Procedure: Hazard Identification, Risk Assessment and Risk Management
Procedure: Hazard Identification, Risk Assessment and Risk Management
Procedure: Hazard Identification, Risk Assessment and Risk Management
01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
PROCEDURE
Hazard Identification, Risk
Assessment and Risk
Management
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Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
REVISION HISTORY
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Procedure 2.32.2.1.03.01
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TABLE OF CONTENTS
REVISION HISTORY
TABLE OF CONTENTS
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Procedure 2.32.2.1.03.01
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Procedure 2.32.2.1.03.01
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1. INTERNAL CONTROLS
All employees of the company are required to observe and abide by this procedure.
1.3 APPROVAL
This procedure and any amendments made thereto require the following approvals.
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Procedure 2.32.2.1.03.01
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2. PURPOSE
1. Ensure that risk management is embedded in Qatar Steel Company’s culture and
practices;
2. Ensure a systematic approach to risk management;
3. Ensure that hazards are identified, risks are evaluated and appropriate control
measures are implemented and monitored;
4. Describe specific risk assessment methodologies that can be applied and against
which compliance can be measured.
3. SCOPE
This procedure shall apply to all workplace hazards and risks, and all activities are
undertaken by Qatar Steel and include:
1. The routine, and non-routine, activities of all persons having access to the workplace;
2. Hazards associated with plant, machinery, and equipment;
3. Hazards associated with substances and materials in the workplace;
4. Hazards originating outside of the workplace that could adversely affect the work
environment;
5. Hazards associated with inclement weather or emergency situations;
6. The complete lifecycle of facilities from specification through to decommissioning
and disposal.
4. PROCEDURE
4.1. Abbreviations
Definitions;
Routine Activity: Routine works are jobs and tasks done at certain defined intervals, to
facilitate the normal operation of the plant.
Non-Routine Non-routine work are jobs and tasks that are performed irregularly or
Activity: being performed for the first time.
Since these tasks and jobs are not performed regularly, it can be
difficult to understand all of the hazards associated with the job.
Non-routine work includes jobs or tasks that are, (but not limited to):
• Performed infrequently
• Outside of normal duties
• Do not have a documented procedure
• Performed in a different way from the documented procedure
• Have never been performed before
• Routine tasks that carry a high level of risk
Hazard: A hazard is any agent that can cause harm or damage to people,
property and/or the environment.
Risk: Risk is defined as the probability that exposure to a hazard will lead
to a negative consequence.
Residual risk: Residual risk is the risk remaining, associated with a job or an activity
after the precautions are taken.
Risk Ranking: The numerical value is given to the level of risk based on the risk
matrix.
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Procedure 2.32.2.1.03.01
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The aim should be to eliminate the hazard or risk wherever practicable. Where it is not
possible to eliminate the risk then a hierarchy of controls can be applied ranging from
substitution (i.e. the use of less hazardous substances, materials, equipment or processes),
through to the application of engineering or administrative controls, and finally the use of
personal protective equipment (PPE).
Qatar Steel employs the use of three interrelated processes for the assessment and control
of workplace risks:
At the highest level in the risk assessment hierarchy is the HIRA. This is used to evaluate
the hazards, risks, and controls associated with QATAR STEEL facilities and jobs. The
MMI and JSA processes shall be used to provide another level of detail.
Where the HIRA process identifies risks associated with the operation and maintenance of
machinery then the MMI process shall be applied. This process is defined to specifically
address the hazards, risks, and controls associated with operating and maintaining
machinery. For the purposes of this procedure machinery shall include:
Where the HIRA process identifies non-routine jobs, or jobs that have the potential for high
severity consequences, then the JSA process shall be applied. This process breaks jobs up
into a series of sequential activities and is used to assess the hazards, risks, and controls
associated with each activity.
An overall, high-level flow diagram for the risk management process is given in Figure 1.
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Procedure 2.32.2.1.03.01
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The objective of the HIRA process is to provide a systematic basis for the identification of
hazards, risks, and controls associated with Qatar Steel facilities and activities and to ensure
that all risks are maintained ALARP. It is intended to be a working document that Qatar
Steel personnel can use to help them understand the workplace risks and manage them
effectively. The identification, implementation and, maintenance of effective controls is
key to ensuring that all workplace risks are appropriately managed. Employee and
contractor participation, consultation and communication are key to a successful outcome.
4.2.1. Applicability
4.2.2. Methodology
A flow diagram for the HIRA process is given in Figure 2. The worksheet given in
Appendix 1 shall be used to record the results of the analysis. A team member shall be
nominated to facilitate the HIRA sessions and another to compile the worksheet as the
analysis progresses. The role of the facilitator is to: lead the team; prompt the
brainstorming effort; manage the discussion without compromising creativity; identify the
key issues; and ensure that the worksheet accurately reflects the points discussed.
The HIRA process can be broken down into the following basic steps:
The Qatar Steel qualitative risk matrix shown in Figure 3 shall be used to assess the
probability of occurrence and potential severity of the scenarios considered, which will, in
turn, define the level of risk (i.e. no risk, low risk, medium risk or high risk). The risk is
assessed based on the potential impact on people, assets, the environment, and company
reputation. The risk level recorded in the HIRA worksheet is taken to be the highest
observed for these four categories. Further guidance on how to assess the severity of the
consequences is given in Appendix 3.
Where the HIRA process identifies risks associated with the operation of machinery then
the MMI process shall be applied as detailed in Section 5.2 of this procedure. Where the
HIRA process identifies non-routine, or high-risk jobs (i.e. with potential severity 3, 4 or
5 consequences as per the Qatar Steel risk matrix) then the JSA process shall be applied as
detailed in Section 5.3 of this procedure.
Based on the risk level, as derived from the Qatar Steel risk matrix (Figure 3) and assigned
during the HIRA assessment, the following actions shall be taken to ensure effective risk
management.
High Risk
If the residual risk is high, then the operation or activity shall be stopped until additional
controls can be implemented or an alternative process or activity can be found that will
reduce the risk to an acceptable level.
Medium Risk
If the residual risk is medium, then the assessment team needs to be satisfied that the
identified controls are implemented and effective and that no additional controls can be
identified to further reduce the risk (i.e. the risk is ALARP).
Low Risk
If the residual risk is low, it is still important to make sure that the identified controls are
implemented and effective and to be aware of further opportunities for improvement.
4.2.4. Deliverables
The deliverable from the HIRA process shall be a fully completed worksheet that has been
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Procedure 2.32.2.1.03.01
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Revision
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reviewed by the relevant Engineer or Section Head and approved by the Department
Manager. A PDF copy of the approved HIRA shall be added to the HIRA database located
on the Qatar Steel computer network.
The selection of the assessment team has a direct effect on the usefulness and quality of
the HIRA process. The assessment team shall consist of personnel that are knowledgeable
about the plant being considered, its operation and maintenance, the materials used and the
activities to be undertaken. The team can be relatively small but it should contain sufficient
knowledge and expertise to be able to identify all the hazards and the risks associated with
the plant and the activities.
As a minimum, the assessment team should include: the equipment plant
supervisor/equipment engineer or the process plant supervisor/process engineer for the
plant; operations representatives (supervisor, senior operator); maintenance representatives
(supervisor, senior technician) and an HSE representative. The HSE representative shall
ensure consistency of approach and provide input on the hazards, risks and the potential
severity of the consequences. It is expected that each team member will have at least 8
years’ relevant experience. Where specialist knowledge is required to address specific
hazards or risks then additional team members can be temporarily included as necessary.
A RACI chart for the HIRA process shown in Figure 2 is given in Table 1. The RACI
chart defines who is responsible and accountable for each step in the process and who needs
to be consulted or informed.
Any changes in the HIRA shall be circulated to all concerned agencies and all the changes
must be documented.
The Department manager must review and sign at least every 3 months when there have
been any changes in the HIRA.
Each HIRA shall be subject to review at least every three years from the date of the last
revision if there have been no changes.
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Procedure 2.32.2.1.03.01
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After completion of the HIRA, it is the responsibility of the line management of the
concerned department to:
1. Disseminate the key findings from the HIRA and specifically highlight any medium
or high risks and their associated controls;
2. To check that the identified controls have been implemented and are being complied
with in the field.
Quarterly audits shall be carried out by the HSE department to check that HIRAs are being
carried out in accordance with this procedure and that the associated controls are being
implemented in the field. Any non-conformances and corrective actions shall be fully
documented and brought to the attention of the relevant Department Manager for action
and resolution.
Whenever personnel interface with machinery there is always the potential for severe
injuries and, in the worst case, fatalities. To address these specific concerns Qatar Steel
has introduced the MMI process. To avoid confusion and ensure consistency this has been
aligned to the HIRA methodology. Hazards, risks, and controls are identified in the same
way for both the HIRA and MMI processes and the Qatar Steel risk matrix is used in both
cases to assess the probability of occurrence, the severity of consequences and risk levels.
Where the MMI process differs is that it requires some basic information on the machine,
its condition and operation to be provided prior to starting the assessment sessions. This
should be based on the information given in the Qatar Steel Enterprise Asset Management
(EAM) system and include:
1. Manufacturer’s details;
2. Machine type, model number, serial number;
3. Machine description;
4. Energy sources;
5. Safety features;
6. Utilization;
7. Modification history;
8. Availability of operating and maintenance (O&M) manuals;
9. Training records for O&M personnel.
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Procedure 2.32.2.1.03.01
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(QPSC) Effective Date
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In addition, a more detailed hazard checklist, for use by MMI assessment teams, covering
the physical hazards, hazardous tasks, and hazardous events associated with machinery is
given in Appendix 6. Irrespective of these detailed differences the objectives of the HIRA
and MMI processes are the same; to systematically identify all the applicable hazards, risks,
and controls and ensure that all risks are maintained ALARP.
4.3.1 Applicability
The MMI process shall be applied where the HIRA identifies hazards and risks associated
with the operation and maintenance of machinery. It shall be applicable to all machinery
either owned, operated or maintained by Qatar Steel and shall address both operation and
maintenance activities.
4.3.2 Methodology
A flow diagram for the MMI process is given in Figure 4. The worksheet given in
Appendix 5 shall be used to record the results of the analysis. Each machine shall have a
separate worksheet. The basic information on the machine (sheet 1 of 2, of the worksheet)
should be compiled before the MMI session.
A team member shall be nominated to facilitate the MMI sessions and another to compile
the worksheet as the analysis progresses. The role of the facilitator is to: lead the team;
prompt the brainstorming effort; manage the discussion without compromising creativity;
identify the key issues; and ensure that the worksheet accurately reflects the points
discussed.
The MMI process can be broken down into the following basic steps:
The checklist of potential hazards given in Appendix 6 shall be used by the MMI
assessment teams. This checklist is only intended to be prompt and is not a substitute for
the effective implementation of the MMI process by knowledgeable and experienced
personnel. The teams should have access to any supporting information or documentation
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Procedure 2.32.2.1.03.01
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Revision
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that might add value to the assessment such as details of previous incidents, Operating and
Maintenance Manuals, Process Flow Diagrams (PFDs), Piping and Instrumentation
Diagrams (P&IDs), Material Safety Data Sheets (MSDS) plant layouts, etc.
The Qatar Steel qualitative risk matrix shown in Figure 3 shall be used to assess the
probability of occurrence and potential severity of the scenarios considered, which will, in
turn, define the level of risk (i.e. no risk, low risk, medium risk or high risk). The risk is
assessed based on the potential impact on people, assets, the environment, and company
reputation. The risk level recorded in the MMI worksheet is taken to be the highest
observed for these four categories. Further guidance on how to assess the severity of the
consequences is given in Appendix 3.
Based on the risk level, as derived from the Qatar Steel risk matrix (Figure 3) and assigned
during the MMI assessment, the following actions shall be taken to ensure effective risk
management.
High Risk
If the residual risk is high, then the operation or activity shall be stopped until additional
controls can be implemented or an alternative process or activity can be found that will
reduce the risk to an acceptable level.
Medium Risk
If the residual risk is medium, then the assessment team needs to be satisfied that the
identified controls are implemented and effective and that no additional controls can be
identified to further reduce the risk (i.e. the risk is ALARP).
Low Risk
If the residual risk is low, it is still important to make sure that the identified controls are
implemented and effective and to be aware of further opportunities for improvement.
4.3.4 Deliverables
The deliverable from the MMI process shall be a fully completed worksheet that has been
reviewed by the relevant Engineer or Section Head and approved by the Department
Manager. A PDF copy of the approved MMI shall be added to the MMI database located
on the Qatar Steel computer network.
The assessment team shall consist of personnel that are knowledgeable about the machine
being considered, its operation and maintenance, the materials used and the activities to be
undertaken. The team can be relatively small but it should contain sufficient knowledge
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Procedure 2.32.2.1.03.01
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and expertise to be able to identify all the hazards and the risks associated with the plant
and the activities.
A RACI chart for the MMI process shown in Figure 4 is given in Table 2. The RACI chart
defines who is responsible and accountable for each step in the process and who needs to
be consulted or informed.
MMI assessments shall be carried out as the need arises from the HIRA. MMI assessments
shall be reviewed and updated whenever there is a significant change to the machine or its
function, or if a high potential near-miss or accident occurs that is directly related to the
machine. Details of new machines should be entered in the EAM, and an MMI assessment
carried out prior to starting operations. Each MMI assessment shall be subject to review
at least every three years from the date of the last revision.
After completion of the MMI assessment, it is the responsibility of the line management of
the concerned department to:
1. Disseminate the key findings of the assessment and specifically highlight any
medium or high risks and their associated controls;
2. To check that the identified controls have been implemented and are being complied
with in the field.
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Procedure 2.32.2.1.03.01
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Quarterly audits shall be carried out by the HSE department to check that MMI assessments
are being carried out in accordance with this procedure and that the associated controls are
being implemented in the field. Any non-conformances and corrective actions shall be
fully documented and brought to the attention of the relevant Department Manager for
action and resolution.
Job Safety Analysis is an important tool that is used to identify hazards and risks before a
job is performed and before they can result in injuries or damage. The aim is to eliminate
them or put controls in place to minimize them. Jobs are broken down into a series of steps
or tasks. The hazards, risks, and controls associated with each task are then identified. The
JSA is used to provide input into the preparation of:
4.4.1 Applicability
4.4.2 Methodology
A flow diagram for the JSA process is given in Figure 5. The worksheet given in Appendix
7 shall be used to record the results of the analysis. A team member shall be nominated to
facilitate the sessions and compile the worksheet as the analysis progresses.
The job is broken down into tasks each with recognizable starting and endpoints. If a job
contains more than 15 tasks then consideration should be given to splitting the job up into
discrete phases (e.g. preparation, execution, and close-out).
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The tasks are listed in the worksheet and then the analysis proceeds task by task until all
the tasks have been considered. Following review and discussion by the team the following
information is added to the worksheet for each task:
The checklist of the list of potential hazards (Appendix 2) and controls (Appendix 3) can
be used by JSA assessment teams. This checklist is only intended to be prompt and is not
a substitute for the effective implementation of the JSA process by knowledgeable and
experienced personnel. Where there are potential chemical hazards references should
always be made to the relevant MSDS.
4.4.3 Deliverables
The deliverable from the JSA process shall be a fully completed worksheet that has been
reviewed by the relevant Engineer or Section Head and HSE representative.
For Contractors, the JSA process shall be a fully completed worksheet done by the
contractor and then be reviewed by the relevant engineer under whom the contractor is
working and will then be approved by the HSE representative.
The JSA team shall include at least three members. The area supervisor, at least one senior
operator or technician, depending on the nature of the job, and an HSE representative. The
HSE representative shall ensure consistency of approach and provide input on the hazards,
risks and the potential severity of the consequences. To ensure that the JSA is both realistic
and practical, it is essential that those that will be carrying out the work are responsible for
its preparation. Where a job requires specialist knowledge then additional team members
should be included as appropriate.
A RACI chart for the JSA process shown in Figure 5 is given in Table 3. The RACI chart
defines who is responsible and accountable for each step in the process and who needs to
be consulted or informed.
JSAs shall be carried out as the need arises. A JSA shall be reviewed and updated whenever
there is a significant change to the job or if a high potential near-miss or accident occurs
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Procedure 2.32.2.1.03.01
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After completion of the JSA, it is the responsibility of the line management of the
concerned department to check that the identified controls have been implemented, and are
being complied with, in the field. This can be achieved through the inspection of
documentation such as SOPs, method statements, work permits, training records, and direct
observation of jobs.
Quarterly audits shall be carried out by the HSE department to check that JSAs are being
carried out in accordance with this procedure and that the associated controls are being
implemented in the field. Any non-conformances and corrective actions shall be fully
documented and brought to the attention of the relevant Department Manager for action
and resolution.
There are a number of associated studies that are outside the scope of this procedure that
can nevertheless provide useful input into the identification of risks and controls.
An FRA is used to identify what needs to be done to prevent fires and protect personnel.
It is a structured process for identifying fire hazards, the personnel at risk and what can be
done to eliminate or reduce the risks.
For the risk assessment and management practices described in this procedure to be
effective Qatar Steel personnel must be made aware of the workplace risks and the
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Procedure 2.32.2.1.03.01
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This latest version of this procedure shall be made available to all Qatar Steel employees
through the Qatar Steel computer network. It is a line management responsibility to ensure
that the hazards, risks, and controls identified through the application of this procedure are
effectively communicated to supervisors and shop floor workers. A wide range of
mechanisms is available to achieve this goal, including training, coaching and toolbox
talks, etc.
4.6.2 Contractors
Qatar Steel has a responsibility to ensure that its contractors are made aware of the hazards,
risks and associated controls that can affect them while working for QSC. It is the
responsibility of the Qatar Steel contract supervisor to ensure that these are effectively
communicated to contractors prior to the starting work on Qatar Steel facilities.
Document Number
Annual audits shall be carried out by the HSE department to check that risk assessment and
risk management activities are being carried out in accordance with this procedure. Any
non-conformances and corrective actions shall be fully documented and brought to the
attention of the HSE Manager for action and resolution. This procedure shall be subject to
review when an opportunity arises to make a significant improvement or to address a
concern, but the review date shall not exceed three years from the date of the last revision.
No changes shall be made to this procedure without approval from the Qatar Steel HSE
Manager. Any suggestions or recommendations for updates or improvements to this
procedure should be submitted in writing to the HSE Manager. Each submission should
give details of the proposed amendment and the reason why it is considered necessary.
The HSE Manager will keep a log of all change requests, prioritize them for action and,
subject to his approval, schedule them for inclusion in the next relevant update of the
document. The latest version of this procedure shall be made available via the Qatar Steel
computer network. Earlier versions shall be retained for a minimum of three years in
accordance with the Qatar Steel document management system.
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4.11. References
Engineer/Section Head
Department Manager
Assessment Team
Process Step
Define the scope of the assessment A R I
Form the assessment team A R I
Select area, process or job A R
Identify the hazards A R
Identify the present controls A R
Assign probability and severity A R
Determine the current risk A R
Identify remedial actions/controls A C R
Identify the responsible party A C R
Determine the residual risk A R
Review the HIRA for accuracy and
completeness A R C
Add HIRA to database A I R
Verify controls are implemented A C R
Legend
R: Responsible for Carrying out the Activity
A: Accountable for the Outcome of the
Activity
C: Must be Consulted
I: Must be Informed
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Procedure 2.32.2.1.03.01
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Engineer/Section Head
Department Manager
Assessment Team
Process Step
Define the scope of the assessment, provide basic
information A R I
Form the assessment team A R I
Select a system or a subsystem A R
Identify the hazards A R
Identify the present controls A R
Assign probability and severity A R
Determine the current risk A R
Identify remedial actions/controls A C R
Identify the responsible party A C R
Determine the residual risk A R
Review the MMI for accuracy and completeness A R C
Add MMI to database A I R
Verify controls are implemented A C R
Legend
R: Responsible for Carrying out the Activity
A: Accountable for the Outcome of the Activity
C: Must be Consulted
I: Must be Informed
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Engineer/Section Head
Department Manager
Assessment Team
Process Step
Select the job to be analyzed A R I
Form the analysis team A R I
List the job steps A R
Select a job step A R
List the potential hazards, risks, and causes A R
Identify the controls and actions A C R
Identify the responsible party A C R
Review the JSA for accuracy and
completeness A R C
Add JSA to database A I R
Verify controls are implemented A C R
Legend
R: Responsible for Carrying out the Activity
A: Accountable for the Outcome of the
Activity
C: Must be Consulted
I: Must be Informed
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Procedure 2.32.2.1.03.01
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Need to Manage
Risks
Hazard
Identification &
Risk Assessment
Process (HIRA)
Implementation of
Risk Controls
Risks Managed
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Need to Perform
HIRA
Define Scope of
No No No
Assessment 1 2 3 4
Yes Yes Yes Yes
Need to Operation or
Form Assessment No Action Existing Controls
Demonstrate Risk Activity to be
Team Required to be Monitored
is ALARP Stopped
No
Select Area,
5 1. No Risk?
Process or Job
Yes 2. Low Risk?
3. Medium Risk?
4. High Risk?
Review HIRA for 5. Complete?
Accuracy &
Identify Hazards Completeness
Add to HIRA
Identify the Risks Database
Associated with
each Hazard
HIRA Complete
Identify the
Present Controls
for Each Risk
Determine the
Current Risk
Identify Remedial
Actions/Controls
Identify the
Responsible Party
Determine the
A
Residual Risk
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Need to Perform
MMI
A
Define Scope of
Assessment,
No No No
Provide Basic 1 2 3 4
Information
Yes Yes Yes Yes
Need to Operation or
Form Assessment No Action Existing Controls
Demonstrate Risk Activity to be
Team Required to be Monitored
is ALARP Stopped
No
Select System or
5 1. No Risk?
Subsytem
Yes 2. Low Risk?
3. Medium Risk?
4. High Risk?
Review MMI for 5. Complete?
Accuracy &
Identify Hazards Completeness
Add to MMI
Identify the Risks Database
Associated with
each Hazard
MMI
Complete
Identify the
Present Controls
for Each Risk
Determine the
Current Risk
Identify Remedial
Actions/Controls
Identify the
Responsible Party
Determine the
A
Residual Risk
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 28 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Need to Perform
JSA
Identify the
Controls/Actions Review JSA for
Accuracy &
Completeness
Identify the
Responsible Party Add to JSA
Database
No
1
Yes JSA Complete
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 29 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Environment
Risk Ranking
Environment
Risk Ranking
Assets
Assets
People
Reputation
People
Reputation
Probability
Probability
# Area or Activity Hazard Risk Consequences Existing Controls Remedial Actions Responsible Party Target Date Status Comments
What has the potential What could go wrong What is the worst case What can be done to Define the additional Assign responsibility Any additional
to cause harm to and what might credible outcome? prevent or reduce the actions to be to ensure that actions information to be
people, assets or the happen as a result? impact of the implemented to are implemented noted
environment? incident? reduce the risk
Severity Severity
1 Road network Driving A collision involving Multiple fatalities All drivers must have B 5 2 0 0 M Provide barricading at Engineering 30-Nov-17 Open B 1 1 0 0 L
one or more vehicles, a valid Qatar license. sensitive locations to
structures or Speed on site limited prevent vehicle
equipment to 30 km/h. impacts.
Use of mobile phones Provide speed bumps
while driving is to calm the traffic.
forbidden.
All occupants must
wear seatbelts.
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 30 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Safety Hazards Slipping and tripping hazards (e.g. poorly maintained floors)
Moving parts of machinery (e.g. belts, flywheels, pinch
points)
Working at height (e.g. on roofs, from elevated platforms)
Pressurized systems (e.g. piping, vessels, boilers)
Vehicles (e.g. forklifts, loaders, trailers, cranes)
Electricity (e.g. poor wiring, worn cords)
Suspended loads
Inadequate lighting
Confined spaces
Occupational Health Hazards Noise Exposure (e.g. hand-held tools, compressors, engines)
Respiratory Exposure (e.g. dust, fumes, mists, vapors)
Ergonomics (e.g. repetition, forceful exertions, awkward
postures, vibration, lifting and handling loads)
Ionizing radiation (e.g. x-rays, radioactive materials)
Extreme temperatures
Biological Exposure (e.g. molds, bodily fluids, bacteria,
viruses)
Chemical Hazards Inhalation
Skin Contact
Absorption
Injection
Ingestion
Fire Hazards Fire/Explosion
Hot Work (e.g. grinding, cutting, welding, brazing)
Weather Hazards Heat
Flood
Wind
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 31 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 32 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Potential
Severity People Description
0 No injury No injury or health effect.
First Aid cases or minor discomfort cases e.g. Headache,
1 Slight injury or health effect dust/fumes/gases having irritation in the nose when
inhaled - a person can return back to work after a rest.
Reversible injuries or illnesses requiring Medical
Treatment (MTC) or Restricted Workday Cases (RWC)
Minor injury or health
2 for 5 days or but not LTI's. E.g. loss of consciousness from
effect
medical reasons only (e.g. diabetes, epilepsy, narcolepsy,
etc.), needle stick injuries and cuts from sharp objects.
Reversible injuries or illnesses resulting in RWCs for
more than 5 days or LTIs e.g. Punctured eardrums,
Major injury or health
3 fractured ribs or toes, chronic back injuries, loss of
effect
consciousness from work-related activities e.g. blow to the
head, heat-induced.
Single Fatality or Single fatality, permanent disability or irreversible illness
4
permanent total disability such as corrosive burns, amputation.
Multiple fatalities or multiple irreversible illnesses. A near
5 Multiple fatalities
miss with potential for multiple fatalities.
Potential
Severity Assets and Production Description
0 No damage No financial impact.
Slight damage, No disruption to the operation estimated cost less than
1
(< QAR 50,000) QAR 50,000.
Minor damage Brief disruption to the operation estimated cost of QAR
2
(QAR 50,000 to 500,000) 50,000 to 500,000
Local damage Partial shutdown of the operation estimated cost of QAR
3
(QAR 0.5M to 5,000,000) 500,000 to 5,000,000.
Major damage Partial loss of the operation estimated cost between QAR
4
(QAR 5M to 25,000,000) 5M to 25,000,000.
Extensive damage Substantial or total loss of operation with an estimated cost
5
(>QAR 25,000,000) in excess of QAR 25,000,000.
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 33 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Potential
Severity Environmental Description
0 No effect No impact to the environment.
1 Slight effect No.lasting.effect.
Low-level impacts on the biological or physical environment,
local environmental risk within the fence and within the system.
Clean up within days.
2 Minor effect Minor short-medium term damage to a small area of limited
significance.
Single exceeding of statutory or prescribed limits; single
complaint; no permanent effect on the environment.
Clean up within weeks.
3 Local effect Moderate short-medium term widespread impacts, repeated
exceeding of statutory or prescribed limits and beyond fence or
neighborhood. Clean up within months.
4 Major effect Severe environmental damage; Qatar Steel is required to take
extensive measures to restore the contaminated environment to its
original state; extended exceeding of statutory or prescribed
limits. Clean up within months – years.
5 Massive effect Persistent severe environmental damage or severe nuisance
extending over a large area; in terms of commercial or recreational
use or nature conservancy, a major economic loss for Qatar Steel;
constant high exceeding of statutory or prescribed limits. Long
term clean up required.
Potential
Severity Reputation Description
0 No impact No reputational impact.
1 Slight impact Public awareness may exist but there is no public concern.
2 Limited impact Some local public concern; some local media or local political
attention with potentially adverse aspects for Qatar Steel
operations.
3 National impact National public concern; extensive adverse attention in the
national media. Significant difficulties in gaining approvals.
4 Regional impact Extensive adverse attention in the regional media; regional public
and political concern. May lose consent to operate or not gain
approval.
Management credentials are significantly tarnished.
5 International impact Extensive adverse attention in international media; international
public attention. Consent to operate threatened.
Reputation severely tarnished.
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 34 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
MMI Worksheet (1 of 2)
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 35 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
MMI WORKSHEET (2 of 2)
Environment
Risk Ranking
Environment
Risk Ranking
Assets
Assets
People
Reputation
People
Reputation
Probability
Probability
# System or Subsystem Hazard Risk Consequences Existing Controls Remedial Actions Responsible Party Target Date Status Comments
What has the potential What could go wrong What is the worst case What can be done to Define the additional Assign responsibility Any additional
to cause harm to and what might credible outcome? prevent or reduce the actions to be to ensure that actions information to be
people, assets or the happen as a result? impact of the implemented to are implemented noted
environment? incident? reduce the risk
Severity Severity
1 Distribution conveyor Moving belts and Entrapment while Fatality Emergency cable B 4 0 0 2 M Extend covers to Engineering to 11/30/2017 Open A 4 0 0 2 L
rollers cleaning spillage from switch runs alongside completely protect provide covers.
around the conveyor conveyor. conveyor.
The majority of the Restrict access to Operations to restrict 30/09/2017
conveyor has covers conveyor area to access.
fitted. essential personnel.
Covers fitted at head
and tail of conveyor.
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 36 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Physical Hazards
7. Flammable Infection
8. Fluid Mutation
9. Fume Poisoning
10. Gas Sensitization
11. Mist
12. Oxidizer
Hazardous Tasks
Transport
1. Lifting
2. Loading
3. Packing
4. Transportation
5. Unloading
6. Unpacking
Assembly, Installation and Commissioning
1. Preparations for installation (e.g. foundations, vibration isolators)
2. Assembly of the machine
3. Fixing, anchoring
4. Connection to energy supplies (e.g. electricity, compressed air)
5. Connecting to the disposal system (e.g. for exhaust gases, wastewater)
6. Adjustment of the machine and its components
7. Fencing
8. Feeding, filling, loading of ancillary fluids (e.g. lubricants, adhesives)
9. Testing
10. Running the machine without load
11. Trials with load or maximum load
12. Demonstration
Setting, Teaching, Programming and/or Process Changeover
1. Mounting or changing tools, tool-setting
2. Adjustment and setting of protective devices and other components
3. Adjustment and setting functional parameters (e.g. speed, pressure, force, travel limits)
4. Clamping/fastening the workpiece
5. Feeding, filling, loading of raw material
6. Program verification
7. Functional test, trials
8. Verification of the final product
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 39 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Operation
1. Clamping/fastening the workpiece
2. Feeding, filling, loading of raw material
3. Manual loading/unloading
4. Operating manual controls
5. Driving the machine
6. Minor adjustments and setting of functional parameters (e.g. speed, pressure, force, travel
limits)
7. Minor interventions during operation (e.g. removing waste material, eliminating jams)
8. Restarting the machine after stopping/interruption
9. Unclamping/unfastening the workpiece
10. Control/inspection
11. Supervision
12. Verification of the final product
Cleaning and maintenance
1. Adjustments
2. Cleaning, disinfection
3. Dismantling/removal of parts, components, devices of the machine
4. Housekeeping
5. Isolation and energy dissipation
6. Lubrication
7. Replacement of tools
8. Replacement of worn or damaged parts
9. Resetting
10. Removal and disposal of spent fluids
11. Restoring fluid levels
12. Verification of parts, components, devices of the machine
Fault-finding/trouble-shooting
1. Adjustments
2. Dismantling/removal of parts, components, devices of the machine
3. Fault-finding
4. Isolation and energy dissipation
5. Recovering from control and protective devices failure
6. Recovering from jam
7. Repairing
8. Replacement of parts, components, devices of the machine
9. Rescue of trapped persons
10. Resetting
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 40 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Hazardous Events
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 42 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
1. Excessive effort
2. Human errors/misbehavior (unintentional and/or deliberately induced by the design)
3. Loss of direct visibility of the working area
4. Painful and/or tiring postures
5. Repetitive handling at high frequency
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 43 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Qatar Steel:
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 44 of 45 HSE Department
Procedure 2.32.2.1.03.01
QATAR STEEL COMPANY Established 28-Mar-1994
(QPSC) Effective Date
Revision
15-Apr-2020
05
Contractor:
Prepared by:
Hazard Identification, Risk Assessment, HSE Department
and Risk Management Issued by:
Page 45 of 45 HSE Department