dss+ Safety & Health

Risk Management
Handbook

Protect. Transform. Sustain.

Contents

1. Purpose ....................................................................................................................................... 3

2. Basic principles........................................................................................................................... 3

3. Safety & Health organisation.................................................................................................... 4

4. Responsibility .............................................................................................................................. 5

5. Committing to Safety & Health as a core value ..................................................................... 5

6. Overall risk approach ................................................................................................................ 5

6.1. dss+ Risk Matrix ................................................................................................................. 6

6.2. Top dss+ Safety & Health risks......................................................................................... 6

7. The basics ................................................................................................................................... 7

7.1. Understanding the Safety & Health Risk Management process ................................. 7

7.2. Emergency response ........................................................................................................ 8

7.3. International SOS ............................................................................................................. 8

8. Managing top risks – travel risks .............................................................................................10

8.1. Arranging your travel .....................................................................................................10

8.2. Travel safe checklist ......................................................................................................11

8.3. Travelling away from home country .............................................................................11

9. Managing top risks – working on client sites ..........................................................................13

9.1. General site/hazard awareness ...................................................................................13

9.2. Project risk assessments/risk register..........................................................................13

9.3. Industry specific training ......................................................................................................... 15

9.4. PPE .................................................................................................................................. 16

10. Managing top risk – driving risks ............................................................................................16

11. Upcoming risks – mental health and well being ...................................................................17

12. Monitoring.................................................................................................................................19

13. Incident reporting .....................................................................................................................19

14. Executive summary and employee sign-off ................................................................................... 20

2
dss+ Safety & Health Risk
Management Handbook

1. Purpose

To design and implement a Safety & Health Risk Management process that is in line with Enterprise Risk
Management requirements of dss+ and is able to:

• Provide dss+ employees and independent consultants direction on how to live Safety & Health as a core value

• Provide dss+ with a confident view of relevant business and compliance risks at global and regional levels

• Signal potential business disruptions that are trending towards criticality early and guide the proactive reduction
of risks effectively

• Provide dss+ with an understanding of existing preventative and mitigative controls, their adequacy, criticality
and integrity

• Facilitate response to business disruptions effectively

So as to protect employees and independent consultants and the sustainability of dss+ and enhance its resiliency as
a business.

2. Basic principles

• Committing to Safety & Health is a core value for dss+

• Potential disruptions are to be identified systematically by considering the business value chain

• Risks are to be assessed by way of a well-defined, globally consistent risk matrix that reflects dss+ risk tolerance

• The strength of our Safety & Health Risk Management process relies on everyone contributing to the
identification, communication and reduction of risks. We will foster an open environment that encourages
everyone to bring up risks to the attention of the business

• Risks are to be assessed, addressed, and monitored in an integrated manner, with strong collaboration between
various functional teams and market leaders. We will avoid “siloed excellence”.

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3. Safety & Health Organisation

Risk Global
Commitee Leadership Team

Safety & Health risk owner

Region/
Market
+ Global/
Functions
+ Global
Leadership team

Angela Aza Gutierrez is appointed as the Global SHE leader for dss+

Safety & Health risk owner

Membership Membership Membership

Core: • HR • DSS CEO
• Market Leader • IT • Market Leaders
• Finance Rep • Legal • Functional Leaders
• Principals, Ops Leader (if • Finance
Region/ any) Global/ • Marketing and Comm. Global
Market • Legal Rep Functions Leadership
Team
Extended:
• Managers and delivery
resources

Responsibilites Responsibilites Responsibilites

• Identify, review and update regional list of
potential business disruptions (maintain
regional risk and legal registers)
• Assess business impacts and prioritise
risks at regional level
• Identify and maintain detection signals,
risk reduction/control plan and response
strategy
• Proactively analyse regional trends and
address local vulnerabilities as appropriate
• Ensure timely execution of risk reduction
action items
• Communicate risks broadly within the
region
• Identify, review and update regional list • Review portfolio of risks/overall risk
of potential business disruptions for profile and business vulnerability
specific functional areas (maintain global
functional risk and legal registers) • Ensure that identified vulnerabilities are
addressed in timely manner (accountable
• Assess business impacts and prioritise for overall risk reduction)
risks at global level
• Ensure sound day-to-day execution of risk
• Identify and maintain detection signals, treatment strategy
risk reductional/control plan and
response strategy • Review progress of action items
• Proactively analyse global trends and • Provide support
address vulnerabilities
• Ensure timely execution of risk reduction
action items
• Communicate risks broadly

• Document into Mira™

• Handles risk events having local impact

4
4. Responsibility

Safety is a line management responsibility so certain requirements fall to supervisors, namely:

• The Line Manager (= to whom does the employee report)

• The Team Leader in the field (= Project Manager or whomever leads our activities during our presence in
operating areas of client sites; e.g. could be the account manager while visiting operating areas of a client’s site
together with other dss+ colleagues in order to scope a new project).

5. Committing to Safety & Health as a core value

These are the safety principles for dss+:

• All injuries and illnesses can be prevented.

• All Safety & Health standards and rules are important.

• All Safety & Health standards and rules are required to be followed in all circumstances.

• A few standards are critical to prevent a very high potential for serious injury or fatalities if not rigorously
followed.

Each employee will include specific personal actions as part of their annual objectives to demonstrate their
commitment to Safety & Health as a core value. These could include but not limited to:

• Leading or participating in Safety & Health committees

• Leading or participating in safety audits in dss+ offices

• Conducting check drive audits

• Conducting Safety & Health orientation training for new employees

• Starting meetings with a safety share

• Establishing Safety & Health risks for all projects

Legal requirements

There may be specific legal requirements in the various countries in which our teams are based. In those instances,
the more stringent of dss+ and the local requirements will be adopted.

In addition, it is the responsibility of the Line Manager to ensure necessary arrangements are in place to ensure the
health, safety and welfare at work of all employees.

6. Overall risk approach

The purpose of the dss+ Safety & Health Risk Management programme is to develop, communicate & implement
more effective ways to address the risks surrounding the safety and health of our teams so we bring back safely and
in good health every person engaged on our behalf with the following objectives. The guidelines in this handbook are
applicable to both dss+ FSE employees and external consultants (ICDRs) working on behalf of dss+. This means that
although the objectives and concepts are the same the procedures and implementation may differ.

• Colleagues that travel to/from and work on client sites are qualified and equipped to understand and manage
the risks that they will face

• Easily accessible tools and information using a self-service approach to enable this to be tailored to our individual
needs

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 6.1 dss+ Risk Matrix

Very likely Expected to happen in many

Very likely II I I I I
circumstances

Likely III II I I I Likely Will probably happen some time

Likelihood

Possible III III II I I Possible Might happen some time

Unlikely Could happen some time

Unlikely III III III II I

Remote Expected to happen only in

Remote III III III III II
exceptional circumstances

Minor Moderate Major Serious Catastrophic

(Severity of) consequences Risk category Risk ownership

Global business leadership (CSLT)

Lost work Serious I
Safety First aid Recordable injury/ Multiple
days fatalities
fatality Regional business leadership and/
II or market/industry leaders

Specific client executive/project

III
leadership

6.2 Top dss+ Safety & Health risks

The top Safety & Health risks for dss+ employees and representatives are:

Expected
Main risks Control measures Tools Indicators
outcomes

Travel risks • Life-Saving Rule • Travel safe checklist • Travel injuries

• Safety & Health • iSOS App
Travel Checklist
• International SOS
• Travel Guidelines

Client sites • Life- Saving Rule

• Safety orientation • Injuries at client sites
for each client site • Project risk register
• Understanding emergency
Zero Injuries response requirements for
each client site
• Designated point of
contact

Driving • Life-Saving Rule https://dssacademy.claritynet.com/ • Driving incidents and

• Driving audits twice/year injuries
(Distracted Driving – Module)
for employees driving • Compliance to
>1000miles/year for training
official business • Compliance to
• E-learning once/year check drive audits

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Life-saving rules

The purpose of a Life-Saving Rule (LSR) is to protect us and others around us from serious injury or life-threatening
hazards. These are the life-saving rules for dss+:

• NO TRAVEL WTHOUT PRIOR APPROVAL TO A BUSINESS-CRITICAL DESTINATION – No person shall travel to a

business critical destination without the prior approval of the Market Director of the region to which the person
is traveling (and not the market director of the region where the person is employed).

• DON’T TOUCH – No person shall touch any process or operations related devices on a client site.

• SEATBELT USAGE – No person shall operate or board a motor vehicle on dss+ related business without wearing
their seatbelt.

• CELLPHONE USAGE – No person shall use a cellphone (hands free or not) while operating a motor vehicle on
dss+ related business

An intentional violation involving these life-saving rules is a terminable offense.

7. The basics

This section essentially addresses those items which are applicable to all dss+ employees and form the bare minimum
requirements which we must adhere to. The applicability is referenced in each section accordingly. This is because
certain requirements (such as driving compliance) are not relevant to ICDRs.

7.1. Understanding the Safety & Health risk management process

To develop, communicate & implement more effective ways to address the risks surrounding the safety and
health of our teams. As such, throughout all business activities a significant contribution is made to bring
back safely and in good health every person engaged on our behalf.

Role Tasks/description

Individual (FSE • Be familiar with the content of this handbook

& ICDR)
• Attend a Safety & Health Risk Management Introduction Webinar/E-learning

Line Manager • Validate and confirm the understanding of the employee with the Safety & Health
(for FSE) risk management process through the COT process

• Review Safety & Health Risk Management Personal Assessment in COT process
and develop individual action plan with the employee

Project Manager • Validate and confirm the understanding of the ICDR with the Safety & Health risk
management process

• Review Safety & Health Risk Management Personal Assessment and put in place
any required mitigating actions

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7.2. Emergency response

We are all travelling and working in a wider range of situations and it is important that we are not only able
to respond to an emergency situation but also that the emergency services are able to quickly identify any
important health related information.

The dss+ Crisis and Emergency Response manual describes the arrangements for emergency response during or
after a crisis. However, as dss+ employees are normally not located on a dss+ site, it is good practice that all dss+
employees have the basic training and requirements to respond in an emergency in a client site. In addition, all dss+
travellers travelling outside of their home country should have iSOS app. loaded on their phone so they can avail
emergency response services using local dial in numbers.

References/links

• dss+ Crisis & Emergency Response Manual

• iSOS app. details on how to download

ISOS_Guide.pdf

7.2. International SOS

To ensure all of our people travelling away from our home countries have access to medical care in
foreign locations.

International SOS is a global company that helps travellers when unwell. Its major function is to provide aero-
medical evacuation from a country with poor facilities to one with excellent medical care. In some cases, it is used
to transport a patient to the home country even if the medical facilities are of similar quality in both countries.
Essentially International SOS covers the following:

• Emergency and routine medical services

• Emergency and routine travel security information

• Emergency evacuation/repatriation

• Medical monitoring
• Medical expenses guarantee, cost review and payment

• Travel assistance, stolen wallet, passport or laptop

• Medical and dental referrals

dss+ has a worldwide “access” contract with SOS. This means that FSE employees are able to access all the services.
dss+ will be invoiced for the provision of such services, except for those cases where the employee pays first and then
claims back.

The process is as simple as this:

• If you have a medical issue while traveling on business outside your home country call SOS on one of the
numbers mentioned below.

• Quote the dss+ Global Membership Number: 22ACAM869676

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 International SOS
Medical and Security Services

Membership ID: Bali Jakarta Paris

+62 21 766 4633 +62 21 750 6001 +33 (0) 155 633 155
22ACAM869676 Bangkok Johannesburg Philadelphia
+66 2 205 7777 +27 (0) 11 541 1300 +1 215 942 8226
Beijing Kuala Lampur Phoenix
Organisation: +86 (0) 10 6462 9100 +603 2787 2126 +1 480 333 3595
dss+ Dubai
+971 4 601 8777
London
+44 (0) 20 8762 8008
Seoul
+82 (2) 2140 1700
Franfurt Madrid Singapore
+49 6102 3588 100 +34 91 572 4363 +65 6338 7800
Geneva Manila Sydney
+41 22 785 6464 +63 (2) 8687 0909 +61 2 9372 2468
Call out medical and security experts 24/7. Ho Chi Min City Moscow Taipei
+84 28 3829 8520 +7495 937 64 77 +886 2 9372 2468
Call for preventative or emergency enquiries. Hong Kong Mumbai Tokyo
Call before, during and after travel or assignment. +852 2528 9900 +91 22 42838383 +81 3 3560 7183

The International SOS Assistance app. is an additional tool which can be used in as part of the dss+ International
SOS membership. This enables members to:

• Call for Assistance from the Log In screen if even if you don’t know your membership number

• Access mobile-friendly medical and travel security information and country guides, to prepare before trips

• Instant and interactive access to latest medical and security alerts for your destinations, before and during trips

• Push notifications for alerts based on your currently selected location

• Save up to 5 countries for quick access to frequently travelled destinations

A couple of additional points

• iSOS is NOT for use by employees within their own country

• SOS is not available to our ICDR community. In these instances, ICDRs should ensure that they have adequate
travel insurance for the countries that they are visiting and/or industries that they are working in. For Medical
Emergency Coverage it is expected that ICDRs evaluate their personal needs for travel and take any necessary
steps to ensure their personal insurance covers those ICDR and dss+ that this cover is adequate.

References/links

• International SOS: www.internationalsos.com

• International SOS app.: http://www.internationalsos.com/en/assistance-app.htm

• dss+ guidelines for working on other company sites – refer to the section on working in client locations in the
document below:
Travel_Safety_Guidelines.pdf

9
8. Managing top risks – travel risks

Keeping myself safe & healthy

dss+ has a travel guideline process for those employees who travel on company business. The intent and guidance
provided in this section is the same for ICDRs as it is for FSEs; the mechanics of the process may differ.

It is the individual’s responsibility to ensure that they are fit to travel. In case an employee is unwell or unfit to travel,
the employee should discuss the situation with the line manager with supporting documents and avoid travel. The
ICDR shall promptly inform the project manager.

Concurrent with the Fit to Travel is the “Travel Safe” Checklist, which should be completed before each travel.
Likewise, although this is an individual responsibility to complete, it is the Team Leader’s role to ensure and verify
these are completed.

8.1. Arranging your travel

For dss+ FSE employees, the Safety Guidelines requires all travel reservations, including hotels, be made as per travel
guidelines with a prior review of travel security requirements using iSOS guidelines (this is critical so that in the
event of any emergency, terror attack, natural disaster, etc. they can be located).

dss+ employees are required to share their travel details to the line manager and/or project manager prior to travel
(for consultants who are following the established travel schedule by planners, no additional reporting is required).
Just in case, the destination becomes business critical, 6.2. Top dss+ Safety & Health Risks under “Life-Saving Rules”
shall be followed

ICDRs should book their travel in the most appropriate manner for their individual circumstance, but it is their
responsibility to ensure that relevant dss+ personnel (Team Lead, Project Manager and/or ICDR Administrator) are
provided with a copy of the travel schedule and are aware of the ICDR’s location at all times when travelling on
behalf of dss+.

With regards to transportation:

• Never ride in an unofficial taxi or limo

• Make sure the vehicle is equipped with seatbelts

• Never enter a taxi that is occupied by someone in addition to the driver

• Make driver aware that you know his/her identity

• Pay while inside the vehicle

• Ask driver to wait if you are unsure about the end destination

• Minimise waiting time for buses, trams, trains, etc.

• Sit near an exit if possible, but be aware of surroundings and potential incidents

• Do not be distracted as you settle yourself and your luggage

• When you land in a country other than your home town, please check in your location using iSOS app. so you can
avail emergency services.

References/links

• dss+ Travel Guidelines

Travel_Safety_Guidelines.pdf

10
8.2 Travel safe checklist

The “Travel Safe Checklist” was designed to be a personal check that everything is in place prior to travel
commencing. Many of the aspects of the “Travel Safe Checklist” are included in other areas of this handbook as
mandatory requirements, but it also includes other areas which are important before we travel.

Travel Risk Assessment Questions Yes* No Comments

Are you travelling to location that is classified as business critical

or suspended as per dss+ Travel Advisory?

Are you a first time traveller to the country or travelling to new

location in that country?

Are you traveling to the client’s site for the first time?

Are you visiting an offshore platform or mining site?

Are you travelling outside your region?

Does your line manager or project manager expect you to

complete the checklist and follow the work process of this trip?

The first part of the “Travel Safe Checklist” is a short Travel Risk Assessment which details those situations
where the full “Travel Safe Checklist” is needed. In these instances, the “Travel Safe Checklist” is mandatory to be
completed before travel and it is the Team Leader’s responsibility to ensure that all members of the team have in
place the Travel Safe Checklist prior to travel.

* Should “yes” be answered to any of these questions, then the full travel safe checklist needs to be completed.

References/links

• The Travel Safety Checklist will be available on the dss+ Transform app. shortly
Business_Critical_Traveler_Tracking_Form.pdf

8.3. Travelling away from home country

Travelling outside of home territory - other considerations to stay safe

It is important that all our employees take extra precautions to be alert and to stay safe when travelling to locations
that are very different to our home environments. This may be for security reasons and/or because of cultural
differences. It is therefore essential that we consider additional measures so that we can continue to do business in a
safe and secure manner.

11
There as some simple precautions we should all take to lessen our chance of being in the wrong place at the wrong
time, or that may help protect us, if we are caught in a worst-case scenario:

• Research your destination prior to arrival. Identify and try to avoid any particularly sensitive dates

• Identify and connect with a trusted and knowledgeable local contact

• Be prepared to postpone or cancel activities, or even the entire trip, if conditions change

• Tell trusted individuals such co-workers, friends, or neighbours where you are going and when you expect to

return
• Avoid crowds or large gatherings, especially in unfamiliar locations

• Minimise your profile when in public - Do not wear clothing or carry articles that identify your nationality

• When you arrive at any location, survey the area and familiarise yourself with your new surroundings. For every
location visited, have a plan—an exit strategy—if you encounter demonstrations or the risk of violence

• Identify relatively safe areas, such as hospitals or police stations; know how to get to them quickly. Note that
in many countries, government buildings or iconic locations, such as famous squares or monuments, could be
targets of extremists

• When traveling with other people, identify a meeting place in advance and have a communication plan in case of
an emergency

• Always carry a cell phone into which you have programmed emergency numbers, such as the police and the
nearest embassy or consulate. Know how to contact emergency services

• Trust your instincts. If you’re uncomfortable, leave the area immediately and go to safe location

• If you see something suspicious, tell the authorities

In addition, these are some basic hotel security considerations:

• Stay in a secure hotel, preferably on the third floor or 3 higher

• Make sure that your room number is kept confidential, for example when you check in
• Lock your doors at all times

• If maintenance or housekeeping arrives unexpectedly, check with the front desk before allowing entry

• If you use the “Do Not Disturb” sign, use the side written in the local language

• If an attack occurs at your hotel:

– Close the curtains and stay away from windows

– Barricade your door

– Quietly draw water in your bathtub

– Keep the lights off

– Place your cell phone on silent and pay attention to your battery
• In case of fire, be prepared to leave the room

• If you must leave the room because of fire, wet a towel and take it with you

12
9. Managing top risks – Working on client sites

Guidance and requirements for those of us who do work on client facilities

dss+ employees work at different client facilities. This may range from a simple straightforward business meeting
through to a multi-week engagement in the heart of a client’s operating facilities.

It is therefore important that we ensure we have the correct safeguards in place to protect not only our personal
safety but also our long-term health.

In addition, as a population, we increasingly have varied backgrounds and experiences. That combined with the very
varied industries we now work in alongside very differing client maturity and controls, means we have a complex
circumstance to manage. The below processes are some tools we may use to manage these risks, but must all be
considered in conjunction with a detailed risk assessment for each case and scenario.

These requirements are in addition, to those detailed in the travel sections 5 – 7 above.

9.1. General site/hazard awareness

To ensure we all have the basic knowledge to recognise and respond to typical site hazards.

There are many colleagues within dss+ now who do not come from the “traditional” operations background and we
need to make sure that all of our teams have, at least the basic competencies to recognise hazardous situations and
know what basic controls are in place. Typical hazards, which are common to many industries, are:

• Electrical

• High Temperature

• High Pressure

• Working at Height

• Confined Space

• Line Breaks

• Hot work
• Moving Traffic

It is necessary to have a basic understanding of these hazards (& control measures) prior to working in any client
facility.

9.2. Project risk assessments/risk register

dss+ client-facing employees know when and how to use risk registers as one of the tools to
ensure that risks are controlled to a level that we bring everybody home safely and in good health.

The first part of the work activity for a programme of work (be this a defined project, business development
opportunity or other client facing work) is to define the team who will be working on that programme and the
type of risks faced at the client facilities (to include individual’s capabilities, client location, operations and the
type of work carried out at the client site). A formal part of the Project Management Process is to carry out a risk
assessment of that project, although this applies equally to non-project based team activities (for example
BDM activities).

13
The purpose of the Project Risk Register is to:

• Initiate/facilitate a safety dialogue with the project team;

• Identify the hazards associated with the project that dss+ Employees and ICDRs will be performing or exposed to
whilst working non-company locations; and,

• Develop and implement a hazard mitigation plan to eliminate/minimise the potential for injury/incident while
working on the project.

dss+ FSEs and ICDRs should be aware that customer sites and local regulations may impose requirements not
reflected in this risk register. The most stringent requirements shall apply. dss+ Team Leaders working in non-
company locations are responsible for the following:

• Initiating a discussion about safety with the client’s representative prior to beginning work;

• Working with the project team to complete to complete a Project Risk Register before work commences on-site;

• Reviewing the Project Risk Register during the life cycle of the project.

The Project Risk Register is intended to foster a constructive dialogue between Team Members. This dialogue is
an effective method for both identifying the risks (to include safety, health and commercial) associated with the
project and developing a plan to mitigate those hazards.

The Project Risk Register should be documented using a PMO standard form/checklist. The key elements of the dss+
project Risk Register form include:

• Risks to individuals and dss+

• Contingency Mitigation

This handbook is concerned with the “dss+ and Individual Risk” section of the Project Risk Register only.

For those projects where an industry specific Risk Register exists (for example underground mining, chemical,
refining – See relevant section) – additional reviews and training is needed.
The Project Risk Register should be a team activity with those employees involved in the project should be involved in
the Project Risk Register process.

The Project Risk Register must be reviewed throughout the project life-cycle.

If conditions change during project such that the contingency plan is no longer adequate, a supplemental Project
Risk Register must be completed.

A formal Project Risk Register is not required to be completed for the following activities:

• Attending business meetings (including multi-day meetings) held at a plant site provided that the meeting room
is located either outside the plant fence or immediately inside the fence, adjacent to the entrance (i.e. do not
have to walk or drive through the plant or past process areas to get to the meeting room)

• In these cases, a general discussion of plant/area hazards and emergency response procedures should be held
with the owner’s representative/escort prior to beginning the activity

A formal Project Risk Register must be completed for the following activities:

• Any client based activity (other than business meetings as noted above) that will require the dss+ employee to be
on-site

• Guidelines for completing each section of the Project Risk Register can be found:
dss+_Project_Risk_Assessment.xlsx

14
Completed Project Risk Register forms should be shared with the team and where possible stored in the project
workspace on SharePoint. The P-RR should be considered a live document and should be reviewed on a regular basis.

References/links

• Risk Register Training:

Refer to slides 59 – 67 in the document mentioned below:
dss+_PM_Training.pptx

9.3. Industry specific training

To ensure our teams have an understanding of the hazards and risks they may experience within a certain
industry at a client’s site.

dss+ is increasingly involved in complex projects on clients’ sites in diverse and remote geographical regions. There
have been a couple of significant near misses in our teams and as such it has been recognised by the Leadership
Team that we need improved tools to understand and manage the risks our FSEs and ICDRs face when travelling
and working away from home on behalf of dss+.

A number of industries have been identified which pose specific and/or high risks, and for these additional training
is needed before commencing work with a client in one of these industries. Likewise, at client facilities, the controls
typically in place within a more mature organisation may not be in place and so we all need to be especially vigilant
and cognizant of the risks that industry poses.

The three Ps for these training is:

Purpose
• Bring back safely and in good health every person engaged on our behalf working away from home

Process
• Review special precautions for “OK to enter” and conditions that trigger “not OK to enter” at that particular
industry site

• Familiarise yourselves with particular industry risks

Product
• Improved Safety & Health risk awareness of all dss+ employees visiting high risk industries

• Agreed action steps to improve current level of safety or to prepare for a project at the specific industry

It is the individual’s responsibility to ensure that they have the required training and knowledge for the particular
industry where they will be working. As safety is a line management responsibility, it is the individual’s line manager
(Supervisor) role to ensure that this requirement is known and that the required/identified up-skilling is carried out.
However, as we work in many teams (different projects, account management and business
development) and each of these teams will have a Team Leader (who may or may not be the line manager). The
Team Leader is accountable for verifying competence before travel occurs to a high risk industry.

References/links:

• List of industries for which Industry specific training exists:

dss+_Project_Risk_Assessment.xlsx

15
9.4. PPE

Each dss+ employee and ICDR is expected to know the practices for personal protection and to use the same
Personal Protective Equipment (PPE) when working at client locations. PPE is intended to be the last line of defense
after engineering, work practice, and administrative controls have been implemented to eliminate or manage
chemical and physical hazards.

PPE may also be used as an interim measure while engineering, work practice and administrative controls are being
implemented.

All dss+ employees and ICDRs at a minimum must have the below mentioned:

• Hardhat

• Goggles
• Safety Shoes

• Ear Plugs

Check with the Project Manager and the Client, to understand if additional PPE is required at the Client Site.

10. Managing top risk – driving risks

Safety is a core value for dss+. The driving safety programme establishes the minimum acceptable corporate
requirements for developing and maintaining safe and defensive driving practices and establishes the level
of safety appropriate for demonstrating.

The absolute requirements depend on your driver status (for example do you own a company car, miles driven on
company business >1000miles/year) as well as some business specific criteria (for example number of check-rides.)

In essence, the process is as follows:

• Determine your “Driver Status” & “Requirements”

• Include in your annual objectives

• Complete Web-based training

• Check drive audits

References/links
• Check drive audit forms – Check_Ride_Driving_Audit_Observation_Form.ppt

• Incident Tracking System – The incident reporting system will soon be available on the dss+ Transform app..
Incident_Report_Form.pdf

16
11. Upcoming Risks – Mental Health and Well Being

In the same way that we live out our core values for safety and health by actively working at preventing
personal physical injuries, we need to work hard at preventing psychological injuries – which are often
more destructive in the long term than a physical injury.

Our approach to Safety & Health risk management is based on focusing efforts on prevention of the root causes of
incidents as opposed to trying to help people cope with an incident or speed up a recovery process after an incident
has already occurred. Our belief that “prevention is always better than a cure” also applies to our mental health.

Consulting often involves working away from home in ‘foreign’ or unfamiliar cultural environments or away from
our social support structures which in our everyday lives, we use to buffer stress and maintain our overall wellbeing.
Consulting work by its nature may require extended periods away from home, sometimes in remote sites. While
wellbeing programmes such as resilience training, stress management and mindfulness can help staff develop better
coping mechanisms, these programmes do not necessarily target the underlying root causes of work related mental
health issues which need to be understood. When we identify the potential for aspects of the work content or the
environment in which we work to have a negative impact on a team members mental health, we can then take action
today to prevent an incident tomorrow. In such cases the support of managers, peers and in general co-workers is
paramount, in a truly “interdependent way”.

Failure to acknowledge and manage underlying root causes that negatively impact individuals’ mental health may
result in a devastating psychological injury with significant long-term negative consequences, both for the individual
and the business.

“Work related psychological injuries are debilitating emotional conditions such as clinical depression, anxiety disorders
such as Generalised Anxiety Disorder (GAD) and social anxiety and Post-traumatic stress disorder which are directly
resulting from work content and work context issues as well as an individual’s personal factors”

Typical symptoms of deteriorating mental health include changes in mood (depression) or increased levels of anxiety
and other behavioural changes such as social withdrawal, aggression and fatigue.

We routinely ask the question “what could cause physical injuries in the workplace?”. Today’s fast-paced, continually
connected, and virtual workspace environment, necessitates that we also add to this question the following: “what
could cause psychological injuries in the workplace?”. The numerous answers include:

• Explicit and implicit Bullying

• Overt or covert Sexual harassment

• Poor leadership/management (high/low cognitive workload – results in boredom or little to no professional/career

development, unrealistic expectations)

• Social isolation (working too long away from social support structures) and lack of familial connectedness

• Prolonged exposure to stressors - noise, heat, cold, lack of sleep

• Traumatic events (death of a colleague, theft, violence)

Apart from the moral responsibility for the prevention of psychological injuries being directly aligned with our
company core values; the business case for investing in prevention is solid. The financial costs of treating psychological
injuries are often higher than the costs associated with physical injuries. It is not simply the cost of time lost when
staff take sick leave as a result of a mental health issue, it is the significant loss of productivity when they are present
at work however not functioning optimally.

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A global trend is an increase in the number of psychological disorder claims. Businesses are “focusing their attention
on reducing risks to physical health, while the incidence of psychological disorders and workplace stress continues to
rise” (taken from the dss+ article - Creating Mentally Healthy Workplaces written by Dana Sidoruk 2016).
Mindfully incorporating a healthy diet and regular exercise as a natural part of your lifestyle, is another way we can
support our overall wellbeing and act today to prevent an incident tomorrow.

Adults are recommended to exercise a minimum of 30 minutes every day. Physical activity examples include cycling,
running, attending a fitness class, or via incorporating incidental exercise into our normal work routine. For example,
take a short walk at lunch, get off one stop earlier and walk the rest of the way to work, safely take the stairs
whenever the opportunity presents itself, move every hour when sitting for long periods of time and walk up and
down the aisles of an aeroplane when in-flight to prevent Deep Vein Thrombosis (DVT).

Physical activity increases energy expenditure, therefore including this as part of a daily routine, has been linked to
many individual cognitive and physiological health benefits such as:

• Enhanced mood, self-esteem and improved mental health and cognitive function including resilience to work-life
stressors and subsequent work related psychological injuries

• Healthy sleep quality, and

• A reduction in the risk of chronic diseases such as coronary heart disease, obesity and type 2 diabetes

This subsequently carries with it, workplace benefits such as increase in workplace productivity, collaboration and a
reduction in absenteeism.

A healthy diet works in conjunction with your daily exercise routine to make a sustainable difference to your physical
and subsequent mental health. Here are some easy suggestions to help you kick-start a healthy eating plan:

• Enjoy a variety of foods from the five food groups

• Choose mostly plant-based foods

• Limit added saturated fats, sugar and salt

• Choose water as your main drink

Additionally, during travel:

• When in flight, eat light meals which move easier through your metabolism and avoid food or heavy meals and
keep hydrated by drinking plenty of water and limit or avoid the consumption of dehydrating drinks such as soft
drinks and coffee, and alcohol (intoxication from alcohol is higher in high altitudes)

Finally, be mindful of risks to food and beverages when travelling within a foreign country. If you are unsure of the
quality of water and food hygiene practices, it is recommended you:

• Drink bottled water and avoid eating fresh fruits, vegetables or salad that may have been washed in potentially
contaminated water

• Avoid eating food from local food markets

Good mental health and wellbeing is good for our business in every possible way!

Our task is threefold – (1) to promote mental health and wellbeing, (2) to prevent mental health and wellbeing
crises from developing, and (3) preparing for responding effectively to a mental health crisis should one occur.

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12. Monitoring

To provide systematic performance review of a dss+ Sub-Region if effective SHE management systems
are in place.

Due to the fact that dss+ organisation is spread across different geographical regions, focus should be on systems
and processes that define dss+ Safety management system:

• Compliance to training

• Near Miss Reporting

• Incident Investigation

All findings must be recorded and tracked to closure.

This review is typically led by the leader and should involve appropriate representatives from the line organisation.

Data should also be reviewed to identify underlying trends and opportunities for improvement.

13. Incident reporting

Incidents should be reported to the market leader and Global SHE leader using the format in the link below.

The incident reporting system will be available on the dss+ Transform app... Incident_Report_Form.pdf

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14. Executive Summary and Employee Sign-off

dss+ safety principles:

• All injuries and illnesses can be prevented.

• All Safety & Health standards and rules are important.

• All Safety & Health standards and rules are required to be followed.

• A few standards are critical to prevent a very high potential for serious injury or fatalities if not rigorously
followed.

dss+ top risks

1. Travel risks

2. Client site exposure

3. Driving

dss+ life saving rules

These are the life-saving rules for dss+:

• NO TRAVEL WTHOUT PRIOR APPROVAL TO A BUSINESS-CRITICAL DESTINATION – No person shall travel to a

business critical destination without the prior approval of the Market Director of the region to which the person is
traveling (and not the market director of the region where the person is employed).

• DON’T TOUCH – No person shall touch any process or operations related devices on a client site.

• SEATBELT USAGE – No person shall operate or board a motor vehicle on dss+ related business without wearing
their seatbelt.

• CELLPHONE USAGE – No person shall use a cellphone (hands free or not) while operating a motor vehicle on
dss+ related business

An intentional violation involving these life-saving rules is a terminable offense.

Personal commitment

I have reviewed the contents of the Safety & Health risk handbook and understood the contents. I commit to comply
with the requirements of the Safety & Health requirements. I will report all incidents.

Signature: ......................................................................................................................................................

Name: .............................................................................................................................................................

Date: ...............................................................................................................................................................

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