501 Safe Work Permit

Total Page:16

File Type:pdf, Size:1020Kb

501 Safe Work Permit Document Number: 501 Current Rev: 12/7/2020 Prepared by Gregory Thorn Review Cycle 3 years Manager Approval: MOC HSE 20-16 Revision No. Revisions noted in italics Page 1 of 28 HEALTH AND SAFETY PROCEDURE 501 - Work Permit 1.0 PURPOSE Westlake Geismar has developed this Work Permit Program to eliminate potential accidents, injuries, and to enhance employee protection. To provide for maximum personnel safety in the plant, any work performed in the operating areas must have prior approval of Permit Issuer in charge of the area involved before performing work. Permits are issued by a Permit Issuer to the Permit Receiver after performing a risk review and discussion at the jobsite and verifying that appropriate precautions have been taken. 2.0 SCOPE The Work Permit Program applies to servicing and maintenance of process equipment and machinery, including hot work, hot taps, excavation, confined space entry, scaffold erection etc., at Westlake Geismar. Permits will not be required in maintenance shops or designated fabrication areas. Permits are not required when performing work in control rooms, offices, or similar buildings unless electrical work is performed. Permits are required outside unit boundaries where excavations or electrical work is performed. This program does not apply to any operational or maintenance activities conducted by operations personnel. Operations does not permit Operations. Operations manages their activities through Standard Operating Procedures or risk assessments. 3.0 DEFINITIONS 3.1 Affected Employee - Employees impacted by the performance of permitted work which may include hot work 3.2 Authorized Employee - Employees trained and authorized to perform permitted work in the plant 3.3 Cold Work - Any servicing, opening, or maintenance of process equipment and machinery. Cold work does not involve any hot work, hot Printed controlled copy expires 24 hours after 1:12 PM on 7/15/2021. Document Number: 501 Current Rev: 12/7/2020 Prepared by Gregory Thorn Review Cycle 3 years Manager Approval: MOC HSE 20-16 Revision No. Revisions noted in italics Page 2 of 28 HEALTH AND SAFETY PROCEDURE 501 - Work Permit taps, excavations, and/or confined space entry. 3.4 Competent Person - One who is capable of identifying existing and predictable hazards in the surroundings, or working conditions which are unsanitary, hazardous, or dangerous to employees, and who has authorization to take prompt corrective measures to eliminate them. 3.5 Craft-specific PPE - PPE required to perform the specific permitted maintenance task and is determined by the personnel performing the task. 3.6 Equipment Owner - The person assigned to an area / department that normally controls and or operates the equipment. 3.7 Hot Tap - (see HSP-506_3 Hot Tap Checklist) 3.8 Hot Work - (see HSP-504 Hot Work) 3.9 Incipient Fire - A fire which is in the initial or beginning stage and which can be controlled or extinguished by a portable fire extinguisher or other simple means. 3.10 Joint Job Walk (JJW) – a meeting that is held by the operator (permit issuer) and the worker (permit recipient) that is conducted at the job location where the work is to be performed. The goal of the JJW is to identify all hazards and perform a detailed review of the work to be performed and mitigate and manage each hazard to avoid an incident during the performance of the task. 3.11 Operator Assisted Work - Work directed by Operations with maintenance assistance. 3.12 Permit Issuer - Westlake employee who has been identified by Unit Manager and completed Work Permit Certification. 3.13 Permit Recipient - Westlake Employee or Contractor who have completed Westlake Geismar’s Permit Recipient Training and have been identified by their company as Permit Recipient. 3.14 Permit Work Area PPE - PPE required by any employee performing the permitted work or any employee who comes in close enough proximity to the permitted work that they would be exposed to the hazards associated with the permitted work. Printed controlled copy expires 24 hours after 1:12 PM on 7/15/2021. Document Number: 501 Current Rev: 12/7/2020 Prepared by Gregory Thorn Review Cycle 3 years Manager Approval: MOC HSE 20-16 Revision No. Revisions noted in italics Page 3 of 28 HEALTH AND SAFETY PROCEDURE 501 - Work Permit 3.15 Stop Work Authority – A critical piece of a successful safety culture that provides employees and contract workers with the responsibility and obligation to stop work when a perceived unsafe condition or behavior may result in an unwanted event. 3.16 Unit Area PPE - PPE required by anyone entering the unit area and is designated by signs and/or line demarcations. 3.17 Work Permit - a multifaceted safety planning tool, to ensure that necessary safety precautions have been addressed prior to beginning work on site 4.0 RESPONSIBILITIES Westlake Geismar has provided a Work Permit Program for employees and is responsible to train employees. Westlake Geismar is also responsible to notify contractors of the Work Permit Program. Specific responsibilities are listed below: 4.1 Health, Safety, & Environmental (HSE) 4.1.1 Train production and maintenance employees on the proper implementation of this program. 4.1.2 Responsible for the certification process for Permit Issuers and a qualification process for recipients. 4.1.3 Ensure that Work Permit procedures are reviewed at least every three years. 4.1.4 Maintain certification records. 4.1.5 Audit Contractor's compliance to this procedure 4.2 Permit Issuer 4.2.1 Maintain certification as Permit Issuer. 4.2.2 Issue appropriate Work Permit to qualified Permit Recipients when requested Printed controlled copy expires 24 hours after 1:12 PM on 7/15/2021. Document Number: 501 Current Rev: 12/7/2020 Prepared by Gregory Thorn Review Cycle 3 years Manager Approval: MOC HSE 20-16 Revision No. Revisions noted in italics Page 4 of 28 HEALTH AND SAFETY PROCEDURE 501 - Work Permit 4.2.3 Perform atmospheric monitoring as required by the permit 4.2.4 Indicate required personal protective equipment necessary for the Unit and permit work area on all permits (Use Appendix C - PPE matrix when necessary) 4.2.5 Conduct a hazard assessment at the Job Site of the work to be performed and the work area to identify all hazards associated with the area and the work to be performed. 4.2.6 Facilitate Joint Job Walk with Permit Recipient 4.2.7 Periodically monitors work area to ensure permit requirements are being followed. 4.2.8 Review work area after the job is complete to ensure work area is clean and safe to be put back in service. 4.2.9 Authorize and document any Verbal Authorization tasks on the Work Authorization Log. 4.2.10 Clearly communicates to permit recipients the right and responsibility for stop work authority. 4.3 Permit Recipient 4.3.1 Complete “Permit Recipient” Training and follow the requirements in this procedure. 4.3.2 Receive the permit from operations 4.3.3 Review the Work Permit with the work crew, verifying their understanding, and ensure all workers are accounted for on the work permit by signature 4.3.4 Conduct Joint Job Walk with crew 4.3.5 Ensure that work crew follows plant requirements, including specifications outlined in the Work Permit. 4.3.6 Ensure work area is clean and safe before turning it over to operations. Printed controlled copy expires 24 hours after 1:12 PM on 7/15/2021. Document Number: 501 Current Rev: 12/7/2020 Prepared by Gregory Thorn Review Cycle: 3 years Manager Approval: MOC HSE 20-16 Revision No. Revisions noted in italics Page 5 of 28 HEALTH AND SAFETY PROGRAM 501 – Work Permit 4.3.7 Meet with operations to close out the permit. 4.3.8 Immediately escalate all incidents or change in conditions to Operations. 4.3.9 Communicate “Stop Work Authority” to crew. 4.3.10 Facilitate a JSA with work crew for work to be performed 4.4 Work Crew 4.4.1 Learn, understand, and follow this program. 4.4.2 Review and document their acceptance by signing the permit legible. 4.4.3 Comply with all permit requirements. 4.4.4 Ensure work area is clean and safe before turning it over to operations. 4.4.5 Immediately report any incident or change in conditions to the Permit Recipient 4.4.6 Utilize “Stop Work Authority” when conditions change to the point to creating unsafe condition or at-risk behavior. 4.4.7 Participate and sign JSA for work to be performed. 5.0 PROCEDURES After checking to see that necessary precautions have been considered and that correct procedures will be followed, Permit Issuer completes the Work Permit and issues it to the personnel performing the work. A quick reference checklist to help explain how to properly fill out the permit is shown in Appendix C. The Work Permit is a multi-faceted permit. This permit is primarily used for routine maintenance and repair work, process opening, and hot work. If additional permits/checklists are required, they will be specified on the Work Permit. Printed controlled copy expires 24 hours after 1:12 PM on 7/15/2021. Document Number: 501 Current Rev: 12/7/2020 Prepared by Gregory Thorn Review Cycle: 3 years Manager Approval: MOC HSE 20-16 Revision No. Revisions noted in italics Page 6 of 28 HEALTH AND SAFETY PROGRAM 501 – Work Permit 5.1 Additional permits/checklists may include but not limited to: 5.1.1 HWPB 5.1.2 Hot tap 5.1.3 Excavation 5.1.4 Confined Space Entry 5.1.5 Energized Equipment 5.2 Documenting PPE It is important to remember when filling out the permit the four different types of PPE classifications and documenting them correctly on the permit.
Recommended publications
  • Permits-To-Work in the Process Industries
    SYMPOSIUM SERIES NO. 151 # 2006 IChemE PERMITS-TO-WORK IN THE PROCESS INDUSTRIES John Gould Environmental Resources Management, Suite 8.01, 8 Exchange Quay, Manchester M5 3EJ; [email protected] The paper presents the collective results from a number of Safety Management System audits. The audit protocol is based on the Health and Safety Executive pub- lication ‘Successful health and safety management’ and takes into account formal (written) and informal procedures as well as their implementation. Focused on permit-to-work systems, these have shown a number of common failings. The most common failure in implementing a permit-to-work system is the issue of too many permits. However, the audit protocol considers the whole risk control system. The failure to ‘close’ the management loop with an effective regular review process is the largest obstacle to an effective permit system. INTRODUCTION ‘Permits save lives – give them proper attention’. This is a startling statement made by the Health and Safety Executive (HSE) in its free leaflet IND(G) 98 (Rev 3) PTW systems. The leaflet goes on to state that two thirds of all accidents in the chemical industry are main- tenance related, with the permit-to-work (PTW) failures being the largest single cause. Given these facts, it comes as no surprise that PTW systems are a key part in the provision of a safe working environment. Over the past four years Environmental Resources Management (ERM) has been auditing PTW systems as part of its key risk control systems audits. Numerous systems have been evaluated from a wide rage of industries, covering personal care products man- ufacturing to refinery operations.
    [Show full text]
  • Mediating Role of Psychosocial Hazard: an Integrated Modelling Approach
    International Journal of Environmental Research and Public Health Article Impact of Safety Culture on Safety Performance; Mediating Role of Psychosocial Hazard: An Integrated Modelling Approach Gehad Mohammed Ahmed Naji 1,*, Ahmad Shahrul Nizam Isha 1, Mysara Eissa Mohyaldinn 2, Stavroula Leka 3 , Muhammad Shoaib Saleem 1, Syed Mohamed Nasir Bin Syed Abd Rahman 4 and Mohammed Alzoraiki 5 1 Department of Management & Humanities, Universiti Teknologi PETRONAS, Seri Iskandar 32610, Perak, Malaysia; [email protected] (A.S.N.I.); [email protected] (M.S.S.) 2 Department of Petroleum Engineering, Universiti Teknologi PETRONAS, Seri Iskandar 32610, Perak, Malaysia; [email protected] 3 Cork University Business School, University College Cork, T12 K8AF Cork, Ireland; [email protected] 4 Petronas Group Technology Solutions, Bandar Baru Bangi 43000, Selangor, Malaysia; [email protected] 5 Department of Technology Management and Business, Universiti Tun Hussein Onn Malaysia, Parit Raja 86400, Johor, Malaysia; [email protected] * Correspondence: [email protected] Abstract: We conceptualize that safety culture (SC) has a positive impact on employee’s safety performance by reducing their psychosocial hazards. A higher level of safety culture environment reduces psychosocial hazards by improving employee’s performance toward safety concerns. The Citation: Naji, G.M.A.; Isha, A.S.N.; purpose of this study was to evaluate how psychosocial hazard mediates the relationship between Mohyaldinn, M.E.; Leka, S.; Saleem, safety culture and safety performance. Data were collected from 380 production employees in M.S.; Rahman, S.M.N.B.S.A.; three states of Malaysia from the upstream oil and gas sector.
    [Show full text]
  • Lockout Tagout at a Glance
    4/9/2015 Lockout/Tagout Beyond the Products: A Roadmap to a Sustainable Lockout Program Edwin Ojeda Lockout Tagout at a Glance Lockout • Physically ensuring a machine is inoperable while repairs or adjustments are made with the use of a padlock and a suitable device. Tagout • Clearly communicating to workers that the equipment is being serviced with labels and tags when lockout is not a viable option. When it comes to your lockout program, your employees are the priority. They face equipment challenges everyday on the shop floor and deserve protection they can trust. The Intent Behind Lockout Tagout – Protecting Employees OSHA’s intent was to protect: • General industry workers performing servicing and/or maintenance on machines or equipment and who are exposed to the unexpected energization, startup or release of hazardous energy. OSHA 29CFR1910.147 1 4/9/2015 Regulatory Basics – U.S. OSHA 29CFR OSHA 29CFR ANSI 1910.147 1910.333 Z244.1-2003 Control of Hazardous LOTO & Alternative Electrical Safety Energy Methods It’s Not Just the United States Canada • CSA Z460:2013 • Control of Hazardous Energy Europe • 2006/42/EC – Machine Directive • 2009/104/EC – Work Directive International • IEC 60204 – Safety of Machinery (Electrical) • ISO 14118 – Prevention of Unexpected Start-Up The Key to Sustainability Your Six Steps to LOTO Compliance 2 4/9/2015 Six Steps in Creating a Sustainable Solutions STEP 1 STEP 2 STEP 3 Develop and Create and post Identify and mark document your written, equipment- all energy control energy control specific lockout
    [Show full text]
  • Safety at Work Permit-To-Work Systems… Electronic Or Paper?
    Safety at Work Permit-to-work systems… electronic or paper? First of all let’s be clear about what we mean by an electronic permit-to-work system. There is widespread misunderstanding and confusion about this term. Some folk understand this to mean that it simply refers to the use of a computer as a means of generating and printing a paper permit, rather than having to rely on doing this work entirely by hand, in effect, merely an “electronic form” of a paper permit. Whereas, in reality, an electronic permit to work system, like aSap’s PCMS (www.safetyapplication.com) is something entirely more relevant to modern business needs. By harnessing the power and ease of use of modern technology and advanced application software development, aligned with best safety practice and risk assessment techniques, the advantages offered by this particular electronic permit-to-work system transcends the simple process of raising and issuing of permits. Just as importantly, it provides the necessary interface and means of access to a whole spectrum of safety-related management information, as well as providing the impetus and behaviour to underpin an effective and efficient safety culture and operational regime. A far cry, indeed, from the obviously inherent limitations of a paper-based system. “An electronic permit to So why change from a paper based system? A sentiment often work system, like aSap’s expressed runs along the lines of: “We’ve managed with our PCMS, is something entirely paper-based system for years, why should we change?” or, “If more relevant to modern it’s not broken, why fix it?” These are perfectly reasonable business needs.” opinions if the business is small and relatively simple to run.
    [Show full text]
  • Safety Culture Maturity and Risk Management Maturity in Industrial Organizations
    Safety Culture Maturity and Risk Management Maturity in Industrial Organizations Anastacio P. Goncalves*, Gabriel Kanegae*, Gustavo Leite* * Production Engineering, School of Engineering, Bahia Federal University Email: [email protected], [email protected], [email protected] Abstract This article presents research about safety culture maturity and safety management maturity in three different types of organizations in Bahia, Brazil. The model and the questionnaire developed by Gonçalves Filho et al (2010) were used to identify both the maturity of safety culture and safety management maturity. The questionnaire was answered by 346 workers of 28 companies : 17 petrochemical, 5 footwear and 6 cable TV. The study also identified the safety management maturity, which revealed that higher levels of safety management maturity tended to display the features associated with higher levels of safety culture maturity. The results demonstrated that petrochemical companies are in a more advanced safety culture maturity stage than footwear industries as well as cable TV companies; the petrochemical ones are also more advanced relating risk management maturity than footwear and cable TV companies. These results indicate that safety culture can contribute for risk management to prosper. Keywords: safety culture; risk management; maturity. 1 Introduction Existing cultural issues in organizations can cause significant impediment or obstacles to the changes required for the implementation of a Risk management System (SMS). Therefore, it is essential to understand the maturity of the existing safety culture in a company in order to prepare the planning of changes, when necessary. An established safety culture is crucial for the development, success and good performance of the SMS (Choudhry et al., 2007; Ek et al., 2007; Hudson, 2003), because it is in a context where safety culture exists that attitudes and behavior of individuals in relation to safety are developed and persist (Mearns et al., 2003).
    [Show full text]
  • Issue of Compliance with Use of Personal Protective Equipment Among Wastewater Workers Across the Southeast Region of the United States
    International Journal of Environmental Research and Public Health Article Issue of Compliance with Use of Personal Protective Equipment among Wastewater Workers across the Southeast Region of the United States Tamara Wright 1, Atin Adhikari 2,* , Jingjing Yin 2, Robert Vogel 2, Stacy Smallwood 1 and Gulzar Shah 1 1 Department of Health Policy and Community Health, Jiann-Ping Hsu College of Public Health, Georgia Southern University, Statesboro, GA 30460, USA; [email protected] (T.W.); [email protected] (S.S.); [email protected] (G.S.) 2 Department of Biostatistics, Epidemiology, and Environmental Health Sciences, Jiann-Ping Hsu College of Public Health, Georgia Southern University, Statesboro, GA 30460, USA; [email protected] (J.Y.); [email protected] (R.V.) * Correspondence: [email protected] Received: 28 April 2019; Accepted: 3 June 2019; Published: 5 June 2019 Abstract: Wastewater workers are exposed to different occupational hazards such as chemicals, gases, viruses, and bacteria. Personal protective equipment (PPE) is a significant factor that can reduce or decrease the probability of an accident from hazardous exposures to chemicals and microbial contaminants. The purpose of this study was to examine wastewater worker’s beliefs and practices on wearing PPE through the integration of the Health Belief Model (HBM), identify the impact that management has on wastewater workers wearing PPE, and determine the predictors of PPE compliance among workers in the wastewater industry. Data was collected from 272 wastewater workers located at 33 wastewater facilities across the southeast region of the United States. Descriptive statistical analysis was conducted to present frequency distributions of participants’ knowledge and compliance with wearing PPE.
    [Show full text]
  • Creating Culture
    CREATING FOOD SAFTEY CULTURE EMPOWER YOUR TEAM Protect your customers, your business SET THE and the restaurant industry by prioritizing STANDARD food safety. FIND YOUR SYSTEM ServSafe.com ServSafe.com 1 CREATING FOOD SAFETY CULTURE Large industry, large responsibility ith 2016 sales expected to reach $783 billion, the restaurant industry is big Wbusiness. According to the 2016 National Restaurant Association Forecast, the in- dustry is projected to provide a record 14.4 million jobs this year, and the momentum continues into the next decade. Specifically, jobs that combine food preparation and service are projected to rise more than 15 percent between 2016 and 2026, a gain of 504,000 positions. Last year, two in five restaurant operators said they plan to devote more resources to employee training. After all, great employees are informed employees. According to the Center for Disease Control, roughly one in six Americans gets sick from a foodborne illness annually. When food safety procedures are correctly followed and entrenched in a business’ culture, error rate is reduced, return on investment is greater, employee empowerment soars and your reputation is intact. 14.4 million That being said, culture is complex. A set of shared attitudes, values, goals and practices Number of jobs that characterizes an organization doesn’t fall the industry is 15% into place overnight. Reflection, planning and projected to Projected job investment must occur, and senior leadership provide this year. growth from 2016- must want, lead and reinforce the cultural shift. 2026 for jobs In this paper, we’re delving into the importance of combining food creating comprehensive food safety culture that prep and service.
    [Show full text]
  • STUDENT MANUAL Basic Principles in Occupational Hygiene
    STUDENT MANUAL Basic Principles in Occupational Hygiene July 2019 This course is offered by the Occupational Hygiene Training Association and available free of charge though the OHTA website ohtatraining.org. Copyright information This student manual is provided under the Creative Commons Attribution - NoDerivs licence agreement. It can only be reproduced in its entirety without change, unless with the prior written permission of OHTA. Occupational Hygiene Training Association, 5/6 Melbourne Business Court Millennium Way, Pride Park, Derby, DE24 8LZ Email: [email protected] TABLE OF CONTENTS ACKNOWLEDGEMENTS i 1 INTRODUCTION 1 1.1 HISTORY 3 1.2 THE IMPORTANCE OF OCCUPATIONAL HYGIENE 6 2 HUMAN PHYSIOLOGY AND INDUSTRIAL DISEASES 8 2.1 SKIN 8 2.1.1 Dermatitis 9 2.1.2 Physical damage 10 2.1.3 Biological agents 10 2.1.4 Cancer 11 2.1.5 Other effects 11 2.2 MUSCULOSKELETAL SYSTEM 11 2.3 NERVOUS SYSTEM 12 2.4 ENDOCRINE SYSTEM 14 2.5 THE CIRCULATORY SYSTEM 15 2.5.1 The blood 17 2.6 RESPIRATORY SYSTEM 18 2.7 THE GASTROINTESTINAL TRACT 21 2.8 THE LIVER 22 2.9 URINARY SYSTEM 23 2.10 THE EYE 23 3 FUNDAMENTALS OF TOXICOLOGY 25 3.1 INTRODUCTION 25 3.2 TERMS 25 3.3 BASIC CONCEPTS 26 3.3.1 Physical form 27 3.3.2 Dose 27 3.3.3 Route of entry / absorption 28 3.3.4 Metabolism 29 3.3.5 Excretion 29 3.3.6 Response to toxins 30 3.4 STAGES OF TOXICOLOGICAL EVALUATION 30 3.4.1 What adverse effects can a chemical cause? 30 3.4.2 Are the effects seen in animals relevant to man? 31 3.5 SAFETY DATA SHEETS 31 4 EXAMPLES OF HAZARDOUS SUBSTANCES / PROCESSES 33
    [Show full text]
  • Safety Culture Definition and Enhancement Process Safety Culture Definition Contents and Enhancement Process
    civil air navigation services organisation Safety Culture Definition and Enhancement Process Safety Culture Definition Contents and Enhancement Process 1_ Background_p3 2_ Safety Culture Definition and Elements_p3 2.1_ Proposed Safety Culture Definition_p3 2.2_ Safety Culture versus Safety Climate_p3 2.3_ Proposed Safety Culture Elements_p4 3_ Systematic Safety Culture Enhancement Process_p6 3.1_ Define the Safety Culture_p7 3.2_ Identify Drivers of a Safety Culture_p8 3.3_ Measuring the Safety Culture_p9 3.4_ Evaluating the Measures_p10 3.5_ Improving the Safety Culture_p10 3_ Conclusions_p11 © Copyright CANSO 2008. All rights reserved. No part of this publication may be reproduced, or transmitted in any form, without the prior permission of CANSO. This document has been developed through the collective contributions of CANSO members. The views and recommendations expressed in this publication do not necessarily reflect those of individual CANSO members. We have endeavoured to ensure the integrity of this publication insofar as possible. However, please note that the responsibility for the quality, accuracy, and verification of the data and results in this report rests with participating ANSPs. All recommendations are made without any warranty or guarantee on the part of the contributors or CANSO. CANSO disclaims any liability in connection with the use of this publication or any aspect thereof. Safety Culture Definition 2_3 and Enhancement Process 1 Background The detailed work plan for Year One for address the fact that a safety culture is the CANSO Safety Culture Workgroup (CSCWG) demonstrated through attitudes, accepted norms identified a number of activities. Two key and behaviours. It is about how things work and deliverables for the year are: “the way things are done around here.” Finally, the safety culture definition should 1.
    [Show full text]
  • Identifying Safety Culture Deficiencies in Facilities with the Potential for High Consequence/Low Probability Events
    Identifying Safety Culture Deficiencies in Facilities with the Potential for High Consequence/Low Probability Events Alek Hamparian and Mardy Kazarians Kazarians & Associates, Inc. 100 West Broadway, Suite 970, Glendale, California [email protected] Presenter E-mail: [email protected] Abstract One of the key underlying causes of most major accidents can be traced to deficiencies within the organization’s safety culture. The Chemical Safety Board (CSB) has directly identified safety culture deficiencies in their recent investigations including the March 2005 BP Texas City accident and the June 2013 Williams Geismar Olefins Plant accident. There are many reasons as to why safety culture deficiencies exist within an organization and are not identified and corrected by those working within the organization. An example could be Drift to Danger that is often addressed in Resilience Engineering related discussion. Another concern is that high consequence/low probability events are rare, which results in a low risk perception by employees within systems that have the potential for severe events. One could argue that full compliance with current PSM regulations should be sufficient and would have prevented the major events that have drawn industry’s attention. However, organizations, especially those that handle highly hazardous materials, should strive to go beyond compliance. This is because regulations are designed as minimum requirements and in principle cannot cover all possibilities. Additionally, all organizations should strive in gaining knowledge (i.e., don’t know what you don’t know) to improve their operation and safety. Implementation of a well-designed safety culture program that includes periodic assessment and continuous improvement can address this concern.
    [Show full text]
  • Lockout/Tagout)
    OCCUPATIONAL HEALTH AND SAFETY PROGRAM CONTROL OF HAZARDOUS ENERGY (LOCKOUT/TAGOUT) TABLE OF CONTENTS INTRODUCTION ..................................................................................................................................................................... 2 PURPOSE ............................................................................................................................................................................... 2 SCOPE .................................................................................................................................................................................... 2 ACRONYMS/DEFINITIONS ................................................................................................................................................... 3 RESPONSIBILITIES ............................................................................................................................................................... 4 PROGRAM ELEMENTS ......................................................................................................................................................... 5 PROGRAM REVIEW ............................................................................................................................................................ 11 RECORDKEEPING .............................................................................................................................................................. 11 REFERENCES .....................................................................................................................................................................
    [Show full text]
  • CONTRACTOR INDUCTION HANDBOOK Minimum Health & Safety Standard for Contractors VERSION: 2015 – 02
    CONTRACTOR INDUCTION HANDBOOK Minimum Health & Safety Standard for contractors VERSION: 2015 – 02 CONTENT 1 Introduction .................................................................................................................. 3 2 Welcome to Sodexo ..................................................................................................... 3 3 Health and Safety Policy .............................................................................................. 4 4 Work Health and Safety Responsibilities ..................................................................... 5 5 Sodexo Code of Conduct ............................................................................................. 6 6 Sodexo’s safety guidelines ........................................................................................... 7 7 Site Rules and conditions of entry ................................................................................ 8 8 Risk Management ........................................................................................................ 8 9 Hazard identification, risk assessment and control ...................................................... 8 10 Hazard reporting ....................................................................................................... 8 11 Job Hazard Analysis ................................................................................................. 9 12 Incident and non-conformance management ........................................................... 9 13 Emergency
    [Show full text]