E2E provides the following services and capabilities:
RISK MANAGEMENT
Before any significant change is considered, such as the change-out of an existing maintenance contractor, detailed risk analysis needs to be conducted. This analysis will consider to ensure that the steps to be undertaken, the likely results and the proposed mitigation strategies and contingencies to be put in place before any changes are made.
E2E will work with a client to develop the Risk Analysis and implement the recommendations to maximise the efficiency of the transition and minimise any likelyhood of problems occurring.
The E2E philosophy of risk management is to identify, assess, manage and minimise all risks through development and implementation of a comprehensive Risk Management Plan or System supported by the commitment of Management and its Employees.
Risk Management Plans are custom designed on every project. These plans will ensure optimum safety for people (including the Public, E2E, our Client and any other associated or interfacing organisation personnel), property, and the environment, as well as protecting the business, financial and operational aspects of the service provided by E2E to the Client.
In each case, E2E has applied standard implementation methodology for risk management in accordance with AS/NZS4360:1995 "Risk Management".
Risk Management is undertaken in conjunction with the Client and key stakeholders and covers risks identified for all the activities to be undertaken, with particular emphasis on those that potentially may have an effect on achieving the goals and objectives of the Project.
This approach has provided a systematic and structured process which minimises losses and maximises opportunities by identifying, analysing, assessing, treating and monitoring risks.
Where possible, unnecessary risks have been avoided, and those that were not, were managed through comprehensive plans developed to protect the interests of the client and the stakeholders.
E2E's Risk Management Plans are developed to minimise risk, both internally and for the client. Risks are typically identified under one of three exposure classes:
Business Risk. Those risks identified as having the potential to threaten the assets and earnings of either the Client or the service provider or services provided to the customer.
Financial Risk. Those risks that impact on the financial dealings of either the Client or the Service provider (eg. Debt management, liquidity risk etc).
Operational Risk. Those associated with the actual operation of the service provider and its activities including Safety, Technical, Organisational and Environmental Risk exposures
Risk Management Tools
Subsequent risk eradication, controls and allocations for all of the above risks are identified and built into one or many of the following management tools:
Contract Agreements;
Enterprise Agreements;
Occupational Health and Safety Policy and Procedures;
Environmental Protection Plans and Procedures;
Quality Management Plans including Works Instructions and Procedures;
Contingency Plans; Safety Management Plans;
Incident Management and Emergency Response Plans;
Management of information systems;
Training, and;
Audit of financial, technical and administrative activities.
TRANSITION
Once the Risk Management plan is finalised, the results will be circulated to all stakeholders and an experienced Transition Team will be established to manage the transition process in the quickest possible time, with the main focus on ensuring that the existing maintenance personnel continue at site as far as possible, and no interruptions to plant operations or maintenance coverage are experienced.
The Transition Team structure is required, separating ongoing day-to-day operations from the transition activities development, to ensure that operational requirements are acted upon immediately and without dependence on establishment of the new procedures, systems and training, etc.
INDUSTRIAL / EMPLOYEE RELATIONS
On all projects, it is important that the potential for delay or lost time be clearly recognised and appropriate policies be established and maintained to minimise disputes and maximise productivity.
The effective management of IR/ER is paramount. The essence of E2E's policy is in strategically planning and actively managing the IR/ER agenda.
Co-operation of the workforce is achieved by offering training and skills enhancement opportunities to employees and also through reinforcing and acknowledging the role and worth of both management and labour in achieving a safe, productive site.
During the implementation phase of our maintenance contracts we implement a consultative process with the work force. This process provides the framework for trust and openness around which long term relationships build.
The main features of our Agreements/Awards, which include all elements of Workplace Reform, are as follows:
World Best Practice performance and programs
Safety
Client protection
Communication
Compliance with award and agreements
Continuous operations
Cross skilling and multi skilling
Defined career paths
Employee induction
High degrees of flexibility
Job redesign
Quality concepts
Skill based classification structures
Training and skills enhancement programs
Industrial Agreements enable the parties to work together to identify appropriate performance measures and indicators for the Project -such measures may include, but not be limited to:
Achievement of world class levels of quality by fully participating in the implementation of the Quality Management System
Creation of a continuous improvement culture through highly flexible operating systems based on a multi-skilled team structure, flat management organisation and evolved responsibilities
Appropriate Management Information System (MIS) strategies to ensure that all appropriate information is efficiently captured and fed back into the Continuous Improvement Process
Extensive reviewing of jobs and career paths to ensure that they provide maximum scope for enhancing employee capabilities through education and training.
Especially in advanced technical areas, communications, planning and decision-making
Continual enhancement of employee's skills and capacities through skills assessment programs and the introduction of training plans, especially in areas of priority
Creation of a customer focused work ethic, which is capable of meeting customer requirements on quality, quantity, timeliness and price.
To support our Line Managers in this very important task we utilise a number of experienced IR practitioners to provide advice and guidance. It has been found that when the labour force has confidence in the due process it will generally participate and follow the steps involved.
To maintain this record a clear, concise and logical procedure that places maximum emphasis on the internal resolution of disputes must be implemented. E2E commits to a non-union agreement for the site.
E2E PERSONNEL
E2E will provide a level of coverage of trades personnel to provide resources to execute the nominated serivces. For all new employees, all recruitment and selection shall be conducted in accordance with our personnel procedures. The key steps of this procedure are as follows:
(a) Application for Employment
E2E requires all personnel to supply a written Application for Employment which provides us with the first level of verifiable information.
(b) Reference Checking
E2E reference check all applicants for work per company's recruitment procedure
(c) Interviews
Interviews are conducted face-to-face with all applicants for employment on the contract. During the interview the applicant is informed of the requirement to undertake a pre-employment medical and to obtain a suitable result. This does not constitute an offer of employment. The interviewer explains the key elements of the contract agreement including hours of work, classification, remuneration, PPE, clothing requirements and the main features of the EH&S Plan and Employee Relations Management Plan.
(d) Pre-employment Medical
E2E ensures that persons proposed for work on a contract undertake a medical examination including Drug & Alcohol Testing by a nominated Medical Practitioner to ensure there are no Duty of Care issues with regards to the type of work they will be undertaking and the environment in which they are required to work, as well as creating a basis for ongoing assessments.
(e) Letter of Offer
E2E shall ensure all of its employees and Sub Contractors employees receive a written Letter of Offer detailing the terms and conditions of employment prior to an individual commencing work on the contract. The proposed employee shall sign, date and return the "Acknowledgment" form attached to E2E's Letter of Offer prior to commencing work on the contract.
All personnel shall complete the nesisary inductions upon their arrival at a works site for the commencement of work on the contract. In addition, E2E shall conduct its own general, area and site inductions to ensure employees are provided with the appropriate knowledge to work in the various sections of the plant and facilities. As part of these inductions (payroll details, grievance procedure, safety requirements, time keeping and other site arrangements) employees shall be briefed to ensure that they are aware of their responsibilities whilst on site. In selecting people, E2E shall have regard to best practice employment procedures and ensure that only competent and qualified people are engaged for the performance of work.
BUSINESS SUPPORT SERVICES
E2E offers integrated technical, operations and maintenance expertise and resources, allowing our clients to concentrate on core business areas while reducing expenses through overhead reduction.
Engineering
Through strategic business alliances with IPS and other related businesses, E2E can offer front end and detailed engineering, project management, risk assessment, procurement, fabrication, installation, commissioning, operating and maintenance capabilities, E2E can deliver the smallest and the largest of projects, and can also support both small and large operations. Using E2E means "start to finish" or "End to End"
Integrity
E2E's commitment within each contract is straightforward and all-embracing. We maximise and add value to the business for mutual benefit, whilst working in a safe and responsible manner and with rewards being shared in line with the business risks taken and investments made.
E2E has a long-term outlook, which drives us to act in a way that supports our client's business and creates a win-win result. E2E approaches business relationships in an open way, building an understanding of our clients services and benefits.
Operations
The breadth of our experience and the skills of our senior personnel provide us with a unique blend of technical, project and business professional capability as well as the opportunity to bring on sub-contract support covering specific skills where this is advantageous to our client. We understand operations, maintenance and shutdown requirements for industrial plants.
Quality Assurance
E2E systems are both simple and modern using state of the art computerised information systems to ensure all parties have the latest, controlled information and procedures.
Resources
One of the most significant benefits offered by E2E is its capability to handle peak loads. With extensive relationships with support companies across the full spectrum of services, E2E can eliminate the need for a client to hire and retain specialist staff. In an Alliance arrangement, the savings for the client are considerable.
SAFETY
Development of Safety Management System
Safety management activities include the following elements:
Preparation of project safety management plan
Conduct of job safety analyses
Review of safe work procedures
Area reviews and risk assessments
Supervisor training
Fundamental to the E2E safety management systems and procedures is the conduct of Job Safety Analyses and Safe Work Procedures for all works, allowing for the early identification of potential hazards and the implementation of appropriate controls.
To facilitate this process, early access to the existing safe work procedures which clearly detail all activities is required. Job lists should then be reviewed on site with the relevant Supervisors to gain familiarity with major equipment items and work areas.
Commencing with initial site inductions, and developed through interaction with key client safety personnel (OH&S Manager, Safety Officers, Fire & Medical Personnel, Security Personnel, Plant Operations Personnel), a clear understanding of site safety requirements and procedures needs to be developed.
In particular, the following requirements must be identified, and where applicable, copies of appropriate documents obtained:
Site induction content
Site specific training requirements ( i.e.: breathing apparatus / confined spaces / acids / caustics )
Client / site accident and incident reporting requirements
Availability of on-site medical facilities
Emergency procedures and muster points
Client / site specific safety procedures
Site security / access procedures
Plant & Equipment
Uniform national requirements governing plant and equipment call for documented hazard identification and risk assessments. With the exclusion of process plant and equipment, a full list of all other items of plant and equipment to be utilised during the contract is required, to enable cross checking (and where necessary conducting) of hazard identifications and risk assessments.
Particular attention must be paid to infrequently used or non standard equipment common to many industrial sites such as in-house bundle pullers, winches, and equipment specific load-shifting equipment.
Subcontractors
At the earliest opportunity, a full list of all subcontractors to be engaged on the project needs to be obtained.
In addition to obtaining information on their intended plant & equipment usage (as indicated previously) it will be necessary to involve subcontractors in relevant areas of task planning (i.e. conducting their own Job Safety Analyses), as well as providing them with direction on safety requirements and induction / training processes.
Safety Management Plan
E2E has developed a Quality Systems approach to safety management to minimise duplication of procedures and ensure effective control and distribution of documentation. In conjunction with the projects Quality Coordinator, safety personnel ensure that all procedures are reviewed against client / site safety requirements and where necessary, referenced against these.
Organisational charts and position descriptions are likewise reviewed to ensure that appropriate levels of authority and responsibility are documented, and that safety related duties are ascribed for all positions.
Requirements for incident reporting, statistical analysis, risk assessments and audits are further inclusions in any safety management plan.
Conduct of Job Safety Analyses
A primary requirement of E2E is that for all tasks, there is a documented safe system of work, identified by a process of Job Safety Analysis. Based upon the normal maintenance scope of work, all jobs are subject to the JSA process in an on-site exercise involving:
Area Superintendent or Supervisor
Process unit operator
Client safety personnel
E2E safety coordinator
Additional input is also obtained via either operations or the site industrial hygienist in a review of all chemical hazards associated with each item of equipment listed on the work scope.
All information is then entered into a standard database, and completed JSA's are then returned to the relevant persons for review and approval.
Review of Safe Work Procedures
All standard safe work procedures are reviewed against client / site requirements and where necessary, modified to suit.
Controlled copies of all safe works procedures are provided to all supervisors, and copies attached to works documentation. During any works, safe work procedures form the basis of job start meetings and form part of the criteria against which performance is assessed during safety audits.
Area Reviews & Risk Assessments
In an innovative approach to safety management, E2E develops 'Unit Specific Guidelines' based upon overall risk assessments of specific areas / activities.
In a process involving unit operations personnel, client safety personnel, and members of the maintenance team, the overall impact of shutdown works within an area is assessed against critical items such as the proximity to live units, congestion and traffic management, high risk chemical hazards ( e.g. acids ), work intensity and environmental impacts.
Where indicated by this risk assessment process, specific guidelines covering the conduct of work within that unit during the shutdown are drawn up and form the basis of a unit specific induction which details to all persons intending to work in that unit any additional rules or precautions necessary to ensure their safety.
Such guidelines may include direction on traffic management, mandatory PPE requirements within the unit, restricted areas, unit specific alarms and evacuations, permit issuing procedures or specific chemical hazards.
Supervisor Training
Practical matters such as contact persons, incident reporting procedures, first aid facilities, emergency evacuation muster points and headcount procedures, daily audit schedules, toolbox talks and disciplinary requirements are detailed in the safety section of the overall site manual issued to all supervisors.
Training sessions specifically focusing on these areas, and supervisors' responsibilities are conducted for all supervisory personnel.
Implementation
Daily safety routines are established during the planning and development phases and include as standard:
Toolbox talks for all employees based on previous 12-24 hours
Job start meetings with individual work crews -review of tasks / JSA's
Daily area inspections with operations / safety / management / employees
Further 'promotional' events may be developed in consultation with management and typically include incentive schemes, guest speakers, BBQ or other events designed to provide an opportunity to refresh the emphasis on safety.
Statistical Analysis
All data relating to accidents, incidents and near misses is collated and analysed and the following statistics reported:
Overall Injury Frequency Rates (LTIFR / SIFR / TIFR) <
Frequency Rates by Area
Injury Analysis by Work Area / Bodily Location / Nature of Injury / Trade Group / Shift
Daily Injury Frequency Rate & Cumulative Frequency Trends throughout any shutdown period
All statistical data and reports are archived, and the information used to gain a better understanding of trends common to major petrochemical plant and assist in the planning of safety activities on future projects.
COMMERCIAL BUSINESS MODEL
E2E generally proposes to clients to implement a simple financial model that allows the parties to start the new contract with confidence, with transparency and with incentive for both parties to strive for success in the relationship and for the maintenance of the plant.
Our proposal is an 'open book' model with all costs paid as they are committed with an additional amount added for corporate overheads and profit added. This is generally applied as an agreed percentage in each case.
As the relationship develops and detailed data is captured to enable measurement of the services, the financial model can progress to a more sophisticated KPI or Risk/Reward system to suit both parties.
