October 2012 Issue - Gulf Aluminium Council

MANAGEMENT NOTESafety: Beyond policies and proceduresBy MM DaylamiLarge sums of money are being invested by someindustries to raise the level of safety. Yet there is noagreed method or understanding of what level ofsafety performance is acceptable and who shoulddefine acceptable performance.In contrast when determining financial performancesof an organization, it is easier and well defined.International Financial Standards are applied, andresults are produced and vigorously discussed atManagement and Board levels on regular basis.Beyond the glossy statements that are producedfrom time to time, how really important is safety tothe Board and top management? How often doestop management discuss safety at their meeting?Or only when there is a serious case that just tookplace? How and at what level do Management andEmployee participate in safety issues? What criteriaare being used? And what training are provided tothe employees?Having a safety audit, policies and procedures is anessential step but only the first step. The real workis ensuring that they are consistently implemented,they are regularly updated and most importantly thatemployees believe in them.In order to improve the safety standard and workingconditions, such improvements can only be sustainedby educated and safety motivated employees whoare developing and adapting behavior that protectsthemselves and others.This of course is not just a question of following a setof rules, because rules and regulations themselvesare not adequate. It is like driving a car. There are alot of regulations about how to drive but there are stillbad drivers.In the end, achieving a high standard of performancewhether related to safety or doing any other job,depends on a large extent on what our consciencetells us is an acceptable performance. This, in turn,depends on the environment, on knowledge andtraining. Institutions such as family, schools andorganizations have an impact on our lives and they allstrive to build a high standard of performance amongindividuals while the individuals raise their standardprovided they are highly motivated to do so. Not allemployees are the same and no one is perfect, but tosome this might be a challenge while to others it canbe used as an excuse.GACPower Committeedrives efficiencyThe GAC power committee, which consists ofGeneral Managers responsible for power plantsOperations and Maintenance in GCC Smeltersmet on the 27 th of September at ALBA, Bahrain.The committee is formed to share best-practice,benchmark non-confidential information and buildcloser cooperation with the aim to improve plantavailability, reduce gas consumption and cost.The committee meets periodically in one of theSmelters in the GCC.