PSM 05 - Goals, Objectives & Plans - Level 2 Document

Document # HSE / PSM / Level-II / 05 Date Prepared: December 2008
Page 1 of 23
Revision: 02 Revision Date: October 2016
PSM 05- GOAL, OBJECTIVE & PLAN

Scope:
This Document describes the requirement for complying with the Process Safety Element
on Goals, Objectives & Plans.
AUTHORIZATION:
Reviewed By: ________________________

Farrukh Iqbal Qureshi
Prepared By: ____________________________ Corp. HSE Manager
Ammar Hussain
HSE Engineer
Reviewed By: ________________________
Rizwan Ahmed Taqi
Chairman Sub-HSE (PSRM)
Reviewed By: ____________________________
Syed Muhammad Farooq Ahmed
Safety Advisor Approved By: ________________________
Jahangir Waheed
VP Manufacturing
Change Record:
All changes have been made Bold, Italic and Highlighted in Grey
Sr. Date Rev. Page Section Change Description

No. No. No.
PSM 03 – Goals & Objectives has been renamed to PSM 05 –
1 Oct ‘16 02 All All
Goals, Objectives & Plans
Prepared By; Ammar Hussain Reviewed By: SMF/ FIQ/ RT Approved By: Jahangir Waheed
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SECTION-1 TABLE OF CONTENTS

SECTION-1 TABLE OF CONTENTS ................................................................................................................. 2
SECTION-2 BASIS ............................................................................................................................................. 3
2.1 PURPOSE ......................................................................................................................................................................................... 3
2.2 SUMMARY ....................................................................................................................................................................................... 3
SECTION-3 ESTABLISHING SAFETY OBJECTIVES ........................................................................................ 4
3.1 GENERAL ......................................................................................................................................................................................... 4
3.2 METHOD ......................................................................................................................................................................................... 4
3.3 HOW TO CONDUCT OBJECTIVE SETTING MEETING ...................................................................................................................... 4
3.4 CONCEPTS....................................................................................................................................................................................... 5
SECTION-4 DEVELOPING SAFETY OBJECTIVES USING ABOVE METHOD ............................................... 6
4.1.1 Example No. 1 ................................................................................................................................................................. 6
4.1.2 Example No. 2 ................................................................................................................................................................. 7
4.1.3 Example No. 3 ................................................................................................................................................................. 8
SECTION-5 SAMPLE SAFETY & ENVIRONMENT OBJECTIVES ................................................................... 9
5.1 SIGNIFICANT CORPORATE AND DIVISION LEVEL ........................................................................................................................ 9
5.2 DEPARTMENT HEAD LEVEL ........................................................................................................................................................... 9
5.3 SAMPLE SAFETY & ENVIRONMENT OBJECTIVES UNIT MANAGER / SECTION HEAD LEVEL ................................................ 10
5.4 SAMPLE SAFETY & ENVIRONMENT OBJECTIVES FIRST LINE SUPERVISOR ............................................................................. 11
SECTION-6 PERFORMANCE INDICATORS ..................................................................................................13
6.1 BACKGROUND .............................................................................................................................................................................. 13
6.2 LAGGING INDICATORS (OUTPUTS OR RESULTS) ....................................................................................................................... 13
6.3 CURRENT/KEY PERFORMANCE INDICATORS (MOSTLY OUTPUTS) ......................................................................................... 14
6.4 LEADING INDICATORS (INPUTS) ................................................................................................................................................. 14
6.5 HOW ARE THESE INDICATORS DEVELOPED? .............................................................................................................................. 15
6.6 ATTRIBUTES OF EFFECTIVE LEADING INDICATORS (LI) ............................................................................................................. 15
6.7 HOW DO LEADING INDICATORS RELATE TO CONTINUOUS IMPROVEMENT............................................................................ 16
6.8 APPENDIX ADDITIONAL EXAMPLES OF ESTABLISHING SAFETY OBJECTIVES ............................................................................ 18
6.9 EXAMPLE NO. 1 ........................................................................................................................................................................... 18
EXAMPLE NO. 2....................................................................................................................................................................................... 19
EXAMPLE NO. 3....................................................................................................................................................................................... 20
EXAMPLE NO. 4....................................................................................................................................................................................... 21
EXAMPLE NO. 5....................................................................................................................................................................................... 22
EXAMPLE NO. 6....................................................................................................................................................................................... 23
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SECTION-2 BASIS
2.1 Purpose
The purpose of this document is to provide guidelines for establishing realistic, achievable
and quantifiable safety goals & objectives.
2.2 Summary
EPCL believes that managing safety like other aspects of a business includes setting
realistic, achievable and quantifiable goals and objectives. Each work group and manager,
including Safety Staff, should have personal and group safety goals appropriate to their
area of responsibility and daily tasks.
The document given below covers the following:
1. Establishing Safety Goals and Objectives
2. Sample Safety and Environment Objectives
3. Performance Indicators
 Lagging Indicators
 Current/Key Performance Indictors
 Leading Indicators
 How to develop performance indicators
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SECTION-3 ESTABLISHING SAFETY OBJECTIVES

Managing safety, like managing other aspects of a business, includes setting performance
goals and objectives. Safety goals should be realistic, achievable, quantifiable, and within
the sphere of influence of the person and group who is to be held accountable for
achievement.
Safety goals must be supported by workable objectives and incremental plans that will
achieve the goal. Each work group and manager, including the safety staff, should have
personal and group safety goals appropriate to their area of responsibility and daily tasks.
3.1 General
The method detailed in this guideline is a systematic and organized technique for
gathering information about an issue in order to develop a plan for reaching a goal. At
the same time, it engages employees in a process to develop their thinking regarding the
issues.
3.2 Method
This method deals with three aspects of the issue.

1. Concerns — what is our current experience? What are our options? (This section
develops an understanding of the current situation and allows you to find your place
along a performance gradient.)
2. Goals — what would be the ideal? What areas need improvement? (This section
describes the ideal state and directs you toward excellence in performance.)
3. Implementation — what must be in place in the system to allow us to go forward?
What are the barriers preventing us from moving forward? (This section allows
determining the barriers that are going to hinder progress. These barriers can be items
such as mind-set/commitment, lack of will, motivation and work environment etc. It
also allows you to determine what is required to achieve progress and may involve
systems, procedures, personnel changes, time, or materials).
3.3 How to conduct objective setting meeting
The guidelines for using the method are:

1. Involving a number of relevant employees from the Department/Section in the analysis
because group participation challenges thinking, maximizes input, and minimizes
impact from preconceived notions.
2. Asking the correct questions so that information will be pertinent, relevant to the issue,
and will come from group knowledge rather than from an individual source.
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3. Answering in specifics rather than generalities to avoid creating “motherhood”

responses that no one can argue with but that have no value for creating change or
getting to the real root of the problem.
4. Making maximum use of the group by allowing everyone to participate, recognizing
that everyone can make valuable contributions. Allowing others to speak their ideas
stimulates your own thinking and develops a common understanding. It also improves
everyone’s ability to communicate.
5. Recognizing the existing barriers to site implementation in order to improve the
current situation. Mental attitudes can also be barriers and must be dealt with
specifically.
3.4 Concepts
The goal or objective generated with this method should be expressed in the form of a
concept statement. A concept is important because it gives unity of direction to the
group, makes sure everyone is starting from the same base point, and facilitates
communication and action. If people working on a problem do not have a unified
concept, time and effort can be wasted.
A good concept statement takes the following form and is often called an “Excellence”
statement:
To (State what is to be done)
In a way that (Describe a specific method)
So that (Desired results are achieved)
The concept statement should fulfill the following criteria:

 Express irrefutable logic at any level of the organization
 Stimulate thinking
 Motivate people toward the desired behavior
 Contain an improvement gradient or potential
The concept for the first objective in the attached sample of objectives might be,
“To improve employee work practices in a way that emphasizes training and auditing so
that the frequency of unsafe acts continually diminishes”.
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SECTION-4 DEVELOPING SAFETY OBJECTIVES USING

ABOVE METHOD
4.1.1 Example No. 1
1. Concerns &
2. Employee work practices are poor in a Unit of the
Undesirable
site.
Situations
4. Improve work practices. Reduce the frequency of

3. Goals the unsafe acts noted in the Safety Manager’s
audits by 30 percent.
6. Conduct training sessions on: Use of Personal

5. Area Objectives protective equipment in the area (1st Quarter);
Scaffolding Standard compliance (2nd Q); Tool &
Equipment hazards (2nd Q); and industrial
housekeeping in all areas (3rd Q).
8. Conduct scheduled review of Safety & General rules

with discussion of their necessity. Prepare JSA on six
7. Supervisor’s routine jobs per year. Review one JSA per month
Objectives with each employee. Conduct one audit per week
with an employee in rotation, concentrating on work
practices. Conduct training on Major Injury Causes.
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4.1.2 Example No. 2
Concerns &
Undesirable The Area Incharges audits are mainly PPE compliance
Situations audits.
Require Area Incharges to look for unsafe acts on

Goals
audits, in addition to looking for PPE related
deficiencies only.
Give “MSA” training to all supervision by April 1.

Area Objectives Discuss audits at the Departmental “B-Level” safety
meetings (2nd Q).
Supervisor’s Conduct 1ST Line Supervisors Safety Management

Objectives training for effective safety audits (1st Q)
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4.1.3 Example No. 3
Concerns &
Undesirable Injury investigations are cursory and often incomplete.
Situations
Conduct more complete injury investigations. Modify

Goals the injury investigation procedure, and train all
supervisors in investigative techniques.
Rewrite the injury investigation procedure (1st Q) and

train all supervisors on Injury Investigation using Fault
Area Objectives Tree Analysis Technique (2nd Q). At the departmental
manager’s safety meetings, require each manager to
review each area injury, stressing the preventative
action and verifying underlying management system
violated. (2nd Q).
Attend injury investigation training.

Supervisor’s
Conduct injury or incident preliminary investigation
Objectives
immediately upon notification of occurrence
For more examples on establishing safety objectives, refer Section No. 6, Appendix.
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SECTION-5 SAMPLE SAFETY & ENVIRONMENT

OBJECTIVES
5.1 Significant Corporate and Division Level
1. Use leading and lagging indicators to ensure compliance of system improvement.

2. Use Total Recordable Incidence Rate (TRIR) as primary measure of safety results
improvement at corporate level.
3. Track TRIR (Total Recordable Injury Rate) & TRIF (Total Recordable First Aid Case
Frequency) at Department & Unit/Area level.
4. Combine EPCL & Contractor injury data and set goals for improvement on
Department/Area basis.
5. Increase overall safety awareness of employees and track progress through
Management Safety Audits.
6. Link achievement of safety goals with incentive compensation scheme.
7. Set meaningful goals for contractor safety and link these to incentive compensation for
Contractor. Hold contract maintenance technicians accountable for their safety results.
8. Link objectives to specific areas of weakness such as 50% yearly reduction in repeat
incidents, injuries or threat of injuries.
5.2 Department Head Level
1. Implement Process Safety Management System roll out plan, Steward Department
Management Safety Audits Compliance Schedule on Monthly Basis. Achieve 100%
compliance.
2. Steward Safety Recommendations (IRR, RMAR, PHA, etc.) completion as per assigned
target date each quarter (ensure 100% compliance with no unacceptable
recommendation from PHA pending).
3. Steward Zero TRIR (EPCL and Contractor) achievement plan on quarterly basis.
4. Steward monthly work permit field audit and ensure 100% compliance
5. Nominate & conduct 1st party Audit survey as per Site Audit plan
6. Yearly Safety Critical System Audit (Achieve > 98% score), Safety critical defeat analysis
2Q & Ensure update of Safety critical devices list. Jan.
7. “B” level department meeting each month
8. Ensure completion of the planed PHAs as per the approved PHA calendar.
9. Quarter wise 100% compliance of Injury prevention plan.
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10. 100% compliance of NEQS at all units

11. Zero environment complaint during plant startups, shutdowns and normal operation.
12. Ensure preventive maintenance schedule for all safety critical equipment is followed,
achieve 100% compliance.
13. Ensure updating of P&IDs for total site by defined target date
14. Complete all insurance recommendations within assigned dates.
5.3 Sample Safety & Environment Objectives Unit Manager / Section

Head Level
1. Ensure Process Safety Management monthly training as per roll out plan. Ensure 100%
employees undergo the training.
2. Implement Unit level Management Safety Audits Compliance Schedule on Monthly
Basis. Achieve 100% compliance.
3. Conduct Management Safety Audit with each of area Shift Supervisor as per plan.
4. Review implementation of PHA/PSSR outstanding recommendations completion as per
assigned target date once a month (ensure 100% compliance with no unacceptable
recommendation pending).
5. Implement & review Zero TRIR (EPCL and Contractor) achievement plan on monthly
basis
6. Conduct work permit audit once in two months, discuss deficiencies in each shift,
conduct refresher training on work permit, ensure 100% compliance
7. Ensure that each Shift In charge conducts preliminary investigation of all injuries /
illnesses, no prior to end of the shift.
8. Participate in follow-up investigation of all recordable injuries/ illnesses of the unit.
Ensure key learning is discussed with area personnel within 24 hours of an incident.
9. Ensure filing of incident reports as per target dates assigned in the Initial Report.
(Ensure 100% compliance)
10. Ensure completion of Safety incident report recommendations as per assigned Target
dates. Review once per month (Ensure 100% compliance)
11. Ensure participation of PSM survey team nominees from the unit as per Site Audit
plan. (Ensure 100% compliance)
12. Safety Critical System Audit, conduct refresher yearly (Achieve > 98 score), Ensure
safety critical defeat analysis on monthly basis. Ensure Safety critical devices list is
updated.
13. Participate in weekly level D level meetings. Quarterly review the D level performance
against yearly plan. Ensure 100% compliance by each Committee.
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14. Conduct a safety meeting with each working group once per month with focus on
progress on key safety objectives of the area (Using checklist).
15. Conduct assigned PHAs as per assigned target date.
16. Review daily safety equipment audit report, conduct random checks to achieve zero
deficiencies in audit by Safety Section.
17. Assist in Bi Monthly housekeeping audits of the unit. Rectify deficiencies & discuss in
D level.
18. Ensure toxicity/ explosivity monitoring program compliance at the unit. Review results
each month. Achieve compliance of > 95% for the program.
19. Achieve 80% reduction in repeat incidents due to hazardous chemical/ gases
leakages. Make a plan & steward it on monthly basis.
20. 100% compliance of NEQS parameters, discuss each excursion in D level meeting.
21. Zero environment odor complaint during plant startups and shutdowns. Conduct
Shift wise meetings before plant Turnaround/start up.
22. Review Safety Critical Devices Preventive Maintenance schedule each month. Achieve
100% compliance.
23. Complete insurance recommendations within assigned date.
5.4 Sample Safety & Environment Objectives First Line Supervisor
 Ensure Process Safety Management monthly training as per roll out plan. Ensure
100% compliance employees undergo the training. Coordinate with Safety Section
to get the relevant material, finalize presentation and discuss with Unit Manager at
least 03 days ahead of the meeting.
 Conduct at least 01 Management Safety Audits per week, with copy to Unit
Manager. Discuss areas of improvement in D level meeting.
 Implement Zero TRIR (EPCL and Contractor) achievement plan in the shift. Send
feedback to Unit Manager by 7th day of each month.
 Conduct weekly work permit field audit, discuss deficiencies in D level meeting, and
conduct refresher training on work permit in ones in a year. (Achieve below 4%
error rate)
 Ensure filing of incident report (incidents occurring in the shift) as per assign
target date in the initial flyer. (Compliance 100%)
 Ensure completion of assigned safety incident report recommendations within
target dates. (Achieve > 100% compliance)
 Review preparedness on PSM survey checklist in the shift in August. Inform
deficiencies to unit manager & rectify as per assign target date by 15th September.
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 Safety Critical System Audit, conduct refresher once a year (Achieve > 98 score for
the shift)
 Conduct weekly D level meetings. Quarterly review the D level performance against
yearly plan. Target achievement of 100% score.
 Remind all employees on incident/injury reporting requirements in 1st D level
meeting of each quarter.
 Introduce red book concept for recording safety observations in addition to D level
meeting. (Register available to all employees to log their safety concerns, Area
Supervisor reviews the register daily).
 Launch best own shift D level recommendation of the month program.
Acknowledge winners each quarter.
 Ensure zero safety rule violation in the area. Conduct refreshers in 1st D level
committee meeting of Jan//May/Sep.
 Conduct exclusive one to one safety discussion with shift employees covering all
employees in a month.
 Random checks of safety equipment in each shift. Achieve zero deficiencies in audit
by Safety Section.
 Conduct weekly housekeeping audits. Rectify deficiencies & discuss in D level. Win
at least two monthly trophies.
 Ensure explosivity / toxicity monitoring program compliance in the shift. Achieve
100% compliance in the shift.
 100% compliance of NEQS parameters, discuss any excursion in D level meeting.
Take appropriate action & inform Unit Manager.
 Zero environment odor complaint during plant startups and shutdowns & normal
Operation. Conduct once a quarter meeting in the shift. Also, conduct meeting
before start up/turnaround.
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SECTION-6 PERFORMANCE INDICATORS

6.1 Background
The quest for excellence in safety--and, for improvement from one level of performance to
another-requires the perceptive use of metrics and focused communication about them.
With increasing focus on safety in all kinds of operations, the need for methods of
improvement has never been greater, and metrics certainly deserve some evaluation in
that context. All interfaces should study and use the following Metrics and
Measurement while establishing the yearly safety goals & objectives.
Metrics and Metrics and Measurements

Measurements Lagging Indicators
 Statistics: Injuries, illnesses, process releases, vehicle
accidents
 Costs: Disability, litigation, workers’ compensation, crop
compensation etc
 Regulatory citations and penalties
Current/Key Performance Indicators
 Unsafe acts indices; safety audit findings
 Incident investigation reporting and analysis
 Safety meeting attendance and quality
Leading Indicators
 Quality of safety observation/audit program
 Near-miss reporting and investigations
 Employee attitude surveys and perceptions
6.2 Lagging Indicators (Outputs or results)
Lagging indicators measure past efforts and the presence or absence of loss events
[Outputs]. They include the more traditional measures of safety, such as:
1. Injury and illness statistics
2. Process releases statistics
3. Vehicle accident statistics
4. Disability costs
5. Litigation costs
Page 14 of 23
6. Workers’ compensation costs

7. Property compensation costs
8. Pollution Charges
9. Regulatory citations and penalties
10. Insurance clams
Lagging indicators represent an historical approach to safety. They serve as a report card,
revealing how well we have done in the past, where our problems have been, and past
trends in our safety performance.
6.3 Current/Key Performance Indicators (Mostly Outputs)
Current indicators measure the degree to which safety has been institutionalized and
management systems have been implemented. They provide a measure of potential loss
events. Some current indicators are:
1. Management Safety Audits/Safe and unsafe acts indices
2. Incident investigation reporting and analysis (IR)
3. Total Recordable Incidence Rate (TRIR)/ No. of 1st-aid cases.
4. Process Safety Total Incident Rate (PSTIR)
5. Safety audit findings
6. Occupational medical visits
7. Training records and effectiveness (Training effectiveness is sometimes considered a
Leading Indicator)
8. Action on past employee perception surveys
9. Attendance at and quality of safety meetings (Quality of safety meetings is sometimes
considered a Leading Indicator.)
10. Budgetary Controls
Current indicators tell us where we are now. They help us evaluate how well our
management systems are working, and they can also help predict potential losses over the
short-term.
6.4 Leading Indicators (Inputs)
Leading indicators measure proactive efforts (Inputs). These indicators can uncover
weaknesses before they develop into full-fledged problems.
Page 15 of 23
6.5 How are these indicators developed?
Most leading indicators appear to arise from the ideas and discussions of the employees
who will be impacted by them, whether that is a work group, a site, or a job-specific team.
These indicators revolve around local responses to business goals, whether those goals are
financial, production, or cultural in nature. Whenever a local consensus group decides to
focus on a particular challenge, a performance area to sustain, or an area for improvement,
they think about risk factors, improvement markers, or milestones and they adapt these as
leading indicators. The leading indicator marks the process, thereby; giving it stature and
importance.
This pattern of spontaneous generation of leading indicators at the local level is broadly
perceived to be more effective than the imposition of leading indicators from an outside
source and, in particular, from corporate sources. Local buy-in to leading indicators is also
central to management response to these indicators; management is much more likely to
respond to local conditions and indicators than to indicators that are externally imposed
and may have little perceived relevance to local realities.
Leading indicators will never replace the conventional Lagging indicators of TRIR, LWIs,
and required incident reporting measures. But they do have an important role in the
pursuit of safety excellence: they track incremental steps to improvement, informing the
organization of its movement toward performance goals. In this way, they are a crucial
adjunct of lagging indicators.
6.6 Attributes of Effective Leading Indicators (LI)
Many safety performance parameters can be used as Leading Indicators but some are
better than others as tools to help improve performance. Characteristics of effective LIs in
managing safety are:
1. Simple, close correlation to the Outcome/Results
2. Objectively and reliably measurable
3. Different groups interpret it in the same way
4. Broadly applicable across Company operations
5. Easily and accurately communicated
6. Comparing desired performance with as aspect of actual performance (LI), generates
correction.
7. As per performance approaches the goal, required correction diminishes. But even
small deviations create corrective action, so performance is maintained at the desired
level.
8. The ability to achieve and maintain goal performance is determined by both the
effectiveness of the Process and the relationship of the Leading Indicators to the
Output/Result.
For effectiveness in improving safety performance, LI measurement and use should be
managed at the “local” level to monitor site specific issues.
Page 16 of 23
9. Process Control Model Applied to Safety Management
Desired Process
Performance 1
Corrective • Operations Fat.
Output/Result
Injury Rate + Action • Safety Mgt Systems 30

Disab. Inj Injury
- Performance
300
LWI/RWC/MTC
3,000
Minor or No Injury
30,000
Safety Behaviors Unsafe Acts, Risks
Related to Results Hazards, Conditions
(=Leading Indicator)
6.7 How do leading indicators relate to continuous improvement
Leading indicators are a valuable addition to any safety effort. Used in conjunction with
broader corporate indicators, they offer both a sense of progress and a harvest of insights;
they reflect management's commitment and the work group's investment; and they allow
participants to link their own work with performance goals that once seemed distant and
impersonal.
Following are some examples of leading indicators:
1. Quality/Effectiveness of the audit program
2. Average number of persons observed on audits
3. % safe behaviors
4. % safety violations
5. Quality of root cause investigation
6. Analysis of process hazards reviews
7. Employee attitudes and perceptions
8. Quality and quantity of employee safety suggestions
9. Scope of the training plan
10. General agreement (minimal difference) between the findings of Safety Group field
audits and Operations’ Management Safety Audit findings
11. General improvement in the findings of Housekeeping audits, especially those
conducted outside the process equipment
12. Nearmiss reporting
13. Orientation effectiveness test for understanding.
Page 17 of 23
14. Participation in safety related activities (meetings, audits, investigations)

15. Degree of sharing across site
Leading indicators are effective predictors of safety performance because they focus on
the types of issues that are key to successful safety performance—things like leadership,
involvement, and the beliefs of people.
All areas should examine the metrics by which they measure safety, and begin to develop
their own listing of Lagging, current, and leading indicators.
Page 18 of 23
6.8 Appendix Additional examples of establishing safety objectives
6.9 Example No. 1
9. Concerns &
10. Safety meetings are not being used effectively as
Undesirable
training forum.
Situations
12. Make training an important part of each safety

11. Goals
meeting by using 50 percent of the time for safety
training
14. Develop a safety meeting topic schedule for each

13. Area Objectives quarter (January, April, July, and October) at “D”
level safety meetings.
16. Prepare safety meeting outline in advance, and

15. Supervisor’s
review with immediate supervisor at least one week
Objectives
before the meeting in order to improve content and
presentation.
Page 19 of 23
Example No. 2
Concerns &
The Management Safety Audits are uncovering many unsafe
Undesirable
conditions.
Situations
Goals Reduce the frequency of unsafe conditions by 30 percent.
At the departmental manager’s safety meetings, require

each manager to review the unsafe conditions found during
Area Objectives
the Management Safety Audits and his plans to prevent
recurrence
Review with employees all unsafe conditions found during

Supervisor’s Management Safety Audits, and discuss prevention.
Objectives Develop & implement a plan to prevent each unsafe
condition, and supply monthly status updates until
complete.
Page 20 of 23
Example No. 3
Concerns &
Undesirable First-line supervisors are not enforcing safety rules.
Situations
Provide guidelines for disciplinary action and communicate

Goals
the need to enforce rules at a special supervisors’ meeting.
Work with the administrative manager to develop uniform

guidelines for using disciplinary actions (1st Q). Convene a
Area Objectives
special meeting for supervision to communicate guidelines
(2nd Q).
Supervisor’s
Attend training in disciplinary guidelines.
Objectives
Page 21 of 23
Example No. 4
Concerns &
Poorly maintained or inoperative safety equipment is a
Undesirable
routine audit item.
Situations
Maintain safety equipment to eliminate the recurrence of

Goals
these items on the audits.
Review all safety work orders at the weekly staff meetings

Area Objectives (2nd Q). Improve the area safety equipment inspection
procedure (2nd Q).
Supervisor’s Review how employees check equipment and determine

Objectives areas of improvement. Modify system as necessary.
Page 22 of 23
Example No. 5
Concerns &
First-line supervisors are not adequately involved in the
Undesirable
site’s safety program.
Situations
Increase the first-line supervisors’ involvement in the safety

Goals
program.
Set up departmental safety committees on: job safety

Area Objectives audits (2nd Q); departmental programs and activities
(3rd Q); and departmental rules and procedures
implementation committee (3rd Q).
Supervisor’s Participate in departmental programs and activities

Objectives committee.
Page 23 of 23
Example No. 6
Concerns &
Undesirable Not all forklift drivers are qualified according to OSHA.
Situations
Goals Require all forklift drivers to become qualified.
Qualify drivers as needed by giving them an approved

Area Objectives
forklift driver training course (2nd Q).
Ensure forklift drivers are certified before operating in the area.

Review fork lift and pick up operating requirements of the area
Supervisor’s
with all drivers before authorizing them to operate in the area.
Objectives
Conduct semi-annual refresher course for all drivers (full-
time or part-time).

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Document # HSE / PSM / Level-II / 05 Date Prepared: December 2008

PSM 05- GOAL, OBJECTIVE & PLAN

Reviewed By: ________________________

Sr. Date Rev. Page Section Change Description

SECTION-1 TABLE OF CONTENTS

SECTION-3 ESTABLISHING SAFETY OBJECTIVES

This method deals with three aspects of the issue.

3.3 How to conduct objective setting meeting

The guidelines for using the method are:

3. Answering in specifics rather than generalities to avoid creating “motherhood”

The concept statement should fulfill the following criteria:

SECTION-4 DEVELOPING SAFETY OBJECTIVES USING

4. Improve work practices. Reduce the frequency of

6. Conduct training sessions on: Use of Personal

8. Conduct scheduled review of Safety & General rules

4.1.2 Example No. 2

Require Area Incharges to look for unsafe acts on

Give “MSA” training to all supervision by April 1.

Supervisor’s Conduct 1ST Line Supervisors Safety Management

4.1.3 Example No. 3

Conduct more complete injury investigations. Modify

Rewrite the injury investigation procedure (1st Q) and

Attend injury investigation training.

SECTION-5 SAMPLE SAFETY & ENVIRONMENT

1. Use leading and lagging indicators to ensure compliance of system improvement.

5.2 Department Head Level

10. 100% compliance of NEQS at all units

5.3 Sample Safety & Environment Objectives Unit Manager / Section

5.4 Sample Safety & Environment Objectives First Line Supervisor

SECTION-6 PERFORMANCE INDICATORS

Metrics and Metrics and Measurements

6.2 Lagging Indicators (Outputs or results)

6. Workers’ compensation costs

6.3 Current/Key Performance Indicators (Mostly Outputs)

6.4 Leading Indicators (Inputs)

6.5 How are these indicators developed?

6.6 Attributes of Effective Leading Indicators (LI)

9. Process Control Model Applied to Safety Management

Injury Rate + Action • Safety Mgt Systems 30

6.7 How do leading indicators relate to continuous improvement

14. Participation in safety related activities (meetings, audits, investigations)

6.8 Appendix Additional examples of establishing safety objectives

6.9 Example No. 1

12. Make training an important part of each safety

14. Develop a safety meeting topic schedule for each

16. Prepare safety meeting outline in advance, and

Goals Reduce the frequency of unsafe conditions by 30 percent.

At the departmental manager’s safety meetings, require

Review with employees all unsafe conditions found during

Provide guidelines for disciplinary action and communicate

Work with the administrative manager to develop uniform

Maintain safety equipment to eliminate the recurrence of

Review all safety work orders at the weekly staff meetings

Supervisor’s Review how employees check equipment and determine

Increase the first-line supervisors’ involvement in the safety

Set up departmental safety committees on: job safety

Supervisor’s Participate in departmental programs and activities

Goals Require all forklift drivers to become qualified.

Qualify drivers as needed by giving them an approved

Ensure forklift drivers are certified before operating in the area.

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PSM 05 - Goals, Objectives & Plans - Level 2 Document

PSM 05 - Goals, Objectives & Plans - Level 2 Document