HSE Policy  |  Quality & Safety Policy  |  Frank’s Safety Process
FRANK’S SAFETY PROCESS
Here at Frank’s we fully understand and are aware of the fact that working safely with a quality product is a pre-requisite to working effectively and profitably. Safety has always been the most important service we offer. In 1988, Frank’s dramatically changed its approach to safety from a management driven program to a team based process, which remains in place today. Frank’s continues to see a decrease in injuries and an increase in pro-active measures. To lessen human factor incidents, Frank’s continues to emphasize safety efforts during the engineering stages. Key components that have been highly effective in this endeavor include the following:

Frank’s has long emphasized safety in all phases of operations. FCC’s mission is to provide worldwide energy related services that are unsurpassed in quality, safety and customer satisfaction. A Safety Management System (SMS) that closely parallels Occupational Health & Safety Assessment Series (OHSAS) 18001:1999. We are a team dedicated to continuous improvement in an environment that promotes trust, personal growth, and mutual respect. Frank’s Safety Process is under the direction of the President and Vice President of Safety and Operations.

Frank’s Safety Process is directed by a Certified Safety Professional (CSP). This individual is responsible for directing efforts involving safety initiatives. Other full-time safety staff members (Headquarters) include six full time safety supervisors and coordinators and one Administrative Assistant, plus Safety Coordinators at all locations. Frank’s safety process is fully supported by management. The Director has unlimited access to all other department heads and reports directly to the Vice President of Safety and Operations. Another key benefit to the safe operation is that the VP of Safety & Operations was the first Safety Director and fully understands the importance of following safe work practices within Operations.

Separation of duties within the Safety Department allows specific individuals to concentrate on those matters affecting their area of responsibility while allowing the Director to coordinate and monitor the overall safety efforts of the organization.

• Support management in identifying and managing operational risks and working with them towards a common goal.
  Assist corporate and line management by assessing the effectiveness of safety and health programs and strategically providing recommendations for maintaining/improving their effectiveness.

• Provide guidance to line management and employees so that they understand the safety and health programs and how to implement them.

• Assist line management with the identification and evaluation of risks, hazards and development of measures for their control to ALARP.

• Advise and assist each level of management in achieving the desired safety performance.

• Continuously revise programs, forms, policies & procedures such as, but not limited to: JSA’s, Audits, Lessons Learned, Trend Analysis, Safety Alerts, Pro-Active Efforts, Observations, etc.

• Create a safety culture which involves safety as a part of everything we do and at all levels of the organization.

• Provide loss control and accident prevention techniques.

• Maintain a working knowledge of Frank’s SOP’s (safety management system, etc.), federal, state and local appropriate regulatory agencies.

• Represent the organization in safety and health interests within the community and by active participation in professional societies and groups.

Employee’s Pro-Active Involvement

Pro-Active involvement with the safety process takes many forms: Hazard Reports, Near Miss Reports, Root Cause Analysis Reports, Auditing, Pre-Job Checklists, Training, Operations Meetings, Safety Techs, Safety Meetings, Safety Incentive Programs, Training and JSA’s to name a few. Our re-growth and emphasis is toward a more proactive, employee-driven, safety process rather than reacting to incidents that have occurred. The overall objective is to prevent these occurrences before they ever happen.

(KPIs) allow Frank’s to maintain a high level of employee awareness to Frank’s commitment to safety performance. Safety Key Performance Indicators include OSHA Recordable Incident Rates (TRIR), Experience Modification Rates and evaluating Vehicle Accident Rates and Pro-active Activity. Management’s visible commitment for continuous improvements in these areas is the catalyst behind Frank’s Safety Process.

To provide hands on training, Frank’s has purchased and totally refurbished a one-of-its- kind drilling rig that is located at the Lafayette facility. A test hole was drilled to a depth of 4,000 feet (with 400 feet of horizontal section) to allow casing and tubing to be tripped in and out of the hole. This is to enable Frank’s to provide an intensive hands-on training process for all field employees.

Frank’s employees have been taught effective methodologies to identify risk factors in the work environment. The key to understanding these risk factors is based on understanding human behaviors and how to read risk into various physical conditions. Once Frank’s employees understand what risk factors are, they are taught how to minimize risks to themselves and other employees in association with Frank’s operations.

The purpose of the Dirty Dozen Top Threats is to allow sufficient warning to all personnel (especially SSEs), consequently allowing everyone an opportunity to ensure safety nets are in place before an operation continues. The Dirty Dozen events were compiled by many experienced personnel and incident history data. The Dirty Dozen consists of “top events” which, if not properly controlled, have a great chance of incurring: fatalities, injury(s), significant property damage and/or a significant negative impact on our company’s reputation.

Any one of the “Dirty Dozen” events mentioned, but not limited to, will have a negative consequence on one or all of the following: injured employee(s) suffering, family lifestyle suffers (lack of financing), future business dealings loss, bids lowered, contracts loss, projects halted, production decreases, costs of insurance increased, cost of claims increase, salaries reduced, bonuses limited, safety awards loss, incentives loss, company profits down, etc. Being pro-active and ensuring perfect days (no injuries, incidents, property damage, or mishaps) everyday, will secure continuous improvements and a bright future for all.

Frank’s introduced and implemented a Behavioral Based Safety Process among the workforce to enhance efforts toward safety. This process was started in September 1995 for Lafayette shop facilities. Presently, the process has resulted in improved communication between departments, increased employee involvement and overall increased safety awareness that has proven to be effective in the reduction of accident potential. The process began with a selection of employees consisting of both front line employees and supervisory personnel to design the process specific for their operations. An inventory of correct behaviors was documented following review of video footage of various tasks being performed. Trained observers were instructed to do random observations of employees to determine if work is being conducted in a safe manner. Observation cards are completed to document safe and unsafe behaviors. This data is then tabulated on a computer program to determine the frequency of safe and unsafe behaviors according to each category. Goals are set to increase safe behaviors as identified on the graphs generated from input data.>/h5>

Training specific and necessary to the oil industry is an ongoing process for Frank’s personnel. The annual budget for training exceeds $200,000.00. Examples of training provided to Frank’s employees are as follows, but not limited to:

Advanced Driving Techniques (Smith System) New Hire Safety Orientation Applicable Regulatory Topics Personal Protective Equipment CPR / First Aid / Bloodborne Path Petroleum Education Council Orientation Driver Safety (Smith Systems) Resource Risk Recognition Training Fall Protection and Rescue Respirator Safety Forklift Operation Rig up & Operation of Casing Equipment

Hand Tool Safety Rig up & Operation of Laydown Equipment HazCom Rig up & Operation of New Equipment / Products Hearing Conservation Rigger Certification Hydrogen Sulfide Safety Safe / Unsafe Observation Technique Training Job Safety Analysis (JSA) Safe-Gulf Lock-Out Tag-Out Water Survival

Root Cause Analysis (RCAs) Reports

RCAs use an enhanced investigation process to apply a standard logical approach to incident/accident investigations. Their primary purpose is to assist management in identifying contributing causes and potential corrective opportunities for unwanted incidents. They are used by both front line managers and the Safety Management Team.

Casing Safety & Running Procedures Video

In February 1995, at Exxon’s request, Frank’s produced a video entitled “Casing Safety & Running Procedures”. The video’s intent and purpose is to document proper work procedures and address various risks while preparing, rigging up, and running casing. Numerous offshore rigs have been provided with a copy of this video. It is reviewed at the rig site by all personnel involved (i.e., casing crews, rig crews, etc.) before all casing jobs begin. It is a valuable tool in enhancing communication, identifying risks, and improving efficiency of casing operations. In 2007 a spin-off of the video resulted in the “Power Tong Safety & Quality Operations” video.

Fall Protection

In August 1988, Frank’s removed all waist type safety belts from service, replacing them with the Full Body Harness / Retractable Safety Block Fall Protection System. This system greatly reduces the risk of internal injury by distributing the shock load of a fall to stronger and less critical areas of the body. Special features of the Retractable Safety Block include a centrifugal brake locking mechanism that senses a fall of 4.9 feet per second immediately. The brake shock absorbing feature ensures a cushioned arrest. In addition to routine inspections prior to each use, Frank’s complies with manufacturer’s recommendations and returns every Safety Block to the factory for annual certification.

Tong Interlock System

During hydraulic power tong operation, a closed door is essential for safe operation. To ensure that the door is closed during operation, Frank’s Engineering Department has once again designed and manufactured the Safety Interlock. With the Safety Interlock installed, any time the tong door is partially opened, the interlock spool is extended, thereby causing interruption of the hydraulic circuit, immediately shutting down the tong. When the tong door is in the closed position, the interlock spool is depressed, completing the hydraulic circuit thus allowing the tong to be engaged.

Safe Money Incentive Programs

• Improved overall safety awareness.

• Improved quality of on-the-job training by giving older, more experienced workers, an incentive to thoroughly train less experienced workers.

• Improved employee morale, which contributes to low turnover, thus reducing accident frequency.

• Positive enforcement of efforts toward safety.