Public

Manual

Technical Delivery Office, Health & Safety

Manual

Prepared for: Technical Delivery Office

Document Reference number: Q22M-APW-CMN-PMC-MAN-0646

Prepared by: Noel A Brennan

Supreme Committee for Delivery & Legacy

Programme Management Consultant
PO BOX 62022, Al Bidda Tower, 34th Floor
Corniche Street, Dafna Area, Doha, Qatar

Please note:
UNCONTROLLED VERSION WHEN PRINTED OR SAVED LOCALLY
Refer to the Controlled Document in ePPM Portal for the latest version. Any suggestions/feedback on this document are to be
emailed to dc@sc.qa
Approval sheet

Document owner Noel A Brennan Senior HSE Manager

Signature: I Date: 19/08/2015

Does this new or newly revised document:

1. Affect the programme's or project's scope, schedule, cost or technical basis?

AND/OR

2. Create a modification, addition or deletion to, in or from the services (the obligations
of the parties under the Services Agreement), as detailed in the Agreements between
the TDO and Contractors and Consultants?

NO YES

181 D If 'YES' please follow the change control procedure Q22M-APW-CMN-PMC-PRC-0380

before this document is routed for signatures.

Revision history

Revision Date Additions/modifications

0 25 March 2013

1 07 July 2013 Revise Q22 NOC list

Updated contents list and numbering
Acronyms and Abbreviations two removed
Page 8 words removed (duplicated in responsibilities)
2.1 insert text referencing Q22 org chart
2.8 Removed
Figure 3.1 additional text
3.11.1 Remove reference to training paragraph
3.22 Revised text - remove reference to NCR procedure
Figure 4.1 changed to reflect connection to Q22 HSSE team

2 27 Aug 2014

3 19 Aug 2015 Full revision reflecting TDO/PMC reorganisation

We have reviewed this document and completed the Document Review Checklist accordingly.

Title Signature Date

Prepared by Noel Brennan Senior HS Manager ~ c ~ J )

1'lf8/!
I I

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 I have prepared this document
having identified TOO
requirements.

Reviewed by Nigel Valvona

I have checked this document for
HS Lead
its layout and format, and to meet
TOO requirements.

Checked by Assurance Director

I have checked this document for
its layout and format, and to meet
TOO requirements.

Approved by Eng. Ghanim Ali Al-Kuwari

Competition Venues
I have approved this document for
Executive Director
implementation.

Acronyms and abbreviations

CAPA Corrective and Preventive Action

CDM -E The Engineer role as defined in QCS 2014 Section 11.1.8.20

csc Construction Supervision Consultant

DC Design Consultant

HS Health & Safety

HSE Health, Safety & Environmental

PMI Performance monitoring Indicators

llF Incident & Injury Free Programme

PCI Pre-construction Information

PM/PM CM Project and Construction management companies appointed for the precincts

QCS Qatar Construction Specification 2014 onwards

RAM's Risk Assessment & Method Statements

SC Supreme Committee for Delivery & Legacy

SCAR Site Conditions & Assessment Report

SHELT Safety, Health, Environmental Leadership Team

TOO Technical Delivery Office

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Terms and definitions

Principle Contractor TDO term for the Main works contractor, taking on the responsibilities for overall
management & coordination functions on a project or precinct.

Principles of prevention Definition of the risk management principle identified in QCS 2014 - 1.1.8.6

Senior Management Managers & Directors at the highest level of the TDO & supply chain, who have
the day-to-day responsibilities of managing a company or corporation.

Supply chain Collective term for Project Management all parties and below.

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Contents

Approval sheet ............................................................................................................................. 2

Acronyms and abbreviations ........................................................................................................ 3
Terms and definitions................................................................................................................... 4
1 Purpose ................................................................................................................................. 7
2 Introduction and scope ......................................................................................................... 7
2.1 TDO Health & Safety ‘Work Safe, Deliver Amazing’....................................................... 7
3 Roles and responsibilities ...................................................................................................... 8
3.1.1 Responsibilities of All Staff ............................................................................................................... 10
3.1.2 Senior TDO Leadership ..................................................................................................................... 10
3.1.3 Responsibilities of TDO Directors and Management Staff ............................................................... 10
3.1.4 Responsibilities of the TDO HSE Lead and Senior HSE Manager ...................................................... 10
3.1.5 Responsibilities of TDO HS precinct based staff ............................................................................... 11
3.1.6 Responsibilities of Directors & Managers in the Supply Chain ......................................................... 11
3.1.7 Responsibilities of HS Staff in the Supply Chain ............................................................................... 12
3.1.8 Responsibilities of Supervision in the Supply Chain ......................................................................... 12
3.1.9 Responsibilities of Site Operatives & Work Force ............................................................................ 13
3.2 Corporate Duty Holders ................................................................................................................................ 13
3.2.1 Clients Duties under QCS .................................................................................................................. 14
3.2.2 CDM-E ............................................................................................................................................... 14
3.2.3 Design Consultant & Lead Designer ................................................................................................. 14
3.2.4 Principle Contractor, Contractors, Subcontractors & Supply Chain ................................................. 15
3.3 Construction Supervision Consultant (CSC) .................................................................................................. 15

4 Execution ............................................................................................................................ 16
4.1 Health & Safety Manual ................................................................................................................................ 16
4.2 Health & Safety Plans .................................................................................................................................... 16
4.2.1 Project Manager, Project Manager/Construction Manager............................................................. 16
4.2.2 CDM-E ............................................................................................................................................... 16
4.2.3 Design Consultant............................................................................................................................. 16
4.2.4 Principle Contractor.......................................................................................................................... 17
4.2.5 Construction Supervisory Consultant (CSC)...................................................................................... 17
4.3 Construction Safety Standards ...................................................................................................................... 17
4.4 Health & Safety Commitment Statement ..................................................................................................... 18
4.5 Health, Safety & Environment Committee, SHELT & Forums ....................................................................... 18
4.5.1 Safety, Health & Environmental Leadership Teams (SHELT) ............................................................ 18
4.5.2 Health & Safety Forums .................................................................................................................... 19
4.6 Health & Safety Risk Management ............................................................................................................... 19
4.6.1 General Requirements & Evaluations............................................................................................... 19
4.7 Senior Management Health & Safety Tours ................................................................................................. 19
4.7.1 Records and Frequency of Tours ...................................................................................................... 19

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4.8 Assurance Team HS Inspections.................................................................................................................... 19

4.9 Training, awareness and competence .......................................................................................................... 20
4.9.1 Competence ..................................................................................................................................... 20
4.9.2 Registration of Safety Professionals ................................................................................................. 20
4.10 On-line information....................................................................................................................................... 20
4.11 Performance Monitoring Indicators ............................................................................................................. 20
4.11.1 Quarterly reporting of performance ................................................................................................ 21
4.11.2 Lagging PMI’s .................................................................................................................................... 21
4.11.3 Leading PMI’s ................................................................................................................................... 21
4.12 Rewards & Recognition ................................................................................................................................. 21
4.13 Health & Safety Communications ................................................................................................................. 22
4.13.1 Health & Safety Notifications ........................................................................................................... 22
4.14 Safety Behaviour Programme ....................................................................................................................... 22
4.15 Accident/Incident Reporting (AIR) ................................................................................................................ 23
4.16 Statistical Reporting ...................................................................................................................................... 23
4.17 Health & Safety Audit Process ...................................................................................................................... 23
4.17.1 Corrective And Preventive Action .................................................................................................... 23
4.18 Crisis Management and Business Continuity ................................................................................................ 23
4.19 Learning Reviews .......................................................................................................................................... 23

Table
Table 4-1: Rewards .................................................................................................................................................. 21

Figure
Figure 3-1: Indicative Organisation Structure ............................................................................................................ 9
Figure 4-1 Health & Safety Committee & SHELT Structure...................................................................................... 18

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1 Purpose
The purpose of this manual is to provide a clear, concise description of the scope, objectives, and execution
strategies required to be in place for the delivery of the construction programme. This manual and supporting
documents form the Technical Delivery Office’s Health & Safety Management System for the programme.
The objectives for this manual are to:

• Create a framework for the delivery of the ’Work Safe, Deliver Amazing’ aims and objectives;
• Process’s to deliver high levels of HS performance;
• Define the scope, roles,responsibilities, processes and procedures for the HS function accross
programme;
• Describe the integration of HS within the overall program and functional areas.
The TDO Assurance Team will review this manual on identification of potential change or no greater than
annually, ensuring it remains in line with the different phases of the programme.

2 Introduction and scope

Health & Safety provides a focus and the tools help deliver a safe and healthy working environment. The TDO
Assurance Team, with the support of all parties, will provide assurance that design, construction, operations and
deconstruction into legacy, delivered by TDO, will meet the 2022 FIFA World Cup Qatar™ requirements, and
comply with local codes and standards, as they relate to HS legislative requirements.
This manual has been develop in response to the TDO’s mission and vision. The manual creates the frame work,
roles and responsibilities, guidance and identifies the processes for the delivery of the TDO ‘Work Safe, Deliver
Amazing’ aims and objectives. It applies to the supply chain as well as vendors and visitors where applicable.

2.1 TDO Health & Safety ‘Work Safe, Deliver Amazing’

The TDO has identified and developed a number of key themes and deliverables, which collectively with the
support of the supply chain will:

• Reduce and prevent accidents, incidents and illness’s accross the program by:
o Targeting the main causes of accidents, incidents & ill health, should accidents or
incidents occour, investigate to identify root causes and impliment lessens learnt
accross the program;
o Developing specific minimum HS standards for implimentation by contractors.
o Ensuring compliance by audit and inspection;
• Provide a visible commitment to health and safety from senior management by implimenting
the following:
o Safety as an agenda item, with Safety moments where there are 5 or more attendees;
o Leadership HS tours;
o HS committment statements signed by all leadership.

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• Comply as a minimum, with the HS requirements of the TDO programme HS Manual, process’s,
templates/guides as well as the Qatar Construction Specification (QCS) 2014,:
o TDO delivering the Client Duties under QCS 11.1.1.8.9;
o Designers delivering the Designers Duties under QCS 11.1.1.8.32;
o TDO & PM delivering the Construction Design & Management Engineer (CDM-E) Duties
under QCS 11.1.1.8.27;
o Contractors and Subcontractors delivering the Duties under QCS 11.1.1.8.33.
• Setting benchmarks for HS performance for the program all stages by:
o Identifing performance monitoring data and develop the process for capture;
o Monitoring proactive and reactive HS performance data;
o Benchmarking HS performance against applicable international programs, set and
monitoring improvement targets.
• Reducing design, construction and operational risks by implimenting the following:
o TDO & Supply Chain will develop specific HS managment plans for the detailed delivery
of their functions;
o CDM-E to run Pre-design HS workshops with Designers;
o Applying the ’principles of prevention’ in all phases of the programme life cycle;
o Carrying out detailed design risk management process and providing detailed residual
risk registers;
o Suitable Risk Assessment and Method statements (RAMs) to be be developed for all
construction operations, including briefings and toolbox talks in support;
o Zero tolerance for the infrindgement of HS standards on the programme.
• Contractors will proactively manage HS on site by:
o Deliver the ’Work Safe, Deliver Amazing’ programme;
o Active management of HS;
o Impliment continous improvement strategys for the project.

3 Roles and responsibilities

The TDO have prime HS responsibility as client and this is discharged this in a structured way through the supply
chain.
Led by the TDO Chairman & Senior Leadership, the HS function is directed through the Assurance Director and
administered by the HS Team. The TDO HS Assurance team, will provide support and oversight at the program
level, as well as support and oversight to supply chain and employees on each project.
Figure 3.1 overleaf is an indicative organisation Chart for the HS functions in the TDO and across the program.
The supply chain will have identified organisation charts within their own health and safety management plans
and supporting procedures.

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Chairman
3.1.1, 3.1.2

Assurance Director
3.1.1, 3.1.3

Senior Leadership
3.1.1, 3.1.2
HS Assurance
3.1.1,3.1.4,3.1.5
3.2.1, 3.2.2
Department Directors Department Directors Department Directors
& Management & Management & Management
3.1.1, 3.1.3 3.1.1, 3.1.3 3.1.1, 3.1.3

Project Director
3.1.1, 3.1.3

TDO Project Manger 3.1.1,

3.1.3

Project PM
3.1.1, 3.1.6, 3.1.7
PM/CM
3.1.1+3.1.6, 3.1.7
3.2.2

Principle/Lead Principle/Lead
DC CSC DC
contractor contractor
3.1.1+3.1.6, 3.1.7 3.1.1, 3.1.6, 3.1.7 3.1.1+3.1.6, 3.1.7
3.1.1, 3.1.6, 3.1.7 3.1.1, 3.1.6, 3.1.7
3.2.3 3.3 3.2.3
3.2.4 3.2.4

Sub Contractors Sub Contractors

Staff/Supervisors Staff/Supervisors
3.1.1, 3.1.6, 3.1.7 3.1.1, 3.1.6, 3.1.7
3.1.1, 3.1.8 3.1.1, 3.1.8
3.1.8, 3.24 3.1.8, 3.2.4

Site Operatives & Site Operatives & Site Operatives & Site Operatives &
Workforce Workforce Workforce Workforce
3.1.9 3.1.9 3.1.9 3.1.9

Figure 3-1: Indicative Organisation Structure

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3.1.1 Responsibilities of All Staff

• Support and help deliver the ‘Work Safe, Deliver Amazing’ program;
• Take care of your health and safety and of all other persons affected by your deliberate actions
or oversights, follow , safe systems of work, instructions, signs and notices;
• If you feel your workplace is unsafe or you have a serious health and safety concern - Stop! Seek
advice and support from your supervisors or the TDO Assurance Team as required;
• Report accidents, incidents and near misses using the Intelex online system;
• Don’t start work unless you know your safe system of work;
• Know what to do in an emergency and get to know your fire warden & firstaiders;
• Co-operate with the TDO in all matters relating to health, safety and the environment;
• Provide constructive comments in all matters of safety, health and the environment;
• Be aware that abuse of alcohol and/or any drug (prescribed or otherwise) will not be tolerated;
• Wear the appropriate personal protective clothing and equipment provided.

3.1.2 Senior TDO Leadership

• Set and support HS policy.
• Provide HS leadership, drive and focus.
• Monitor and review HS performance

3.1.3 Responsibilities of TDO Directors and Management Staff

In addition to 3.1.1

• Implement the TDO HS & Process manuals, Templates & Guidance, Common Standards;
• Understand your HS responsibilities and the required outputs of your staff;
• Monitor and review the health, safety performance;
• Ensure TDO staff visiting or based on projects have recieved briefings;
• Carry out the required senior management safety tours;
• Promote the safety moment at all formal meetings (5 or more attendees);
• Suspend an operation or specific section of work where, you believe there is an imminent risk
of serious personal injury or ill health;
• Bring to the attention of relevant manager(s) any unsafe situations that may arise and ensure
that remedial action is taken;
• Ensure your staff follow the intelex online reporting procedures for accidents and incidents;
• Arrange for all staff & workforce have HS inductions, training, HS Briefings as work demands;
• Set a good example by implementing and complying with the policy and local rules and by
wearing appropriate protective clothing and equipment where necessary;
• Commend good performance verbally or in writing where circumstances allow.

3.1.4 Responsibilities of the TDO HSE Lead and Senior HSE Manager
In addition to 3.1.1

• Provide advice to management on the development and practical implementation of HS

Policies, plans and procedures as well as the requirements of the relevant statutory provisions;

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• Communicate with all levels of management and advise on actions needed to improve HS
performance;
• Support the development and format of HS committees and forums;
• Oversee the training of staff in appropriate health and safety matters;
• Provide advice on new & existing legislative matters;
• Oversee the investigation & reporting of accidents, incidents and dangerous occurrences, as per
TDO Process Manual SC-APW-PAC-TEC-MAN-00003;
• Prepare or arrange to have prepared detailed performance reports for senior management;
• Analyse accident and incident reports to identify trends and propose actions to address trends;
• Carry out audits and inspections, make reports detailing performance and actions;
• Monitor delivery of HS functions through out the supply chain;
• Promote the safety moments at all formal meetings (5 or more attendees);
• Stop an operation or specific section of work where, there is an imminent risk of personal
injury, ill-health or affecting the environment;
• Review the supply Chain HS staff against the TDO criteria;

3.1.5 Responsibilities of TDO HS precinct based staff

• Support the TDO with delivery of client duties under QCS 2014
• Be a champion for the TDO initiative ’Work Safe Deliver Amazing’.
• Carry out site Health & Safety audits and inspections as per schedule or by exception
• Support TDO management related to on site HS management.
• Support the TDO Assurance team as required, attend meetings and assist with accident
investigations.
• Support & monitor the application of all Health & Safety related policies and procedures and
assist in the review of existing and development of new ones.
• Where required assist with the identification of unsafe acts & conditions through procedure
review, equipment and facilities inspection, and worker observation with corrective action
recommendations provided.
• Arranging meetings and other communication events with TDO staff to share best practice and
lessons learnt.
• Where applicable monitor the production, review and approval of HS plans and RAM’S against
TDO requirements.

3.1.6 Responsibilities of Directors & Managers in the Supply Chain

In addition to 3.1.1

• Provide for the allocation of adequate resources to ensure the delivery of ”Work Safe Deliver
Amazing”;
• Ensure that adequate systems and procedures are in place to enable the standards set by
legislation and the TDO are attained;
• Arrange for all staff & workforce to have HS inductions, training, HS Briefings as work demands;
• Represent their area of responsibility at the appropriate HS Meetings;
• Promote the safety moment at all formal meetings (5 or more attendees);
• Conduct HS Management Tours in accordance with a prepared schedule;

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• Ensure that HS related Reports, Minutes of Meeting and other documentation is effectively
actioned, cascaded and communicated within their company;
• Ensure that contracts are adequately resourced in order to fully implement the HS
requirements of the TDO;
• Ensure that all potential sub-contractors have been assessed and that only those deemed
competent and whose tenders or quotations are deemed as being adequate to cover safe and
healthy methods of working are employed;
• Determine at the design & planning stage the:
o most appropriate safe method of working;
o welfare facilities to be provided in accordance with the SC Workers Welfare Standards;
o responsibilities of sub-contractors;
o materials to be used;
o environmental issues to be addressed;
• Ensure resources are inplace so that RAM’s are prepared in a timely manner and that they are
regularly reviewed;
• Take appropriate action where serious or continued disregard for safety, health and
environment is evident;
• Give support to the site management in the event of a serious accident and assist in any
investigation;
• Ensure your staff follow the Intelex online reporting procedure for accidents and incidents;
• Arrange for all staff & workforce are inducted in the HS procedures and systems;

3.1.7 Responsibilities of HS Staff in the Supply Chain

In addition to 3.1.1

• Advise management and employees of their responsibilities under the polices, manuals,
procedures and current legislation;
• Make regular visits to premises and sites and report performance and action plans required;
• Suspend an operation or specific section of work where, there is an imminent risk of personal
injury, ill-health or affecting the environment;
• Undertake performance monitoring within the programme to determine compliance with
relevant policies and processes;
• Advise management on areas of non-compliance and agree actions and time scales;
• Set an example by wearing appropriate protective clothing and equipment where necessary;
• Promote the safety moment at all formal meetings (5 or more attendees).

3.1.8 Responsibilities of Supervision in the Supply Chain

In addition to 3.1.1

• Organise the site so that the work is carried out to the required standard with minimum risk to
the workforce, equipment and materials;
• Ensure that the company’s policies are observed, that all registers, records, certificates,
inspections, examinations and reports etc. are in order and that competent persons are
appointed to operate plant and machinery;

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• Ensure the workforce and sub-contractors receive clear instruction on safe and healthy working
methods;
• Ensure that all machinery and plant, including power and hand tools, are maintained in good
condition and are used in the correct manner;
• Monitor the requirements of the project HS plan and ensure requirements are being fully
implemented and that the plan is kept up to date;
• Ensure that all relevant RAMs are completed and that adequate arrangements are made to
review all risk assessments and method statements provided by subcontractors;
• Co-ordinate the activities of all contractors to ensure each is aware and not adversely affected
by the activities of others;
• Co-operate with HS advisors/officers and ensure their reports are acted on promptly;
• Provide assistance to the Ministry of Labour Inspectors who may visit TDO construction sites
and precincts. Inform the TDO Assurance Team immediately of all such visits and action taken;
• Arrange for all staff & workforce are inducted in the HS procedures and systems;
• Release staff and operatives for HS training;
• Ensure that correct protective clothing and equipment is available and properly used;

3.1.9 Responsibilities of Site Operatives & Work Force

• Support and help deliver the ‘Work Safe, Deliver Amazing’ program;
• Report accidents, incidents and near misses to your supervisor or the onsite HS Team;
• Know what to do in an emergency and get to know your fire warden & firstaiders;
• If the workplace is unsafe or there is a serious health and safety concern - Stop! Get support
from a supervisor;
• Take care of your health and safety and of all other persons affected by your deliberate actions
or oversights, follow safe systems of work, instructions, signs and notices;
• Do not start work unless you have attended the daily HS briefings;
• Use only the correct working methods, correct tools and equipment if trained and instructed;
• Wear your Personal Protective Equipment;
• Help keep the site and all welfare facilities clean, tidy, safe and healthy;
• Co-operate with the TDO in all matters relating to health, safety and the environment;
• Advise a supervisor if the task is unable to be carried out safely due to any condition, illness,
medical treatment or medicines taken;
• Be aware that abuse of alcohol and/or any drugs (prescribed or otherwise) will not be tolerated.

3.2 Corporate Duty Holders

For the construction of the venues the TDO will act as client as identified in QCS 2014. In addition, for Precincts
4, 5 and Lusail, the TDO will act as Construction Design and Management - Engineer (CDM - E). The TDO will also
monitoring and assure the CDM-E’s delivery across the programme. For the Precincts at Al Wakrah & Al Rayyan
the Project Managers, KEO and Aecom will deliver the CDM-E role.
The Supply Chain and QCS duty holders are required to support and help deliver ‘Work Safe, Deliver Amazing’
aims and objectives. The following section identifies the key deliverables by the identified duty holders.
Identified duty holders will be required to develop, deliver and implement comprehensive Health and Safety
plans, processes and specific procedures as part of their function.

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3.2.1 Clients Duties under QCS

The TDO will deliver the clients duties in QCS, these include but are not limited to:

• Assess and appoint competent resource using Process in SC-APW-PAC-TEC-MAN-00003

competency assessment.
• Ensure there are suitable management arrangements inplace for the project.
• Allow sufficient time and resources for all stages.
• Provide pre-construction information in the form of Site Conditions Assessment Report (SCAR)
documents and Pre-construction Information (PCI) Process in SC-APW-PAC-TEC-MAN-00003.
• Make sure that the construction phase does not start unless a there are suitable:
o Welfare facilities in accordance with the SC Workers Welfare Standards.
o Construction Phase HS Plan.
• Provide all available HS information relating to the projects the appointed CDM-E.
• Retain and provide access to the HS file on delivery (post practical completion).

3.2.2 CDM-E
The CDM-E will deliver the duties in QCS, these include but are not limited to:

• HS management plans, that deliver the requirements, policies and outputs for precincts and
projects;
• Run predesign risk workshops with whole design team;
• Develop suitable HS Plan for the design CDM-E Delivery aspects, review and update as required;
• Review and approve the DC Design HS Plan and monitor against said plan;
• Coordination of the designers and their deliverables;
• Development of the Preconstruction Information Pack for each project and applicable stages
see Process in SC-APW-PAC-TEC-MAN-00003;
• Development of the information for the Safety File and deliver the file in the required format
prior to practical completion and handover see Process SC-APW-PAC-TEC-MAN-00003;
• Review and appraise the TDO, if the Construction Phase HS Plan is sufficiently developed;
• Describe the roles and responsibilities of the different parties thus ensuring awaeness,
coordination and compliance.

3.2.3 Design Consultant & Lead Designer

The Designers will deliver the duties in QCS, these include but are not limited to:

• Apply the General Principles of prevention across all phases - design, construction, operation,
event and decommission into legacy.
• Provide to the CDM-E a Design HS Management Plan containing but not limited to:
o Documented systems and procedures to identify and evaluate design options.
o Methods documenting reductions in health and safety risks.
o Coordination and means of communication.
o Risk review meetings and workshop schedules.
• Lead Designer has additional coordination and communication functions.
• Provide information about remaining risks.
• Provide and contribute to the Pre Construction Information Pack.

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• Provide any information needed for the health and safety file.

3.2.4 Principle Contractor, Contractors, Subcontractors & Supply Chain

Contractors will deliver the duties in QCS, these include but are not limited to:

• Plan, manage and monitor construction phase in liaison with sub-contractors;

• Prepare, develop and implement a written plan and site rules. (Initial plan must be completed
before the construction phase begins (min 4 weeks). Plan is termed ’Construction Phase Health
and Safety Plan’;
• Inspection and Monitoring the works to ensure all HS Standards are being met. Report using
Non-Conformance Report (NCR’s) or Corrective Action Reports (CAR’s) to the PM/PMCM as
required;
• Accident/Incident Investigation as well as statistical reporting as per Intelex online system;
• Provide sub-contractors with relevant parts of the plan;
• Make sure suitable welfare facilities are provided from the start and maintained throughout the
construction phase;
• Check competence of all appointees;
• Ensure all workers have site inductions and any further information and training needed for the
work;
• Ensure that expert knowledge/advice is available in relation to highly hazardous activities (e.g.
explosives, cofferdams, caissons etc);
• Consult with the workers;
• Liaise with TDO and CDM-E regarding on going design;
• Secure the site;
• The identified Principal Contractor has responsibilities for overall management & coordination
functions
• Contractors, sub contractors and supply chain will Co-operate with the Principal Contractor in
planning and managing work, including reasonable directions and site rules and taking
ownership of relevant parts of the Construction Phase Health and Safety Plan.
• Provide the Principal Contractor with information needed for the health and safety file.
• Inform the PM/PMCM & Principal Contractor of problems with the Construction Phase Health
and Safety Plan.

3.3 Construction Supervision Consultant (CSC)

The CSC will deliver the requirements defined below:

• Inspection and Monitoring the works to ensure all HS Standards are being met. Report using
Non-Conformance Report (NCR’s) or Corrective Action Reports (CAR’s) to the PM/PMCM as
required;
• Support the PM/PMCM in delivery of achieving required HS standards and performance;
• Monitor welfare facilities standards;
• Monitor contractor HS Performance;
• Ensure all workers have attended site inductions and any further information and training
needed for the works;
• Liaise with TDO, PM/PMCM and CDM-E regarding on going design safety issues.

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4 Execution
4.1 Health & Safety Manual
This HS Manual forms part of the TDO Safety Management system, sets the framework, identifies the duties,
responsibilities, procedures, guidance and tools to deliver the stated ‘Work Safe, Deliver Amazing’ aims and
objectives found in section 2.1. The TDO’s Health & Safety management system consist of the Manual, HS
Process Manual SC-APW-PAC-TEC-MAN-00003 , Templates and guidance SC-APW-PAC-TEC-GDL-00001 and the
Common standards ref SC-APW-PAC-PMC-STD-00004.
The HS management system will be implemented and managed through a combination of communications,
meetings, training & Induction. Content will also be available on line through the SC IT system. These activities
ensure that HS is a key priority for any programme activity. In addition to the identified duties and
responsibilities identified in section 3, the TDO has identified a number of key deliverables, processes and
procedures as well as specific guidance, to enable the delivery of the ‘Work Safe, Deliver Amazing’ aims and
objectives.

4.2 Health & Safety Plans

Health and safety plans will be required by each appointee in the supply chain to identify the processes,
procedures and standards for the delivery of the ‘Work Safe, Deliver Amazing’ program. These plans are
evolving documents reflecting the stage of the project at the time. The supply chain as follows will require
individual plans.

4.2.1 Project Manager, Project Manager/Construction Manager

This role requires a health and safety plan to deliver the health and safety function for the specific precinct or
project. The TDO will review the PM/PMCM HS Plan as part of the approvals process.

Key deliverables will include;

• Design coordination;
• Issue the Preconstruction Information Pack provided by the CDM-E, to reflect updated
information from early works stages;
• Review the Construction Phase HS Plans, comments and recommendations to CDM-E;
• Coordination of accident reporting, weekly statistical reporting inc Non-Conformance
Report (NCR’s) or Corrective Action Reports (CAR’s) using the Intelex online system;
• Development of coordinated and fire and emergency planning and standards as identified
in Q22M-APW-CMN-PMC-STD -1259 Fire Standard;
• Training and competence planning as well as ensuring the availability of competent staff
and workforce for each project stage, HS Management and coordination of the contractors.

4.2.2 CDM-E
This role requires a health and safety plan, to deliver the requirements as identified in section 3.2.2. The TDO
will review the HS Plan as part of the approvals process.

4.2.3 Design Consultant

The DC will develop a Design HS Management Plan for the delivery of the designers duties. The Plan will be
issued to the PM/PMCM for review and approval. The TDO has also identified and issued to the DC a copy of the

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Construction Industry Research and Information Association (CIRIA) Work Sector Guidance Document for
Designers Edition 3 as a key guidance documents for the delivery of the designers duties identified in QCS.

Key deliverables will include;

• The Lead Designer responsible for the coordination aspects of the role, thus the plan will
include specific detail on design coordination within the design team as well as with the
CDM-E and onward with the Contractor;
• Risk management process, residual risk registers and templates, competence and delivery
of preconstruction information to the CDM-E. The TDO in SC-APW-PAC-TEC-MAN-00003
has identified the key requirements of the Preconstruction Information Pack and the initial
contents of the HS File which the DC will contribute to.
• TDO has provided a Fire Standard ref Q22M-APW-CMN-PMC-STD -1259 for the design and
management of fire in design, construction and operations of our projects, which the DC
will use along with specific international codes and Qatari standards for compliance.

4.2.4 Principle Contractor

The TDO has identified the minimum contents of the Construction Phase HS Plan, ref TDO SC-APW-PAC-TEC-
GDL-00001. In addition in relevant sections identified in QCS 2014, additional requirements have been identified.
This plan is an evolving document, with the initial document developed and submitted to the relevant CDM-E for
review. If the HS Plan is sufficiently developed the CDM-E will recommend to the Client (TDO)that works can
commence. Key elements will include the coordination aspects with the supply chain, risk assessment and
method statement review and coordination, design coordination, maintenance of HS standards as well as safe
systems of work, training and induction, fire and emergency, scheduling and delivery of safety file information.

4.2.5 Construction Supervisory Consultant (CSC)

The CSC will develop a Health and Safety Plan for the delivery of their function and this will include details of
coordination between functions, delivery of the ‘Work Safe, Deliver Amazing’ program and the agreed
intervention, inspection and audit programs. The Plan will be reviewed and approved by the PM/PMCM.

4.3 Construction Safety Standards

The TDO has identified five key accident types as the cause of the majority of accidents and incidents in the
construction industry in Qatar. They include the manual handling of loads, slips and trips, falls from height,
struck by plant, equipment and falling materials, transport and traffic incidents. There are also a number of
critical health issues like dehydration, heat exhaustion, heat stroke, and respiratory issues. These together with
a number of key construction operations, have been identified as having a high level of risk attached, for
example lifting operations, work at heights, transport and traffic management, excavations, and live services.

To help reduce risk in these identified areas, the TDO has developed a number of Construction Safety Common
Safety Standards which set minimum safety requirements or guidelines to be applied to these specific areas of
concern. The common standards will be continually developed as the programme progresses. The supply chain
will be required to develop specific safety plans and procedures to actively target and implement these
standards, ref SC-APW-PAC-PMC-STD-00004.

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4.4 Health & Safety Commitment Statement

Identified as one of the ‘Work Safe, Deliver Amazing’ aim and objectives, a health and safety commitment
statement will be developed by the TDO and signed by TDO Directors and selected programme leaders. This will
commit all of the companies involved, corporately and individually to holding up and maintaining the programs
‘Work Safe, Deliver Amazing’ aims. All Supply Chain will be invited to sign the statements which will be
prominently displayed in corporate offices and project site offices, thus giving a visual demonstration of the
‘Work Safe, Deliver Amazing’ commitment.

4.5 Health, Safety & Environment Committee, SHELT & Forums

An active health and safety culture is recognised as making a vital contribution to achieving excellent
performance, required by the TDO under our ‘Work Safe, Deliver Amazing’ program. As opposed to only looking
at looking at reactive data and issues, the TDO has adopted a more proactive approach.
The TDO has organise a committee structure called Safety, Health, Environmental Leadership Teams (SHELT).
These function at three levels, precinct, TDO and Senior Executives level. The SHELT’s will look ahead seeking
appropriate measures including the encouragement of near miss reporting, the use by suppliers of behavioural
safety and environmental management programmes, critical self-evaluation, benchmarking, recognition,
incentivisation and other mechanisms to create, embed and sustain an effective HSE culture. This will also
include a coordinated approach to communications, campaigns, rewards and recognition.

4.5.1 Safety, Health & Environmental Leadership Teams (SHELT)

The SHELT membership includes representatives of key government departments such as the Ministry of Labour,
the Supreme Council of Health, suppliers, precinct leaders, designers and contractors. Membership will reflect
the stage at which the program is at. The senior executives SHELT shall be attended by representatives from the
supply chain at CEO/MD/Director level. TDO level SHELT attended by Directors and managers from the from the
TDO, precincts and ministries.
Precincts SHELT’s will include members from the TDO, PM/PMCM, DC, CSC, Principle Contractors & sub-
Contractors. The PM or PM/CM are required to develop and set up the SHELT structure, format and agenda for
their specific precinct. This creates a conduit for communication, actions, and providing feedback and
communication both up and down. The Precinct SHELTS’s will also include HS Advisors/managers and officers as
well as representatives of the supervisors, workforce and employees.
Excellence will be achieved not only by the implementation of effective systems and processes, but also by the
leadership of the directors and senior staff in the supply chain, with the active engagement of all personnel.
The effective split for the agenda content should aim for a 80/20% proactive versus reactive. Details of the
Scope, Agenda and terms of reference can be found in the ‘Safety, Health and Environment Leadership Teams
(SHELT)’ Strategy paper. Reference number: Q22M-APW-CMN-PMC-STR-0869.
TDO Senior
Executives Quarterly
SHELT

Liasion with Non-Q22 Stadia

Qatar Foundation, Aspire, TDO
Monthly
External stakeholders - MOL,
SCH, QR Ashghal
SHELT

Non Comp & Training Site Lusail Al Rayyan Al Wakrah NDIA

SHELT SHELT SHELT SHELT SHELT Monthly

Figure 4-1 Health & Safety Committee & SHELT Structure

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4.5.2 Health & Safety Forums

The TDO Assurance team as and when throughout the life span of the programme will chair a number of HS
Forums at which key suppliers will be invited.
The forums will be used to engage, discussed and share challenges and good practices for the common benefit
of the programme. Suppliers will also be invited to comment on changes or challenges to the TDO HS
programme, thus developing an inclusive environment that thrives on innovation and support continual
improvement.

4.6 Health & Safety Risk Management

Where TDO staff and work force are exposed to hazards and risks during work, which fall outside normal
operational processes, a process of risk identification, reduction and control can be used as part of the
development of a safe system of work. As discussed with your direct supervisor, complete the Job Safety
Analysis form found in TDO SC-APW-PAC-TEC-GDL-00001, which will detail the agreed Safe System of Work to be
followed. Where help is required consult the TDO Assurance Team.

4.6.1 General Requirements & Evaluations

Most if not all construction operations contain a level of risk and will require suitable and sufficient Risk
Assessment and Method statements (RAMs) to be be developed for all operations on site. The PM/PMCM shall
monitor the development and application of the RAMs as well as the briefings and training requirements so as to
make sure there is sufficient understanding by the workforce to enable safe working practices. The TDO
Assurance Team will undertake audits and inspections to confirm the requirements are being adhered to.

4.7 Senior Management Health & Safety Tours

Senior management across the programme, will undertake HS tours of the areas under their control to a
predetermined programme to the minimum frequencies and standards below. The objective of a tour is to
demonstrate leadership and commitment to ‘Work Safe, Deliver Amazing’ programme. They also provide an
opportunity to discuss HS issues and performance with all levels of staff, clients and sub-contractors personnel
and raise awareness of HS issues and standards.
The identified procedure can be found in the HS Process Manual, with the results completed and issued online
on the Intelex online system. Tours should be carried out by the Directors and other Managers as appropriate.
The Schedule should be prepared to minimise duplication of effort and avoid activities being omitted from the
monitoring programme.

4.7.1 Records and Frequency of Tours

The observations and findings of tours should be recorded. The findings are recorded and distributed on the
Intelex online system. Details can be found in the TDO HS Process Manual. The Precincts SHELTS should review
the tour reports to ensure that appropriate action has been taken to address all issues raised by the report. If
action cannot be agreed then the matter should be referred to the TDO Assurance Team. Managing Directors,
Construction Directors and Divisional Directors should undertake a minimum of six Health & Safety Tours every
year. The overall program should include as far as is reasonably practical, all the programme activities.

4.8 Assurance Team HS Inspections

The assurance team will carry out on a predetermined schedule, HS inspections of their designated precincts or
projects. On completion, the reports are automatically scored and issued with evidence (photos) to identified
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personnel for corrective action or information. The HS performance figure will form part of the proactive
performance measurement carried out by the TDO Assurance team. The system is currently restricted to TDO
HS, but may be expanded to enable the supply chain to use at a later date. Details of the process can be found
in SC-APW-PAC-TEC-MAN-00003.

4.9 Training, awareness and competence

As identified in QCS, competence is a key measure for the control of risk and reduction of the potential for
accidents and incidents. The supply chain will identify competency requirements and standards as well as
specific skills training and certification requirements. Appropriate skills and competence needs should form part
of the annual review process. Competence will also include inductions so that all persons either employed by or
at work on its premises or sites will be given appropriate HS information. Outline induction material can be
found in SC-APW-PAC-TEC-MAN-00003.

4.9.1 Competence
As identified above and agreed with the supply chain, training plans and programs for different categories of
staff, safety critical members of the workforce e.g. those driving plant and equipment and the workforce in
general, should be provided to the relevant PM/PMCM’s for review. Plans should include where applicable
minimum levels of annual health and safety training to be delivered to directors, management, supervisors and
HS staff.
The TDO has identified that the front line direct supervisor role will be critical to achieving the ‘Work Safe,
Deliver Amazing programme. The minimum training topics for all front line supervisors will included recognising
unsafe acts, conditions and behaviour, understanding how to resolve issues, escalation procedures, being able to
deliver tool box talks, and understanding risk assessments.

4.9.2 Registration of Safety Professionals

The TDO has developed a competency standard for HS Professionals which can be found in SC-APW-PAC-TEC-
MAN-00003, for the training and competency requirements of health and safety professionals within the supply
chain. The TDO will assess and approve health and safety professionals in the PM/PMCM whilst the PM/PMCM
will assess and approve health and safety professionals in the supply chain. Candidates will be assessed based
on a combination of work experience and qualifications. Qualifications will need to be verified.
This initiative will ensure that all safety professionals working on the programme meet minimum competence
standards and it will also promote professional development of staff within the programme.

4.10 On-line information

The TDO has provided and will continue to develop procedures that standardise a number of safety processes.
These can be found on the internal online system and will be updated on a regular basis as new procedures are
identified. The supply chain will require usernames and passwords for access to the IT system via SC IT.

4.11 Performance Monitoring Indicators

The TDO has developed a number of reactive and proactive Performance Monitoring Indicators (PMI). PMI’s will
help the TDO understand performance in relation to our strategic aims and objectives. The identified PMI’s will
allow us to monitor and support the delivery of ‘Work Safe, Deliver Amazing’ programme. The PMI’s will change
and be updated as we review and develop with the supply chain.

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4.11.1 Quarterly reporting of performance

The TDO has developed a Performance Monitoring procedure for the key roles of CDM-E, DC & Main Contractor
ref SC-APW-CMN-PMC-TMP-0196, 0197, 0198. These form the quarterly reporting of HS Performance
Monitoring procedure in SC-APW-PAC-TEC-MAN-00003. The spread sheets will be self-scored by each duty
holder and passed to the next in the supply chain (Contractor to CDM-E To TDO, DC to CDM-E to TDO & CDM-E
to TDO). The overall performance score is a balanced between leading as well as lagging indicators.

4.11.2 Lagging PMI’s

These will include the QCS reportable accident frequency rates (as defined and include fatalities, major injuries &
over three day lost time accidents). The Accident frequency Rates (AFR) monitored include the Cumulative
Programme to date rates and the 12 month rolling AFR.

4.11.3 Leading PMI’s

The leading indicators relate to the roles of CDM-E, Designer and Main Contractor. The leading indicators
include role specific deliverables as well as those identified below;

• Leadership Tours.
• HS inspections.
• Good practices identified.
• Safety Events and Awards.
• Trends relating to;
o Injury type.
o Injury locations.
o Accident Types.
o Immidiate, basic and root causes.
• Damage and loss over a minimum value of QR6000.
• Near Miss High Potential.
• Learning Events.
The identified PMI’s will be monitored by the Assurance team through the reporting mechanisms, audit and
inspections. The information will be provided to the senior management team and the various HS committees.
The Committees will use this information for the setting of priorities and actions for continual improvement
under ‘Work Safe, Deliver Amazing’.

4.12 Rewards & Recognition

Recognition for desired behaviour and performance have been proven to be a key factor in the establishment of
world-class construction HS performance. Reward and recognition will be used as an incentive and to reinforce
the aims and objectives of the ‘Work Safe, Deliver Amazing’ programme.
Table 4-1: Rewards

Formal examples Instant Award Appreciation

Corporate, Top Level Individual Pin badges Thank You - letters, certificates,
Achievement Award public forums

PM/PMCM Safety Awards Call credit cards “Good Job” - e-mail with superiors
copied

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Formal examples Instant Award Appreciation

External Company Awards Breakfast vouchers Safety Meeting Acknowledgement

Supplier Safety Awards Branded clothing

Performance Reviews Venue tours

Event or games tickets.

The TDO in consultation with the supply chain, will develop specific rewards and recognition programmes. In
addition the TDO will present awards and recognition on a twice yearly basis as well as annual awards.

4.13 Health & Safety Communications

Communication is a key element used for raising awareness and to reinforce the aims and objectives of the
‘Work Safe, Deliver Amazing’ program. The TDO has developed a number of passive engagement strategies and
communication plans including the ‘Technical Program Communications Plan’, reference number: Q22M-APW-
CMN-PMC-PLN-0210. This plan outlines the management arrangements for communications across the
program. Health and safety communications will come in many forms and are developed during the life of the
program, reflecting the issues and challenges at the time.
Specific issues, ideas and challenges may be identified from within the program or supply chain. These can be
raised through the various committee structures including Health, Safety & Security Committee, the TDO and
Precincts SHELTs by any attendees for discussion and action.
The Supply Chain will have their own communication requirements in addition to the developed list of initial
means of communication;

• HSE poster campaigns, alerts, notifications, information notes and bulletins;

• RAMS, Toolbox Talks & Daily Activity Briefings (DABS);
• Safety Notice boards;
• Investigations reports from accidents and incidents;
• Safety Stand Downs (planned work stoppage to review particular HS issue);
• Take 5’s (mandatory stopping to review and tidy work place on a daily basis);
• Meetings, verbal discussions & safety moments.

4.13.1 Health & Safety Notifications

The TDO will develop standard templates for use when communicating HS information across the program. The
intended use of the approach is to focus the recipient as to the significance of the issue, red relates to critical
issues like accident, amber or yellow issues like significant near miss and green for good practices or
environmental issues. The templates will be issued to present positives as well as general messaging and lessons
learnt. The notifications will be issued by email and then posted on notice boards, used as safety moments and
as part of task briefings. The intended notices will be multilingual.

4.14 Safety Behaviour Programme

The core philosophy of any behavioural programme related to Health & Safety is that it is both a personal and
organisational commitment. The SC is currently rolling out an Incident and Injury Free (IIF) approach which will
be adopted by the TDO. The IIF programme will create an organisational mind-set that is collectively and
individually not tolerant of incident or injury of any kind or severity.

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4.15 Accident/Incident Reporting (AIR)

Reporting of accidents and incidents are a requirement under QCS 11.1.06 and form a fundamental requirement
of ‘Work Safe, Deliver Amazing’ program. As identified in the TDO Process Manual and using the Intelex online
system, the TDO and supply chain will notify and reports accidents and incidents. The current system will be
used until the Intelex system becomes live, thus continue to report by telephone and the SC
email incidents@sc.qa.

4.16 Statistical Reporting

As identified in the TDO Process Manual and using the Intelex online system, supply chain will be required to
provide weekly statistical reports. The current system will be used until the Intelex system becomes live.

4.17 Health & Safety Audit Process

As identified in the HS Process Manual the TDO has an Audit Procedure. The Assurance Team will schedule the
audits and agree scope with the relevant parties involved, in advance of any audit.

4.17.1 Corrective And Preventive Action

As identified in the HS Process Manual the TDO has a system related to Corrective And Preventive Actions
(CAPA). The procedure will be used where there are significant nonconformance identified during an audit,
inspection or accident and incident investigations as well as information provided through the review of
Accident and Incident report forms. Identified CAPA’s are issued and closed through the Intelex online system.

4.18 Crisis Management and Business Continuity

A Crisis Management and Business Continuity plan is in place within the SC. Linking for Al Bidda Tower and the
plans for each of the precincts. The Precincts are coordinated by each PM/PMCM. Each Precinct will require a
coordinated and integrated Emergency plans linked to the TDO accident and incident process and
communications requirements. These are in turn linked to the overall Crisis Management and Business
Continuity plans and programme wide communications plans. The TDO has provided example templates in SC-
APW-PAC-TEC-GDL-00001.

4.19 Learning Reviews

As part of the Program-wide continuous improvement process, the TDO utilises a structured framework to
identify, capture, validate and communicate significant Lessons Learned. The key component of this framework
is ‘Lessons Learned Management Procedure’, SC-APW-CMN-PMC-PRC-00001 and the SharePoint-based Lessons
Learned Suite, which are used to leverage tips, lessons, expert knowledge and new information captured
throughout the duration of the Programme. Although all Project/Precinct team members are responsible for the
identification of Lessons Learned, the structured process incorporates guidance/support from relevant Subject
Matter Experts (SMEs) and designated Departmental Knowledge Champions (DKCs).

The HS Team proactively supports the Lessons Learned process, by providing the Program with comprehensive
Lessons Learned actions. These Lessons Learned shall be captured during various HS assurance activities
including observations, inspections, audits, and HS incident reporting so that successes are maximised, and any
issues/mistakes are quickly resolved and not repeated.

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