1

PETRONAS TECHNICAL STANDARDS

HEALTH, SAFETY AND ENVIRONMENT

CONSTRUCTION AND COMMISSIONING

(GUIDELINE)

PTS 60.0108

JUNE 2006

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PREFACE
Petronas Technical Standards (PTS) are based on the experience acquired during the involvement with the
design, construction, operation and maintenance of processing units and facilities. Where appropriate they are
based on, or reference is made to, national and international standards and codes of practice. The objective is to
set the recommended standard for good technical practice applied by PETRONAS in oil and gas production
facilities, oil refinery, gas processing, chemical plants, marketing facilities or any other such facility, and
thereby to achieve maximum technical and economic benefit from standardisation.

The information set forth in these publications is provided to users for their consideration and decision to
implement. This is of particular importance where PTS may not cover every requirement or diversity of
condition at each locality. The system of PTS is expected to be sufficiently flexible to allow individual
operating units to adapt the information set forth in PTS to their own environment and requirements.

When Contractors or Manufacturers/Suppliers use PTS they shall be solely responsible for the quality of work
and the attainment of the required design and engineering standards. In particular, for those requirements not
specifically covered, the Principal will expect them to follow those design and engineering practices which will
achieve the same level of integrity as reflected in the PTS. If in doubt, the Contractor or Manufacturer/Supplier
shall, without detracting from his own responsibility, consult the Principal or its technical advisor.

The right to use PTS rests with three categories of users:

1) PETRONAS and its affiliates.

2) Other parties who are authorised to use PTS subject to appropriate contractual arrangements.

3) Contractors/subcontractors and Manufacturers/Suppliers under a contract with users referred to

under 1) and 2) which requires that tenders for projects, materials supplied or - generally - work
performed on behalf of the said users comply with the relevant standards.

Subject to any particular terms and conditions as may be set forth in specific agreements with users,
PETRONAS disclaims any liability of whatsoever nature for any damage (including injury or death) suffered
by any company or person whomsoever as a result of or in connection with the use, application or
implementation of any PTS, combination of PTS or any part thereof. The benefit of this disclaimer shall inure
in all respects to PETRONAS and/or any company affiliated to PETRONAS that may issue PTS or require the
use of PTS.

Without prejudice to any specific terms in respect to confidentiality under relevant contractual arrangements,
PTS shall not, without the prior written consent of PETRONAS, be disclosed by users to any company or
person whomsoever and the PTSs shall be used exclusively for the purpose they have been provided to the user.
They shall be returned after use, including any copies, which shall only be made by users with the express prior
written consent of PETRONAS. The copyright of PTS vests in PETRONAS. Users shall arrange for PTS to be
held in safe custody and PETRONAS may at any time require information satisfactory to PETRONAS in order
to ascertain how users implement this requirement.

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AMENDMENTS RECORD SHEET

Chap Sect Description Issue Date Rev Date App

No. No. No. No. by:
(initial
)
All All Renumbering to PTS 60.0108 1 June 1 June IGA
Construction and 06 06
Commissioning

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1. Introduction 6

1.1 Background 6
1.1.1 Level of risk exposure 6
1.1.2 Transient nature of construction activities 6
1.1.3 Hazardous nature of construction sites 7
1.1.4 Hazardous nature of construction activities 8
1.1.5 Hazards specific to commissioning 8
1.2 Objectives of this document 9
1.3 Scope 10
1.4 User Guide 11

2. Overview 12
2.1 Links with Other Sections of the HSE Manual 12
2.2 Summary of HSE-Critical Activities in Construction and Commissioning 13
2.3 Construction and Commissioning Activities Framework 14

3. Construction and Commissioning HSE Management 15

3.1 Leadership and Commitment 15
3.2 Policy and Strategic Objectives 17
3.2.1 Policy 17
3.2.2 Strategic objectives 17
3.3 Organisation, Responsibilities, Resources, Standards and Documents 18
3.3.1 Organisational structure and responsibilities 18
3.3.2 Management Representative(s) 19
3.3.3 Resources 19
3.3.4 Competence 19
3.3.5 Contractors 20
3.3.6 Communication 31
3.3.7 Documentation and its control 32
3.4 Hazards and Effects Management 33
3.4.1 Identification of hazards and effects 33
3.4.2 Evaluation 33
3.4.3 Recording of hazards and effects 33
3.4.4 Objectives and performance criteria 34
3.4.5 Risk reduction measures 34
3.5 Planning and Procedures 35
3.5.1 General 35
3.5.2 Asset Integrity 36
3.5.3 Procedures and Work Instructions 36
3.5.4 Management of change 37
3.5.5 Contingency and Emergency Response Planning 37
3.6 Implementation and Performance Monitoring 38
3.6.1 Activities and Tasks 38
3.6.2 Monitoring 38
3.6.3 Records 38
3.6.4 Non-compliance and corrective action 39
3.6.5 Incident investigation and reporting 39

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3.6.6 Incident follow-up 39

3.7 Auditing and Reviewing 39
3.7.1 Audit 39
3.7.2 Review 40
4. Commissioning 41
4.1 Responsibility for Commissioning Planning 41
4.2 Principles of Commissioning 41
4.3 Stages of Development of the Commissioning Plan 42
4.4 Definition of the Systems 43
4.4.1 Commissioning of all types of facilities 43
4.4.2 Commissioning of additions to existing systems 43
4.5 Commissioning Procedures 43
4.5.1 Defence hierarchy 43
4.5.2 Systematic working 44
4.5.3 Requirements of commissioning procedures 44
4.6 Offsite and Onsite Phases 45
4.6.1 Offsite 45
4.6.2 Onsite 45
4.7 Documentation and Records 45
4.7.1 Construction completion 45
4.7.2 Pre-commissioning 46
4.7.3 Hook-up 46
4.7.4 Commissioning 46
4.7.5 Handover 47
4.8 Materials and Commissioning Equipment 48
4.8.1 Commissioning spares 48
4.8.2 Consumables 48
4.8.3 Special tools 48
4.8.4 Test equipment 48
4.8.5 Temporary equipment and supplies 48
4.8.6 Communications equipment 48
4.9 Waste Management 49
4.10 General Workplace Hazards in Commissioning 49
Appendices
I. List of Subjects in General Workplace Practices 50
II. List of Subjects in Logistics 52
III. HSE Objectives and EPBM Activities 55
IV. HSE Responsibilities for Key Positions in Construction and Commissioning58
V. Project Phases and Key Personnel Resource Requirements 60
VI. Project Specification Checklist 62
VII. HSE Issues in Construction and Commissioning Planning 63
VIII. Construction and Commissioning Contract HSE Plan Checklist 65
IX. Handover - Typical Contents 67
Glossary 68

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1. INTRODUCTION

1.1 BACKGROUND

Construction industry, in general, has one of the worst accident records of any
industrial sector. A number of factors, specific to the construction industry,
contribute to this poor record and thus require focused management attention. This
situation is being recognised at government level and some countries have introduced
legislation that imposes specific duties on OPU/JVs and contractors. In the UK, for
example such legislation involves compliance at each stage of construction. Amongst
other things, it targets planning aspects of construction projects (particularly the co-
ordination and management of health and safety aspects of design and the pre-tender
stage and the preparation of a 'health and safety file' or HSE Case). OPU/JVs that
have appropriate procedures which integrate HSE throughout the various stages are
likely to find that they already do what such regulations require. However, they will
need to be aware of the format of any documentation that has to be provided to
demonstrate legislative compliance.

1.1.1 Level of risk exposure

Although the duration of the construction phase for a typical production facility is
much shorter than the facility's subsequent operational life, the nature of the activities
involved and the total manhours expended in a typical construction project can
expose the construction workforce to a level of risk higher than that of the personnel
involved in the subsequent, longer operational phase.

1.1.2 Transient nature of construction activities

The nature of the circumstances under which construction contracting is carried out
often results in:

• high turnover of personnel, often new to the country and/or OPU/JV

• communication difficulties between people from countries with language and

cultural differences

• (relatively) short-duration contracts

• pressure to work in short time horizons and comply with the "fast-track"
approach, often exacerbated by the need to include additional work scope due to
late changes

• competitive commercial pressures and fluctuating work loads

• diversity of parties involved and resultant long communication lines in a given

contract (due to contract organization structures) and frequent use of
subcontractors.

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This in turn can result in the following effects:

• low priority given to construction planning at an early enough stage. There is

often a perception that all construction activities are similar. There is therefore a
tendency to believe that the next project can be treated like the last one with
much of the planning work done once contracts are awarded and site work
commences

• use of inappropriately qualified contractors. Often this is caused by a change to

the management and/or workforce of a previously acceptable contractor and
sometimes by external pressures to accept locally resourced contractors who may
not have the highest levels of training and expertise

• inadequate training (e.g. workers unaware of hazards). Often this is because the
value of training is seen as low priority by the contractor when the incentive to
have a well-trained workforce is nullified by individuals leaving to work with
other organizations. Similarly short mobilization timescales may preclude
adequate training periods

• limited HSE advice available in-house to contractors

• large number of subcontractors on same site

• low level of HSE management by subcontractors (particularly of small

contractors with limited resources)

• poor 'team' dynamics. Team dynamics and group 'norms' are generally more
difficult to form and retain on construction sites compared with situations where
team stability has a longer time horizon within which to develop

• short-cutting in order to meet ambitious schedules

1.1.3 Hazardous nature of construction sites

The potential for the occurrence of injuries and fatalities can be high due to:

• the close proximity of large numbers of personnel to heavy equipment and

movement of materials

• need to carry out activities in arduous weather conditions

• long working hours, particularly when trying to meet ambitious deadlines

• working in locations that present extra risk (e.g. at height, over water,
underwater, in confined spaces, close to live power lines or other live services,
etc)

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• use of temporary access and load-bearing structures

• building in accordance with designs that can involve the existence of interim
stages before the permanent construction is completed

• handling of toxic and hazardous substances

• insufficient medical infrastructure (medevac, hospitals, etc)

• communicable diseases

Under such conditions, there may be a propensity for the following situations to
dominate:

• construction being viewed by the workforce as part of a 'macho' culture

• perception by the workforce of it being satisfactory to 'bend the rules' to achieve

faster progress with little risk of incidents in 'routine' tasks and operations.

1.1.4 Hazardous nature of construction activities

Specialized individual tasks, such as major heavy lifts, etc are specifically recognized
as being potentially hazardous and are normally planned and executed under close
supervision. Generally, a large proportion of injuries and fatalities occur, not during
such targeted tasks, but rather during the performance of normal, routine general
workplace practices (e.g. scaffolding, welding, use of power tools, etc). The HSE
management of these routine activities should be given equal treatment with special
tasks and not overlooked.

1.1.5 Hazards specific to commissioning

The commissioning period can be a time of increased risk due to the occurrence of
some, or all, of the factors listed below:

• transition through temporary stages

Commissioning often takes place in stages, with changing degrees of

interconnectivity with existing, live (hydrocarbon containing, energized) facilities

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• existence of concurrent activities

Commissioning may proceed concurrently with, for example construction and

production/maintenance activities

These characteristics can be exacerbated by the factors listed below:

• unfamiliarity

Personnel involved in commissioning activities may be unfamiliar with the

facilities, not adequately trained in new facilities and resistant to change

• time pressure

The timing of commissioning is often dictated by the need to fit in with the
limited availability of shutdowns or to meet contractual hydrocarbon delivery
deadlines with third parties and shareholders

• personnel constraints

There is often a short-term demand on staff not covered in the "establishment".

• clash of construction and operating cultures

This can often arise because of differences in sense of time perspectives and
ownership.

• transfer of responsibility

Responsibility for the plant is often transferred from one group of individuals to
another at this time

• temporary waste streams

Disposal facilities need to be provided for hydrotest fluids; short term

consumables (e.g. lube oil)

Commissioning must be specifically planned with these points in mind to avoid

the occurrence of incidents.

1.2 OBJECTIVES OF THIS DOCUMENT

The objectives of this document are to:

• provide a framework for the proactive management of HSE in construction and

commissioning
• define the minimum construction and commissioning HSE requirements to be

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met at each stage of a project

• highlight the means of adopting a proactive approach, (elimination of hazards

during design can reduce exposure to risks during construction execution)

• describe how to compile an effective HSE Plan that will anticipate potential
problem areas and help to provide a structured method of control

• introduce a framework of comprehensive headings that can be used to analyze

construction hazards and effects at all levels of detail

• provide guidance on the special requirements for managing the commissioning

phase of projects

• describe the essential elements that should be in place at handover to operations

in order to demonstrate that HSE criteria have been met.

1.3 SCOPE

These guidelines cover all aspects of HSE management in construction and

commissioning operations. Besides the construction execution phase itself, this
includes:

• construction completion

• pre-commissioning

• hook-up

• commissioning

• handover

In this context, these stages are defined as follows:

Construction Completion of construction including associated Completion
stipulated mechanical testing

Pre- commissioning Preparation, functional testing and making ready for

commissioning plant, equipment, systems or sections
suitably completed and mechanically tested, e.g. nitrogen
purging, vessel cleaning, flushing. It covers checks on the
integrity of equipment, both at vendor's works and at site.

Hook-up Activities required to connect together platform/modular

systems and equipment after installation at site to make the
installed systems operable
Commissioning Activities required to put into operation and make "live"
plant equipment, systems, sections for normal duty;

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adjusting and optimizing operating conditions for attainment

of design performance, and where applicable, performance
guarantees.

For some installations, most notably offshore, there is an

additional stage of hook-up e.g. prior to pre-commissioning,
where piping systems are connected to enable pressure
testing during the subsequent pre-commissioning stage.

Handover The formal process of presentation of the facilities, after

completion of all construction activities (together with all
relevant documentation), for acceptance by the new asset
holder.

This section does not cover detailed guidance on all specific construction and
commissioning activities.

A number of commonly occurring routine construction activities, frequently also

occur as maintenance tasks (e.g. scaffolding, welding, use of electricity etc). These
activities are covered in greater detail in PTS 60.2115 General Workplace Practices
(see Appendix I for the list of subjects covered).

Transport and materials handling is also a key part of construction activities and
guidance on these subjects is given in PTS 60.0110 Logistics Handling (see
Appendix II for the list of subjects covered).

The principles within this document are intended to apply to all sizes of construction
project, for example, from a simple refurbishment of part of an office block, through
to a major oil and gas processing facility, utilising a large multi-disciplined
workforce.

1.4 USER GUIDE

Chapter 2 indicates the links between this section and other sections of the HSE
Manual. It also defines the Construction and Commissioning activities framework
used to ensure a comprehensive Hazards and Effects Management Process (HEMP)
throughout this document.

Chapter 3 outlines those specific aspects of HSE Management applicable to

construction and commissioning, based on the structure of PTS 60.0101 Group HSE
Management System Manual. It describes the requirements for the OPU/JV's HSE
Management System (HSE MS) and those issues that need to be addressed within the
contractor's HSE MS. It may therefore be used, together with PTS 60.0101 and PTS
60.0305 Contractor HSE Management, as a source of reference when preparing HSE
Plans for specific projects.

Chapter 4 provides guidance on the steps necessary to ensure HSE issues are
adequately addressed during the commissioning phase of any project.

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2. OVERVIEW

2.1 LINKS WITH OTHER SECTIONS OF THE HSE MANUAL

The guidance in this section utilizes the structure of a number of other associated
sections of the HSE Manual. These are listed below (together with the key elements
utilized in parentheses):

PTS 60.0101 Group HSE Management System (HSE Management System structure)

PTS 60.0305 Contractor HSE Management (contracting sequence and activities)

PTS 60.0110 Logistics (transport and materials handling)

PTS 60.2115 General Workplace Practices (management of routine construction

activities)

The links between PTS 60.0108 Construction and Commissioning and these sections
are shown in Figure 2.1.

Fig 2.1
Links with Other Sections of the HSE MS

PTS 60.0102 PTS 60.0304

HSE Management
Management Of Contractor
System HSE

PTS 60.0408
Construction
and
Commissioning

PTS 60.0302
PTS 60.0410 General
Logistics Workplace
Practises

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2.2 SUMMARY OF HSE-CRITICAL ACTIVITIES IN CONSTRUCTION AND

COMMISSIONING

The HSE-critical activities in Construction and Commissioning are shown

schematically in Figure 2.2.

Figure 2.2: Summary of HSE-critical activities in Construction and Commissioning

These activities can be summarized under the following stages (associated project
management phase shown bold in parentheses):

• identify the major construction and commissioning hazards (Project

Specification)

• define the general construction HSE requirements to be met in the detailed design
stage (Project Specification)

• define the contracting strategy, the OPU HSE MS and contractor HSE
prequalification criteria (Project Execution Plan)

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• develop the framework for the HSE Plan and specify the requirements of the
contractors in developing the HSE Plan (Project Execution Plan)

• develop the design support documentation for construction and commissioning

HSE (by design contractor) (Design)

• evaluate each contractor's HSE Plan and award contract (Construction)

• tailor HSE management system to be site and activity specific (Construction)

• develop detailed method statements (by construction contractor),where not

already prepared (Construction)

• execute construction and commissioning in accordance with the HSE Plan (by
construction and commissioning contractor and vendor representatives)
(Construction and Commissioning)

In this document, reference is made to the 'HSE Plan' which essentially defines the
combination of the HSE MS and a description of how the HSE-critical activities are
to be managed. The term 'HSE Plan' has deliberately been retained for a wider
understanding of the management of construction HSE, since this inevitably involves
the management of contractor HSE. It should be recognised that in many situations,
particularly for larger contracts, this HSE Plan will effectively form a significant part
of a full HSE Case.

2.3 CONSTRUCTION AND COMMISSIONING ACTIVITIES FRAMEWORK

In order to ensure a comprehensive Hazards and Effects Management Process

(HEMP), a framework is needed that encompasses all relevant components of
construction and commissioning. This framework is used:

• to analyse the work and enable identification of hazards during the front-end
engineering phase

This will provide a focus for the elimination of hazards wherever possible and
allow information about remaining hazards to be included in the tender
documents.

• to allow a structured review of the contents of the contractor's HSE Plan

Throughout this document, the analysis of hazards involved in construction and

commissioning is made with reference to the set of key headings shown in Figure
2.3 (these are also used in the companion section PTS 60.2115 General
Workplace Practices):
• tasks and operations

• access to the workplace

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• the workplace

• plant and equipment

• services and consumables

• hazardous substances.

Figure 2.3: A framework for job hazard analysis

3. CONSTRUCTION AND COMMISSIONING HSE MANAGEMENT

This chapter outlines those specific aspects of HSE management applicable to

construction and commissioning and is based on the structure of PTS 60.0101 Group
HSE Management Systems. It describes the requirements for the OPU/JV's HSE
Management System (HSE MS) and those issues that need to be addressed within the
contractor's HSE MS.

To source the relevant location in PTS 60.0101 the appropriate reference is obtained
by omitting the initial 3 from the references in this document, i.e. 3.6.2 has an
equivalent 6.2 in PTS 60.0101

3.1 LEADERSHIP AND COMMITMENT

Because of the nature of the circumstances of construction and commissioning (i.e.

often one of physical separation of site from base office), management need to take a
lead in promoting HSE. In particular, management need to be seen as being:

• interested in what goes on onsite and not distant

• interested in HSE as well as in productivity.

The key essentials in demonstrating the appropriate leadership and commitment are:

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• developing HSE goals and objectives

• treating HSE management in construction (and commissioning), which are
relatively short-term phases, with equal emphasis to (long term) activities such as
production and maintenance
• developing a shared objective between OPU/JV and contractor
• encouraging team-building in OPU/JV and contractor organisations
• making sure HSE performance is measured
• emphasising the need for adherence to competence (including training) standards
• believing that improvements can be achieved.

The following lists ways in which this can be done:

• by demonstrating good forward planning with dual involvement (OPU/JV and

contractor management)
• by participation, not just observation, in meetings, audits, inspections, etc
• by use of promotional HSE messages with evidence of follow-up to check their
effectiveness
• by showing visibility on-site with evidence of measuring HSE performance (i.e.
arbitrary walkabouts are not sufficient)
• by the enforcement of HSE procedures in a measured and appropriate manner
• by making the correct caliber of staff available in good time
• with a consistency of style and approach over the whole construction and
commissioning duration
• by encouraging involvement at all levels (i.e. from senior line management
through to supervisor, foreman and workforce level).

Leadership and commitment needs to be timely and consistent:

• before start of work

Management needs to initiate a strong message before start of any work.
• early stages Management site involvement in early stages is needed to
demonstrate reinforcement of the initial message and because the mobilization
and early execution phases tend to be a vulnerable period.
• throughout the construction and commissioning period and across the
organization Visible involvement on a regular (but not necessarily predictable
basis), should be demonstrated throughout the construction and commissioning
period, reinforcing the commitment message through the whole organization
from the most senior positions to supervisor level.
• prompt involvement in incidents
Strong leadership needs to be demonstrated in the event of incidents or near
misses, especially in directing follow-up measures for corrective actions.

3.2 POLICY AND STRATEGIC OBJECTIVES

3.2.1 Policy

The policy should be translated into all relevant native languages and if necessary

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explained to improve comprehension and understanding. It must reach and integrate

subcontractors into understanding and practising the principles of HSE management.

The application of specific policies (e.g. drug and alcohol abuse) should be consistent
for all personnel.

PETRONAS companies accept full compliance with legislative requirements as a

starting point for their policies (Refer to PTS 60.0101). OPU/JV should therefore
determine what legislative requirements are applicable to construction and
commissioning projects, particularly those requirements encompassing all
construction stages, including design.

3.2.2 Strategic objectives

The overall strategic objectives of the management of HSE in construction and

commissioning are:

• early identification of major hazards

The major HSE-critical areas need to be examined at an early stage in the project
development so that they can be eliminated or reduced, appropriate controls set
up for those remaining hazards and recovery measures identified for dealing with
any incidents.

• reduction in construction risks by design measures

Identified construction and commissioning hazards should be reviewed with the
aim of eliminating or reducing them by integrating features into design.

• development of an HSE framework by the OPU/JV (or the project team) for the
construction and commissioning contract

Construction and commissioning hazards that are recognised but cannot be

eliminated need to be made clear in construction and commissioning tender
documents so that the magnitude and complexity of the hazards is explicitly
considered in contract strategy and contractor selection.

G development of the HSE Plan by the contractor before site work execution.
The framework for the HSE Plan should be included in the tender documents
and subsequently used and built upon by the contractors in their bids. This
should then be expanded in further detail by the successful contractor as a
comprehensive plan for managing the construction and commissioning
hazards before work is started. The framework should include any limitation
on working practices imposed as a result of environmental assessment (EA)
reports (e.g. hours of work, noise limitation, waste management, etc).

G compliance with the HSE Plan during execution

There is a need to ensure that all areas of the HSE Plan are strictly followed and
appropriate quantifiable measurement criteria should be identified. Any areas where
deviations are unavoidable must be managed effectively by use of the principles of
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change control. In the commissioning phase, there are a number of additional specific
objectives which reflect the transition from building a plant safely to building and
operating a safe plant:

G to demonstrate the technical integrity of the facility by testing and inspection

G to ensure that all potential hazards have been identified and assessed during
the initial commissioning and that necessary controls have been put in place,
resulting in a safe startup of production operations

G to transfer knowledge and records from design and construction personnel to

production and maintenance teams

G to demonstrate that the facility operates in accordance with the intent of the
design and within the design envelope.

HSE objectives should be achievable. To this end HSE aims should be consistent
with other project management objectives of time and cost. It may be necessary to
amend the time and cost parameters of an element of work in order to achieve the
HSE objectives.

3.3 ORGANISATION, RESPONSIBILITIES, RESOURCES, STANDARDS AND

DOCUMENTS

The key aspects of concern for construction and commissioning HSE are:

3.3.1 Organizational structure and responsibilities

G OPU/JV and contractor HSE responsibilities clearly defined

The HSE roles and responsibilities at individual level should be clear and
written into contract documentation. They should show a logical path of
delegation from the most senior management through to individuals in the
workforce.

G interface management
Clear definition of responsibilities is particularly important in managing the
many interfaces from construction execution through construction testing,
pre-commissioning, commissioning, to handover and operation.

G authorization
Authorized signatories should be defined for each step in the construction and
commissioning sequence and for each party involved (e.g. OPU/JV, specialist
contractors, vendors, certifying authority, etc).

G delegation of authority
Ensure that individual responsibilities are matched by the delegation of the
necessary authority.
The HSE responsibilities for typical key positions in construction and
commissioning are given in Appendix IV.

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3.3.2 Management Representative(s)

The Management Representative(s) for both the OPU/JV and the contractor are the
focal points for the overall co-ordination of HSE management activities within their
respective organizations.

3.3.3 Resources

Appendix V provides a table of typical experience requirements for personnel

required at the different stages of construction and commissioning. These
requirements may vary considerably with the scale, complexity and environment of
the project. The table lists as an example the personnel that might be involved in a
large-scale construction project.

3.3.4 Competence

The systems devised for ensuring competence of personnel for both OPU/JV and
contractor should consider the following factors:

G HSE competence of management

OPU/JV should provide management personnel with the necessary HSE
competence and should check the competence of management personnel and
HSE advisers and supervisors provided by the contractor.

G impact of personnel turnover

High rates of personnel turnover have an impact on retaining satisfactory
levels of competence in the team. Training effectiveness can be obstructed by
the turnover of personnel (applies to OPU/JV personnel as well as the
contractor).

G impact of use of low-skill labour

Whilst a low-skill labour force may have the requisite technical competence,
they may have low HSE awareness and competence. Teams should be
selected with the appropriate numbers of competent people to assist with HSE
induction, training and supervision.

G application of induction programmes

Suitably structured induction programmes that give full coverage of HSE
issues should be arranged for all personnel, even those involved in only short
durations onsite.

G matching correct person to job requirements

G matching training to job requirements

Training should be designed to match skill levels and operational
requirements.

G evidence of training

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For a number of trades and skills (e.g. driving, radiography, scaffolding, first-
aid, crane driving, electrical installation, etc) recognized levels of competency
result in formal certification. Evidence of training should be controlled
through the checking of relevance and currency of certificates of recognized
training boards, etc.

G importance of physical fitness

Construction work can make significant physical demands and where this is
the case minimum levels of physical fitness should be defined. Physical
fitness requirements includes sufficient strength and stamina for individual
site and task circumstances (e.g. extreme climatic conditions, working in
confined spaces, etc). Application of these criteria may require the inclusion
in the contract of pre-employment medicals and health surveillance
monitoring. Such surveillance should also consider eyesight and other
medical fitness requirements for drivers.

G training of OPU/JV operations personnel

The training of operations personnel can be enhanced by involvement during
precommissioning (e.g. at vendors works, at fabrication yards, via simulators
for sophisticated plant control systems, etc).
3.3.5 Contractors

Construction and commissioning relies a great deal on the use of contractors. The
arrangements for carrying out these activities (and the potential impact on HSE) can
vary significantly. Amongst the most important criteria are:

G degree of OPU/JV involvement

This can vary from one of very limited OPU/JV involvement (e.g. in a
turnkey contract where the contractor's responsibilities encompass the full
scope of work) to one of major OPU/JV participation, where the OPU/JV
management team closely supervises the construction activities and carries
out the commissioning itself (possibly assisted by some of the contractor's
personnel).

G contractual arrangements and definition of scope of work

Major capital projects, with a clear scope of work, typically evolve through a
familiar and recognizable sequence of project phases, each with defined HSE
issues to be accomplished as the contract scope acquires more definition.

Service contracts are a familiar and often-used means of executing many small
packages (often in different locations, several contractors working together, etc).
Initially such contracts often have no defined scope beyond a general description of
the services, skills, plant, etc that the contractor must be able to provide. However,
the ability of the contractor to manage HSE on a job-by-job basis is an essential
requirement. For example, he should be able to make hazard assessments, apply and
enforce controls to manage residual HSE hazards and effects, apply correctly local
HSE legislation, respond effectively to emergency situations, etc. All these elements
must be demonstrated prior to contract award.

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G timespan of project(s)

Projects can range from major construction ventures lasting several years to
small packages accomplished in a matter of weeks and the extent of HSE
management varies accordingly. Major projects follow a recognizable
sequence as described above.

For short duration projects, HSE planning is equally important and must not
be ignored or treated superficially. The potential risk for causing a serious
incident in a small, short-duration task (e.g. the fabrication of pipe spools and
making tie-ins to live plant) may be just as high as that for the construction of
a major stand-alone new facility. In such cases, the work is likely to include
the use of basic practices (e.g. scaffolding, welding, excavating, erecting
formwork, etc) and the contractor should be able to demonstrate good general
HSE management in each of these basic practices plus the ability to
understand and carry out hazard assessment when these practices are put
together in different combinations, particularly in association with the hazards
of the workplace (e.g. working in confined spaces, over water, etc) and live
plant (e.g. presence of H2S, isolating electrical systems, etc).

G numbers of contractors involved

The number of contracts and hence the number of OPU/JV-contractor

interfaces is an important consideration in contracting strategy. The flexibility
of utilizing many contractors e.g. to provide sufficient resources for many
small contracts, or individual specialist services, etc needs to be set against
the possible complications of additional interfaces in carrying out the work.

PTS 60.0305 Contractor HSE Management provides generic guidance on the

management of contractor HSE and the information in it applies in its totality
to construction and commissioning activities. It is essential that PTS 60.0305
is consulted as well to obtain a complete overview on the management of
contractor HSE in construction and commissioning. In particular it should be
reviewed for guidance on the following:

G the development of contract HSE requirements

How the contractor is expected to demonstrate the elements of this HSE
(quality) system.

G general principles of contractor HSE management

How the OPU and the contractor jointly ensure a comprehensive system to
manage the hazards and effects of the work.

G the approach, format and structure of HSE Plans (and where relevant HSE
Cases)

G HSE assessments
What methods of assessment are available and when to apply them.

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The chronological sequence in management of contractor HSE is shown in Figure

3.1. It describes the key HSE issues and is identical to the structure used in PTS
60.0305. It is applicable in total to major capital projects and in its principles to small
construction works or service contracts. Variations occur in the extent to which each
of the stages is required and the degree of emphasis placed on each.

For example, an OPU/JV might wish to employ several small local contractors via
service contracts to carry out a programme of work over two years on distributed
sites, requiring civil, mechanical, instrumentation, etc construction skills. In the
planning and invitation to tender stage, the OPU/JV would be required to provide a
broad description of the type of work expected, locations, resources to be provided
(e.g. personnel, equipment, consumables, etc) and to indicate in general the hazards
likely to be encountered. Prequalification of contractors (or selection from an
approved list of registered contractors) would follow the same approach as for a
major project. The OPU/JV would in addition need assurance that the contractor is
competent to make hazard assessments from the details in the construction packages
supplied at a later date. The OPU/JV might therefore seek this assurance in the tender
documents by providing a typical construction pack and asking each contractor to
provide an HSE assessment as part of his bid.

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PTS 60.0108
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The key HSE issues for construction and commissioning contractors are provided
under each of the main headings below.

3.3.5.1 Planning and Invitation to Tender

The objectives of this phase are to:

G determine the HSE impacts on scope, schedule and strategy for the contracts
required
G assess HSE content of each contract
G confirm suitability of contract scope, schedule and strategy against HSE
assessments
G prepare HSE-related contract documents
G prequalify potential contractors for HSE suitability, having reviewed their
past HSE performance
G prepare the outline contract with appropriate milestone hold points.

Example: A gas compression expansion project on an existing site, involves

demolition of an existing compressor house wall where asbestos is present. Local
legislation demands that this be only carried out by an approved and registered
specialist company. In his contracting strategy, the OPU/JV wants to minimize his
own management team supervision by appointing a single multi-disciplined main
contractor but with a specialist asbestos-removal subcontractor reporting to the main
contractor.

Definition

The description of the construction and commissioning work should be prepared as

part of the Project Execution Plan and should be broken down into its component
parts, using a set of headings that provide comprehensive coverage of the HSE issues
involved. Appendix VI provides an example of a checklist of items using the
framework headings described in 2.4.

Establish Contract Scope, Schedule and Strategy

The factors to be considered in formulating strategy include:

G number of contracts (and hence the number of OPU-contractor interfaces)

G availability of suitable existing contracts (e.g. service, call-off, etc)
G contractor resources and skills
G OPU supervision resources and skills
G OPU/contractor responsibilities
G local environment.

Decisions made should take account of:

G prevailing influence Prevailing influence allows the OPU to impose its own
HSE requirements. In contrast, negligible influence only allows the
imposition of relevant national HSE legislation.

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G OPU/JV involvement OPU/JV involvement in day-to-day contractor HSE

management must be balanced with care; too much may lead to the contractor
feeling relieved of his contractual HSE duties, too little may communicate
lack of commitment and lead to ineffective checking of the HSE performance
of the contractor.

G partnership approach Consideration should be given to implementing longer-

term partnerships between OPU/JVs and contractors (e.g. via service
contracts) to help promote continuity and hence improve the stability of the
contractors' workforces and provide longer-term benefit (such as the
effectiveness of training)

HSE Assessment of each Contract

This assessment should include the following:
G defining applicable HSE legislation
G use of HEMP to identify and assess hazards and effects, develop controls and
recovery plans
G specifying OPU/JV's project HSE organisation/interfaces
G identifying areas of special attention for HSE (e.g. in mobilisation)
G defining communication needs (e.g. meetings)
G defining minimum induction and training requirements.

The contract HSE assessment should involve the following personnel:

G Project Manager (Contract Holder)
G Construction Manager
G HSE Adviser
G Operations Representative.

It is preferable for the Construction Manager to have been nominated by this stage
but where this is not the case the Project Manager should consider whether to co-opt
someone with the relevant experience. This list may be expanded to suit, e.g. to
include specialist support, training department, etc.
The assessment should utilize in its approach:
G the standard HSE MS headings and the guidance given in PTS 60.0101 and
this document for HSE Management requirements
G the six element framework for job hazard analysis in construction and
commissioning tasks and operations.

Finalize tender document (Contract HSE Specification)

This should define the following HSE management requirements:
G scope of the HSE Plan and the hazards to be addressed
G the HSE legislation to be complied with
G OPU/contractor interfaces and OPU supervision
G OPU and contractor training requirements
G minimum 'pre-execution' requirements.

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It should also define specific requirements associated with the job activities, such as:

G timing and sequence of the work with any restrictions or time windows
G phasing requirements to interface with delivery of large equipment items
G impact of any other concurrent OPU operations on construction and
commissioning and vice versa
G constraints on the methods of working
G constraints on the areas of work
G specific shutdown limitations
G provision for suspending construction and commissioning operations.

Appendix VII provides a checklist of items for inclusion in the Contract HSE
Specification.
Prequalify Contractors
Key points to address in contractor prequalification are:
G status of contractor's HSE MS
G management of subcontractors
G use of local contractors with limited exposure to HSE MS
G use of Register of Approved Contractors
G experience with previous similar projects
G availability of typical HSE assessments and method statements
G availability of HSE procedures for the common construction and
commissioning practices.

3.3.5.2 The Tender Period

The activities of this phase are:

G contractor's preparation of his HSE Plan to the OPU's framework

G OPU responses to contractor's HSE clarification requests
G clarification meetings
G site visits by contractors (as necessary).

Contractor's HSE Plan

The contractor's HSE Plan should demonstrate clear recognition of the key HSE
issues by containing the following:

G his own hazard assessment of the work described for the contract
G his execution proposals
G awareness and familiarity with the type of work

A demonstration of awareness, familiarity and experience with the hazards and the
application of controls in the type of construction and commissioning work involved
is essential. This could be demonstrated by the existence of generic internal control
procedures (HSE manual) that covers routine construction activities.

G example approach to method statements

Sample evidence of the form of method statements required to be produced
after contract award for the systems defined in the contract.
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G approval and retention of key personnel

The plan should provide for a formal process of approval of key personnel
and no removal from the contractor's team without prior OPU/JV consent.

G working conditions
Where there is no or inadequate legislation concerning the conditions of
employment for the contractor's labour force, their terms of employment
should be reviewed to ensure that adequate combinations of working hours
and social provisions (e.g. catering, transport, laundry, cleaning, etc) are
made. Consideration should also be given to what provisions are made for
expatriate workers, working remote from their families, to alleviate
psychological pressures (e.g. leave periods, telephone facilities, etc).

G liaison between OPU/JV and contractor

The liaison between the OPU/JV and contractor should be clear, including the
identification of single point responsibility in the OPU/JV

G the contractor's understanding that the OPU/JV guidelines represent minimum

standards.

HSE Costs

The tender documentation should, where necessary, provide a mechanism to allocate

costs of implementing HSE requirements and for the contractor to indicate these
costs separately. However, care should be exercised to ensure that costs are not
included here for work which should be carried out as part of normal good practice.

Incentive Schemes for HSE

Incorporating an incentive scheme for HSE, involving additional payment in a

contract, needs very careful consideration. It can absorb a significant degree of effort
to administer and the longer-term effectiveness can be questionable.

3.3.5.3 Evaluation and Contract Award

The objectives of this phase are to:

G evaluate thoroughly each contractor's HSE Plan

G clarify each contractor's HSE Plan where necessary and record all
clarifications for inclusion in contract
G establish the costs included in each bid for HSE activities
G evaluate and provide rating and comparison of HSE aspects in the bids to
determine acceptability on HSE requirements.

Evaluation

PTS 60.0305 Contractor HSE Management provides generic guidelines in the

appendices for evaluating the contractor's HSE MS. The checklist in Appendix VIII

PTS 60.0108
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of this document provides additional guidance on evaluating the completeness of

contractor's proposed management of the hazards and effects in the work activities of
a typical construction and commissioning contract.

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3.3.5.4 Mobilization Objectives

In the mobilization phase the principal activities are as follows:

G hold kick-off meeting (OPU/JV and contractor jointly)

G commence mobilization (contractor)
G review and finalize the contractor's HSE Plan (OPU/JV and contractor
jointly)
G commence induction and training (OPU/JV and contractor jointly)
G supervise, inspect and monitor progress (OPU/JV)
G fulfill pre-execution milestone requirements (contractor)
G hold pre-execution HSE audit (OPU/JV).

Kick-off meetings

The kick-off meeting with the contractor should be held immediately after
contract award, before the execution of any work and should ensure that the
contractor's personnel are aware of the site hazards and familiar with HSE
regulations, working procedures and emergency response procedures.

Depending on the size and complexity of the project, additional topics may
need to be covered in more detail (e.g. HSE performance objectives, HSE
rules on site, HSE induction, third party involvement in emergency response,
briefing of subcontractors etc).

The meeting may be structured as an HSE workshop, with participation by

both OPU/JV and contractor management. At the same time as the kick-off
meeting, the opportunity should be taken to check the physical evidence that
HSE systems are in place (e.g. HSE equipment, communications, medical
facilities, etc).

Mobilization

The OPU/JV should begin its supervisory role of the contractor's pre-
execution activities and ensure that the contractor has deployed his
supervisory staff and is implementing the briefing and training that are
required for his supervisors and employees.

Pre-execution Audit

For contracts that involve a mobilization phase, an audit (often known as

milestone zero) should be conducted against the contractor's HSE Plan to
determine whether the contractor has achieved the necessary targets stated in
the HSE Plan and whether mobilization can be considered complete.

The initial stages of mobilization for construction contracts can be a

vulnerable time and this situation is often exacerbated by such factors as:

G time pressure to meet start deadlines onsite

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G project team (both OPU/JV and contractor) not yet fully conversant
with all key HSE issues
G vehicles and equipment being mobilized both subject to recent
inspection and maintenance
G long distances involved in delivery of personnel, equipment and
materials to site (often well away from operational base, etc)
G remoteness from first-aid/medical facilities.

The pre-execution audit should include such factors as part of the audit terms
of reference.

3.3.5.5 Execution

Objectives

Key objectives in this phase include:

G the contractor's line management commitment to the HSE issues

G reinforcement of the HSE targets as defined in the contractor's HSE
Plan
G the provision of training as needed for specific contractor employees
G the regular checking and review of the contractor's performance by the
OPU/JV Contract Holder
G the contractor's monitoring of the quality, condition and integrity of
his plant, equipment and tools
G the contractor's holding of daily toolbox and regular HSE meetings
(minimum weekly)
G the contractor's implementation of exercises and drills of contingency
plans with maintenance of an effective assurance trail, including
follow-up and close-out of action items
G monitoring of the contractor's incident investigation and follow-up
G performance of HSE inspections/assurances and reviews of the
contractor's activities (including contractor's internal HSE control
system)
G formal assessment and approval of any deviations from the HSE Plan.

The extent to which each of these points should be addressed will depend on
the size and complexity of the contract.

Supervision

The key points to be demonstrated are:

G the OPU/JV's commitment through the actions of the OPU/JV

Contract Holder [and his Representative(s)]
G adherence to the respective roles and responsibilities of OPU/JV
Contract Holder [and his Representative(s)] and HSE Adviser(s) (see
3.3.1)
G the right balance of the amount of supervision

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G monitoring and review of the contractor's HSE audit and review

programme (see 3.7).

Competence Assurance

The OPU/JV should monitor the competence assurance (and any associated
training programme) of the contractor (e.g. adherence to recruitment
standards, provision of induction courses, effectiveness of job-related
training, etc).

Inspection and HSE Auditing/Reviews

The OPU/JV should include inspections in his contract HSE monitoring,

aimed at checking compliance with the contractor's HSE Plan (e.g. PTW
system, maintenance of tools and equipment, emergency preparedness,
correct use of PPE, etc). Assurance practices may be used to examine specific
technical areas in more detail or to provide in-depth HSE management
assessments. The findings of all inspections and audits should be reported
effectively to provide feedback.

Inspections for construction and commissioning contracts should also cover

housekeeping. Good housekeeping is essential to avoid injuries from slips,
trips and falls. Housekeeping is often symptomatic of the general attitude to
HSE on site.

For construction and commissioning contracts, hazard hunt (or PSAP) and
near-miss reporting should be used to facilitate the early identification of
potential incidents and to determine the appropriate remedial action.

Projects involving commissioning and subsequent start-up by Operations are

normally subject to a pre-startup assurance sufficiently in advance to provide
adequate preparation for all HSE issues. The typical contents of such an
assurance should include confirmation that:

G all action items from earlier, relevant assurances to assess that follow-
up has been completed
G all design and construction is complete, that all change control has
been managed in accordance with the HSE Plan and the facility is fit
for operation
G testing already completed (or still planned) demonstrates technical
integrity of the facility
G precommissioning is proceeding in accordance with the HSE Plan.

3.3.5.6 Demobilisation

The contractor's HSE Plan continues to be the vehicle for monitoring his HSE
activities in this phase. In construction and commissioning, this may include
such issues as disposal of waste or surplus materials, site clean-up and
restoration.

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3.3.5.7 Close-out

The close-out report provides the formal method of providing feedback to

OPU/JV management and for recording a concise history of the contract for
future use.
It should include an assessment of the effectiveness of the contractor's HSE
Plan, identifying shortcomings and successes, and provide an analysis and
feedback that can be used for future improvements.

3.3.6 Communication

The special circumstances of construction sites often make it more

difficult to set up an effective communication structure for
communication to and from the workforce. The following issues should
be considered.

determination of methods of communication

Methods of HSE communication with the workforce, including frequency

of meetings and expected attendees, should form part of the HSE Plan

implications of an international workforce The HSE Plan should

specifically describe how effective communication will be achieved

when people from a number of nationalities are present on the one site. In
such situations, repeat messages/displays and simplicity of the message is
all important.

involvement and co-ordination of subcontractors

The communication methods and structure should ensure full involvement

of subcontractors.

meeting requirements (general)

The requirements for meetings should be defined including list of meeting

types, attendees, frequency, typical agenda structure.

toolbox meetings

The HSE Plan should specify requirements where the use of toolbox
meetings is considered essential (e.g. prior to specialised tasks such as
heavy lifts, as a review and reminder for routine general practices, tasks
involving interfaces with other parties such as operations, etc).

offsite HSE awareness and training Communication regarding offsite HSE

issues should also be included, where relevant e.g. safe driving practices,
construction camp housekeeping, hygiene and health issues (e.g.

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accommodation, catering, recreation, etc) and office safety.

involvement with outside parties

Communication should involve all interested external parties, e.g. site

neighbour, local authorities, etc.

3.3.7 Documentation and its control

The principal HSE-critical documentation for construction and commissioning

comprises:

G HSE Plan

G national/international and OPU/JV HSE standards

G general workplace practices

G method statements

G OPU/JV PTW system

G concurrent operation procedures

G Approved for Construction (AFC) drawings

G commissioning plan and procedures

G material certificates

G fabrication reports

G vendor documentation

G inspection reports, test certificates, check sheets, etc

G preservation programmes

G operating manuals and procedures

G Acceptance/handover certificates.

A site documentation control system should be established to ensure that only

the latest copies of documentation are utilised, and that procedures are in
place to feedback any site changes to the document custodian/originator.

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3.4 HAZARDS AND EFFECTS MANAGEMENT

3.4.1 Identification of hazards and effects

Hazard identification associated with construction and commissioning activities can

be described largely under two categories:

G individual and special operations These are hazards arising in construction

operations that are exceptional because of size, complexity, timing, etc, (e.g.
site preparation and clearance close to live services, individual heavy lifts,
building demolition, tie-ins to live plant, commissioning, etc).

G general and routine work practices Much of construction and commissioning

site activity is based on common general workplace practices that are still
HSE-critical, but are carried out frequently as a matter of routine, according to
standard procedures (e.g. welding, scaffolding, lifting use of powered tools,
working on roofs, etc).

A checklist for key HSE issues to be examined as part of the early appraisal of
construction and commissioning process is given in Appendix VI.

3.4.2 Evaluation

G individual and special operations

Evaluation must be made based on a case-by-case basis, taking account of the

individual circumstances. Such evaluations can normally be made on a
qualitative assessment. Human Factor Analysis (HFA) can facilitate such
evaluation.

G general and routine work practices

An evaluation of the hazards involved will often be available from hazard

sheets (see para 3.4.3 below). It may be necessary to examine individual
circumstances, particularly where such practices occur concurrently, in the
same or adjacent locations or under unusual (temporary) conditions. Human
Factor Analysis (HFA) can facilitate such evaluation.

3.4.3 Recording of hazards and effects

The methods required for recording should be stated and would typically be as
follows:

G for individual and special operations

Specific and individually prepared method statements supported by drawings,
etc as needed. A method statement is a document describing work procedures
and a sequence to ensure HSE requirements are met. Such requirements result
from a risk assessment of a task or operation when the hazard controls have
been identified.

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G for general and routine activities

These should be described in general procedures. Outline activity sheets,
giving hazard management objectives and the associated hazard sheets for
individual hazards, are described in PTS 60.2115 General Workplace
Practices. These provide guidance on how to appraise key HSE aspects in a
contractor's procedures. Key aspects of HSE issues in transport and materials
handling are given in PTS 60.0110 Logistics.

3.4.4 Objectives and performance criteria

Application of each of the stages of the hazard and effects management process
should result in the generation of a set of objectives and performance criteria and
frequently these become part of the subsequent contract specification. Examples of
such objectives and performance criteria include:

G all personnel to successfully complete a site induction course, including

response in emergency situations
G all personnel working in process areas to successfully complete a H2S hazard
training prior to entry to such areas
G all contractor's vehicles to be screened for current inspection/certification
before bringing on site
G noise levels on site to be less than prescribed decibel levels
G heavy vehicle movements to and from site to cease during prescribed night
hours
G security arrangements for fuel stores, hazardous chemicals, etc to exclude
non-authorised, untrained personnel
G fire watch arrangements to be in place and working for prescribed hot work
activities
G exclusion barriers/bunting/warning signs etc specified for particular
hazardous areas (eg asbestos removal, near overhead power lines, deep
excavations, etc).

3.4.5 Risk reduction measures

Measures to reduce the level of risk in construction and commissioning should be

considered:

G by choice of design
Remove or reduce the exposure to the construction and commissioning HSE
risk. For example, the necessity for working at heights in bolting up structural
components could be avoided or reduced by making more use of offsite
prefabrication or pre-assembly at ground level and lifting into position. The
choice of safe materials is also part of this exposure reduction (for example
by avoiding fragile materials in roofing construction). Such requirements are
increasingly featured in legislation.

G by ensuring 'temporary' construction situations are covered

For example, where construction proceeds via an intermediate stage, the

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design must ensure that such an intermediate stage is still safe under all
foreseen conditions (e.g. weather conditions, adjacent construction activities,
etc).

G by communicating key supporting information For example, where the design

is based upon a particular choice of construction method (method statement),
such information must be communicated as part of design and not left for the
constructor to have to make assumptions.

G by using and enforcing controls in perceived low-risk activities

General workplace practices are often perceived as presenting a low risk of

incidents. Without the use and enforcement of proper controls, the potential
for frequent incident occurrence is high. The net effect can be that the number
of injuries or fatalities resulting from such incidents has the potential to be as
damaging (cumulatively) as a single, more severe, incident involving a
specialised, high profile activity. It is therefore just as important that
personnel adhere rigorously to HSE procedures in general workplace
practices.

G by using and enforcing controls where operational systems are released for
construction work Where live systems are de-commissioned to enable
construction work to proceed, details such as status of system/equipment
items at handover (e.g. hydrocarbon-free, de-energised, etc), isolation
schedule, etc should be provided. Where de-commissioning involves removal
of essential systems (e.g. plant protection instrumentation, utilities, etc), then
alternative, temporary systems must be planned and implemented. All such
controls form part of a permit-to work (PTW) system.

G occupational health

The nature of construction activities usually demands certain basic standards

of physical fitness. In addition, there may be special requirements (e.g. a
monitoring programme because of potential exposure to hazardous
substances, shift duration limits because of the nature of the work, weather
conditions, etc). For further details see PTS 60.1400 Health Risk Assessment
and PTS 60.1502 Chemical Management Program

G environmental assessment (EA)

All construction activities impact to some extent on the environment.

Construction projects should be supported by a fully detailed environmental
assessment covering the various impacts and how they have been reduced
(e.g. reduced pipeline right-of way width to reduce tree cutting, restrictions on
working hours in cases of local public impact, documented procedures for
disposal of waste, etc).

3.5 PLANNING AND PROCEDURES

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3.5.1 General

In construction and commissioning, there are two levels at which planning has to be
carried out:

G process level
This covers the normal HSE MS elements (e.g. organisation, roles,
competence, contractor management, etc).

G task level
This covers the factors necessary to carry out work activities safely (e.g.
adequate resources, a safe work-place, safe methods of work, adequate
timescale, etc).

Planning must satisfy legislative requirements but are often set in the absence
of such legislation.

3.5.2 Asset Integrity

Asset integrity should be considered under two main headings:

G technical integrity of the facilities

The process of achieving technical integrity of the facilities in the
construction sequence of mechanical completion, precommissioning and
commissioning in accordance with the design.

G construction and commissioning activities

The construction and commissioning activities themselves can impact on the
technical integrity of existing facilities.
Under the latter heading such areas of potential impact might include:

G plant areas vulnerable to adjacent construction activities (e.g. from

dropped objects)

G areas where operational functions could be compromised (e.g. emergency

access routes).

3.5.3 Procedures and work instructions

Procedures and work instructions for construction and commissioning activities that
are essential for HSE management include:

G standard procedures covering general routine practices

Define the activities where the OPU/JV expects the contractor to have
standard procedures available as part of his company HSE MS

G method statements
List each activity where the OPU/JV expects the contractor to develop a
detailed construction procedure (method statement) from the OPU/JV's

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activity outline description

G permit-to-work (PTW) and concurrent operations

Define what PTW and concurrent operations requirements the OPU/JV
expects the contractor to adhere to and what are the categories of work for
which adherence to PTW is mandatory. Define the timing for introduction of
use of PTW and associated certificates (e.g. hot work, entry, pressure testing,
etc) in the commissioning phase.

3.5.4 Management of change

The OPU/JV should define those areas where change control management is
essential. These include:

G impact on design intent

Any changes initiated because of difficulties in constructing or
commissioning the facilities as per design must ensure that the design intent is
not compromised.

G changes to HSE Plan

Where changes to any element of the HSE Plan are required, these should be
subject to the normal change control process (e.g. waivers or deviations from
procedures, temporary removal of defence systems, etc).

G (pre)commissioning sequence
The (pre)commissioning sequence should be carried out in accordance with
the defence hierarchy sequence (see 4.5.1). No change to this should be
permitted unless an adequate risk assessment has been made and suitable
controls implemented.

3.5.5 Contingency and Emergency Response Planning

Emergency response planning should observe the following points:

G provision of tailor-made plans

Emergency and contingency procedures need to be assessed and tailored to
suit individual construction site circumstances and location (simply repeating
the last construction project approach may not be adequate)

G existing site emergency procedures

Full integration of the site procedures with any existing procedures and
instructions should be verified (e.g. firefighting, medevac, oil or other
hazardous liquid spillage, etc)

G provision of first-aid facilities

Good first-aid and medical support facilities are essential. Co-ordinated
facilities for all site personnel should be considered

G interfaces with external emergency services

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Where provision of emergency services involves the use of external agencies,

the total integrated operation must be in place and procedures tested before
construction work takes place. The conduct of initial and regular drills should
be scheduled to test such procedure.

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3.6 IMPLEMENTATION AND PERFORMANCE MONITORING

3.6.1 Activities and tasks

Activities and tasks should be carried out in accordance with formal procedures. In
the case of general construction practices, these should have already been produced
by the contractor and accepted by the OPU/JV (as the contractor's general
procedures) as part of the contractor's tender submission and form part of the formal
contract documents. Procedures for exceptional or unusual activities (i.e. method
statements) may have only been listed or outlined prior to contract award. These
should now be prepared in detail by the contractor and agreed with the OPU/JV,
before construction work starts. Method statements typically include the sequence of
events, a complete description of each of the steps in the activity (supported by
descriptions of the personnel resources, plant and equipment to be used) and any
intermediate checks to be made.

3.6.2 Monitoring

Traditional performance monitoring criteria for construction activities have been

essentially reactive (LTIF, incidents, etc). As a basis for control and early
intervention more proactive indicators should be developed. Monitoring techniques
most applicable to construction and commissioning are:

G Unsafe Act Auditing (also known as Hazard Hunt / Personal Safety

Awareness Programme [PSAP])

See outline activity sheets and hazard sheets in PTS 60.2115 General
Workplace Practices for target areas in such assurances.

G Management HSE Inspections

Examples of performance monitoring include (but are not limited to):
G number of site modifications necessary
G numbers of site HSE meetings cancelled or rearranged
G percentage attendance of personnel at site HSE meetings
G success rate in clearing HSE meeting action items by due date
G instances of construction plant or equipment unavailable to carry out tasks as
scheduled due to HSE concerns
G actual versus planned response times, numbers of equipment failures, etc in
the testing of site emergency response plans
G housekeeping inspections (key clues to good and bad HSE performance in
general), with marks/success rates
G adherence to training schedules and standards
G HSE notice statistics
G incident (safety/health and environment) statistics
G HFA analysis figures (from Link Analysis, ergonomic checklists, walk/talk-
through analysis).

3.6.3 Records

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Records should be maintained of all reported incidents for indications of long-term

trends in performance of contractors.

3.6.4 Non-compliance and corrective action

Where incidences of failure to comply with HSE requirements occur (and where
considered appropriate) formal notices should be issued to advise corrective actions,
changes to procedures etc. Such notices may require temporary suspension of a
construction-related activity until the deficiency has been rectified or the hazard
eliminated.

3.6.5 Incident investigation and reporting

Details in the HSE Plan covering incident reporting should include:

G the definition of incident classification to be used for reporting purposes
G the incident investigation, analysis and reporting procedure.

Refer to PTS 60.0101 Group HSE Management System Manual

3.6.6 Incident follow-up

Actions to be undertaken for incident follow-up should be included in the HSE Plan.

3.7 ASSURANCE AND REVIEW

3.7.1 Assurance

An assurance programme should be based on the size, location and nature of the
project. It should form part of the HSE MS. Assurances can be selected and
structured in a number of ways including:

G by geographic areas, e.g. fabrication shop, including housekeeping

G by activities, e.g. scaffolding, welding, inspection and maintenance of plant
and equipment
G by management controls, e.g. training, emergency response planning, PTW
application.

For construction and commissioning contracts, hazard hunt (or PSAP) and near-miss
reporting should be used to facilitate the early identification of potential incidents and
to determine the appropriate remedial action.

There are two specific areas where assurances during construction and
commissioning are most likely to be required.

Construction pre-execution assurances

The HSE Plan should specify the minimum pre-execution requirements. The main
objective of a pre-execution assurance is to verify compliance with these
requirements. It has an additional benefit in demonstrating the profile of HSE issues

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to the contractors at an early stage. The terms of reference for such an audit would
normally include verification that:

G the HSE plan is in place and addresses the site specific hazards
G the condition of equipment is satisfactory
G key personnel are available
G general procedures are available and known
G personnel have completed training prior to starting work
G personal protective equipment (PPE) is available
G site infrastructure has been set-up satisfactorily (including medical emergency
response).

Pre start-up assurances

The HSE Plan should specify the pre-startup assurance requirements. The main
objectives are to verify that:

G the original design was suitably checked to verify design integrity and that
any changes required have been suitably followed-up (e.g. HAZOP action
items)
G the facility is constructed as designed, including any agreed design changes
G checks to be performed during commissioning are adequate to demonstrate
the system integrity
G the Asset Holder is sufficiently prepared to undertake the running of the
facility. Subsidiary objectives are to check that:
G commissioning activities are compatible with Environmental Impact
Assessment (EA) results
G hardware and procedures are in accordance with standards and local
legislation
G all hardware and software changes were subject to change control procedures
G construction is in accordance with approved design and fit for introduction of
hydrocarbons
G HSE aspects of interfaces with other facilities have been reviewed
G precommissioning and commissioning procedures are complete and adequate
G handover arrangements are clearly defined
G emergency procedures are available and demonstrably suitable
G design drawings, as-built drawings and vendor manuals are available
G concurrent operations procedures (where other activities proceeding
concurrently with construction or commissioning) are available and suitable.

3.7.2 Review

Completion of the project should include the assembly and issue of a close-out
report. HSE issues for feedback should be highlighted in this report, such as site
rehabilitation, waste management conclusions, deviations required from original HSE
Plan, design change control list, etc).

It should also provide feedback on the performance of the contractor to any internally
held database of contractor HSE performance for future contract considerations.

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4. COMMISSIONING

This chapter provides guidelines for the preparation of Commissioning Plans taking
into account all relevant HSE issues.

4.1 RESPONSIBILITY FOR COMMISSIONING PLANNING

Where commissioning is included within the scope of a construction contract, the

contractor shall produce a contract-specific Commissioning Plan covering all aspects
of contractor and OPU/JV involvement in the commissioning process. This
Commissioning Plan should be referred to within the contractor's Construction
Contract HSE Plan, which itself should cover all routine practices and procedures
relevant to both the construction and commissioning phases (e.g. scaffolding,
emergency evacuation, etc).

Where commissioning is essentially an OPU/JV activity, the OPU/JV shall produce

the Commissioning Plan. Note however that any provisions by the contractor during
the commissioning phase (e.g. manpower, equipment supply, scaffolding, etc) shall
be covered by the contractor in his Construction Contract HSE Plan.

4.2 PRINCIPLES OF COMMISSIONING

The most significant element of commissioning is the process of the facilities

becoming 'live' and this introduces increased risk. In addition the commissioning
activities themselves may also be hazardous (e.g. use of flammable materials in the
cleaning, drying process) and the Commissioning Plan should address all these HSE
issues in determining effective controls against this increased risk.

The key principles that need to be addressed include:

G defining a single point responsibility

At all times the activities should be under a single point responsibility. Where
tie-ins are being made to live facilities that responsibility should be exercised
under a strict PTW system.

G using a system-based approach

It is important to identify and delineate individually the systems being
commissioned.

G minimizing onsite content

Wherever possible the onsite content should be minimized by maximizing the
precommissioning work done in vendor's works, fabrication yards etc.

G following a strict sequence of work

The sequence of work should be defined and agreed and then strictly adhered
to. No attempt should be made to proceed to the next stage in a sequence
before the current stage is complete and documented.

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G defining the personnel involved

The number of personnel in commissioning areas should be restricted to those
authorized as essential to the process and, as far as possible, all other
personnel should be excluded.

G paying attention to communications

It is important to make everyone who needs to know aware of the status of
plant and equipment in the commissioning process.

G paying attention to interfaces

It is important to pay careful attention to interfaces particularly where
concurrent operations are involved.

G ensuring knowledge transfer

The formalized transfer of records/knowledge in the handover process to
operations is a key part of the commissioning process. To that end the 'on-site'
requirements of vendor representatives should be clearly indicated to allow
the planned attendance of operations personnel and the potential for
scheduling training sessions.

The content of the Commissioning Plan should be in proportion to the size and
complexity of the project, although each of the elements outlined in this chapter
should be covered.

4.3 STAGES OF DEVELOPMENT OF THE COMMISSIONING PLAN

The stages of the development of the main elements of the Commissioning Plan are
summarized below in Table 4.1, under the headings of the phases from a typical field
development.
Table 4.1 Stages of development of Commissioning Plan

Project GOrganisational structure and personnel resources for

Execution commissioning phase (including timing of operations
Plan involvement)
GPre-commissioning requirements (e.g. works testing, load/string
tests, vendor commissioning, etc)
GTiming of start-up, commissioning sequence and transition to
live facilities
GHSE requirements in commissioning procedures
GChange control reviews
GPre-startup audit
GHSE performance targets
Design GIdentification and delineation of systems for commissioning
GPreparation of commissioning packs

Construction GFinalisation of Commissioning Procedure

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4.4 DEFINITION OF THE SYSTEMS

4.4.1 Commissioning of all types of facilities

For all types of facilities to be commissioned, the following need to be defined:

G list of all systems

Develop a complete list of all systems to be commissioned.

G definition of individual systems

Define each individual system, with a system description (including system

limits and isolations), and list all major equipment packages, tagged
equipment items, etc and their function. Such descriptions should include key
operating parameters (referring to the process flow scheme), control and
protection systems, and should highlight any hazardous process conditions,
e.g. high H2S, high or low temperatures, etc.

G system limits and isolations

Produce a set of drawings, highlighting the limits and isolations of the
component systems defined above.
4.4.2 Commissioning of additions to existing systems

Particular care should be given to projects that involve commissioning of additions or

modifications to existing facilities. In addition to covering the headings above, the
following requirements should be defined for commissioning work on such projects:

G commissioning dependencies
The requirements of all existing systems essential for the commissioning
process (e.g. existing utilities to support new process facilities, emergency
services, etc) should be defined.

G tie-ins to existing facilities

A method statement should be produced describing the commissioning
process for each tie-in to existing facilities, supported by highlighted
drawings as necessary. The conditions under which the tie-in is made must be
defined (e.g. if a plant shutdown is required, if temporary instrument
connections have to be made to bypass existing systems, if temporary
supports are required, etc). Any method that involves the temporary removal
of a defence must be carefully analysed and the additional risk managed, e.g.
by introducing other defences.

4.5 COMMISSIONING PROCEDURES

4.5.1 Defence hierarchy

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The commissioning sequence should be carried out in the following order (i.e. in
relation to the defence hierarchy):

G lifesaving systems (e.g. lifeboats)

G emergency systems (e.g. emergency power generation, fire fighting systems,
communications systems, emergency response and contingency plans, escape
routes)
G shutdown systems (e.g. ESD)
G detection systems (e.g. fire and gas system)
G protection systems (e.g. process control)
G utility systems
G process systems.

4.5.2 Systematic working

Within each system the order in which the commissioning sequence proceeds
(precommissioning, hook-up, commissioning) should be agreed and defined (this is
particularly relevant to utilities and process systems). The description of how each
step is to be completed should address the following principles:

G precise knowledge of status

Know the precise status of all plant and equipment items at any given time
(particularly when the process of making the facilities 'live' has started)

G step-by-step working
Proceed with each step only when all necessary documentation from the
previous step is available and complete.

G documentation
Document each step by a rigorous discipline of completing checklists, logs
and commissioning test results as work progresses.
4.5.3 Requirements of commissioning procedures

Commissioning procedures should follow the following fundamental principles:

G indicate the responsibility of individual parties Procedures should clearly

define the party responsible for individual actions, especially for making the
systems live, e.g. for introducing hydrocarbons, energising electrical systems,
making adjustments to control systems, performing final inspections, final
signatory authority, etc.

G be sufficiently detailed to describe step-by-step tasks

Procedures should be sufficiently detailed to make the intent clear and to
determine individual responsibility for the tasks involved.

G indicate the correct sequence of tasks

Procedures should be unambiguous in describing the correct order for
carrying out the tasks.

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G reflect any procedural implications from design reviews

For example, procedures should indicate any commissioning implications
determined as a result of HAZOP study recommendations.

G indicate relevant vendor procedures

G provide a clear indication of interfaces with other systems

Procedures should describe any commissioning dependencies, interfaces with
adjacent systems (particularly isolations).

G describe individual discipline elements and overall system requirements

Procedures should be produced for each system, subdivided into main
component disciplines e.g. mechanical/piping, electrical, instrument/fire and
gas/telecommunications as appropriate as well as describing overall system
requirements.

G indicate where the work is to be executed

Procedures should indicate tasks carried out onshore and offshore and where
tasks carried out onshore need to be repeated offshore.

G indicate the conditions under which the work is carried out

Procedures should reference any PTW system and concurrent operations
control that must be followed as part of the commissioning activity.

4.6 OFFSITE AND ONSITE PHASES

4.6.1 Offsite

Offsite precommissioning content should be maximized to reduce hazard potential to

commissioning personnel and to include complete functional testing of systems,
wherever possible. Vendor skid-mounted packages should be fully precommissioned
prior to shipping to site.

4.6.2 Onsite

Workplace factors to be considered when planning onsite commissioning include:

G means of identifying areas where commissioning is taking place and tagging

of live equipment
G specifying personal protective equipment (PPE) to be worn in specific areas
G authorizing essential personnel access and exclusion of non-essential
personnel
G taking account of any concurrent operations.

4.7 DOCUMENTATION AND RECORDS

4.7.1 Construction completion

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The following should be available at the end of construction and the start of the
commissioning process:

G checklists for assessing physical completion for mechanical, electrical,

instrument, fire and gas, telecommunications systems
G construction test packs (e.g. materials certificates, pressure test records,
radiography records, electrical continuity tests, etc)
G construction punchlists (usually categorised as A [must be actioned prior to
any operation] and B [can be actioned at a later date and does not impact
operation])
G system construction handover certificates Each certificate should clearly
define the system limits of handover and list equipment packages and
equipment items forming part of system, changes to design list, as-built and
construction punchlist items.
G construction handover master log sheet.

4.7.2 Pre-commissioning

The following should be available at precommissioning completion:

G works tests results (if appropriate)

G tank/vessel internal inspection check sheets
G pressure test and leak test records
G flow/transmission line check sheets
G equipment acceptance check sheets
G equipment package acceptance certificate
G instrument/logic function check sheet
G exception list.

4.7.3 Hook-up

The following should be available at hook-up completion:

G hook-up checklist for all interfaces by system

G instrument loop check sheets
G electrical continuity checksheets
G marked-up/site-checked PEFDs, single line diagrams, logic system drawings.

4.7.4 Commissioning

The following should be available prior to the start of commissioning:

G step-by-step system commissioning procedures

G electrical equipment checklist
G instrument function and loop check lists
G acceptance certificates for all equipment packages
G acceptance certificates for each system
G commissioning acceptance master log sheet.

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Once commissioning activities have been completed and the responsible person has
performed final inspections/tests etc, the system should be identified as being
commissioned in a suitable way (e.g. by tagging, log sheets, etc). Permission to work
on such a system must then be subject to permission of the responsible person via
PTW.

4.7.5 Handover

The process of handover is essentially the transfer of responsibility for the facilities
from the construction and commissioning team to the operations Asset Holder and
the associated operations personnel. The circumstances under which handover takes
place need to be managed carefully if HSE is not to be compromised, particularly as
there is often significant pressure for the Asset Holder to accept the facilities.

There may be a tendency for the construction and commissioning team to want to
complete their work as quickly as possible. This may be exacerbated by such factors
as:

G the need for the contractor to meet contractual completion deadlines

G the need for the OPU/JV to meet similar deadlines e.g. hydrocarbon
deliveries, plant availability, etc
G pressure on contractors to release key personnel, plant/equipment etc for the
next contract.

Personnel in the construction and commissioning team by this time are usually very
familiar with the facilities and the strength of this position can be overlooked. In
contrast, the operations Asset Holder and his personnel, unless they have had a strong
and early involvement prior to handover, may be subject to the following:

G be relatively unfamiliar with the facilities

G have other duties to perform
G have incomplete training
G have a team leader at a lower job status level than that of the construction
team.

The choice of team leader for the operations side must be someone who has the
strength and ability to resist pressure to accept facilities prematurely and to ensure
that HSE is not being compromised due to key factors like those described above.

The following should be available at interim handover:

G checklist of documentation packages/certificates

G handover exception list
G marked-up as-built drawings
G draft operations manuals (OPM), including all relevant vendor procedures and
manuals
. G list of spares available.

Final as-built drawings and final issue of the OPM should be provided to the facility

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custodian as part of the subsequent formal handover of the facility. A typical

summary of all documentation required at the formal handover stage is given in
Appendix IX.

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4.8 MATERIALS AND COMMISSIONING EQUIPMENT

4.8.1 Commissioning spares

Commissioning spares should be:

G available in required quantities and in accordance with OPU/JV/vendor

agreed list
. G kept under preservation/storage conditions in accordance with vendor
recommendations

G (for used or surplus items) disposed of only in accordance with proper waste
management practice (see 4.9 below).

4.8.2 Consumables

Consumables includes materials such as liquids used for cleaning, pickling, drying,
lube oils, empty containers and packaging, etc. Used or surplus items, should be
disposed of only in accordance with proper waste management practice (see 4.9
below)

4.8.3 Special tools

Special tools, required for precommissioning and commissioning tasks, may present
hazards:

G by virtue of being electrically/hydraulically powered, etc

G by resulting in physical injuries from contact with rotating parts
G by other work-related injuries (sprains, strains, bruises, etc).

Guidance on the types of hazards to be expected and the associated hazard

management controls is given in PTS 60.2115 General Workplace Practices.

4.8.4 Test equipment

All items of test equipment should be defined, including item serial numbers,
calibration frequencies and use of calibration certificates. All items should then be
used only within a strict calibration log system.

4.8.5 Temporary equipment and supplies

During precommissioning and commissioning, it may be necessary to provide

temporary equipment, utility supplies, plant protection systems, etc. Any such
provision should be included in the hazards and effects management process (HEMP)
and fully documented.

4.8.6 Communications equipment

The commissioning period poses special demands on the need for effective

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communication systems between members of the commissioning team. The normal

plant wide system may be insufficient for this purpose and may need to be
supplemented e.g. by two-way radio or extra telephone links. The necessary
reliability of such communications must be considered as part of the provision of
adequate hazard controls and recovery measures.

4.9 WASTE MANAGEMENT

The first requirement is to satisfy all legal requirements. Thereafter, the key principle
in waste management is to reduce pollution by elimination, change or reduction of
practices that result in discharges to land, air or water. Where elimination of a waste
is not possible, then the amount should be minimized by the application (in order) of
the following:

G source reduction
G reuse
G recycling
G recovery
G treatment and responsible disposal.
G dedicated storage for individual types of waste according to classification
G storage facilities should be limited to dedicated areas
G individual containers/skips etc should be clearly manifested and labelled in
accordance with local regulatory requirements.

Facilities should be provided for the storage of disposable waste according to the
following principles:

Failure to do so should be reported as an incident.

For further details refer to PTS 60.3005 Waste Management Guide.

4.10 GENERAL WORKPLACE HAZARDS IN COMMISSIONING

General workplace hazards that are commonly encountered as a result of the tasks
that take place in commissioning include:

G fluids under pressure, e.g. during leak testing and initial start-up
G hazardous substances used in cleaning, etc
G contact with hot and cold surfaces and fluids
G contact with rotating parts of machinery
G noise and vibration exposure
G electric shock
G radiography
G non-life-supporting conditions (including toxic gas)
G chemical/caustic substances
G slips trips and falls around plant site
G effects on personnel resulting from thermal stress.

These hazards and appropriate controls are described in PTS 60.2115 General

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Workplace Practices.

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APPENDIX I - LIST OF SUBJECTS IN GENERAL WORKPLACE PRACTICES

PTS 60.2115 General Workplace Practices provides details on HSE management of the
following list of general activities/substances occurring in construction.
Tasks and Operations

Welding and Cutting

Cleaning and Coatings Removal
Painting and Coating
Formwork, Reinforcing Steel-fixing and concreting
Excavating
Manual Handling

Access to the workplace

Scaffolds
Suspended access
Mobile platforms
Ladders and Lightweight Staging
Rope access

The workplace

Work space
Light
Heat stress
Cold stress
Noise and vibration
Working in confined spaces
Working at heights
Working over water
Working in excavations
Office HSE
Laboratory HSE
Workshop HSE

Working with plant and equipment

General Portable Tools

Abrasive Wheels
Cartridge-operated Tools
Hand Tools
Powered Wood-and Metal-Working Machines

Working with services and consumables

Electricity
Compressed Air

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Steam
Consumables (LPG, automotive fuels)
Working with hazardous substances

Approach to management of hazardous substances

Process fluids and solids
Dusts,
Mists,
Smoke and Fumes
Construction materials
Chemicals

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APPENDIX II - LIST OF SUBJECTS IN LOGISTICS

PTS 60.0110 Logistics provides details on HSE Management of the following list of subjects
in the transportation of personnel and materials by land, sea and air and the handling of
materials.
Transport HSE management
Land Transport
Drivers
Competence and selection
Driving permits
Induction Training
Driver improvement
Responsibilities of the individual

Vehicles
Correct selection
Specification
Passengers
Freight

Marine Transport
Marine Personnel
Competence and selection
Certification
Induction Training

Vessels
Correct selection
Specification
Surveys
Electrical Equipment
Cargo
Anchoring handling
Towing

Operations management
Need and approval
Journey routing and scheduling
Journey management
Roles and responsibilities
Contracting Procedures
Performance measurement
Emergency services

Air transport

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Air Transport Personnel (pilots, engineers, other personnel)

Competence and selection
Training
Passengers Training
Passenger briefing
Passenger discipline
Other management considerations

Aircraft
Correct selection and specification
Maintenance
Cargo
Air fields, runways and the operation of fixed wing aircraft
Aircraft performance and runways
Technical accommodation
Personnel accommodation
Fuel storage and delivery systems
Communications and navigation
Meteorological information
Emergency services Security

Operations Management
Need and approval
Aircraft numbers and availability
Personnel numbers and flight time/duty time limitations
Journey routing, scheduling and monitoring
Roles and responsibilities
Refueling operations
Contracting
Physical characteristics of airfields and runways
Compilation of statistics and records
Helicopter facilities onshore/offshore
Helicopter facilities onshore
Helicopter facilities offshore
Support Facilities

Materials handling
Materials handling personnel
Competence and selection
Induction Training

Materials handling equipment

Vehicles
Lifting accessories

Materials handling principles

Lifting
Landing
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Stacking and securing of containers

Loading, packing and emptying of containers
Bulk materials handling
Securing for transport
Manual handling
Procedures
Audit
Operations Management - Specific (sample
extract)
Air (helicopter) support of land seismic
operations

Materials storage
Layout
Traffic routes (personnel and vehicles)
Escape routes and exits
Lighting
Telephones/PA
Firefighting equipment
Drainage
Decontamination equipment
First aid
Ventilation
Storage areas S
Storage systems

Operations management
Planning and authorization
Execution

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APPENDIX III - HSE OBJECTIVES AND ACTIVITIES

In the planning and preparation for construction and commissioning, a number of

deliverables are prepared including the project specification and the project execution plan.

The key HSE issues and objectives addressed in these documents are tabulated below
Table III.1 Expanded elements in construction and commissioning

PROJECT SPECIFICATION
Section Number Scope
Part I General Project General project information Parties involved Summary
Information, Scope of Work and scope of work:
Local Information Gscope of contractors' work
Gscope of project
Gsite preparation
Gtie-ins
Glist of activities indicating responsible parties

Local information including:

Part II Design Information
Part III Engineering Information
Part IV Procedures and
Requirements in the Execution
Phase
Section Number
Gsite conditions, access, meteorological data, etc.
Glanguage
Glocal laws and regulations (eg labour, industrial
relations, contact with local authorities, etc)
HSE
Glist of hazards, control targets and control methods
for Occupational Health, personnel safety, asset
protection Gevacuation procedures
Gtie-ins and connections with other facilities
Gsite preparation
Procedures and requirements in the detailed design
phase:
Gerection instructions and specifications
Scope
Procedures and requirements in the construction phase:
Ggeneral information
Gpersonnel, labour and subcontracts
Gtemporary construction facilities
Gconstruction equipment and tools
Gconstruction practices and procedures
GHSE Management Systems
Gquality management systems

PROJECT EXECUTION PLAN

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Section Number
Part I Project Definition
Part II Organisation and
Resourcing
Part III Contracting
Part IV Procurement
Part V Quality Management
Part VI HSE
Part VII Systems and Procedures
Part VIII Commissioning and
Handover
Part IX Operating and
Maintenance Requirements
During the Construction and Commissioning Activities described below the key HSE
activities are as follows:
FACILITY CONSTRUCTION AND
60
Scope
HSE requirements
GOPU/JV management strategy
GOPU/JV resourcing policy
Gproject team (OPU/JV, management contractor,
turnkey contractor)
Gindependence of contractor
Gorganisation structure and resources (during
construction and commissioning phases)
Ginternal and external interfaces (eg emergency
services)
Contracting Policy Contracting strategy:
G(OPU/JV) HSE management strategy
Gcontractor's HSE Plan requirements
Ghost country content
Gcontract award (tender evaluation criteria for HSE
performance)
Gcommissioning staff
Gfactory testing
Quality plan:
Gcontrol of documentation (in construction and
commissioning)
Gconstruction control
Gsummary of HSE hazards and legal requirements
GHSE Management Plan and performance targets for
construction and commissioning
Gpre-start up assurance
GHSE requirements for change control reviews
GHSE requirements in procedures for commissioning
Gproject management information (reporting)
Gchange control (HSE reviews)
Gprecommissioning (eg works testing, load tests,
string tests, vendor commissioning)
Goperations early involvement
Gcommissioning sequence
Gcommissioning resources
Gtesting (loop, hydrostatic, capacity)
Glubricants, fuel
Gpunch list and acceptance forms
Gstart-up and live facilities
No construction and commissioning elements
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EXECUTION

Activity Description Description of HSE activities

Detailed Design GPrepare supporting documentation to
the design essential for construction HSE
Select/Acquire Construction Service GSelect engineering construction
contractor(s) taking account of
contractor's HSE performance and
management system
Construct Facility GCarry out fabrication and construction
activities (in accordance with HSE Plan)
GCommissioning procedures
Gcontingency plans
Commission Facility Gcarry out activities to prove that
equipment processes and systems
installed satisfy the specified
requirements
Close-out Facilities Construction Project Gperform a field start-up assurance
(including HSE)
GFinalise and issue project close-out
reports including HSE (eg incidents,
rehabilitation, waste, etc)

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APPENDIX IV - HSE RESPONSIBILITIES FOR KEY POSITIONS IN
CONSTRUCTION AND COMMISSIONING
The HSE responsibilities for typical key positions in Construction and Commissioning are
given below:
Table IV.1 HSE responsibilities for key positions in construction and commissioning
Position Description
OPU/JV
Corporate:
Management
Representative(s)
HSE Manager
Functional/Business Unit
Manager
For a given project:
Project Manager
Construction Manager
HSE Adviser
For a given contract:
OPU/JV Contract Sponsor
OPU/JV Contract Holder
OPU/JV Representative
OPU/JV Site Representative
CONTRACTOR
Management Representative
HSE Manager
Contract Manager
62
Responsibility
The most senior manager responsible for the HSE
Management System (HSE MS) covering the construction
and commissioning processes (eg Technical Director)
Provision of specialist advice to the Management
Representative
Implementation of the HSE MS for the construction and
commissioning processes (eg Engineering Manager)
Implementation of the HSE MS for the given project. This
includes preparation, implementation and maintenance of the
Construction and Commissioning Plan
Supervision of the execution of the HSE Plan during
construction and commissioning phase.
An HSE specialist responsible for providing line management
with current HSE guidance on technical and human matters,
including where appropriate, advice on techniques,
equipment, HSE auditing, training, incident investigation,
emergency procedures; the Adviser's responsibilities do not
include HSE performance in the line.
The department or section which has budget and management
authority to execute the contract.
Person within Contract Sponsor department who is
responsible for managing all aspects of the contract as regard
the Contractor and OPU/JV departments concerned.
The person appointed in writing by the Contract Holder to
supervise the execution of the contract activities.
The person appointed in writing by the Contract Holder to
assist the OPU/JV Representative in supervising the execution
of the contract activities on a given site.
The most senior manager responsible for the HSE MS
covering the given contract
Provision of specialist advice to the Management
Representative
The person named in the contract to represent the Contractor
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Contractor Representative
Contractor Site Representative The person appointed in writing by the Contract Manager to
HSE Adviser
63
in respect of the contract and to be responsible for the
management of the contract.
The person appointed in writing by the Contract Manager to
supervise the execution of the contract activities.
assist the Contractor Representative in supervising the
execution of the contract activities on a given site.
An HSE person responsible for providing line management
with current HSE guidance on technical and human matters,
including where appropriate, advice on techniques,
equipment, HSE auditing, training, incident investigation,
emergency procedures; the Adviser's responsibilities do not
include HSE performance in the line.
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APPENDIX V - PROJECT PHASES AND KEY PERSONNEL RESOURCE

REQUIREMENTS

Table V.1 Project phases and key personnel resource requirements

Phase Requirement Personnel category in major
construction project
Knowledge of the overall
Project
project/project OPU/JV Project Manager
Specification
engineering/management experience
HSE specialist expertise OPU/JV HSE Advisers
Project Knowledge of the overall OPU/JV Project Manager
Execution project/project
Plan engineering/management experience
Construction site experience OPU/JV Construction Manager (if
nominated)
Production operations experience OPU/JV Operations representative(s)
HSE specialist expertise, HFA OPU/JV HSE Advisers, OPU/JV HFA
expertise focal point
Design Knowledge of the overall
project/project OPU/JV Project Manager
engineering/management experience
Construction site experience OPU/JV Construction Manager
Production operations experience OPU/JV Operations representative(s)
Engineers with commissioning OPU/JV commissioning engineers
experience (process, mechanical, etc
as necessary)
HSE specialist expertise, HFA OPU/JV HSE advisers, OPU/JV HFA
expertise focal point
Construction Knowledge of the overall OPU/JV Project Manager
project/project
engineering/management experience
Construction site experience OPU/JV construction management
(expanded by discipline/specialist team
area as necessary)
Design contractor's key personnel Construction contractor personnel
(expanded by discipline/specialist
area as necessary)
Design contractor's key personnel Design contractor personnel
(expanded by discipline/specialist
area as necessary)
HSE specialist expertise, HFA OPU/JV and contractor HSE advisers,
expertise OPU/JV HFA focal point
Engineers with commissioning OPU/JV commissioning engineers
experience (process, mechanical,
instrument, electrical etc as
necessary)

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Phase Requirement Personnel category in major

construction project
Commissioning Knowledge of the overall project OPU/JV Project Manager
/project engineering/management
experience
OPU/JV Operations
Production operations experience
representative(s)
Engineers with commissioning OPU/JV commissioning engineers
experience (process, mechanical,
instrument, electrical etc as necessary)
Representatives with commissioning Vendor representatives
experience from vendors supplying
key equipment packages/items
Design contractor's key personnel Construction contractor personnel
(expanded by discipline/specialist area
as necessary)
Design contractor's key personnel Design contractor personnel
(expanded by discipline/specialist area
as necessary)
Representatives with commissioning Commissioning services
experience from subcontractors representatives (subcontractors)
supplying key commissioning services
Representatives from certifying
Certifying Authorities
authorities
OPU/JV and contractor HSE
HSE specialist expertise
Advisers
Close-out Knowledge of the overall project OPU/JV Project Manager
/project engineering/management
experience
Construction site experience OPU/JV construction management
(expanded by discipline/specialist area team
as necessary)
Production operations experience OPU/JV operations representatives
HSE specialist expertise OPU/JV HSE Advisers

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APPENDIX VI - PROJECT SPECIFICATION CHECKLIST

This appendix provides an example checklist to assist in the identification of construction

and commissioning HSE issues to be considered at the time of project specification. The
checklist is presented under the set of key headings used throughout this section. It should be
used to make a broad identification of the existence of potential hazards and the basis for
further evaluation and determination of controls for construction and commissioning in
subsequent field development phases. Other headings may be added to the list as required.
Table VI.1 Checklist
Heading Typical HSE Issues
The workplace Environmental impact of work on outside construction site areas
Hazards resulting from existing facilities on construction and
commissioning or vice versa
Work at heights, over water or in confined spaces
Access to the workplace Type and condition of roads
Weather windows, shutdown limitations
Weight limits imposed by access roads, bridges etc.
Distances to ports, supply bases, sea conditions, subsea pipelines,
vessel draft limits
Size of equipment items imposed by restricted site access or
proximity to live plant, crane limits
Tasks and operations Any exceptional types of work, other than normal range of
construction activities
Heavy lifts
Plant and equipment Heavy lift equipment
Services and Any exceptional services or consumables required for
consumables construction other than the normal range
Hazardous substances Contaminated site, hazardous substances removal (eg asbestos,
lead, PCBs, etc)
Decommissioning of plant and process fluids removal

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APPENDIX VII - HSE ISSUES IN CONSTRUCTION AND COMMISSIONING

PLANNING

Table VII.1 shows typical HSE issues to be considered in the planning stage of construction
and commissioning projects. Environmental issues will also be covered in EA. See
Appendices I and II for subjects under General Workplace Practices and Logistics.

Table VII.1 HSE issues in construction and commissioning planning

Heading HSE Issues

The workplace GDescription of climatic features that may impact HSE weather
windows, seasonal climatic extremes, etc.
GEnvironmental restrictions (eg emissions, effluents, noise light,
etc)
GDescription of the area(s) of construction
GAreas designated for offices, accommodation, vehicle parking,
fabrication areas, construction materials laydown and storage,
hazardous materials storage
GPublic health and living conditions (eg housing, toilet facilities,
catering and food hygiene, drinking water, pest control, disease
prevention)
GRestrictions on construction and commissioning imposed by
existing operational plant and shutdown limitations
GRestrictions on construction imposed by limitations on space
availability (eg limited materials laydown areas offshore)
GSite rules (eg security arrangements, authorised personnel
reporting requirements, etc)
GLimits on numbers of personnel (eg because of offshore
accommodation availability)
GLimits on working hours (eg night working restrictions)
GEmergency procedures (site alarms, fire fighting facilities, first-
aid posts or medical facilities, evacuation, etc)
Access to the GPhysical limitations on access to the worksite, eg width or height
workplace restrictions, weight limits, interactions with other private or public
access, proximity to subsea pipelines, anchoring restrictions, subsea
pipeline protection, proximity of marine vessels to platforms, tidal
impacts, minimum drafts, etc.
GAreas of limited access within the site and areas requiring
specific authorisation for access
GDemarcation of traffic routes within the site, including
emergency access routes or approach restrictions to platform, etc
GEnvironmental constraints on traffic movement, eg time
limitations, impact on public roads, agricultural activities, pipeline
right-of-way, etc
GRestrictions on driving hours (eg daytime only), marine activities
GAccess involving proximity to overhead power lines, crane lifts
over vulnerable equipment

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Tasks and operations GActivities involving high risk (eg heavy lifts, demolitions or plant
modifications adjacent to live plant) or unfamiliar operations
GActivities involving critical timing or sequencing, integration
with other concurrent activities
GActivities involving specialised skills and/or training

Heading HSE Issues

Plant and equipment GRestrictions on engine type, noise control measures, spark
arrester requirements
GVehicle safety regulations
GPlatform crane limits
GCrane certification requirements
Services and GSpecification of site utilities (where made available to contractor)
consumables with any restrictions
Hazardous substances GDefinition of any areas containing hazardous substances requiring
special actions (eg asbestos, PCBs, chemicals, CFCs, Halons, etc),
contaminated areas, etc, personal exposure limits
GDefinition of requirements for the transport, storage and handling
of hazardous materials (eg fuels, bottled gases, radioactive sources,
chemicals, etc)

Table VII.1 shows typical HSE issues that should be described as part of the planning stage
of construction and commissioning projects and which should be included as information for
the contractors in the invitation to tender. These issues would normally arise from expanding
the level of detail set out in the Project Specification Checklist (see Appendix VI).

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APPENDIX VIII - CONSTRUCTION AND COMMISSIONING CONTRACT HSE

PLAN CHECKLIST

This appendix should be used by the Contract Holder to check the coverage described in the
contractor's Construction and Commissioning Contract HSE Plan, in the context of and in
response to the invitation to tender. The detail should be in keeping with the scope,
complexity and size of the contract. For the contractor's HSE Management System, PTS
60.0305 Management of Contractor HSE, Appendices IV and V provide checklists for
general HSE management aspects (large scale and small projects respectively). The appendix
addresses HSE issues based on the suggested framework of headings used throughout this
document. Environmental issues should be checked against the EA.

Table VIII.1 Construction and commissioning contract scope coverage

Heading HSE Issues
The workplace GHSE execution plan for all activities outlined in the invitation to tender
Gdetails of permitted operations in the event of severe weather (rain, high
winds, ice and snow, etc)
Gworksite plan with diagrams, etc defining all major areas of site
including storage proposals for construction materials
Gplans for the protection of live plant where adjacent to construction and
commissioning activities
Gproposals for protection of workplace where vulnerable to other
construction activities (eg vehicular impact, dropped objects, etc)
Gproposals for protection of workplace where vulnerable to live plant
operations (eg flaring, venting, etc)
Access to the Gdefinition of all traffic routes for personnel, materials and equipment,
workplace with segregation proposals
Gdefinition of approaches to offshore platforms, anchor patterns for
barges, etc. Gproposals for restricting access to confined spaces to
authorised personnel Gproposals for access to worksite areas, including
justifications for selection of area categories (eg laydown and storage,
fabrication, offices, etc)
Gproposals for site security
Tasks and Gprocedures for all general workplace activities
operations Glist of activities for which detailed method statement to be provided and
dates for issue
Gmethod statement format
Gproposals for all activities involving temporary or intermediate
construction stages with supporting drawings etc describing HSE controls
Plant and Glist of all major plant and equipment proposed for use on site with HSE
equipment provisions, where appropriate
Gdetails of inspection and maintenance proposals for all major plant and
equipment items
Services and Gdetailed proposals for provision of all utility services (where part of
consumables contract) with HSE provisions (eg for electrical supplies, voltage levels,
earthing protection etc)

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Hazardous Gsecurity proposals for all hazardous substances in use on site

substances Gdetailed method statement for hazardous substances removal, including
waste management
Gproposals for the transport, storage and handling of all fuels, bottled
gases, chemicals, radioactive sources used on site

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APPENDIX IX - HANDOVER - TYPICAL CONTENTS

The list below summarizes the documentation necessary at formal handover of facilities to
Operations to demonstrate technical integrity and functioning of the facilities in accordance
with design. The contents list described below is appropriate for a major facility. Smaller
projects or those involving modifications to existing facilities may not need documentation
of this detail. However, the contents provide a checklist for determining whether to include
an item in the dossier or whether it is adequately documented elsewhere.

1.0 Description of systems

1.1 System Description
1.2 System Limits
1.4 Associated systems

2.0 Design and Engineering Documentation

2.1 Design data books
2.2 Design Drawings
2.3 Vendor Drawings and Manuals
2.4 Drawing index

3.0 Fabrication and Construction Record

3.1 Factory Acceptance Test Results
3.2 Mechanical completion test packs
3.3 Construction check sheets
3.4 Certifying authority documentation
3.5 Construction handover certificates
3.6 Punch list items (Category B)

4.0 Precommissioning and Commissioning Record

4.1 Completed and approved commissioning reports (often provided by authorised
signatures against commissioning procedure steps)
4.2 Commissioning Check Sheets
4.3 Performance Tests and Vendor Logs
4.4 Valve Position Schedule
4.5 Isolation Spading Schedule
4.6 Set Point, Alarm and Trip Data

5.0 Handover Documentation

5.1 Exception list (only acceptable items are those that do not jeopardise the safety or
health of personnel or damage to the environment)
5.2 Handover certificates
5.3 Facility operating and maintenance manual

6.0 Notes and Correspondence

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GLOSSARY

A Glossary of commonly used terms in HSE is given in both PTS 60.0101 Group HSE
Management Systems and PTS 60.0401 Hazards and Effects Management Process.

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