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1 . L O V 3 1 0 2 1 Q

Ri s kT ol er anc e, Heat St r es s , NoHer o, Saf et y , Smi t hSy s t em, E x er c i s e, ST OPandAc t i v el yCar i ng


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Al a nKe l l y Vi c ePr e s i de nt ExxonMobi lCor por a t i on


Influencing Risk Tolerance

Enhancing the Effectiveness of SSH&E Systems and Tools ExxonMobil SSH&E Leadership and Human Factors Center of Excellence

Understanding risk tolerance

What is Risk Tolerance? Risk tolerance involves weighing a number of factors that influence a decision to either accept or reduce risk. How these factors are perceived and Insights on Risk weighed in the mind of the Tolerance worker and the work group af- People across diverse culfects safety behavior? tures with various work backgrounds and with difWhat are the issues ferent personal experiences demonstrate variability in that influence risk how much risk they are pretolerance? pared to accept (on and off • Is taking a risk a conscious the job). decision? Safe and at-risk behaviors •What factors influence our are the result of a multistage decisions to take chances? process that includes: •Do we understand why we 1. Hazard Recognition make the decisions we do? 2. Risk Perception •How can we influence the 3. Risk Tolerance choices others make? A simple model that shows •What is the relationship the relationship between between Hazard Recognition, hazard recognition, risk perRisk Perception and Risk Tolception and risk tolerance is erance? needed to reduce the personal and group acceptance of risk. While existing SSH&E systems focus primarily on hazard recognition, more direct focus on risk perception and tolerance is needed to enhance the effectiveness

Introducing a Risk Tolerance Model

What is a Hazard? •A condition or situation that could create an incident What is Perception? •Process to add meaning to received information •Influenced by our knowledge and experience What is Risk Perception? •Subjective judgment we make about the characteristics and severity of risk, specifically … What could go wrong? How bad could it be? •The amount of risk that an individual or group is willing to accept in the pursuit of some goal. Behavior is determined more by perceived rather than by actual duce risk


Applying the model to the workplace

10 Influencing Factors for Risk Tolerance

Key factors which influence risk tolerance 1.Overestimating Capability or Experience 2.Familiarity with the Task 3.Seriousness of Outcome 4.Voluntary Actions and Being in Control 5.Personal Experience with an Outcome 6.Cost of Compliance/Non-Compliance 7.Confidence in the Equipment 8.Confidence in Protection and Rescue 9.Potential Profit or Gain from Actions 10.Role Models Accepting Risk

Strategies and resources to influence risk tolerance

1.Use the Risk Tolerance Awareness DVD as an introduction to the topic 2.Use the Risk Tolerance Facilitators Guide to establish an implementation strategy 3.Engage the workforce through workshops on each of the 10 Influencing Factors for Risk Tolerance 4.Reinforce worker participation by using the worksheets for each Factor.


Safety in Places of Public Assembly Every day, millions of people wake up, go to work or school, and take part in social events. But every so often the unexpected happens: an earthquake, a fire, a chemical spill, an act of terrorism or some other disaster. Routines change drastically, and people are suddenly aware of how fragile their lives and routines can be. Each disaster can have lasting effects — people may be seriously injured or killed, and devastating and costly property damage can occur. People entering any public assembly building need to be prepared in case of an emergency.

BEFORE YOU ENTER

WHEN YOU ENTER

Take a good look. Does the building appear to be in a condition that makes you feel comfortable? Is the main entrance wide and does it open outward to allow easy exit? Is the outside area clear of materials stored against the building or blocking exits? Have a communication plan. Identify a relative or friend to contact in case of emergency and you are separated from family or friends. Plan a meeting place. Pick a meeting place outside to meet family or friends with whom you are attending the function. If there is an emergency, be sure to meet them there.

Take a good look. Locate exits immediately. When you enter a building you should look for all available exits. Some exits may be in front and some in back of you. Be prepared to use your closest exit. You may not be able to use the main exit. Check for clear exit paths. Make sure aisles are wide enough and not obstructed by chairs or furniture. Check to make sure your exit door is not blocked or chained. If there are not at least two exits or exit paths are blocked, report the violation to management and leave the building if it is not immediately addressed. Call the local fire marshal to register a complaint.


Do you feel safe? Does the building appear to be overcrowded? Are there fire sources such as candles burning, cigarettes or cigars burning, pyrotechnics, or other heat sources that may make you feel unsafe? Are there safety systems in place such as alternative exits, sprinklers, and smoke alarms? Ask the management for clarification on your concerns. If you do not feel safe in the building, leave immediately.

DURING AN EMERGENCY

React immediately. If an alarm sounds, you see smoke or fire, or some other unusual disturbance immediately exit the building in an orderly fashion. Get out, stay out! Once you have escaped, stay out. Under no circumstances should you ever go back into a burning building. Let trained firefighters conduct rescue operations.

FACT A fire at The Station nightclub in W. Warwick, RI, on February 20, 2003, claimed 100 lives and is the fourthdeadliest nightclub fire in U.S. history. Since that fire, NFPA has enacted tough new code provisions for fire sprinklers and crowd management in nightclub-type venues. Those provisions mark sweeping changes to the codes and standards governing safety in assembly occupancies.

Your Source for SAFETY Information

NFPA Public Education Division • 1 Batterymarch Park, Quincy, MA 02169 www.nfpa.org/education


Heat Stress Program

By Electronic SH&E Work Practices and Guidelines Manual

All work during hot weather or in hot areas should be planned and conducted with consideration given to heat stress risk factors and precautions. This procedure is intended to provide guidance to employees and contractors about the effects of heat stress. Heat Stress occurs when the ambient temperature, the physical demands (including PPE), and the work rate, disrupts the body’s ability to maintain a normal temperature of ~98.6 F. Ambient temperature includes components of temperature, humidity, air movement and radiant heat. Acclimatization (is the ability to withstand the effects of heat stress) involves a series of physiological and psychological adjustments that occur in an individual especially during the first few weeks of exposure to hot environments. Each individual is the first line of defense against heat stress illnesses. Employees should understand heat stress risk factors, symptoms, preventive measures, and first aid procedures (see Attachment 1) and should communicate heat stress concerns or the onset of

symptoms to his/her supervisor. Also, it is important to know/understand that heat stress is a precursor to other types of injuries due to decreased alertness. All personnel are responsible for being familiar with the early warning signs of heat stress in themselves and their coworkers and to take immediate action when they are noted. Supervisors should be notified immediately if concerns arise while working in a hot environment. Failure to recognize and control exposure to heat stress could result in personal injury.

The following categories are considered high-risk activities that may increase the potential of an individual feeling the effects of heat stress illnesses: Physically demanding tasks (e.g., confined spaces, hot work in confined spaces, building scaffold, manual digging, insulation of hot process equipment, etc.) Work while wearing vapor resistant clothing (e.g., paper suits, slicker suits, bunker gear, level A-through-D body protection, etc.) Work while wearing respiratory protection Work in enclosures (e.g., lead, asbestos, abrasive


blasting, etc.) Work around high radiant heat equipment (e.g., steam lines, boilers, furnaces, etc.) General Control Measures: Heat stress control options include using engineering Controls, as a first priority, followed by administrative practices and use of personal protective equipment. Potential heat stress issues should be considered before the job starts to ensure that controls are planned for and proper equipment is ordered. Heat stress potential may be reduced by employing, where feasible, some or all of the following: -Insulate process equipment (remove thermal burn potential and reduce the radiant heat load) -Increase ventilation-cooling fans, air movers -Radiant heat shields -Portable a/c units-specific locations (e.g., confined spaces, enclosures, etc.) -Shade from sunlight -Administrative Controls Monitoring and controlling the following may reduce heat stress potential: -Plan stress related work for cooler times of the day if at all possible -Rotate workers when all possible in Higher Risk Jobs (4.0)

-Take scheduled breaks in cool areas and drink plenty of fluids -Plan the work to ensure minimum time in protective clothing -Keep fluids at jobsite -PPE to relieve Heat Stress PPE may be used when engineering and administrative controls have been considered and have been found to be impractical to implement or not completely adequate. The following may provide the necessary relief: Cool vests with ice packs or gel packs Cool collars Vortex cool vest (neck & head) system* A heat stress advisory guide has been developed to provide a pro-active approach for managing heat stress issues. A flow diagram (Attachment II) outlines actions recommended at three different advisory levels. One only needs to know the outside air temperature and job scope to utilize the guide The advisory levels were based on ambient air temperature assuming >80% relative humidity with high radiant heat load (sunshine) typical of Gulf Coast weather conditions.

Supervisors shall ensure that workers have had proper training on the effects of heat stress and first aid procedures. The following will constitute the training curriculum for ExxonMobil and other direct reports (a similar curriculum is recommended for contractors): Heat Stress Procedure -TRACCESS or Mockingbird module-heat stress where available or e-Manual for additional training material. -Effects of personal medical conditions, (e.g., diabetes, high blood pressure, etc.) -Effects of medications, (e.g., blood pressure, antihistamines, etc.)


Frontline supervisors are responsible for ensuring: Heat Stress Procedure and Heat Stress Advisory Guide are understood and utilized as part of the Pre-Job SPSA (Safe Performance Self Assessment) Review. Workers are trained on heat stress at least once upon assignment or as needed. Employees understand that personal medical conditions, (e.g. diabetes, high blood pressure, etc.) and/or medications (e.g. antihistamines, blood pressure, etc.) may increase susceptibility to heat stress illnesses. Adequate supplies of drinking fluids, e.g. water or Gatorade are available and easily accessible for all employees , contractors, and visitors on site. Proper Controls to Minimize Heat Stress are followed to minimize the effects of heat stress. PPE outlined above shall be utilized if applicable.

30 minutes, not waiting for the thirst sensation which can be too late). Utilize your normal breaks to remain properly hydrated and free from heat stress. Note: More breaks may be necessary based on job task and should be coordinated with Frontline Supervisor with assistance from the Site Safety Contact as appropriate.

ATTACHMENT 1 HEAT STRESS SYMPTOMS AND FIRST AID PROCEDURES Heat Cramps Muscular pain and spasm due to lost fluids and salts though seating.Abdominal muscles are likely to be affected first. Drinking fluids can reduce the severity of these symptoms.

Heat Exhaustion A response characterized by fatigue, dizziness, weak Employees are responsible ness and collapse due to for: inadequate fluid intake. A Considering the heat stress person may experience a potential when performing nearly normal body temperature, appear a task. pale, have clammy skin, sweat profusely, Maintaining proper physical fitness to perfeel weak with headaches, nausea and may form assigned tasks. faint. The victim should be made to lie down Note-the following factors may affect your ability to perform work, (personal illness, re- (with feet elevated, if dizzy), given plenty cent alcohol consumption, overweight, previ- of fluids to drink and rest in a cool area. If symptoms persist or worsen, medical assisous heat stress symptoms, etc.) tance shall be obtained. Following the heat stress advisory guide. Utilizing the control measures for heat stress. Hot, dry skin (loss of sweat mechanism) Rapid pulse Communicate to the supervisor, or work Mental confusion, delirium, convulsions, peer(s) at the onset of heat stress. or coma Drinking adequate amounts of fluid in hot environments, (e.g. one cup of water every


Do: Remove victim from heat Cool victim by any or all of several means: 1. Remove to a/c area 2. Fan vigorously 3. Soak clothing with cool water Seek professional medical attention immediately Do not: Give fluids or medications Apply ice or ice water-Do not allow victim to become so cold they begin to shiver or develop goose bumps.

ATTACHMENT II


NO HEROES NO Confrontations In the Store

STEP 1: Respond calmly to bring the anger level down IF A CUSTOMER IS ARGUING, WHAT YOU SHOULD DO: I. Respond calmly; use positive words in a calm voice; speak at an even pace II.Don’t interrupt and let them speak •Listen carefully to determine if the customer has a specific issue III.Then assure them with positive words •I will do what I can, I understand what you are saying, Let me see what I can do •Try to select words that don’t embarrass the customer STEP 2: Protect yourself, offer Manager assistance, keep your distance If the situation escalates, back off Offer to get the Manager or have the Man ager contact them Politely encourage troublemakers to leave the store Stay in a safe place; remember there is safety in numbers

Do not use a stool or chair for protection; it can turn into a weapon Lock aggressive customers outside the shop Follow your emergency response plan Call police if needed and when safe to do so Remember – Stay within the console area or keep a safe distance away during a Confrontation

On the Forecourt

If a threatening situation occurs on the forecourt: Remain calm, polite and professional; do not argue Ensure customer that you will do all you can to resolve situation Stay in the kiosk or, if no kiosk, stay a safe distance away from customer Stay away from customers who are fighting Get support from others; there is safety in numbers Consider going into the store if you can do so safely, lock the door Follow your emergency response plan Call police as needed and when safe to do so


Key Learnings

1. Frustrated or Angry Words 1.Respond Calmly; Use positive words in a calm tone • Let me see what I can do? • I understand you have been waiting. 2. Listen carefully – ask questions to get more facts 3. Use pause or silence to let customer explain and prevent complaints from increasing 2. Refusing a Sale due to Procedures 1.STAGE the response (Break it to them easy) • Introduce Issue • Explain procedure, risk, etc. • Express understanding using “I wish” or “I understand” comments 2.Try not to embarrass customer in front of others: “Can I get you something else?” 3. Angry customer stays angry or goes away angry and returns 1.Beware of higher risk for violence; Keep a safe distance; 2.Stay in safe area 3.Get help/call police No Hero What should you do during a robbery? BASICS •Avoid heroics – No Heroes •Take all robbery attempts seriously; even when no weapon is evident •Respond calmly, try not to panic

MOVEMENTS •Keep a safe distance away to prevent assault; stay behind counter or step back an arm’s length away •If you do move – move slowly; keep hands in robbers view •Obey and comply with robbers’ demands COMMUNICATION •Only speak when you are spoken to; ask if you do not understand •Do not negotiate; only offer the robbers what they ask for •Tell the robber, “There could be customers or other workers in the store” so the robber is not surprised –Do not be specific about location (i.e. cooler). If you are the person out of sight, stay there quietly. Do not come into the store or leave by the back door (others could be outside). Most robberies occur quickly ACTION •Avoid staring at the robber •Mentally note observations - hair color, tattoos, type of car, etc. •Observe the robber’s height on the indicator strip inside the door •Activate any alarm or call police when it is safe to do so


What should you do after a robbery? No Heroes - Avoid heroics •Stay in the store •Do not chase after the robbers •Attend to anyone injured •Lock store doors with remote lock and other doors if safe to do so •Activate any alarm or call police when safe to do so (after the robber has left) Assist Police •If known, document the make, model, color, escape route and license number of the robber’s automobile and direction of travel •Complete the robbery identification form if available

•Leave the telephone line open for incoming calls •Do not disturb any evidence and document observations •Invite witness/customers to stay behind to assist in the police investigation. Make an attempt to obtain their contact information if they are in a hurry to leave Emergency Response •Follow emergency response procedure making appropriate calls •Do not talk to anyone except police and your supervisor •Only admit police, emergency personnel and supervisor on site


SUMMARY


Stuck means STOP When something gets stuck –This is an LPSA “STOP moment” • What could go wrong if I pull harder? • What is worst thing that could happen if this tool slips? • Do I have the right tool for the job? • Am I trained to use a different tool that would make this job safer? • Should I ask for help? Is this job safe to continue?


Hitting harder may not be the answer –This is an LPSA “STOP moment” • What could go wrong if I hammer this harder? Should this be hammered on at all? • What is worst thing that could happen if I hit it harder? • Is a bigger hammer the right tool for the job? If it is, what new risks does that create? Are there better tools? • Should I ask for help?

When a rope gets hung up or stuck –This is an LPSA “STOP moment” • What could go wrong if I tug harder on this rope? • What is worst thing that could happen if this rope catches on something and I pull harder? • Is there anyone below me if this bag falls or snags on other equipment? • Is the access I am using to bring material up clear of clutter?


Actively Caring Actively caring means looking out for yourself and your teammates. If you see an unsafe behavior, please say something. Together we can ensure that Nobody gets hurt!

Whether you’re walking between offices or walking to dinner, please keep these safe behaviors in mind: -Do not run -Walk carefully and be alert -Approach blind intersections cautiously -Hold handrails in stairways and on escalators -When walking outside be alert for hazards (steps, curbs, ice, etc.) -Look both ways before crossing streets


Back Injures are the number one workplace safety problem Leading Risk Factors Include: Poor posture Poor physical condition Improper body mechanics Incorrect lifting To Prevent Back Injures: Make back exercise part of your daily routine Shed some body weight Lift objects properly Don’t sling a heavy purse or bag over your shoulder Maintain good posture Use a chair that supports your lower back Avoid sitting too long

Slips, Trips, and Falls are among the top causes of disabling work injuries To avoid potential hazards, please be aware of your surroundings and keep an eye out for your teammates: Take your time and pay attention to where you are going Wear footwear appropriate to the activity& adjust your stride to a pace that is suitable for the walking surface and the tasks you are doing Remove obstacles from walkways and always keep them free of clutter Pick up and stow loose items on the floor; secure cables that do not lay flat. Use approved step stools only Don’t carry a two-arm load up or down the stairs


Handheld electronics may require grips, repetitive motion on small buttons and awkward wrist movements. This combination can lead to hand, wrist and arm ailments When using a hand held device: Use a neutral grip when holding the device. Take a break every hour or switch to another activity. Switch hands frequently. Focus on a distant object to prevent eye strain. Do not operate while walking. Please use good judgment when using your handheld device.

If left unchecked, stress can have a negative impact on work and home activities. While it’s impossible to completely eliminate stress, the following tips may help you manage it: Plan your time well-prioritize the most important activities; break large demands into small, manageable parts. Be realistic about what you can do- Set goals that are achievable so you don’t become frustrated or discouraged Share your concerns – Throughout this transition, it’s important to ask for help if you are having problems. Make some time for yourself- Take a short break when you feel tense or tired. Get up and stretch, or take a short walk. Learn some relaxation techniques-Deep breathing exercises, mediation, and muscle relaxation techniques help to relieve stress.


How Exercise Relieves Stress

Exercise can benefit your psychological or emotional health. When faced with stress, changes occur in the body to prepare you for physical activity (called the fight or flee response). Exercise, the most logical and beneficial response to a stressful situation, reduces the duration and the intensity of the stress response. It helps the body return to a relaxed and balanced state. Exercise has been called nature’s own tranquilizer.

Exercise Tips for Stress Management • Exercise at the end of the day to rid the body of stress by-products that have built up over the day. • Go for a walk to take a break and put problems in perspective so they can be handled with a clear mind. • After sitting for a long period of time at a tedious task, do a few stretches to relax the muscles of the face, neck and shoulders. • Avoid competitive physical activities for stress management purposes. You might be too aggressive.


Smith System

5 keys to drive the truck slowly by ExxonMobil CS. © 2007 Smith System Driver Improvement Institute, Inc. The following topics are designed to help the driver when they are in delivering crowded. To emphasize and demonstrate the use of Smith System 5 Keys which can help drivers to drive more efficiently and slowly to avoid accidental collisions and risks. To ensure that drivers understand why requires the Smith System 5 Keys ® and techniques to drive slowly and stage of ExxonMobil. Accidents that occurred during driving slowly are the problem of the organization. Those are the result of the bad decisions of the driver or from the driver who did not follow procedure.

Mirror Scope. A side mirror has two types; smooth (flat) and curve The smooth type helps to view the end of your trailer and scenic route of the truck the best.

The curve helps you with a broad vision for the side view of the truck and reduces the invisible spot. However, the image will be distorted and it seems that is far than it actually is. Mirror Adjustment. Firstly, you should adjust the driver’s seat before. After adjusting the mirrors on all sides during straight parking for the best view, you can move the truck. You should clean the mirror before leaving and after every trip. The flat mirror should be adjusted to the inside that the corner is upright to see the

trailer. Other parts of the mirror should object to any side and the rear. The curve mirror should be fined the vertical angle of the mirror to see the back of the trailer. The transverse upper should show overlapping the

bottom of the view from the flat mirror. This view should extend out toward the rear and the side of the trailer. The both mirrors should be adjusted to see about 20% of the trailer and 80% of road. This figure shows the truck in the mirror than we recommend. We intend this to provide talking questions.

Foreseeable ®. When you drive nearly the station, scan the area for potential hazards around. Then you drive into the station. Beware the hazards that are listed on the site card by thinking and planning how


to securely drive to the point of unloading. If there is a car blocking or obstructions, ask the person to move the car before trying to drive to unloading point. Do not reverse unless specified on the site card. If a vehicle is blocking access to the unloading point, the driver should not deal with any obstacles. Wait until the route is clear.

Eye movement ®. To maintain the look of your surroundings is essential. Not to stare a fixed object because you can miss seeing other places. Sweeping area help expand your vision. When you reverse, scan the front side and the rear all the time (Use the traffic cones following the policy).

Look around ®. Scan the entire area around you including stepping down from the truck and inspecting around. Beware the change of surrounding by maintaining low speed while reversing the truck. The Assistant assist in the visual surrounding to watch all the signals and dangers.

Find out for yourself ®. Do not let hands and feet control your truck instead

of your eyes and consciousness. Slow down speed as the solution to avoid acci-

dental collisions with stationary objects. Do not drive unnecessarily close. Reversing is difficult and risky-always use traffic cone and move in safety area. Sure others see us ®. Eye contact with the driver of the other vehicle or who may be moving in your way. Use the signal; a flashing light or horn, so that others around you notice. If the site card assigns to reverse, make sure that the alarm is working and loud to hear. Do not neglect all the details -the eye does not always guarantee safety. Make sure that your warnings are interested, before moving the vehicle.

Hazard Observation. To emphasize and demonstrate that the use of five key Smith System Smith System 5 Keys® can help people notice the dangerous driving on a service station, entrancing station, parking at the station and out of the service station. The following photos are taken at stations and illustrate the common dangers that the driver may come across on a daily. Can you identify hazard and use the keys deal with the problem to eliminate that danger. Have you noticed any harm in this picture? How will you deal with each of the hazards? Key 5 offers any harm that may help you to fix it?


Excellent

He brought a bag to give the winner from Near Miss Award in January 2013 for encouraging Captain’ safety. Then, they brainstormed to solve the problem about using LSM but happening an accident in retail and announced the reversing test.

Talking and asking about health and family. KhunMongkol helped the captain to recover by using videos about his symptom.

Congratulation with Saraburi section that has no incidents continuously for 5 years and keep doing like this.

He shared about blended oil at Lumlukka section in because of shortcut in work procedure of the captain, so he reminded the captains not to do the same thing again.

KhunItthipol visited at Saraburi section.

Visiting Cap Suratthani

January 10th, 2013

January 1


Activities

The administrator team consisting of KhunMongkol, KhunEkkapon, KhunSumpan and safety team visited Captain Seree’s home who had recovered and encouraged him by giving the present.

ptain’s home. Section

12th,2013

Safety talk

January 31st,2013


Products crossed over recently in Hongkong. Captains have to follow the procedures; Point Touch and Tell and 5KeyXover with SDC. KhunChatchawarn participated in the 5 minutes of safety activity. Captain spent five minutes in talking about safety, and technical driving in service station. If you get a plan that has works over 12 hours, what should you do? -I will tell a planner. If he request to do, I will contract to SOM and inform KhunItthipol.

- If not out of the car to look at and measure the results of the test, it will be seen in Fig. - Measure the distance from the car to look at and all the stops as needed, not to rub against.

Do you understand the working hour? How long a captain can work and drive in one day? -He cannot work over 12 hours and drives not over 10 hours.

Safety talk KhunChatchawarn tested a manager, a captain leader, and captains that they could figure out the work procedures.

February 12th,2013

2nd Testing Maneuverin ESSO_Sarab

March


Trainers Amnart and Somdech summarized and reviewed knowledge from this course: 1. LSM and 3F NoRT-Get3 2. How to apply this knowledgement and “Always act like the first time we do it. - This is the special mark of traffic cones. - On the rear bumper to the rear cone of the mark before it stopped. The results of the test image. Next, Trainer Amnart and Trainer Somdech described the principle of 3F NoRTGet3 in LSM and the examples of reversing and warning points in gas station. - The purpose of the test back to the LSM project success early and delaying the review how back in the stations safely. - The look of the car at all times.

g in Low Speed ng ( LSM ) buri

14th,2013

Demonstration how to reverse without a signalman by using the 3F-Get3.If we are not sure, we use ‘Get-out and Look’ to inspect around a truck until we are confident. After rehearsal in using hand-signaling, they demonstrated reversing with a signalman.

Starting this training by Mr. Simon’s LSM training at Lumlukka Terminal date 05/02/2013 Next, He followed up LSM in date: 12 March 2013 So LSM activity was performed throughout Lumlukka section.

Low Speed Maneuvering (LSM) Location: GTE LLK By Amnart Kanngan and Somdech Narkwatnant

March 20th-21st,2013


•Conducted the observations on Burge, Ferry operations and visited and visited LPG purging site − To give better understanding to RA expert before detail discussions on pHROs material − Used the field exercise to coach local team on hazard identification and potential risks − Requested Linfox’s sub-contractor to simulate LPG purging equipment installation − Visited LPG purging site and identified hazards and potential risks

-W&R -Cross over

-Spill (Ullage) -Driving -Risk tolerance

•Shared existing pHROs material and briefed Burge, Ferry, LPG purging operations − To share Burge, Ferry, LPG purging operations to RA expert and prepare for field observations

Key highlight during HK Risk Assessment Revisit

Safety talk by KhunPinsuwan at Saraburi

Before Songkran day


•Conducted RA Hazard recognition & RA training for SEA Fleet and Haulers − Shared the principle of Hazard recognition & RA and 2012 incident cases − Shared new I&W Photos and Brainstormed to identify hazards and potential risks − Provide training on effective used of Site risk assessment check list

•Conducted RA at LPG site and Retail service stations (Both COR and Dealer) − To apply Hazard recognition & RA principle from training, under observation from RA expert − Used the field exercise to coach local team on hazard identification and potential risks

•Review pHROs materials − Discussed on HK pHROs and developed “Most likely” and “Worst case” by using RA worksheet − Revised existing pHROs materials with agreed assumptions including mitigation and prevention steps

Key highlight during SEA Hazard recognition & RA training -SEA Hazard recognition & Risk assessment training -HK Risk Assessment Revisit

SEA/HK Risk Assessment Program

February 18th-22nd,2013

•Conducted RA at new I&W site − To understand the gap on hazard identification from the local team − Used the field exercise to coach local team on hazard identification and potential risks − Photos were taken and shared with other audiences during afternoon session


Understanding Work Procedures • Rules on working hours per day must not exceed 12 hours • A Leader must not get a work from a planner e over 12 hours if it exceed,you need to talk to the manager of site and the planner to let a fleet supervisor know.(Except Surin and Ubon). • Operational standards: the average time of driving will not exceed 10 hours and need to put plan works so well. • If an accident or near miss is cirumstance, Captain must notify the supervisor immediately and instantly stopped. Must not delay to report to Esso. • Pain caused by work; If a patient need to see a doc-

tor, a supervisor have to go with him for receiving the data from the doctor that the captain is or can work or how much violence should be prescribed. • How to check the operating hours of the captain.; 1.Handling document. Man 2. Inspector. 3. Approving man. • If Captains drive more than normai, notice him and let him break for moer than 10 hours. •Don’t seperate the products. • A root/site card must be attached to the captain every time when send the products. • If you see the wrong labels. The process must be stopped immediately and the captain must notify the supervisor to resolve.


News of the Quarter New Uniform by EM Costume Appearance 1.A Collar and long sleeves are 100% Cotton with the hidden buttons. 2.There are two color strips .The upper is pink (GTE’s color) and the lower is blue-black. 3.The left pocket with GTE logo and the right with ‘Actively Caring’ logo. Wear every Friday in the work time. Life Style!

Here is a New Uniform GTE at Lumlukka.


OperationalExcellanceVol.1(TEST)  

TEST TEST TEST