Unified concepts of HSE

In order to create a streamlined vision of what it means to be a leader in HSE at Pearl, it is vital that leaders are able to come to a clear consensus on the value of HSE and how it can be best implemented within the company. This may be achieved by:

• Jointly developing and discussing HSE, promoting improvement goals, objectives, and other indicators
• Ensuring staff have a balance of HSE goals, objectives, and targets in their performance appraisals

Promote HSE visibility

Putting HSE on the forefront of all tasks will encourage a paradigm shift, allowing HSE to become a central theme of the work ethic that we value at Pearl. We propose that this can be done in the following ways:

• Putting HSE issues high on the agenda of the meetings they are chairing
• Participating in the review of performance against all HSE plans, goals, objectives, and targets.
• Providing immediate and visible response and involvement in the case of an incident or any other disruption to business as usual
• Seeking internal and external views on HSE, and using and managing this knowledge in a meaningful manner
•  Recognizing individual and group HSE achievements, using positive behavior reinforcement techniques, and guiding staff to correct behavior as necessary

Nurture a positive HSE culture

• Making the slogan “Safety Above All Else” become a core value
• Providing the motivation to improve individual, team, and company level HSE performance.
• Encouraging the acceptance of individual accountability and responsibility for HSE performance
• Requiring participation and involvement at all levels in the development, implementation, maintenance, and continual improvement of Pearls HSE Management System.
• Empowerment for all to intervene and stop any substandard and/or hazardous work activity without blame or redress
• Allocating appropriate resources and expertise to meet HSE goals, objectives, and targets (e.g. finance, manpower, time, technology, skills, and/or training).
• Undertaking relevant training and other HSE leadership competency development activities themselves.
• Being fully aware of Pearl's high priority areas for improvements identified in the HSE Management System
• Communicating its HSE expectations to employees and contractors via various channels and best-practice activities
• Including HSE issues in strategic planning and business risk assessments

Adapt to the changing nature of HSE

• Reviewing the progress in both the development and content of Pearl's HSE Management System so as to ensure its ongoing suitability, effectiveness, and continual improvement.
• Allocating appropriate resources and expertise to meet HSE goals, objectives, and targets (e.g. finance, manpower, time, technology, skills, and/or training).
• Undertaking relevant training and other HSE leadership competency development activities themselves.
• Being fully aware of Pearl's high priority areas for improvements identified in the HSE Management System
• Achieving and maintaining external certification of the HSE Management System to international standards
• Communicating its HSE expectations to employees and contractors via various channels and best-practice activities
• Including HSE issues in strategic planning and business risk assessments