HSEM Strategy Plan 2020

February 2020 | Mexican Gas Operations

Safety strategy plan

2020

Mexico
Integration, Operation
and Projects

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 HSEM Strategy Plan 2020

Description

Safety Strategy Plan defines how the organization in México

proactively plans, manages, reviews, continually improves and Contents
demonstrates adherence to regulatory requirements, corporate
policies, associated corporate tools, processes, procedures and Safety Message 2
standards toward to zero incidents and stablish a safety culture. HSEM strategy plan 3
Actions by TOMS element 4
Purpose Scorecard (Leading indicators) 8

Provides a document with several actions aligned to Safety and

Health mandatory programs and TC Energy Management System
(TOMS) to get our safety goals.

Scope

This strategy plan applies to all operations, projects and current

facilities in Mexico and other places where TC Energía has business
in the country.

Operational assets

Major projects

• Tula – Villa De Reyes

• Tuxpan – Tula (Stand -by)

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 HSEM Strategy Plan 2020

Executive summary
Standards for the prevention of incidents in TC Energy are governed by growth, a strong safety culture, safety policies,
accepted industry safety practices, customer specific safety requirements and health and safety legislation. In order to
ensure compliance to the previously mentioned points, TC Energy has developed a Health and Safety strategy which it
believes will meet or exceed the applicable standards.

Deterioration of the Company's safety performance could result in an increase of Injuries and Illness and could have a
material adverse effect on its business, financial condition, cash flow and operational results.

Liam Thomas
Health, Safety, Security & Emergency Management Manager

Safety performance

At a consolidated level, TC Energía TRCR (Employee) declined to zero from 2018, and VIF (Employee) dropped 75 percent
(from 2017), however those lagging indicators looks toward reduction, still occurs incidents.

Last year Mexico BU integrated 3 areas Integration, Operations and Projects as one (IOP)

Employee Contractor
TRCR AWCR VIF TRCR AWCR VIF
Target Result Target Result Target Result Target Result Target Result Target Result
Ops 2017 0.53 1.99 0.14 0.00 0.79 3.85 1.05 0.13 1.91
IOP 2018 0.37 2.13 0.11 0.00 0.66 2.03 0.78 0.57 0.08 0.21 1.5 1.21
IOP 2019 0.37 0.00 0.09 0.00 0.55 0.98 0.78 0.32 0.09 0.08 1.5 0.84

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 HSEM Strategy Plan 2020

Safety participation
Awareness of our Hazard Identification program (SHARE´s) accelerated from 2018 after employees received workforce
engagement training (Alkoomi) and resulted in a further reduction in injury rates and increased safety participation.

Recognition
Last year it was introduced a new tool for recognize hazards called “energy wheel”, this tool it was included into Job
Safety Analysis process in order to improve hazard recognition and keep a proper hazard situational awareness.

Strategy toward safety culture

There is a relation between incidents reduction and increasing of participation through hazard identification reports and
an improved in JSA elaboration quality.

Next actions are developed to keep and improve our safety standards and reach corporate safety targets by this year.

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 HSEM Strategy Plan 2020

HSSEM STRATEGY PLAN 2020

Program Owner Liam Thomas

TC Energy Goals Safety Goals Mx Target (By Q4) Description

• 4 activities per leader by Q4
Leadership Commitment The commitment of senior management is in the
Demonstrate Activities included: establishment and continuous reinforcement of the HSE
Visible ­ Participation in Inspections commitment statement and the life saving Rules,
Leadership in ­ Planning and Leading management team participation should maintaining
Health and Safety Safety Meetings safety activities (meeting/inspection 4 per leader per
• 100 % leaders trained in year).
“leading with safety”
Employee Contractor
While safety indicators about injuries are reducing there
• 0.25 of TRCR • 0.78 of TRCR
are often human errors that fall through the cracks
Reduce personal • 0.06 of AWCR • 0.09 of AWCR
simply because they're overlooked.

20%
(or reduce # of (or reduce # of
incidents incidents over the incidents over the However, the safety program must be followed to
Ensure safe, last 3 years) last 3 years) maintain a safe working environment.
reliable and Employee Contractor As a lagging indicator that has not been reached in lasts
sustainable years it is necessary to improve driving behaviors using a
Reduce motor • 0.55 of VIF
operations • 0.78 of VIF refresh training (internal driver champion) more often
vehicle incidents • +95% On green
and a monthly monitoring effort (monthly report to
leader oriented toward preventive actions)
• 4 SHARE per employee
Hazard identification participation has been
• 30 % of field technician
incremented by safety commitment training over last
Increase safety consulted in Field Safety
year, however people participation is a cornerstone to
participation Engagement survey (Ops) maintain a strong safety culture, so next step is all people
• 100 % employees trained in participate in a new training called “living with safety”.
“Living with safety”
Look for actions • At least 80 % actions closed
Continues improvement is part of our culture but timing
toward on time about closing actions is where we must focus to avoid
continuous ­ Incident investigations
incidents.
improvement ­ Workflow actions

In order to get these targets, several actions will be developed throughout this year aligned to TC Energy Operational
Management System (TOMS) and Safety, Health, Industrial Hygiene and Emergency Management programs.

Safety meetings and planned inspections were

changed by leadership commitment activities

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Element 1: Leadership Commitment and Strategy
Program has established goals, objectives, targets and plans aligned to business strategic objectives.
Metric Target
4 Safety Meetings/inspection per
leader by the end of the year (Q4)
Leadership Commitment Activities
included:
Leadership commitment activities
• Participation in
Inspections
• Planning and Leading
Safety Meetings
Leading with safety 100 % of leaders trained by Q4
Element 2: Risk Management
- Proactively Identify, Quantify and Manage Risk consistently.
Metric Target
Hazard and Barrier Inventory and 100 % priority hazards identified,
Risk Register and risk evaluated by Q3
“Our Risks” campaign 100 % employees trained by Q4
Element 3: Operational Controls
Establish sub programs, standards, practices and procedures for the TC Energy´s Mexican Natural Gas pipelines and facilities.
Safety controls
Metric Target
Confined space
In-site confined space training Operations
(Only operations) 100 % assigned roles by Q4
Operations
Confined space inventory 100% of confined spaces
identified by Q4
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HSEM Strategy Plan 2020
Actions
Leader´s activities
Ensure all Mexico leaders participated in safety meetings and/or
inspections such as planned inspections or walk around inspections.
Topics discussed in safety meetings may be topics that they are
familiar with, or topics that they have limited knowledge about.
Leading with safety
All leaders must attendee this training to improve their skills about
safety and how they can influence in people around them.
Actions
Risk Register and Hazard Identification (Program Lead
/Managers)
All Hazards identified must collected into a form where risks can be
evaluated for Mexico operations according to our exposure data.
Our risks campaign
All risks identified must be communicate into a campaign where
activities involved with risk can be fully understand by field and office
employees.
At the end of the campaign employees trained could recognize
specific risk related to our business using the “energy wheel” tool.
Actions
Confined space rescue training
All employees who develop or supervise confined space entrance
activities must be trained (theorical and practice training).
Confined space classification & identification
Every operational region must identify if are there confined space in
facilities and once are identified a classification must be developed.
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Contractor management
Field safety audit
Pre-hiring evaluation (safety)
Safety campaigns
Energy
Annual LOTO audit
Hazard awareness
Living with safety
Recognition program
Motor Vehicle
Driving behavior rate
Refresh training
Owner: Liam Thomas
1 audit per contractor in annual
basis (desirable 80%+)
total audits by Q4
100% Safety reviews on time
12 safety campaign (1 per month)
(all contractors involved)
Operations
1 inspection per facility where
LOTO procedure are applied in
annual basis
100 % of employees trained by Q4
1 employee recognition by best
Field SHARE in a monthly basis
1 employee recognition by best
Office SHARE in a monthly basis
95% of total employees “on
green” rate from RAG report in a
monthly basis
12 refresh training (monthly
training)
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HSEM Strategy Plan 2020
Field safety audit
According to Contractor Safety Management Practice an audit must
be performed in field to evaluate all safety controls implemented in
site properly.
Frequency for this audit is established in safety management plan
(S/SSSP).
Pre-qualifications
A formal and specific questionnaire related to safety must be
reviewed by Mexico requirement about it.
Safety campaigns
Every month a short presentation about safety will be the subject for
a campaign across Mexico BU to increase safety knowledge.
LOTO Annual audit
Ensure the requirements of TC Energy’s Lockout and Tagout
Procedure are being followed. A review of an actual lock and tag
procedures must be conducted annually to verify the program is being
complied with and employees can demonstrate that the training they
receive is adequate.
Living with safety training
All employees must attendee this training to be aware all the time
about their own safety even out of work.
SHARE Recognition program
A recognition program will split in two categories, one for Office and
other for Field, this segregation will support to keep employees
aware hazards in their respective workplaces and create a best
recognition by area.
Defensive driving training
A driver champions will be selected by regions and projects are going
to be trained
Defensive driving training (refresh)
A monthly refresh training must be conducted to at-risk behavior
drivers by internal trainer to improve driving skills through field
employees.
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Falls from heights
Operations
In-site fall rescue training 100 % Assigned roles trained by
Q4.
Operations
All fall protection equipment (fall
Fall protection equipment
arrest/fall restriction) in place by
Q3
Industrial Hygiene controls
Chemicals
Operations
E3 Data base Super User
1 super user trained by Q2
100% Field employees with card
GHS right to know card (pictograms) (refresh training about GHS
included) by Q3.
Physical
Operations
Lighting survey task package 1 document published in CDL by
Q2
Noise survey procedures /task Fully procedure location by April
package 2020
Operations
Health risk atlas
1 lay out (Health risks) per CS
Ergonomics
Operations
100 % of sensitive roles evaluated
Functional capacity evaluation (FCE)
and recorded by job description
by Q3.
100% of ergonomics documents
Ergonomic library translated and adapted to Mx BU
by Q3
Psychosocial
Fully implementation in corporate
Wellness program
and regional offices by Q4.
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HSEM Strategy Plan 2020
Fall rescue training
All employees who develop or supervise these activities must be
trained in fall rescue (theorical and practice training).
Personal Protective Equipment (PFAS).
A set of fall protection kit must be place in every compression station.
E 3 Database
Assign and train a super user who will be responsible for update SDS
data base according to GHS.
Right to know card
A card will be delivering to field employees with a short description
about chemical hazards awareness tools and the meaning of
pictograms
Lighting survey
A task package is going to be published this year in order to assign by
SAP this activity.
Document location process to Mexico (currently ongoing)
Risk atlas
Operational assets
Have a lay-out with all health risks included by Q3 in order to have
available this information in site specific orientation.
Ergonomic assessment
A list of sensitive roles will be evaluated by a physician (3er party) in
order to develop an FCE by affected position (NOM-036-STPS-2018)
Document translation
Translation and adaptation of ergonomics documents posted in
ergonomic site to Mexico BU
Wellness program
A wellness program will include 8 pillars of success such as
emotional, financial, social, spirit, occupational, physical,
intellectual, environmental to establish a healthy workplace.
Occupational program will be included as part of this program once
AON service started.
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Occupational Health program
Emergency Management controls
Metric
Improve Response Effectiveness
Improved Emergency Preparedness
Improved Emergency Preparedness
Improved Emergency Preparedness
Element 4: Roles Responsibilities and Competency
Ensure development, documentation and evaluation of responsibilities are documented and understand.
Metric
LMS Health and Safety Training on
time
Field Safety Engagement
Owner: Liam Thomas
Fully implementation in corporate
and regional offices by Q4.
Target
Effectively Manage Incident
Response Times
Monitor and Manage Training
Program
Effectively Execute Emergency
Management Drill and Exercise
Program:
Effectively Manage EM
information for public awareness
program
Target
100 % training assigned
completed on time according to
schedule
100 % employees consulted by Q3
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HSEM Strategy Plan 2020
OH evaluations
Alcohol & Drugs tests – Sensitives roles
Audiometry – Sensitive roles
musculoskeletal evaluation
Ergonomic assessment
Actions
Effectively Manage Incident Response Times
According to 2020 Training Curriculum Matrix curriculum complete
100% all trainings on time
EM plan 2020:
7 scheduled drills (operational assets)
1 external drill by authority (SEMAR) for SDTT
1 tabletop (Mx permits & community)
9 Tabletops
Emergency Preparedness Team:
1 face to face meeting
11 skype meeting
Have emergency management inputs into PA information before
they deliver to communities.
Actions
Safety management training to leaders
Ensure all leaders knows and understand Health and Safety
mandatory programs and its requirements thought a short
presentation.
Field Safety Engagement Survey
Involve field employees about safety culture perception through a
survey.
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 HSEM Strategy Plan 2020

Element 5: Management of Change

Manage change including evaluating and managing the impacts and risks associated.

Metric Target Actions

Management Of Change process review

100 % Give input on time
MOC processes management and
according to MOC process by
effective
safety specialist as required
The Management of Change element ensures that a structured
approach is used to manage changes or potential risks that have the
potential to impact the safety of the public, personnel, the
environment and/or business performance.

Element 6: Information Management

- Identify and manage data required to perform roles to maximize performance and manage risk.

Metric Target Actions

HSEM Records (HSEM Analyst)

100 % of safety records uploaded
Safety records into information management site
by Q3
HSEM Department is responsible to ensure that their documents
and records are managed in accordance with the Information
Management element requirements and the specific requirements
of this section.
­ HSEM records will be submitted into the information
management Mexico site.

Current HSEM controlled document list

It will be sent it to all personnel a list with most current document
Safety document list Send it in a monthly basis list links to avoid use retired documents from safety or H&IH
programs.

Element 7: Compliance
Ensure compliance with new, existing and changing regulations, conditions, commitments and business policies.

Metric Target Actions

LRMP (HSEM Subject matters expert - SME)

100 % of legal requirements
Manage Compliance requirements.
covered
The Legal Requirements Monitoring Process (LRMP) is the corporate
process for identifying and monitoring compliance with applicable
legal requirements. While the Process is required by the Canadian
National Energy Board and Mexican Comisión Reguladora de Energía,
the LRMP is currently offered on an elective "opt-in" basis for
TransCanada US business units.

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 HSEM Strategy Plan 2020

Element 8: Incident and Non-Conformance Management

Ensure incidents, near-hit, hazard, issue, noncompliance or nonconformance are managed.

Metric Target Actions

1 per month (breaking down by
Safety Score card (Leaders)
operational assets)
Safety Scorecard
A Safety scorecard must be completed by first week of every
month breaking down regional and project data and send it to
Mexico BU leaders.

Safety score card focus on leading Leading indicators

indicators 1 trending document per month A Safety scorecard must be focus on leading indicators as a
(safety meetings) recognition to preventive actions.

Element 9: Performance Monitoring, Audit and Management Review

Evaluate the performance and the adequacy and effectiveness of goals, objectives and targets.

Metric Target Actions

Conduct 1 per year Management review

• 3 for Operations (by
Safety Management Program A Safety management review will be performed in November of
region)
Review every year per every region, Safety Manager, Regional Manager
• 1 per Technical services
• 1 per Projects and Safety specialist should be attended.

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 HSEM Strategy Plan 2020

APPENDIX "A" - Scorecard progress

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