2020 Project HSE Plan Handbook

Internal

Internal

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Dear Colleagues,

Alhamdulillah, we have seen positive improvement in many years for overall HSE performance in the
journey of generative HSE culture. In 2019, PD&T HSE has recorded 64.4 mil man-hours which 72% of it
are contributed by Projects. Overall, the HSE performance has been improved as compared to previous
year despite the challenges that we have faced. Up until September 2019, we have maintained zero (0)
Fatality and zero (0) Loss Time Injury (LTI), with the longest LTI free days is 418 days from August 2018 to
October 2019. However, unfortunately one (1) Loss Time Injury (LTI) case were recorded in 4th October
2019 at Anjung Kecil due to finger injury during manual handling.

Inevitably, this year will still be challenging for all of us to achieve ZERO target. The man-hours projection
is 65.5 mil contributed by delivery of various projects. Again, working with high number of contractors
from various backgrounds, some of which are new to our system, may pose potential challenges in
managing HSE. Hence, continuous determination in embracing the value of good HSE is important
cultivate generative HSE culture in organization.

This year, four (4) Strategic Thrusts is introduced to steer our journey in the effort towards inculcate
generative HSE culture in our organization. Our priorities for 2020 i.e. generative HSE leadership, because
We CARE, Mandatory Control Framework (MCF), maturing HSE in deployment and operational strategy,
institutionalize Sustainable Development etc. are crafted in a way to intensify existing programs that are
in place, and shall be continuously driven towards achieving HSE excellence in PD&T.

Lastly, we need to remember that HSE excellence is never a destination, but it is a journey that we should
continue for sustainable HSE performance. All of us have a role to play to demonstrate our responsibility
towards the people in our daily life. Let us pray for a smooth year in 2020.

Internal

#OneTeamOneGoal
#BecauseWeCare

#EverybodyMustGoHqomeSafely&Healthy
#BeginAndEndsWithQuality

Internal



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1. Generative HSE Leadership 1. MCF for AID (FIP and PCD)
 Crucial Conversation for PD&T
2. Post intervention on IAP, GIA and
Leadership SIRIM
 Project Partners HSE Council
3. Project EMSR for DOE compliance
Meeting
 Leadership Listening Tour (LLT) 4. Maturing HSE in deployment and
operational strategy of:
2. Because We CARE  Facilities of Future (FoF)
 Decomm and Abandonment
 Respect & Care Program  Deepwater
 Leadership
Area Based 5. Joint development with CAAM on
helideck standards for Malaysia
Demarcation (LeAD) Program Aviation industry.
 Effective Toolbox & Effective Site

Supervision (ETB & ESS)
 Focused Campaign

a) Thematic aligning with GHSSE

and Top Risk

b) Family, my reason for safety

Enable improvement through

Strategy Resources Co
Magellan, P4R 2020-24, GHSSE RM 54.8mil approved 2020 H
S&I 2020-24 budget, 131 HSE staff. In
Ce
Internal

Internal

1. BIC Measure on HSSE 1. Institutionalise Sustainable
 Criteria for project Development across PD&T
development life cycle
 Valuing HSE Performance 2. Wellness@PD&T
 Contractors/ Service Providers
HSE Profiling 3. Product Stewardship (PS)
requirements in technology
2. Strengthen Contractor HSE products development.
 HSE Contracting Mode
 Streamline and simplify HSE 4. Fatigue Management
readiness and incident review.

3. Joint development with MOT
to standardise O&G marine
safety requirements in M-
BOOT

h efficient and effective delivery Digital HSE
SPOT, UAUC, Marine Analytics
ompetency Tool, WTFM, Access Control
HSE Training Matrix, HSE Critical Position, System, etc.
n-house PETRONAS CIDB Green Card

ert. Program, etc.

Internal



• Promote CARE leadership on HSE and
strengthen ownership in HSE.

• Foster synergy and collaboration among
PETRONAS and partners’ top management

• Enhance HSE accountability at supervisory
X1`X` and middle management levels.

• Enhance the HSE knowledge and
capability among the leaders

• Enhance communication and interpersonal
skill for effective and impactful engagement
with workers

• Improve the effectiveness of toolbox talk
conducted throughout PD&T managed projects

• Upskilling PMT, contractors and its
subcontractors capabilities on toolbox and
site supervision

Internal

Potential Collaboration : All PD&T Sectors & Department

Nurturing CARE Leadership, and “IAMHSE” culture
across PD&T group wide workforce

EXECUTION PLAN & DELIVERABLES IN 2020 Q1 Q2 Q3 Q4

1. HSE Generative Culture Leadership Program
for all level

• Crucial Conversation for PD&T Leadership

• GC Training for Middle Managers

• Rakan HSE for Front liners

2. Strengthening of Leadership Area Based
Demarcation Program (LeAD)

Establish and implement LeAD detailed plan
• To appoint and train LeAD Agent
• LeAD Awareness Program to all leaders
• To strengthen LeAD promotional package (i.e
video, banner, bunting, etc)
• GPD wide LeAD Launching
• LeAD Verification Exercise

• Promote CARE leadership on HSE and
strengthen ownership in HSE.

• Foster synergy and collaboration among
PETRONAS and partners’ top management

• Enhance HSE accountability at supervisory
and middle management levels.

• Enhance the HSE knowledge and
capability among the leaders

• Enhance communication and interpersonal
skill for effective and impactful engagement
with workers

• Improve the effectiveness of toolbox talk
conducted throughout PD&T managed projects

• Upskilling PMT, contractors and its
subcontractors capabilities on toolbox and
site supervision

Internal

Potential Collaboration : All PD&T Sectors & Department

Nurturing CARE Leadership, and “IAMHSE” culture
across PD&T group wide workforce

EXECUTION PLAN & DELIVERABLES IN 2020 Q1 Q2 Q3 Q4

3. Enhancement of Respect & Care (R&C)
Program

Develop R&C Guidelines and revised the TOR

Establish and implement R&C detailed plan
• To trained a pool of trainers from HSE and non-
HSE
• GPD wide R&C Launching
• To conduct TTT to identified projects
• R&C verification exercise
• To develop R&C promotional package i.e banner,
bunting, video

4. Strategize and Implement Focused HSE
Campaign for identified Top HSE Risk

• Identify and develop plan for focused HSE
campaign

• Identify the HSE Campaign taskforce
• Develop interactive promotional materials
• Conduct / share the materials to projects

• Promote CARE leadership on HSE and
strengthen ownership in HSE.

• Foster synergy and collaboration among
PETRONAS and partners’ top management

• Enhance HSE accountability at supervisory
and middle management levels.

• Enhance the HSE knowledge and
capability among the leaders

• Enhance communication and interpersonal
skill for effective and impactful engagement
with workers

• Improve the effectiveness of toolbox talk
conducted throughout PD&T managed projects

• Upskilling PMT, contractors and its
subcontractors capabilities on toolbox and
site supervision

Internal

Potential Collaboration : All PD&T Sectors & Department

Nurturing CARE Leadership, and “IAMHSE” culture
across PD&T group wide workforce

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

5. Leadership Listening Tour (LLT) for GPD
managed projects (formerly known as MHSEV)

• Develop Leadership Listening Tour (LLT) Master
schedule

• Develop Business Process Workflow for
Leadership Listening Tour (LLT)

• Leadership Listening Tour (LLT) findings analysis

6. Intensify Effective Toolbox Talk & Effective
Site Supervision (ETB & ESS)

• Develop TOR
• Establish and implement ETB & ESS detailed plan

• To develop mechanism to evaluate the
effectiveness of the program.

• Promote CARE leadership on HSE and
strengthen ownership in HSE.

• Foster synergy and collaboration among
PETRONAS and partners’ top management

• Enhance HSE accountability at supervisory
and middle management levels.

• Enhance the HSE knowledge and
capability among the leaders

• Enhance communication and interpersonal
skill for effective and impactful engagement
with workers

• Improve the effectiveness of toolbox talk
conducted throughout PD&T managed projects

• Upskilling PMT, contractors and its
subcontractors capabilities on toolbox and
site supervision

Internal

Potential Collaboration : All PD&T Sectors & Department

Nurturing CARE Leadership, and “IAMHSE” culture
across PD&T group wide workforce

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

7. Encouraging Near Miss Reporting through
Good Catch Program

• Good Catch Program Guideline

• Produce communication pack

• Share with all projects and track the
implementation.

8. Establishment of HSE Agent for GPD

• Develop TOR and roles & responsibilities
• Appointment letter issuance
• Conduct training/ engagement

• Inculcate compliance culture &
integrating HSE Management System into
PD&T core business processes.

• Heighten up the HSE compliance while
improving the line of sight for informed
management decision.

• Striking the balance in between owner’s
responsibility and action to proportionate
the risk vis-à-vis.

• Improves in efficiency through effective
integration of business and safety management
system.

• Empowerment to our partners through self-
regulation and soundly assurance.

Internal

Potential Collaboration : GPD, GP, GR&T, GTS, GTD

Safeguard the organization’s commitment through
responsible governance mechanisms and ethical
business practices

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

1. HSE Council with Partner's Top
Management

2. Project HSE Contractor’s Conference
(Jan 2021)

• To obtain LT endorsement on PHCC Master
plan for 2021

• To develop TOR and define criteria for
award

3. Offshore Service Provider Engagement

• Inculcate compliance culture &
integrating HSE Management System into
PD&T core business processes.

• Heighten up the HSE compliance while
improving the line of sight for informed
management decision.

• Striking the balance in between owner’s
responsibility and action to proportionate
the risk vis-à-vis.

• Improves in efficiency through effective
integration of business and safety management
system.

• Empowerment to our partners through self-
regulation and soundly assurance.

Internal

Potential Collaboration : GPD, GP, GR&T, GTS, GTD

Safeguard the organization’s commitment through
responsible governance mechanisms and ethical
business practices

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

4. Enhancement of MCF implementation at
PD&T managed project

MCF alignment between AID/FIP, Greenfield,
Brownfield, Technology projects, business, and
GHSSE

Enhancement of HSE Exhibit with inclusion of MCF
Gap Assessment

Inclusion of MCF CTR and MDR requirements for all
projects in the Project HSE Management Guideline

Track and report MCF Gap Assessment and closure

5. First Line assurance programs - Integrated
Assurance Plan (IAP)

Establishment of RACI between PD&T and Asset
Owner for implementation of 1st line assurance
program

• Boost Contractors and subcontractors
towards achieving Best-in-Class HSE
performance.

• Contractor (SWEC Code) will be clustered
accordance to the HSE capacity and
performance.

• A platform for clarity and consistency in
terms of governance on Contractor HSE
Management in PD&T

Internal

Potential Collaboration : GPD & GP

Reinforcing PD&T business partners’ HSE-intrinsic
capability and capacity

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

1. Active Assessment Evaluation (AAE) for
Marine Senior Management and Assurance for
Marine Spread

2. Assurance for Marine Spread

3. Standardization of Project HSE Assurance
Process (Pre-mob, Pre-execution, Execution,
De-mob)

• Development of Project HSE Assurance
Guideline

• Conduct awareness training

4. Strengthen HSE Contractor Management
through enhancement of HSE contracting
mode

• Development of specific guideline for PD&T
contracting mode

• Roll out to PD&T level

• Upskilling HSE Focal on Contractor HSE
Management

• Boost Contractors and subcontractors
towards achieving Best-in-Class HSE
performance.

• Contractor (SWEC Code) will be clustered
accordance to the HSE capacity and
performance.

• A platform for clarity and consistency in
terms of governance on Contractor HSE
Management in PD&T

Internal

Potential Collaboration : GPD & GP

Reinforcing PD&T business partners’ HSE-intrinsic
capability and capacity

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

5. Enhancement of Generic HSE Exhibit in
accordance to project category and contracting
mode

• Development of Generic HSE Exhibit

• Formalize the implementation through GP

6. Establishment of HSE Reward and
Recognition Guideline for PD&T managed
projects

• To finalize PD&T HSE Reward and Recognition
Guideline

• Roll out the guideline to PMT

7. Introduction of “I am NEW Programs for
New Workers” requirements

• Development of PD&T I am NEW Programs for
New Workers Guideline

• Roll out to project and other stakeholders

• Inclusion of requirements in HSE Exhibit

• Boost Contractors and subcontractors
towards achieving Best-in-Class HSE
performance.

• Contractor (SWEC Code) will be clustered
accordance to the HSE capacity and
performance.

• A platform for clarity and consistency in
terms of governance on Contractor HSE
Management in PD&T

Internal

Potential Collaboration : GPD & GP

Reinforcing PD&T business partners’ HSE-intrinsic
capability and capacity

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

8. Establishment of Best In Class (BIC) HSSE
criteria and contractor throughout project
development life cycle and contractor

• Identification of BIC criteria and perform
assessment for benchmarking

• Establishment of contractor profiling database

9. Amplification of Human Factor Management
Implementation

• Continuous deployment of HFE Leadership
Program via intensification of HFE Competency

• Benchmarking industry best practices in HFE
through learning from known best HFE
company

• Enhancement of HFE practice in industry
through initiation of collaboration with
governance body

• Able to minimize human intervention
• Reduce risk exposure to personnel
• Improve quality of data recording, analysis

and reporting

Internal

Potential Collaboration : GPD, GTD, GR&T, GHSSE

Enable improvement through efficient and
effective delivery

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

1. Continuous implementation and awareness
on Systematic Predictive & Prescriptive
Optimization Tool 2.0

• To conduct user training session to identified
management.

• Develop a ‘How To’ to guide on IIR form
completion

• Deployment of Change Management Team to
ensure site utilization and sustainability of the
system (SPOT Agent)

• Completion of SPOT Phase 2

2. Enhancement of MOC Online System

• Finalization of PD&T Online MOC framework
with GHSSE and ICT alliance

• Establishment of RACI for Online MOC initiation
with Asset

• Identification of dedicated MOC Administrator
for Online system

• Able to minimize human intervention
• Reduce risk exposure to personnel
• Improve quality of data recording, analysis

and reporting

Internal

Potential Collaboration : GPD, GTD, GR&T, GHSSE

Enable improvement through efficient and
effective delivery

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

3. Facilities of Future – FA3

• Develop framework for HSSE Technical Guides
for FoF Technology (Leveraging GTA2)

• Develop Security, Risk & Emergency
Management framework for Robotic and
Subsea Technology

• Develop framework for HSE involvement in
Certification (i-Cert) process for Robotic
technology

4. Introduction of New edge technology to
improve HSE at worksite i.e Drone, CCTV

• Leverage on WTFM and FMS from GHSSE
• Drone and CCTV specification and guiding

principle to be shared to all
• Identify all the trainings required

• Create safe and environmentally
sustainable use of chemicals and products.

• Protect and add value to the well-being of
employees to increase productivity of PD&T
work force.

• Drive long term business value creation
through Sustainable Development (SD)
implementation.

Internal

Potential Collaboration : All PD&T Sectors & Departments

Realising a better and more sustainable future for all
aligning to UN Sustainable Development Goals

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

1. Continuously conducting CIDB - Upskilling HSE
Capability & Competency for Front liners

• Launching of PETRONAS Internal Induction (HSE)
• Roll out module to identified trainers
• To develop mechanism to evaluate trainer

performances e.g. surveys
• To develop training masterplan

2. Leveraging existing COMPACT HSE Training to
Project Management Team (Upstream &
Downstream)

• To review existing TOR of COMPACT HSE Training

• To review existing program modules in order to suit
2020 Compact HSE training plan

• To establish 2020 training schedule

• To conduct the training as per plan (Domestic &
International Projects)

• To develop mechanism to evaluate trainer &
training effectiveness e.g. surveys

• Create safe and environmentally
sustainable use of chemicals and products.

• Protect and add value to the well-being of
employees to increase productivity of PD&T
work force.

• Drive long term business value creation
through Sustainable Development (SD)
implementation.

Internal

Potential Collaboration : All PD&T Sectors & Departments

Realising a better and more sustainable future for all
aligning to UN Sustainable Development Goals

Execution Plan & Deliverables in 2020 Q1 Q2 Q3 Q4

3. Manage and Enhance Internal HSE
Capabilities

• To perform mapping on the HSE Capabilities
requirement according to specific job
scope/function (prioritization) i.e RPO,
Scaffolding

• Develop and communicate the capabilities
database to all Project HSE staff.

• Develop and implement training masterplan for
identified staff

4. Intensify the awareness of PD&T
Sustainability Agenda (Mindset and Behavior).

• Develop PD&T HSE SDG implementation plan
for 2020

• Execute and track SDG implementation plan.

Internal



HSE (20%) Units 2020 Limits

Min Base Stret
0.00
FAR (No. of Fatality) Index 3.61 (2) 1.80 (1) 0.02

LTIF (No. of LTI) Index 0.05 (3) 0.04 (2) 0
0
Major Fire #0 0 1:<250
+ Value (1
Major LOPC #0 0 closure, w
PMT’s span
UAUC & Safe Observation 1:300 1:250 control)
• Ratio 1:250 (1 submission over + Value (100% + Value (100%
300 man hours) closure, within closure, within NA
PMT’s span of PMT’s span of
HSE Council with Partner’s Top control) control) >16
Management
1 2

Leadership Listening Tour (LLT) NA 16
formerly known as MHSEV (2 /GPD LT
members):

1 Lead

Individual Staff KPI

Unsafe Act Unsafe Condition (UAUC) & Safe Observation - (submission per person)

Wellness@PD&T
e.g. Towards MESTI Fit for Health, Preventive Health Screening, HSE related programs. (No o

Internal

tch Min 2019 Limits Stretch Actual 2019
(0) 0.0 (0)
(1) 3.38 (2) Base 0.0 (0) 0.02 (1)
0
100% 0.08 (5) 1.69 (1) 0.05 (3) 0
within
0 0.07 (4) 0 1:137
n of
0 0 0 NEW
A
1:350 0 1:250
+ Value (100% + Value (100%
closure, within 1:300 closure, within
PMT’s span of + Value (100% PMT’s span of
closure, within
control) PMT’s span of control)

control)

6 22
of Participation)
Target (Base)
7 per year / staff
2 per year / staff

HSE (20%) Units Min 2020 Limits Stret
FAR (No. of Fatality) Index 3.61 (2) Base 0.00

1.80 (1)

LTIF (No. of LTI) Index 0.05 (3) 0.04 (2) 0.02

Major Fire # 0 0 0
Major LOPC # 0
1:300 0 0
UAUC & Safe Observation + Value (100%
closure, within 1:250 1:20
• Ratio 1:250 (1 submission over PMT’s span of + Value (100% + Value (
300 man hours) control) closure, within closure,
PMT’s span of PMT’s sp
100%
control) contr
NA
Leadership of Area-Based Demarcation + value (1 + value
(LeAD) – Operational replication of replicati
best practice / best prac
• Implementation at new capital success story) success s
and small projects (Project
duration > 6 months)

Leadership Listening Tour (LLT) Quarterly (4) PDU : Qu
formerly known as MHSEV + 2 Ons
Locati

PDD: Qua
2 Offsh
Locati

Internal

2019 Limits

tch Min Base Stretch Actual 2019
0.0 (0)
(0) 3.38 (2) 1.69 (1) 0.0 (0) 0.02 (1)
0
(1) 0.08 (5) 0.07 (4) 0.05 (3) 0

00 0 0 0 1:137

(100% 0 0 0 *100%
within
pan of 1:350 1:300 1:250
rol) + Value (100% + Value (100% + Value (100%
closure, within closure, within closure, within
PMT’s span of PMT’s span of PMT’s span of

control) control) control)

e (>1 100% + value (1 + value (>1
ion of replication of replication of
ctices / best practice / best practices /
stories) success story) success stories)

uarterly
shore
ions

arterly +
hore
ions

Individual Staff KPI
Unsafe Act Unsafe Condition (UAUC) & Safe Observation - (submission per person)
Wellness@PD&T
e.g. Towards MESTI Fit for Health, Preventive Health Screening, HSE related programs. (No of
Participation in Leadership HSE Crucial Conversation
- GPD LT, PD, PM,CSR
Participation in HSE Council with Partner’s Top Management

Internal

Participation) Target (Base)
7 per year / staff
2 per year / staff

Once off
2/ year

HSE (20%) Units Min 2020 Limits Stre
0.00 (0) Base 0.00
FAR (No. of Fatality) Index 0.00 (0) 0.00
LTIF (No. of LTI) Index 0.00 (0)
Major Fire 0 0.00 (0) 0
Major LOPC # 0 0
# 0
0

Individual Staff KPI
Unsafe Act Unsafe Condition (UAUC) & Safe Observation - (submission per person)
Wellness@PD&T
e.g. Towards MESTI Fit for Health, Preventive Health Screening, HSE related programs. (No of Pa
Participation in HSE Competency Training

Participation in Respect & Care Program (Morning Greeting/LTI Free Board/Love Letter)

Internal

etch Min 2019 Limits Stretch Actual 2019
(0) 3.38 (2) Base 0.0 (0)
(0) 0.08 (5) 0.05 (3) 0.0 (0)
1.69 (1) 0.02 (1)
0 0 0.07 (4) 0
0 0 0 0
0 0
0

articipation) Target (Base)
2 per month/ staff
2 per year / staff

2/ year
1/month

No. KPI
Leading KPIs

1 Monthly HSE Plan Implementation Monthly a

2 MHSEV / Management Walkabout Implementation Monthly v

3 UAUC Reporting Ratio no.
4 Percentage Closure First Line
5 Incident Investigation Action Ite
6 HSE Training Matrix Compliance HSE Com
7 Evaluation of Compliance (EOC) Legal Com

Leadership of Area-Based Demarcation (LeAD) Monthly n
8 Implementation at new capital and small projects (Project Love Lette
Awarenes
duration > 6 months) Program i

9 Respect & Care Program (as per project TOR) The no. o
The no. o
10 Sustainable Development Number o
11 MestiFit Program

Lagging KPIs
1 Fatality Accident Rate (FAR)
2 Lost Time Injury Frequency (LTIF)

3 Major LOPC

4 Major Fire Number o

Internal