JGC Construction HSE Management

Objectives for 2013

(Overseas Projects)

I  General

In 2012, extensive progress was made toward “The HSE Vision for 2015” on all JGC projects, particularly on overseas projects since the HSE committee chairman made the decision to encourage the introduction of the IIF (Incident and Injury Free) culture.  In July 2012, JGC held an IIF forum just prior to the annual HSE conference, in which project representatives from major overseas projects and some domestic projects provided extraordinarily energetic presentations on the IIF Program.

I believe we are on the right track to achieve the JGC HSE Vision for 2015

To be the Top in HSE

In 2012, the IGD Project displayed an excellent model of a successful IIF program. The Project also achieved an outstanding safety performance of 80 million MH without even one case of Lost Time Injury under JV accounting. Generally, JGC has had a good HSE record and succeeded in bettering our target figures of LTIR and TRIR for the year.

In 2013, however, we have more complicated and challenging projects coming up. For example, Algerian projects present a unique culture to deal with. We also have the Ichthys Project in Australia, which has a different culture yet again. The Vietnam multiple joint venture project will present us with the challenges involved in different nationalities having to work together towards the same aim. In order to handle such challenges, there is a strong need to address proper project planning and its relevant risk management to foresee and analyze potential difficulties in advance. Not only for construction but also for HSE activities proper planning is crucial to project success.  While it is also important to have a technically high level of HSE Management Systems, it is equally vital that our approach makes the whole concept adaptive to the characteristic spirit and mind of each specific workforce to create an effective IIF culture.

 II Safety slogan

 “Work safely – Go home happily”

 III Principal Targets

1.  Zero Fatal Incidents

2.  Total Recordable Incident Rate (TRIR): 0.15 or less

3.  Lost Time Incident Rate (LTIR): 0.03 or less

4.  Promotion of Zero Emissions Initiative

• High Reuse/Recycle rate of industrial waste material (project-specific targets)
• Zero Environmental Claims
• Maximize the reduction of CO2 Emissions (project-specific targets)

Note: 

1. Safety performance is monitored mainly with the TRIR index while LTIR is a key index for monitoring the frequency of serious injury cases.

2. TRIR and LTIR are based on OSHA Standards

IV  Objectives

1. Management HSE Leadership

The guiding principles in this area are for,

• Project Management to play the key role in leading HSE activities and to be directly involved in HSE Management.
• Project Management to lead the project team displaying “Visible leadership”, “Leading by Example” and “Walking the Talk”
• Project Management to give impetus to the “One team - One goal” policy.

2. Build up HSE Culture and Communication

The key points to achieve this are for,

• Project Management to promote IIF (Incident and Injury Free), a key system in the development of a caring culture.
• Corporate management to establish a Corporate IIF leader team to support the IIF activities of all projects, and monitor each project program and the effectiveness of IIF activities and provide advice for further improvement (IIF Health Check).
• The JSO (JGC Safety Observation) Card system to be utilized in all projects as a JGC BBS (Behavior Based Safety) system in field operations; Project Management to encourage supervisors to positively use it, for HSE culture development and as a leading indicator of the level of involvement on the part of all personnel,
• Project Management to enhance communication and build relationships among all parties (i.e., among JGC, Client and subcontractors and at the same time among management, supervisors, and workers) in line with the IIF philosophy.
• Project Management to extend the IIF philosophy to traffic safety management for both the system (technical challenge) and the culture (adaptive challenge).
• Project Management to utilize the JGC HSE website to publicize and promote its own Project HSE and share HSE information among all JGC employees.

3. Reinforcing HSE Training

The steps to be followed include,

• Standard HSE training material for overseas projects to be developed and communicated to all sites to ensure that the quality of training is consistent.
• HSE intensive and leadership training to be conducted for project management and supervisory staff.
• Basic HSE training held in Yokohama will be reviewed and upgraded focusing on the overseas work.
• In view of the unique culture and social system in Algeria, a special training program to be developed and conducted to promote a viable HSE culture,
• An E-learning system including the contents of the HSE program to be established as part of the basic education for project staff.

4. Promotion of HSE System upgrade and Risk Assessment (RA)

The necessary elements include,

• Standardized JGC HSE plans and procedures to be developed and communicated to all projects, 
• Project HSE budget system to be reviewed and clear categorization to be established, by which the FWBS system will be applied for HSE items. 
• Project Management to ensure a Health Risk Assessment is conducted prior to project commencement and the provision of adequate health and welfare measures for the project.
• Project Management to promote Last Minute Risk Assessment (LMRA, such as Step Back 5x5, Take 5) as part of its Risk Assessment program.
• Project Management to ensure the establishment of an emergency preparedness program including project specific MEDEVAC procedures.
• Project Management to ensure that all personnel strictly comply with:

◇  3 Primary Golden Rules

◇  7 Golden Rules for Safe Driving

◇  7 Golden Rules for Life Saving

5. Promotion of HSE Audits

The principal features are,

• HSE planning with provision of minimum documents and early site work including site preparation/temporary facilities to be subject to mandatory HSE Readiness Audits.
• Regular corporate HSE audits to be conducted as part of the corporate HSE management system in which the Plan-Do-Check-Act cycle shall be assured; Project HSE leadership, SIMOPS and Traffic Safety Management to be incorporated as parts of the Corporate HSE audit,
• Site visits by senior management staff from the Project Division and Construction Division to be regularized for Project HSE review with respect to management leadership in HSE.

6. Environmental Management System

Successful application requires,

• Project Management to ensure that an Environment Management Plan (EMP) is developed as per ISO 14001 (JGC Environmental Manual) and used to create a readiness check list for environmental issues, prior to the start of the site work.
• Project Management to promote the “Zero Emissions Initiative” as a core Project Environmental value and incorporate this into the Environmental Management Plan.
• Project Management to conduct Environmental training for all project personnel to ensure their understanding of the requirements and of their roles and responsibilities.

January 1, 2013