1. Responsible Care® Health & Safety Task Force – 06 H&S

2. Contents Team Members Codes of Management Practice Introduction Objectives of the Health & Safety Code Definitions & Intent Relation to the RC Guiding Principles H&S Programmes of GPCA Member Companies Description of the Health & Safety Code Member Company Examples of Best Practice

3. Task Force Members H&S Code Task Force 6 Ken BruceTask Force LeaderLloyd’s Register EMEA Jassim DarwishTask Force MemberGPIC Ali Al-GhamdiTask Force MemberSabic Bhanu MurthyTask Force MemberEquate Hassan Al-MarzooqiTask Force MemberBourouge

4. Responsible Care® Codes of Management Practices Process Safety Distributio n Pollution Prevention Security Employee Health & Safety Product Stewardship CAER RCMS 4Responsible Care- An Introduction

5. Introduction What qualifies me to talk to you on H&S? –Lloyd’s Register is all about Safety –Marine, Energy & Transportation –Management Systems ISO 18001 & RC 14001

6. Objectives of the H&S Code The objective of the Health & Safety (H&S) Code is to protect and promote the H&S of people working at or visiting member company work sites. To achieve this objective the Code provides Management Practices designed to continuously improve work site H&S. These practices provide a multi-disciplinary means to identify and assess hazards, prevent unsafe acts and conditions, maintain and improve employee health and foster communications on H&S issues.

7. Relation to the RC Guiding Principles To design & operate facilities in a safe manner To encourage a culture throughout all levels of organisations to continually identify, reduce & manage occupational safety risks To work with Governments, Agencies & Associations at all levels in the development of effective and efficient H&S laws & industry standards

8. Relation to the RC Guiding Principles To measure performance, openly report & make continual progress towards our goal of elimintating accidents, injuries or harm to human health from our products & operations To seek continual improvement in our integrated Responsible Care Management system to address H&S performance

9. H&S Programmes – Member Companies Probably your most mature MS ISO 18001 High regard to worker safety on your sites Employee H&S Training programmes Established reporting metrics Strive for continuous improvement

10. Key Definitions Workforce – any individual carrying out activities on the Company site. Contractor – any individual not employed directly by the Company who undertakes work on the Company site. Employee – any individual with an employment contract with any entity working on the Company site.

11. H&S Code Description Code is broken into 4 main areas: 1.Leadership & Programme Management 2.Identification & Evaluation 3.Prevention & Control 4.Communications & Training Supported by 17 Management Practices

12. H&S Management Practices Leadership & Programme Management Management Practice HS-1 –Management Commitment  Describes the Company’s intent to provide a safe and healthful workplace Management Practice HS-2 –Employee Particpation  Promotes teamwork for meeting Company Health & Safety goals.

13. H&S Management Practices Leadership & Programme Management Management Practice HS-3 –Contractor Selection, Evaluation & Supervision  Is the mechanism by which the code is applied to contractors & sub-contractors. Management Practice HS-4 –Written Programmes  Formalize the Company’s approach to H&S issues and are used as a means of communication

14. H&S Management Practices Leadership & Programme Management Management Practice HS-5 –Programme Assessments  Help to ensure that programmes are adequate and current, and that workplace practices are consistent with these. Management Practice HS-6 –Data Collection & Analysis  Provides information to be used to evaluate the overall effectiveness of the H&S programme

15. H&S Management Practices Identification & Evaluation Management Practice HS-7 –Hazard Identification  Involves obtaining and reviewing appropriate information regarding plant processes and operations. Management Practice HS-8 –Hazard Evaluation  Can be performed to determine the degree of worker exposure to H&S hazards, as well as the magnitude of the risks that result from such exposures.

16. H&S Management Practices Identification & Evaluation Management Practice HS-9 –Medical Fitness  Criteria are based upon the physical requirements necessary to perform each job on the plant. Management Practice HS-10 –Medical Surveillance  Programmes should be implemented to assess the potential adverse H&S impacts on workers routinely exposed to specific hazards in the workplace.

17. H&S Management Practices Prevention & Control Management Practice HS-11 –Design & Operations Review  Includes empirically evaluating potential hazards and risks and applying controls to mitigate or eliminate. Management Practice HS-12 –Health & Safety Equipment  Focuses on properly selecting, utilising, and maintaining equipment specifically designed to protect workforce health & safety

18. H&S Management Practices Prevention & Control Management Practice HS-13 –Preventive Maintenance & Housekeeping Programmes  Simple, proactive efforts designed to maintain facilities, tools & equipment in a safe condition Management Practice HS-14 –Incident Investigation  Both a reactive and proactive tool. Investigations are performed after the occurrence of an occupational incident, however the results are used to prevent recurrence.

19. H&S Management Practices Prevention & Control Management Practice HS-15 –Emergency Medical Assistance  Proper planning so that appropriate emergency response activities can be instigated when necessary.

20. H&S Management Practices Communications & Training Management Practice HS-16 –Communications  Describe the H&S information that is relevant to specific job tasks and the work site, and the information to be communicated to employees, contractors and visitors Management Practice HS-17 –Training  Programmes that cover the types of training that go beyond that required by regulations.

21. Thank You

22. Examples of Best Management Practice Ali Al-Ghamdi Sabic