psm manual

SMS/1/012 Revision: 0

Page 1 of 5 Date Prepared: August 29, 2003 Date Revised:

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Page 2 of 5 Date Prepared: Augsut 29, 2003 Date Revised:

PHILOSOPHY: Engro Asahi Polymer and Chemicals Limited is committed to the safe operations of its facilities. This commitment requires that potential safety hazards are systematically identified and the risk from these hazards be managed in a way that employees, public and the environment are protected. The management of risk must be an evergreen process that is integrated into design, construction, maintenance, and operation of the facilities. To implement this philosophy, a risk management program must be established which complies with the requirements in the key areas below: a. Safety, Environment & Industrial Hygiene Management Organization and

Programs b. Design Engineering Practices and Controls

c. Construction

d. Operations and Maintenance Practices and Programs e. Emergency Preparedness The requirements in these five areas are outlined below. All employees must understand these requirements and be committed to the effective implementation of management practices to ensure that the integrity of the equipment and control procedures is not compromised. RESPONSIBILITY: The Vice President Manufacturing is designated the responsibility for ensuring compliance with the standards. REQUIREMENTS: a. Safety, Environment & Industrial Hygiene Management Organization &

Programs:

i. The Safety Management System program should be documented and include a clear assignment of organizational responsibility for ensuring compliance with Safety Management Systems.

ii. A written Safety, Environment & Industrial Hygiene (SEIH) Policy should be

communicated to all employees. Implications of this policy and individual responsibilities are understood by all.

iii. Annual Safety, Industrial Hygiene, and Environmental control objectives are

established and results are measured periodically.



iv. A structure of committees with appropriate management representation addresses equipment, procedures and people aspects of Safety, Environment and Industrial Hygiene. These committees define or endorse key Safety, Environment & Industrial Hygiene programs / procedures and monitor results and compliance. The paramount committee should be a Safe Operations Committee (SOC). The role of the SOC is well established within the organization. Any exceptions to EAPCL standards and safe operating practices granted by the SOC are well documented, including the reasoning for granting the exception, and follow-up items are managed in the timely fashion.

v. Safety Manual, accessible to all, describes the safety policy, the safety

organization and the general work safety procedures. It is regularly updated.

vi. An organized program for hazard identification, evaluation and control should be in place, such that risks are assessed, and if necessary, steps taken to reduce these risks to an acceptable level. The approach must include hazards from new facilities, modifications, or operational changes on existing facilities. A key element of such a program is a trigger mechanism(s) within the organization to recognize that a change has occurred that may pose a new or different hazard.

vii. A set of internal and external audits and surveys, conducted periodically, monitor compliance with the requirements and standards, and provide the basis for specific managerial/supervisory actions.

viii. Personnel incidents, nearmisses, fires and flammable, toxic or noxious product releases should be systematically investigated in order to estimate the root cause, draw lessons, and take corrective and preventive actions.

b. Design Engineering Practices and Controls:

i. Standard engineering practices to be utilized in the design and engineering of new or modified facilities. These standards will be complied with unless otherwise approved by appropriate authority. Deviation from these standards should be fully understood, and authorized.

ii. In the design and appropriation phase, all new projects, including acquisitions should have a Process Hazard Analysis. The analysis will vary depending on project size, complexity, and level of risk. If warranted by the high level of potential hazard, other hazard evaluation techniques should also be considered.

iii. The appropriation process should provide checks to ensure that items (i) and (ii) have been done and that the acceptability of potential added risks are agreed to. The appropriation approving authority should be informed of and agree to deviations and risk.



iv. To ensure the maintenance of design integrity, the plant should have a formal system in place that reviews proposed/subsequent changes and ensures the inputs of Safety, Environment & Industrial Hygiene, Operations, Maintenance, and Inspection.

v. Piping and Instrument Drawing (P&IDs), underground piping and electrical

plot plans, electrical one-line diagrams and other pertinent documentation should be maintained up-to-date.

c. Construction:

i. In the construction phase, compliance with design specifications must be

ensured along with safety and engineering review of any field changes that are made.

d. Operations and Maintenance Practices and Programs:

i. Safety critical facilities should be highlighted and identified. These facilities

should have a formal preventive maintenance program. Critical alarms, control and shutdown systems should be subjected to a formal testing program including documentation of the test results.

ii. Operating manuals should highlight safety critical procedures for process and in easily accessible documents. They should be updated on a regular basis, and systems should be instituted to verify understanding and adherence on the part of operating staff.

iii. Mechanical procedure manual should highlight safety critical procedures for

maintenance in easily accessible documents. They should be updated on a regular basis and system should be instituted to verify understanding and adherence on the part of maintenance staff.

iv. Plant should have a systematic and formally documented inspection program.

v. Operating personnel should be trained and qualified in both operating duties and in safety. Minimum qualification requirements should be defined and formally controlled. Refresher training should be conducted at regular intervals. Safety training records should be maintained. A minimum frequency for participation in safety exercises of drills should be defined, and actual participation documented.

vi. Plant should have a contractor safety program aimed at ensuring compliance with all company safety requirements in addition to promoting an understanding of the potential hazards of the plant.



e. Emergency Preparedness:

i. Emergency response plans and programs should be documented and available at key locations. These plans should define personnel authority and responsibilities, communication procedures and personnel and equipment resources. Drills should be conducted with all personnel involved at an appropriate frequency to test the degree of preparedness.

ii. Fire fighting programs should be in place to regularly check/test the fire fighting equipment. Complete records of results should be kept, including deficiencies found and corrections made. Records should include documentation of training.


Page 1 of 5 Date Prepared: March 27, 2003 Date Revised:


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1. MANAGEMENT SUPPORT AND COMMITMENT:

Management support and commitment can be demonstrated in many ways:

a) Active and visible participation in safety meetings, audits, training and feedback on current issues relative to safety.

b) By providing funds and resources to implement and maintain an effective personnel

safety program. c) Reinforcement of safe work practices and actions.

2. SAFETY ORGANIZATION:

An organization structure for safety should be documented and communicated in the same manner as other areas of the business:

a) Show the highest level of the organization as the site safety committee. b) Include the different safety organizations and their relationship to each other.

Examples are:

Safe Operations Committee (SOC) Sub-Safe Operation Committees. (Sub-SOCs) Safety Advisor Safety Engineer B & D Level Safety Committees

c) Break down the individual committees into areas of responsibility & identify individual

membership. d) Ensure each level of the safety organization is functioning as outlined in the site safety

program. 3. TRAINING:

Safety and health are an integral part of all training and should be adequately resourced. Appropriate training in Safety and Hazard Awareness is given to each employee prior to beginning the job assignment. Employees Qualification & Training (SMS/1/009) details requirements in the area of training which include personnel safety issues. In addition:

a) Training programs should be well documented and shared with all concerned. b) All regulatory issues requiring training will be in compliance.



c) All management levels will be given formal training on understanding of safety and health procedures and practices.

d) Contractors will be given instruction to provide an understanding of safety and health procedures and practices.

4. COMMUNICATION:

Line management will establish methods of communication to employees and necessary information regarding workplace safety programs, procedures, revisions, bulletins, as well as feedback on safety concerns or suggestions will be presented. This could include:

a) Safety Meetings:

B Level and D Level Meetings.

b) Necessary safety information and training needs for the contractors will be assessed

and provided on regular basis.

e) Flyers/Information Packages:

Incident feedback. Off - the - Job information. (Safety Newsletter) Procedure/Rule updates and reinforcement. Milestone recognition/celebrations.

d) Auditing:

Solicit feedback. Ask questions. Reinforce safe acts. Pass along information.

5. SAFETY ADVISOR:

The safety advisor position functions to give support to the organization in the area of personnel safety. A qualified individual should be selected to cover a number of different areas. These may include: a) Personnel safety program development. b) Consultant to the organization. c) Communicate new regulatory issues (i.e. OSHA, State, Local, etc.) d) Conduct compliance audits. e) Track incident data, analyze and identify hazards. f) Inform the organization of new personnel safety techniques. g) Integrate safety issues into other activities. h) Provide safety information/topics to assist the line organization. i) Attend safety meetings. j) Steward mandatory training compliance.



6. OFF - THE - JOB:

An Off-the-job program shall be offered to promote continued safety, environment and health awareness while away from the workplace. Safety & health information will be stressed in an effort to:

a) Increase awareness and recognize hazards. b) Educate through appropriate and informative training materials. c) Encourage the same safe behavior at home which is followed at work. d) Make this an extension of the On - the - Job program. 7. .INCIDENT ANALYSIS SYSTEMS:

Incident analysis is covered in Incident Reporting, Analysis and Follow up (SMS/1/003) and its related procedure (SAF/2/001). Systems should be updated to include new techniques in determining hazard identification. Systems should be in place which monitor & analyze safe & unsafe workplace conditions. Auditing should be conducted to include:

a) Observation of personnel actions. b) Analytical use of the measurements to determine corrective approaches to be used towards

deficiencies. c) Unsafe condition audits should also be conducted using resources that have been trained in

effective observation techniques. d) Follow-up to unsafe conditions should be prompt and stewarded to completion. 8. PERSONAL PROTECTIVE EQUIPMENT (PPE):

When it is determined that personal protective equipment is needed, the following should be included in the decision making process:

a) Determination of the problem (is PPE the answer). b) Select the proper type and design for the use. c) Implement a thorough training program. d) Ensure maintenance and use are understood. e) Provide the protective equipment. f) Follow-up to determine adequacy. 9. RULES AND PROCEDURES:

Rules and procedures will be in place to provide a thorough understanding of all workers to the hazards which may exist at the workplace & how they will be prevented. Development of these rules & procedures should involve employee groups thru B level & D level Committees to ensure they are adequate & relevant:-

a) All workers will be informed of what performance is expected of them regarding these rules

& procedures. b) All rules & procedures will be written. Latest versions should be accessible and used c) Committees will be in place to review rules and procedures and update as necessary.



d) Communication of these rules and procedures will be conducted prior to beginning a job assignment.

e) Audits will be conducted to determine the level of compliance. f) Periodic reviews will be conducted to ensure continued understanding. g) Simulated emergencies will be conducted to test proficiency. h) Deviations from existing procedures will take place only after careful consideration &

necessary approval. i) New technology is integrated into existing procedures to keep them correct.

SAFETY PROGRAM INVOLVEMENT: A safety program should be in place for each site with employees involved during the development & implementation. The participation and involvement of each individual should be recognized. The safety program should include all the components necessary to address personnel safety practices issues. They should also be:

a) Reviewed for completeness. b) Monitored for compliance. c) Reviewed periodically and updated as necessary. d) Communicated effectively to the entire organization. e) Reinforced by the site management. 10. MEASUREMENT SYSTEMS:

The safety program shall be measured according to its quality, quantity and documentation. Aspects that will be looked at:

a) Safety Standards and Procedures. b) Training. c) Communication. d) Safety Meetings. e) Safety Audits. f) Incident Reporting. g) Employee Involvement.

And assessed for:

h) Accountability of Individuals i) Management Involvement 11. SECURITY SYSTEMS & PROCEDURES: The site should have documented security procedures & system for ensuring the security of personnel and equipment at site. Periodic audits should be done to determine the level of compliance.


Page 1 of 5 Date Prepared: April 19, 2004 Date Revised:

Responsibility of Line & Safety

Organization

Prepared by : __________________________________ Sr. Advisor Safety, Environment & Trg.

Approved by : ________________________________ SOC Chairman Date : April 19, 2004

PSM/2/007 Revision: 0

Page 2 of 5 Date Prepared: April 19, 2004Date Revised:

Scope: The scope of this document is to identify and assign different safety activities & functions among line & safety organizations. A. Responsibilities of Line Organization:

1. Investigating Incidents:

It is the responsibility of line organization to timely report and investigate all safety related incidents like nearmisses, operational upsets, injuries, fire, liquid / vapor releases etc. pertaining to their area. The incidents should be investigated and reported, as per Incident Reporting and Recording Procedure, SAF/????. Emphasis should be given to find out the root cause and the failure of a management system behind any incident

2. Scheduling and Conducting Audits:

Line organization will develop yearly audit plan after taking approval from Safe Operations Committee (SOC). Some examples of such types of audits are work permit audit, management safety audit, safety critical device defeat audit, temporary repairs audit etc. The findings of these audits need to be regularly stewarded in order to improve safety standards of the site.

3. Developing Safety Rules:

As per the working conditions in respective areas, line functions to develop and propose amendments in the existing safety rules to ensure the safety of personnel and property in their area of influence. Before implementation, all new rules / amendments will be presented in SOC for approval.

4. Developing Safe Job Procedures:

Line organization to ensure that all safety related aspect for a job should be considered and added while developing procedure for that job. It is recommended that a proper Job Safety Analysis (JSA) should be done and made part of the procedure. All hazards that may be encountered during a job should be thought through while developing procedures.

5. Initiating Safety Programs and Activities:

In order to maintain the motivation of the work force, it is recommended that line organization should develop and implement Safety Programs and Activities in their work areas. Proper recognition and awards should be given to the top performers to maintain healthy competition and safety enthusiasm among employees.



6. Training Employees in the Safety Aspects of Their Jobs:

Safety aspect of the employees assignment should be identified and necessary training should be imparted on regular basis in order to enhance their safe working capabilities. The required competency should be periodically tested to ascertain their training needs.

7. Training Supervisors In Their Safety Responsibilities:

Line organization to identify the safety responsibilities of the supervisors and required training to be arranged / imparted to them in order to enhance their safety skills. The required competency should be periodically tested to ascertain their training needs.

8. Conducting Safety Meetings:

Line management should ensure that all safety meetings should be held at a required frequency. Active participation by line managers and all employees should be ensured.

9. Chairing Safety Committees

Line managers should ensure to participate and chair the required safety meetings to show their commitment towards safety.

10. Determining Safety Goals and Objectives:

Line management to set safety goals and objective for their section, which should be inline with the corporate objectives and company policies. These goals and objectives should be SMART and stewarded on regular basis to monitor the progress.

11. Disciplining for Safety:

Discipline ensures safe culture and behavior. Line management to exhibit and ensure discipline in all aspect of the jobs in order to guarantee safe work environment.

12. Establishing & Ensuring Safety Rules:

Line management to ensure that the all established site safety rules should be enforced in their areas of influence. Regular safety talks and trainings are the keys for the proper enforcement of the safety rules.



13. Planning for Emergencies:

Excluding Emergency Response Plan for the site, which the responsibility of safety organization, line management to develop their own specific job related plans and procedure to handle any emergencies like spills, leaks. GTG failure etc.

B. Responsibilities of Safety Professionals:

1. Coordinating all Site Safety Activities: Safety function is to provide necessary assistance and guidance to line managers to coordinate the required safety activities of the site e.g. assistance in developing safety program for a section, guide managers to perform different type of audits etc.

2. Advising Management on Safety Issues: It is the function of safety section to advise management on safety issues like;

a. Any new safety law or regulation and its impact on site. b. Any condition(s) that contributes or could contribute to a safety incident. Advise

management about its solution. c. Any condition that contributes to any work related illness. Advise management about

its solution. d. Any unsafe condition that can lead to any undesirable incident, which can affect

companys personnel, property, image etc. e. Safety section to analyze the sites injury pattern annually and advise management /

line organization about the measures that needs to be taken to avoid such incidences in future.

3. Analyzing Site wise Safety Needs:

It is the responsibility of the safety function to analyze safety needs of a specific site as per process and job requirements. These needs should be properly communicated and enforced through line functions by developing procedures and imparted the required training to all concerned.

4. Plotting Site wise Safety Audit Trends: Apart from line organization, it will also be the responsibility of the safety function to do independent safety audits. Findings of these audits should be compared and plotted with the audits done by the line organization to find out areas of concern.

5. Classifying Injuries: Safety section will classify all on & off the job injuries according to the definitions given in Incident Reporting and Recording Procedure.



6. Providing Resource information on Safety:

Safety section will obtain and provide latest and up to date information to line organization in order to assist & guide them to develop and update existing procedures in line with the latest global requirements.

7. Analyzing Injury Patterns: Safety section to analyze the sites injury pattern annually and advise management / line organization about the measures that needs to be taken to avoid such incidences in future.

8. Establishing & Maintaining understanding with Outside Groups: Safety section to liaison with outside groups like Environment Protection Agencies, fire department, local authorities etc. to obtain latest information, rules and regulation and to work with them to develop mutual emergency response plans and other safety, environment and health related programs for the betterment of organization and local community.




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PHILOSOPHY: Engro Asahi Polymer & Chemicals Ltd. believes that all accidents and injuries can be prevented. The system that addresses the activities related to personnel safety issues must be in place and maintained. Personnel safety includes all the activities that prevent incidents from occurring, which focus on the human element and the interface between people, plant & equipment and their work environment. A work place free of injury and illness and a commitment to becoming a leader in the protection of health, safety and the environment will be accomplished through the active participation of all employees. RESPONSIBILITY: The SOC Chairman is designated the responsibility for ensuring compliance with the standards. REQUIREMENTS:

1. Systems shall be in place which support and make visible the commitment and

involvement of management, employees and others in the workplace. The Safety, Environment, Industrial Hygiene and Toxic Substances Policy, safety audits, safety talks / meetings, training etc. are examples of such system.

2. A system shall be in place to define and communicate specific safety organizational

roles & responsibilities. 3. Training of new and existing employees for hazard that exist in the work environment

is essential. Training in all areas of personnel safety and industrial hygiene will be conducted and records updated periodically.

4. A system will be in place to communicate information regarding personnel safety,

environment and industrial hygiene (SEIH) issues & programs. 5. Adequate, qualified resource will be made available to provide the site with support for

personal SEIH issues. 6. Off - the - Job safety training & information will be offered as part of the site SEIH

Program. 7. Systems for obtaining information regarding hazards in the workplace and to monitor

personnel behavior shall be in place with methods of analyzing & identifying areas of concern. Information regarding this analysis will be shared with the organization & remedial action plan established to improve the safety performance.

8. A system shall be in place which identifies those activities which require preventive

measures, ensuring the protection of personnel. Where risks cannot be eliminated, appropriate personal protective equipment will be provided along with necessary instructions/training on its usage. Responsibilities for specification, procurement, training, use and care of personal protective equipment should be assigned



9. Current safety rules, procedures and standards should be accessible and used. A system shall be in place to identify & recognize individual / team participation & contributions to improving the safety process. Accountability will be a key part of the safety process.

10. System for measuring safety effectiveness shall be in place with emphasis on use of quality tools to monitor & improve the program elements.

11. Security procedures and systems to control entry of personnel and materials onto the

work site and restricted areas are established.

RELATED DOCUMENTS:

Personnel Safety Guidelines SMS/2/001 Personnel Safety Compliance Document SMS/2/002 Plant Safety Rules SAF/3/007


Page 1 of 8 Date Prepared: February 25, 2004 Date Revised:

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SCOPE: This document describes the Management Guideline for D Level Safety Committees of Manufacturing Division. The document contains Guiding Principles / Guidelines, Individuals Role Statements, Meeting Norms, Training Guidelines and Effectiveness Measurement. Table Of Contents: S.No. Description Page No. 01 Philosophy 03 02 Responsibilities 03 03 Requirements 03 04 Guidelines 03 05 Role Statements 05 06 Meeting Norms 07 07 Training 08 08 Effectiveness Measurement 08 Attachments: Attachment 1 Mandatory Safety Talk List Attachment 2 Safety Talk Format.



PHILOSOPHY: Engro Asahi Polymer and Chemicals Limited believes that all accidents and injuries can be prevented. The Personnel Safety element of PSM system addresses the activities related to personnel safety issues. Personnel safety encompasses all the activities that prevent incidents from occurring, which focus on the human element and the interface between people and their work environment. A workplace free of injury and illness and a commitment to become a leader in the protection of safety, health and the environment will be accomplished through the active participation of all employees. RESPONSIBILITY: The SOC Chairman is designated the responsibility for ensuring compliance with the standards. REQUIREMENTS:

1) Systems shall be in place which support and make visible the commitment and involvement of management, employees and others in the workplace.

2) Training of new and existing employees & contract workforce on the hazards, which exist in

the work environment is essential.

3) A system will be in place to communicate information regarding personnel SEIH issues & programs.

4) System for obtaining information regarding hazards in the workplace shall be in place with

methods of analyzing & identifying areas of concern. Information regarding this analysis will be shared with the organization & a remedial action plan where required to be established.

5) A system shall be in place to identify & recognize individual/team participation &

contributions to improve the safety process. Accountability will be a key part of the safety process.

6) System for measuring safety effectiveness shall be in place with emphasis on use of quality

tools to monitor & improve the program elements. GUIDELINES: D Level Safety Committee is the most effective shop floor safety forum at the site. All the employees up to Section Head / Area in charges of the Manufacturing Division are members of these committees. In order to ensure effective working of these committees, the following guidelines are to be complied with:



Management Support and Commitment: Management support and commitment to be demonstrated by:

a) Active and visible participation in safety meetings and feedback on current safety issues to all the employees.

b) All employees up to section heads / area in charges level are required to participate in weekly

D Level Meetings.

c) All meetings to start with the feedback on the points raised by the participants in the previous meeting. Further, all the safety incidents, which have happened at the site between the two meetings, should also be discussed.

d) Reinforcement of safe work practices and actions.

e) The D Level Committee working to be audited.

Safety Committee Organization: An organizational structure of the D Level Committee should be documented and communicated in the same manner as other areas of the business. All committees to have a Safety Sponsor, Captain & Vice Captain. Overall responsibility / stewardship of these committees will be with the areas Section Head / Unit Manager / Department Manager. Communication: Line management will establish methods of communication to employees and necessary information regarding workplace hazards, safety programs, procedures, revisions, bulletins, as well as feedback on safety concerns / suggestion will be presented in the D Level Meetings. These meeting would be conducted using the following material. D level committee information packages:

Safety Incident Flyers Safety bulletins D level safety talk material Off- the - Job information Procedure / Rule updates and reinforcement. Milestone recognitions / celebrations Emergency Response Manual. Safety and Process Safety Management System Manual Sharing of incidents from other sites



Safety Program Involvement: Each EAPCL / contractor employee is part of the safety organization thru D Level Committees. Their feedback is reviewed by the safety sponsors / Area. Incharge. The issues not resolved at the sponsor level are routed to the relevant B level committee for further review & action. Actions not resolved in the B Level Committees can be taken up in the SOC. Measurement Systems: A system of measurement will look at the fundamental areas of D Level safety program in areas of quality, quantity, and documentation. Also to assess the quality of these committees, the following key features will be measured:

a) Employee and Management Involvement b) Safety Standards and Procedures discussion c) Completion of the suggestions / recommendations and feedback to the group d) Number of Safety Hazard picked up and corrected by the committee in their own work

area ROLE STATEMENTS

Role of D Level Committee:

Sustain motivation of employees through participation and develop belief in EAPCLs Safety Philosophy that ALL INJURIES CAN BE PREVENTED.

Identification / rectification of workplace hazards and continuous improvement of procedures. Utilize Safety Field Audit observations as an input.

Educate and encourage safe work practices. Solicit feedback from employee for On & Off-The-Job Safety concerns. To serve as a forum for communication of information relating to Companys Safety,

Environment & Industrial Hygiene Program.

Role of D Level Committee Safety Sponsor: The Safety Sponsor will be responsible for ensuring compliance with the role of D Level Committee. He will work closely with Safety Captain/Vice Captain of his committee to achieve the desired objectives. Issue minutes of meeting on prescribed format and send copies to the to Section Head/Unit Manager, Department Manager & Safety Section.

Safety Sponsor is responsible for follow-up of the recommendations, which can be done within the section or with minor support of other sections. All recommendations pertaining to other areas to be send to the Section Head/Unit Manager for review and routing to the relevant B level committee for further review and action.



Safety Sponsor is responsible of preparing quarterly report by mentioning the number of suggestions / recommendations completed by the committee. Report to be sent to Safety Section on quarterly basis for record.

Role of D Level Committees Safety Captain / Vice Captain:

The Safety Captain will be responsible for ensuring compliance with the role of D Level Committee. He will work closely with Safety Sponsor & Vice Captain of his committee to achieve the desired objectives.

He will develop the agenda for each meeting in consultation with the Safety Sponsor. He will ensure that all mandatory safety talks are held.

Role of Area Incharge / Section Head:

Area In charge / Section Head will participate in each D Level Committee Meeting to assess

the quality of the meeting and to provide feedback on issues raised in the previous meetings. He would also review all the recommendations generated and would assess the quality of the recommendation before getting concurrence of the relevant interfaces for compliance.

The recommendations, which require further review, would be forwarded to the relevant B

level committee for further review and action. He would ensure that all the pending items from D Level Meetings are taken up to B Level Meetings.

Role of Safety Advisor / Supervisor:

Safety Adviser / Supervisor will participate in each D Level Committee Meeting at least

twice / year to assess the quality of the meeting. He will ensure that the information on personnel safety techniques is covered thru D Level

flyers & safety information is passed on to all employees thru D Level Committees. They would also issue the compliance & effectiveness report every month.

Role of Unit / Department Manager:

Unit / Department Manager will audit the compliance & effectiveness of D Level Meeting

& steward the recommendation relating to their Department.

Role of SOC Chairperson: SOC Chairperson will ensure that the compliance and effectiveness of D level committee is

regularly monitored and presented in the SOC on an agreed frequency.



MEETING NORMS Frequency: The D Level Committee will be held on every Tuesday at 14:35 hours for all the non-Production Department committees. Operations committees will hold two types of meetings namely; Staff Engineer D Level Committee Meeting: D Level Meeting on each Tuesday to be participated by Staff Engineer. Each shift group will go through this meeting once a month. If the rest of a shift falls on Tuesday, then the safety meeting will be conducted on the next working day in the morning shift. Regular D Level Committee Meeting: Weekly meeting during night shift to continue as per current practice. In the Turnaround / Shutdown, all the work groups involved will hold Safety meeting on daily basis. This meeting would focus on the work related safety instructions and would not always be with the regular committee members. Plan / Agenda:

A yearly safety talk plan will be developed by each committee including the mandatory safety talk.

Agenda for the meetings should be communicated in advance to all the members. Norms:

Timeliness: Meeting should start and end on time. Attendance : All EAPCL employees up to area in charge / section head will attend this

meeting. Exception for not attending any meeting to be obtained in advance form immediate supervisor.

Begin every meeting with minutes of previous meeting and state agenda for this meeting. All meetings to start with the discussion on the safety incident flyers. Feedback on the previous safety concerns highlighted should be given. 75% of time spent in meetings should be related to job hazards, applicable procedures & work

practices of the area.



Presenter should be thoroughly prepared. Preferably, each member should be a presenter during the course of the year.

Issue minutes of meeting regularly on the prescribed format. Address minutes to Department /

Unit Manager / Section Head & Safety Section. Take prior approval of your Section Head / Unit Manager while marking recommendation for other areas.

Safety Sponsor is responsible for follow-up of the recommendations. Seek help from Section

Head/Unit Manager & Safety Section if required. TRAINING

Training would be provided to the Safety Sponsors, Captains & Vice Captains on the

functioning of the D Level Committees. Safety Section would conduct this training once a year.

On a two yearly frequency, sessions will be held with all the Section Heads / Unit Managers

to revitalize and critique the working of the D Level forum. Safety Section would coordinate these sessions.

EFFECTIVENESS MEASUREMENT System of measurement will look at the fundamental areas of D Level safety program in areas of compliance, quality, & effectiveness. The following criteria would be used for judgment purpose: S.No. Criteria Weight age

a. Number of meetings held and minutes sent on the prescribed format 15% b. Employee & Management Involvement 20% c. Safety incidents discussed 10% d. Mandatory Safety talks held 10% e. Safety Standards and Procedures discussed 10% f. Addressed issues / suggestions given by the employees 15% g. Number of Safety Hazards picked up and rectified in own work area 20%

Safety section would issue a report every month to all the Safety Sponsors on the status of committee performance.

EMS/2/006 Revision: 0


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SCOPE: This Document describes the Management Guideline for B Level Committees of the Manufacturing Division. The document contains Guiding Principles / Guidelines, Individuals Role Statements, Meeting Norms, and Effectiveness Measurement. Table Of Contents: Section Description Page No. 01 Philosophy 03 02 Responsibility 03 03 Requirement 03 04 Guidelines 03 03 Role Statements 04 04 Meeting Norms 05 05 Effectiveness Measurement 06 Attachment I - Committees Nominations



PHILOSOPHY: Engro Asahi Polymer and Chemicals Limited believes that all accidents and injuries can be prevented. The Personnel Safety element of PSM system addresses the activities related to personnel safety issues. Personnel safety encompasses all the activities that prevent incidents from occurring, which focus on the human element and the interface between people and their work environment. A workplace free of injury and illness and a commitment to become a leader in the protection of safety, health and the environment will be accomplished through the active participation of all employees. RESPONSIBILITY: The SOC Chairman is designated the responsibility for ensuring compliance with the standards. REQUIREMENTS:

7) Systems shall be in place which support and make visible the commitment and involvement of management, employees and others in the workplace.

8) System for obtaining information regarding hazards in the workplace shall be in place with

methods of analyzing & identifying areas of concern. Information regarding this analysis will be shared with the organization & a remedial action plan where required to be established.

9) A system shall be in place to identify & recognize individual/team participation &

contributions to improve the safety process. Accountability will be a key part of the safety process.

10) System for measuring safety effectiveness shall be in place with emphasis on use of quality

tools to monitor & improve the program elements. GUIDELINES: B Level Committee serves as a link to address the safety hazards highlighted in the D level committee. It also provides linkage with SOC through the respective area Unit / Departmental Manager. Four such committees are organized at the Site. In order to ensure effective working of these committees, the following guidelines are to be complied with: Management Support and Commitment: Management support and commitment to be demonstrated by:

a. Active and visible participation in safety meetings and feedback on current safety issues to linked D level Committees.

b. Reinforcement of safe work practices and actions.



Safety Committee Organization: An organizational structure of the B Level Committee should be documented and communicated in the same manner as other areas of the business. All committees to have a Chairman & secretary. Further, these committees will have membership from all the interacting functions to agree and resolve safety issues of the respective area. Overall responsibility / stewardship of the committees will be with the Committee Chairmen. Safety Program Involvement: Each EAPCL / contractor employee is part of the safety program thru D Level Committee. Their feedback is reviewed by the safety sponsors/Area. Incharge. The issues not resolved at the sponsor level are routed to the relevant B level committee for further review & action. Actions not resolved in the B Level Committees can be taken up in the SOC. Measurement Systems: A system of measurement will look at the fundamental areas of B Level safety program in areas of quality, quantity, and documentation. Also to assess the quality of these committees, the following key features will be measured:

e) Employee and Management Involvement. f) Number of meeting held. g) Completion of the suggestions/recommendations and feedback to the group.

ROLE STATEMENTS

Role B LEVEL Committee:

Sustain motivation of employees through participation and develop belief in EAPCLs Safety Philosophy that ALL INJURIES CAN BE PREVENTED.

Identification/rectification of workplace hazards and continuous improvement of procedures.

Work on the recommendation sent to this forum from D level committees. Solicit feedback from employee for On & Off-The-Job Safety concerns.

Role of B Level Committee Chairman:

The Chairman will be responsible for ensuring compliance with the role of B Level Committee. He will work closely with the members of his committee to achieve the desired objectives. He is responsible for follow-up of the recommendations, which are sent to him by the D level committees or are highlighted by the B level committee member in the meetings. He also stewards all the action plans of the B level safety committee.



Role of B Level Committee Secretary:

The Secretary will be responsible for ensuring that the committee meetings are held at the mandatory frequency. He will work closely with chairman and present all the recommendation forwarded by D Level Committee for further review and action. Issue minutes of meeting on prescribed format and send copies to all the members of the committee and Safety Section.

Role of Member:

To participate in each B Level Committee Meeting & to actively work for reducing the work place safety hazards. To review all the recommendations generated. Solicit input from peers for highlighting work place hazards and bring them to this forum for resolutions.

Role of Safety Advisor / Supervisor:

Safety Adviser/Supervisor will participate in each B Level Committee Meeting at least once/year to assess the quality of the meeting and will compile feedback for SOC based on the guidelines given. They would also issue the compliance & effectiveness report once every quarter.

Role of SOC Chairman

SOC Chairman will ensure that the compliance and effectiveness of B level committee is regularly monitored and presented in the SOC on an agreed frequency.

MEETING NORMS

Frequency:

The B Level Committee will be held on a monthly frequency.

Plan / Agenda:

Each committee will develop a yearly committee-meeting plan. Agenda for the meetings should be communicated in advance to all the members. Norms: Timeliness: Meeting should start and end on time. Attendance: It is mandatory for all members to attend this meeting. Exception for not

attending any meeting to be obtained in advance from the Committee Chairman. Begin every meeting with minutes of previous meeting and state agenda for this meeting. Typically the agenda of the meeting should cover the following areas.



Review the recommendations from the respective area D level committees. Review the accidents of the last month & pending action of the accident investigation

recommendations. New safety issues, concerns and work place hazards. Chairman is responsible for follow-up of the recommendations. Issue minutes of meeting regularly. Further all minutes to have an attachment giving the status of

the recommendations being worked on and completed. Minutes to be sent to all the SOC members.

EFFECTIVENESS MEASUREMENT:

System of measurement will look at the fundamental areas of B Level safety program in areas of compliance, quality & effectiveness. The following criteria would be used for judgment purpose:

S.No. Criteria Weight age a. Number of meetings held and minutes sent 20% b. Employee & Management Involvement 30% c. Issues/suggestions/recommendations given by the employees addressed 50%

Safety section would issue a report once a quarter on the performance of the B Level Committees & steward the result in the SOC meeting.




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PHILOSOPHY: Engro Asahi Polymer & Chemicals Ltd. believes that effective incident reporting, investigation, analysis and follow-up are necessary to achieve improvement in safety, health and environmental performance. An incident can be major such as unable to work injury, a reportable loss (fire/explosion etc.) or a condition or action that could have resulted in personal injury or damage to the plant/environment (nearmiss). All reported incidents provide the opportunity to learn from and to use the information to analyze system deficiencies and take corrective actions and prevent recurrence. RESPONSIBILITY: The Logistics & Services Manager is designated the responsibility for ensuring compliance with this element. REQUIREMENTS:

1) A system should be in place to encourage employees to report all incidents

openly, having actual or potential safety/environmental consequences.

2) Incidents should be investigated in a timely manner with all efforts to find out root cause(s) behind the incident.

3) Investigation should seek to determine the root cause in the management system

as well as the immediate cause. Corrective action should address both areas. Attention should be paid to identify relevant Safety Management System elements that were not correctly followed & action taken to eliminate similar incidents in future.

4) Feedback of incident investigations should be provided to all employees. The feedback should include lessons learnt, programs & actions taken to prevent future incidents.

5) Organizational responsibility should be clearly assigned for filing incident reports

within the organization & with governmental agencies.

6) All incidents should be analyzed on yearly basis & analyses of results and concerns should be brought to the attention of SOC members & shared with employees.

7) The incident reporting system should provide for closure & stewardship of follow-up actions. The decision not to implement any recommended actions is approved by appropriate management. Completion of recommended follow-up actions, along with the rationale for any rejected actions is documented. The success or failure of actions taken to prevent recurrence should be periodically reviewed.



8) Personnel who will conduct incident investigations and analyses should be given

training in techniques of investigation with emphasis on determining root causes in relation to safety management systems.

RELATED DOCUMENTS:

Incident Reporting & Recording Procedure: SAF/2/001




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1. MANAGEMENT SUPPORT & COMMITMENT

a. - Reflected as the first point in Safety, Environment, Industrial Hygiene and Toxic substances Policy of EAPCL.

- All meetings start with feed back form safety section.

- All employees up to Unit Manager level are required to participate in 'D' & B

level meetings.

- Audit are done as per Audit matrix.

b. Adequate funds are available to meet safety section needs.

c. Visible actions by plant management to demonstrate that Safety is ahead of production, sales & profits.

d. Safety Talk is a mandatory requirement before commencement of any field

activity. 2. SAFETY ORGANIZATION

a-c Documented as SAF/3/006 in Safety Manual.

d. Safety Section participates in most of the committees or ensures their proper functioning thru minutes of their meetings, surprise participation & audits.

3. TRAINING

a. Safety training programs are developed every year & shared with SOC. c. All employees are involved in various safety training courses including

emergency response training. d. Regular contractor training is conducted thru D level meetings and also as &

when required. Moreover, the contractor training is covered thru safety training matrix.

e - Refresher training programs are in place.

4. COMMUNICATION

This is covered thru:

D level /B safety committee meetings SOC meetings Operations morning meeting Five minute safety meeting before commencement of the job Special safety meetings Safety flyers/bulletins D level safety talk material



Off-the-job newsletter, safety quiz's, Essay writing on safety topics. Newsletter Contractor safety meetings (Zero Injury Forum) and Training programs

5. SAFETY ADVISOR

b. - Safety Advisor acts as the consultant to the organization. Communication with safety advisor is done through D level committees feed back form, CPA forms, e-mail, safety meetings, sub-SOC meetings, SOC meetings, zero injury forum, safety flyers and bulletins.

c. - Following documents will be used as standards: Pakistan legal laws ASME codes ASTM d. - Compliance audits:

Daily walk thru audits, Special coverage in shut downs & Pre-commissioning safety audits etc.

e. - Incident data is analyzed & highlights are shared with management & employees with focus on areas of improvement. f. - The information on personnel safety techniques is covered thru 'D' level flyers. g. - Safety, environment and health issues are well integrated into each & every

aspect of our work place. This is reflected in procedures/meetings. h-i. - Safety information is passed on to all employees thru 'D' level communications.

Safety Advisor & engineer randomly attend the safety meetings through surprise visits.

j. - The safety training matrix is developed every year & stewarded.

6. OFF - THE - JOB (OTJ)

Covered thru yearly OTJ objectives which are stewarded to SOC 7. INCIDENT ANALYSIS

Incident analysis system is covered in Incident Reporting Analysis & Follow Up & Safety Manual procedure SAF/2/001

8. PERSONAL PROTECTIVE EQUIPMENT

a. - The general requirements for the PPE are given in the Safety Manual Procedure SAF/3/007. Specific requirements are covered in the relevant procedures.

b. - Safety equipment compliant to ANSI, ASME, NFPA or equivalent standard is

used.



c. - Training on use of PPE is imparted and refreshers are conducted by the area Supervisors. Records for donning of critical equipment (SCBA, full and half face masks) are maintained by respective section.

e. - The need for special equipment is flagged out while issuing the work permit. f. - Safety Section conducts walk-thru audits to determine that sufficient quantity of

safety equipment is available at the plant site. 9. RULES & PROCEDURES

The immediate supervisor is responsible for ensuring that each employee of his area understands the hazards which exist at his work place & how they will be prevented. This relates both to routine & non-routine jobs. a-b. - The performance of each employee on SEIH is reflected in his performance

appraisal. Each supervisor is responsible for communicating to the employee the site safety rules.

c. - SOC/Sub SOCs exist to review rules & procedures. e. - Unit Manager & area incharges are responsible for conducting internal audits to

ensure compliance/understanding of the rules & procedures. g. - Organizing simulated emergency exercises is the responsibility of Safety Section

with a frequency of once in 6 months. i. - Integration of new technology in the existing procedures is the responsibility of

area incharges & Safety Section.

SAFETY PROGRAM INVOLVEMENT

Each employee is part of the safety program thru ''D' & 'B' level committees. Their feedback is reviewed for completion by the safety sponsors/safety advisor. The issues are routed to relevant sections & feed back given to the employees. Actions not resolved in the 'D' & B level committees are taken up in SOC.

10. MEASUREMENT SYSTEM

a. - Safety Manual covering all safety standards & procedures should be updated once in 3 years.

b. - Yearly training plan is developed & implemented. c. - Necessary communication is mainly carried out through 'D' level committees. d. - Safety meetings are conducted in the shape of B / D level meetings, safety

meetings before commencement of the job, Zero injury forum etc. e. - Five year safety audit plan is developed & implemented



f. - Incident reporting is covered in Incident Reporting, Analysis and Follow up (SMS/1/003) and related procedure (SAF/2/001).

g. - Employees involvement is through B / D level meetings, safety meetings before

commencement of the job, Zero injury forum, CPA etc. h. - Accountability in safety is covered through performance appraisals. i. - This is being done thru annual appraisals, performance discussion sessions & thru

safety awards etc.

11. SECURITY SYSTEMS & PROCEDURES:

Security manual is in place outlining all security procedures.


Page 1 of 2 Date Prepared: June 13, 2003 Date Revised:


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PHILOSOPHY: Engro Asahi Polymer believes that it must have in place a safety review and audit plan that provides management with an assessment of the effectiveness of the safety risk management programs. The safety reviews and audit program shall be directed to ensure that all facilities are designed, constructed, operated and maintained in a fashion to provide a safe environment for employees and the public. The program shall address safety, environment, industrial hygiene, operability, and the emergency response segments of the organization. Compliance with appropriate government standards and regulations must be met. RESPONSIBILITY: The SOC Chairman is designated the responsibility for ensuring compliance with the standard. REQUIREMENTS: The characteristics of the Audits and Reviews Program include: 1) Safety audit program to be developed and approved by SOC

Plant management to establish a set of audits to ensure the effectiveness of safety design, operability & reliability. Some of the audits should also fulfill Government regulatory requirements. Others to be guided by the previous findings and accidents investigations

2) Plant management will establish a 5-year plan of audit programs. This would require a yearly review at SOC level and essential changes will be made at that forum. A basic five-year cycle should be established.

3) Plant management should conduct an internal Safety Management System (SMS) audit

every 2 years and an external SMS audit every 4 years. The individuals for such internal/external audits should be qualified and trained. (Management can change this frequency).

4) The results of all audit programs will be stewarded at SOC level to further strengthen the Safety Management System.

5) A follow up system should be in place to ensure that decisions resulting from audit

finding have been implemented.

6) Safety review & audits should be performed by qualified personnel including those with expertise form outside the unit.

7) Results of Safety reviews & audits are accessible to employees. RELATED DOCUMENT:

Safety Management System Audit Matrix SMS/3/002



ATTACHMENT A

SUMMARY OF SAFETY REVIEWS FOR EAPCL

S.No. TITLE CONDUCTED BY Ownership

RECOMMENDEDINTERVAL

DESCRIPTION

1

Pre-startup survey.

Relevant business group Engineers, Safety Engineer with plant assistance.

Relevant BusinessGroup Engineer

New Construction Focus on emergency trip & cutout system, instrumentation, emergency isolation facilities. Small piping, high-pressure equipment, large flammable or toxic inventory equipment & fire protection facilities. Examine the methods & procedures used to sustain the original design integrity of the plant equipment. One visit at 50% - 60% mechanical completion & another near completion. (2 3 weeks).

2

Hazard & Operability (HAZOP)

Team of experienced Design process, Operation, Safety Engineer etc. (This team to be trained for Hazop method).

Process Engineer

Frequency on need basis new facility or major/minor changes to the existing one as and when they are made.

A team exercise to identify potential weakness in a design or an existing plant that could lead to a serious incident. A systematic review of P&IDs, operating conditions and procedures supplemented with field inspections. The review is conducted by the plant organization after suitable training.

3

New Project Risk Management Assessment.

Project Team and Safety Engineers.

Project Engineering

As required

Evaluation of probably maximum loss within an area or by interaction.

4

Risk Assessment Survey

Marsh Marine & Energy or other Safety consultants.

Operations

Two Years

Independent evaluation of fire protection system & facilities. Fire protection system checked for adequacy & complete coverage for any facilities added between inspections. Equipment is inspected.

5

Safety Management System Compliance Review

i. External audit

Safety Section

Four Years

Review focuses on: z Safety Management organization and

programs. z Design engineering practices and controls.z Construction. z Operations and maintenance practices &

programs. z Site emergency preparedness.

i. Internal Audits

Once in 2 years

z Every 2 year or as decided by SOC.

6

Hazardous Substances Survey (Inventory Management). Mandatory Review

Internal Audit. Safety Engineer, Lab Incharge Process Engineer Warehouse Incharge

Yearly

Review focuses on survey of hazardous substances & their management.

NOT TO PRINT THIS PAGE


Page 1 of 22 Date Prepared: December 1, 2003 Date Revised:

MANAGEMENT SAFETY AUDIT PROGRAM

Prepared by : _______________________ Safety & Environment Advisor

Reviewed by : __________________________ Logistics & Services Manager

Approved by : _______________________ SOC Chairman Date : December 1, 2003



Table of Contents: Section Description Page No. 01. Introduction. 03 02. Audit Program. 04 03. Guide to Safety Contact Audit. 08 Attachments: 01 Basic Auditing Principle & Techniques. 12 02. Training Methods & Observations Techniques. 14 03. Audit Schedule. 16 04. Safety Audit Form 20 05. Audit Monitoring Matrix. 22



SCOPE: This Document describes the requirement for a Management Safety Audit Program. INTRODUCTION Auditing is an important aspect of safety management as it allows management to monitor; How the safety program is progressing. Conditions as they exist at the site, including production, maintenance,

laboratory, office, warehouse and other areas. Observe unsafe acts or conditions in the workplace. Observe workers during their normal workday. In addition, audits Provide lower levels of management and workers a visible indication of

managements commitment to safety. Improve housekeeping and safety standards. Provide the opportunity for management to communicate with employees

about safety. Increase safety awareness . Safety auditing involves sampling the sites safety program as a whole; it is not an in-depth inspection of every aspect of the program. The safety management auditor should be looking at the broad spectrum of safety programs to see if they are effective, if they are being followed, and, ultimately, if they are getting results. Part of a safety audit is what is usually called a safety inspection but with the major emphasis on observing people working at their normal jobs; particular attention is paid every now and then to special situations. Increase of safety awareness is the most important result of regular auditing since unsafe actions result from a lack of safety awareness. A procedure cannot be provided to cover all the actions of workers; therefore, we must rely on increasing their safety awareness this would result in reducing the unsafe acts.



AUDIT PROGRAM Site would have two types of Management Safety Audits on regular frequency. 1) Safety Contact Audit Safety Contact audits approach is considered as one of the best audit techniques. During a one-on-one audit, a manager and a subordinate audit a portion of the subordinates area together. This procedure contains down through the line organization until all members of management are involved in safety audits. This procedure ensure management visibility & commitment to safety. As the program progresses first-line supervisors and team leaders (often accompanied by an employee or team member) make daily audits of their areas discussing with employees any deviations from standards, deficiencies in the workplace will decrease and safety performance will improve. When conducting audits, managers must do more than simply observe employee, equipment, and the work environment. A good safety management auditor talks safety with employees during the audit. These conversation can help the auditor answer questions such as What is the frequency of employees attending safety meetings? What do employees think of safety meetings? Are employees receiving the communications that are passed down the line? What are the safety problems that employees face on their jobs? What do employees think about the increased emphasis on safety? What are the quality and quantity of the initial training given to new employees

and the continued training given to experienced employees? Are employees concerns addressed within a reasonable time? Do employees or contractors have say in the overall safety program within their

work group? When audit results reveal gaps that require the authorization of other area resources, these resources must be requested without delay. Simply requesting the resources to solve a problem, however, does not relieve the manger of responsibility for operating a safe workplace. If necessary, equipment must be shut down or the area roped off or barricaded until the problem is actually resolved.



2) Management Site Audits All Executives should formally visit, tour and audit the site annually. The visit should be planned well in advance and should not be posted or canceled except for an extreme emergency, and even then it should be postponed for only a day or two at the most. During this visit, the Executive should review the sites safety program, activities, and progress. While at the site, the executive should spend at least 30 minutes and meeting atleast 03 employees and observing work habits and conditions. At the end of the visit, the executive should give a brief review of the observations made during the day and his impressions of the site.

3) Quality A Manager should ensure that the audits conducted in his area are:

Effective Of a consistent standard To ensure the quality they should frequently observe audits conducted by the line and conduct their own to compare each supervisors and smaller areas standards with the others and to compare results with theirs. The comparison will show Manager were line supervisors need further training in conducting audits and what else you need to do to ensure a common standard of auditing throughout the department or facility. 4) Frequency Plant Manager should audit at least 30 minutes on a fortnightly frequency. Departmental Managers, Unit Managers/Section Heads should also audit their

area for atleast 30 min. per week. The first line supervisor should audit their areas daily and formally record

observations once a week. The safety supervisors should audit each significant area of the site at least

monthly, spending an hour in each area. The safety supervisor should keep records of his audits and plot them for presentation each month at the Safe Operations Committee.

5) Results A sitewide or area-wide auditing program results should be analyzed to observe trends in safety performance. To enable to see sitewide or area-wide trends and problems, two basic conditions must be met:



The same audit form should be used throughout the site or area. Each department to compile their audit results. Copies to be sent to safety

section for record only. Audit results are tabulated on a graph. Each point on the graph is determined by the total number of audit defects recorded during the month, divided by the number of man-hours spent auditing that month. For instance, two people auditing for three hours is equivalent to one person auditing for six hours. The sitewide audit trends, conducted by line organization & safety professionals in a given period, should be compared by plotting different categories. Such plotting helps to measure effectiveness at improving any particular aspect of safety which can be decided is important sitewide or in given areas. Breaking down the overall audit results into categories can also show you where you need to focus your attention. a) Quantifying Results There are two types of methods used for quantifying the results. The Time-Weighted Index TWI = No. Unsafe Situations x 100 Total time spent auditing This sort of index works well in operations that are not labor intensive, like Process, where you might not see many workers when you audit. There, you will be looking for indications of unsafe acts that occurred before your get there; for example, a forklift sitting idle with its forks raised. The Unsafe Acts Index If you have a location that is labor intensive like PM&S, you might prefer to use an unsafe acts index. UAI = No. unsafe acts x 100 No. people observed working These ways of recording audit results provide a quantitative means of presenting information.



b) Results You Can Expect Many observations in a new program. It will look as if your safety performance is getting worse instead of better.

You should be prepared for this occurrence. A lowering trend as employees react with safe work habits. If the frequency of unsafe acts rises again, it may be symptomatic of an underlying problem you need to tackle. A strategy for tackling problems could include: Publicity. Safety discussions. Close Monitoring New procedures You can use any or all these methods. The important point is that you cover all employees. Using Results To make full use of audit results to see where you should direct your efforts, you should also review audit reports submitted by supervisors in your line organization to recognize such factors as: A work area with a high infraction rate. Supervisors who are not conducting effective audits. Safety violations that occur throughout the site or area. Recurring safety violations. After spotting any of these factors, you can take action where appropriate (such as a reviewing auditing techniques with a supervisor who needs help) or advise supervisors of the need for action ( as in the case of safety emphasis for an area with many audit defects).



GUIDE TO SAFETY CONTACT AUDIT 1) Introduction One-on-one safety contact audit is an essential future of the Management audit program. It is a formally scheduled audit conducted by managers. The specific objective being that one-on-one contact is established between supervisory level & employees to focus on safety. These audits are to be conducted by all level of management employees from Plant Manager to the Unit Manager/Section Head. Safety and housekeeping in your area reflect the standards you are willing to accept; they will improve as soon as you communicate convincingly that you want to them to improve. The intent of this guide is to help you improve safety and housekeeping by establishing a personal safety audit system. This guide has five steps: Audit. React Communicate Follow-up. Raise standards. 2) Audit You must get out into your area(s) of responsibility every week one of your direct subordinates to make a safety audit. You do not have to devote a lot of time to the audit, and you do not have to conduct a complete tour of an area. If you several locations that you know are trouble spots, concentrate on them first. Sample one or more portions of an area where you can audit employee work practices and conditions quickly and effectively. Conduct an audit atleast once a weak, spending 30 minutes and make atleast 03 contacts. It is crucial that you do not try to combine a safety audit with other visits to the area. Your safety audit to an area must be specifically designed to evaluate safety. Learn to take notes of the things you see. The audit process to be followed would be: a) Become Familiar with Safety Requirements Prior to auditing the areas, review the area, equipment, and hazardous chemical safety rules; process hazards; and emergency procedures. Wear the proper protective equipment, just as if you were doing the job.



b) Focus on People Make sure each audit involves the observation of and communication with people in the workplace. More focus on unsafe acts than conditions. When someone is working unsafely, follow these steps: 1) Observe; then get the persons attention. 2) Comment on what the employee was doing safely. 3) Discuss with employee:

The possible consequence of the unsafe act. Safer ways to do the job.

4) Get the employeess agreement to work safely in the future. 5) Discuss the safety issues of the job. 6) Thank the employee. c) Ask Open-Ended Questions Gain a better understanding by asking open-ended questions-ones that can not be answered with a simple yes or no. Such questions not only aid in an accurate evaluation, they frequently stimulate the thinking of others as well. d) Take Notes at Appropriate and Timely Opportunities Historical safety contacts between supervisors and subordinates have been negative. Thus, do not walk around with a clip board or notebook in your hand. The first impression people will have is that you are out to take names and report. Make your observations and at an appropriate time (often just after your contact with the employee), jot down a few notes to jog your memory when you make up your audit report following the audit. Remember do not rely on your memory. It is difficult for most people to remember more than a handful of observations, and erroneous reporting can only weaken the impact of the audits. Therefore, it is important that you take notes on a periodic basis during your audit. e) Respect Lines of Communication As a matter of courtesy, keep members of supervision who are responsible for the audited area informed of your findings. When ever possible, channel all recommendations and remarks through the line organization.

f) Draw Conclusions Draw meaningful conclusions from your observation. In many cases, the greatest value of and audit lies not in the correction of specific deficiencies but in the conclusion upon which measures to prevent recurrences can be developed. You should be careful to avoid drawing sweeping conclusions where the evidence is not



sufficiently strong to support them and avoid overgeneralizations. In these cases, suggesting possible conclusions may be more useful because the question will remain open to further investigation.

3) React The only way you and your site can benefit from your audit is for you to react. The manner in which you react may well be the strongest single element in improving the safety climate at your site. Your reaction (or lack of it) tells your organization what is and is not acceptable. With the philosophy that all injuries and occupational illnesses can be prevented, you must display confidence that your site can achieve high standards of safety. Specifically, each time you audit an area, building, work site, room, or other facility, you must ask yourself a question and make a decision: Are all aspects of safety acceptable? Whenever the answer is no, you should record your reaction and comments about how the facility deviates from your standards. Your standards will not be static; they will change with time and as you develop more skill in auditing. You must come away from each audit with a reaction: The operation is acceptable because .. The operation is not acceptable because.. The operation has deteriorated because The operation has improved because 4) Communicate Since you have already accepted the basic principle that safety is a line organization responsibility, the next step in your personal safety audit effort is to communicate you reaction. Talk with your subordinate who has responsibility for the area you audited. Stick to the line structure, and do not be casual about this communication. In order for the contact to be productive, your subordinate must understand that You audited his area. You are pleased (displeased) with what you saw because of.(Discuss your

observations.) You expect him to react to your comments, and more importantly, to improve

the quality and effectiveness of his own audit system so that permanent improvements are made.

You will audit the area again in a specified a number of days. You and your subordinate must understand the implications of these points. If you expect your subordinate to address certain situations, be sure he has the necessary authority to obtain the resources to appropriately react to your comments.



5) Follow-up Follow-up is the magic step for achieving results. You have now spent time auditing, reacting, and communicating. If you fail to set up an effective reminder or tickler system to enable you to follow up personally and demonstrate that you mean what you say, your efforts may be wasted. Failure to follow up will give your subordinates the perception that you do not care and those high standards of safety are not one of your important priorities. You must clearly communicate your assessment of the obtained results to your subordinates. By doing this in an effective, timely manner, you will help them learn to manage safety more effectively in their area of responsibility. 6) Raise Standards By consistently following the first four steps, you will see steady improvements in safety and housekeeping at your site. Part of the challenge will be to keep raising your standards and providing the leadership necessary to continue to make progress. First, solve the gross problems, and then begin to fine-tune your safety and housekeeping efforts.



ATTACHMENT 1 BASIC AUDIT PRINCIPLE & TECHNIQUES 1) Make a commitment to spend a predetermined amount of time for auditing.

While auditing does not require a great amount of time, it does requi

psm manual

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