HMC Commitment to World Class Safety

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As a leading company for Polypropylene, we conduct our business in a manner to ensure that the safety and health of employees, contractors, customers and the community is our first priority.

HMC benefits from close collaboration and information sharing regarding safety management and protocols with our joint venture associates PTTGC and LyondellBasell. For many years we have operated using the LyondellBasell GoalZERO safety approach, which means we are dedicated to a world class safety standard with zero injuries, zero incidents and zero accidents.

At HMC, we are committed to our employees safety, providing a safe and healthy work environment and ensure that all of our colleagues get home safely every day.

We have achieved through a risk-based HSE Management System designed to ensure compliance, continual performance improvement and open communication with all stakeholders regarding health, safety and environmental issues.

We have interviewed Mr. Siridech Kumvongdee, President; Mr. Vasun Subanake, Senior Vice President, Manufacturing and Operational Excellence; and Mr. Sarakorn Yoonton, Department Manager, Health, Safety and Environment.

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Siridech Kumvongdee

President
 

Q: How do you define Safety Excellence?
Working safely is an essential core value of HMC Polymers. We make the commitment to never allow safe, responsible operations to be compromised for any reason.

It also means we must remain dedicated to safety excellence. Nothing matters more to us than working safely – and we therefore strive to create a workplace in which no one gets hurt, anywhere, at any time. Our safety policies and protocols must be followed by every person on company premises at all times. At HMC, we give priority to both Process Safety and Personal Safety.

Process Safety is a key discipline within HMC Polymers’ HSE Management System, which is actively applied to HMC’s manufacturing operations. Also, as part of a continuous commitment to improve safety performance, senior management at HMC Polymers has set a challenging target for Total Recordable (injury) Cases (TRC) which has built on a trend of significant improvement since the start of company operations in 1987.


Q: As the President of HMC Polymers what do you see as your most important safety roles and responsibilities?
My contribution to this most important aspect of our operations can be best explained in the following actions:
  • Declare the working principle that safety is the First Priority
  • Provide unambiguous leadership, messaging and commitment to safety
  • Create and promote an organisational safety culture
  • Ensure an outstanding safety management and monitoring
  • Build effective communications with employees, contractors, customers and communities
  • Promote enthusiastic staff involvement and learning as a continuous process

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Vasun Subanake

Senior Vice President, Manufacturing and Operational Excellence


Mr. Subanake said: "Incident and Injury Free (IIF) outcomes start with management and employees at all levels having a clear understanding of the importance of IIF and what it means to each individual and their family."

"As stated in our GoalZERO program: Zero injuries is not only a positive aspiration; it is indeed possible and must be the key business goal. No person should be exposed to injuries of any kind, or even the potential of fatality due to the lack of corporate safety measures, training or crisis planning. Safety management is a prime component of running a safe and successful business."

Q: How does HMC engage its employees to promote good health and safe working practices?
We are engaging and informing employees in the following ways:
  • As you know, good health and safety practices go hand in hand. The current monthly Safety News needs to have right mix of health and safety content to build employee awareness and ensure it's a key work priority for each individual.
  • Reactivating the HMC Healthy Workforce Campaign and competition creating a fun and competitive element for a serious subject.
  • Rolling out Operation Tenet, which defines the Life Saving Rule and Stop Work Authority across the HMC organisation. This sets clear expectations and responsibilities from the top, cascading down, empowering people to take the initiative in crisis situations and achieve best practice results.
  • Full engagement by the Leadership Team and Line leaders starting with an effective safety talk for every leadership meeting and regular engagement of the HMC Leadership Team and Manufacturing Leadership Team with consistent visibility in all HMC locations.
  • Utilising digital technology such as Digital Board to communicate the HMC Environment, Health & Safety (EHS) performance in a lively and interesting way, including safe work practices and health topics such as COVID-19 vaccination. This is currently in the design and procurement stage plan for early 2022 implementation.
     
Q: How does HMC promote, recognise and reward safe behaviour?
We are finalising a communication strategy and execution plan as agreed among the Corporate Communication and HSE teams in order to mobilise the entire organisation through the Process Safety Management (PSM) process. As part of a Behaviour Based Safety Observation (BBSO) data base, we can analyse and select several key good behaviours for discussion, awareness and monthly recognition.

The just-in-time safe behaviour recognition is a positive reinforcement approach made while conducting regular Leadership and HSC safety walks through plants and offices. We not only view safety operations first hand, and have the ability to discuss together on site, but we might also have something meaningful to say to both contractors and employees in certain work situations. The HSE team takes the opportunity to brainstorm safety solutions that may have been overlooked for possible near-term implementation.

Q: What is a risk-based HSE Management System and how is it designed to ensure compliance and continual performance improvement within HMC?
I already touched on the IIF process with dedicated employee involvement boosted with engagement including safe work practice education and employee recognition. The key here is to be open to all contributions and guide the HMC family towards GoalZERO.

Due to the nature of the HMC manufacturing business in which the operational facilities are considered "high-risk", everyone should acknowledge and understand the business HSE risk profile connecting them to each individual activity; and be able to assess and prioritise those identified risks for effective control and mitigation.

The HSE Supervisory Board, chaired by the President, plays a vital oversight role of the company's safety risk profile (known and inherent) and governs the safety improvement program and actions through the PDCA (Plan-Do-Check-Act) cycle.

A dedicated improvement team is under consideration such as the Process Safety (PS) Transformation Team to intervene in high risk concerns as recommended from the Dupont Assessment in 2021.

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Sarakorn Yoonton

Department Manager, Health, Safety and Environment


Q: What measures are required in the workplace to minimise workplace injuries?
At HMC, it is starting with a common belief and mindset of everyone that “all incidents and injury are preventable, and we will work and return home safely every single day”.

Leadership commitment and being a safety role model; are recognised as the most effective approach to drive the safety excellence at HMC.

A genuine relationship to safety of the entire HMC family is seen as the foundation of all achievements in this area. A person doing something at-risk is not a confrontation to avoid, but an opportunity to care, share concern, coach, learn, and build a relationship.

Systematic Hazard identification and assessment (TRA), hazard prevention and control, and an effective Permit to work (PTW) system; are developed, implemented, and reviewed regularly to ensure the highest level of protection against all incidents and injuries.

The promotion of an authentic safety awareness and mindset through a systematic health and safety competency development process and practice, together with a meaningful safety recognition and award program; are the critical success factors in driving a total elimination of workplace incidents and injuries at HMC.

Q: Please describe Process Safety Management in the corporate context of HMC.
At HMC, Process Safety Management (PSM) is central to our manufacturing and operational excellence. It is about keeping hazardous substances in dedicated containments such as pipes, tanks and vessels so they do not cause harm to people or the environment.

PSM starts with designing and building projects and is implemented throughout the life cycle of our facilities to ensure they are operated safely, maintaining safety barriers and ensuring good operating practices, we are also implementing our process safety (PS) transforming approach which has a more consistent focus on how people interact with these processes and practices.

PSM provides the technical basis of our safe operation. Leadership and people are key to the success of PSM – our focus is to build capability at all levels of the organisation.

Q: What factors are important for effective Process Safety Management?
Protecting people life and environment are at the top of every effort HMC has pursued in making an effective PSM. Meanwhile, the sustainability of our business and protecting the assets are also the core focus of maintaining the integrity of our PSM processes and practices.

HMC process safety excellence is not just the lack of incidents, it is a purposeful creation of our transforming PS culture.

The robust and effective PSM must then be backed up by a transforming PS organisation. HMC process safety excellence is not just the lack of incidents, it is a purposeful creation of our transforming PS culture.

This is a culture of learning from near misses and errors, remaining vigilant and curious, looking for warning signs – latent conditions, weak signals and error traps, and intervening constructively to work safe every single day or shift.

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