LoB Line of business

LWTs Leadership walk and talks

NATA National accredited testing authority

US-050055-HS-MP-001 PAGE 54 OF 65


Term Definition

OEM Original Equipment Manufacturer

P&C People and Capability

Pre-Start Meeting Pre-start meetings are a forum to discuss the required work for the day and associated SHEQ aspects

Project Manager Also referred to as the Workplace Manager - the person who has overall responsibility for the operation of the workplace

Risk Assessment A risk assessment is the logical and systematic approach to identifying hazards, assessing risks and implementing and maintaining controls in order to reduce risk to an acceptable level

Risk Register A register of the identified issues, risks/opportunities, analysis, evaluation and treatments for the project

RTW Return to work coordinator

SDS Safety Data Sheet – a key source of documentation for health and safety information for a substance. Includes precautions of use, hazard information, first aid requirements

SHEQ Alert A standard company communication tool used to transfer learning’s from a hazardous condition/incident. The SHEQ Alert must be approved by the Project Manager and Divisional SHEQ Manager

SHEWMS Safety, Health, Environment Work Method Statements

SIDR Safety in Design Review

SME Subject matter experts

SWI Safe work instruction - provides the direction (instruction) on what Ventia expects to be in place to safely manage a particular work activity or safety issue

SWS Safe systems of work - describes the procedures, forms and processes that the project implements to ensure that particular activities are executed in a risk-controlled way. The structure and format will depend on the complexity and risk associated with the task it describes.

Toolbox Talk A toolbox meeting is an interactive informal meeting of workgroup members. Foreseeable work hazards are discussed, and controls planned

TRIFR Total Recordable Injury Frequency Rate

VenDocs Ventia’s document management system

VenRisk Ventia’s enterprise risk management tool

VenSafe Ventia’s event reporting and SHEQ management database that helps streamline our SHEQ and risk management processes.

Ventia Group Corporate Group SHEQ team

VisRes Ventia’s compliance management system

VOC Verification of competency

WHS Workplace health and safety

WHS Committee A forum involving members of Company management and the workforce with the primary function to assist cooperation between the employer and workers in developing and carrying out measures to improve workplace health and safety

US-050055-HS-MP-001 PAGE 55 OF 65


ANNEX B. SHEQ ELEMENTS

ELEMENT REFERENCE DELIVERABLES HSMP SECTION

ISO

Criteria

Leadership and

Commitment Leadership and Commitment Standard

Conduct and Manage Leadership Interactions Process

Conducting a LEAD Guide

LEADs

LWTs

Site inspection records

Position descriptions

Project’ organisational chart

3.1, 3.2,

3.3, 4.1, 5.7.3

5.1, 5.2,

5.3, 7.1

SHEQ Planning

and Improvement

Manage SHEQ Planning Process

Manage SHEQ Legal and Other Requirements Process

SHEQ Legal Compliance Guide

SHEQ Compliance Register (VenLaw)

Project legal register

VenStandards

SHEQ objectives and targets

Site safety rules

4.1, 4.2,

4.4

4.1, 4.2,

4.3, 4.4, 6.1, 6.2, 7.1, 8.1

Communication and Consultation

Manage SHEQ Communications Process

Manage SHEQ Communications Guide

Site Communications Process

Manage SHEQ Consultation Process

SHEQ Consultation Guide

SHEQ Alerts and Notifications Process

Manage Corrective Action Process

Prevention and Resolution of SHEQ Issues Work Instruction

SHEQ alert - lessons learned

SHEQ alerts and notifications

WHS consultation charter

WHS committee meeting minutes

WHS consultation agreement

WHS issue resolution flowchart

Toolbox talks

Project team meetings minutes

Pre-Start meeting minutes

Client meeting minutes

Project inductions

SHEQ noticeboard

7.1, 7.2, 7.3, 7.4, 7.5, 6.4, 14.5

5.4, 7.3, 7.4

Training and

Competency Safety, Health, Environment and Quality Training Process

Verification of Competency (VOC) for Safe and High-Risk Work Process

Visitors to Site Process

Training needs analysis

Training plan

Training and VOC records

Training attendance record

Training evaluation form

VisRes / VisTep

SHEQ leadership training profile

Project inductions

Site visitor induction

Commercial Drivers Induction

HIRAC training

6.4 7.2

Design Management

Design Management Standard

Plan the Design Process

Execute Minor Works Design Process

Execute Major Works Design Process

Manage Temporary Works Process

Design Management Plan (and associated forms)

Design change register

Design or document change request

HAZOPs

CHAIRs

12 8.1

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ISO

Criteria

Document and Records Management

Establish Documented Information Management System Process

Plan Documented Information Process

BMS Governance Manual

InVentia

VenDocs

VenSafe

InHealth

VenLaw

VenChem

VenStandards

1.5, 1.6 7.5

Hazard and Risk

Control

Quality Control

Risk and Opportunity Management Standard

Project Risk and Opportunity Reporting Process

Manage SHEQ Risks Process

Manage SHEQ Risks Guide

Manage Exceptions to the Critical Risk Protocols Process

Hazard Reporting Work Instruction

Control of Non-Conforming Products and Services Process

Verification Equipment and Calibration Work Instruction

Manage Change for Projects Process

Manage Safe Operations of Plant and Equipment

Project risk workshop

SHEWMS review checklist

SHEQ risk register

SHEWMS

Take 5 / Start Card

High risk permits (Work at Heights, Hot Work, Excavation and Penetration, Confined Space Entry)

SHEWMS Field Audit

Hazard reports

BMS change register

Change management assessment

BMS notification form

Plant risk assessments

Chemical risk assessments

Safety Data Sheets (SDS)

Plant Risk Assessments

Hired in Plant Inspection report or Pre-acceptance checklist

4.3, 5.1,

5.2, 5.3, 5.4, 5.5, 5.6, 10.0, 11.1, 13.0

6.1, 8.1

Subcontractors

and Suppliers Prepare and Issue Tender for Project Procurement Process

Evaluate Tender Responses for Project Procurement Process

Obtain Non-Binding Quotation(s) for Pricing Purposes Process

Obtain Binding Quotation(s) or Subcontractor Agreement Process

Obtain Project Procurement Quotation from Single Source Process

Source Project Procurement Package Process

Mobile Contractor Process

Subcontractor Setup Process

Manage SHEQ Requirements for Subcontractors Process

Manage SHEQ Requirements for Subcontractors Guide

SHEWMS review checklist

Subcontractor or supplier information request

Pre-award evaluation requirements checklist

Subcontractor evaluations

Subcontractor information pack

SHEQ requirements acknowledgement form

Document transmittal/emails

Public liability and workers’ compensation insurance

Contractor registers (VisRES)

Approved contractor safe work systems

6.1, 6.2,

6.3

8.1

Business

Continuity Management

Manage SHEQ Incidents Process

Incident Classification Work Instruction

ICAM report

ELT high level incident review presentation

8 8.2

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ISO

Criteria

and Planning

Incident and Emergency Management

Emergency Response Management Plans Process

Emergency Planning Guideline

Develop Crisis Management Plan Process

Develop Business Continuity Plans Process

Fire Risk Management Work Instruction

First Aid Work Instruction

Incident flash report

SHEQ alert

Emergency response plans

Emergency rehearsal form

Emergency equipment register

First aid risk assessment

VenSafe

SHEQ Analytics

Pre-start meeting

Toolbox talks

Notification to Client/Regulator

Health and Wellbeing

Fitness for Work Process

Occupational Health Hygiene Risk Management Process

Fatigue Management Process

Personal Protective Equipment Guide

Medical Records Process

Health Promotion Process

Health Monitoring Management Plan

SHEQ risk register that includes occupational health hazards

Initial Workplace Exposure Assessment

Medical assessments

Exposure assessments

Health monitoring records

Personal exposure monitoring program records

Employee assistance program

D&A testing records

Calibration certificates from accredited agencies

SDS and chemical risk assessment

VenChem

9.1, 9.2, 10.0

8.1

Manage Claims and Injuries

Injury Management and Return to Work Process

Manage Workers Compensation Claim

Work capabilities checklist

Return to work plan

Injury management file notes

Authority exchange information non work-related

Doctor injury illness review letter

RTW injured poster displayed

8.2 8.1

Audits and

Assurance Manage Audit Program Process

Conduct Audits Process

Manage SHEQ Workplace Inspections Process

Manage Corrective Actions Process

Self assurance audit report

Event in VenSafe

Corrective action report

Site inspection checklists

CRP audits, LEADs LWTs

Workplace Inspection Checklist

Calibrated testing equipment

5.7, 14.1,

14.2, 14.3, 14.4, 14.5, 14.7

9.1, 9.2, 10

Review and Evaluation

Manage SHEQ Reporting Process

SHEQ Data and Information Guideline

SHEQ Reporting Plan

Monthly SHEQ reports

Management review agenda

Management review record

14.2, 14.6 9.1, 9.3, 10

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US-050055-HS-MP-001 PAGE 58 OF 65



ISO

Criteria

Conduct Management Review Process Management review actions managed in VenSafe

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US-050055-HS-MP-001 PAGE 59 OF 65


ANNEX C. VENTIA SAFE SYSTEMS OF WORK

Safe system of work Safe system of work Safe system of work

Chemical Management Manual Handling Work Instruction Housekeeping Work Instruction

Control of Hot Work Instruction

US-050055-HS-FO-043 Hot Work Permit

Preparation of Inspection and Test Plans

Safe Collection and Disposal of Syringes (needles) Work Instruction

Fire Risk Management Work

Instruction

Working on Near or Over Water Work

Instruction

Kendall Bay Working Over Water

SOP

Manual Handling Work Instruction First Aid Work Instruction Verification Equipment and Calibration Work Instruction

Working in Heat and other Extreme Conditions

Hearing Conservation Control of Non-Conforming Products and Services

Smoke Free Work Environment Handling, Storage, Preservation and

Protection of Materials Biological Hazards

Pressure Systems Physical Security Risk Management Safety, Health and Risk Purchasing

Control

Dangerous Tools Guideline Use of Hoses Manage Safe Operations of Plant &

Equipment

Identification and Labelling of Items Dangerous Tools Working from Home - Work Instruction

Workstation Ergonomics Guide Management of Scaffolds and Scaffolding Work Guide

Personal Protective Equipment Guide

Physical Security Risk Management Hot Work Standby Person Guide Safe Welding and Oxy Cutting Guide

Chemical Management Process Chemical Transport and Transfer

Work Instruction Chemical Labelling Work Instruction

Chemical Leaks and Spills Work

Instruction

Chemical Use and Handling Work

Instruction Chemical Storage Work Instruction

Chemical Decanting and Pipe Transfer Work Instruction

Chemical Disposal Work Instruction Ladder Safe Care and Use Work Instruction

Safety Inspection and Testing of Electrical Equipment Work Instruction

Five Whys Work Instruction Legal Professional Privilege Guideline

SOP Bubble and Silt Curtain Gates Project WAPs (Controlled Docs) Project Work Packs (Controlled Docs)

SOP COVID-19 (Coronavirus) Mitigation

Working Over Water Instruction

Ventia Plant and Equipment

Processes

ES-059090-HS-GL-003 Plant

Inspection

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US-050055-HS-MP-001 PAGE 60 OF 65


Safe system of work Safe system of work Safe system of work

SOP’s for (Plant) Safety Management Systems (Barges & Vessels)

ANNEX D. VENTIA CRITICAL RISK PROTOCOLS

Critical Risk Protocol Critical Risk Protocol Critical Risk Protocol

CRP - Confined Space Work

Confined Space Work Guide

CRP - Performing Lifting Operations

Performing Lifting Operations Guide

US-059090-HS-FO-097 Hired in Plant

Inspection – Mobile Crane

US-059090-HS-FO-110 Pre-Lift Checklist

US-059090-HS-FO-004 Lift Plan Complex

US-059090-HS-FO-006 Lift Plan Standard

CRP - Working around Mobile Plant

Working around Mobile Plant Guide

CRP - Managing Hazardous Energies

Managing Hazardous Energies Guide

CRP - Working around Live Services

Working around Live Services Guide

Limits of Approach Guideline

CRP - Working at Height

Work at Height Guide

CRP - Electrical Safety

Managing Electrical Safety Guide

CRP - Working with Asbestos and

ACM

Working with Asbestos and ACM

Guide

CRP – Safe Driving

CRP – Remote and Isolated Work

Remote and Isolated Work Guide

CRP - Ground Excavation

Ground Excavation Guide

US-050055-HS-FO-045 Excavation and

Penetration Permit

CRP - Working in and around Live

Traffic

Working in and around Live Traffic

Guide

Manage Exceptions to the Critical Risk Protocols

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US-050055-HS-MP-001 PAGE 61 OF 65


ANNEX E. ROLES AND RESPONSIBILITIES MATRIX

R= Responsible, C = Key contributor

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1.1 SHEQ accountabilities, roles and responsibilities for managers, staff, employees and contractors are clearly defined, documented and communicated

R C

1.2 SHEQ leadership commitment is demonstrated through measurable participation in SHEQ management

R C

1.3 Specific training requirements for leaders is defined and processes in place to manage it

R C

1.4 Line management at all levels model, promote and recognise safe behaviour

R C

1.5 Project management develop, provide and review the resources, training, coaching and feedback required to maintain a strong safety culture

R C C

2.1 Client, partner and other key stakeholder health and safety requirements relevant to the project have been clearly identified and addressed

R C C

2.2 A documented HSMP which addresses the project’s risk profile has been developed and agreed in consultation with key stakeholders

R C C

2.3 Adequate resources are provided to effectively implement the health and safety plan

R C C

2.4 Project safety objectives and targets are defined R C

2.5 A schedule of internal and external health and safety audits and reviews has been developed

R C

3.1 Legal and regulatory requirements relating to health and safety are identified and recorded on a register

R C

3.2 The operational activity program has been regularly assessed to ensure legal and regulatory requirements relating to health and safety are being met

R C C

3.3 Personnel on the site have access to current versions of legislation, standards and codes of practice

R C C

3.4 Changes to legislation, standards and codes of practice are incorporated into project procedures and practices

R C

4.1 Health and safety risks are identified and assessed at all stages of the project

R C

4.2 The most effective controls are selected appropriate to the level of risk R C

4.3 All identified risks and controls are recorded in a risk register R C C

4.4 Risks and controls have been communicated to all affected personnel R C

4.5 Regular inspections and observations are conducted to monitor compliance with and effectiveness of identified controls

R C

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4.6 All personnel performing risk identification and assessment activities are suitably trained and experienced

R C

5.1 Changes to planned operations that have potential health and safety consequences are identified

R C

5.2 Risks associated with identified changes are assessed and controlled before changes are implemented

R C C

5.3 All changes, along with their assessments and controls, are recorded R C

5.4 All changes with health and safety consequences are authorised before they are implemented

R C

5.5 Controls associated with change are communicated to all affected personnel

R C

6.1 Consultative forums have been established with regular meetings scheduled, conducted, documented and communicated

R C

6.2 Health and safety representatives and WHS committee members are appropriately trained

R C

7.1 All personnel have completed appropriate project inductions containing relevant health and safety information before they are authorised to work on the project

R C

7.2 A skills matrix is developed that identifies the competencies required to complete the works safely

R C

7.3 Individuals are assessed against the project’s skills matrix to determine their specific training needs

R C

7.4. A training plan has been developed R C

7.5. Personnel have been trained and assessed according to the training plan

R C

7.6 Training records are maintained and accessible to relevant personnel R C

8.1 Activities requiring safe works systems are identified R C C

8.2 Required safe work systems are adopted or developed R C C

8.3 Access to safe work systems is established and maintained R C C

8.4 Safe work systems are regularly reviewed to ensure currency R C C

8.5 Employees and contractors are trained in relevant safe work systems R C

9.1 Selection processes ensure contractors and suppliers meet our minimum health and safety requirements

R C

9.2 Contractors and suppliers actively participate in health and safety management on the project

R C

9.3 Contractors and suppliers are audited and reviewed to assess their performance and compliance with Ventia minimum health and safety requirements

R C C

10.1 All incidents are followed by appropriate response and notification R C C

10.2 All incidents are entered and closed out in VenSafe R C C

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10.3 Incident investigations are conducted appropriate to the severity of the incident

R C

10.4 All personnel conducting incident investigations are trained to competently perform the task

R C

10.5 Corrective and preventative actions are taken after incidents and lessons are shared wi=th other projects

R C

10.6 Employees, contractors and visitors have access to medical and first aid services

R C

10.7 Injured personnel are actively rehabilitated R C

10.8 Effective workers compensation processes are in place R C

10.9 Actual and potential Class 1 and 2 incidents are reviewed by the project management team

R C

11.1 All personnel working on the project are fit to safely perform their duties R C C C

11.2 Fitness for duty is assessed and managed R C

11.3 Personal health and fitness is actively promoted and encouraged R C

11.4 Health and hygiene risks are assessed, and appropriate control measures established

R C

12.1 Plant and equipment requirements have been identified for all stages of the project

R C

12.2 Processes are implemented to assess the risks associated with plant and equipment

R C

12.3 The impacts of modifications made to plant and equipment are assessed

R C

12.4 All plant and equipment used on site is maintained, certified and recorded

R C

12.5 All operators using plant and equipment are appropriately licensed and verified as competent

R C

13.1 Potential emergencies are identified using a formal risk assessment process

R C C

13.2 Emergency response plans and procedures are developed and regularly reviewed

R C C

13.3 Adequate resources are provided to effectively implement Emergency Response Management Plans and procedures

R C C

13.4 Emergency action drills and exercises are conducted and reviewed R C C

13.5 Employees, contractors and visitors are given appropriate emergency response training

R C C

14.1 Current versions of all relevant documents and records are available and controlled

R C

14.2 Documents and records are stored in the appropriate systems R C C

15.1 Performance trends are identified, and corrective actions are taken R C C

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15.2 Regular management reviews are conducted to determine the continuing suitability, adequacy and effectiveness of the health and safety management system

R C C

15.3 Audits are undertaken to ensure compliance with the HSMP R C

15.4 All audits are undertaken by suitably qualified and experienced personnel

R C

15.5 Processes are in place to assess the effectiveness of risk management controls

R C

15.6 Processes are in place to periodically review and revise health and safety documentation

R C

US-050055-HS-MP-001 PAGE 65 OF 65


ANNEX F. SHEQ PLANNING SCHEDULE

Inspections Accountability Frequency

Site SHEQ Inspections Supervisor / SHEQ/ HSRs Weekly

LEAD Inspections Supervisor / Engineers 2 per Month

Audits/Reviews Accountability Frequency

Subcontractor Reviews Project Engineer Annually

OHH Management Review SHEQ Advisor As per OHH Management Plan

Client SHEQ Audit Project Manager As nominated

External (BSI) Project Manager As nominated

External (OFSC) Project Manager As nominated

Periodic Inspections Accountability Frequency

Emergency Equipment First Aider/Fire Warden Monthly

Subcontractor Vessel Equipment (AMSA requirements) Marine Subcontractor Quarterly

Lifting Equipment External Specialist Quarterly

Electrical Safety Licensed Electrician Quarterly

Equipment Calibration Register Environmental Specialist Monthly

Chemicals and Spill Kits SHEQ Advisor Monthly

Traffic Management and Control Traffic controller Quarterly

Fire Extinguishers External Specialist 6-monthly

First Aid Supplies First Aider 6-monthly

Personal Flotation Devices External Specialist Annually

Management Plan Accountability Frequency

Review SHEQ Mgmt Plan Project Manager Annually

Review Traffic Mgmt Plan Project Engineer Annually

Review Emergency Response Plan SHEQ Advisor Annually

Conduct Emergency Drill Emergency Response Team Leader

6-monthly

WHS Committee Requirements SHEQ Advisor Annually

Review Legislation Register SHEQ Advisor Monthly

Review Project Risk Register Project Manager 6-monthly

Review Top 3 SHEQ Risks Project Manager Monthly

Review Incident Trends Project Manager Monthly

Hazardous Chemicals and Spill Response Project Engineer 6-monthly

Training Matrix Review Project Engineer Monthly

Review Project SWIs Project Engineer Annually

Project Safe Work Systems Project Manager Annually

SHEWMS Review Project Engineer Quarterly