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 What is Safety Programming?
Safety Program

A safety program:
◼ Is a plan or outline of activities
◼ Is conducted to promote safety
consciousness among management
and workers in workplaces
◼ Is meant to eliminate or minimize
accidents and /or illnesses to the
lowest possible/reducible level.
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 ROLE OF MANAGEMENT
IN SAFETY PROGRAMMING
•Effective safety program can be achieved basically
through control of people’s actions.
•Only top management has the authority to implement
such controls.
•This can permit the company to have a working
environment in which operations are conducted:

ECONOMICALLY
EFFICIENTLY
SAFELY
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◼ It is the method employed by management
to assign responsibility for accident
prevention
◼ It is intended to ensure performances
under that responsibility
Take note of the needed balance between
responsibility – authority – accountability!
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◼ SAFETY COUNCIL – more or less permanent
◼ SAFETY COMMITTEE – one (1) year term of
members {maximum two (2) years}
◼ TASK FORCE or WORK GROUP – short term
{three (3) to max of six (6) months}
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SAFETY PROGRAM
RESPONSIBILITY

Instruction Policy
Training Program Support
Leadership

Safety Program➔
Learn & use safe
working methods Administration, Assessment
Obey safety rules Direction & Planning
Technical Support
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ELEMENTS OF A SAFETY PR

 MANAGEMENT LEADERSHIP
(Assumption of responsibility; declaration of policy)
 ASSIGNMENT of RESPONSIBILITY
 MAINTENANCE of SAFE WORKING CONDITIONS
 ESTABLISHMENT of SAFETY TRAINING
 AN ACCIDENT RECORD SYSTEM
 MEDICAL and FIRST AID SYSTEM
 ACCEPTANCE of PERSONAL RESPONSIBILITY of
EMPLOYEES (training and maintenance of interest)
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C ELEMENT OF A SAFETY PR

 MANAGEMENT LEADERSHIP (assumption

of responsibility; declaration of policy)
a. Enforce safe practices and conditions
b. Comply with company safety policy
c. Follow safety instructions
d. Obtain good preventive maintenance
of equipment and/or selection of
proper equipment

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C ELEMENT OF A SAFETY PR

 ASSIGNMENT of RESPONSIBILITY

❑To the operating officials

❑To the safety directors
❑To the supervisors
❑To the health & safety
committee

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C ELEMENT OF A SAFETY PR

MAINTENANCE of SAFE WORKING CONDITIONS

Some protective measures to maintain safe working conditions within
the plant are:
1. Operational methods revision to eliminate risks
2. Mechanical guarding
3. Isolation of operation or storage
4. Use of PPE
5. Proper ventilation
6. Proper use and maintenance of tools and equipment
7. Sufficient and proper lighting
8. Sanitation
9. Fire control measures
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 Maintenance of Safe
Working Condition
Safety conditions can be appraised by keeping
track of the following:

a. regular routine inspection

b. special inspection and
c. follow-ups to see if
recommendations for health and
safety maintenance are met and/or
carried out.

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 Maintenance of Safe
Working Condition
Some Elements of Routine Maintenance of Safe
Working Conditions
1. Housekeeping, Hygiene and Sanitation
2. Safety Inspection – Regular, Periodic
and Planned
3. Emergency Preparedness including Fire
Prevention and Protection
4. Materials Safe Handling and Storage
5. General Work Permit Procedures
6. Personal Protective Equipment
7. Safety Media and Communications 12
 Maintenance of Safe
Working Condition
Some Elements of Non-Routine Maintenance of
Safe Working Conditions
1. Accident Investigation, Reporting and
Analysis including Emergency Response
2. Control of Hazardous Energies (COHE)
including LO/TO
3. Chemical Handling Use, Storage and
Disposal
4. Occupational Health and Industrial
Hygiene monitors
5. Contractor Safety Procedures 13
C ELEMENT OF A SAFETY PR

 ESTABLISHMENT of SAFETY TRAINING

Examples of different kinds of OSH training courses:
1. For new employees
2. On-the-job training
3. Refresher courses (to re-acquaint “old personnel”)
4. Supervisory training (general and/or specific)
5. Prior to participation in safety work such as:
- safety committees, work groups, etc.
6. Off-the-job OSH training
7. OSH conferences
8. OSH Workshops
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ining: Pr actice Makes Perfe

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C ELEMENT OF A SAFETY PR
 AN ACCIDENT RECORD SYSTEM
(Accident analysis report on injuries –
measurement of results)
Records are written account of accidents and
they:
 Provide the safety director with the means
for an objective evaluation of his program
 Identify high injury rate plants or
departments
 Provide information on the causes of
accidents, which contribute high injury rates
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C ELEMENT OF A SAFETY PR

 MEDICAL and FIRST AID SYSTEM

Pertain to: placement examinations,

treatment of injuries, first aid services,
and periodic health examinations

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Medical and First-Aid System
Pertinent Activities:
a. Pre-employment physical examinations for proper
physical check-up and proper placement of workers.
b. Periodic physical examination of workers exposed to
harmful of toxic substances.
c. Conduct of surveys of new operations or processes to
determine any/all exposures that
may be detrimental to the safety/health of workers
a. Establishment of a system for assigning injured
workers on the kind of job they can handle for their
condition.
C ELEMENT OF A SAFETY PR

 ACCEPTANCE of PERSONAL
RESPONSIBILITY of EMPLOYEES
Pertain to the training and maintenance
of the interest of all employees

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 Training and Maintenance of
Employee Interest
Obligations of employees for a safety program to succeed:

a. observe safe practices and procedures

b. have regard at all times for the safety of fellow
employees.
c. report to proper authorities any unsafe condition
that may call his attention.
d. contribute their ideas, suggestions and
recommendations for the improvement of working
conditions to achieve maximum safety.
e. participate actively, whenever appointed as full
pledge member of the health and safety committee.
 Some Promotional Methods
 Safety Meetings
a. Executive and supervisor’s
meetings - to formulate policies,
initiate safety programs or plan,
special safety activities.
b. Mass meetings - for special
purposes
c. Departmental meetings - to
discuss special problems, plan
campaigns or analyze accidents.
d. Small group meetings - to
plan the day’s work so that it is
performed safely
 Some Promotional Methods
 Safety Contests SLOGAN

a. Injury rate contest

1ST
b. Interdepartmental contest
c. Intergroup contest
d. Personalized contest
e. Non-injury rate contest – safety
slogans, poster, housekeeping and
community contest
 Some Promotional Methods
 Use of posters, bulletin, boards,
displays to publicize safety

SAFETY BULLETIN BOARD

 Some Promotional Methods

 Others like safety

campaigns, safety courses
and demonstrations,
public address systems,
publications, suggestion
systems, etc.
OW TO CREATE A SAFETY PROGRAM

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MANAGEMENT INITIATIVE
AND LEADERSHIP

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 SETTING up the STAFF
 What does management want? (Consistent with policy?)
 Does the policy pertain to on-the-job health & safety?
Off-the-job health and safety?
 Property damage? Fire? Product safety?
 Who is responsible for what? (Who does what?)
 Where and how is it fixed? (Based on root-cause analysis?)
 How does it fix the organization? (Roles/functions/etc.?)
 What will the committee do? (Functions & limitations?)
 Who has the right to correct and determine course of action?
(Action owners/specific time frame/etc.?)
 What rules will the company live by? (Need to adjust/modify?)
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 THE SAFETY POLICY
Is a document stating:
✓ the top management’s safety
objectives,
✓ the level of safety that can be
performed by the organization,
✓ and the responsibility of the
members of the organization for
executing the policy and ensuring
safety.
 A GOOD SAFETY POLICY WILL
◼ Be a statement of principles stating what,
but not necessarily how;
◼ Promote consistency throughout the
organization and across projects;
◼ Provide an explanation to outsiders of how
the organization views safety;
◼ Provide specific guidelines for important
safety matters;
◼ Provide provision for changing/updating
the policy
 The Policy Statement
◼ Can be brief but should mention:
The objective of the program
The basic health and safety philosophy
of the organization
The general responsibilities of all
employees
The way employees can participate in
health and safety activities
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 The Policy Statement
The Policy should be:
Stated in clear and concise terms
Signed by the incumbent CEO
(Chief Executive Officer)
Kept up to date
Communicated to employees
Adhered to in all work activities
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 Intel. Leap ahead.(TM)

Environmental, Health and Safety Policy

Intel Corporation and its subsidiaries are committed to achieving high standards of environmental quality and product
safety, and providing a safe and healthful workplace for our employees, contractors and communities.
We will comply with all applicable regulatory requirements as a minimum, and implement programs and processes to
achieve greater protection, where appropriate. We will work with stakeholders to develop responsible laws, regulations
and innovative programs that provide safeguards for the community, the workplace and the environment while providing
flexibility to meet the needs of our business.

We seek a healthful and safe workplace, free of occupational injury and illness. We emphasize individual responsibility for
safety by all employees and at all levels of management.

We expect employees to report potential safety hazards and issues, and be involved in implementing solutions. We will
not conduct any operations or market a product without adequate safeguards. To maintain a safe work environment,
employees are prohibited from possessing or using illegal drugs on Intel premises or reporting to work under the
influence of illegal drugs or alcohol.

We strive to conserve natural resources and reduce the environmental burden of waste generation and emissions to the
air, water and land. Through continuous improvement methodologies, we will work to achieve sustainable products and
manufacturing processes. We will strive to be leaders in reducing, reusing and recycling, and we expect our employees to
implement measures to properly dispose of any remaining wastes in a safe and environmentally sound manner.

We will be a responsible member of the communities in which we live and work. We will continue to expand our
knowledge and understanding of the effect of our operations on safety, health and the environment. We are committed
both to continuous improvement in our operations and to sharing the knowledge that we gain with our employees,
customers, suppliers, the communities in which we live and work, the scientific community, government and industry.

We will establish and maintain appropriate controls, including periodic review, to ensure that this policy is being followed.

Craig R. Barrett
Chairman of the Board
Policy established 1991, last reviewed 2007

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 the plant accidents and op
“… conducted as the basis for preparation
of a safety program”

O N o f t h e H E A LT H & S A F E T Y
❖ Detailed study of accident statistics
❖ Involvement of different departments (in case of
large establishments)
 Medical Departments
 Personnel Departments
 Engineering Departments
 Purchasing Departments
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“Safety is a
collective effort;
management and
workers alike
should work hand
in hand to make a
successful safety
program!”
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35
 OEP ANNUAL SHE PLANS
SHE TARGETS FOR FY 2001-2002

OEP OEP OEP ORICA

ACTUAL ACTUAL TARGET TARGET
CHALLENGE 2005 OBJECTIVES 2005
2000 2001 2002

⚫ SAFETY & HEALTH

Employee Recordable Case Rate 0 0 0.63 0.63
Contractor Recordable Case Rate 0 0 0 -
Health Assessment Performance Index 96 94 99%
(HAPI) 95%
Hygiene Performance Index (HYPI) 91 - 90% 98/%
Moving Vehicle Incidents per Kilometer 3* 2*
*(For OEP - number of Vehicle Incidents 2 4
Only)
First-aid Treatment (Minor) Case* 2* 4* 3 None
⚫ ENVIRONMENT
Licence Non-Compliance No report? No report? 0.10 0.10%
Prosecution 1 0 0 0
Losses of Containment Category 2+
Greenhouse Gas Emissions No No
(Conduct
monitoring monitoring 90%
Monitoring)*
record?* record?*
Water Consumption No No (Conduct 90%
Recording)*
record?* record?*
⚫ PRODUCT STEWARDSHIP
Distribution Incident - Category 2+ 1 2 1 10
Compliance Index - - - -
⚫ SOCIAL RESPONSIBILITY
Site Community Reports None None 100% 100%
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 Corporate Safety, Health & Environment (SH&E)
Improvement Plans
For FY 2002-2003

I. Major Objectives

▪ Continuous improvement on OEP excellent SH&E record and

performance.
▪ Meet the requirements of Challenge 2005 and Explosives Group SH&E
2003 SH&E Target

II.a Measurement Targets

▪ Safety & Health

1. Employee Recordable Case Rate - 0.80
(Actual for 2002=0)
2. Health Assessment Performance Index (HAPI) - 99%
3. Hygiene Performance Index- 98%
4. Number of Moving Vehicles Incident- 1
(Actual for 2002=2)
5. First Aid Treatment Case 0.80
(Actual for 2002 = 0.41)

▪ Environment
1. Licence Non-Compliance 0%
2. Prosecution 0%
3. Losses of Containment 0%
4. Greenhouse Monitoring -
5. Water Consumption -

▪ Product Stewardship
1. Distribution Incident 1
(Actual for 2002 = 0)

▪ Social Responsibility
1. Site Community Report 50%

II.b Target Areas for Implementation

▪ Limay Factory 37
▪ On-sites plants/magazines/projects
 ▪ Head Office
▪ Distribution

III. Specific Action Plans

1.0 Safety & Health

# ACTIONS BY WHO BY STATUS
WHEN
1.1 Continuous joining of IRW 2002
Australia-Asia wide
program
1.2 Device a program for JMP Nov.
implementation at OEP in 2002
case TSS ceased for
proposal to OEP Mgt. and
approval -"Country Mgr.
Safety Shield" (CMSS)
1.3 Full participation in OEP Line 2003
based CMSS Managers
1.4 Launching of CBI Evolution JMP Jan. 2003
Program - "CLEAR"
1.5 Full implementation of Line 2003
CLEAR Managers
1.6 Preparation of Internal JMP Oct. 2003
Audit Schedule
1.7 Managing Internal Audit JMP 2003
Program
1.8 Full Line 2003
implementation/completion Managers
of actions required
resulting from Internal
Audit Program
1.9 Managing actions required EKP/JRS 1st Q
from audit of Adrian Mason
for Limay and CAC
respectively
1.10 Managing of actions Line 2003
required from Sites/Offices Managers
SH&E Plans and LOA
1.11 Prepare SH&E Training RFC/ATE
Matrix for Limay/HO/Sites /PAR/JRS
1.12 Implementation of training Line 2003
matrix Managers
/Site 38
Engineers
1.15 Continuous networking JMP 2003
with SH&E
agencies/organizations e.g.
SOPI/ASPPI/BWC, etc.
and SH&E Team Austria-
Asia
1.16 Monitoring and coaching of Line
drivers performance Managers
1.17 Completion of remaining EKP/JRS 2003
Hazard Studies at sites
1.18 Manage HAPI & HYPI JMP/CTG 2003
Program
1.19 Full compliance to EKP 2003
HAPI/HYPI Program
2.0 ENVIRONMENT
2.1 Review of present sites JMP 1st Q
EMS
2.2 Full implementation of sites EKP/JRS/ 2003
Environmental PAR
Management System
(EMS)
2.3 Continuous search for JMP/ARO 1ST Q
alternative waste disposal
system at Limay
2.4 Accreditation for ISO 1400 IRW 2003
if land issue is closed
2.5 Start measuring/recording EKP/JRS 1st Q
water/energy consumption
at site
3.0 PRODUCT STEWARDSHIP
3.1 Training and emergency MGP 1stQ
drill of drivers
3.2 Continuous assistance to LRS 2003
customers on SH&E
training and impartment of
Orica system for their
improvement
3.3 Continuous support to JMP 2003
business group on
customers SH&E training
and system improvement
4.0 SOCIAL RESPONSIBILITY
4.1 Explore possibility of EKP/JRS/ 2003
continuously improving PAR
relationship with 39
community by providing
Review/Update/Revision of Plans

 Plans will be reviewed and updated on a quarterly basis during the

Management and/or Central SH&E Committee meetings. Revision will
be effected where deemed necessary thereafter.

V. Detailed Site SH&E Improvement Plans

 Respective site SH&E Improvement Plans shall be implemented by

each sites, in addition to the requirements of the Corporate SH&E
Improvement Plans.

Prepared by: Jaime M Perfiñan

Safety, Health & Environment (SH&E) Manager

Date: 21 October2002

Approved by: Ian R Winter

Country Manager

Date: 21 October 2002 40

 PREPARATION OF A
SAFETY PROGRAM
A. Management Involvement and Commitment

B. Hazard Identification and Control

C. Rules and Work Procedures

D. Training

E. Communication

F. Incident and Accident Reporting and Investigation

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Safety Program Preparation Checklist: Essential Elements
A. Management Involvement
and Commitment
D. Training
1. Company Safety Policy
1. Safety Orientation
2. Guiding Principles
3. Safety Responsibilities
2. On-The-Job Training
4. Management Communication
B. Hazard Identification and E. Communication
Control 1. Communication Systems
1. Inspections 2. Safety Meetings
2. Hazard Reporting 3. Safety Records
3. Risk Assessment
4. Risk Control
F. Incident and Accident
C. Rules and Work Procedures Reporting and Investigation
1. Safety Rules
1. Incident and Accident
2. Legislative Compliance Reporting
3. Standard Work Procedures
2. Incident and Accident
4. Personal Protective Equipment
Investigation and Follow-up
5. Enforcement
6. Emergency Procedures 42
 Clarification on the
Safety Officer Roles
◼ Owns the safety program administration; drives all
needed improvements on this (not directly
implement)
◼ Technical resource and professional consultant
who identifies, evaluates and provides answers to
safety issues and/or problems
◼ Support and assist management and all other
employees in meeting their safety responsibilities
and in all efforts to maintain a safety and health
hazard-free work environment
◼ Focal person on safety performance assessment;
establishes & keeps safety & health indicators or
statistics and in-charge of over-all safety goal vs.
actual performance evaluations. 43
 Because if the Safety Officer
Does Otherwise:
◼ The Safety Officer losses good touch on
the critical items needing focus, thus:
– may get submerged or stocked on several items only;
– may miss and lose the over-all outlook and/or holistic
overview
◼ He/she becomes reactive and not
proactive, hence:
– becomes a ‘policeman’ instead of an arbitrator;
– becomes a ‘runner’ rather than a thinker.
◼ He/she eventually struggles to make the
safety program work by:
– his ‘individual’ effort rather than making all others
contribute and be part of the whole “team”.
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ONTINUOUS IMPROVEMENT M

Continuous improvement is:

❑A process-oriented
business approach
❑That emphasizes the
contributions people make
to long-range, permanent
solutions to problems
❑It is the cornerstone of
Total Quality Management

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PHASE 1: MANAGEMENT COMMITMENT
and INVOLVEMENT
(Vision and leadership)
Communicates a vision
Attend meetings and read reports
Set performance standards
Define roles and responsibilities
Be an activist (says ‘no’ to status quo)
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PHASE 2: ESTABLISH A BASE LINE
(Snapshot of “as is” )
Select a team (task force or work group but
not necessarily committee nor council)
Team selects issues using the basic elements
Identify key measurements
Conduct research
Analyze results
Communicate findings 47
 PHASE 3: SET GOALS
(Where we should be)
 Add team members as necessary
 Set goals
 Communicate goals

48
 PHASE 4: IMPLEMENT STRATEGY
(Close gap between “as is” and “should be”)

Develop plans and actions

Carry out plans
Monitor results
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PHASE 5: REVIEW and ADJUST
(Reach for where we could be)

Build on successes
Re-examine failures
Repeat the process
Communicate the process
50
1. Seek MANAGEMENT COMMITMENT

2. Establish a Base Line

3. Set Goals

4. Implement Strategy

5. Review and Adjust

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