Health, Safety and Environment

Management System

Approval Review Edited

Manager

Name Kadhem Ibrahim Haedar Jumaa Tarek Foaad Fattoum

01/01/2014
Introduction

Health, Safety and Environmental (HSE) Management is an integral and essential part of the way
we do our business and is considered an equal part of the wider system for the management of
our business.

Through effective management, MARABA AL IRAQ AL KHADRAA aims to be the preferred

The purpose of this document is to describe:

• The structure for the management of Health, Safety and Environmental (HSE) within the
MARABA AL IRAQ AL KHADRAA divisions.

• The expectations for each element of the HSE Management System.

It is the responsibility of each division to determine how these expectations and requirements are
to be achieved.

HSE Management System

The MARABA AL IRAQ AL KHADRAA HSE Management System defines the elements by which
we will conduct our operations worldwide in order to protect our people, the public, our property
and the environment in which they work and live.

The HSE Management System model is comprised of seven interrelated elements with underlying
expectations:

1. Commitment and Leadership

2. Policies and Objectives

3. Organization, Resources and Documentation

4. Risk Evaluation and Management

5. Planning
6. Implementation, Recording and Monitoring

7. Audit and Review

Commitment

MARABA AL IRAQ AL KHADRAA management shall ensure that responsibilities for health, safety,
and environmental issues are properly assigned, accepted, understood, and that the concept of
line management responsibilities are clear on and around all MARABA operations. .

MARABA will remain committed to continuously improving and developing all areas of the
operations, to remove or, at the very least, prevent all forms of risk resulting in an incident and
where loss will be suffered.

MARABA line management will ensure that all policy statements are applied to all areas of
operations, and where our business is at risk.

All line managers, as part of their commitment to the HSE-MS success will:

1. Demonstrate belief in policy statements.

3. Assist with training, and personnel development where required.

4. Support an ever developing HSE culture.

Leadership

Leadership success will be established through line management adopting a “do as I do” strategy,
and line managers will understand that good leadership will not come through a position, but
through good attitude, and belief in the company HSE structure.

Through a comprehensive understanding of the HSE function, visible, and tangible results will be
evident. Confidence in leadership ability will be achieved through active participation in the
communication process starting with crew supervisors via scheduled and impromptu field visits,
through to crew line management.
During such visits operations supervisors will assist and contribute to daily toolbox meetings,
weekly head of department, or operations meetings, openly discuss HSE issues with all members
of staff at every given opportunity, and encourage feedback.

Organization, Resources and Documentation

Define, document and communicate the roles, responsibilities and accountabilities to enable every
individual to fulfill their role in improving HSE performance.

Expectations

• Define the interrelationships between individuals, operating groups, support functions,

• Appoint and support a management team representative to act as the focal point for HSE
matters.

• Ensure that each group and individual receives sufficient information and training to fulfill their
role with respect to HSE.

• Allocate sufficient resources to support policies and work towards achieving objectives set for
HSE issues.

• Ensure a system that provides and maintains effective procedures, resource material and
records on HSE subjects.

Risk Evaluation and Management

Continually evaluate the HSE risks to the workforce, customers and the environment. Continually
evaluate processes and activities for specific hazards – assess potentials, record and control the
subsequent risk to a tolerable level.

Expectations

• Establish a methodology that identifies both acute and chronic hazards and their associated
impacts. Address routine and non-routine tasks, emergencies and outside influences.
• Conduct hazard assessments during the design, development, operating and decommissioning
stages of equipment, processes and facilities.

• Control hazards and reduce risk to a tolerable level through mitigating and recovery measures.

• Apply risk management tools to all proposed activities including acquisitions, bids and new
business development.

Planning

HSE considerations shall be integral to all aspects of business planning or changes in the design,
development, purchasing and delivery of our products and services.

Expectations

• Identify and evaluate the consequences to health, safety and the environment when making
changes to organizational structure, personnel, equipment, processes or procedures.

• Assign responsibility for the achievement of HSE objectives in plans at all levels of the
organization.

• Determine the resources required to achieve the plan.

• Identify the means by which the plan is to be achieved.

• Set a time scale and develop milestones for implementation.

• Develop contingency plans for emergencies and in cases when plans or objectives cannot be
completely achieved.

• Regularly review and follow up on progress towards achieving the HSE plans and objectives.

Implementation, Recording and Monitoring

Do what you said you would do. Determine and record whether those actions are effective.
Activities shall be conducted in accordance with defined standards, and continuous improvement
shall be promoted and monitored through active employee participation.
Expectations

• Assign necessary resources and authority to groups or individuals to implement plans,

• Hold personnel accountable for completing tasks according to plans and HSE performance
standards.

• Develop and use systematic monitoring systems for both proactive and reactive performance
measures to measure and support HSE objectives.

• Determine non-compliance and the opportunity for practicable improvement against performance
measures.

• Determine what records are needed to meet HSE policies, objectives, company standards, local
laws or regulations and customer requirements.

• Create records that are clear, easily understood and unambiguous in the language applicable to
MARABA AL IRAQ AL KHADRAA. Store records for a time interval consistent with good practice
and local regulations.

• Collect and record information on incidents which actually, or have the potential to, affect health,
safety and the environment.

• Evaluate incident information to determine the need for corrective action to prevent recurrence.
Distribute lessons learned.

Audit and Review

(Assessment and Continuous Improvement)

Prove you did what you said you would do. Is the Management System achieving results and
fulfilling policy intent? Audits and reviews shall be conducted to verify the implementation and
effectiveness of the HSE Management System and its conformation to this specification.
Expectations

• Set frequency and level for audits for each division or operation.

• Document and distribute the audit report for corrective action and future reference. Review with
all affected employees.

• Monitor progress towards achieving and completing corrective actions at scheduled time
intervals.

• Schedule periodic management system reviews to include, but not be limited to:

- Audit finding summaries

- Analysis of incidents, regulatory citations and non-compliance to divisional standards

- Current and future requirements of customers and regulators

- Feedback from customers and regulators

- Feedback from employees

- Analysis of risk management processes

- Appropriateness of current systems to meet business needs

• Create review team with the authority to change the system and update the system
requirements.