‫ملخص قواعد ممارسة الصحة والسالمة والبٌئة (‪)CP-122‬‬

‫‪PDO’s HSE Code of Practice (CP-122) in Summary‬‬

‫(يوليو ‪)٣١٢٢‬‬
‫)‪(July 2011‬‬
Contents ‫المحتوٌات‬
The HSE-MS in a Nutshell 3 ‫نظام إدارة الصحة والسالمة والبٌئة فً لمحة‬
The Eight Elements of the HSE-MS 4 ‫عناصر نظام إدارة الصحة والسالمة والبٌئة الثمانٌة‬
1 Leadership and Commitment 5 ‫القٌادة واإللتزام‬
2 Policy and Strategic Objectives 6 ‫السٌاسة واألهداف اإلستراتٌجٌة‬
3 Organisation, Responsibilities, Resources, 7 ‫التنظٌم والمسؤولٌات والموارد والمعاٌٌر والوثائق‬
Standards, and Documents
4 Hazards and Effects Management 10
‫إدارة المخاطر وآثارها‬
5 Planning and Procedures 13
‫التخطٌط و اإلجراءات‬
6 Implementation and Operation 16
‫التنفٌذ والتشغٌل‬
7 Assurance: Monitoring and Audit 18
‫ الرصد والتدقٌق‬:‫إعطاء الضمان‬
8 Review 21
‫المراجعة‬
Checklist of Responsibilities (RASCI Chart) 22
:)RASCI ‫قائمة مسؤولٌاتً (جدول‬
Glossary 24
‫المصطلحات‬

Important Note: :‫مالحظة هامة‬

This document “CP-122 in Summary” is an informal and
condensed version of CP-122. The unabridged CP-122,
prepared in English and available from PDO‟s HSE Portal, is
the official document. Readers shall refer to this document for
any additional information or clarifications on PDO‟s HSE
Management System.
CP- ٖٓ ‫" هً نسخة ؼٌر رسمٌة وٌٓؼلش‬CP-122 ‫هذه الوثٌقة "ملخص‬
‫ ا لوثٌقة الرسمٌة هً الوثٌقة الؽٌر مختصرة والمعدة باللؽة‬.122
‫ش‬٤ٗٝ‫جش حإلٌُظش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫اإلنكلٌزٌة والمتوفرة من خالل بوابة حُظلش‬
‫ش‬٤ِ‫ ٌتعٌن على القراء الرجوع إلى الوثٌقة حألط‬.‫ُششًش تنمٌة نفط عمان‬
‫للحصول على أٌة معلومات إضافٌة أو توضٌحات بشؤن نظام إدارة‬
.‫الصحة والسالمة والبٌئة للشركة‬

2
The HSE-MS in a Nutshell
What is PDO’s HSE-MS?
PDO‟s HSE-MS is a structured approach to achieving
our HSE objectives and managing the HSE risks
associated with our business, in line with our HSE Policy.
The HSE-MS is aligned with PDO‟s Business Policies,
complies with the Omani Laws and Regulations, and is
based on international best practices for HSE
management, including:
• The ISO 14001 standard for environmental
management systems;
• The OHSAS 18001 specification for occupational
health and safety management systems;
• The Center for Chemical Process Safety (CCPS) - 20
Elements for Process Safety; and
• The Shell HSSE & SP Control Framework, Version 2,
2009.
What does it help us do?
The HSE-MS helps us to manage threats, hazards,
events, and effects to health, safety, and the
environment in a systematic and structured way. The
management of these involves a systematic process of
risk identification, assessment / evaluation, control,
monitoring, and recovery where necessary. The system
also sets performance standards for managing health,
safety, and environment, which will be assessed and
continually improved by a systematic approach to
performance monitoring, audits, assessments, and
reviews.
Where does it apply?
The HSE-MS applies to all activities performed within
PDO facilities by and on behalf of PDO. So it applies not
only to PDO employees but also to all the contractors
and suppliers who work for PDO in PDO facilities.
What does it contain?
The way we should manage our HSE is documented in
several levels and types of HSE documents listed in the
following pages. The HSE Code of Practice (CP-122)
serves as the main “reference manual” for our HSE-MS.
‫لمحة عن نظام إدارة الصحة والسالمة‬
‫والبٌئة‬
‫ما هو نظام إدارة الصحة والسالمة والبٌئة فً شركة تنمٌة‬
‫نفط عمان؟‬
‫إن نظام إدارة الصحة والسالمة والبٌئة فً شركة تنمٌة نفط عمان‬
‫ وإدارة‬،‫هو نهج منظم لتحقٌق أهداؾ الصحة والسالمة والبٌئة لدٌنا‬
‫ وذلك بالتوافق‬،‫مخاطر الصحة والسالمة والبٌئة المرتبطة بؤعمالنا‬
‫ إن نظام إدارة الصحة‬.‫مع سٌاسة الصحة والسالمة والبٌئة لدٌنا‬
‫والسالمة والبٌئة ٌتماشى مع سٌاسات أعمال شركة تنمٌة نفط‬
‫ وٌستند إلى أفضل‬،‫ وٌمتثل للقوانٌن واألنظمة العمانٌة‬،‫عمان‬
:‫ بما فً ذلك‬،‫الممارسات الدولٌة إلدارة الصحة والسالمة والبٌئة‬
‫ لنظم اإلدارة البٌئٌة؛‬14001 ٝ‫ض‬٣‫خس ا‬٤‫• ٓؼ‬
‫ ُِظلش المهنٌة ونظم إدارة‬OHSAS 18001 ‫• مواصفات‬
‫السالمة ؛‬
‫ عنصر لسالمة‬20 - )CCPS( ‫• مركز سالمة العملٌات الكٌمٌائٌة‬
‫العملٌات؛‬
.2009 ،2 ‫ حإلطذحس‬،‫ ُششًش شل‬HSSE & SP ‫• إطار الضبط‬
‫بماذا ٌساعدنا َظبو اداسح انصسخ وانساليخ وانجُئخ؟‬
‫ٌساعدنا نظام إدارة الصحة والسالمة والبٌئة على إدارة التهدٌدات‬
‫ والتؤثٌرات على الصحة والسالمة والبٌئة‬،‫ واألحداث‬،‫واألخطار‬
‫ وتشمل إدارة هذه النقاط على عملٌة‬.‫بطرٌقة منهجٌة ومنظمة‬
ً‫ والتعاف‬،‫ وضبط ورصد المخاطر‬،‫ تقدٌر‬/ ‫منهجٌة لتحدٌد وتقٌٌم‬
‫ كما ٌحدد النظام معاٌٌر األداء إلدارة الصحة‬.‫منها إذا لزم‬
‫ والتً سٌتم تقٌٌمها وتحسٌنها بشكل مستمر من‬،‫والسالمة والبٌئة‬
.‫خالل نهج منظم لرصد وتدقٌق وتقٌٌم ومراجعة األداء‬
‫أٌن ٌطبق؟‬
ً‫ٌطبق نظام إدارة الصحة والسالمة والبٌئة على جمٌع المهام الت‬
‫تنفذ داخل مرافق شركة تنمٌة نفط عمان من قبل أو نٌابة عن‬
‫ ولكن على‬،‫ فإنها ال تطبق فقط على موظفً الشركة‬،‫ لذلك‬.‫الشركة‬
‫جمٌع المقاولٌن والموردٌن الذٌن ٌعملون لصالح شركة تنمٌة نفط‬
‫عمان فً مرافق الشركة‬
‫على ماذا ٌحتوي؟‬
‫ٌحتوي على الطرٌقة التً ٌنبؽً أن ندٌر بها الصحة والسالمة‬
‫والبٌئة الواردة فً عدة مستوٌات وأنواع من وثائق الصحة‬
‫ قواعد ممارسة‬.‫والسالمة والبٌئة المدرجة فً الصفحات التالٌة‬
‫) هً بمثابة "الدلٌل‬CP-122( ‫الصحة والسالمة والبٌئة‬
.‫المرجعً" الرئٌسً لنظام إدارة الصحة والسالمة والبٌئة لدٌنا‬
3
The Eight Elements of the
HSE-MS
Leadership and Commitment
To promote PDO‟s values and HSE culture, leaders at all
levels in PDO should “lead by example.”
Policy and Strategic Objectives
The policy gives us the direction, and the objectives
show us the path to continual improvement.
Organisation, Responsibilities, Resources,
Standards, and Documents
A vibrant and “live” organisation with adequate resources
and well defined and documented standards,
responsibilities, and accountabilities is needed to put the
policy and objectives in action.
Hazards and Effect Management
Risk management means identifying and understanding
the hazards, evaluating the risks (effects), and
determining effective and adequate measures required
to control, monitor, and mitigate any adverse
consequences.
Planning and Procedures
To manage the risks and improve HSE performance, we
need detailed planning and clear procedures, in line with
our strategies and objectives.
Implementation and Operation
Plans and procedures are of no use unless we
implement them (put into action) sincerely and operate
our facilities safely as well as profitably.
Assurance: Monitoring and Audit
We need to continually monitor and assess our HSE
performance (through self-assessments, internal audits,
and external audits) to make sure that we are on the
right track, and to take corrective actions if we are not.
Review
Periodically, we need to take a comprehensive review of
our HSE-MS to make sure it is still suitable, adequate,
and effective to meet our current needs and future
expectations.
‫العناصر الثمانٌة لنظام إدارة الصحة‬
‫والسالمة والبٌئة‬
‫القٌادة وااللتزام‬
‫لتعزٌز قٌم وثقافة الصحة والسالمة والبٌئة فً شركة تنمٌة نفط‬
‫ ٌنبؽً على جمٌع مستوٌات اإلدارة أن تكون "القدوة‬،‫عمان‬
."‫الحسنة‬
‫السٌاسات واألهذاف االسزشارُدُخ‬
‫ واألهداؾ تبٌن لنا الطرٌق الى التحسٌن‬،‫السٌاسات تعطٌنا االتجاه‬
.‫المستمر‬
‫التنظٌم والمسؤولٌات والموارد والمعاٌٌر والوثائق‬
‫وضع السٌاسات واألهداؾ فً إطارهما العملً ٌستلزم أن تكون‬
‫المإسسة نابضة بالحٌاة و"حٌوٌة" وذات موارد كافٌة ومعاٌٌر‬
.‫ومسإولٌات ومساءالت واضحة‬
‫إدارة المخاطر التأثٌرات‬
،)‫ وتقٌٌم المخاطر (اآلثار‬،‫إدارة المخاطر تعنً فهم األخطار‬
‫وتحدٌد التدابٌر الفعالة والمالئمة الالزمة لضبط ورصد وتخفٌؾ‬
.‫العواقب السلبٌة‬
‫التخطٌط واإلجراءات‬
‫ نحن‬،‫إلدارة المخاطر وتحسٌن أداء الصحة والسالمة والبٌئة‬
‫ وذلك بالتوافق مع‬،‫بحاجة إلى تخطٌط مفصل و إجراءات واضحة‬
‫استراتٌجٌاتنا وأهدافنا‬
‫التنفٌذ والتشغٌل‬
‫الخطط واإلجراءات تكون عدٌمة النفع ما لم ننفذها بإخالص‬
.‫(نضعها حٌز التنفٌذ) وندٌر منشآتنا بؤمان وبطرٌقة مربحة‬
‫ الرصد والتدقٌق‬:‫إعطاء الضمان‬
‫نحن بحاجة إلى رصد وتقٌٌم أداء الصحة والسالمة والبٌئة لدٌنا‬
ً‫بإستمرار (من خالل التقٌٌم الذاتً وعملٌات التدقٌق الداخل‬
‫ وإلتخاذ‬،‫والخارجً) للتؤكد من أننا نسٌر على الطرٌق الصحٌح‬
.‫إجراءات تصحٌحٌة فً حال إنحرافنا عن المسار‬
‫المراجعة‬
‫نحن بحاجة إلى إجراء مراجعة شاملة لنظام إدارة الصحة والسالمة‬
‫ للتؤكد من أنه الٌزال مناسب ومالئم وفعال لتلبٌة‬،ً‫والبٌئة دورٌا‬
‫احتٌاجاتنا الحالٌة وتوقعاتنا المستقبلٌة‬
4
1 Leadership and
Commitment
Leadership and Responsibility
A leader is a person who motivates a group of people
towards achieving a common goal. In PDO, there are
leaders at all levels from the Managing Director to the
Supervisor. Leadership is the collective function of all
leaders. The leadership in PDO is responsible to
promote, discuss, provide, and set proper HSE examples
and behaviours. PDO leaders demonstrate their
commitment through various walk-the-talk activities.
PDO, as a whole promotes a strong culture of
commitment to HSE management through:
• Its core values of honesty, integrity, and respect for
people,
• Valuing trust and pride in PDO,
• Openness, teamwork, and professionalism.
As a leader of my team, I need to uphold these values
and set a good example. As a team member, I look up
to my leader for guidance, consultation, and
encouragement.
Demonstration of Commitment to HSE
Within the limitations of their job responsibilities, all
leaders must:
• Be visible through active participation with the staff,
• Set appropriate objectives, goals, and targets,
• Create and sustain a good HSE culture, and
• Be well informed and visibly involved.
‫ القٌادة وااللتزام‬1
‫القٌادة والمسؤولٌة‬
‫القائد هو الشخص الذي ٌحفز مجموعة من الناس نحو تحقٌق هدؾ‬
‫ هناك قادة فً جمٌع‬،‫ فً شركة تنمٌة نفط عمان‬.‫مشترك‬
‫ القٌادة هً مهمة جماعٌة‬.‫المستوٌات من المدٌر العام إلى المشرؾ‬
‫ القٌادة فً شركة تنمٌة نفط عمان هً المسإولة عن‬.‫لجمٌع القادة‬
‫تروٌج ومناقشة وتقدٌم ووضع النماذج وسلوكٌات الصحة والسالمة‬
‫ قادة الشركة ٌظهرون التزامهم من خالل األنشطة‬.‫والبٌئة السلٌمة‬
. ً ‫المختلفة لتطبٌق األقوال عملٌا‬
‫شركة تنمٌة نفط عمان بؤكملها تشجع ثقافة لاللتزام بجدٌة بإدارة‬
:‫الصحة والسالمة والبٌئة من خالل‬
ّ‫حكظشح‬ٝ ‫ش‬ٛ‫حُ٘ضح‬ٝ ‫ حُظذم‬٢‫ش حُٔظٔؼِش ك‬٣‫ش‬ٛٞ‫ْ حُـ‬٤‫• حُو‬
،‫حُ٘خط‬
،ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫حالػظضحص رششًش ط‬ٝ ‫ش حُؼوش‬٣‫• طوذ‬
.‫حإلكظشحف‬ٝ ،٢‫حُؼَٔ حُـٔخػ‬ٝ ،‫• حالٗلظخف‬
.‫ أنا بحاجة لتعزٌز هذه القٌم وأن أكون قدوة حسنة‬،ً‫كقائد لفرٌق‬
‫ أتطلع إلى مسإولً فً العمل لإلرشاد‬،‫كعضو فً فرٌق‬
.‫والتشاور والتشجٌع‬
‫إظهار االلتزام بالصحة والسالمة والبٌئة‬
:‫ وفً حدود مسإولٌاتهم الوظٌفٌة‬،‫ٌجب على مسإولً العمل‬
‫ٖ ٖٓ خالٍ حُٔشخسًش حُلؼخُش ٓغ‬٤‫حػل‬ٝ ‫ح‬ٌٞٗٞ٣ ٕ‫• أ‬
،ٖ٤‫ظل‬ُٞٔ‫ح‬
،‫ حُٔ٘خعزش‬٢ٓ‫حُٔشح‬ٝ ‫ذحف‬ٛ‫حأل‬ٝ ‫خص‬٣‫ػغ حُـخ‬ٝ •
•
‫ حُظلش‬٠ِ‫ذس ُِللخظ ػ‬٤‫ ػوخكش ؿ‬٠ِ‫حإلروخء ػ‬ٝ ‫• اٗشخء‬
ٝ ،‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ
.‫ٓشخسًش كؼخُش‬ٝ ‫حعغ‬ٝ ‫ اؽالع‬٠ِ‫ح ػ‬ٌٞٗٞ٣ ٕ‫• أ‬
5
2 Policy and Strategic ‫ السٌاسات واألهداف االستراتٌجٌة‬2
Objectives ‫سٌاسة الصحة والسالمة والبٌئة‬
HSE Policy ً‫سٌاسة الصحة والسالمة والبٌئة فً شركة تنمٌة نفط عمان ه‬
‫ فهً الوثٌقة األعلى‬.‫ للشركة‬15 ‫واحدة من سٌاسات األعمال ال‬
The PDO HSE Policy is one of the 15 business policies ‫مستوى فً نظام إدارة الصحة والسالمة والبٌئة وتهدؾ إلى تحقٌق‬
of PDO. It is the highest level document in the HSE-MS .‫الهدؾ األسمى المتمثل بعدم إلحاق أي ضرر بالناس أو بالبٌئة‬
and is aimed at achieving the ultimate goal of zero harm
to people and the environment. ‫ولقد أقرت من قبل هٌئة المدراء العامٌن والتً وافق علٌها المدٌر‬
‫ وتلزم الشركة بإمتثال جمٌع القوانٌن واألنظمة العمانٌة‬.‫العام‬
It is endorsed by the MDC and approved by the ‫ والسعً المستمر لتحقٌق تحسن فً أداء الصحة والسالمة‬،‫المعنٌة‬
Managing Director. It commits PDO to comply with all .‫والبٌئة‬
applicable Omani laws and regulations and continually
strive to achieve improvement in HSE performance.
‫أهداف الصحة والسالمة والبٌئة اإلستراتٌجٌة‬
Strategic HSE Objectives ‫إن استراتٌجٌتنا العامة لألعمال هً دمج وموازنة المتطلبات‬
‫االقتصادٌة والصحٌة والسالماتٌة (المهنٌة والعملٌة) والبٌئٌة‬
Our overall business strategy is to integrate and balance
‫ وذلك باستخدام مناهج قائمة على‬،‫واالجتماعٌة فً كل ما نقوم به‬
economic, health, safety (occupational and process),
‫ وٌجب أن ُتدَ عم هذه االستراتٌجٌة باألهداؾ والؽاٌات‬.‫المخاطر‬
environmental, and social requirements in all that we do,
‫ وٌتم تطوٌرها كل عام‬،‫على صعٌد المإسسة ومجلس اإلدارة‬
using risk-based approaches. This strategy shall be
‫كجزء من عملٌة التخطٌط االستراتٌجً والتجاري لشركة تنمٌة نفط‬
supported by goals, objectives, and targets at the
.‫عمان‬
Corporate and Directorate levels, and are developed
each year as part of PDO‟s strategic and business
‫الؽاٌات واألهداؾ والمرامً التً أ ُقرت من قبل اإلدارة العلٌا‬
planning process.
‫ عندها ٌجب على كل‬.‫بالشركة ٌجب أن تبلػ إلى الدوائر المختلفة‬
‫ بما ٌتوافق مع الؽاٌات‬،‫دائرة وضع ؼاٌات وأهداؾ خاصة بها‬
The MDC endorsed corporate objectives, goals, and
‫ أثناء‬.‫ وبناء على التوصٌؾ الخاص بها للمخاطر‬،‫واألهداؾ العامة‬
targets shall be communicated to the various
‫ مسإولً األقسام‬/ ‫ ٌتعٌن على جمٌع المدراء‬،‫هذه العملٌة‬
Directorates. Each Directorate shall then develop their
‫ وٌجب‬.‫ومستشاري الصحة والسالمة والبٌئة أن ٌشاركوا بفعالٌة‬
own objectives, goals, and targets in line with the
‫ إضافة الى الؽاٌات‬،‫مراجعة وتنقٌح األهداؾ االستراتٌجٌة‬
corporate objectives, goals, and targets, and based on ً.‫ حٌثما ٌكون ذلك ضرورٌا‬،ً ‫واألهداؾ والمرامً اإلدارٌة سنوٌا‬
their own risk profiles. During this process, all Directors /
discipline level leaders and HSE Advisors shall be
‫الؽاٌات واألهداؾ السنوٌة للصحة والسالمة والبٌئة ٌجب أن تُدرج‬
actively engaged. HSE strategic objectives as well as
‫ وتشرح لجمٌع‬،‫ وٌنبؽً أن توزع وتبلػ‬.‫فً خطط العمل السنوٌة‬
the corporate / directorate objectives, goals, and targets
shall be reviewed and revised, where necessary, on an ‫ وٌجب تحلٌل ومراجعة نتائجها مقابل‬.‫الموظفٌن والمقاولٌن‬
‫ وٌجب أن تستخدم هذه النتائج لتحدٌد الؽاٌات‬،‫األهداؾ والؽاٌات‬
annual basis.
.‫واألهداؾ المستقبلٌة‬
The annual HSE objectives, goals, and targets shall be
captured in the Annual Business Plans. These shall be
distributed, communicated, and explained to all staff and
contractors. The business results of these shall be
analyzed and reviewed against goals, objectives, and
targets, and the review results shall be used to set the
future objectives, goals, and targets.

6
3 Organisation, ‫ هٌكل التنظٌم والمسؤولٌات‬3
Responsibilities, ‫والموارد والمعاٌٌر والوثائق‬
Resources, Standards,
‫هٌكل تنظٌم الصحة والسالمة والبٌئة فً شركة تنمٌة نفط‬
and Documents :‫عمان‬
‫ٌنبؽً أن ٌتحمل المدٌر العام جنبا ً إلى جنب مع المدراء المساءلة‬
HSE Organisation in PDO ‫الشاملة إلدارة الصحة والسالمة والبٌئة فً شركة تنمٌة نفط‬
/ ‫ كما ٌنبؽً أن تقع مسإولٌة تنفٌذ ومراقبة أداء توقعات‬.‫عمان‬
The Managing Director along with the Directors shall
‫متطلبات نظام إدارة الصحة والسالمة والبٌئة على عاتق قادة‬
have the overall accountability for HSE management in
.‫األقسام‬
PDO. The responsibility for implementing HSE
،‫ وقادة الفرق‬،‫ٌجب أن ٌقدم مستشاري الصحة والسالمة والبٌئة‬
Management System expectations / requirements and
‫النصائح التقنٌة رإساء األقسام بشؤن قضاٌا الصحة والسالمة‬
monitoring HSE performance shall lie with the Line
‫ وٌنبؽً أن ٌكون ممثل اإلدارة لوظٌفة الصحة والسالمة‬.‫والبٌئة‬
Leaders.
.‫والبٌئة هو مدٌر عام الصحة والسالمة والبٌئة فً الشركة‬
HSE Advisors and Team Leaders shall provide the
‫ٌنبؽً أن ٌكون مدٌر عام الصحة والسالمة والبٌئة للشركة‬
necessary technical advice to Line Leaders on HSE
‫مسإول عن التطوٌر والحفاظ على نظام إدارة الصحة والسالمة‬
issues. The Management Representative for the HSE
‫والبٌئة وكذلك عن ضمان االمتثال فً الحفاظ على الصحة‬
function shall be the Corporate HSE Manager.
ً‫ وٌجب على رإساء التخصصات الوظٌفٌة ف‬.‫والسالمة والبٌئة‬
‫) توفٌر الدعم التقنً الالزم إلدارة الصحة‬CFDHs( ‫الشركة‬
The Corporate HSE Manager shall be responsible for
.‫والسالمة والبٌئة العامة للشركة‬
developing and maintaining the HSE Management
System as well as for HSE compliance assurance. The
‫ٌجب أن تكون إدارة الصحة والسالمة والبٌئة مسإولٌة كل من‬
Corporate HSE Functional Discipline Heads (CFDHs)
‫ والتً تتطلب المشاركة الفعالة من‬،‫رإساء األقسام والموظفٌن‬
shall provide the necessary technical support to the
‫ وٌجب على مدٌر عام‬.‫جمٌع مستوٌات اإلدارة واإلشراف‬
Corporate HSE Manager.
‫ الصحة والسالمة‬CFDH ‫الصحة والسالمة والبٌئة للشركة و‬
‫ مستشاري فرٌق الصحة والسالمة والبٌئة تقدٌم‬/ ‫والبٌئة وقادة‬
Individual HSE Responsibilities
‫الدعم واإلرشاد لرإساء األقسام وموظفً شركة تنمٌة نفط‬
HSE management shall be a line leadership and .‫عمان‬
employee responsibility, requiring the active participation
of all levels of leadership and supervision. The ‫ٌصف كتٌب سٌاسة وإلتزام ومسائلة الصحة والسالمة‬
Corporate HSE Manager, HSE CFDHs, and the HSE ‫والبٌئة فً شركة تنمٌة نفط عمان األدوار والمساءالت‬
Team Leaders / Advisors shall act in an advisory and/or ‫ وإن‬.‫والمسإولٌات على كل مستوى من مستوٌات الشركة‬
support capacity to PDO‟s line leaders and employees. ‫المسإولٌات والمساءالت الفردٌة المتعلقة بإدارة الصحة والسالمة‬
‫والبٌئة ٌجب أن تكون وفق ما هو متعارؾ علٌه فً الوصؾ‬
PDO‟s HSE Policy, Commitment, and Accountabilities ،)PPC( ‫ الذي هو عقد األداء الشخصً للفرد‬،)ً‫الوظٌف‬
booklet describes HSE roles, accountabilities, and ‫والمستكمل بمتطلبات معٌنة محددة فً إجراءات ومواصفات‬
responsibilities at each level of the organisation. ‫ والتً هً متوفرة فً نظام‬،‫الصحة والسالمة والبٌئة المختلفة‬
Individual responsibilities and accountabilities relating to .‫) فً شركة تنمٌة نفط عمان‬EDMS( ً‫إدارة الوثائق اإللكترون‬
HSE management shall be as defined in individual Job
Descriptions, an individual‟s Personal Performance
Contract (PPC), supplemented by the specific
requirements defined in the various HSE Procedures and
Specifications, which are available in PDO‟s Electronic
Document Management System (EDMS).

7
Resources for HSE Management
Effective operation of PDO‟s HSE Management System
requires sufficient allocation of human, time, physical,
and financial resources.
HUMAN RESOURCES
Employees, contractors, sub-contractors, suppliers, and
other relevant stakeholders. Effective HSE management
relies on the competence (relevant education, training,
and/or experience) of these people, and ultimately
proactive workforce involvement.
FINANCIAL RESOURCES
Allocation of necessary budget(s) for people, equipment,
materials, and the environment, by balancing financial
cost against the expected residual risk. This also relates
to the „ALARP‟ concept described in Process 4: Hazards
and Effects Management (HEMP).
TIME RESOURCES
Allocating sufficient time to perform a task or activity in
the “right way” – the healthy way, the safe way, the
environmentally friendly way, the quality way, and the
productive way.
PHYSICAL RESOURCES
PDO‟s assets (e.g., buildings, equipment, materials,
vehicles, tools, technology, etc.). Allocating physical
resources requires consideration of the HSE risks that
arise in all of PDO‟s activities, including the supply chain
(i.e., purchasing and procurement activities).
In carrying out its business activities, PDO provides a set
of core services, concentrating on “what it does best,”
while securing goods (procurement) and services
(contracting and sub-contracting) from the market in
“what the market does best.” PDO therefore depends on
suppliers, contractors, and sub-contractors to carry out a
wide variety of activities.
‫الموارد الالزمة إلدارة الصحة والسالمة والبٌئة‬
‫إن التشؽٌل الفعال لنظام إدارة الصحة والسالمة والبٌئة فً شركة‬
‫تنمٌة نفط عمان ٌتطلب تخصٌص ما ٌكفً من الوقت والموارد‬
‫البشرٌة والمادٌة والمالٌة‬
‫الموارد البشرٌة‬
‫تعتمد اإلدارة الفعالة للصحة والسالمة والبٌئة على كفاءة الموارد‬
‫ وتشمل هذه‬.)‫ أو الخبرة‬/ ‫ و‬،‫ والتدرٌب‬،‫البشرٌة (التعلٌم المختص‬
،‫ والموردٌن‬،‫ والمقاولٌن الفرعٌٌن‬،‫ والمقاولٌن‬،‫الموارد الموظفٌن‬
‫ الؽاٌة من ذلك هً خلق روح المبادرة لدى كافة‬.‫والجهات المعنٌة‬
.‫الفرق العاملة‬
‫الموارد المالٌة‬
‫ٌجب تخصٌص المٌزانٌة\ المٌزانٌات الالزمة لألفراد والمعدات‬
‫ وذلك من خالل تحقٌق التوازن بٌن التكلفة المالٌة‬،‫ والبٌئة‬،‫والمواد‬
‫ هذا ٌتعلق أٌضا ً بمفهوم‬.‫مقابل المخاطر المتبقٌة المتوقعة‬
‫ إدارة المخاطر وآثارها‬:4 ‫" المُعرؾ فً العملٌة‬ALARP"
.)HEMP (
‫الموارد الزمنٌة‬
،"‫تخصٌص الوقت الكافً لتنفٌذ مهمة أو نشاط "بطرٌقة صحٌحة‬
‫ وذات نوعٌة‬،‫ وصدٌقة للبٌئة‬،‫ وآمنة‬،‫أي صحٌة‬
.‫عالٌة ومنتجة‬
‫الموارد المادٌة‬
‫منشآت شركة تنمٌة نفط عمان (مثل المبانً والمعدات والمواد‬
‫ تخصٌص الموارد‬.)‫ الخ‬،‫ والتكنولوجٌا‬،‫والمركبات واألدوات‬
‫المادٌة ٌتطلب األخذ بعٌن اإلعتبار مخاطر الصحة والسالمة‬
‫ بما فً ذلك سلسلة‬،‫والبٌئة التً تنشؤ فً جمٌع أنشطة الشركة‬
.)‫التورٌد (أي الشراء وأنشطة المشترٌات‬
ً‫تقدم شركة تنمٌة نفط عمان مجموعة من الخدمات األساسٌة ف‬
‫ مع التركٌز على مفهوم "ما تقوم به‬،‫تنفٌذ أنشطتها التجارٌة‬
‫ فً حٌن تؤمٌن البضائع (المشترٌات) والخدمات (التعاقد‬،"‫أفضل‬
."‫والتعاقد الفرعً) من السوق ٌعتمد مفهوم "أفضل ما فً السوق‬
‫لذلك تعتمد شركة تنمٌة نفط عمان على الموردٌن والمقاولٌن‬
.‫والمقاولٌن الفرعٌن لتنفٌذ مجموعة واسعة من المهام‬
8
‫‪Recently, the emphasis on managing supplier and‬‬
‫‪contractor HSE performance has shifted from monitoring‬‬
‫‪of HSE performance after contract award, to early‬‬
‫‪contract phases of tender evaluation and mobilization.‬‬
‫‪Yet, monitoring workplace activity during execution of the‬‬
‫‪work remains a crucial part of supplier and contractor‬‬
‫‪HSE management. Overall, supplier, contractor, and‬‬
‫‪sub-contractor management in PDO must nowadays‬‬
‫‪take this holistic “cradle-to-cradle” lifecycle approach.‬‬
‫‪HSE Standards and Information Sources‬‬
‫هناك أكثر من ‪ 200‬قاعدة ممارسة وإجراءات ومواصفات ومبادئ‬
‫‪There are over 200 HSE relevant Codes of Practice,‬‬
‫‪Procedures, Specifications and Guidelines, which‬‬
‫‪collectively form PDO‟s HSE standards. All these‬‬
‫‪documents are arranged under different disciplines (HSE‬‬
‫‪Common, Operational Safety, Technical Safety, Health,‬‬
‫‪Environment, and Emergency Response), and easily‬‬
‫‪accessible though PDO HSE Portal.‬‬
‫فً اآلونة األخٌرة‪ ،‬تحول التركٌز على إدارة أداء الصحة والسالمة‬
‫والبٌئة للموردٌن والمقاولٌن من رصد أداء الصحة والسالمة والبٌئة‬
‫بعد منح العقد‪ ،‬إلى مرحلة متقدمة من مراحل تقٌٌم المناقصة‬
‫والشروع بالعمل‪ .‬إال أن رصد نشاط مكان العمل أثناء التنفٌذ ال‬
‫ٌزال ٌشكل جزءاً حاسما ً من إدارة الصحة والسالمة والبٌئة لدى‬
‫الموردٌن والمقاولٌن‪ .‬عموماً‪ ،‬فإن إدارة المورد والمقاول والمقاول‬
‫الفرعً فً شركة تنمٌة نفط عمان ٌجب أن تتخذ فً الوقت‬
‫الحاضر هذا النهج الشمولً لدورة الحٌاة "من المهد إلى المهد"‪.‬‬
‫مصادر معلومات معاٌٌر الصحة والسالمة والبٌئة‬
‫توجٌهٌة متبعة متعلقة بالصحة والسالمة والبٌئة‪ ،‬والتً تشكل‬
‫مجتمعة معاٌٌر شركة تنمٌة نفط عمان للصحة والسالمة والبٌئة‪.‬‬
‫كل هذه الوثائق مرتبة وفق التخصصات المختلفة (الصحة‬
‫والسالمة والبٌئة المشتركة‪ ،‬والسالمة التشؽٌلٌة‪ ،‬والسالمة التقنٌة‪،‬‬
‫والصحة‪ ،‬والبٌئة‪ ،‬واالستجابة لحاالت الطوارئ)‪ ،‬وٌمكن الوصول‬
‫إلٌها بسهولة من خالل بوابة الصحة والسالمة والبٌئة اإللكترونٌة‬
‫لشركة تنمٌة نفط عمان‪.‬‬
‫‪9‬‬
4 Hazards and Effects
Management
HEMP Overview
HEMP, the Hazards and Effects Management Process,
is a structured approach to managing the HSE hazards
and potential effects of PDO‟s activities. There are
numerous techniques to carry out HEMP, and the
technique chosen should be aligned to the scope of
work, risk scenarios in that work, etc. They include
Hazard Identification (HAZID), Hazards Analysis
(HAZAN), Hazards & Operability (HAZOP), Task Risk
Assessment (TRA), Quantitative Risk Assessment
(QRA), Job Safety Plan (JSP), etc.
Sub-processes within HEMP
Effective application of HEMP involves four steps:
identify, assess, control, and recover, and all steps will
generate records, as illustrated below:
Although these steps are often described sequentially, in
practice they overlap and are not always distinct. HEMP
is a repetitive process wherein the HEMP cycle is
ongoing and dynamic because the risk picture in PDO is
always subject to change as well. HEMP is also a
spoken process, ideally conducted using a team
approach where everybody on the team is encouraged to
provide their input and knowledge of the threats,
hazards, and risks involved, as well as the resulting
event that could occur.
Application of HEMP
HEMP shall be conducted for new assets, facilities,
and/or activities as well as regularly for existing facilities
or operations whenever major changes take place.
HEMP shall cover the lifecycle of asset / facility.
‫ إدارة المخاطر وآثارها‬4
HEMP ‫نًسخ ػبيخ ػٍ ػًهُخ‬
‫ وهً نهج منظم‬.‫ هً عملٌة إدارة المخاطر وآثارها‬HEMP
‫إلدارة مخاطر الصحة والسالمة والبٌئة واآلثار المحتملة ألنشطة‬
،HEMP ‫ هناك أسالٌب عدٌدة لتنفٌذ‬.‫شركة تنمٌة نفط عمان‬
‫ وسٌنارٌوهات‬،‫وٌجب أن تنسجم التقنٌة المختارة مع نطاق العمل‬
‫ وهً تشمل تحدٌد المخاطر‬.‫ وما إلى ذلك‬،‫المخاطر فً ذلك العمل‬
‫ المخاطر وقابلة‬،)HAZAN( ‫ وتحلٌل المخاطر‬،(HAZID)
‫ والتقٌٌم‬،)TRA( ‫ وتحلٌل مخاطر المهمة‬، HAZOP)‫التشؽٌل‬
.‫ الخ‬، (JSP) ‫ إجراءات سالمة العمل‬،(QRA) ‫الكمً للمخاطر‬
HEMP ‫العملٌات الفرعٌة ضمن‬
‫) ٌشمل‬HEMP( ‫التطبٌق الفعال لعملٌة إدارة المخاطر وآثارها‬
‫ جمٌع هذه‬.ً‫ والتعاف‬،‫ التحدٌد والتقٌٌم والضبط‬:ً‫أربع خطوات ه‬
:‫ كما هو موضح أدناه‬،‫الخطوات سوؾ تنتج سجالت‬
‫على الرؼم من أن هذه الخطوات كثٌراً ما ٌتم توصٌفها بشكل‬
.‫ فإنها فً متداخلة عملٌا وؼٌر متماٌزة فً الممارسة‬،ً‫تسلسل‬
‫ هً دورة‬HEMP ‫ هً عملٌة متكررة حٌث دورة‬HEMP ‫عملٌة‬
‫ ألن نوعٌة المخاطر فً شركة تنمٌة نفط عمان‬،‫مستمرة ودٌنامٌكٌة‬
‫ هً أٌضا ً عملٌة‬HEMP ‫ كذلك‬.‫تكون دائما ً عرضة للتؽٌٌر‬
‫ وتجرى باستخدام نهج الفرٌق حٌث ٌتم تشجٌع جمٌع‬،‫شفوٌة‬
‫أعضائه على تقدٌم مساهماتهم ومعرفتهم بالتهدٌدات والمخاطر‬
.‫ فضال ً عن األحداث الناجمة المتوقعة‬،‫المرتبطة‬
HEMP ‫تطبٌق‬
‫ أو المهام‬/‫ والمرافق و‬،‫ للمنشآت‬HEMP ‫وٌنبؽً أن تجرى عملٌة‬
‫الجدٌدة وكذلك بشكل منتظم للمرافق القائمة أو العملٌات كلما حدثت‬
/ ‫ دورة حٌاة المنشؤة‬HEMP ً‫ وٌنبؽً أن تؽط‬.‫تؽٌٌرات كبٌرة‬
.‫المرفق‬
10
‫‪Risk Evaluation‬‬
‫‪Risk Assessment Matrix (RAM) shall be used to evaluate‬‬
‫‪HSE risks in PDO. This matrix shows risk as the product‬‬
‫‪of likelihood (or probability) and consequence (or‬‬
‫‪impact), and classifies the risk as High (red), Medium‬‬
‫‪(yellow), Low (dark blue), or Negligible (light blue).‬‬
‫تقٌٌم المخاطر‬
‫ٌنبؽً استخدام مصفوفة تقٌٌم المخاطر (‪ )RAM‬لتقٌٌم مخاطر‬
‫الصحة والسالمة والبٌئة فً شركة تنمٌة نفط عمان‪.‬‬
‫تبٌن هذه المصفوفة المخاطر بوصفها نتاجا ً لإلحتمال (أو‬
‫األرجحٌة) مع النتٌجة (أو التؤثٌر)‪ ،‬وتصنؾ المخاطر على أنها‬
‫مرتفعة (األحمر)‪ ،‬متوسطة (األصفر)‪ ،‬منخفضة (األزرق‬
‫الؽامق)‪ ،‬أو ال تذكر (األزرق الفاتح)‪.‬‬
‫‪11‬‬
Hierarchy of Risk Controls ‫التسلسل الهرمً لضبط المخاطر‬
The hierarchy of risk controls in PDO is shown in the ‫ٌبٌن الرسم أدناه التسلسل الهرمً للضوابط والمخاطر فً شركة‬
diagram here. .‫تنمٌة نفط عمان‬

Elimination of a hazard shall come first, and personal ً

protection against risk comes last. Risk controls should
be developed and established so that risk reduction
achieves a level that is ALARP – as low as reasonbly
practicable.
‫ والحماٌة الشخصٌة ضد‬،‫األولوٌة‬ ‫إزالة المخاطر ٌجب تعطى‬
‫ وٌنبؽً وضع وإنشاء ضوابط المخاطر حتى‬.ً ‫المخاطر تؤتً الحقا‬
ً ‫ٌتم تقلٌل المخاطر إلى أقل مستوى ممكن عملٌا ً ومنطقٌا‬
.ALARP

12
5 Planning and Procedures
The Planning Process
Planning is the process by which corporate goals and
objectives are agreed and then converted into plans and
ultimately into budgeted activities. CP-136 describes the
planning process in PDO, and also describes PDO‟s
Annual Planning Cycle. The purpose of PDO‟s Annual
Planning Cycle is to provide a planning framework for the
Company to review, plan, and submit performance
results, future strategies, and investment opportunities to
the Company‟s shareholders and other relevant
stakeholders.
The HSE components of this planning framework include
the following:
• Analysis and reporting of the previous year‟s HSE
performance,
• Defining and agreeing with the shareholders the
Corporate HSE strategies and objectives for the
following year,
• Preparing a five year plan of activities to meet the
Corporate HSE objectives,
• Obtaining shareholder approval for the programmed
activities along with the requisite budgets, and
• Cascade annual HSE performance goals, objectives,
and targets to the teams within PDO and other
relevant stakeholders.
Activity Planning
Cascading the Annual Exploration and Production
Program (including HSE issues) to day-to-day activities
is achieved through PDO‟s Integrated Planning System,
as illustrated here.
‫ التخطٌط واإلجراءات‬5
‫عملٌة التخطٌط‬
‫التخطٌط هً العملٌة التً ٌتم من خاللها التوافق على أهداؾ‬
‫وؼاٌات الشركة ومن ثم ٌتم تحوٌلها إلى خطط وفً نهاٌة المطاؾ‬
‫ تصؾ عملٌة التخطٌط‬CP-136 .‫إلى أنشطة لها مٌزانٌة محددة‬
‫ وتصؾ أٌضا ً دورة التخطٌط السنوٌة‬،‫فً شركة تنمٌة نفط عمان‬
‫ الؽرض من دورة التخطٌط السنوٌة للشركة هو توفٌر‬.‫للشركة‬
‫إطار عمل تستطٌع الشركة من خالله مراجعة وتخطٌط وتقدٌم‬
‫نتائج األداء واالستراتٌجٌات المستقبلٌة والفرص االستثمارٌة‬
.‫لمساهمً الشركة والجهات المعنٌة األخرى‬
:ً‫تشمل عناصر الصحة والسالمة والبٌئة إلطار التخطٌط ما ٌل‬
‫حٍسالمة والبٌئة ٍلسنة‬ٝ ‫حٍتحلٌل وحإلرالؽ ػٖ أداء حُظلش‬ •
.‫السابقة‬
‫التحدٌد واالتفاق مع المساهمٌن على إستراتٌجٌات وأهداؾ‬ •
.‫الصحة والسالمة والبٌئة حُؼخٓش ٍلشركة للسنة التالٌة‬
‫ن أهداؾ الصحة‬٤‫إعداد خطة لمدة خمس سنوات َُأنشطة لطلو‬ •
.‫والسالمة والبٌئة حُؼخٓش ٍلشركة‬
‫الحصول على موافقة المساهمٌن على المهام المبرمجة ٓشكوش‬ •
.‫رخٍمٌزانٌات المطلوبة‬
‫خص السنوٌة ألداء حُظلش والسالمة‬٣‫حُـخ‬ٝ ‫ظخٍ األهداؾ‬٣‫ا‬ •
‫خ‬ٛ‫ش‬٤‫غ الفرق فً شركة تنمٌة نفط عمان والى ؿ‬٤ٔ‫ ؿ‬٠ُ‫والبٌئة ح‬
.‫ش‬٤٘‫خص حُٔؼ‬ٜ‫ٖٓ حُـ‬
‫تخطٌط المهام‬
‫إٌصال برنامج اإلستكشاؾ واإلنتاج السنوي (بما فً ذلك‬
‫قضاٌا الصحة والسالمة والبٌئة) الى مستوى تنفٌذ المهام‬
‫ ٌتم ذلك من خالل نظام التخطٌط المتكامل لشركة‬،‫الٌومٌة‬
.‫ كما هو موضح أدناه‬،‫تنمٌة نفط عمان‬
13
Emergency Response and Contingency
Planning
Emergency response is an important part of PDO‟s HSE-
MS. It is PDO‟s responsibility to ensure that plans,
procedures, and resources are in place to respond
swiftly and efficiently to any emergency situation and to
minimize any consequential losses. CP-123 Emergency
Response Part I and PR-1065 Emergency Response
Documents Part II – Company Procedure provide details
about PDO‟s emergency response procedures. A
number of assets and activities have been identified as
requiring individual emergency response contingency
plans. Emergency Response Documents Part III provide
individual contingency plans in PDO.
‫االستجابة لحاالت الطوارئ والتخطٌط للطوارئ المحتملة‬
‫االستجابة لحاالت الطوارئ هو جزء مهم من نظام إدارة الصحة‬
‫ والشركة مسإولة عن‬.‫والسالمة والبٌئة فً شركة تنمٌة نفط عمان‬
‫ضمان أن الخطط واإلجراءات والموارد متوفرة لإلستجابة بسرعة‬
.‫وفعالٌة ألي حالة طوارئ وعن الحد من أي خسائر مترتبة علٌها‬
"‫ الجزء األول من "االستجابة لحاالت الطوارئ‬.‫إجراءات الشركة‬
‫ والجزء الثانً من وثائق االستجابة لحاالت‬،CP-123 ً‫ف‬
‫ تقدم تفاصٌل عن إجراءات االستجابة‬،PR-1065 ‫الطوارئ‬
‫ وقد تم تحدٌد عدد من‬.‫للطوارئ فً شركة تنمٌة نفط عمان‬
.‫المنشآت والمهام التً تتطلب خطط خاصة لإلستجابة للطوارئ‬
‫الجزء الثالث من وثائق اإلستجابة للطوارئ ٌقدم خطط فردٌة‬
.‫للطوارئ فً الشركة‬
14
Procedures
All HSE critical activities and their supporting tasks
should have written procedures and/or work instructions
in place. If these are to be effective, they should be
simple, unambiguous, understandable, relevant, and
detailing clear roles and responsibilities. More detail
regarding their actual implementation is found in PDO
HSE-MS Process 6 – Implementation and Operation. It
is important to consider how work instructions are
communicated to the workforce ahead of job execution.
Management of Change (MOC)
HSE risks resulting from unforeseen consequences of
changes in operations (temporary or permanent),
people, plant, processes, and procedures are managed
through MOC procedure.
Technical Integrity
PDO‟s Technical Integrity system, based on CCPS 20
elements of Process Safety, addresses areas such as
design integrity, start-up, operating integrity, structural
integrity, process containment, ignition control, and
systems for protection, detection, shutdown, emergency
response, and lifesaving. This system ensures that
HSE critical facilities and equipment are suitable for
their required purpose and comply with defined criteria.
‫اإلجراءات‬
‫ٌجب أن ٌكون لكافة أنشطة الصحة والسالمة والبٌئة الحساسة‬
.‫ أو تعلٌمات مكتوبة متوفرة‬/‫والمهام الداعمة لها إجراءات عمل و‬
‫ ٌجب أن تكون بسٌطة وؼٌر مبهمة ومفهومة‬،‫ولكً تكون فعالة‬
‫ ٌوجد المزٌد من‬.‫ ومفصلة ألدوار ومسإولٌات واضحة‬،‫ومرتبطة‬
‫ من نظام إدارة الصحة‬6 ‫التفاصٌل بشؤن تنفٌذها الفعلً فً العملٌة‬
‫ من‬.‫ التنفٌذ والتشؽٌل‬- ‫والسالمة والبٌئة لشركة تنمٌة نفط عمان‬
‫المهم األخذ بعٌن اإلعتبار كٌفٌة إبالغ تعلٌمات العمل لفرٌق العمل‬
.‫قبل تنفٌذ المهمة‬
‫اداسح انزغُُش‬
‫تتم إدارة مخاطر الصحة والسالمة والبٌئة الناجمة عن عواقب ؼٌر‬
،‫ واألشخاص‬،)‫متوقعة للتؽٌرات فً العملٌات (المإقتة أو الدائمة‬
‫ واإلجراءات من خالل إجراءات إدارة‬،‫ والعملٌات‬،‫والمصنع‬
.MOC ‫التؽٌٌر‬
ٍُ‫انزكبيم انزم‬
‫ وبناء على‬،‫ٌعالج نظام التكامل التقنً لشركة تنمٌة نفط عمان‬
‫ مجاالت مثل‬،CCPS ً‫ ف‬20 ‫أساس عناصر سالمة العملٌات ال‬
،ً‫ والتكامل الهٌكل‬،‫ وتكامل التشؽٌل‬،‫ وبدء التشؽٌل‬،‫تكامل التصمٌم‬
‫ ونظم الحماٌة والكشؾ ووقؾ‬،‫ وضبط اإلشتعال‬،‫وإحتواء العملٌة‬
‫ هذا النظام‬.‫ وإنقاذ الحٌاة‬،‫ واالستجابة لحاالت الطوارئ‬،‫التشؽٌل‬
‫ٌضمن أن جمٌع مرافق ومعدات الصحة والسالمة والبٌئة الحساسة‬
.‫مناسبة للؽرض المطلوب وتمتثل للمعاٌٌر المحددة‬
15
6 Implementation and
Operation
Key Activities of Implementation and Operation
To adequately manage HSE risks, the risk controls
identified in HEMP shall be effective implemented in day-
to-day operational activities. The key tasks include the
following:
• Ensuring that the risk controls are properly defined and
determined to be suitable, adequate, and effective for
implementation,
• Ensuring that these controls are properly documented,
• Setting performance standards, both managerial and
technical,
• Ensuring the active involvement and understanding of
contractors in the implementation process, since they
conduct and/or are involved in a majority of the work
activities that are carried out at PDO, and
• Drawing on the other processes of the HSE-MS and in
the organisation to support and assure proper
implementation and operation, such as training and
competence assurance processes, effective planning,
PDO leadership, consultation and communication,
monitoring of implementation activities, application of
Discipline Controls and Assurance Framework
(DCAF), etc.
Company Culture, Responsibility, and Ownership
Successful implementation and operation requires
embedding HSE into:
• Company Culture,
• Having Clear Responsibilities, and
• Ensuring Line Ownership.
Across the company and the contractor community, HSE
should be accepted as an integral part of our work, and
not an „add-on‟ responsibility. Responsibility and
accountability for both supervising and conducting HSE
critical activities must be clearly communicated to the
individuals involved. People identified as responsible
and accountable for HSE critical activities must take
ownership.
‫ لتنفٌذ التشغٌل‬6
‫المهام الرئٌسٌة للتنفٌذ والتشغٌل‬
‫ ٌنبؽً أن تنفذ‬،‫إلدارة مخاطر الصحة والسالمة والبٌئة بشكل مالئم‬
.‫ بفعالٌة فً المهام التنفٌذٌة‬HEMP ً‫ضوابط المخاطر المحددة ف‬
:ً‫المهام الرئٌسٌة تتضمن ما ٌل‬
‫التؤكد من أن ضوابط المخاطر قد تم تحدٌدها بشكل صحٌح‬ •
.‫خ إع ُتبرت مناسبة ومالئمة وفعالة لكً تنفذ‬ٜٗ‫أ‬ٝ
.‫التؤكد من أن هذه الضوابط قد تم توثٌقها بشكل صحٌح‬ •
.‫وضع معاٌٌر أداء إدارٌة وتقنٌة‬ •
‫التؤكد من المشاركة الفعالة والفهم المعمق للمقاولٌن لعملٌة‬ •
‫ أو ٌشاركون فً معظم أنشطة العمل‬/‫ٕ و‬ٝ‫ئد‬٣ ٌُْٜٗٞ ،‫التنفٌذ‬
.‫التً تنفذ فً شركة تنمٌة نفط عمان‬
‫حإلعظلخدس ٖٓ حٍعملٌات األخرى فً ٗظخّ ادحسس حُظلش‬ •
َ٤‫ػٔخٕ التنفٌذ وحُظشـ‬ٝ ْ‫فً المإسسة ُذػ‬ٝ ‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ
،ٍ‫ؾ حُلؼخ‬٤‫ مثل التدرٌب وعملٌات ضمان الكفاءة وحُظخط‬،‫السلٌم‬
‫سطذ‬ٝ ،َ‫حط‬ٞ‫حُظ‬ٝ ‫س‬ٝ‫ وحُظشخ‬،ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫إدارة ششًش ط‬ٝ
.‫ الخ‬،DCAF ‫ن‬٤‫ططز‬ٝ ،‫أنشطة التنفٌذ‬
‫ثقافة الشركة والمسؤولٌة والعنلٌة‬
: ‫التنفٌذ والتشؽٌل الناجح ٌتطلب دمج الصحة والسالمة والبٌئة إلى‬
،‫• ثقافة الشركة‬
ٝ ،‫• تحمل مسإولٌات واضحة‬
‫• ضمان حإلػظ٘خء بالقسم‬
‫ٌنبؽً على كافة أقسام مجتمع الشركة والمقاولٌن إعتبار الصحة‬
‫ ولٌس كمسإولٌة‬،‫والسالمة والبٌئة جزءاً ال ٌتجزأ من العمل‬
‫ ٌجب إبالغ األفراد المعنٌٌن بوضوح وتحدٌد المسإولٌة‬."‫"إضافٌة‬
‫والمساءلة لكل من المشرفٌن على إجراء أنشطة الصحة والسالمة‬
‫ واألفراد المحددٌن كمسإولٌن ومساءلٌن عن‬.‫والبٌئة الحساسة‬
‫أنشطة الصحة والسالمة والبٌئة ٌجب أن ٌتبنوا اإلعتناء بهذه‬
.‫المهام‬
16
Contractors and Suppliers
Involvement of contractor and supplier key personnel
jointly with PDO in the planning stage may not always be
feasible. Therefore the process of familiarization of
contractors and suppliers with the plan is typically carried
out as part of a formal kick-off meeting. The initial period
of a contract can be particularly vulnerable to HSE
incidents. For this purpose, PDO has established an
entire list of documentation for the contractor and
supplier management process.
Management of Change (MOC)
Changes, both permanent and temporary, in people,
plant, processes, organisation, procedures etc., shall be
reviewed for HSE consequences prior to implementation.
This is to ensure that their introduction does not threaten
current HSE implementation and/or sound HSE
performance. As a general rule, an MOC process /
procedure should be implemented as described in HSE-
MS Process 5 - Planning and Procedures for managing
all HSE critical changes.
Technical Integrity
Implementation of technical integrity is described in a
number of procedures, specifications, and guidelines
related to process (technical) safety. The assurance that
these requirements are adequately implemented comes
from the Statement of Fitness. The Statement of Fitness
is issued for (a) starting or commissioning a new asset
and/or a modification to an existing asset; and/or (b)
restarting an asset after an incident.
Permit to Work (PTW)
The objective of PTW system is "to provide a system to
ensure that both routine and non-routine hazardous
activities can be implemented and operated in a safe
manner." To comply with HSE requirements in the
workplace, the PTW system must ensure that everyone
is aware of the hazards involved in their work, and of the
precautions that they must take to work the „right way,‟ –
healthy way, safety way, environment way, and
productive way. Detailed information on how to
implement PDO‟s Permit to Work System is described in
PR-1172 Permit to Work System procedure.
‫المقاولون والموردون‬
‫مشاركة المقاول وموظفً الموردٌن الرئٌسٌٌن بالتعاون مع شركة‬
‫ ولذلك‬.ً‫تنمٌة نفط عمان فً مرحلة التخطٌط ال ٌكون دائما ً ممكنا‬
‫تجري عادة عملٌة تعرٌؾ المقاولٌن والموردٌن بالخطة كجزء‬
‫ ٌمكن للفترة األولى للعقد‬.ً‫أساسً من إجتماع اإلنطالق الرسم‬
‫ فلهذا‬.‫تحدٌداً أن تكون عرضة لحوادث الصحة والسالمة والبٌئة‬
‫ أنشؤت شركة تنمٌة نفط عمان قائمة كاملة من الوثائق‬،‫الؽرض‬
.‫لعملٌة إدارة المقاول والمورد‬
‫إدارة التغٌٌرات‬
ً‫ ف‬،‫ سواء الدائمة أو المإقتة‬،‫ٌجب أن تتم مراجعة التؽٌٌرات‬
،‫ واإلجراءات وؼٌرها‬،‫ والمإسسة‬،‫ والعملٌات‬،‫ والمصنع‬،‫األفراد‬
.‫ قبل التنفٌذ‬،‫من أجل التحقق من عواقب الصحة والسالمة البٌئة‬
‫وهذا للتؤكد من أن إجراءها ال ٌهدد خطة التنفٌذ الحالٌة للصحة‬
.‫ أو األداء السلٌم فً الصحة والسالمة والبٌئة‬/ ‫والسالمة والبٌئة و‬
ً‫ كما هو موضح ف‬MOC ‫ ٌنبؽً أن ٌنفذ إجراء‬،‫كقاعدة عامة‬
‫ التخطٌط‬- ‫ من نظام إدارة الصحة والسالمة والبٌئة‬5 ‫العملٌة‬
‫واإلجراءات إلدارة جمٌع تؽٌٌرات الصحة والسالمة والبٌئة‬
.‫الحساسة‬
ً‫التكامل التقن‬
‫ٌعرؾ تنفٌذ التكامل التقنً فً عدد من إجراءات ومواصفات‬
‫ التؤكد من أن‬.)‫والمبادئ التوجٌهٌة المتعلقة بسالمة العملٌة (التقنٌة‬
"‫هذه المتطلبات ٌتم تنفٌذها على نحو مالئم ٌؤتً من "بٌان الجدارة‬
‫ وٌتم إصدار بٌان الجدارة لهذه‬.)Statement of Fitness(
‫ (أ) بدأ أو إختبار منشؤة جدٌدة أو تعدٌل ألحد المنشآت‬:‫األسباب‬
.‫ و (ب) عند إستئناؾ عمل منشؤة بعد حادث ما‬،‫القائمة‬
)PTW( ‫تصرٌح العمل‬
‫ هو "توفٌر نظام لضمان إمكانٌة تنفٌذ‬PTW ‫الهدؾ من نظام‬
‫وتشؽٌل المهام الروتٌنٌة وؼٌر الروتٌنٌة الخطرة على حد سواء‬
‫ لإللتزام بمتطلبات الصحة والسالمة والبٌئة‬.‫والتشؽٌل بطرٌقة آمنة‬
‫ ضمان أن الجمٌع على‬PTW ‫ ٌجب على النظام‬،‫فً مكان العمل‬
ً‫ وباإلحتٌاطات الت‬،‫دراٌة بالمخاطر التً ٌنطوي علٌها عملهم‬
‫ التً هً الطرٌقة‬،"‫ٌجب علٌهم اتخاذها للعمل "بطرٌقة صحٌحة‬
‫ المعلومات المفصلة‬.‫ والمنتجة‬،‫الصحٌة واآلمنة والصدٌقة للبٌئٌة‬
‫حول كٌفٌة تنفٌذ نظام "إذن العمل" فً شركة تنمٌة نفط عمان‬
.PR-1172 ‫معرفة فً إجراء نظام إذن العمل‬
17
7 Assurance: Monitoring
and Audit
The Need for Assurance
Assurance activities provide PDO Leadership with a
systematic approach to answer these questions
regarding the HSE-MS:
• Are we prioritizing our assurance activities on our HSE
critical activities?
• Are we doing what we said we would be doing based
on the HSE-MS processes?
• Are there sufficient and traceable records to confirm
this?
• Are we suitably, adequately, and effectively
implementing these requirements? If not, why not?
HSE Inspections and Observations
PDO conducts many types of inspections and
observations to verify whether what is required in
procedures, specifications, etc., is actually done and
done well.
Inspections focus on conditions – equipment, materials,
and the environment. They generate findings that can
be both positive – requiring recognition and
commendation, and negative – requiring some type of
corrective action.
Observations focus on people – how people perform
their tasks and their behaviour. They include task
observations and behavioural observations.
HSE Audits
HSE audits provide the management with a systematic,
independent way to assess the implementation of the
HSE-MS. PDO has a three-tiered approach to HSE
audits / assessments:
Level 1 Audit: Conducted on behalf of PDO‟s Internal
Audit Committee (IAC) as part of the Integrated Audit
Plan. Independent audits carried out by external bodies,
such as ISO 14001 certification audits, CCPS process
safety management audits, etc., also fall into this
category.
‫ الرصد والتدقٌق‬:‫ الضمان‬7
‫الحاجة إلى إعطاء الضمانات‬
ً ‫أنشطة إعطاء الضمانات تقدم إلدارة شركة تنمٌة نفط عمان نهجا‬
‫منظما ً لإلجابة على األسئلة التالٌة بشؤن نظام إدارة الصحة‬
:‫والسالمة والبٌئة‬
‫كوخ ً ٍأنشطة‬ٝ ‫ األولوٌة ٍأنشطة اػطخء الضمان‬٢‫هل ٗؼط‬ •
‫الصحة والسالمة والبٌئة الحساسة لدٌنا؟‬
‫ عملٌات نظام إدارة‬٠ِ‫ ر٘خء ػ‬،‫هل نفعل ما قلنا أننا سنقوم به‬ •
‫الصحة والسالمة والبٌئة؟‬
‫هل هناك سجالت كافٌة والتً ٌمكن تتبعها لٍتؤكد ٖٓ ذلك؟‬ •
‫ حُٔظطِزخص رشٌَ مناسب وعلى نحو مالئم‬ٙ‫ز‬ٛ ‫هل نحن نٗلز‬ •
‫ كِٔخ ال؟‬،"‫حد "ال‬ٞ‫ش؟ ارح ًخٕ حُـ‬٤ُ‫ورلؼخ‬
‫عملٌات التفتٌش ومالحظة\ مراقبة الصحة والسالمة‬
:‫والبٌئة‬
‫تجري شركة تنمٌة نفط عمان العدٌد من أنواع عملٌات التفتٌش‬
‫والمالحظة للتحقق من أن ما هو مطلوب فً اإلجراءات والمواصفات‬
.‫ ٌتم تنفٌذه وبإتقان‬،‫وؼٌرها‬
،‫ أي المعدات والمواد والبٌئة‬،‫عملٌات التفتٌش تركز على الظروؾ‬
،‫ وتتطلب العرفان والثناء‬،‫تولد النتائج التً ٌمكن أن تكون إٌجابٌة‬
.‫والسلبٌة التً تتطلب نوعا ً من اإلجراءات التصحٌحٌة‬
.‫ أي كٌفٌة سلوكهم وتؤدٌة مهامهم‬،‫تركز المالحظات على األفراد‬
.‫ مالحظات المهمة والمالحظات السلوكٌة‬،‫وتشمل هذه‬
‫عملٌات تدقٌق الصحة والسالمة والبٌئة‬
‫عملٌات تدقٌق الصحة والسالمة والبٌئة ُتوفر لإلدارة طرٌقة منظمة‬
‫ لدى شركة‬.‫ومستقلة لتقٌٌم تنفٌذ نظام إدارة الصحة والسالمة والبٌئة‬
‫تنمٌة نفط عمان نهج من ثالثة مستوٌات إلجراء عملٌات تدقٌق \ تقٌٌم‬
:‫الصحة والسالمة والبٌئة‬
)IAC( ‫ ٌجرى بالنٌابة عن لجنة التدقٌق الداخلٌة‬:1 ‫مستوى التدقٌق‬
‫ عملٌات‬.‫ كجزء من خطة التدقٌق المتكاملة‬،‫لشركة تنمٌة نفط عمان‬
‫ مثل دقٌق شهادة‬،‫التدقٌق المستقلة التً تقوم بها هٌئات خارجٌة‬
‫ وما إلى‬،CCPS ‫ وتدقٌق إدارة سالمة العملٌات‬،ISO 14001
.‫ تندرج أٌضا ً ضمن هذه الفئة‬،‫ذلك‬
18
Level 2 Audit: Carried out on behalf of Asset Managers
as part of their own Asset Level assurance processes.
Such audits could include internal audits as required by
external standards, such as ISO 14001, CCPS, etc.
Level 3 Audit: Includes self assessments, task /
behavioural observations, and workplace inspection
activities to supplement the formal HSE audit /
assessment process.
Of the three types of audits carried out at PDO, Level 3
audits, because they are more of a monitoring activity,
are carried out more frequently than Level 1 and 2 audits.
PDO maintains procedures for HSE audits / assessments
to be carried out as part of its normal business activities.
Performance Measures and Indicators
PDO‟s uses both lagging and leading indicators for HSE
performance monitoring. Lagging indicators are reactive
measuring and monitoring criteria. They provide output-
based information on incidents that have occurred, and
in addition provide insights into means of preventing
similar incidents in the future. Lagging indicators provide
evidence of deficient HSE performance. They tell us
what has gone “wrong” in managing HSE. Leading
indicators provide input measuring and monitoring
criteria. They indicate what we do and how well we
implement HSE activities so as to prevent and reduce
incidents.
Non-Compliance
Non-compliances may result from deficiencies and/or
failures in the HSE-MS itself, failures in plant and/or
equipment, and/or from human error / behaviour. They
may be sudden and temporary, or they may persist for
long periods. Investigation of non-compliance should
fully establish the causes, including failures in HSE-MS.
Implementing corrective action will not be complete until
the effectiveness of the measures taken demonstrated.
This includes making the appropriate changes to PDO
procedures, records, and/or other relevant factors.
‫ ٌجرى بالنٌابة عن مدراء المنشآت كجزء من‬:2 ‫مستوى التدقٌق‬
‫ وٌمكن أن‬.‫إجراءات إعطاء الضمان على مستوى المنشؤة لدٌهم‬
‫تشمل هذه عملٌات التدقٌق الداخلً المطلوبة وفقا ً للمعاٌٌر‬
.‫ الخ‬،CCPS ،ISO 14001 ‫ مثل‬،‫الخارجٌة‬
/ ‫ وعملٌات مالحظة المهمة‬،ً‫ ٌشمل التقٌٌم الذات‬:3 ‫مستوى التدقٌق‬
/ ‫ إلستكمال عملٌة تدقٌق‬،‫ وأنشطة التفتٌش لمكان العمل‬،‫السلوك‬
.‫تقٌٌم الصحة والسالمة والبٌئة الرسمٌة‬
‫من هذه األنواع الثالثة من عملٌات التدقٌق التً تجرى فً شركة‬
‫ وبسبب كونها‬،3 ‫ فإن عملٌات مستوى التدقٌق‬،‫تنمٌة نفط عمان‬
‫ تنفذ بشكل متكرر أكثر من‬،‫ذات طابع ٌحاكً نشاط الرصد‬
‫ تحافظ شركة تنمٌة نفط عمان على تنفٌذ‬.2 ‫ و‬1 ‫مستوٌات التدقٌق‬
‫ تقٌٌم الصحة والسالمة والبٌئة كجزء من أنشطة‬/ ‫إجراءات تدقٌق‬
.‫أعمالها اإلعتٌادٌة‬
‫مقاٌٌس ومؤشرات األداء‬
‫تستخدم شركة تنمٌة نفط عمان كل من المإشرات المتقدمة‬
‫ المإشرات‬.‫والمتؤخرة لرصد أداء الصحة والسالمة والبٌئة‬
‫ إنها توفر معلومات على‬.‫المتؤخرة هً معاٌٌر قٌاس ورصد تفاعلٌة‬
‫ وباإلضافة إلى تقدٌم‬،‫أساس المخرجات عن الحوادث التً حصلت‬
.‫الرإى لوسائل منع تكرار وقوع حوادث مماثلة فً المستقبل‬
‫المإشرات المتؤخرة تقدم أدلة على أداء الصحة والسالمة والبٌئة‬
‫ وتدلنا على ما جرى بطرٌقة "خاطئة" فً إدارة الصحة‬،ً‫المتدن‬
‫ المإشرات المتقدمة توفر مدخالت معاٌٌر القٌاس‬.‫والسالمة والبٌئة‬
‫ وإلى أي مدى ننفذ أنشطة‬،‫ فإنها تشٌر إلى ما نفعل‬.‫والرصد‬
‫الصحة والسالمة والبٌئة بطرٌقة صحٌحة وذلك للمنع والحد من‬
.‫الحوادث‬
‫عدم اإلمتثال‬
‫ أو اإلخفاقات فً نظام إدارة‬/‫عدم اإلمتثال قد ٌنجم عن النقائص و‬
‫ أو‬/‫ واإلخفاقات فً المصنع و‬،‫الصحة والسالمة والبٌئة نفسه‬
‫ قد تكون حاالت عدم‬.‫ سلوك بشري‬/ ‫ أو من خطؤ‬/‫ و‬،‫المعدات‬
ً‫ وٌنبؽ‬.‫ أو أنها قد تستمر لفترات طوٌلة‬،‫اإلمتثال مفاجئة ومإقتة‬
‫ بما فً ذلك‬،‫أن ٌحدد التحقٌق فً عدم االمتثال األسباب كاملة‬
‫ تنفٌذ اإلجراءات‬.‫اإلخفاقات فً نظام إدارة الصحة والسالمة والبٌئة‬
‫التصحٌحٌة ال ٌكون كامالً حتى ٌتم إثبات مدى فعالٌة التدابٌر‬
‫ وهذا ٌشمل إجراء التؽٌٌرات المناسبة فً الشركة‬.‫المتخذة‬
.‫ أو العوامل األخرى ذات صلة‬/‫لإلجراءات والسجالت و‬
19
Incident Management
HSE incidents may affect people, environment, assets,
and/or the reputation of PDO. The consequences may
include personal injury / occupational illness / fatality;
environmental damage / impacts; asset loss / property
damage / process loss; reputation damage; and legal
fines. All incidents shall be notified, investigated,
analysed, reported, and the corrective actions are
followed-up. PDO‟s procedure on incident management
is documented in PR-1418 Incident Notification,
Reporting, and Follow-up Procedure.
‫إدارة الحوادث‬
‫حوادث الصحة والسالمة والبٌئة قد تإثر على الناس والبٌئة‬
‫ قد تشمل عواقب هذه الحوادث‬.‫ أو سمعة الشركة‬/‫ و‬،‫والمنشآت‬
‫ والضرر على‬،‫ والوفٌات‬،‫ واألمراض المهنٌة‬،‫اإلصابة الشخصٌة‬
‫ وخسارة‬،‫ والضرر بالممتلكات‬،‫ وفقدان المنشآت‬،‫ اآلثار‬/ ‫البٌئة‬
‫ جمٌع الحوادث‬.‫ والؽرامات القانونٌة‬،‫ والضرر بالسمعة‬،‫اإلنتاج‬
،‫ٌنبؽً اإلعالم بوقوعها والتحقٌق فٌها وتحلٌلها واإلبالغ عنها‬
‫ تم توثٌق إجراء شركة‬.‫وأن تتم متابعة اإلجراءات التصحٌحٌة‬
‫تنمٌة نفط عمان إلدارة الحوادث فً إجراء اإلعالم واإلبالغ‬
.PR-1418 ‫والمتابعة للحوادث‬
20
8 Review
The Need for Management Review
A key component of PDO‟s HSE-MS is a formal process
whereby senior leadership reviews its efforts with respect
to:
• Managing HSE risks,
• Reinforcing efforts to continually improve the HSE-MS
and HSE performance, and
• Ensuring and documenting their decisions regarding
the management system‟s continuing suitability,
adequacy, and effectiveness.
Key Components of HSE-MS Management
Reviews
In general, PDO‟s senior leadership should review the
HSE-MS at least annually. Review components should
address the following:
• The possible need for changes to PDO‟s HSE Policy
and strategic objectives, in the light of changing
circumstances, and the commitment to strive for and
make continual improvements to the management
system.
• Resource allocation for implementation, maintenance,
and improvement of the HSE Management System.
• Sites and/or situations requiring special attention or
focus, on the basis of evaluated hazards and risks and
emergency planning.
These management review processes should be
documented, with the results recorded to assist in action
tracking and implementing any review findings, i.e.,
recommended changes or improvements which become
apparent through the review. The management review
procedure is described in PR-1970 HSE-MS Review.
‫ المراجعة‬8
‫الحاجة إلى المراجعة اإلدارٌة‬
‫ومن المكونات الرئٌسٌة لنظام إدارة الصحة والسالمة والبٌئة‬
‫لشركة تنمٌة نفط عمان هً العملٌة الرسمٌة بحٌث تراجع اإلدارة‬
:ً‫العلٌا جهودها فٌما ٌتعلق بما ٌل‬
.‫• إدارة مخاطر الصحة والسالمة والبٌئة‬
‫• تعزٌز الجهود للتحسٌن المستمر ألداء ونظام إدارة الصحة‬
.‫والسالمة والبٌئة‬
‫ن قراراتهم بشؤن مدى استمرار صالحٌة ومالءمة‬٤‫ػ‬ٞ‫• تؤكٌد وط‬
.‫وفعالٌة نظام اإلدارة‬
‫المكونات الرئٌسٌة لمراجعة نظام إدارة الصحة والسالمة‬
‫والبٌئة‬
‫ ٌنبؽً على القٌادة العلٌا لشركة تنمٌة نفط عمان‬،‫بصفة عامة‬
.ً ‫مراجعة نظام إدارة الصحة والسالمة والبٌئة على األقل سنوٌا‬
:‫وٌنبؽً أن تعالج عناصر المراجعة ما ٌلى‬
‫• اكظٔخٍ حٍحاجة إلجراء تؽٌٌرات فً سٌاسة الصحة والسالمة‬
ً‫ ف‬،‫والبٌئة واألهداؾ االستراتٌجٌة ٍشركة تنمٌة نفط عمان‬
‫ ٍإجراء تحسٌنات‬٢‫ واإلتزام وحُغؼ‬،‫ضوء الظروؾ المتؽٌرة‬
.‫مستمرة على نظام اإلدارة‬
‫ٖ نظام إدارة الصحة‬٤‫ز وصٌانة وطلغ‬٤‫• تخصٌص الموارد لط٘ل‬
.‫والسالمة والبٌئة‬
،ً ‫ أو الحاالت التً تتطلب اهتماما ً أو تركٌزاً خاصا‬/‫• حٍمواقع و‬
‫ؾ‬٤‫ وعلى حُظخط‬،‫خ‬ٜٔ٤٤‫ طْ طو‬٢‫بناء على األخطار وحُٔخخؽش حُظ‬
.‫حسة‬ٞ‫ُلخالص حُط‬
‫ مع تسجٌل النتائج‬،‫وٌنبؽً أن توثق عملٌات المراجعة اإلدارٌة هذه‬
‫للمساعدة فً تعقب اإلجراءات المقررة وفً تنفٌذ أي نتائج‬
‫ أي التؽٌٌرات الموصى بها أو التحسٌنات التً تصبح‬،‫للمراجعة‬
‫ وٌرد وصؾ إجراءات المراجعة‬.‫واضحة من خالل المراجعة‬
.PR-1970 HSEMS Review ً‫اإلدارٌة ف‬
21
Checklist of Responsibilities ‫قائمة المسؤولٌات‬
(RASCI Chart) )RASCI ‫(جدول‬
Legend: :‫المفتاح‬

R: is Responsible for doing the activity. .‫ المسإول عن القٌام بالمهام‬:R

A: is held Accountable if the activity is not implemented ‫ز‬٤‫ش ٓغخثَ ػٖ ط٘ل‬٣‫ حُٔذ‬:‫ المسا َئل عن عدم تنفٌذ النشاط (ٓالكظش‬:A
(Note: The Leader is accountable for driving the activity )‫ش‬٤٤‫خّ رخُظـ‬٤‫حُو‬ٝ ‫ٔش‬ُٜٔ‫ح‬
or change.).
‫ من المتوقع أن ٌوفر دعم التنفٌذ إذا سؤل عن ذلك‬:S
S: is expected to provide implementation Support when
asked for. ‫ المستشار بشؤن النشاط‬:C

C: to be Consulted regarding the activity. ‫ المطلع على النشاط‬:I

I: to be Informed regarding the activity.

22
 Asset and
Managing Project HSE Corporate
Asset and
HSE-MS Element General Director Teams HSE Team
Line Project
‫عنصر نظام إدارة‬ Staff and ‫فرٌق الصحة‬ ‫فرٌق الصحة‬
Supervisors Managers
‫الصحة والسالمة‬ ‫الموظفون‬ Directors ‫والسالمة‬ ‫والسالمة‬
ً ‫عموما‬ ‫مشرفً القسم‬ ‫مدراء المشارٌع‬
‫والبٌئة‬ ‫المدٌر العام‬ ‫والبٌئة‬ ‫والبٌئة العام‬
‫والمنشآت‬
‫والمدراء‬ ‫للمشارٌع‬ ‫للشركة‬
‫والمنشآت‬

Leadership and
Commitment I R/A R/A R/A S S
‫القٌادة واإللتزام‬
Policy and Strategic
Objectives
I C S R/A S R/A
‫السٌاسة واألهداؾ‬
‫اإلستراتٌجٌة‬
Organisation,
Responsibilities,
Resources,
Standards, and
Documents I C R/A R/A R/A R/A
‫خص‬٤ُٝ‫حُٔغئ‬ٝ ْ٤‫حُظ٘ظ‬
‫ش‬٤٣‫حُٔؼخ‬ٝ ‫حسد‬ُٞٔ‫ح‬ٝ
‫ػخثن‬ُٞ‫ح‬ٝ
Hazards and Effects
Management
S R/A R/A A C R/A
‫إدارة المخاطر‬
‫وآثارها‬
Planning and
Procedures
I C R/A R/A R/A R/A
‫التخطٌط و‬
‫اإلجراءات‬
Implementation and
Operation R/A R/A R/A R/A R/A R/A
‫التنفٌذ والتشؽٌل‬
Assurance:
Monitoring and
Audit S R/A R/A A S R/A
:‫إعطاء الضمان‬
‫الرصد والتدقٌق‬

Review
I I S R/A S R/A
‫المراجعة‬

Note: R / A are limited to the areas of operational and/or administrative control.

‫مالحظة‬: R ‫ و‬A ‫ أو الضبط اإلداري‬/‫هً مستعملة فقط فً مجاالت ضبط التشؽٌل و‬.

23
 ‫‪Glossary‬‬

‫قائمة المصطلحات‬

‫‪24‬‬
Accident - The term „accident‟ is sometimes used to
describe an incident which has caused actual injury, loss,
or damage. For the purposes of PDO procedures the term
„accident‟ shall not be used. (See incident. The following
definitions beginning with the term “accident” are for
illustrative purposes only and the term “incident” can be
substituted for “accident” here).
Accident / incident rates - Measures of accident / incident
loss experience within given time periods, developed as a
means of comparison. (Examples: injury frequency rate,
injury severity rate, injury index, all injury frequency rate,
major property damage rate, and critical items damage
rate).
Accident report - A written summary describing the
accident / incident, presenting an analysis of causes and
suggestions for remedial action, and documenting actions
taken as preventive or control measures.
Accident / incident analysis - Study of accident / incident
experience through compilation of related facts and
information about the nature of injuries and/or damage, and
the causal factors. The purpose is to define trends and
problem areas and to identify the critical safety problems
as a basis for program objectives and activities. Analyses
usually include frequency of occurrence, severity, nature of
injury / damage, part of body injured, part of equipment or
material damaged, agency of the accident, substandard
practices and conditions, job factors and personal factors.
Refer to Basic Causes and Immediate Causes.
Accident / incident investigation - A systematic search
for factual information on the extent and nature of a specific
loss or near-miss, the related events, the substandard
practices and conditions which influenced the events, the
basic or roots causes, and the management actions
needed to prevent or control future occurrences.
AI-PS - Asset Integrity Process Safety.
AIPSALT - Asset Integrity Process Safety Asset
Leadership Team.
ALARP - As Low As Reasonably Practicable (ALARP).
Risks are said to be reduced to a level of ALARP, at a point
where the time, trouble, complexity, difficulty, and cost of
risk reduction measures have been assessed, and where
further risk reduction measures are considered to be
unreasonable in regard to the additional risk reductions
obtained versus the costs and benefits of doing so.
Aspect - The potential to harm people and the
environment, cause damage and/or loss of assets, and
adversely impact PDO‟s reputation. (See Hazard).
٢‫طق حُلخدػش حُظ‬ُٞ '‫غظخذّ ٓظطِق 'كخدع‬٣ - (Accident) ‫زبدس‬
‫ أٓخ إلؿشحءحص‬.ً ‫خٗخ‬٤‫ اكذحع ػشس أك‬ٝ‫ خغخسس أ‬ٝ‫ اطخرش أ‬٢‫طغززض ك‬
٢‫ق حُظ‬٣‫ُغظخذّ حُٔظطِق 'كخدع' (حُظؼخس‬٣ ِٖ‫ ك‬،ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫ششًش ط‬
.)"‫ "كخدػش‬٢٘‫طؼ‬ٝ ‫ش كوؾ‬٤‫ل‬٤‫ػ‬ٞ‫ ألؿشحع ط‬٢ٛ ‫زح حُٔظطِق‬ٜ‫طزذأ ر‬
َٔ‫طغظؼ‬ٝ ‫٘ش‬٤‫ش ٓؼ‬٤٘ٓ‫ش حُخغخسس خالٍ كظشس ص‬٤ًٔ - ‫يؼذل انسىادس‬
‫سس‬ٞ‫ٓؼذٍ خط‬ٝ ،‫ (ٓؼَ ٓؼذٍ طٌشحس حإلطخرخص‬.‫ِش ُِٔوخسٗش‬٤‫ع‬ًٞ
ٍ‫ٓؼذ‬ٝ ،ّ‫ٓؼذٍ طٌشحس حإلطخرخص حُؼخ‬ٝ ‫ٓئشش حإلطخرخص‬ٝ ،‫حإلطخرخص‬
‫ حُٔٔظٌِخص‬٢‫ٓؼذٍ حألػشحس ك‬ٝ ،‫ش‬٤‫غ‬٤‫ حُٔٔظٌِخص حُشث‬٢‫حألػشحس ك‬
.)‫حُلغخعش‬
‫الً ألعزخد‬٤ِ‫وذّ طل‬٣ٝ ‫ظق حُلخدع‬٣ ٢‫ ِٓخض خط‬ٞٛ - ‫رمشَش انسبدس‬
٢‫ن حإلؿشحءحص حُظ‬٤‫ػ‬ٞ‫ّ رظ‬ٞ‫و‬٣ٝ ،‫ش‬٤‫حهظشحكخص إلؿشحءحص ػالؿ‬ٝ ‫ع‬ٝ‫حُلذ‬
.‫ش‬٤‫ش سهخر‬٤‫ طذحر‬ٝ‫ش أ‬٤‫هخث‬ٝ ‫ش‬٤‫حطخزص ًظذحر‬
‫ دسحعش حُلخدع ٖٓ خالٍ ؿٔغ حُلوخثن‬٢ٛ - ‫رسهُم انسبدس‬
َٓ‫ح‬ٞ‫حُؼ‬ٝ ‫ حُؼشس‬ٝ‫أ‬/ٝ ‫ؼش حإلطخرخص‬٤‫ٓخص رحص حُظِش رطز‬ِٞ‫حُٔؼ‬ٝ
‫حُظؼشف‬ٝ ًَ‫ٓـخالص حُٔشخ‬ٝ ‫خص‬ٜ‫ؿ‬ُٞ‫ذ ح‬٣‫ طلذ‬ٞٛ ٚ٘ٓ ‫ذف‬ُٜ‫ ح‬.ُٚ ‫حُٔغززش‬
َٔ‫ طش‬.‫خّ حُزشٗخٓؾ‬ٜٓٝ ‫ذحف‬ٛ‫ ٓشخًَ حُغالٓش حُلغخعش ًؤعخط أل‬٠ِ‫ػ‬
‫ؼش‬٤‫ؽز‬ٝ ‫سس‬ٞ‫خط‬ٝ ،‫حدع‬ٞ‫الص ػخدس طٌشحس حُل‬٤ِ‫حُظل‬
‫حُـضء حُٔظؼشس‬ٝ ،‫ حُـغذ‬٢‫ حُٔظخد ك‬ٞ‫حُؼؼ‬ٝ ،‫حألػشحس‬/‫حإلطخرخص‬
‫حُٔٔخسعخص‬ٝ ،‫ حألدحس حُٔغززش ُِلخدع‬ٝ‫هغْ أ‬ٝ ،‫حد‬ُٞٔ‫ ح‬ٝ‫ٖٓ حُٔؼذحص أ‬
‫ أدص‬٢‫ش حُظ‬٤‫حُشخظ‬ٝ ‫ش‬٤ُٜ٘ٔ‫حَٓ ح‬ٞ‫حُؼ‬ٝ ‫خ‬ٜ٤‫د ك‬ٞ‫ش ٓشؿ‬٤‫ف حُـ‬ٝ‫حُظش‬ٝ
.)‫حألعزخد حُٔزخششس‬ٝ ‫ش‬٤‫ ( سحؿغ حألعزخد حألعخع‬.‫ع حُلخدع‬ٞ‫ه‬ٝ ٠ُ‫ا‬
‫ٓخص‬ِٞ‫ ٓؼ‬٠ِ‫ٍ ػ‬ٞ‫ ُِلظ‬٢‫ـ‬ٜ٘ٓ ‫ رلغ‬ٞٛ - ‫انزسمُك فٍ انسبدس‬
،‫ع اطخرش‬ٝ‫ اهظشحد كذ‬ٝ‫٘ش أ‬٤‫ؼش خغخسس ٓؼ‬٤‫ؽز‬ٝ ٟ‫ش ػٖ ٓذ‬٤‫حهؼ‬ٝ
‫خ‬ٜ٤‫د ك‬ٞ‫ش ٓشؿ‬٤‫ف حُـ‬ٝ‫حُظش‬ٝ ‫حُٔٔخسعخص‬ٝ ،‫حألكذحع رحص حُظِش‬ٝ
‫حإلؿشحءحص‬ٝ ،‫ش‬٣‫ حُـزس‬ٝ‫ش أ‬٤‫حألعزخد حألعخع‬ٝ ،‫ حألكذحع‬٢‫ أػشص ك‬٢‫حُظ‬
.َ‫ حُٔغظوز‬٢‫ ػزؾ طٌشحس حُلخدع ك‬ٝ‫ش حُالصٓش ُٔ٘غ أ‬٣‫حإلدحس‬
‫خص‬٤ِٔ‫عالٓش حُؼ‬ٝ ‫ طٌخَٓ حُٔ٘شآص‬- AI-PS
‫خص‬٤ِٔ‫عالٓش حُؼ‬ٝ ‫ن ادحسس طٌخَٓ حُٔ٘شآص‬٣‫ كش‬- AIPSALT
ْ‫وخٍ إٔ حُٔخخؽش هذ ط‬٣ .ً‫خ‬٤‫ٓ٘طو‬ٝ ً‫خ‬٤ِٔ‫ ٌٖٓٔ ػ‬ٟٞ‫ أهَ ٓغظ‬- ALARP
ْ٤٤‫ٕ هذ طْ طو‬ٌٞ٣ ‫ ػ٘ذٓخ‬،ً‫خ‬٤‫ٓ٘طو‬ٝ ً‫خ‬٤ِٔ‫ ٌٖٓٔ ػ‬ٟٞ‫ أهَ ٓغظ‬٠ُ‫خ ا‬ِٜ٤ِ‫طو‬
ٖٓ َ٤ِ‫ش حُظو‬٤‫طٌِلش طذحر‬ٝ ‫ُش‬ٝ‫رش حُٔزز‬ٞ‫حُظؼ‬ٝ ‫ذ‬٤‫حُظؼو‬ٝ ‫حُؼ٘خء‬ٝ ‫هض‬ُٞ‫ح‬
‫َ ٖٓ حُٔخخؽش‬٤ِ‫ش ُِظو‬٤‫ذ ٖٓ حُظذحر‬٣‫خّ رٔض‬٤‫ؼظزش حُو‬٣ ‫غ‬٤‫ك‬ٝ ،‫حُٔخخؽش‬
‫ حُٔخخؽش‬٢‫ ك‬٢‫َ حإلػخك‬٤ِ‫ حُظو‬٠ِ‫ٍ ػ‬ٞ‫ رٔشحػخس حُلظ‬٢‫ش ٓ٘طو‬٤‫أٓش ؿ‬
‫خ ٖٓ خالٍ طِي‬ٜ‫و‬٤‫ٌٖٔ طلو‬٣ ٢‫حثذ حُظ‬ٞ‫ حُل‬ٟ‫ ٓذ‬ٝ ‫ق‬٤ُ‫خدس حُظٌخ‬٣‫ٓوخرَ ص‬
.‫ش‬٤‫ش حإلػخك‬٤‫حُظذحر‬
‫حُظغزذ رؤػشحس‬ٝ ‫جش‬٤‫حُز‬ٝ ‫ حُ٘خط‬٠ِ‫ش اكذحع ػشس ػ‬٤ٗ‫ آٌخ‬- ‫خبَت‬
‫ (أٗظش‬.‫ عٔؼش حُششًش‬٠ِ‫ش عِزخ ً ػ‬٤‫حُظؤػ‬ٝ ،‫ حُٔ٘شآص‬٢‫ خغخثش ك‬ٝ‫أ‬/ٝ
.)‫حُخطش‬
25
Assessment - (1) A comprehensive, systematic
assessment of performance to established and accepted
criteria. (2) (HSEQ) A systematic and independent
examination to determine whether HSEQ activities and
related results comply with planned arrangements and
whether these arrangements are adequately and effectively
implemented, and are suitable to achieve objectives. (See
Audit).
Asset Integrity - See Technical Integrity.
Assumption - The rationale on which normative
behaviours and beliefs are based.
Assurance - A positive declaration intended to give
confidence. Full confidence, freedom from doubt, certainty.
Audit - (1) A comprehensive, systematic assessment of
performance to established and accepted criteria. (2)
(HSEQ) A systematic and independent examination to
determine whether HSEQ activities and related results
comply with planned arrangements and whether these
arrangements are adequately and effectively implemented,
and are suitable to achieve objectives. (See Assessment).
Authority - The capacity to give commands which are
accepted as legitimate by others. In the modern
organisation the manager's authority to give instructions to
subordinates is drawn primarily from his formal position as
a manager, and from the set of rights and obligations
formally associated with the post, rather than from the
manager's individual leadership qualities. However, both
sources of authority can be important.
Basic causes - The job and personal factors, such as
inadequate engineering, lack of knowledge or skill, etc.,
from which the substandard acts and/or substandard
conditions originate. Basic causes may also be referred to
as underlying, root or real causes, systems defects or
contributing causes. Basic causes are most frequently the
result of an inadequate management system, inadequate
management system standards, and/or inadequate
compliance with management system standards. (See
Immediate Causes).
BBS - Behavioural Based Safety. A system or program to
identify, evaluate, control, and monitor behaviours in an
organisation in order to change and improve „safe‟
behaviours and/or to reduce „at-risk‟ behaviours.
Behavioural observation - The process of observing how
individuals conduct themselves with reference to rules and
practices, in order to reinforce and improve desired
standards of behaviour.
‫ش ػخرظش‬٤٣‫كوخ ً ُٔؼخ‬ٝ ‫ ُألدحء‬٢‫ـ‬ُٜ٘ٔ‫ح‬ٝ َٓ‫ْ حُشخ‬٤٤‫) حُظو‬1( - ‫انزمُُى‬.
‫ذ ٓخ ارح‬٣‫ٓغظوِش ُظلذ‬ٝ ‫ش‬٤‫ـ‬ٜ٘ٓ ‫خّ رذسحعش‬٤‫) حُو‬HSEQ( )2( .‫ُش‬ٞ‫ٓوز‬ٝ
‫زخص حُٔخطؾ‬٤‫حكن ٓغ حُظشط‬ٞ‫حُ٘ظخثؾ رحص حُظِش طظ‬ٝ HSEQ ّ‫خ‬ٜٓ ‫ًخٗض‬
‫ٓالثٔش‬ٝ ‫كؼخُش‬ٝ ‫وش ٓ٘خعزش‬٣‫زخص ٓ٘لزس رطش‬٤‫ حُظشط‬ٙ‫ز‬ٛ ‫ارح ًخٗض‬ٝ ‫خ‬ُٜ
)‫ن‬٤‫ (حٗظش حُظذه‬.‫ذحف‬ٛ‫ن حأل‬٤‫ُظلو‬
٢٘‫ سحؿغ حُظٌخَٓ حُظو‬- ‫ركبيم انًُشآد‬
‫حُٔؼظوذحص‬ٝ ‫ى‬ِٞ‫ حُغ‬ٚ٤ُ‫ طغظ٘ذ ا‬١‫ حُز‬٢‫ حألعخط حُٔ٘طو‬- ‫اإلفزشاض‬
.‫ش‬٤‫رؿ‬ُٞٔ٘‫ح‬
‫حُظلشس‬ٝ ٖ٤‫و‬٤ُ‫ح‬ٝ ‫ ٓ٘ق ًخَٓ حُؼوش‬٠ُ‫ذف ا‬ٜ٣ ‫ق ٓئًذ‬٣‫ طظش‬- ٌ‫انعًب‬
.‫ٖٓ حُشي‬
.‫ُش‬ٞ‫ٓوز‬ٝ ‫ش ػخرظش‬٤٣‫كوخ ً ُٔؼخ‬ٝ ‫ ُألدحء‬٢‫ـ‬ٜ٘ٓٝ َٓ‫ْ شخ‬٤٤‫) طو‬1( - ‫انزذلُك‬
‫ذ ٓخ ارح ًخٗض‬٣‫ٓغظوِش ُظلذ‬ٝ ‫ش‬٤‫ـ‬ٜ٘ٓ ‫خّ رذسحعش‬٤‫) حُو‬HSEQ( )2(
‫زخص حُٔخطؾ‬٤‫حكن ٓغ حُظشط‬ٞ‫ طظ‬HSEQ ُ‫حُ٘ظخثؾ رحص حُظِش رخ‬ٝ ّ‫خ‬ُٜٔ‫ح‬
‫ٓخ ارح ًخٗض‬ٝ ،ٍ‫ كؼخ‬ٝ ٢‫زخص ٓ٘لزس رشٌَ ًخك‬٤‫ حُظشط‬ٙ‫ز‬ٛ ‫ارح ًخٗض‬ٝ ‫خ‬ُٜ
.)ْ٤٤‫ (حٗظش حُظو‬.‫ذحف‬ٛ‫ن حأل‬٤‫ٓ٘خعزش ُظلو‬
٠ِ‫ٖ ػ‬٣‫خش‬٥‫ طُوزَ ٖٓ هزَ ح‬٢‫حٓش حُظ‬ٝ‫ اػطخء حأل‬٠ِ‫ حُوذسس ػ‬- ‫انسهطخ‬
٢‫ش ك‬٤٘‫ ٓز‬ٚ٤‫ع‬ٝ‫ٔخص ُٔشإ‬٤ِ‫ش إلػطخء حُظؼ‬٣‫ كغِطش حُٔذ‬،‫ش‬٤‫خ ششػ‬ٜٗ‫أ‬
،‫ؼش‬٣‫كوخ ً ُِٔئعغخص حُلذ‬ٝ ،‫ش‬٣‫ ًٔذ‬٢ٔ‫ حُشع‬ٚ‫ ٓ٘ظز‬٢ِ‫ٍ ػ‬ٝ‫حُٔوخّ حأل‬
‫زح‬ٜ‫خً ر‬٤ٔ‫حالُظضحٓخص حُٔشطزطش سع‬ٝ ‫م‬ٞ‫ػش ٖٓ حُلو‬ٞٔ‫ ٓـ‬٠ِ‫ػ‬ٝ
‫ٓغ‬ٝ .‫خدس‬٤‫ش ُِو‬٣‫ش حُلشد‬٣‫ طلخص حُٔذ‬٠ِ‫ش ػ‬٤٘‫غض ٓز‬٤ُ ٢ٛٝ .‫حُٔ٘ظذ‬
.‫ٔش‬ٜٓ ٌٕٞ‫ٌٖٔ ُ ٌِال ٓظخدس حُغِطش إٔ ط‬٣ ،‫رُي‬
ّ‫ ٓؼَ ػذ‬،‫ش‬٤‫حَٓ حُشخظ‬ٞ‫حُؼ‬ٝ َٔ‫حَٓ حُؼ‬ٞ‫ ػ‬- ‫األسجبة األسبسُخ‬
ٖٓ ‫ رُي‬٠ُ‫ٓخ ا‬ٝ ‫خسس‬ُٜٔ‫ ح‬ٝ‫ حُٔؼشكش أ‬٠ُ‫حالكظوخس ا‬ٝ ْ٤ٔ‫ٓالثٔش حُظظ‬
ً ‫ؼخ‬٣‫شخس أ‬٣ ‫ هذ‬.ٟٞ‫ٕ حُٔغظ‬ٝ‫ أكؼخٍ د‬ٝ‫ف أ‬ٝ‫خ ظش‬ٜ٘ٓ ‫ ط٘شؤ‬٢‫حَٓ حُظ‬ٞ‫حُؼ‬
،‫ش‬٤‫و‬٤‫ حألعزخد حُلو‬ٝ‫ش أ‬٣‫ ؿزس‬ٝ‫ش ًؤعزخد ًخٓ٘ش أ‬٤‫ حألعزخد حألعخع‬٠ُ‫ا‬
ْ‫ ٓؼظ‬٢‫ ك‬٢ٛ ‫ش‬٤‫ حألعزخد حألعخع‬.‫ٔش‬ٛ‫ حألعزخد حُٔغخ‬ٝ‫ خَِ حُ٘ظخّ أ‬ٝ‫أ‬
ٝ‫ أ‬/ٝ ‫ش ٓالثٔش‬٤‫ش ٗظخّ ؿ‬٤٣‫ُٔؼخ‬ٝ ْ‫ش ٓالث‬٤‫ـش ُ٘ظخّ ادحسس ؿ‬٤‫خٕ ٗظ‬٤‫حألك‬
‫ (سحؿغ‬.‫وش حُٔالثٔش‬٣‫ش ٗظخّ حإلدحسس رخُطش‬٤٣‫ُؼذّ حإلٓظؼخٍ (حالُظضحّ) رٔؼخ‬
.)‫حألعزخد حُٔزخششس‬
ْ٤٤‫طو‬ٝ ‫ذ‬٣‫ رشٗخٓؾ ُظلذ‬ٝ‫ ٗظخّ أ‬.‫ى‬ِٞ‫ حُغ‬٠ِ‫ش ػ‬٤٘‫ حُغالٓش حُٔز‬- BBS
ٖ٤‫طلغ‬ٝ ‫ش‬٤٤‫ حُٔئعغش ٖٓ أؿَ طـ‬٢‫خص ك‬٤ًِٞ‫سطذ حُغ‬ٝ ‫ػزؾ‬ٝ
.‫خص حُٔؼشػش ُِخطش‬٤ًِٞ‫ حُلذ ٖٓ حُغ‬ٝ‫ أ‬/ٝ '‫ٓ٘ش‬٥‫خص ح‬٤ًِٞ‫'حُغ‬
‫حػذ‬ٞ‫ حُو‬٠ُ‫خص حألكشحد اعظخدحً ا‬٤ًِٞ‫ش ٓشحهزش ع‬٤ِٔ‫ ػ‬- ‫انًشالجخ انسهىكُخ‬
.‫رش‬ِٞ‫ى حُٔط‬ِٞ‫ش حُغ‬٤٣‫ٖ ٓؼخ‬٤‫طلغ‬ٝ ‫ض‬٣‫حُٔٔخسعخص ٖٓ أؿَ طؼض‬ٝ
26
Benchmarking - Predetermined standard(s) against which
research or assessments are measured
Budget - A firm's predetermined financial plan, expressed
in quantitative or financial terms, for a given future period.
(Examples: the sales budget is generally compiled with the
aid of sales forecasts and shows quantities and values of
planned sales broken down by product group, area and
type of customer. The distribution costs budget shows
planned distribution activity measured in packages,
tonnage, etc., and associated warehousing and transport
costs. The master budget aggregates all other budgets to
produce a budgeted “profit-and-loss account” and “balance
sheet.”).
Business continuity planning - Arrangements for
restoring business activities as soon as possible following
an emergency to minimize loss to business and impact on
stakeholders.
Business controls - Structured means used to provide
reasonable assurance that business objectives are
properly set and are likely to be met with little risk of
unacceptable deviation.
Can - indicates a possible course of action. (See May).
CCPS - The Center for Chemical Process Safety, an
American organisation which has established guidance
standards for developing and implementing process safety
management systems. The CCPS process safety
management system standards consist of 20 elements.
For further information see their website at
www.aiche.org/ccps
CEPI - Composite Environmental Performance Indicator.
CM - Corrective Maintenance.
Coaching - The day-by-day actions you take to help
people perform as well as possible.
Code of Practice (CP – PDO) - A high level document that
specifies the overall approach and procedure for
performing a business process / activity, and which states
the minimum requirements expected from employees,
contractors, and/or other relevant stakeholders.
Codes - Rules and standards which have been adopted,
by a governmental agency or professional regulatory body,
as mandatory regulations having the force and effect of
law.
ٝ‫ع أ‬ٞ‫خ حُزل‬ٜ٤ِ‫ش ٓلذدس عِلخً طوخط ػ‬٤٣‫ ٓؼخ‬- ‫انًؼبَُش انمُبسُخ‬
‫ٔخص‬٤٤‫حُظو‬
‫ أعخط‬٠ِ‫خ ػ‬ٜ٘‫ؼزش ػ‬٣ ،‫ش حُٔلذدس عِلخ ً ُِششًش‬٤ُ‫ حُخطش حُٔخ‬- ‫انًُضاَُخ‬
‫ؼخص طؼذ‬٤‫ش حُٔز‬٤ٗ‫ضح‬٤ٓ ً‫ش ٓلذدس (ٓؼال‬٤ِ‫ش ٓغظوز‬٤٘ٓ‫ ُٔذس ص‬،٢ُ‫ ٓخ‬ٝ‫ أ‬٢ًٔ
‫خ ٓلظِش‬ُٜ ‫ؼخص حُٔخطؾ‬٤‫ٔش حُٔز‬٤‫ه‬ٝ ‫خص‬٤ًٔ ٕ‫خ‬٤‫طز‬ٝ ‫هؼخص‬ٞ‫رخعظخذحّ حُظ‬
‫غ‬٣‫ص‬ٞ‫ق حُظ‬٤ُ‫ش طٌخ‬٤ٗ‫ضح‬٤ٓ .َ٤ٔ‫ع حُؼ‬ٞٗٝ ‫كجش حُٔ٘ظـخص‬ٝ ‫ع‬ٞٗ ‫كغذ‬
،‫ُش‬ٞٔ‫ حُل‬،َّ‫ طوخط كغذ حُ ِلض‬٢‫حُظ‬ٝ ‫خ‬ُٜ ‫غ حُٔخطؾ‬٣‫ص‬ٞ‫خّ حُظ‬ٜٓ ‫ش‬ٜ‫طظ‬
‫ش‬٤‫غ‬٤‫ش حُشث‬٤ٗ‫ضح‬٤ُٔ‫ أٓخ ح‬.‫حُ٘وَ حُٔظؼِوش رزُي‬ٝ ٖ٣‫ق حُظخض‬٤ُ‫طٌخ‬ٝ ،.‫حُخ‬
‫دكظش‬ٝ ‫حُخغخسس‬ٝ ‫ق كغخد حُشرق‬٤ُ‫ ُظؤ‬ٟ‫خص حألخش‬٤ٗ‫ضح‬٤ُٔ‫كظـٔغ ًَ ح‬
.)‫حُلغخرخص‬
٢‫ش ك‬٣‫خّ حُظـخس‬ُٜٔ‫زخص إلعظؼخدس ح‬٤‫ حُظشط‬- ‫انزخطُػ إلسزًشاسَخ األػًبل‬
٠ِ‫ش ػ‬٤‫حُظؤػ‬ٝ ‫َ حُخغخثش‬٤ِ‫هض ٌٖٓٔ رؼذ كخُش ؽخسثش ُظو‬ٝ ‫أهشد‬
.‫أطلخد حُٔظخُق‬
‫ذحف‬ٛ‫ْ ػٔخٗخص رؤٕ حأل‬٣‫ش طغظؼَٔ ُظوذ‬٤‫ـ‬ٜ٘ٓ َ‫عخث‬ٝ - ‫ظىاثػ انؼًم‬
‫ف طُلون‬ٞ‫ حألسؿق ع‬٠ِ‫خ ػ‬ٜٗ‫أ‬ٝ ‫ق‬٤‫خ رشٌَ طل‬ٛ‫ذ‬٣‫ش هذ طْ طلذ‬٣‫حُظـخس‬
.ٍٞ‫ش ٓوز‬٤‫ ؿ‬٢‫رؤهَ خطش حٗلشحك‬
.)‫ عزَ حُؼَٔ حٌُٔٔ٘ش (أٗظش هذ‬٠ُ‫ش ا‬٤‫ طش‬- Can
‫ش‬٤ً‫ش‬٤ٓ‫ ٓ٘ظٔش أ‬.‫ش‬٤‫خث‬٤ٔ٤ٌُ‫خص ح‬٤ِٔ‫ حُٔشًض ُغالٓش حُؼ‬- CCPS
‫ن أٗظٔش ادحسس عالٓش‬٤‫ططز‬ٝ ‫ش‬٤ٔ٘‫ط‬ٝ ‫ش‬٣ٞ‫ش ُظط‬٣‫ش اسشخد‬٤٣‫ػؼض ٓؼخ‬ٝ
‫ٓخص‬ِٞ‫ذ ٖٓ حُٔؼ‬٣‫ ُٔض‬.ً‫ ػ٘ظشح‬20 ٖٓ ‫ش طظؤُق‬٤٣‫ حُٔؼخ‬ٙ‫ز‬ٛ .‫خص‬٤ِٔ‫حُؼ‬
.www.aiche.org/ccps ‫أٗظش‬
٢‫ج‬٤‫ حُٔئشش حُٔشًذ ُألدحء حُز‬- CEPI
‫ش‬٤‫ل‬٤‫خٗش حُظظل‬٤‫ حُظ‬- CM
ْٜ‫ش أدحث‬٣ٞ‫ طط‬٠ِ‫خً ُٔغخػذس حُ٘خط ػ‬٤ٓٞ٣ ‫ حإلؿشحءحص حُٔظخزس‬- ‫انزذسَت‬
.ٌٖٔ٣ ‫رؤكؼَ ٓخ‬
ّ‫ؾ حُؼخ‬ُٜ٘‫خ طلذد ح‬٤ِ‫خ حُغِطخص حُؼ‬ٛ‫وش طظذس‬٤‫ػ‬ٝ - ‫لىاػذ انًًبسسخ‬
ٖٓ ٠ٗ‫طلذد حُلذ حألد‬ٝ ،ٖ٤‫ٔش ٓؼ‬ٜٓ ٝ‫ش أ‬٤ِٔ‫ز ػ‬٤‫حإلؿشحءحص ُظ٘ل‬ٝ
.‫أطلخد حُٔظخُق‬ٝ ٖ٤ُٝ‫حُٔوخ‬ٝ ٖ٤٘‫حؽ‬ُٞٔ‫هؼش ٖٓ ح‬ٞ‫حُٔظطِزخص حُٔظ‬
‫ش‬٤ٌٓٞ‫ًخُش ك‬ٝ َ‫خ ٖٓ هز‬ٛ‫ظْ حػظٔخد‬٣ ٢‫ش حُظ‬٤٣‫حُٔؼخ‬ٝ ‫حػذ‬ٞ‫ حُو‬- ٍَُ‫انمىا‬
.ٕٞٗ‫ش حُوخ‬٤ُ‫كؼخ‬ٝ ‫س‬ٞ‫خ ه‬ُٜ ‫ش‬٤ٓ‫ ًؤٗظٔش اُضح‬،‫ش‬٤ٜ٘ٓ ‫جش سهخرش‬٤ٛ ٝ‫أ‬
27
Commitment, management - Visible participation of the
(senior) management of their organisation's improvement
efforts. Their participation may include establishing and
serving on an HSE committee, establishing HSE policies
and goals, deploying goals to lower levels of the
organisation, providing the resources and training that the
lower levels need to achieve the goals, participating in
quality improvement teams, and reviewing progress
organisation-wide.
Communication - What we do to give and get
understanding.
Competence - The ability, in terms of skill, knowledge, and
awareness to perform a role within specified standards.
Competence is developed over time from among a
combination of education, training, and/or experience.
Competitive strategy - Deciding, on the basis of an
evaluation of the firm's own competitive strengths and
weaknesses vis-à-vis those of its rivals and the
requirements of the customers, the direction(s) that firm will
pursue.
Complete task observation - An observation, planned in
advance, of the complete task, using the established task
procedure and/or the most recent task analysis worksheet
as references, and recording the results on a specific form.
Contingency measures - Measures that could be taken if
an event occurs, in order to minimize its consequence.
Consequence - The effect, result, impact, or outcome of
something occurring earlier.
Continual improvement - The ongoing improvement of
activities, products, services, and/or processes through
small steps and breakthrough improvements.
Contract - Legally binding document or situation in which a
seller undertakes to supply goods or services to a buyer in
consideration of some financial or other return.
Contractor - Person or company that conducts work under
a contract for the organisation. (See also Sub-contractor).
ٖ٤‫د طلغ‬ٜٞ‫ ؿ‬٢‫خ) ك‬٤ِ‫شس ُإلدحسس (حُؼ‬ٛ‫ حُٔشخسًش حُظخ‬- ٌ‫االنزضاو اإلداس‬
‫ ُـ٘ش حُظلش‬٢‫حُخذٓش ك‬ٝ ‫ْ حإلٗشخء‬ٜ‫هذ طشَٔ ٓشخسًظ‬ٝ .ْٜ‫ٓئعغظ‬
٠ُ‫ذحف ا‬ٛ‫ٗشش حأل‬ٝ ،‫ذحف‬ٛ‫حأل‬ٝ ‫خعخص‬٤‫ػغ حُغ‬ٝٝ ‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ
١‫ذ حُز‬٣‫حُظذس‬ٝ ‫ش‬٣‫حسد حُزشش‬ُٞٔ‫ش ح‬٤‫ك‬ٞ‫ط‬ٝ ،‫ حُٔئعغش‬٢‫خص حألهَ ك‬٣ٞ‫حُٔغظ‬
ٖ٤‫ كشم طلغ‬٢‫حُٔشخسًش ك‬ٝ ،‫ذحف‬ٛ‫ن حأل‬٤‫خص حألهَ ُظلو‬٣ٞ‫ حُٔغظ‬ٚ‫طلظخؿ‬
.‫ذ حُٔئعغش‬٤‫ طؼ‬٠ِ‫ٓشحؿؼش حُظوذّ ػ‬ٝ ،‫دس‬ٞ‫حُـ‬
.ْٛ‫ حُظلخ‬٠ِ‫ٍ ػ‬ٞ‫حُلظ‬ٝ ‫ٓخص‬ِٞ‫ إلػطخء ٓؼ‬ِٚ‫ ٓخ ٗلؼ‬- ‫انزىاصم‬
٢‫س ك‬ٝ‫خّ رذ‬٤‫ ُِو‬٢‫ػ‬ُٞ‫ح‬ٝ ‫حُٔؼشكش‬ٝ ‫خسس‬ُٜٔ‫غ ح‬٤‫ حُوذسس ٖٓ ك‬- ‫انكفبءح‬
ٍ‫ ٓش حُضٖٓ ٖٓ خال‬٠ِ‫ش حٌُلخءس ػ‬٣ٞ‫ظْ طط‬٣ .‫ش حُٔلذدس‬٤٣‫د حُٔؼخ‬ٝ‫كذ‬
.‫ حُخزشس‬ٝ‫ أ‬/ٝ ،‫ذ‬٣‫حُظذس‬ٝ ْ٤ِ‫ٖ حُظؼ‬٤‫حُـٔغ ر‬
ٙ‫ف طظخز‬ٞ‫ ع‬١‫ حطخخر هشحس رشؤٕ حُٔغخس حُز‬- ‫اإلسزشارُدُخ انزُبفسُخ‬
ٟ‫حُؼؼق ُذ‬ٝ ‫س‬ٞ‫ٗوخؽ حُو‬ٝ ‫ ٓظطِزخص حُؼٔالء‬٠ِ‫حُششًش حعظ٘خدحً ػ‬
.‫خ‬ٜ٤‫حُششًش ٓوخسٗش ٓغ ٓ٘خكغ‬
‫ٔش‬ُٜٔ‫ ٓشحهزش ٓخططش ٓغزوخ ً ٌُخَٓ ح‬- ‫انًشالجخ انكبيهخ نهًهًخ‬
‫سهش ػَٔ ًٔشؿغ‬ٝ ‫ أكذع‬ٝ‫رخعظخذحّ اؿشحءحص حُؼَٔ حُٔوشسس عِلخً أ‬
.‫٘ش‬٤‫ حعظٔخسس ٓؼ‬٠ِ‫َ حُ٘ظخثؾ ػ‬٤‫طغـ‬ٝ ّ‫خ‬ُٜٔ‫َ ح‬٤ِ‫ُظل‬
١‫ع أ‬ٝ‫ كخٍ كذ‬٢‫خ ك‬ٛ‫ٌٖٔ حطخخر‬٣ ٢‫ش حُظ‬٤‫ حُظذحر‬- ‫رذاثُش انطىاسئ‬
.‫حهذ‬ٞ‫َ حُؼ‬٤ِ‫ؽخسة ٖٓ أؿَ طو‬
.ً ‫ء ٓغزوخ‬٢‫ع ش‬ٝ‫ِش ُلذ‬٤‫ حُلظ‬ٝ‫ـش أ‬٤‫ حُ٘ظ‬ٝ‫ش أ‬٤‫ حُظؤػ‬- ‫ػبلجخ‬
‫حُخذٓخص‬ٝ ‫حُٔ٘ظـخص‬ٝ ّ‫خ‬ُِٜٔ َ‫حط‬ٞ‫ٖ حُٔظ‬٤‫ حُظلغ‬- ‫انزسسٍُ انًسزًش‬
.‫٘خص خخسهش‬٤‫طلغ‬ٝ ‫شس‬٤‫حص طـ‬ٞ‫خص ٖٓ خالٍ خط‬٤ِٔ‫حُؼ‬ٝ
ٝ‫ذ رؼخثغ أ‬٣ٝ‫ حُزخثغ طض‬ٚ٤‫ذ ك‬ٜ‫ظؼ‬٣ ‫ػغ‬ٝ ٝ‫ٗخ ً أ‬ٞٗ‫وش ِٓضٓش هخ‬٤‫ػ‬ٝ - ‫ػمذ‬
.‫ ػخثذ آخش‬١‫ أ‬ٝ‫ أ‬٢ُ‫ ٓوخرَ ػخثذ ٓخ‬١‫خذٓخص ُِٔشظش‬
‫ؿذ‬ٞٔ‫ش ٗلؾ ػٔخٕ ر‬٤ٔ٘‫ّ رؼَٔ ُششًش ط‬ٞ‫ ششًش طو‬ٝ‫ شخض أ‬- ‫انًمبول‬
.)٢‫ٍ كشػ‬ٝ‫ػوذ (سحؿغ ٓوخ‬
28
Control - (1) The process of ensuring that activities are
carried out as intended. Control involves monitoring
aspects of performance, making commendations and
taking corrective actions where necessary.
(2) Physical device to regulate a machine, apparatus, or
system within prescribed limits or physical standards of
safety and operating effectiveness.
Controls - Controls include preventive measures (reducing
the likelihood / probability), mitigative measures (reducing
the number and severity of consequence) and recovery or
recovery preparedness measures (reducing the chain of
consequences arising from a top event). Controls are also
called risk reduction measures, preventive measures,
barriers, and/or mitigative measures.
Coordination - The process of combining the work of
organisation members and departments to achieve the
desired end-product or goals of the organisation.
Corporate Governance - Defining and implementing a
system of rules, processes, procedures, and relationships
to manage the organisation and fulfill its legal, financial,
and/or ethical obligations.
Corrective action - Any activity undertaken to address an
incident or non-compliance, and if possible, to prevent its
recurrence.
Crisis - An emergency where the situation has escalated
to the point where there is actual or potential media interest
which might have a negative impact on reputation at the
corporate level and could threaten the survival of the
business.
Critical controls - A control or contingency measure which
is absent or ineffective would result in at least one risk
becoming unacceptable.
Critical / vital few - A basic management principle which
states that a small percentage of specific items, actions, or
activities account for the majority of all accidents and costs.
Often referred to as the 20/80 or the Pareto Principle.
Critical equipment - Machinery, equipment, and/or
materials that is likely to result in a major loss to people,
property, process and/or environment when worn,
damaged, abused, misused, improperly applied, etc.
These critical few pieces of machinery, equipment, and/or
materials which, when worn, damaged, abused, misused,
or improperly applied, are more likely to result in a major
loss.
‫ حُؼزؾ‬١ٞ‫٘ط‬٣ .٠‫شؿ‬٣ ‫خّ ط٘لز ًٔخ‬ُٜٔ‫ش حُظؤًذ إٔ ح‬٤ِٔ‫) ػ‬1 - ‫انعجػ‬
‫حطخخر حإلؿشحءحص‬ٝ ‫خص‬٤‫ط‬ٞ‫اػطخء حُظ‬ٝ ‫ ٓشحهزش ٓئششحص حألدحء‬٠ِ‫ػ‬
.‫سس‬ٝ‫ش ػ٘ذ حُؼش‬٤‫ل‬٤‫حُظظل‬
‫د‬ٝ‫ ٗظخّ ػٖٔ حُلذ‬ٝ‫خص أ‬ٜ‫ ؿ‬ٝ‫ْ آُش أ‬٤‫ ُظ٘ظ‬٢‫خث‬٣‫ض‬٤‫خص ك‬ٜ‫) ؿ‬2
.َ٤‫ش حُظشـ‬٤ُ‫كؼخ‬ٝ ‫ش ُِغالٓش‬٣‫ش حُٔخد‬٤٣‫ حُٔؼخ‬ٝ‫خ أ‬ٜ٤ِ‫ص ػ‬ٞ‫حُٔ٘ظ‬
/‫ش‬٤‫وَِ حألسؿل‬٣ ‫ش (ٓٔخ‬٤‫هخث‬ٝ ‫ش‬٤‫حرؾ طشَٔ طذحر‬ٞ‫ حُؼ‬- ‫انعىاثػ‬
)‫حهذ‬ٞ‫سس حُؼ‬ٞ‫خط‬ٝ ‫ق (حُلذ ٖٓ ػذد‬٤‫ش حُظخل‬٤‫طذحر‬ٝ ،)‫ش‬٤ُ‫حالكظٔخ‬
‫حهذ حُ٘خؿٔش‬ٞ‫ (حُلذ ٖٓ عِغِش حُؼ‬٢‫ حُظؼخك‬ٝ‫ذ ُإلعظشدحد أ‬ٛ‫ش حُظؤ‬٤‫طذحر‬ٝ
‫ش‬٤‫حُظذحر‬ٝ ‫ش حُلذ ٖٓ حُٔخخؽش‬٤‫ؼخ ً طذحر‬٣‫ أ‬٠ٔ‫طغ‬ٝ .)٠ِ‫ػٖ حُلذع حألػ‬
.‫ق‬٤‫ش حُظخل‬٤‫ طذحر‬ٝ‫ أ‬/ٝ ‫حؿض‬ٞ‫حُل‬ٝ ‫ش‬٤‫هخث‬ُٞ‫ح‬
‫خ‬ٜٓ‫أهغخ‬ٝ ‫ٖ أػٔخٍ أػؼخء حُٔئعغش‬٤‫ش حُـٔغ ر‬٤ِٔ‫ ػ‬- ‫انزُسُك‬
.‫ذحف حُٔئعغش‬ٛ‫ أ‬٠ُ‫ٍ ا‬ٞ‫ط‬ُٞ‫ ح‬ٝ‫س أ‬ٞ‫ش حُٔشؿ‬٤‫خث‬ُٜ٘‫َ حُ٘ظخثؾ ح‬٤‫ُظلظ‬
‫حإلؿشحءحص‬ٝ ‫خص‬٤ِٔ‫حُؼ‬ٝ ‫حػذ‬ٞ‫ز ٗظخّ ٖٓ حُو‬٤‫ط٘ل‬ٝ ‫ذ‬٣‫ طلذ‬- ‫زكى انششكخ‬
.‫ش‬٤‫أخاله‬ٝ ‫ش‬٤ُ‫ٓخ‬ٝ ‫ش‬٤ٗٞٗ‫ أدحء حُظضحٓخص هخ‬ٝ‫حُؼالهخص إلدحسس حُٔئعغش أ‬ٝ
ّ‫ كخُش ػذ‬ٝ‫ُزخشش ُٔؼخُـش كخدػش أ‬٣ ‫ٔش‬ٜٓ ١‫ أ‬- ‫اإلخشاءاد انزصسُسُخ‬
.ٌٖٓ‫خ ارح أ‬ٛ‫ٓ٘غ طٌشحس‬ٝ ٍ‫آظؼخ‬
‫خ‬ٜ٤‫ؿذ ك‬ٞ٣ ‫ ٓشكِش‬٠ُ‫ػغ ا‬ُٞ‫ظظخػذ ح‬٣ ‫غ‬٤‫ كخُش ؽخسثش ك‬- ‫أصيخ‬
ُٚ ٌٕٞ٣ ‫ هذ‬١‫حُز‬ٝ ،ّ‫عخثَ حإلػال‬ٝ ٖٓ ّ‫ظٔخ‬ٛ‫ع ح‬ٝ‫ كذ‬ٝ‫ظٔخّ أ‬ٛ‫حكظٔخٍ ح‬
.ٍ‫ذد روخء حألػٔخ‬ٜ٣ ‫ هذ‬ٝ‫ عٔؼش حُششًش أ‬٠ِ‫ ػ‬٢‫ش عِز‬٤‫طؤػ‬
ٍ‫ كخ‬٢‫ ك‬١‫حُز‬ٝ ‫حسة‬ٞ‫ ؽ‬ٝ‫خط ػزؾ أ‬٤‫ ٓو‬ٞٛ - ‫انعىاثػ انسسبسخ‬
٠ِ‫حكذ ػ‬ٝ( ‫ اكذحع خطش‬٠ُ‫ ا‬١‫ئد‬٣ ٕ‫ أ‬ٚٗ‫ ٖٓ شؤ‬ٚ‫ظ‬٤ُ‫ ػذّ كؼخ‬ٝ‫ أ‬ٚ‫خر‬٤‫ؿ‬
.)ٍٞ‫ش ٓوز‬٤‫حألهَ ؿ‬
‫ إٔ ٗغزش‬٠ِ‫٘ض ػ‬٣ ٢‫ ٓزذأ ادحسس أعخع‬- ‫انمهخ انسسبسخ أو انسُىَخ‬
‫ش‬٤‫ طشٌَ أؿِز‬٢‫ حُظ‬٢ٛ ‫حإلؿشحءحص‬ٝ ‫حُٔؼذحص‬ٝ ّ‫خ‬ُٜٔ‫ِش كوؾ ٖٓ ح‬٤ِ‫ه‬
.ٞ‫ظ‬٣‫خ رٔزذأ رخس‬ٜ٤ُ‫شخس ا‬٣ٝ ،‫ق‬٤ُ‫حُظٌخ‬ٝ ‫حدع‬ٞ‫حُل‬
ٍ‫ كخ‬٢‫ ك‬٢‫حد حُظ‬ُٞٔ‫ ح‬ٝ‫ أ‬/ٝ ‫الص‬٥‫ح‬ٝ ‫٘خص‬٤ً‫ حُٔخ‬- ‫انًؼذاد انسسبسخ‬
‫ اعخءس‬ٝ‫خ أ‬ُٜ‫ حعظؼٔخ‬٠ِ‫ ػ‬١‫ حُظؼذ‬ٝ‫خ أ‬ُٜ‫ اعخءس حعظؼٔخ‬ٝ‫خ أ‬ٜ‫ػطز‬
٠ُ‫ ا‬١‫ ٖٓ حُٔشؿق إٔ طئد‬،‫خ رشٌَ خخؽت‬ِٜٔ‫ن ػ‬٤‫ ططز‬ٝ‫خ أ‬ٜٓ‫حعظخذح‬
‫ِش‬٤ِ‫ حُوطغ حُو‬.‫جش‬٤‫ حُز‬ٝ‫ أ‬/ٝ ‫حُٔٔظٌِخص‬ٝ ‫حف‬ٝ‫ حألس‬٢‫شس ك‬٤‫خغخسس ًز‬
ٝ‫خ أ‬ٜ٣‫ كخٍ طشد‬٢‫ ك‬٢‫حد حُظ‬ُٞٔ‫ ح‬ٝ‫ أ‬/ٝ ،‫حُٔؼذحص‬ٝ ‫الص‬٥‫حُلغخعش ٖٓ ح‬
‫ن‬٤‫ء ططز‬ٞ‫ ع‬ٝ‫ أ‬،‫خ‬ُٜ‫ء حعظؼٔخ‬ٞ‫ ع‬ٝ‫خ أ‬ٜٓ‫ اعخءس حعظخذح‬ٝ‫خ أ‬ٜ‫ػطز‬
.‫شس‬٤‫ خغخسس ًز‬٠ُ‫ ا‬١‫ ٖٓ حُٔشؿق إٔ طئد‬،‫خ‬ُٜ‫حعظؼٔخ‬
29
Critical equipment list - A comprehensive list that
includes all critical equipment, machinery, and/or materials
at the location that have historically resulted in the majority
of losses (including injury or illness) or have the potential to
do so. The list should include a statement of the criteria
used to identify their criticality.
Critical supplies inventory - Activity to identify, register,
and evaluate critical spare parts or components resulting in
a comprehensive list of the ones which have historically
resulted in major quality problems or nonconformities or
which have the potential to do so.
Critical task - A specific element of work which historically
has produced and/or which, when not properly performed,
may produce major loss, either during or as a result of the
task.
CSU - Commissioning and Start Up.
Culture - (1) The customary beliefs, social forms, and
material traits of a racial, religious, or social group. (2) The
characteristic features of everyday existence shared by
people in a place or time. (3) The way the organisation
believes, thinks, and acts with respect to risk.
Customer complaint system - A structured method to
handle and solve individual customer complaints and to take
corrective actions to avoid or minimize all customer
complaints. The system should cover: registration, analysis,
solving complaints, customer feedback, preventive action,
information to employees and customer(s), and evaluation of
actions.
Customer feedback - Information received via meetings,
personnel talks, complaint forms, etc., from existing or new
customers.
Customer satisfaction - The most important criteria in all
quality work in the organisation. Approximating or
exceeding customer expectations.
DCAF – Discipline Controls and Assurance Framework.
Design - The process of translating a product idea into a
product which can be produced and marketed on a
commercial basis.
Design failure - A failure due to inadequate design of an
item.
/ٝ ‫الص‬٥‫ح‬ٝ ‫ هخثٔش شخِٓش طؼْ ًَ حُٔؼذحص‬- ‫لبئًخ انًؼذاد انسسبسخ‬
‫ ٓؼظْ حُخغخثش ٓغزوخً (رٔخ‬٠ُ‫ أدص ا‬٢‫ حُظ‬،‫هغ‬ُٞٔ‫ ح‬٢‫حد حُلغخعش ك‬ُٞٔ‫ ح‬ٝ‫أ‬
.‫ع رُي‬ٝ‫ كذ‬٢‫ٌٖٔ إٔ طظغزذ ك‬٣ ٢‫ حُظ‬ٝ‫ أ‬،)‫ حُٔشع‬ٝ‫ رُي حإلطخرش أ‬٢‫ك‬
‫ذ‬٣‫ش حُٔغظخذٓش ُظلذ‬٤٣‫ حُٔؼذحص هخثٔش رخُٔؼخ‬ٙ‫ز‬ٛ ٖٔ‫ـذ إٔ طظؼ‬٣
.‫ حُٔؼذحص‬ٙ‫ز‬ٛ ‫ش‬٤‫كغخع‬
َ٤‫طغـ‬ٝ ‫ذ‬٣‫ٔش ُظلذ‬ٜٓ - ‫خشد يىخىداد يخضوٌ انهىاصو انسسبسخ‬
‫ هخثٔش شخِٓش‬٠ُ‫ ا‬٢‫ طلؼ‬٢‫حُظ‬ٝ ‫ حُؼ٘خطش حُلغخعش‬ٝ‫خس أ‬٤‫ْ هطغ حُـ‬٤٤‫طو‬ٝ
ٝ‫ أ‬،‫ ػذّ حُٔطخروش‬ٝ‫دس أ‬ٞ‫ ٓشٌالص حُـ‬٠ُ‫ أدص ٓغزوخ ً ا‬٢‫حصّ حُظ‬ُِٞ‫ُظِي ح‬
.‫ش حُظغزذ رزُي‬٤ُ‫خ حكظٔخ‬ُٜ ٢‫حُظ‬
٢‫ حُظ‬ٝ‫ أ‬/ٝ ً ‫ أٗظؾ ٓغزوخ‬١‫ٖ ٖٓ حُؼَٔ حُز‬٤‫ ػ٘ظش ٓؼ‬- ‫يهًخ زسبسخ‬
ّ‫حء أػ٘خء أ‬ٞ‫ ع‬،‫شس‬٤‫ ط٘ظؾ خغخسس ًز‬،‫ق‬٤‫خ رشٌَ طل‬ٛ‫ز‬٤‫ظْ ط٘ل‬٣ ‫ػ٘ذٓخ ال‬
.‫ٔش‬ُٜٔ‫ ح‬ٙ‫ز‬ُٜ ‫ـش‬٤‫ً٘ظ‬
.َ٤‫رذء حُظشـ‬ٝ ‫ش ُِخذٓش‬٣‫ص‬ٜٞ‫ حُـ‬- CSU
‫ش‬٣‫حُظلخص حُٔخد‬ٝ ‫ش‬٤‫حُ٘ٔخرؽ حالؿظٔخػ‬ٝ ‫ش‬٤‫ حُٔؼظوذحص حُؼشك‬- ‫انثمبفخ‬
‫د‬ِٞ‫ضس ألع‬٤ُٔٔ‫) حُغٔخص ح‬2( .‫ش‬٤‫ اؿظٔخػ‬ٝ‫ش أ‬٤٘٣‫ د‬ٝ‫ش أ‬٤‫ػش ػشه‬ٞٔ‫ُٔـ‬
)3( .ٕ‫ صٓخ‬ٝ‫ ٌٓخٕ أ‬١‫ أ‬٢‫خ حُ٘خط ك‬ٜ‫شخسى ر‬٣ ٢‫ش حُظ‬٤ٓٞ٤ُ‫خس ح‬٤‫حُل‬
.‫ظؼِن رخُٔخخؽش‬٣ ‫ٔخ‬٤‫حُظظشف َُمإسسة ك‬ٝ ‫ش‬٤ٌ‫حُظل‬ٝ ‫وش حُٔؼظوذ‬٣‫ؽش‬
ٟٝ‫كَ شٌخ‬ٝ ‫وش ٓ٘ظٔش ُِظؼخَٓ ٓغ‬٣‫ ؽش‬- ‫َظبو شكبوي انؼًالء‬
‫َ ًخكش‬٤ِ‫ طو‬ٝ‫ش ُظـ٘ذ أ‬٤‫ل‬٤‫حطخخر حإلؿشحءحص حُظظل‬ٝ ‫ش‬٣‫حُؼٔالء حُلشد‬
‫ش‬٣ٞ‫طغ‬ٝ َ٤ِ‫حُظل‬ٝ َ٤‫ حُظغـ‬:ّ‫شَٔ حُ٘ظخ‬٣ ٕ‫ أ‬٢‫٘زـ‬٣ٝ .ٟٝ‫حُشٌخ‬
‫ٓخص‬ِٞ‫حُٔؼ‬ٝ ،‫ش‬٤‫هخث‬ُٞ‫حإلؿشحءحص ح‬ٝ ‫ ٓالكظخص حُؼٔالء‬،ٟٝ‫حُشٌخ‬
.‫ْ حإلؿشحءحص حُٔظخزس‬٤٤‫طو‬ٝ ،‫حُؼٔالء‬ٝ ٖ٤‫ظل‬ُِٞٔ
‫حسدس ٖٓ خالٍ حالؿظٔخػخص‬ُٞ‫ٓخص ح‬ِٞ‫ حُٔؼ‬- ‫يالزظبد انؼًالء‬
‫ٓخص‬ِٞ‫ رُي ٖٓ ٓؼ‬٠ُ‫ٓخ ا‬ٝ ٟٝ‫حعظٔخسحص حُشٌخ‬ٝ ٖ٤‫ظل‬ُٞٔ‫ٓلخدػخص ح‬ٝ
.‫ حُـذد‬ٝ‫ٖ أ‬٤٤ُ‫حُؼٔالء حُلخ‬
٢‫ ك‬٢‫ػ‬ُٞ٘‫ ًخكش حُؼَٔ ح‬٢‫ش ك‬٤ٔٛ‫ش أ‬٤٣‫ أًؼش حُٔؼخ‬- ‫سظبء انؼًالء‬
.‫هؼخص حُؼٔالء‬ٞ‫ص ط‬ٝ‫ظـخ‬٣ ٝ‫وخسد أ‬٣ ‫غ‬٤‫حُٔئعغش ك‬
.‫ٌَ ػٔخٕ حُلشع‬٤ٛٝ ‫حرؾ‬ٞ‫ ػ‬- DCAF
ٚ‫ٌٖٔ اٗظخؿ‬٣ ‫ ٓ٘ظؾ‬٠ُ‫ذ كٌشس ٓ٘ظؾ ا‬٤‫ طـغ‬ٝ‫ش طشؿٔش أ‬٤ِٔ‫ ػ‬- ‫انزصًُى‬
.١‫ رشٌَ طـخس‬ٚ‫و‬٣ٞ‫طغ‬ٝ
.‫ْ أكذ حُؼ٘خطش‬٤ٔ‫ طظ‬٢‫ كشَ رغزذ ػذّ ٓالثٔش ك‬- ‫فشم انزصًُى‬
30
Design input - All documents required to serve as source
for basic information for development and design.
(Examples: customer requirements, rules and regulations
from external authorities, functional requirement lists,
contract documents, engineering handbooks and technical
standards, and design data from suppliers).
Design output - The final work result of the development
and design function. (Examples: drawings, technical
specifications, manuals and bills of materials).
Design review - A formal and independent examination of
an existing proposed design for the purpose of detection
and remedy of deficiencies in the requirements and/or
design which could affect such things as reliability
performance, maintainability performance, maintenance
support performance requirements, fitness for the purpose
and the identification of potential improvements. (Note:
Design review by itself is not sufficient to ensure proper
design.).
Design verification - Activity to check whether the design
(work results) meets the input requirements by conducting
design reviews, qualification tests, alternative calculations,
and comparison with similar proven designs.
DI - Design Integrity.
Directive, management - Specific instruction and/or
requirement from management.
Disability - Any injury or illness, temporary or permanent,
which prevents a person from carrying on his or her usual
activity.
Disabling injury - A work injury which results in death,
permanent total disability, permanent partial disability,
temporary total disability, or restricted ability to perform
normal work.
Distribution - The process of storing and moving products
to customers, often through intermediates such as
wholesalers and retailers. The task of physical distribution
management involves moving specified quantities of
products to places where customers can conveniently buy
them, in time to replenish stocks, in good condition. The
objective is to maximize availability of product while
minimizing cost of distribution (synonym: physical
distribution).
Document - A paper and/or electronic file containing
information.
‫ٕ ٓظذس‬ٌٞ‫رش ُظ‬ِٞ‫غ حُٔغظ٘ذحص حُٔط‬٤ٔ‫ ؿ‬- ‫يذخالد انزصًُى‬
‫ ٓظطِزخص‬- ‫ (أٓؼِش‬.ْ٤ٔ‫حُظظ‬ٝ ‫ش‬٣ٞ‫ش حُالصٓش ُِظط‬٤‫ٓخص حألعخع‬ِٞ‫ُِٔؼ‬
‫حثْ حُٔظطِزخص‬ٞ‫ه‬ٝ ،‫ش‬٤‫حألٗظٔش ٖٓ حُغِطخص حُخخسؿ‬ٝ ‫حػذ‬ٞ‫حُو‬ٝ ‫حُؼٔالء‬
‫خٗخص‬٤‫ر‬ٝ ،‫ش‬٤٘‫ش حُظو‬٤٣‫حُٔؼخ‬ٝ ‫ش‬٤‫٘ذع‬ُٜ‫زخص ح‬٤‫حٌُظ‬ٝ ‫د‬ٞ‫ػخثن حُؼو‬ٝٝ ،‫ش‬٤‫ل‬٤‫ظ‬ُٞ‫ح‬
.)ٖ٤ُٗٞٔٔ‫ْ ٖٓ ح‬٤ٔ‫حُظظ‬
‫ (أٓؼِش‬.ْ٤ٔ‫حُظظ‬ٝ ‫ش‬٣ٞ‫لش حُظط‬٤‫ظ‬ُٞ ‫ش‬٤‫خث‬ُٜ٘‫ـش حُؼَٔ ح‬٤‫ ٗظ‬- ‫َبرح انزصًُى‬
.)‫حد‬ُٞٔ‫ش ح‬٤‫حط‬ٞ‫ك‬ٝ ‫زخص‬٤‫حٌُظ‬ٝ ‫ش‬٤٘‫حطلخص حُظو‬ُٞٔ‫ح‬ٝ ‫ٓخص‬ٞ‫ حُشع‬-
‫ حُٔوظشف‬٢ُ‫ْ حُلخ‬٤ٔ‫ٓغظوَ ُِظظ‬ٝ ٢ٔ‫ كلض سع‬- ‫يشاخؼخ انزصًُى‬
ْ٤ٔ‫ حُظظ‬ٝ‫ أ‬/ٝ ‫ حُٔظطِزخص‬٢‫س ك‬ٞ‫ حُوظ‬ٚ‫ؿ‬ٝ‫ٓؼخُـش أ‬ٝ ٖ‫ حٌُشق ػ‬ٚ‫ذك‬ٛ
‫ش‬٤ٗ‫أدحء آٌخ‬ٝ ،‫س ٓؼَ أدحء ؿذحسس حُؼوش‬ٞٓ‫ أ‬٠ِ‫ٌٖٔ إٔ طئػش ػ‬٣ ٢‫حُظ‬
‫ذ‬٣‫طلذ‬ٝ ،‫حُٔالثٔش ُِـشع‬ٝ ،‫خٗش‬٤‫أدحء ٓظطِزخص دػْ حُظ‬ٝ ،‫خٗش‬٤‫حُظ‬
٢‫ ال طٌل‬ٚ‫ كذ رحط‬٢‫ْ ك‬٤ٔ‫ ٓشحؿؼش حُظظ‬- ‫ (ٓالكظش‬.‫٘خص حٌُٔٔ٘ش‬٤‫حُظلغ‬
.)ْ٤ِ‫ْ ع‬٤ٔ‫ُؼٔخٕ طظ‬
)َٔ‫ْ (ٗظخثؾ حُؼ‬٤ٔ‫ٔش ُللض ٓخ ارح ًخٕ حُظظ‬ٜٓ - ‫انزسمك يٍ انزصًُى‬
،ْ٤ٔ‫ن اؿشحء ٓشحؿؼخص حُظظ‬٣‫ ٓظطِزخص حُٔذخالص ػٖ ؽش‬٢‫ ِز‬٣
‫ْ ٓؼزظش‬٤ٓ‫حُٔوخسٗش ٓغ طظخ‬ٝ ،‫ِش‬٣‫حُلغخرخص حُزذ‬ٝ َ٤ٛ‫حخظزخسحص حُظؤ‬ٝ
.‫ٓٔخػِش‬
.ْ٤ٔ‫ طٌخَٓ حُظظ‬- DI
.‫ٔخص ٓلذدس ٖٓ حإلدحسس‬٤ِ‫ طؼ‬- ‫انزىخُهبد اإلداسَخ‬
ٖٓ ‫ٔ٘غ حُشخض‬٣ ْ‫ دحث‬ٝ‫ ٓئهض أ‬،‫ ٓشع‬ٝ‫ش اطخرش أ‬٣‫ أ‬- ‫اإلػبلخ‬
.‫ حُٔؼظخدس‬ٚٓ‫خ‬ٜٓ ‫ُش‬ٝ‫ٓضح‬
٢ٌُِ‫ حُؼـض ح‬ٝ‫كخس أ‬ُٞ‫ ح‬٠ُ‫ ا‬١‫ اطخرش ػَٔ طئد‬- ‫اصبثخ يسججخ نإلػبلخ‬
‫ حُوذسس‬ٝ‫ حُٔئهض أ‬٢ٌُِ‫ حُؼـض ح‬ٝ‫ حُذحثْ أ‬٢‫ حُؼـض حُـضث‬ٝ‫حُذحثْ أ‬
.١‫ أدحء حُؼَٔ حُؼخد‬٠ِ‫دس ػ‬ٝ‫حُٔلذ‬
ٌٕٞ‫ؿخُزخً ٓخ ط‬ٝ ،‫ حُؼٔالء‬٠ُ‫ٗوَ حُٔ٘ظـخص ا‬ٝ ٖ٣‫ش طخض‬٤ِٔ‫ ػ‬- ‫انزىصَغ‬
‫غ‬٣‫ص‬ٞ‫ٔش ادحسس حُظ‬ٜٓ .‫حُٔلشم‬ٝ ‫عطخء ٓؼَ طـخس حُـِٔش‬ٝ ٍ‫ٖٓ خال‬
‫ٌٖٔ ُِؼٔالء‬٣ ‫غ‬٤‫ ك‬٠ُ‫خص ٓلذدس ٖٓ حُٔ٘ظـخص ا‬٤ًٔ َ‫ طظؼٖٔ ٗو‬١‫حُٔخد‬
‫حُللخظ‬ٝ ،ْٜ٣‫ٕ ُذ‬ٝ‫ذ حُٔخض‬٣‫هض حُٔ٘خعذ ُظـذ‬ُٞ‫ ح‬٢‫ك‬ٝ ‫ُش‬ٜٞ‫خ رغ‬ٛ‫ششحإ‬
‫كش حُٔ٘ظؾ ٓغ‬ٞ‫ هذس ٖٓ ط‬٠‫ن أهظ‬٤‫ طلو‬ٞٛ ‫ذف‬ُٜ‫ح‬ٝ .‫ذس‬٤‫ كخُش ؿ‬٢‫ ك‬ٚ٤ِ‫ػ‬
.)١‫غ حُٔخد‬٣‫ص‬ٞ‫ حُظ‬- ‫غ (ٓشحدف‬٣‫ص‬ٞ‫ق حُظ‬٤ُ‫َ طٌخ‬٤ِ‫طو‬
.‫ٓخص‬ِٞ‫ ٓؼ‬٠ِ‫ ػ‬١ٞ‫لظ‬٣ ٢ٗٝ‫ ِٓق حٌُظش‬ٝ‫ أ‬/ٝ ‫سهش‬ٝ - ‫وثُمخ‬
31
Document control - The operational techniques and
activities to ensure the right and proper use of all
documentation in the organisation. Document control
addresses: document layout, approval, issue, changes,
modifications, distribution, and removal of obsolete
documents.
Document distribution list - Comprehensive list mentioning
document numbers, date of issue, revision number,
document name, quantity issued, department of issue,
department of destination, file storage place, retention, etc.
Documented - Written information about an activity.
Dosimeter - A personal device used to monitor an
individual's exposure to an occupational health hazard,
such as radiation, vibration, noise, etc.
Economic quality - The economic level of quality at which
the cost of securing higher quality would exceed the
benefits of the improved quality.
Effect - An adverse impact on people, the environment or
PDO‟s reputation; damage and/or loss of assets. (See
Impact).
Emergency - A situation that poses an immediate threat to
human life, major / serious damage to property / assets, the
environment, product / service and other quality matters,
and/or the security of the site / organisation.
Emergency needs assessment - The process of
recognizing and evaluating potential emergencies that
could occur in an organisation. Used as the basis for
developing a comprehensive emergency response plan.
Emergency plan - A comprehensive document to provide
guidance on actions to be taken under various possible
emergency conditions. Includes responsibilities of
individuals / departments, resources available for use,
sources of aid outside the organisation, procedures to
follow, authority to make decisions, requirements for
implementing procedures within departments, training in
and practice of emergency procedures, communications,
and reports required.
Emergency team - A group of employees who act as a
unit in some or all types of emergencies.
‫ق‬٤‫ش ُؼٔخٕ حالعظخذحّ حُظل‬٤ِ٤‫خّ حُظشـ‬ُٜٔ‫ح‬ٝ ‫خص‬٤٘‫ حُظو‬- ‫ظجػ انىثبئك‬
‫ ٓخطؾ‬- ٍٝ‫ظ٘خ‬٣ ‫ػخثن‬ُٞ‫ ػزؾ ح‬.‫ حُٔئعغش‬٢‫ػخثن ك‬ُٞ‫غ ح‬٤ٔ‫ْ ُـ‬٤ِ‫ حُغ‬ٝ
،‫غ‬٣‫ص‬ٞ‫حُظ‬ٝ ،‫الص‬٣‫حُظؼذ‬ٝ ‫شحص‬٤٤‫حُظـ‬ٝ ،‫حإلطذحس‬ٝ ‫خ‬ٜ٤ِ‫حكوش ػ‬ُٞٔ‫ح‬ٝ ‫وش‬٤‫ػ‬ُٞ‫ح‬
.‫خ‬ٜ‫ٍ ر‬ٞٔ‫ش ٓؼ‬٤‫ػخثن حُـ‬ُٞ‫حُظخِض ٖٓ ح‬ٝ
‫خ‬٣‫طخس‬ٝ ،‫وش‬٤‫ػ‬ُٞ‫ هخثٔش شخِٓش طزًش أسهخّ ح‬- ‫لبئًخ رىصَغ انىثُمخ‬
ْ‫هغ‬ٝ ،‫ش حُظخدسس‬٤ٌُٔ‫ح‬ٝ ‫وش‬٤‫ػ‬ُٞ‫أعْ ح‬ٝ ،‫سهْ حُٔشحؿؼش‬ٝ ،‫حإلطذحس‬
،‫خ‬ٜ‫ٌٓخٕ حالكظلخظ ر‬ٝ ‫ٖ حُِٔق‬٣‫ٌٓخٕ طخض‬ٝ ،‫د‬ٞ‫حُوغْ حُٔوظ‬ٝ ،‫حإلطذحس‬
.‫حُخ‬
.‫٘ش‬٤‫ٔش ٓؼ‬ٜٓ ٖ‫رش ػ‬ٞ‫ٓخص ٌٓظ‬ِٞ‫ ٓؼ‬- ‫يىثمخ‬
‫غظخذّ ُشطذ طؼشع حُلشد‬٣ ٢‫خص شخظ‬ٜ‫ ؿ‬- ‫خهبص لُبط اندشػبد‬
‫ػخء‬ٞ‫حُؼ‬ٝ ،‫ ٓؼَ حإلشؼخع‬،‫ش‬٤ُٜ٘ٔ‫ش ح‬٤‫ حُٔخخؽش حُظل‬٠ُ‫ا‬
.‫ اُخ‬،‫ظضحصحص‬ٛ‫حال‬ٝ
ٙ‫ص ػ٘ذ‬ٝ‫ طظـخ‬١‫حُز‬ٝ ‫دس‬ٞ‫ ُِـ‬١‫ حالهظظخد‬ٟٞ‫ حُٔغظ‬- ‫اندىدح االلزصبدَخ‬
.‫دس‬ٞ‫ٖ حُـ‬٤‫حثذ طلغ‬ٞ‫ ك‬٠ِ‫دس أػ‬ٞ‫ٖ ؿ‬٤ٓ‫طٌِلش طؤ‬
‫ش ٗلؾ ػٔخٕ؛‬٤ٔ٘‫ عٔؼش ششًش ط‬ٝ‫جش أ‬٤‫حُز‬ٝ ‫ حُ٘خط‬٠ِ‫ ػ‬٢‫ش عِز‬٤‫ طؤػ‬- ‫أثش‬
.)‫ش‬٤‫ (حٗظش طؤػ‬.‫ حُٔٔظٌِخص‬٢‫ حُخغخثش ك‬ٝ‫ أ‬/ٝ ‫حُؼشس‬
‫ اُلخم‬ٝ‫خس حإلٗغخٕ أ‬٤‫ذحً ٓزخششحً ُل‬٣‫ذ‬ٜ‫ طشٌَ ط‬٢‫ حُلخُش حُظ‬- ‫زبنخ غبسئخ‬
/ ‫حُٔ٘ظـخص‬ٝ ،‫جش‬٤‫حُز‬ٝ ،‫ حُٔ٘شآص‬/ ‫ رخُٔٔظٌِخص‬٢‫غ‬٤‫ سث‬/‫ػشس رخُؾ‬
.‫ حُٔئعغش‬/ ‫هغ‬ُٞٔ‫ أٖٓ ح‬ٝ‫ أ‬/ٝ ،‫دس‬ٞ‫ ٓظؼِوش رخُـ‬ٟ‫ٓغخثَ أخش‬ٝ ‫حُخذٓخص‬
‫ْ كخالص‬٤٤‫طو‬ٝ ٠ِ‫ش حُظؼشف ػ‬٤ِٔ‫ ػ‬- ‫رمُُى االززُبخبد انطبسئخ‬
ّ‫ طغظخذ‬.‫ ٓئعغش‬١‫ أ‬٢‫ٌٖٔ إٔ طلذع ك‬٣ ٢‫حسة حُٔلظِٔش حُظ‬ٞ‫حُط‬
.‫حسة‬ٞ‫ًؤعخط إلػذحد خطش شخِٓش ُالعظـخرش ُلخالص حُط‬
‫ رشؤٕ حإلؿشحءحص‬ٚ٤‫ؿ‬ٞ‫ْ حُظ‬٣‫وش شخِٓش ُظوذ‬٤‫ػ‬ٝ - ‫خطخ انسبالد انطبسئخ‬
َٔ‫طش‬ٝ .‫ف حُطخسثش حُٔخظِلش حُٔلظِٔش‬ٝ‫خ طلض حُظش‬ٛ‫ٖ حطخخر‬٤‫ظؼ‬٣ ٢‫حُظ‬
‫ٓظخدس‬ٝ ّ‫كشس ُالعظخذح‬ٞ‫حسد حُٔظ‬ُٞٔ‫ح‬ٝ ّ‫حألهغخ‬ٝ ‫خص حألكشحد‬٤ُٝ‫ٓغئ‬
‫عِطش‬ٝ ،‫خ‬ٜ‫ـذ اطزخػ‬٣ ٢‫حإلؿشحءحص حُظ‬ٝ ‫حُٔغخػذحص خخسؽ حُٔ٘ظٔش‬
،ّ‫ز حإلؿشحءحص دحخَ حألهغخ‬٤‫حُٔظطِزخص حُالصٓش ُظ٘ل‬ٝ ‫حطخخر حُوشحسحص‬
‫ش‬٣‫حُظوخس‬ٝ ‫حالطظخالص‬ٝ ،‫حسة‬ٞ‫ٓٔخسعش اؿشحءحص حُط‬ٝ ٠ِ‫ذ ػ‬٣‫حُظذس‬ٝ
.‫رش‬ِٞ‫حُٔط‬
‫حكذس‬ٝ ‫كذس‬ًٞ ِٕٞٔ‫ؼ‬٣ ٖ٣‫ٖ حُز‬٤‫ظل‬ُٞٔ‫ػش ٖٓ ح‬ٞٔ‫ ٓـ‬- ‫فشَك انطىاسئ‬
.‫حسة‬ٞ‫حع كخالص حُط‬ٞٗ‫ ًخكش أ‬ٝ‫ رؼغ أ‬٢‫ك‬
32
EMS Coordinator / Management Representative - A
person, reporting to upper management, one of whose
functions is to measure and evaluate the environmental
management system effectiveness. The coordinator also
advises and assists on matters relating to the
environmental management system.
Environment - Surroundings in which an organisation
operates, including air, water, land, natural resources, flora,
fauna, humans, and their interrelation.
Environmental accident - An unintended event that
results in loss to the environment above an acceptable
level / threshold limit.
Environmental aspect - Element of an organisation‟s
activities, products, or services which can interact with the
environment. NOTE: A significant environmental aspect is
one which has or can have a significant environmental
impact.
Environmental effect - Any direct or indirect impingement
of the activities, products, and services of the organisation
upon the environment, whether adverse or beneficial.
Environmental hazard - An operating condition that may
result in an environmental incident or accident.
Environmental incident - An unintended event which
could or does result in a loss to the environment.
Environmental Management System (EMS) - That part of
the overall management system which includes
organisational structure, planning activities, responsibilities,
practices, procedures, processes, and resources for
developing, implementing, achieving, reviewing, and
maintaining the environmental policy.
Environmental objective - Overall environmental goal,
arising from the environmental policy, that an organisation
sets itself to achieve, and which is quantified where
practicable.
Environmental performance - Measurable results of the
environmental management system, related to an
organisation‟s control of its environmental aspects, based
on its environmental policy, objectives, and targets.
Environmental management program - A description of
the means of achieving environmental objectives and
targets.
٠ُ‫ش ا‬٣‫وذّ حُظوخس‬٣ ‫ شخض‬- ‫ يًثم اإلداسح‬/ ‫يُسك َظبو اإلداسح انجُئُخ‬
‫ش ٗظخّ حإلدحسس‬٤ُ‫ْ كؼخ‬٤٤‫طو‬ٝ ‫خط‬٤‫ ه‬٢ٛ ‫خ‬ٜ‫ظخثل‬ٝ ‫ أكذ‬٢‫حُظ‬ٝ ‫خ‬٤ِ‫حإلدحسس حُؼ‬
‫ حُٔغخثَ حُٔظؼِوش ر٘ظخّ حإلدحسس‬٢‫غخػذ ك‬٣ٝ ً ‫ؼخ‬٣‫٘ظق أ‬٣ ‫ حُٔ٘غن‬.‫ش‬٤‫ج‬٤‫حُز‬
.‫ش‬٤‫ج‬٤‫حُز‬
‫حُٔخء‬ٝ ‫حء‬ُٜٞ‫ رُي ح‬٢‫ حُٔئعغش رٔخ ك‬ٚ٤‫ طؼَٔ ك‬١‫ؾ حُز‬٤‫ حُٔل‬- ‫انجُئخ‬
‫خ‬ٜ‫حسطزخؽ‬ٝ ‫حُزشش‬ٝ ‫حٗخص‬ٞ٤‫حُل‬ٝ ‫حُ٘زخطخص‬ٝ ‫ش‬٤‫ؼ‬٤‫حسد حُطز‬ُٞٔ‫ح‬ٝ ،‫حألسع‬ٝ
.‫خ‬ٜ٘٤‫ٔخ ر‬٤‫ك‬
‫م‬ٞ‫جش ك‬٤‫ خغخسس ُِز‬٠ُ‫ ا‬١‫ئد‬٣ ‫د‬ٞ‫ش ٓوظ‬٤‫ كذع ؿ‬- ‫زبدثخ ثُئُخ‬
.٠ٗ‫ حُلذ حألد‬ٝ‫ٍ أ‬ٞ‫ حُٔوز‬ٟٞ‫حُٔغظ‬
٢‫ حُخذٓخص حُظ‬ٝ‫حُٔ٘ظـخص أ‬ٝ ‫خّ حُٔئعغش‬ٜٓ ٖٓ ‫ ػ٘ظش‬- ٍ‫اندبَت انجُئ‬
ٝ‫ أ‬ُٚ ١‫ حُز‬ٞٛ ّ‫خ‬ُٜ‫ ح‬٢‫ج‬٤‫ حُـخٗذ حُز‬:‫ ٓالكظش‬.‫جش‬٤‫ٌٖٔ إٔ طظلخػَ ٓغ حُز‬٣
.‫جش‬٤‫ حُز‬٠ِ‫ش ػ‬٤‫ش ًز‬٤‫ طؤػ‬ُٚ ٌٕٞ٣ ٕ‫ٌٖٔ أ‬٣
‫حُٔ٘ظـخص‬ٝ ّ‫خ‬ُِٜٔ ‫ش ٓزخشش‬٤‫ ؿ‬ٝ‫ طؼذ ٓزخشش أ‬١‫ أ‬- ٍ‫األثش انجُئ‬
ٝ‫حء ًخٗض ػخسس أ‬ٞ‫ ع‬،‫جش‬٤‫ حُز‬٠ِ‫خ حُٔئعغش ػ‬ٜٓ‫ طوذ‬٢‫حُخذٓخص حُظ‬ٝ
.‫ذس‬٤‫ٓل‬
ٝ‫ع كخدع أ‬ٞ‫ه‬ٝ ‫خ‬ٜ٘‫٘ظؾ ػ‬٣ ‫ هذ‬٢‫َ حُظ‬٤‫ كخُش حُظشـ‬ٞٛٝ - ٍ‫انخطش انجُئ‬
.‫ش‬٤‫ج‬٤‫كخدػش ر‬
‫ّ رظغزذ رخغخسس‬ٞ‫و‬٣ ٝ‫ٌٖٔ إٔ أ‬٣ ‫د‬ٞ‫ش ٓوظ‬٤‫ كذع ؿ‬- ‫انسبدثخ انجُئُخ‬
.‫جش‬٤‫ُِز‬
١‫ حُـضء ٖٓ ٗظخّ حإلدحسس حُؼخٓش حُز‬ٞٛ - )EMS( ‫َظبو اداسح انجُئخ‬
‫حُٔٔخسعخص‬ٝ ‫خص‬٤ُٝ‫حُٔغئ‬ٝ ‫ؾ‬٤‫خّ حُظخط‬ٜٓٝ ٢ٔ٤‫ٌَ حُظ٘ظ‬٤ُٜ‫ظؼٖٔ ح‬٣
‫ن‬٤‫طلو‬ٝ ‫ز‬٤‫ط٘ل‬ٝ ‫ػغ‬ُٞ ‫حسد حُالصٓش‬ُٞٔ‫ح‬ٝ ‫خص‬٤ِٔ‫حُؼ‬ٝ ‫حإلؿشحءحص‬ٝ
.‫ش‬٤‫ج‬٤‫خعش حُز‬٤‫ حُغ‬٠ِ‫حُٔلخكظش ػ‬ٝ ‫ٓشحؿؼش‬ٝ
٢‫ش حُظ‬٤‫ج‬٤‫خعخص حُز‬٤‫ش حُؼخٓش حُ٘خشجش ػٖ حُغ‬٤‫ج‬٤‫ش حُز‬٣‫ حُـخ‬- ٍ‫انهذف انجُئ‬
ٖ٤‫خ ك‬ٜ‫ظ‬٤ًٔ ‫ذ‬٣‫ٌٖٔ طلذ‬٣ ٢‫حُظ‬ٝ ،‫خ‬ٜ‫و‬٤‫خ ُظلو‬ٜ‫خ حُٔئعغش ُ٘لغ‬ٜ‫ػؼظ‬ٝ
.ً ‫خ‬٤ِٔ‫ٕ رُي ػ‬ٌٞ٣
‫ٕ ٓظؼِوش رؼزؾ‬ٌٞ‫جش ط‬٤‫خط ُ٘ظخّ ادحسس حُز‬٤‫ ٗظخثؾ هخرِش ُِو‬- ٍ‫األداء انجُئ‬
.‫ش‬٤‫ج‬٤‫خ حُز‬ٜ‫ذحك‬ٛ‫أ‬ٝ ،‫خ‬ٜ‫خط‬٣‫ؿخ‬ٝ ‫خ‬ٜ‫خعخط‬٤‫كوخ ً ُغ‬ٝ ‫ش‬٤‫ج‬٤‫حٗذ حُز‬ٞ‫حُٔئعغش ُِـ‬
.‫ش‬٤‫ج‬٤‫خص حُز‬٣‫حُـخ‬ٝ ‫ذحف‬ٛ‫ن حأل‬٤‫عخثَ طلو‬ٝ ‫طق‬ٝ - ‫ثشَبيح اداسح انجُئخ‬
33
Environmental target - Detailed performance
requirement, quantified where practicable, applicable to the
organisation or parts thereof, that arises from the
environmental objectives and that needs to be set and met
in order to achieve those objectives.
EPZ - Emergency Planning Zone.
ERP - Emergency Response Plan.
ESP - Ensure Safe Production.
Established - A routine or procedure that is valid,
recognized, and accepted on a permanent basis.
Event - Something that occurs in a certain place during a
particular interval of time (and after a hazard is released).
Event Tree Analysis (ETA) - Works in the opposite
direction to FTA. ETA takes an event and predicts an
outcome. Event Tree Analysis uses inductive reasoning /
logic.
Evidence - Information (from documents, records or any
other source) given to establish fact.
eWIMS - Electronic Well Integrity Management System.
Exposure hours - Exposure Hours represent the total
number of hours of employment for work as defined under
section 2.1.3 of the HSE Statistics guidelines, including
overtime and training but excluding leave, sickness, and/or
other absences.
External parties, environmental - Those with an interest
in the environmental effects of an organisation's activities,
products and services (e.g., government agencies; local
residents; the organisation's investors; insurers;
customers and consumers; environmental interest groups;
and the general public).
Extrinsic motivation - Means of motivating behaviours
applied to individuals by outside agents. Characterized by
consequence (reward / punishment) management,
observation and coaching processes, promotional
activities, etc.
Failure costs, external - The costs arising outside the
manufacturing organisation of the failure to achieve quality
specified.
‫خ‬ٜ‫ظ‬٤ًٔ ‫ذ‬٣‫ٌٖٔ طلذ‬٣ ٢‫حُظ‬ٝ ،‫ حُٔظطِزخص حُٔلظِش ُألدحء‬- ‫انغبَخ انجُئُخ‬
ٙ‫ز‬ٛٝ ،‫خ‬ٜ٘ٓ ‫ أؿضحء‬ٝ‫ حُٔئعغش أ‬٠ِ‫ط٘طزن ػ‬ٝ ،ً‫خ‬٤ِٔ‫ٕ رُي ػ‬ٌٞ٣ ‫غ‬٤‫ك‬
َ‫حإلٗـخص ٖٓ أؿ‬ٝ ٖ٤٤‫ حُظؼ‬٠ُ‫ طلظخؽ ا‬٢‫حُظ‬ٝ ‫ش‬٤‫ج‬٤‫خص حُز‬٣‫ط٘شؤ ٖٓ حُـخ‬
.‫ش‬٤‫ج‬٤‫ذحف حُز‬ٛ‫ن حأل‬٤‫طلو‬
.‫حسة‬ٞ‫ ٓ٘طوش ٓخططش ُلخالص حُط‬- EPZ
‫حسة‬ٞ‫ خطش حإلعظـخرش ُِط‬- ERP
ٖٓ٥‫ ػٔخٕ حإلٗظخؽ ح‬- ESP
.ْ‫ُش رشٌَ دحث‬ٞ‫ٓوز‬ٝ ٚ‫ٓؼظشف ر‬ٝ ‫ اؿشحء طخُق‬ٝ‫ٖ أ‬٤‫ط‬ٝ‫ س‬- ‫يثجذ‬
‫رؼذ‬ٝ( ٖٓ‫٘ش ٖٓ حُض‬٤‫ٖ خالٍ كظشس ٓؼ‬٤‫ ٌٓخٕ ٓؼ‬٢‫ ك‬١‫ـش‬٣ ‫ ٓخ‬ٞٛ - ‫زذس‬
.)ٖ٤‫ظْ حٗزؼخع خطش ٓؼ‬٣ ٕ‫أ‬
.‫َ شـشس حُخطؤ‬٤ِ‫ حُٔؼخًظ ُظل‬ٙ‫ حالطـخ‬٢‫ؼَٔ ك‬٣ - ‫شدشح رسهُم انسذس‬
/َ٤ِ‫َ حُلذع طغظخذّ حُظؼ‬٤ِ‫ شـشس طل‬.‫ـش‬٤‫هغ حُ٘ظ‬ٞ‫ظ‬٣ٝ ‫ٍ حُلذع‬ٝ‫ظ٘خ‬٣
.٢‫حُٔ٘طن حالعظوشحث‬
‫وذّ إلػزخص‬٣ ‫ ٓظذس آخش‬١‫ أ‬ٝ‫ عـالص أ‬ٝ‫ػخثن أ‬ٝ ٖٓ ‫ٓخص‬ِٞ‫ حُٔؼ‬- ‫دنُم‬
.‫وش‬٤‫كو‬
.‫ إلدحسس طٌخَٓ حُزجش‬٢ٗٝ‫ حُ٘ظخّ حإلٌُظش‬- eWIMS
َٔ‫ع ػذد عخػخص حُؼ‬ٞٔ‫ عخػخص حُظؼشع طٔؼَ ٓـ‬- ‫سبػبد انزؼشض‬
‫ ٖٓ حُٔزخدة‬2.1.3 ‫ حُٔلذد طلض حُٔوطغ‬ٞ‫ حُ٘ل‬٠ِ‫لش ػ‬٤‫ظ‬ُٞ‫ ح‬٢‫ك‬
َٔ‫ رُي حُؼ‬٢‫ رٔخ ك‬،‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫ش إلكظخءحص حُظلش‬٤ٜ٤‫ؿ‬ٞ‫حُظ‬
.‫خد آخش‬٤‫ ؿ‬١‫ أ‬ٝ‫ أ‬/ٝ ،‫ذ رخعظؼ٘خء اؿخصس حُٔشع‬٣‫حُظذس‬ٝ ٢‫حإلػخك‬
‫ش‬٤‫ج‬٤‫ػخس حُز‬٥‫ ح‬٢‫ظٔخّ ك‬ٛ‫ أطلخد حال‬- )‫األغشاف انخبسخُخ (يدبل انجُئُخ‬
‫جخص‬٤ُٜ‫َ حُٔؼخٍ ح‬٤‫ عز‬٠ِ‫خذٓخص حُٔئعغش (ػ‬ٝ ‫ٓ٘ظـخص‬ٝ ّ‫خ‬ُٜٔ
‫ حُٔئعغش؛ ششًخص‬٢‫ٖ ك‬٣‫ٖ؛ حُٔغظؼٔش‬٤٤ِ‫ش؛ حُغٌخٕ حُٔل‬٤ٌٓٞ‫حُل‬
‫ػخٓش‬ٝ ‫جش‬٤‫ظٔش رخُز‬ُٜٔ‫ػخص ح‬ٞٔ‫حُٔـ‬ٝ ،ٖ٤ٌِٜ‫حُٔغظ‬ٝ ‫ٖ؛ حُؼٔالء‬٤ٓ‫حُظؤ‬
.)‫حُ٘خط‬
ٖٓ ‫ حألكشحد‬٠ِ‫خص طغظؼَٔ ػ‬٤ًِٞ‫ض حُغ‬٤‫عخثَ ُظلل‬ٝ - ٍ‫دافغ خبسخ‬
)‫ ػوخد‬/ ‫حهذ (ٌٓخكؤس‬ٞ‫ض ربدحسس حُؼ‬٤ٔ‫ طظ‬.‫ش‬٤‫خص خخسؿ‬ٜ‫خالٍ ؿ‬
.‫ حُخ‬،‫ؾ‬٣ٝ‫خّ حُظش‬ٜٓٝ ،‫ذ‬٣‫خص حُظذس‬٤ِٔ‫ػ‬ٝ ،‫حُٔالكظش‬ٝ
‫غ‬٤٘‫ حُ٘لوخص خخسؽ ٗطخم مإسسة حُظظ‬- )‫ركبنُف اإلخفبق (انخبسخُخ‬
.‫دس حُٔلذدس‬ٞ‫ن حُـ‬٤‫ طلو‬٢‫حُ٘خؿٔش ػٖ اخلخم ك‬
34
Failure costs, internal - The costs arising within the
manufacturing organisation of the failure to achieve quality
specified. The term can include the cost of scrap, rework
and re-inspection, and also consequential losses within the
organisation.
Failure Mode Analysis (FMA) - A procedure to determine
which malfunction symptoms appear immediately before or
after a failure of a critical parameter in a system. After all
the possible causes are listed for each symptom, the
product is designed to eliminate the problems.
Failure Mode and Effect Analysis (FMEA) - A procedure
in which each potential failure mode in every sub-item of an
item is analyzed to determine its effect on other sub-items
and on the required function on the item.
Failure Mode Effects and Criticality Analysis (FMECA) -
A procedure that is performed after a failure mode effects
analysis to classify each potential failure effect according to
its severity and probability of occurrence.
Fatality - A fatality is a classification of a death resulting
from a Work Injury, or Occupational Illness, regardless of
the time intervening between injury / illness and death.
Fault Tree Analysis (FTA) - A procedure / graphical
technique that provides a systematic description of the
combinations of possible occurrences in a system, which
can result in an undesirable outcome. This technique can
combine both hardware and human failures. Often, while a
hazardous event has not occurred before, the
preconditions and underlying causes and failures have. It
is therefore possible to synthesize a top event or the
undesirable outcome. This technique is one of the most
powerful used to examine how failure events can occur
following a sequence of other faults. Fault Tree Analysis
uses deductive reasoning / logic.
FERM - Fire and Explosion Risk Management.
FIFO - First In, First Out. First goods produced or received
should be picked first. Used in purchasing / procurement
and inventory control.
First-aid injury - A minor injury requiring only first-aid
treatment, normally given by someone other than a
physician.
‫غ‬٤٘‫ حُ٘لوخص حُ٘خؿٔش دحخَ مإسسة حُظظ‬- )‫ركبنُف اإلخفبق (انذاخهُخ‬
‫ٌٖٔ ُِٔظطِق‬٣ٝ .‫ٓش‬ٞ‫ حُٔشع‬ٝ‫دس حُٔلذدس أ‬ٞ‫ن حُـ‬٤‫ طلو‬٢‫ػٖ اخلخم ك‬
ً ‫ؼخ‬٣‫أ‬ٝ ،‫٘ش‬٣‫اػخدس حُٔؼخ‬ٝ َٔ‫اػخدس حُؼ‬ٝ ٖٓ ‫شَٔ طٌِلش حُظخِض‬٣ ٕ‫أ‬
.‫حُخغخثش حُٔظشطزش دحخَ حُٔئعغش‬
‫ش‬ٜ‫ أػشحع حُخَِ طظ‬١‫ذ أ‬٣‫ اؿشحء ُظلذ‬- ‫رسهُم أسهىة اإلخفبق‬
ْ‫ظ‬٣ ٕ‫ رؼذ أ‬.ّ‫ حُ٘ظخ‬٢‫ش كغخط ك‬٤‫ رؼذ كشَ ػخَٓ ٓظـ‬ٝ‫ٓزخششس هزَ أ‬
‫ْ حُٔ٘ظؾ إلصحُش‬٤ٔ‫ظْ طظ‬٣ ،‫عشد ًخكش حألعزخد حُٔلظِٔش ٌَُ حألػشحع‬
.ًَ‫ حُٔشخ‬ٙ‫ز‬ٛ
ًَ َ٤ِ‫ طل‬ُٚ‫ظْ ٖٓ خال‬٣ ١‫ حإلؿشحء حُز‬- ‫رسهُم أسهىة ورؤثُش اإلخفبق‬
ٙ‫ش‬٤‫ذ طؤػ‬٣‫ ٖٓ حُؼ٘خطش ُظلذ‬٢‫ ًَ ر٘ذ كشػ‬٢‫ذ حُلشَ حُٔلظِٔش ك‬٤ُ‫أعخ‬
‫زح‬ٛ ٢‫رش ك‬ِٞ‫لش حُٔط‬٤‫ظ‬ُٞ‫ ح‬٠ِ‫ػ‬ٝ ‫ش‬٤‫د حُلشػ‬ٞ٘‫ ٖٓ حُز‬ٙ‫ش‬٤‫ ؿ‬٠ِ‫ػ‬
.‫حُؼ٘خطش‬
َ٤ِ‫ رؼذ طل‬ٙ‫ز‬٤‫ظْ ط٘ل‬٣ ‫ اؿشحء‬- ‫اخخ أسهىة اإلخفبق‬
َ ‫رسهُم رؤثُشاد َز َش‬
ٍ‫حكظٔخ‬ٝ ‫كوخ ً ُِلذع‬ٝ ‫ق أػش ًَ اخلخم‬٤٘‫ش حإلخلخم ُظظ‬٤‫طؤػ‬ٝ ‫د‬ِٞ‫أع‬
.ٚ‫ػ‬ٞ‫ه‬ٝ
‫ رـغ‬،٢ٜ٘ٓ ‫ ٓشع‬ٝ‫ص ٗخشت ػٖ اطخرش ػَٔ أ‬ُٞٔ ‫ق‬٤٘‫ طظ‬- ‫انىفبح‬
.‫ص‬ُٞٔ‫ح‬ٝ ‫ حُٔشع‬/ ‫ٖ حإلطخرش‬٤‫هض حُلخطَ ر‬ُٞ‫حُ٘ظش ػٖ ح‬
ٖٓ ً‫خ‬٤‫ـ‬ٜ٘ٓ ً‫طلخ‬ٝ ‫كش‬ٞ‫ش ط‬٤ٗ‫خ‬٤‫ش ر‬٤٘‫ طو‬ٝ‫ اؿشحء أ‬- ‫رسهُم شدشح انخطؤ‬
‫ـش‬٤‫ ٗظ‬٠ُ‫ ا‬١‫ٌٖٔ إٔ طئد‬٣ ٢‫ حُ٘ظخّ حُظ‬٢‫حدع حُٔلظِٔش ك‬ٞ‫زخص ُِل‬٤ً‫حُظش‬
ٖ٤‫خٕ ر‬٤‫ش ٖٓ حألك‬٤‫ ًؼ‬٢‫ٌٖٔ إٔ طـٔغ ك‬٣ ‫ش‬٤٘‫ حُظو‬ٙ‫ز‬ٛ .‫خ‬ٜ٤‫د ك‬ٞ‫ش ٓشؿ‬٤‫ؿ‬
‫وغ‬٣ ُْ ‫ؼٔخ‬٤‫ ك‬،ٕ‫خ‬٤‫ش ٖٓ حألك‬٤‫ ًؼ‬٢‫ ك‬ٝ .‫حُزشش‬ٝ ‫ضس‬ٜ‫ًَ ٖٓ اخلخهخص حألؿ‬
‫حإلخلخهخص هذ‬ٝ ‫حألعزخد حٌُخٓ٘ش‬ٝ ‫ حُٔغزوش‬ٚ‫ؽ‬ٝ‫ كبٕ شش‬،َ‫حُلذع ٖٓ هز‬
‫ ٗظخثؾ‬ٝ‫ أ‬٠ِ‫ كذع أػ‬٠ُ‫ٍ ا‬ٞ‫ط‬ُٞ‫ُزح كٖٔ حٌُٖٔٔ ح‬ٝ .‫هؼض‬ٝ ‫ٕ هذ‬ٌٞ‫ط‬
‫خص‬٤٘‫ حُظو‬ٟٞ‫حكذس ٖٓ أه‬ٝ ٢ٛ ‫ش‬٤٘‫ حُظو‬ٙ‫ز‬ٛ .‫خ‬ٜ٤‫د ك‬ٞ‫ش حُٔشؿ‬٤‫ؿ‬
‫ع حإلخلخم رؼذ عِغِش ٖٓ حألخطخء‬ٝ‫ش كذ‬٤‫ل‬٤ً ‫حُٔغظخذٓش ُذسحعش‬
.‫ حُٔ٘طن‬/ ٢‫َ حالعظ٘زخؽ‬٤ِ‫غظخذّ حُظؼ‬٣ ‫َ شـشس حُخطؤ‬٤ِ‫ طل‬.ٟ‫حألخش‬
.‫حإلٗلـخسحص‬ٝ ‫ ادحسس ٓخخؽش حُلشحثن‬- FERM
ً‫ال‬ٝ‫ حُٔغظِٔش أ‬ٝ‫ حُغِغ حُٔ٘ظـش أ‬.ً‫ؿخ‬ٝ‫ٍ خش‬ٝ‫الً حأل‬ٞ‫ٍ دخ‬ٝ‫ حأل‬- FIFO
‫ػزؾ‬ٝ ‫خص‬٣‫ حُٔشظش‬/ ‫ حُششحء‬٢‫غظخذّ ك‬٣ .ً‫ال‬ٝ‫خ أ‬ٛ‫خس‬٤‫ظْ حخظ‬٣ ٕ‫ أ‬٢‫٘زـ‬٣
.ٕٝ‫حُٔخض‬
‫طٔ٘ق‬ٝ ‫ش كوؾ‬٤ُٝ‫لش طظطِذ اعؼخكخص أ‬٤‫ اطخرش ؽل‬- ٍ‫اصبثخ اسؼبف أون‬
.‫ذ‬٤‫ش حُطز‬٤‫ػخدس ٖٓ هزَ شخض آخش ؿ‬
35
First / Front - line management - Those who directly
supervise most of the non-managerial employees. Typical
titles include: foreman, supervisor, unit supervisor.
Formal - External form or structure. According to fixed
customs or rules. Done or made in an orderly fashion:
methodical, definite, and explicit.
FSR - Facility Status Report.
Functional responsibilities - Ensuring an efficient and
coordinated effort from the various operational divisions of
the firm (marketing, production, etc.) through appropriate
management and organisational structures and
management control and reward systems.
Goal - 1) A statement describing a desired level of
performance. Objectives and targets are both types of
goals. Goals should be SMART- Specific, Measurable,
Achievable (Attainable), Realistic, and Time bound. 2) The
result or achievement toward which effort is directed. (See
Objective and Target).
Good / best practice - An error free, proven and
documented working practice that exceeds the norms of
known, current operational performance within a specific
business environment.
Guideline (GU – PDO) - A non-mandatory document
providing supplementary information about acceptable
methods for implementing requirements found in policies,
business processes, procedures, work instructions, etc.
Hazard - 1) The potential to harm people and the
environment, cause damage and/or loss of assets, and
adversely impact PDO‟s reputation. (See Aspect). 2) A
condition, act, and/or practice with the potential for
accidental loss.
Hazard classification - A designation of relative loss
potential. A system to code substandard practices or
conditions by the potential severity of the loss, should an
accident or loss occur.
Hazards and effects register - A quality record that
demonstrates that all hazards and effects have been
identified, are understood, and are being properly controlled.
This Register is kept current throughout the life cycle of a
project or activity, i.e., from the planning and design stage,
through operation, to decommissioning, abandonment, and
disposal.
ٕٞ‫ششك‬٣ ٖ٣‫ حألشخخص حُز‬- )‫ األيبيُخ‬/ ً‫اإلداسح انزُفُزَخ (األون‬
‫ حُٔ٘خطذ ؿخُزخ ً ٓخ‬ٙ‫ز‬ٛ .ٖ٤٣‫ش حإلدحس‬٤‫ٖ ؿ‬٤‫ظل‬ُٞٔ‫ش ح‬٤‫ ؿخُز‬٠ِ‫ٓزخششس ػ‬
.‫كذس‬ُٞ‫ٓششف ح‬ٝ ‫ حُٔششف‬،ٕ‫سٓخ‬ٞ‫ حُل‬- ٖٔ‫طظؼ‬
،‫ػخدحص ػخرظش‬ٝ ‫حػذ‬ٞ‫كوخً ُو‬ٝ ٝ‫ أ‬،٢‫ٌَ خخسؿ‬٤ٛ ٝ‫رؽ أ‬ُٞٔ٘ ً ‫كوخ‬ٝ - ًٍ‫سس‬
.‫حػلش‬ٝٝ ‫ش ٓلذدس‬٤‫ـ‬ٜ٘ٓٝ ‫وش ٓ٘ظٔش‬٣‫لؼَ رطش‬٣ ٝ‫ أ‬ٚ‫وخّ ر‬٣ ٝ‫أ‬
‫ش كخُش حُٔشكن‬٣‫ طوش‬- FSR
‫ ٓخظِق‬٢‫ن ك‬٤‫ط٘غ‬ٝ ‫ش‬٤ُ‫د رلؼخ‬ٜٞ‫ ػٔخٕ رزٍ حُـ‬- ‫انًسئونُبد انىظُفُخ‬
‫) ٖٓ خالٍ ادحسس‬.‫ اُخ‬،‫حإلٗظخؽ‬ٝ ،‫ن‬٣ٞ‫ش ُِششًش (حُظغ‬٣‫ز‬٤‫حُشؼذ حُظ٘ل‬
.‫ٗظْ حٌُٔخكؤس‬ٝ ‫ش‬٣‫حرؾ ادحس‬ٞ‫ػ‬ٝ ‫ش‬٤ٔ٤‫خًَ ط٘ظ‬٤ٛٝ ‫ٓ٘خعزش‬
‫ حُٔوخطذ‬.‫د ٖٓ حألدحء‬ِٞ‫ حُٔط‬ٟٞ‫ظق حُٔغظ‬٣ ٕ‫خ‬٤‫) ر‬1 - ‫انهذف‬
‫ذحف‬ٛ‫ٕ حأل‬ٌٞ‫ إٔ ط‬٢‫٘زـ‬٣ٝ .‫ذحف‬ٛ‫ػخٕ ٖٓ حأل‬ٞٗ ‫ٔخ‬ٛ ‫خص‬٣‫حُـخ‬ٝ
،‫ش‬٤‫حهؼ‬ٝ ،)‫خ‬ٛ‫خ (اكشحص‬ٜ‫و‬٤‫ٌٖٔ طلو‬٣ ،‫خ‬ٜ‫خع‬٤‫ٌٖٔ ه‬٣ ،‫ ٓلذدس‬- SMART
.ٙٞ‫ذ ٗل‬ٜ‫ حُـ‬ٚ٤‫ؿ‬ٞ‫ظْ ط‬٣ ١‫ حإلٗـخص حُز‬ٝ‫ـش أ‬٤‫) حُ٘ظ‬2 .ً‫خ‬٤٘ٓ‫ٓلذدس ص‬ٝ
.)‫ش‬٣‫حُـخ‬ٝ ‫(حٗظش حُٔوظذ‬
‫ش ٖٓ حألخطخء‬٤ُ‫ حُٔٔخسعش حُخخ‬٢ٛٝ - ‫ األفعم‬/ ‫انًًبسسخ اندُذح‬
٢ِ٤‫حألدحء حُظشـ‬ٝ ‫كش‬ٝ‫ ش حألدحء حُٔؼش‬٤٣‫ص ٓؼخ‬ٝ‫ طظـخ‬٢‫ػوش حُظ‬ُٞٔ‫ح‬ٝ ‫حُٔؼزظش‬ٝ
.‫٘ش‬٤‫جش ػَٔ ٓؼ‬٤‫ ػٖٔ ر‬٢ُ‫حُلخ‬
ٖ‫ش ػ‬٤‫ٓخص اػخك‬ِٞ‫ش ِٓضٓش طوذّ ٓؼ‬٤‫وش ؿ‬٤‫ػ‬ٝ - ‫انًجبدئ انزىخُهُخ‬
‫اؿشحءحص‬ٝ ‫خعخص‬٤‫ حُغ‬٢‫دس ك‬ٞ‫ؿ‬ُٞٔ‫ز حُٔظطِزخص ح‬٤‫ُش ُظ٘ل‬ٞ‫حُطشم حُٔوز‬
..‫ حُخ‬،َٔ‫ٔخص حُؼ‬٤ِ‫طؼ‬ٝ ،‫حإلؿشحءحص‬ٝ ،َٔ‫حُؼ‬
٢‫حُظغزذ ك‬ٝ ،‫جش‬٤‫حُز‬ٝ ‫ش اُلخم حُؼشس رخُ٘خط‬٤ٗ‫) آٌخ‬1 - ‫انخطش‬
‫ عٔؼش ششًش‬٠ِ‫ش عِزخ ً ػ‬٤‫حُظؤػ‬ٝ ،‫ حُٔ٘شآص‬٢‫ خغخثش ك‬ٝ‫ أ‬/ٝ ‫أػشحس‬
ٌٖٔ٣ ‫ ٓٔخسعش‬ٝ‫ أ‬/ٝ َ‫ كؼ‬ٝ‫) كخُش أ‬2 .)‫ (حٗظش ؿخٗذ‬.ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫ط‬
.‫ش‬٤‫ حُخغخثش حُؼشػ‬٠ُ‫ ا‬١‫إٔ طئد‬
٠ُ‫ ٗظخّ ُِشٓض ا‬.‫ش ُِخغخسس‬٤‫ش حُ٘غز‬٤ٗ‫ٖ حإلٌٓخ‬٤٤‫ طؼ‬- ‫رصُُف انًخبغش‬
‫سس حُخغخسس‬ٞ‫خ ٖٓ خالٍ خط‬ٜ٤‫د ك‬ٞ‫ش ٓشؿ‬٤‫ف حُـ‬ٝ‫ حُظش‬ٝ‫حُٔٔخسعخص أ‬
.‫ خغخسس‬ٝ‫ع كخدع أ‬ٝ‫ كخٍ كذ‬٢‫ ك‬،‫حُٔلظِٔش‬
‫غ‬٤ٔ‫ْ ؿ‬ٜ‫ك‬ٝ ‫ذ‬٣‫ طْ طلذ‬ٚٗ‫ػق أ‬ٞ٣ ٢‫ػ‬ٞٗ َ‫ عـ‬- ‫سدم انًخبغش وآثبسهب‬
ٚ٤ِ‫ظْ حإلروخء ػ‬٣ َ‫زح حُغـ‬ٛ .‫ق‬٤‫خ رشٌَ طل‬ٜ‫ػزط‬ٝ ‫خ‬ٛ‫آػخس‬ٝ ‫حُٔخخؽش‬
‫ؾ‬٤‫ ٖٓ ٓشكِش حُظخط‬١‫ أ‬،‫ٔش‬ُٜٔ‫ ح‬ٝ‫ع أ‬ٝ‫خس حُٔشش‬٤‫سس ك‬ٝ‫حٍ د‬ٞ‫ ؽ‬٢ُ‫كخ‬
٠ُ‫الً ا‬ٞ‫ط‬ٝٝ ‫ـش‬ُٜ‫ح‬ٝ َ٤‫هق حُظشـ‬ٝ ٠ُ‫ ا‬،َ٤‫سح رخُظشـ‬ٝ‫ٓش‬ٝ ،ْ٤ٔ‫حُظظ‬ٝ
.‫ق‬٣‫حُظظش‬
36
HAZID - Hazard identification. A structured technique used
to identify hazards.
HAZOP - Hazard and operability. The application of a
formal systematic detailed examination of the process and
engineering intention of new or existing facilities to assess
the hazard potential of operation outside the design
intention or malfunction of individual items of equipment
and their consequential effects on the facility as a whole.
The HAZOP technique was "defined" in the Chemical
Industries Association Code and updated more recently in
the CCPS Hazard Identification Procedures.
High risk incident / high potential incident - Incident for
which the combination of potential consequences and
probability is assessed to be in the high risk – red shaded
area – of the Risk Assessment Matrix (RAM).
HSE - Health, Safety, and Environment.
HSE Case - A demonstration of how the Company
manages “high” HSE risks to a level that is ALARP.
HSE Critical Activity - Any activity that is undertaken to
provide or maintain controls for RAM 3+ consequences.
HSE Critical Roles - Includes any job description with
accountabilities and/or responsibilities for conducting HSE
Critical Activities.
HSE-MS - Health, Safety, and Environment Management
System.
Human resources management - The branch of
management concerned with administering the
employment relationship and with achieving effective use
of human resources available in the organisation. The
rationale for employing human resource managers is that
specialized knowledge of aspects of “people management”
(recruitment and selection, training, performance appraisal,
welfare, payment systems, labor law, industrial relations)
will lead to better managerial and organisational
performance (synonym: personnel management).
Immediate causes - The substandard acts / practices
and/or conditions which directly contribute to the
occurrence of an accident / incident. Frequently referred to
as unsafe acts or conditions, or direct causes.
.‫ذ حُٔخخؽش‬٣‫ش ٓ٘ظٔش طغظخذّ ُظلذ‬٤٘‫ طو‬.‫ذ حُٔخخؽش‬٣‫ طلذ‬- HAZID
٢ِ٤‫ طلظ‬٢ٔ‫ اؿشحء كلض سع‬.َ٤‫ش حُظشـ‬٤ِ‫هخر‬ٝ ‫ حُٔخخؽش‬- HAZOP
ْ٤٤‫ حُوخثٔش ُظو‬ٝ‫ذس أ‬٣‫ش ُِٔ٘شآص حُـذ‬٤‫٘ذع‬ُٜ‫حُٔوخطذ ح‬ٝ ‫ش‬٤ِٔ‫ ُِؼ‬٢‫ـ‬ٜ٘ٓٝ
٢‫ خَِ ك‬ٝ‫ْ أ‬٤ٔ‫َ حُخخسؽ ػٖ ٓوخطذ حُظظ‬٤‫حُٔخخؽش حُٔلظِٔش ُِظشـ‬
‫ش‬٤٘‫ طو‬.ًٌَ ‫ حُٔشكن‬٠ِ‫ػخس حُٔظشطزش ػ‬٥‫ح‬ٝ ‫ش ُِٔؼذحص‬٣‫حُؼ٘خطش حُلشد‬
ْ‫ط‬ٝ ‫ش‬٣ٝ‫ٔخ‬٤ٌُ‫ٕ حطلخد حُٔظخٗغ ح‬ٞٗ‫ هخ‬٢‫ ًخٗض ٓؼشكش ك‬HAZOP
.‫ذ حُٔخخؽش‬٣‫ اؿشحءحص طلذ‬٢‫شس ك‬٤‫ٗش حألخ‬ٝ٥‫ ح‬٢‫خ ك‬ٜ‫ؼ‬٣‫طلذ‬
ْ٤٤‫ طْ طو‬٢‫حدع حُظ‬ٞ‫ حُل‬- ‫ ايكبَُخ ػبنُخ نهسبدس‬/ ‫زبدس ػبنٍ انخطش‬
‫ ٓ٘طوش حُخطش‬٢‫خ ك‬ٜٗ‫ أ‬٠ِ‫خ ػ‬ٜ‫ػ‬ٝ‫حكظٔخٍ كذ‬ٝ ‫حهذ حُٔلظِٔش‬ٞ‫ع حُؼ‬ٞٔ‫ٓـ‬
Risk ‫ْ حُٔخخؽش‬٤٤‫كش طو‬ٞ‫ ٓظل‬٢‫ حُٔظِِش رخألكٔش ك‬٢ُ‫حُؼخ‬
.Assessment Matrix
.‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫ حُظلش‬- HSE
‫خ ٓخخؽش حُطلش‬ٜ‫ش حُششًش ر‬٣‫ طذ‬٢‫ش حُظ‬٤‫ل‬٤ٌُِ ‫خس‬ٜ‫ اظ‬- HSE ‫زبنخ‬
.ALARP ٟٞ‫ ٓغظ‬٢‫خ ك‬ِٜ‫ش" ُـؼ‬٤ُ‫جش "حُؼخ‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ
ٝ‫ْ أ‬٣‫ٔش ُظوذ‬ٜٓ ١‫ أ‬- ‫يهبو انصسخ وانساليخ وانجُئخ انسسبسخ‬
‫كش‬ٞ‫ ٓظل‬٢‫خ ك‬ٜ‫ه‬ٞ‫ٓخ ك‬ٝ ‫حهذ حُذسؿش حُؼخُؼش‬ٞ‫حرؾ ُؼ‬ٞ‫ حُ ؼ‬٠ِ‫ُِٔلخكظش ػ‬
.‫ْ حُٔخخؽش‬٤٤‫طو‬
٢‫ل‬٤‫ظ‬ٝ ‫ق‬٤‫ط‬ٞ‫ ط‬١‫ أ‬- ‫أدواس انصسخ وانساليخ وانجُئخ انسسبسخ‬
‫حُغالٓش‬ٝ ‫خّ حُطلش‬ٜٓ ‫خص إلؿشحء‬٤ُٝ‫ حُٔغئ‬ٝ‫ أ‬/ٝ ‫ظؼٖٔ حُٔغخءالص‬٣
.‫جش حُلغخعش‬٤‫حُز‬ٝ
.‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫ ٗظخّ ادحسس حُظلش‬- HSE-MS
‫ ربدحسس حُؼالهش ٓغ حُؼٔخُش‬٢٘‫ كشع حإلدحسس حُٔؼ‬- ‫اداسح انًىاسد انجششَخ‬
٢‫ش حُٔظخكش ك‬٣‫حسد حُزشش‬ُِٞٔ ٍ‫ن حالعظخذحّ حُلؼخ‬٤‫طلو‬ٝ )ٍ‫(حُؼٔخ‬
٢ٛ ‫ش‬٣‫حسد حُزشش‬ُٞٔ‫ ح‬١‫ش‬٣‫ق ٓذ‬٤‫ظ‬ٞ‫ ُظ‬٢‫ حألعخط حُٔ٘طو‬.‫حُٔئعغش‬
‫خس‬٤‫حالخظ‬ٝ ٖ٤٤‫حٗذ "ادحسس حألكشحد" (حُظؼ‬ٞ‫حُٔؼشكش حُٔظخظظش رـ‬
َٔ‫ٕ حُؼ‬ٞٗ‫هخ‬ٝ ‫حطذ‬ٝ‫أٗظٔش دكغ حُش‬ٝ ،‫ش‬٣‫حُشػخ‬ٝ ‫ْ حألدحء‬٤٤‫طو‬ٝ ،‫ذ‬٣‫حُظذس‬ٝ
١‫ٖ حألدحء حإلدحس‬٤‫ طلغ‬٠ُ‫ ا‬١‫ف طئد‬ٞ‫ش) ع‬٤‫حُؼالهخص حُظ٘خػ‬ٝ
.)ٖ٤‫ظل‬ُٞٔ‫ ادحسس ح‬- ‫ (ٓشحدف‬٢ٔ٤‫حُظ٘ظ‬ٝ
ٝ‫ أ‬/ٝ ‫ حُٔٔخسعخص‬/ ٟٞ‫ٕ حُٔغظ‬ٝ‫ حألكؼخٍ د‬- ‫األسجبة انًجبششح‬
‫شخس‬٣ ‫ش ٓخ‬٤‫ ًؼ‬.‫ كخدػش‬/ ‫ع كخدع‬ٞ‫ه‬ٝ ٢‫ْ ٓزخششس ك‬ٛ‫ طغخ‬٢‫ف حُظ‬ٝ‫حُظش‬
.‫ أعزخد ٓزخششس‬ٝ‫ش آٓ٘ش أ‬٤‫ف ؿ‬ٝ‫ ظش‬ٝ‫خ أػٔخٍ أ‬ًٜٗٞ ٠ُ‫ا‬
37
Impact - An adverse impact on people, the environment,
and/or PDO‟s reputation; damage and/or loss of assets.
(See Effect).
Improvement teams - Team approach to achieve
objectives.
Incident - 1) An incident is an unplanned and undesired
event or chain of events that has, or could have, resulted in
injury or illness, damage to assets, the environment,
company reputation, and/or consequential business loss.
(From PDO – from PR-1418 Incident Notification, Reporting,
and Follow-up procedure).
2) The release or near release of a hazard, which exceeds
a defined limit or threshold limit value. These are
unplanned events or a chain of events, which has caused
or could have caused injury, illness, damage and loss to
assets, the environment, and/or company reputation. (For
Process Safety Management, and for reference in Process
4, HEMP).
Induction - See orientation.
Information management - The process of gathering,
processing and interpreting data both from the firm's
external environment and from inside the firm, generally
using the information technology provided by computers.
Inherent (“gross”) risk - is an assessment without any
responses being applied and assuming no controls are in
place (or failure of existing ones). (From CP-131).
Injury frequency rate - A lagging indicator and an injury
experience measurement. An injury frequency rate may
also be referred to as a lost-time frequency rate. Local
legal / jurisdictional standards should be consulted.
Injury severity rate - A lagging indicator and a severity of
injury measurement. Local legal / jurisdictional standards
should be consulted.
Inspection - A scheduled, structured examination of a
work site with a specific focus on physical conditions and
working acts and/or practices, in addition to normal
supervisory duties. (A type of monitoring).
Interested Parties (stakeholders) - People or organisations
with an interest in the organisation‟s activities, products, and/or
services. This can include government regulators and
inspectors, investors, insurance companies, employees, the
local community, customers and consumers, NGO‟s,
environmental groups, and the general public.
‫ش ٗلؾ ػٔخٕ؛‬٤ٔ٘‫ عٔؼش ششًش ط‬ٝ‫جش أ‬٤‫حُز‬ٝ ‫ حُ٘خط‬٠ِ‫ ػ‬٢‫ش عِز‬٤‫ طؤػ‬- ‫رؤثُش‬
.)Effect ‫ (حٗظش‬.‫ حُٔٔظٌِخص‬٢‫ خغخثش ك‬ٝ‫ أ‬/ٝ ‫حُؼشس‬
.‫ذحف‬ٛ‫ن حأل‬٤‫ن ُظلو‬٣‫ؾ حُؼَٔ ًلش‬ٜٗ - ٍُ‫فشق انزسس‬
ٝ‫ أ‬ٚ٤‫د ك‬ٞ‫ش ٓشؿ‬٤‫ؿ‬ٝ ُٚ ‫ش ٓخططش‬٤‫ كذع ؿ‬٢ٛ ‫حهؼش‬ُٞ‫) ح‬1 - ‫والؼخ‬
ٖ‫ٕ هذ أعلشص ػ‬ٌٞ‫ٌٖٔ إٔ ط‬٣ ٝ‫ هذ أعلشص أ‬٢‫عِغِش ٖٓ حألكذحع حُظ‬
‫عٔؼش‬ٝ ‫جش‬٤‫حُز‬ٝ ‫ ُلوض حُٔ٘شآص‬٢‫حألػشحس حُظ‬ٝ ،‫ ٓشع‬ٝ‫اطخرش أ‬
.‫ش حُٔظشطزش‬٣‫ حُخغخثش حُظـخس‬ٝ‫ أ‬/ٝ ،‫حُششًش‬
‫ص حُلذ حُٔؼشف‬ٝ‫ظـخ‬٣ ١‫حُز‬ٝ ،‫ حالهظشحد ٖٓ اطذحس خطش‬ٝ‫) اطذحس أ‬2
ٖٓ ‫ عِغِش‬ٝ‫خ أ‬ُٜ ‫ش حُٔخطؾ‬٤‫ حألكذحع ؿ‬٢ٛ ٙ‫ز‬ٛ .٠ٗ‫ حُلذ حألد‬ٝ‫أ‬
‫خغخسس‬ٝ ‫ ػشس‬ٝ‫ ٓشع أ‬ٝ‫ هذ طغزذ اطخرش أ‬ٝ‫ عززض أ‬٢‫حألكذحع حُظ‬
.‫ عٔؼش حُششًش‬ٝ‫ أ‬/ٝ ،‫جش‬٤‫حُز‬ٝ ‫ حُٔ٘شآص‬٢‫ك‬
.ٚ٤‫ؿ‬ٞ‫ حٗظش حُظ‬- ‫انزؼشَف‬
ٖٓ ‫حء‬ٞ‫خٗخص ع‬٤‫ش حُز‬٤‫طلغ‬ٝ ‫ٓؼخُـش‬ٝ ‫ش ؿٔغ‬٤ِٔ‫ ػ‬- ‫اداسح انًؼهىيبد‬
٢‫ٓخص حُظ‬ِٞ‫خ حُٔؼ‬٤‫ؿ‬ٌُٞٞ٘‫رُي رخعظخذحّ ط‬ٝ ،‫خ‬ِٜ‫خخسؽ حُششًش أّ ٖٓ دحخ‬
.ً ‫ٓخ‬ٞٔ‫طش ػ‬ٞ٤‫ضس حٌُٔز‬ٜ‫خ أؿ‬ٛ‫كش‬ٞ‫ط‬
‫ػغ‬ٝ ٕٝ‫ْ حالعظـخرخص د‬٤٤‫ظْ طو‬٣ - )"ٍ‫انخطش انًزؤصم أو ("اإلخًبن‬
‫حرؾ‬ٞ‫ كشَ حُؼ‬ٝ‫خ (أ‬ًٜ٘‫ أٓخ‬٢‫حرؾ ك‬ٞ‫د ػ‬ٞ‫ؿ‬ٝ ّ‫ ػذ‬ٝ‫د كؼَ أ‬ٝ‫سد‬
.)‫حُوخثٔش‬
ٌٖٔ٣ٝ .‫خط ُظـشرش حإلطخرش‬٤‫ه‬ٝ ‫ ٓئشش الكن‬- ‫يؼذل ركشاس اإلصبثخ‬
٢‫٘زـ‬٣ٝ .‫هض حُؼخثغ‬ُٞ‫ ٓؼذٍ طٌشحس ح‬ٚٗ‫ أ‬٠ِ‫ ػ‬ٚ٤ُ‫شخس ا‬٣ ٕ‫ؼخ ً أ‬٣‫أ‬
.‫ش‬٤ِ‫ش حُٔل‬٤‫ش حُوؼخث‬٤٣‫ٓشحؿؼش حُٔؼخ‬
.‫سس حإلطخرش‬ٞ‫خط ُخط‬٤‫ه‬ٝ ‫ ٓئشش الكن‬- ‫يؼذل خطىسح اإلصبثخ‬
.‫ش‬٤ِ‫ش حُٔل‬٤‫ش حُوؼخث‬٤٣‫ ٓشحؿؼش حُٔؼخ‬٢‫٘زـ‬٣ٝ
‫ض رشٌَ خخص‬٤ً‫هغ حُؼَٔ ٓغ حُظش‬ُٞٔ ْ‫ٓ٘ظ‬ٝ ٖ٤‫ كلض ٓؼ‬- ‫انزفزُش‬
٠ُ‫ رخإلػخكش ا‬،ٍ‫ حألػٔخ‬ٝ‫ أ‬/ٝ ‫حُٔٔخسعخص‬ٝ ‫ش‬٣‫ػخع حُٔخد‬ٝ‫ حأل‬٠ِ‫ػ‬
.)‫ع ٖٓ حُشطذ‬ٞٗ ٞٛٝ( .١‫حؿزخص حإلششحف حُؼخد‬ٝ
‫ظٔش‬ُٜٔ‫ حُٔ٘ظٔخص ح‬ٝ‫ حُ٘خط أ‬- )‫األغشاف انًهزًخ (أصسبة انًصبنر‬
‫جخص‬٤ُٜ‫شَٔ رُي ح‬٣ ٕ‫ٌٖٔ أ‬٣ .‫ حُخذٓخص‬ٝ‫ أ‬/ ٝ ‫حُٔ٘ظـخص‬ٝ ‫خّ حُٔئعغش‬ٜٔ‫ر‬
ٖ٤ٓ‫ششًخص حُظؤ‬ٝ ٖ٣‫حُٔغظؼٔش‬ٝ ٖ٤‫حُٔلظش‬ٝ ‫ش‬٤ٌٓٞ‫ش حُل‬٤ٔ٤‫حُظ٘ظ‬
‫ش‬٤‫حُٔ٘ظٔخص ؿ‬ٝ ٖ٤ٌِٜ‫حُٔغظ‬ٝ ٖ‫حُضرخث‬ٝ ٢ِ‫حُٔـظٔغ حُٔل‬ٝ ٖ٤‫ظل‬ُٞٔ‫ح‬ٝ
.ّ‫س حُؼخ‬ٜٞٔ‫حُـ‬ٝ ‫ش‬٤‫ج‬٤‫حُـٔخػخص حُز‬ٝ ‫ش‬٤ٌٓٞ‫حُل‬
38
Intrinsic motivation - A means of engaging the individual
to develop an internal competence and desire for
appropriate behaviours. Characterized by education and
training, empowerment, meaningful tasks, and
opportunities, etc.
IPF - Instrumented protective function.
IRPA - Individual risk per annum.
ISO - International Organisation for Standardization - ISO
(International Organisation for Standardization) is the world's
largest developer and publisher of International Standards.
ISO is a network of the national standards institutes of 163
countries, one member per country, with a Central
Secretariat in Geneva, Switzerland, that coordinates the
system. ISO is a non-governmental organisation that forms a
bridge between the public and private sectors. On the one
hand, many of its member institutes are part of the
governmental structure of their countries, or are mandated by
their government. On the other hand, other members have
their roots uniquely in the private sector, having been set up
by national partnerships of industry associations. The ISO
website is: www.iso.org
Job description - A written statement describing the
activities involved with a particular job or occupation, e.g.,
purpose, major responsibilities, accountabilities and
functions, (synonym: position description).
Joint safety and health committee - A committee
consisting of non-supervisory and supervisory
representatives appointed to consider safety and health
matters. The existence of a joint safety and health
committee is frequently required by law.
JMR - Total number of kilometers driven per man-hour
worked.
Just-In-Time (JIT) system - A production management
system in which materials, components and products are
produced for, or delivered to, the next stage of production
(or customers) at the exact time needed. JIT seeks to
minimize the amount of work-in-process stocks held by a
firm by synchronizing the flow of materials between
production processes; and to economize on finished
product stocks by matching the final assembly of products
with the rate of customers' orders.
Lagging indicators - Measurements of consequence or
results. Answers the question, “What happened / what
went wrong?” Reactive measures.
‫حُشؿزش‬ٝ ‫ش‬٤ِ‫ش حٌُلخءس حُذحخ‬٣ٞ‫ طط‬٢‫ِش إلششحى حُلشد ك‬٤‫ع‬ٝ - ٍ‫دافغ داخه‬
ّ‫خ‬ُٜٔ‫ح‬ٝ ،ٖ٤ٌٔ‫حُظ‬ٝ ،‫ذ‬٣‫حُظذس‬ٝ ْ٤ِ‫ض رخُظؼ‬٤ٔ‫ طظ‬.‫خص حُٔ٘خعزش‬٤ًِٞ‫ حُغ‬٢‫ك‬
.‫ اُخ‬،‫اطخكش حُلشص‬ٝ ،ٟ‫رحص حُٔـض‬
.‫ضس‬ٜ‫ش ٓـ‬٣‫لش كٔخ‬٤‫ظ‬ٝ - IPF
‫ش حُؼخٓش‬٣‫ حُٔخخؽش حُلشد‬- IRPA
٢‫ٗخشش ك‬ٝ ‫س‬ٞ‫ أًزش ٓط‬٢ٛ - ‫ظ‬٤٣‫ذ حُٔوخ‬٤‫ك‬ٞ‫ش ُظ‬٤ُٝ‫ حُٔ٘ظٔش حُذ‬- ‫اَضو‬
‫ ػزخسس ػٖ شزٌش ٖٓ ٓئعغخص‬٢ٛ ٝ‫ض‬٣‫ ا‬.‫ش‬٤ُٝ‫ش حُذ‬٤٣‫حُؼخُْ ُِٔؼخ‬
‫ ٓغ‬،‫حكذ ٌَُ رِذ‬ٝ ٞ‫حهغ ػؼ‬ٞ‫ ر‬،ً‫ رِذح‬163 ٖٓ ‫ش ٓئُلش‬٤٘‫ؽ‬ُٞ‫ش ح‬٤٣‫حُٔؼخ‬
ٝ‫ض‬٣‫ حإل‬.‫غشح‬٣ٞ‫ ع‬- ‫ق‬٤٘‫ ؿ‬٢‫ ط٘غن حُ٘ظخّ ك‬٢‫ش حُظ‬٣‫ٕ حألٓخٗش حُٔشًض‬ًٞ
.‫حُخخص‬ٝ ّ‫ٖ حُؼخ‬٤‫ٖ حُوطخػ‬٤‫طشٌَ ؿغشحً ر‬ٝ ‫ش‬٤ٌٓٞ‫ش ك‬٤‫ ٓ٘ظٔش ؿ‬٢ٛ
٢‫ ك‬٢ٌٓٞ‫ٌَ حُل‬٤ُٜ‫ ؿضء ٖٓ ح‬٢ٛ ‫خ‬ٜ٤‫ذ ٖٓ حُٔئعغخص حألػؼخء ك‬٣‫حُؼذ‬
‫٘خى‬ٛ ٟ‫ش أخش‬٤‫ ٖٓ ٗخك‬.ْٜ‫ٓظ‬ٌٞ‫ق ٖٓ ك‬٤ٌِ‫ رظ‬٢ٛ ٝ‫ أ‬،‫ش‬٤‫ْ ٖٓ ٗخك‬ٜٗ‫رِذح‬
َ‫ أٗشت ٖٓ هز‬١‫ حُز‬،‫ حُوطخع حُخخص كوؾ‬٢‫س ك‬ٝ‫ْ ؿز‬ُٜ ‫أػؼخء‬
- ٞٛ ٝ‫ض‬٣‫هغ ا‬ٞٓ .٢‫خص حُوطخع حُظ٘خػ‬٤‫ش ُـٔؼ‬٤٘‫ؽ‬ٝ ‫ششحًخص‬
www.iso.org
‫٘ش‬ٜٓ ٝ‫لش أ‬٤‫ظ‬ٝ ٢‫ش ك‬٤٘‫خّ حُٔؼ‬ُٜٔ‫ظق ح‬٣ ‫د‬ٞ‫خٕ ٌٓظ‬٤‫ ر‬- ‫وصف انؼًم‬
‫حُٔغخءُش‬ٝ ‫ش‬٤‫غ‬٤‫خص حُشث‬٤ُٝ‫حُٔغئ‬ٝ ‫َ حُٔؼخٍ حُٔوظذ‬٤‫ عز‬٠ِ‫ ػ‬،‫٘ش‬٤‫ٓؼ‬
.)‫طق حُٔ٘ظذ‬ٝ - ‫ظخثق (ٓشحدف‬ُٞ‫ح‬ٝ
ٖ٤٤‫ٖ سهخر‬٤ِ‫ ُـ٘ش طظؤُق ٖٓ ٓٔؼ‬- ‫انهدُخ انًشزشكخ نهساليخ وانصسخ‬
ٕ‫خ‬٤‫ش ٖٓ حألك‬٤‫ ًؼ‬٢‫ ك‬.‫حُظلش‬ٝ ‫ ٓغخثَ حُغالٓش‬٢‫ٖ ُِ٘ظش ك‬٤٤‫ش سهخر‬٤‫ؿ‬ٝ
.‫حُظلش‬ٝ ‫د حُِـ٘ش حُٔشظشًش ُِغالٓش‬ٞ‫ؿ‬ٝ ٕٞٗ‫ظطِذ حُوخ‬٣
.َٔ‫خدس ٌَُ عخػش ػ‬٤‫ٓظشحص حُو‬ِٞ٤ً ‫ع ػذد‬ٞٔ‫ ٓـ‬- JMR
‫حد‬ُٞٔ‫غ ط٘ظؾ ح‬٤‫ ٗظخّ ادحسس اٗظخؽ رل‬- "‫َظبو "فٍ انىلذ انًُبست‬
ٝ‫ش ٖٓ حإلٗظخؽ (أ‬٤ُ‫ حُٔشكِش حُظخ‬٠ُ‫ طغِْ ا‬ٝ‫ أ‬،‫حُٔ٘ظـخص‬ٝ ‫ٗخص‬ٌُٞٔ‫ح‬ٝ
‫ش‬٤ًٔ َ٤ِ‫ طو‬٠ُ‫ حُ٘ظخّ ا‬٠‫غؼ‬٣ٝ .‫د‬ِٞ‫هض حُٔلذد حُٔط‬ُٞ‫ ح‬٢‫حُؼٔالء) ك‬
ٖ٤‫حد ر‬ُٞٔ‫ٖ طذكن ح‬٤‫حعطش حُظضحٖٓ ر‬ٞ‫َ ُِششًش ر‬٤‫ذ حُظشـ‬٤‫حُؼَٔ ه‬
‫ن‬٣‫ ػٖ ؽش‬٢‫خث‬ُٜ٘‫ٕ حُٔ٘ظؾ ح‬ٝ‫ ٓخض‬٢‫ حالهظظخد ك‬٠ِ‫ػ‬ٝ ،‫خص حإلٗظخؽ‬٤ِٔ‫ػ‬
.ٖ‫خص حُضرخث‬٤‫ ُِٔ٘ظـخص ٓغ ٓؼذٍ ؽِز‬٢‫خث‬ُٜ٘‫غ ح‬٤ٔ‫ٓطخروش حُظـ‬
.‫ش‬٤ِ‫ش طلخػ‬٤‫ حُ٘ظخثؾ؛ طذحر‬ٝ‫حهذ أ‬ٞ‫ظ حُؼ‬٤٣‫ ٓوخ‬- ‫انًئششاد انًزؤخشح‬
39
Leading indicators - Measurements of inputs to a
process. Answers the question, “How well are we doing
our work?” Proactive measures.
Leadership – 1) Leadership is the collective function of all
leaders (from CP-122, Process 1, Leadership and
Commitment). 2) Leadership is the process wherein a
leader engages with and mobilizes others to drive change
in an organisation. 3)The process of influencing others to
achieve certain goals. Effective leadership is often seen as
the outcome of leadership qualities (traits) which some
people have and some do not.
Lesson plan - A document which provides guidance to a
course instructor regarding the proper presentation of a
subject. Lesson plans usually include learner objectives,
educational approaches to be used, materials and learning
aids to be used, outlines of the presentations and time to
be spent in teaching the subjects.
Life cycle, product - Term relating to a generally accepted
hypothesis that all products are subject to a pattern of
demand which, after its start, grows, stabilizes for a period,
then tends to decline and finally disappear. The life cycle
contention is that all products have both a beginning and
an end. This dictates the need for new product
development; the order of time frame determines the
intensity with which such development takes place.
LIFO - Last In, First Out. Last goods produced or received
should be picked first. Used in purchasing / procurement
and inventory control.
Likelihood - The expectation, possibility, and/or chance of
an event happening. Usually expressed as a frequency
(i.e. once every 10 years), but sometimes as a probability
(i.e. 0.2, 40% etc.).
Lock-out - A practice for preventing the undesired
operation of equipment or power systems by the affixing of
a device with a lock which prevents anyone from turning
on the power or energy source.
Logistics - Term borrowed from the military, describing the
science and practice of estimating the likely flows and
timings of company resources for any particular project or
campaign and providing the means to achieve them.
Primarily used in physical distribution and the control of
materials transfer and stock holdings. Logistics consist of
materials management and physical distribution (synonym:
logistics management).
٠ِ‫ذ ػ‬٤‫ طـ‬.‫ش‬٤ِٔ‫ حُؼ‬٠ُ‫ظ حُٔذخالص ا‬٤٣‫ ٓوخ‬- ‫انًئششاد انًزمذيخ‬
.‫ش‬٤‫هخث‬ٝ ‫ذ؟"؛ اؿشحءحص‬٤‫ّ رؼِٔ٘خ رشٌَ ؿ‬ٞ‫َ ٗو‬ٛ" - ٍ‫حُغئح‬
‫ش‬٤ِٔ‫ ػ‬٢ٛ ‫خدس‬٤‫) حُو‬2 .‫ش ٌُخكش حُوخدس‬٤‫لش ؿٔخػ‬٤‫ظ‬ٝ ٢ٛ )1 - ‫انمُبدح‬
٢‫ش ك‬٤٤‫ٖ ُذكغ ػـِش حُظـ‬٣‫خش‬٥‫لشى ح‬٣ٝ ٍٝ‫خ حُٔغئ‬ٜ٤‫شخسى ك‬٣
ً‫ ؿخُزخ‬.‫٘ش‬٤‫ذحف ٓؼ‬ٛ‫ن أ‬٤‫ٖ ُظلو‬٣‫خش‬٥‫ ح‬٠ِ‫ش ػ‬٤‫ش حُظؤػ‬٤ِٔ‫ ػ‬٢ٛٝ .‫حُٔئعغش‬
)‫خدس (حُخظخثض‬٤‫ـش ُظلخص حُو‬٤‫خ ٗظ‬ٜٗ‫ أ‬٠ِ‫خدس حُلؼخُش ػ‬٤‫ حُو‬٠ُ‫٘ظش ا‬٣ ‫ٓخ‬
.‫خش‬٥‫خ حُزؼغ ح‬ٛ‫لظوذ‬٣ٝ ‫خ رؼغ حُ٘خط‬ٌِٜ‫ٔظ‬٣ ٢‫حُظ‬
‫خص ُِٔذسط رشؤٕ حُؼشع حُٔ٘خعذ‬ٜ٤‫ؿ‬ٞ‫كش حُظ‬ٞ‫وش ط‬٤‫ػ‬ٝ - ‫خطخ انذسط‬
ْ٤ِ‫ؾ حُظؼ‬ٜ٘ٓٝ ِْ‫ذحف حُٔظؼ‬ٛ‫ خطؾ حُذسط ػخدس ٓخ طشَٔ أ‬.‫ع‬ٞ‫ػ‬ُِٞٔ
‫ؼش‬٣‫ؽ حُؼش‬ٞ‫حُخط‬ٝ ،‫َ حُظؼِْ حُٔغظخذٓش‬٤ٜ‫أعزخد طغ‬ٝ ‫حد‬ُٞٔ‫ح‬ٝ
.‫حد‬ُٞٔ‫ظ ح‬٣‫ ُظذس‬ٚ‫ظ‬٤‫هض حُٔوشس طخظ‬ُٞ‫ح‬ٝ ‫ع‬ٝ‫ُِؼش‬
ٕ‫خ أ‬ٜ٤ِ‫ش حُٔظؼخسف ػ‬٤‫ظؼِن رخُلشػ‬٣ ‫ ٓظطِق‬- ‫دوسح زُبح انًُزح‬
‫غظوش‬٣ٝ ٞٔ٘٣ ٚ‫ظ‬٣‫ رؼذ رذح‬١‫غ حُٔ٘ظـخص طخ ؼغ ُ٘ٔؾ ٖٓ حُطِذ حُز‬٤ٔ‫ؿ‬
‫ حُـذحٍ حُذحثش‬.‫ش حُٔطخف‬٣‫خ‬ٜٗ ٢‫ٍ ك‬ٝ‫ض‬٣ٝ ‫ حالٗخلخع‬٠ُ‫ ا‬ٚ‫ظـ‬٣ ْ‫ُلظشس ػ‬
.‫ش‬٣‫خ‬ٜٗٝ ‫ش‬٣‫حء رذح‬ٞ‫ كذ ع‬٠ِ‫غ حُٔ٘ظـخص ػ‬٤ٔ‫ إٔ ُـ‬ٞٛ ‫خس‬٤‫سس حُل‬ٝ‫ٍ د‬ٞ‫ك‬
٢٘ٓ‫د اؽخس ص‬ٝ‫ كذ‬٢‫ذس ك‬٣‫ش ٓ٘ظـخص ؿذ‬٣ٞ‫ طط‬٠ُ‫لشع حُلخؿش ا‬٣ ‫زح‬ٛ
.‫ش‬٣ٞ‫زح حُظط‬ٛ ‫لذد ًؼخكش‬٣
ً‫شح‬٤‫حسدس أخ‬ُٞ‫ ح‬ٝ‫ حُغِغ حُٔ٘ظـش أ‬.ً ‫ؿخ‬ٝ‫ٍ خش‬ٝ‫الً حأل‬ٞ‫خش دخ‬٥‫ ح‬- LIFO
‫ػزؾ‬ٝ ‫خص‬٣‫ حُٔشظش‬/ ‫ حُششحء‬٢‫غظخذّ ك‬٣ .ً‫ال‬ٝ‫خ أ‬ٛ‫خس‬٤‫ظْ حخظ‬٣ ٕ‫ أ‬٢‫٘زـ‬٣
.ٕٝ‫حُٔخض‬
‫ؼزش‬٣ ‫ ػخدس ٓخ‬.‫ع كذع‬ٝ‫ كشطش كذ‬ٝ‫ أ‬/ٝ ‫ش‬٤ٗ‫حإلٌٓخ‬ٝ ‫هغ‬ٞ‫ حُظ‬- ‫األسخسُخ‬
ٍ‫خٕ ًخكظٔخ‬٤‫ رؼغ حألك‬٢‫ ك‬ٝ‫ أ‬،)‫حص‬ٞ٘‫ ع‬10 ًَ ‫ ًظٌشحس (ٓؼَ ٓشس‬ٚ٘‫ػ‬
.)‫ حُخ‬٪ 40 ،0،2 ١‫(أ‬
‫خ ُِٔؼذحص‬ٜ٤‫د ك‬ٞ‫ش ٓشؿ‬٤‫َ ؿ‬٤‫ش طشـ‬٤ِٔ‫ ػ‬١‫ ٓٔخسعش ُٔ٘غ أ‬٢ٛ - ‫لَفم‬
ٖٓ ‫ شخض‬١‫ٔ٘غ أ‬٣ َ‫خص ٓغ هل‬ٜ‫ػغ ؿ‬ٝ ‫ن‬٣‫ أٗظٔش حُطخهش ػٖ ؽش‬ٝ‫أ‬
.‫ ٓظذس حُطخهش‬ٝ‫ُش أ‬٥‫َ ح‬٤‫طشـ‬
٢‫حُٔٔخسعش ك‬ٝ ِّٞ‫ظق حُؼ‬٣ ‫ش‬٤‫ ٓظطِق ٓغظؼخس ٖٓ حُـ‬- ‫انهىخسزُخ‬
ٖ٤‫ع ٓؼ‬ٝ‫ ٓشش‬١‫حسد حُششًش أل‬ٞٓ ‫كش‬ٞ‫هخص ط‬ٝ‫أ‬ٝ َٔ‫ش حُظذكن حُٔلظ‬٣‫طوذ‬
‫سس‬ٞ‫ ٓغظؼِٔش رظ‬٢ٛٝ .‫خ‬ٜ‫و‬٤‫عخثَ حُالصٓش ُظلو‬ُٞ‫ش ح‬٤‫ك‬ٞ‫ط‬ٝ ‫ كِٔش‬ٝ‫أ‬
‫ش‬٤‫ؿغظ‬ُِٞ‫ ح‬.‫ٗخص‬ٝ‫حُٔخض‬ٝ ‫حد‬ُٞٔ‫ػزؾ ٗوَ ح‬ٝ ١‫غ حُٔخد‬٣‫ص‬ٞ‫ حُظ‬٢‫ش ك‬٤‫غ‬٤‫سث‬
.)‫ش‬٤‫ؿغظ‬ُِٞ‫ حإلدحسس ح‬:‫ (ٓشحدف‬١‫غ حُٔخد‬٣‫ص‬ٞ‫حُظ‬ٝ ‫حد‬ُٞٔ‫طظؤُق ٖٓ ادحسس ح‬
40
Loss - The avoidable waste of any resource, such as
people, equipment, materials, and/or the environment.
Loss control - Activities to reduce accidental losses to an
organisation. These losses may include injuries,
occupational illnesses, property damage, process losses,
down-time, quality degradation, environmental impacts,
etc. These activities include anything done to prevent or
minimize the risk of loss exposures, reduce losses when
loss-producing events occur, and/or terminate or avoid
risks.
LSIR - Location specific individual risk.
LTI - Lost Time Injuries are the sum of Fatalities,
Permanent Total Disabilities, and Lost Workday Cases.
N.B. If, in a single Incident 20 people receive lost time
injuries, then it is accounted for corporate reporting
purposes as 20 LTI's (not 1 LTI).
LTIF - The Lost Time Injury Frequency is the number of
Lost Time Injuries per million man-hours worked during the
period.
Major hazard - Any hazard giving rise to “high” HSE risks.
Major injury / illness - Injury or illness resulting in at least
a temporary disability (disabling injury).
Major property damage rate - The degree of economic
loss determined by the organisation to be significant
enough to require the same management attention
normally given a disabling or lost-time injury. See
Disabling Injury.
Management - Getting things done through others. The
process of organizing and directing human and physical
resources within an organisation to meet defined
objectives. Key management functions and roles are
planning, organizing, leading, and controlling.
Management audits - Comprehensive audits of managers'
compliance with clearly defined criteria, conducted by
managers of comparable levels and experience.
،‫حسد ٓؼَ حألشخخص‬ُٞٔ‫ ٖٓ ح‬١‫ أل‬ٚ‫ٌٖٔ طـ٘ز‬٣ ١‫ذس حُز‬ُٜ‫ ح‬- ‫انخسبسح‬
.‫جش‬٤‫ حُز‬ٝ‫ أ‬/ٝ ‫حد‬ُٞٔ‫ح‬ٝ ‫حُٔؼذحص‬ٝ
ٕ‫ٌٖٔ أ‬٣ .‫ش َُمإسسة‬٤‫خّ ُِلذ ٖٓ حُخغخثش حُؼشػ‬ٜٓ - ‫ظجػ انخسبئش‬
‫اطالف حُٔٔظٌِخص‬ٝ ‫ش‬٤ُٜ٘ٔ‫حألٓشحع ح‬ٝ ‫ حُخغخثش حإلطخرخص‬ٙ‫ز‬ٛ َٔ‫طش‬
‫شحص‬٤‫حُظؤػ‬ٝ ‫ش‬٤‫ػ‬ُٞ٘‫س ح‬ٞٛ‫طذ‬ٝ َ٤‫هض ػذّ حُظشـ‬ٝٝ ‫خص‬٤ِٔ‫خغخثش حُؼ‬ٝ
َ٤ِ‫ طو‬ٝ‫ ُٔ٘غ أ‬ٚ‫وخّ ر‬٣ َٔ‫ ػ‬١‫خّ أ‬ُٜٔ‫ ح‬ٙ‫ز‬ٛ َٔ‫طش‬ٝ .‫خ‬ٛ‫ش‬٤‫ؿ‬ٝ ‫ش‬٤‫ج‬٤‫حُز‬
‫ع أكذحع‬ٞ‫ه‬ٝ ‫ حُلذ ٖٓ حُخغخثش ػ٘ذ‬ٝ‫ٓخخؽش حُظؼشع ُِخغخسس أ‬
.‫ طـ٘ذ حُٔخخؽش‬ٝ‫خء أ‬ٜٗ‫ ا‬ٝ‫ أ‬/ٝ ،‫ٓ٘ظـش ُِخغخسس‬
‫هغ ٓلذد‬ُٞٔ ‫ش‬٣‫ حُٔخخؽش حُلشد‬- LSIR
‫ش‬٤ٌُِ‫حإلػخهخص ح‬ٝ ‫خص‬٤‫ك‬ُٞ‫ع ح‬ٞٔ‫ ٓـ‬٢ٛ ‫هض‬ُٞ‫ اطخرخص كوذحٕ ح‬- LTI
20 ‫حكذس‬ٝ ‫ كخدػش‬٢‫ ك‬٠‫ ارح طِو‬.َٔ‫كخالص خغشحٕ عخػخص حُؼ‬ٝ ‫حُذحثٔش‬
‫خ طلغذ‬ٜٗ‫ش حُششًش كب‬٣‫ كألؿشحع طوش‬،‫هض‬ُٞ‫شخظخ ً اطخرخص كوذحٕ ح‬
.‫هض‬ُٞ‫ اطخرش كوذحٕ ح‬20 ‫خ‬ٜٗ‫ أ‬٠ِ‫ػ‬
‫هض‬ُٞ‫ ػذد اطخرخص كوذحٕ ح‬ٞٛ ‫هض‬ُٞ‫ طٌشحس اطخرخص كوذحٕ ح‬- LTIF
.‫٘ش‬٤‫ٕ عخػش ػَٔ خالٍ كظشس ٓؼ‬ٞ٤ِٓ ٌَُ
."‫ "ٓشطلؼش‬HSE ‫ ٓخخؽش‬٠ُ‫ ا‬١‫ئد‬٣ ‫ خطش‬١‫ أ‬- ٍُ‫خطش سئُس‬
َ‫ حأله‬٠ِ‫ ػ‬١‫ئد‬٣ ١‫ حُٔشع حُز‬ٝ‫ حإلطخرش أ‬- ٍ‫ يشض سئُس‬/ ‫اصبثخ‬
.)‫ اػخهش ٓئهظش (اطخرش ٓغززش ُإلػخهش‬٠ُ‫ا‬
‫ش‬٣‫ دسؿش حُخغخسس حالهظظخد‬- ‫يؼذل كجُش فٍ األظشاس فٍ انًًزهكبد‬
ّ‫ظٔخ‬ٛ‫ ٗلظ حإل‬٢‫ ُظغظذػ‬٢‫ٌل‬٣ ‫شس رٔخ‬٤‫خ ًز‬ٜٗ‫ أ‬٠ِ‫خ حُٔئعغش ػ‬ٛ‫ طلذد‬٢‫حُظ‬
‫ اطخرش ٓغززش‬ٝ‫هض أ‬ُٞ‫ ػخدس إلطخرش كوذحٕ ح‬٠‫ؼط‬٣ ١‫ حُز‬١‫حإلدحس‬
.‫ حٗظش حإلطخرش حُٔغززش ُإلػخهش‬.‫ُإلػخهش‬
ٚ٤‫ؿ‬ٞ‫ط‬ٝ ْ٤‫ش ط٘ظ‬٤ِٔ‫ ػ‬.ٖ٣‫خش‬٥‫ اٗـخص حألػٔخٍ ٖٓ خالٍ ح‬- ‫اداسح‬
.‫ذحف ٓلذدس‬ٛ‫ن أ‬٤‫ش دحخَ حُٔئعغش ُظلو‬٣‫حُٔخد‬ٝ ‫ش‬٣‫حسد حُزشش‬ُٞٔ‫ح‬
‫خدس‬٤‫حُو‬ٝ ْ٤‫حُظ٘ظ‬ٝ ‫ؾ‬٤‫ حُظخط‬٢ٛ ‫ش ُإلدحسس‬٤‫غ‬٤‫حس حُشث‬ٝ‫حألد‬ٝ ‫ظخثق‬ُٞ‫ح‬
.‫حُؼزؾ‬ٝ
‫ش ٓلذدس‬٤٣‫ن شخَٓ إلٓظؼخٍ حُٔذسحء ُٔؼخ‬٤‫) طذه‬1( – ‫رذلُك اإلداسح‬
.‫خزشس ٓٔخػِش‬ٝ ‫خص‬٣ٞ‫ ٓغظ‬٢‫خ ٓذسحء ك‬ٜ٣‫ـش‬٣ ٢‫ حُظ‬ٝ ‫ف‬ٞ‫ػ‬ٞ‫ر‬
41
Management system - (1) ISO: The part of the overall
management system that includes organisational structure,
planning activities, responsibilities, practices, procedures,
processes, and resources for developing, implementing,
achieving, reviewing, and maintaining the (environmental)
policy. (2) A framework of controls for managing
organisational risks and driving continual improvement.
Management system performance standard - A
management system performance standard is a statement
detailing WHO, does WHAT, WHEN and/or HOW OFTEN.
These standards define performance expectations or
requirements of PDO leadership, employees, and/or
suppliers, contractors, and sub-contractors.
Manual - A document that links the policy with all related
codes of practice, procedures, specifications, work
instructions, and/or guidelines for performing a business
activity.
Manual of Permitted Operations (MOPO) - Defines the
limit of safe operation permitted for a particular asset if
control and or mitigation measures are reduced and/or
removed, yet maintaining a tolerable level or risk. It
considers combinations of hazards and hazardous events.
Materials handling - The physical movement of materials
from place to place, their packaging (in carton / pallet /
containers) and storage as they proceed through various
production, warehousing, and distribution processes.
Materials handling seeks to minimize internal transport
costs, damage to, and waste of, materials. Handling
activities can include: unloading, sorting, palletizing,
storing, order picking, loading, discharging, unpacking.
May - indicates a possible course of action. (See Can).
MCP - Maintenance craft procedure.
Medium and low risk incident - Incident for which the
combination of potential consequences and probability is
assessed to be in the yellow or blue shaded area of the
Risk Assessment Matrix.
Middle management - Those between the senior
managers and first-line supervisors. Titles typically relate
to department head or general supervisory personnel.
(See Senior Management, First-Line Management).
ٖٔ‫ظؼ‬٣ ١‫ حُـضء ٖٓ ٗظخّ حإلدحسس حُؼخّ حُز‬- ٝ‫ض‬٣‫) ا‬1( - ‫َظبو اداسح‬
‫حُٔٔخسعخص‬ٝ ‫خص‬٤ُٝ‫حُٔغئ‬ٝ ّ‫خ‬ُٜٔ‫ؾ ح‬٤‫طخط‬ٝ ،٢ٔ٤‫ٌَ حُظ٘ظ‬٤ُٜ‫ح‬
‫ن‬٤‫طلو‬ٝ ‫ز‬٤‫ط٘ل‬ٝ ‫ػغ‬ُٞ ‫حسد حُالصٓش‬ُٞٔ‫ح‬ٝ ‫خص‬٤ِٔ‫حُؼ‬ٝ ‫حإلؿشحءحص‬ٝ
‫حرؾ‬ٞ‫) اؽخس ٖٓ حُؼ‬2( .)‫ش‬٤‫ج‬٤‫خعش (حُز‬٤‫ حُغ‬٠ِ‫حُللخظ ػ‬ٝ ‫ٓشحؿؼش‬ٝ
.‫ٖ حُٔغظٔش‬٤‫دكغ حُظلغ‬ٝ ‫ حُٔئعغش‬٢‫إلدحسس حُٔخخؽش ك‬
ٖٓ َ‫لظ‬٣ ٕ‫خ‬٤‫ ر‬ٞٛ ‫خس أدحء ٗظخّ حإلدحسس‬٤‫ ٓؼ‬- ‫يؼُبس أداء َظبو اإلداسح‬
ٝ‫هؼخص حألدحء أ‬ٞ‫ش طلذد ط‬٤٣‫ حُٔؼخ‬ٙ‫ز‬ٛ .‫ حُ ٔذس‬ٝ‫ أ‬/ٝ ٠‫ٓظ‬ٝ ‫لؼَ ٓخرح‬٣
ٖ٣‫سد‬ُٞٔ‫ ح‬ٝ‫ أ‬/ٝ ٖ٤‫ظل‬ُٞٔ‫ح‬ٝ ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫حُٔظطِزخص ٖٓ ادحسس ششًش ط‬
.ٖ٤٤‫ٖ حُلشػ‬٤ُٝ‫حُٔوخ‬ٝ
‫حػذ حُٔٔخسعش‬ٞ‫ٗخص ه‬ٝ‫غ ٓذ‬٤ٔ‫خعخص ٓغ ؿ‬٤‫وش طشرؾ حُغ‬٤‫ػ‬ٝ - ‫كزُت‬
١‫ حإلسشخدحص ألدحء أ‬ٝ‫ أ‬/ٝ َٔ‫ٔخص حُؼ‬٤ِ‫طؼ‬ٝ ‫حطلخص‬ُٞٔ‫ح‬ٝ ‫حإلؿشحءحص‬ٝ
.١‫ٔش طـخس‬ٜٓ
َ٤‫ٖٓ ٖٓ حُظشـ‬٥‫ؼشف حُلذ ح‬٣ .- ‫دنُم انؼًهُبد انًسًىذ ثهب‬
/ٝ ‫ش حُشهخرش‬٤‫ اصحُش طذحر‬ٝ‫ أ‬/ٝ َ٤ِ‫٘ش ارح طْ طو‬٤‫ ٓ٘شؤس ٓؼ‬٠ِ‫ ػ‬ٚ‫ف ر‬ٞٔ‫حُٔغ‬
ٖ٤‫ؤخز رؼ‬٣ .‫ُش‬ٞ‫ ٓخخؽش ٓوز‬ٝ‫ أ‬ٟٞ‫ ٓغظ‬٠ِ‫ ٓغ حُللخظ ػ‬،‫ق‬٤‫ حُظخل‬ٝ‫أ‬
.‫حألكذحع حُخطشس‬ٝ ‫ؾ ٖٓ حُٔخخؽش‬٣‫حإلػظزخس ٓض‬
‫ق‬٤ِ‫حُظـ‬ٝ ٕ‫ ٌٓخ‬٠ُ‫حد ٖٓ ٌٓخٕ ا‬ُِٞٔ ‫ش‬٣‫ حُلشًش حُٔخد‬- ‫يؼبندخ انًىاد‬
‫خ‬ٜٓ‫ٖ أػ٘خء طوذ‬٣‫حُظخض‬ٝ )‫خص‬٣ٝ‫ حُلخ‬/ ‫ حُٔ٘ظخص حُ٘وخُش‬/ ٕٞ‫ ًخسط‬٢‫(ك‬
‫حد‬ُٞٔ‫ ٓؼخُـش ح‬.‫غ‬٣‫ص‬ٞ‫حُظ‬ٝ .ٖ٣‫حُظخض‬ٝ ‫خص حإلٗظخؽ حُٔخظِلش‬٤ِٔ‫خالٍ ػ‬
ٌٖٔ٣ٝ .‫حد‬ُٞٔ‫حألػشحس رخ‬ٝ ‫ذحس‬ٛ‫حإل‬ٝ ٢ِ‫ق حُ٘وَ حُذحخ‬٤ُ‫َ طٌخ‬٤ِ‫ ُظو‬٠‫طغؼ‬
‫ ٓ٘ظخص‬٠ِ‫ػغ ػ‬ُٞ‫ح‬ٝ ‫حُلشص‬ٝ ‫ؾ‬٣‫ حُظلش‬:٢ِ٣ ‫خّ حُٔؼخُـش إٔ طشَٔ ٓخ‬ُٜٔ
‫كي‬ٝ ‫ؾ‬٣‫حُظلش‬ٝ َ٤ٔ‫حُظل‬ٝ ١‫حٗظوخء حُطِذ حُظـخس‬ٝ ،ٖ٣‫حُظخض‬ٝ ‫ٗوخُش‬
.‫ق‬٤ِ‫حُظـ‬
.)ٌٖٔ٣ ‫ (حٗظش‬.َٔ‫ ٓغخس ٌٖٓٔ ُِؼ‬٠ُ‫ش ا‬٤‫ طش‬- ‫لذ‬
.‫ش‬٤‫خٗش حُ ِل َشك‬٤‫ اؿشحءحص حُظ‬- MCP
‫ْ ٓشًذ‬٤٤‫ظْ طو‬٣ ٢‫حدع حُظ‬ٞ‫ حُل‬- ‫زبدس يزىسػ أو يُخفط انًخبغش‬
‫ حُٔ٘طوش‬٢‫ٕ ك‬ٌٞ٣ ٕ‫خ رؤ‬ٜ‫ػ‬ٝ‫اكظٔخٍ كذ‬ٝ ‫خ‬ٜ‫ػ‬ٝ‫حهذ حُٔلظِٔش ُلذ‬ٞ‫حُؼ‬
.‫ْ حُٔخخؽش‬٤٤‫كش طو‬ٞ‫ ٓظل‬٢‫ حُضسهخء ك‬ٝ‫حُٔظِِش حُظلشحء أ‬
٢‫ٓششك‬ٝ ‫ٖ ًزخس حُٔذسحء‬٤‫ٕ ر‬ٞ‫وؼ‬٣ ٖ٣‫ حُٔذسحء حُز‬- ً‫اإلداسح انىسط‬
‫ حُشهخرش‬٢‫ظل‬ٞٓ ٝ‫ظ حُوغْ أ‬٤‫ ٓ٘خطذ طظظَ ػخدس رشث‬.ٍٝ‫حُخؾ حأل‬
.)‫ٍ ُإلدحسس‬ٝ‫حُخؾ حأل‬ٝ ‫خ‬٤ِ‫ (سحؿغ حإلدحسس حُؼ‬.‫حُؼخٓش‬
42
Mission statement - An explicit written statement for the
reason an organisation exists, the social needs it fulfils,
and its fundamental business focus. Mission statements
are designed to give substance to the perceived purposes
of the organisation and provide all employees with an
indication of what they are attempting to achieve through
their collective endeavor (related terms: policy statement,
organisation statement).
Mitigation measures - To reduce or limit the number and
severity of the consequences arising from a hazardous
event or effect.
Monitoring - To oversee, supervise, or regulate for purposes
of control, checking continually, and/or keeping track of.
Monitoring here may include using specialized equipment,
human observation, and/or a combination of both.
MOPO - See “Manual of Permitted Operations.”
Must - indicates a course of action with a required, mandatory
status within PDO. (See should).
Mutual aid agreements - Formal agreements with local,
private organisations to provide resources in the event of
an emergency.
Near-miss - An incident that could have caused illness,
injury or damage to assets, the environment or company
reputation, or consequential business loss, but did not. All
near misses shall be treated as incidents and shall be
investigated and reported according to their potential risk.
(From PDO PR-1418).
Non-compliance - Failure to meet the HSE Management
System requirements. Non-compliance may be identified
by monitoring activities, adverse trends in performance
indicators, non-completion of HSE Plans, failure to meet
targets, incident investigations, and/or audits /
assessments.
Nonconformity - (1) Deviation from the specified situation.
(2) The non-fulfillment of specified requirements.
Norm - A belief or action shared by two or more people.
NORM - Naturally occurring radioactive material.
OAASAWKI - “Our assets are safe and we know it.”
‫د حُٔئعغش‬ٞ‫ؿ‬ٝ ‫ٖ عزذ‬٤‫ز‬٣ ٢‫ق خط‬٣‫خٕ طش‬٤‫ ر‬- ‫ثُبٌ انًهًخ‬
‫خ‬ُٜ‫ ٓخرح طشطٌض أػٔخ‬٠ِ‫ػ‬ٝ ‫خ‬ٜ٤‫ طِز‬٢‫ش حُظ‬٤‫خؿخص حالؿظٔخػ‬٤‫حالكظ‬ٝ
‫ش ُألؿشحع حُٔشطوزش‬ٛٞ‫ اػطخء ؿ‬٠ُ‫خّ ا‬ُٜٔ‫خٗخص ح‬٤‫ذف ر‬ٜ‫ط‬ٝ .‫ش‬٤‫حألعخع‬
ٖٓ ٚ‫و‬٤‫ طلو‬٠ُ‫ ا‬٠‫ؽ ٓخ طغؼ‬ٞ‫ٖ خط‬٤‫ظل‬ُٞٔ‫غ ح‬٤ٔ‫طشعْ ُـ‬ٝ ‫ُِٔئعغش‬
‫خعش‬٤‫خٕ حُغ‬٤‫ ر‬:‫ش (حُٔظطِلخص رحص حُظِش‬٤‫خ حُـٔخػ‬ٜ٤‫خالٍ ٓغخػ‬
.)‫خٕ حُٔئعغش‬٤‫ر‬ٝ ‫حُؼخٓش‬
‫حهذ حُ٘خؿٔش‬ٞ‫سس حُؼ‬ٞ‫خط‬ٝ ‫ حُلذ ٖٓ ػذد‬ٝ‫َ أ‬٤ِ‫ ُظو‬- ‫رذاثُش انزخفُف‬
.‫ أػش ٓخ‬ٝ‫ػٖ كذع خطش أ‬
‫حُظلون‬ٝ ‫ْ ألؿشحع حُٔشحهزش‬٤‫ حُظ٘ظ‬ٝ‫حإلششحف أ‬ٝ ‫ حُٔشحهزش‬- ‫انشصذ‬
‫حُٔشحهزش‬ٝ ‫ هذ طشَٔ حعظخذحّ ٓؼذحص ٓظخظظش‬.‫ حُظظزغ‬ٝ‫ أ‬/ٝ ‫حُٔغظٔش‬
.ً ‫ٖ ٓؼخ‬٤٘‫ؾ ٖٓ حالػ‬٣‫ ٓض‬ٝ‫ أ‬/ٝ ‫ش‬٣‫حُزشش‬
".‫خ‬ٜ‫ف ر‬ٞٔ‫خص حُٔغ‬٤ِٔ‫َ حُؼ‬٤ُ‫ حٗظش "د‬- MOPO
ٖٔ‫ش ػ‬٤ٓ‫ٕ حُلخُش اُضح‬ًٞ ‫د ٓغ‬ِٞ‫ ٓغخس حُؼَٔ حُٔط‬٠ُ‫ش ا‬٤‫ طش‬- ‫َدت‬
.)ّ‫ِض‬٣ ‫ (سحؿغ‬.ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫ششًش ط‬
‫ش‬٤ِ‫ش ٓغ ٓ٘ظٔخص ٓل‬٤ٔ‫خص سع‬٤‫ حطلخه‬- ‫ارفبلُبد انًسبػذاد انًزجبدنخ‬
.‫حسة‬ٞ‫ كخالص حُط‬٢‫حسد ك‬ُٞٔ‫ش ح‬٤‫ك‬ٞ‫خخطش ُظ‬
‫ ػشس‬ٝ‫ ٓشع أ‬ٝ‫ٌٖٔ إٔ طغزذ اطخرش أ‬٣ ٕ‫ كخدػش ًخ‬- ‫كبد أٌ َسذس‬
،‫ش‬٣‫خ خغخسس طـخس‬ٜ٤ِ‫ظشطذ ػ‬٣ ٝ‫جش أ‬٤‫ حُز‬ٝ‫عٔؼش حُششًش أ‬ٝ ‫رخُٔ٘شآص‬
‫ ًخدص إٔ طلذع‬٢‫ـذ إٔ طؼخَٓ حُلخالص حُظ‬٣ .‫لظَ رُي‬٣ ُْ ٌُٖٝ
‫كوخ ً ُِٔخخؽش‬ٝ ‫خ‬ٜ٘‫حإلرالؽ ػ‬ٝ ‫خ‬ٜ٤‫ن ك‬٤‫ـذ حُظلو‬٣ٝ ‫حدع‬ٞ‫خ ك‬ٜٗ‫ أ‬٠ِ‫ػ‬
.‫حُٔلظِٔش‬
‫حُغالٓش‬ٝ ‫ن ٓظطِزخص ٗظخّ ادحسس حُظلش‬٤‫ ػذّ طلو‬- ‫ػذو االيزثبل‬
‫ش‬٤‫خص حُغِز‬ٜ‫ؿ‬ُٞ‫ح‬ٝ ‫خّ حُشطذ‬ٜٓ ٖٓ ٍ‫ذ ػذّ حالٓظؼخ‬٣‫ٌٖٔ طلذ‬٣ٝ .‫جش‬٤‫حُز‬ٝ
َ‫حُلش‬ٝ ‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫ػذّ اطٔخّ خطؾ حُظلش‬ٝ ‫ ٓئششحص حألدحء‬٢‫ك‬
.ْ٤٤‫ حُظو‬/‫ن‬٤‫ حُظذه‬ٝ‫ أ‬/ٝ ‫حدع‬ٞ‫وخص حُل‬٤‫طلو‬ٝ ،‫ذحف‬ٛ‫ن حأل‬٤‫ طلو‬٢‫ك‬
‫كخء‬ُٞ‫ػذّ ح‬ٝ )2( .‫ػغ حُٔلذد‬ُٞ‫) حالٗلشحف ػٖ ح‬1( - ‫ػذو انًطبثمخ‬
.‫رخُٔظطِزخص حُٔلذدس‬
.‫ أًؼش‬ٝ‫ٖ أ‬٤‫ اؿشحء ٓشظشى ٖٓ هزَ شخظ‬ٝ‫ اػظوخد أ‬- ‫لبػذح سهىن‬
‫ؼش‬٤‫ حُطز‬٢‫دس ك‬ٞ‫ؿ‬ُٞٔ‫حد حُٔشؼش ح‬ُٞٔ‫ ح‬- NORM
."‫ ػِْ رزُي‬٠ِ‫ٗلٖ ػ‬ٝ ‫٘خ آٓ٘ش‬٣‫ "حُٔ٘شآص ُذ‬- OAASAWKI
43
Objective - A statement about where PDO wants to be in
regard to HSE issues, sometime in the future.
Objective setting - Determining the general goals of PDO,
i.e., increasing the rate of return on capital employed,
increasing earnings per share, etc. (synonym: goal setting).
OBRA - Occupied Building Risk Assessment.
Observation - Seeing with sufficient care to be able to give
an account of conditions and behaviour. Observing means
to perceive or identify through various senses (e.g., vision,
hearing, taste, smell, touch). Observing includes noticing,
noting, and understanding the significance of what you
observe. In this sense, observing is more of a
psychological process.
Occupation - A position title covering all work activities
that a person performs while holding that title. (Examples:
electrician, carpenter, loss control coordinator, welder,
doctor).
Occupational illness - (1) Any abnormal condition or
disorder of an employee, other than one resulting from an
occupational injury, caused by exposure to environmental
factors associated with employment.
(2) Any illness that results from a work accident or from an
exposure involving a single incident in the work
environment.
Occupational safety –The control of personal injury,
illness, and property damage in work-related environments
and situations.
Off-site emergency - An emergency occurring outside the
boundaries or direct control of an organisation, but that
affects or has the potential to affect the organisation‟s
stakeholders.
Off-the-job safety - The control of exposures to hazards
outside the workplace environment.
OI - Operating Integrity.
Operations planning - The planning of a firm's production
operations including:
(1) The operations or work tasks to be performed.
(2) The order in which they will be carried out.
(3) The time which each operation should take.
(4) The layout of plant and machinery of the factory.
Opportunity - 1) A possible action with the potential to
produce an event with positive consequences. Sometimes
referred to as upside risk.
‫هض‬ٝ ٢‫ٕ ك‬ٌٞ‫ذ إٔ ط‬٣‫ش ٗلؾ ػٔخٕ ػٔخ طش‬٤ٔ٘‫خٕ ػٖ ششًش ط‬٤‫ ر‬- ‫انهذف‬
.‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫خ حُظلش‬٣‫ظؼِن روؼخ‬٣ ‫ٔخ‬٤‫ حُٔغظوزَ ك‬٢‫ٓخ ك‬
َ‫ ٓؼ‬،ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫ذحف حُؼخٓش ُششًش ط‬ٛ‫ذ حأل‬٣‫ طلذ‬- ‫رسذَذ األهذاف‬
ْٜ‫ حُغ‬٠ِ‫خدس حُؼخثذ ػ‬٣‫ص‬ٝ ‫ سأط حُٔخٍ حُٔغظؼٔش‬٠ِ‫خدس ٓؼذٍ حُؼخثذ ػ‬٣‫ص‬
.)‫خص‬٣‫ذ حُـخ‬٣‫ طلذ‬- ‫ رُي (ٓشحدف‬٠ُ‫ٓخ ا‬ٝ
‫ُش‬ٞٛ‫ش حُٔؤ‬٤٘‫ْ ٓخخؽش حألر‬٤٤‫ طو‬- OBRA
‫ف‬ٝ‫خٗخص ُِظش‬٤‫ْ ر‬٣‫ طوذ‬٠ِ‫ٕ هخدسحً ػ‬ٌٞ‫ش ُظ‬٤‫ش ًخك‬٣‫ش رؼ٘خ‬٣‫ حُشإ‬- ‫يالزظخ‬
‫حط حُٔخظِلش‬ٞ‫س ٖٓ خالٍ حُل‬ٞ‫ طظ‬ٝ‫ذ أ‬٣‫ طلذ‬٢٘‫ حُٔالكظش طؼ‬.‫ى‬ِٞ‫حُغ‬ٝ
َٔ‫طش‬ٝ .)‫حُِٔظ‬ٝ ْ‫حُش‬ٝ ‫م‬ٝ‫حُظز‬ٝ ‫حُغٔغ‬ٝ ،‫ش‬٣‫ حُشإ‬،ٍ‫َ حُٔؼخ‬٤‫ عز‬٠ِ‫(ػ‬
٢‫ إ حُٔشحهزش ك‬.ٚ‫ظْ ٓشحهزظ‬٣ ‫ش ٓخ‬٤ٔٛ‫ْ أ‬ٜ‫ك‬ٝ ٖ٣ٝ‫حُظذ‬ٝ ‫ذ‬٣‫حُٔالكظش حُظلذ‬
.ٚ٤‫ش ٗلغ‬٤ِٔ‫ٕ ػ‬ٌٞ‫ أًؼش ٓخ ط‬٢ٛ ٠٘‫زح حُٔؼ‬ٛ
‫خ حُشخض‬ٛ‫٘لز‬٣ ٢‫خّ حُؼَٔ حُظ‬ٜٓ ‫طشَٔ ًخكش‬ٝ ‫حٕ ُٔ٘ظذ‬ٞ٘‫ ػ‬- ‫انًهُخ‬
‫ٓ٘غن ٓشحهزش‬ٝ ‫ٗـخس‬ٝ ٢‫شرخث‬ًٜ :‫ (أٓؼِش‬.‫زح حُٔ٘ظذ‬ٛ ِٚٔ‫ػ٘ذ ك‬
.)‫ذ‬٤‫ ؽز‬ٝ ّ‫ُلخ‬ٝ ‫حُخغخثش‬
،‫ظق‬ُِٞٔ ‫ اػطشحد‬ٝ‫ش أ‬٤‫ؼ‬٤‫ش ؽز‬٤‫ كخُش ؿ‬١‫) أ‬1( - ٍُ‫انًشض انًه‬
‫ش‬٤‫ج‬٤‫حَٓ حُز‬ٞ‫ش حُ٘خؿٔش ػٖ حُظؼشع ُِؼ‬٤ُٜ٘ٔ‫خ ٖٓ حإلطخرخص ح‬ٛ‫ش‬٤‫ؿ‬ٝ
.َٔ‫حُٔشطزطش رخُؼ‬
١ٞ‫٘ط‬٣ ١‫ ٖٓ حُظؼشع حُز‬ٝ‫ ٓشع ٗخؿْ ػٖ كخدع ػَٔ أ‬١‫ ) أ‬2(
.َٔ‫جش حُؼ‬٤‫ ر‬٢‫ كخدػش ك‬١‫ أ‬٠ِ‫ػ‬
٢‫حألػشحس ك‬ٝ ‫حُٔشع‬ٝ ‫ش‬٤‫ ػزؾ حإلطخرش حُشخظ‬- ‫انساليخ انًهُُخ‬
.َٔ‫كخالص رحص طِش رخُؼ‬ٝ ‫جخص‬٤‫ ر‬٢‫حُٔٔظٌِخص ك‬
‫ طلذع‬٢‫حسة حُظ‬ٞ‫ كخالص حُط‬٢ٛ - ‫زبالد انطىاسئ خبسج انًىلغ‬
‫خ‬ٜ٣‫ ُذ‬ٝ‫خ طئػش أ‬ٌُٜ٘ٝ ‫طشس حُٔزخششس َُمإسسة‬٤‫ حُغ‬ٝ‫د أ‬ٝ‫خخسؽ حُلذ‬
.‫ حُٔئعغش‬٢‫ أطلخد حُٔظخُق ك‬٠ِ‫ش ػ‬٤‫هذسس حُظؤػ‬
‫جش‬٤‫ ٓشحهزش كخالص حُظؼشع ُألخطخس خخسؽ ر‬- ‫انساليخ خبسج انؼًم‬
َٔ‫حُؼ‬
َ٤‫ طٌخَٓ حُظشـ‬- OI
- ‫ رُي‬٢‫خص حإلٗظخؽ ُِششًش رٔخ ك‬٤ِٔ‫ؾ ُؼ‬٤‫ حُظخط‬- ‫رخطُػ انؼًهُبد‬
.‫خ‬ٜ‫خّ ر‬٤‫ٖ حُو‬٤‫ظؼ‬٣ ٢‫خّ حُؼَٔ حُظ‬ٜٓ ٝ‫خص أ‬٤ِٔ‫ ) ػ‬1(
.ٚ‫خ ر‬ٛ‫ز‬٤‫ظْ ط٘ل‬٤‫ ع‬١‫ذ حُز‬٤‫) حُظشط‬2(
.‫ش‬٤ِٔ‫ ًَ ػ‬ٙ‫ إٔ طؤخز‬٢‫٘زـ‬٣ ١‫هض حُز‬ُٞ‫) ح‬3(
.َٔ‫ حُٔؼ‬٢‫الص ك‬٥‫ح‬ٝ ‫) ٓخطؾ حُٔظخٗغ‬4(
‫ش اٗظخؽ‬٤ٗ‫خ آٌخ‬ٜ٣‫ ُذ‬٢‫حُظ‬ٝ ‫خ‬ٛ‫ٌٖٔ حطخخر‬٣ ٢‫) حإلؿشحءحص حُظ‬1 - ‫فشصخ‬
.‫ش‬٤‫ـخر‬٣‫خٗخً ًٔخخؽشس ا‬٤‫خ أك‬ٜ٤ُ‫شخس ا‬٣ .‫ش‬٤‫ـخر‬٣‫ ٗظخثؾ ا‬ُٚ ‫كذع‬
44
2) Opportunities are those factors, which could influence
the achievement of business objectives having a potential
positive consequence. The opportunity can be assessed in
terms of its probability of success and upside potential.
(From CP-131).
OR&A - Operations Readiness and Assurance.
Orientation - Commonly divided into three types:
(1) General Orientation. A pre-assignment presentation to
employees on the major points of the organisation's
policies, benefits, services, facilities, general rules and
practices, and work environment. Frequently conducted by
Human Resources staff personnel. (Synonym: induction).
(2) Job Orientation. An orientation that is specific in nature
and designed to orient the employee to the specific
information necessary to prepare him or her for the specific
job. Usually conducted by the employee's immediate
supervisor / team leader. (Synonym: induction).
(3) Leadership Orientation. An orientation that is HSE
specific in nature and designed to orient a manager /
leader to the specific HSE management system information
necessary to prepare him or her for the specific job.
Usually conducted by professional HSE staff. (Synonym:
induction).
Pareto principle - See Critical / vital few.
Partial task observation - A planned observation of a
segment or part of a task that includes the noting and
recording of facts and events relating to the observation.
See Random Sampling as a guide to the selection of jobs
to be partially observed.
Performance - A measure of attainment achieved by an
individual, team, organisation, and/ or process.
Performance indicators (KPI) - A proxy measure of
organisational performance often used where profit or
“bottom-line” indicators are either inadequate or irrelevant
guides to performance. Use of performance indicators is
thought to improve managerial decision making concerning
resource allocation.
Performance standard - A performance standard typically
imposes quantifiable limits and targets, such as "how much
gas can be released into the air." Many of the Royal
Decrees and Ministerial Decisions in Oman are
Performance Standards. These are often referred to as
technical standards.
َٔ‫ذحف حُؼ‬ٛ‫ن أ‬٤‫ طلو‬٠ِ‫ هذ طئػش ػ‬٢‫حَٓ حُظ‬ٞ‫ طِي حُؼ‬٢ٛ ‫ ) حُلشص‬2
ٍ‫غ حكظٔخ‬٤‫ْ حُلشص ٖٓ ك‬٤٤‫ٌٖٔ طو‬٣ٝ .‫ش ٓلظِٔش‬٤‫ـخر‬٣‫ـش ا‬٤‫خ ٗظ‬ُٜ ٢‫حُظ‬ٝ
.‫خ‬ٜ٘ٓ ‫ش حالعظلخدس‬٤ٗ‫آٌخ‬ٝ ‫خ‬ٜ‫ٗـخك‬
.‫اػطخء حُؼوش‬ٝ َ٤‫ حالعظؼذحد ُِظشـ‬- OR&A
:‫حع‬ٞٗ‫ ػالػش أ‬٠ُ‫ٓخً ا‬ٞٔ‫٘وغْ ػ‬٣ - ‫انزىخُه‬
‫ٕ ُِ٘وخؽ‬ٌٞ٣ ،ٖ٤‫ظل‬ُٞٔ‫ٖ ح‬٤٤‫غزن طؼ‬٣ ‫ ػشع‬.ّ‫ حُؼخ‬ٚ٤‫ؿ‬ٞ‫) حُظ‬1(
‫حُٔشحكن‬ٝ ‫حػذ‬ٞ‫حُو‬ٝ ‫حُخذٓخص‬ٝ ‫حُٔ٘خكغ‬ٝ ‫خعخص حُٔئعغش‬٤‫ ع‬٢‫ش ك‬٤‫غ‬٤‫حُشث‬
‫حسد‬ُٞٔ‫ ح‬٢‫ظل‬ٞٓ َ‫ ػخدس ٖٓ هز‬١‫ـش‬٣ .َٔ‫جش حُؼ‬٤‫ر‬ٝ ‫حُٔٔخسعخص‬ٝ ‫حُؼخٓش‬
)‫ق‬٣‫ حُظؼش‬- ‫ (حُٔشحدف‬.‫ش‬٣‫حُزشش‬
٠ُ‫ذف ا‬ٜ٣ٝ ،ٚ‫ؼظ‬٤‫ ؽز‬٢‫ٕ ٓلذدحً ك‬ٌٞ٣ ١‫ حُز‬ٚ٤‫ؿ‬ٞ‫ حُظ‬.‫لش‬٤‫ظ‬ُٞ‫ ح‬ٚ٤‫ؿ‬ٞ‫) ط‬2(
‫لش‬٤‫ظ‬ُِٞ ٙ‫ٓخص حُٔلذدس حُالصٓش إلػذحد‬ِٞ‫ حُٔؼ‬٠ُ‫ظق ا‬ُٞٔ‫ ح‬ٚ٤‫ؿ‬ٞ‫ط‬
‫ هخثذ‬/ ‫ظق‬ُٞٔ‫ ح‬٠ِ‫ ػ‬١‫س‬ٞ‫ ػخدس ٖٓ هزَ حُٔششف حُل‬١‫ـش‬٣ٝ .‫حُٔلذدس‬
)‫ق‬٣‫ حُظؼش‬- ‫ (حُٔشحدف‬.‫ن‬٣‫حُلش‬
‫س حُظلش‬ٞٓ‫ أل‬ٚ‫ؼظ‬٤‫ ؽز‬٢‫ٕ ٓلذدحً ك‬ٌٞ٣ ١‫ حُز‬ٚ٤‫ؿ‬ٞ‫ حُظ‬.‫ حُوخدس‬ٚ٤‫ؿ‬ٞ‫) ط‬3(
‫ٓخص‬ِٞ‫ٍ ُِٔؼ‬ٝ‫ حُٔغئ‬/ ‫ش‬٣‫ حُٔذ‬ٚ٤‫ؿ‬ٞ‫ ط‬٠ُ‫ذف ا‬ٜ٣ٝ ‫جش‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ
.‫لش حُٔلذدس‬٤‫ظ‬ُِٞ ٙ‫جش إلػذحد‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫حُالصٓش ُ٘ظخّ ادحسس حُظلش‬
.‫جش حُٔظخظض‬٤‫حُز‬ٝ ‫حُغالٓش‬ٝ ‫ظق حُظلش‬ٞٓ ‫ ػخدس ٖٓ ؿخٗذ‬١‫ـش‬٣ٝ
)‫ق‬٣‫ حُظؼش‬- ‫(حُٔشحدف‬
.‫ش‬٣ٞ٤‫ حُل‬/ ‫ حٗظش حُوِش حُلغخعش‬- ‫يجذأ ثبسَزى‬
‫ٔش‬ُٜٔ‫ ؿضء ٖٓ ح‬ٝ‫ حُٔشحهزش حُٔوشسس ُوطؼش أ‬- ‫انًشالجخ اندضئُخ نهًهًخ‬
.‫حألكذحع حُٔظظِش رخُٔالكظش‬ٝ ‫هخثغ‬ُٞ‫َ ح‬٤‫طغـ‬ٝ ‫ طشَٔ ٓالكظش‬٢‫حُظ‬
‫ظخثق ُِٔشحهزش‬ُٞ‫خس ح‬٤‫َ إلخظ‬٤ُ‫ش ًذ‬٤‫حث‬ٞ‫٘خص حُؼش‬٤‫ أخز حُؼ‬٠ُ‫حٗظش ا‬
.‫ش‬٤‫حُـضث‬
ٝ‫ أ‬/ٝ ،‫ن‬٣‫ كش‬ٝ‫ مإسسة أ‬ٝ‫خط ُإلكشحص ٖٓ هزَ كشد أ‬٤‫ ٓو‬ٞٛٝ - ‫األداء‬
.‫ش‬٤ِٔ‫ػ‬
‫د ألدحء‬ٞ٘٣ ‫خط‬٤‫ ٓو‬ٞٛٝ - )ٍ‫يئششاد األداء (يئشش األداء انشئُس‬
"٠ٗ‫ ٓئششحص "حُلذ حألد‬ٝ‫غ حُشرق أ‬٤‫غظخذّ ك‬٣ ‫ؿخُزخ ً ٓخ‬ٝ ‫حُٔئعغش‬
ّ‫ؼظوذ إٔ حعظخذح‬٣ٝ .‫ حألدحء‬٠ِ‫ش ٓالثٔش ُِذالُش ػ‬٤‫ ؿ‬ٝ‫ش أ‬٤‫ش ًخك‬٤‫ؿ‬
‫ض‬٤‫ش حُٔظؼِوش رظخظ‬٣‫لغٖ حطخخر حُوشحسحص حإلدحس‬٣ ‫ٓئششحص حألدحء‬
.‫حسد‬ُٞٔ‫ح‬
ًْ" َ‫ ٓؼ‬،٢ٌُٔ‫خط ح‬٤‫ذحف هخرِش ُِو‬ٛ‫أ‬ٝ ‫د‬ٝ‫لشع ػخدس كذ‬٣ - ‫يؼُبس أداء‬
‫ش‬٤ٌُِٔ‫ْ ح‬٤‫ش ٖٓ حُٔشحع‬٤‫ ًؼ‬."‫حء‬ُٜٞ‫ ح‬٢‫طِن ك‬٣ ٕ‫ٌٖٔ أ‬٣ ‫ٖٓ حُـخص‬
‫شخس‬٣ ‫ ؿخُزخ ً ٓخ‬.‫ش أدحء‬٤٣‫ ٓؼخ‬٢ٛ ٕ‫ عِط٘ش ػٔخ‬٢‫ش ك‬٣‫صحس‬ُٞ‫حُوشحسحص ح‬ٝ
‫ش‬٤٘‫ش حُظو‬٤٣‫خ رخُٔؼخ‬ٜ٤ُ‫ا‬
.
45
Physical capability analysis - A systematic analysis of jobs or
tasks to determine size, strength, endurance, acclimatization,
and other similar physical aspects needed to perform a job or
task safely and effectively.
Plan - A document describing what procedures and/or
other associated documents and resources shall be
applied by whom and when / how often to a specific
project, process, activity, and/or contract.
Planned general inspection - A general inspection of the
overall workplace that is planned in advance. Planned
inspections are usually done at an established frequency
and by properly trained operating personnel.
Planned personal contacts - An intentional daily / weekly
meeting of a manager and an employee to discuss a
critical HSE and/or production topic related to that
employee's work.
Planning, business - A method of controlling the business
that involves the setting of long-term objectives and the
formulation of action programs designed to achieve those
objectives.
PM - Planned Maintenance.
Policy, business - (1) The strategies and measures
adopted by the organisation to manage the business as a
means of achieving its organisation objectives.
(2) A concise statement of PDO‟s attitude on a particular
subject in response to business needs. (From CP-100).
(3) A senior management statement which guides
administration, reflects management's attitudes and
commitment to safety and health, and defines the authority
and respective relationships required to accomplish the
organisation's objectives.
(4) The overall intentions and direction of an organisation
regarding quality, as formally expressed by senior
management.
Practice(s) - General methods or guidelines to follow when
performing a task that does not have to be performed
identically each time it is done.
Pre-placement physical examination - A medical
examination prior to job placement to determine suitability
for work.
Preventive action - Any action taken to investigate,
prevent, and/or reduce defects, failures, and other causes
of loss.
‫ذ‬٣‫خّ ُظلذ‬ٜٓ ٝ‫ظخثق أ‬ُٞ ٢‫ـ‬ٜ٘ٓ َ٤ِ‫ اؿشحء طل‬- ‫رسهُم انمذسح انًبدَخ‬
‫ش حُٔٔخػِش‬٣‫حٗذ حُٔخد‬ٞ‫خ ٖٓ حُـ‬ٛ‫ش‬٤‫ؿ‬ٝ ِْ‫حُظؤه‬ٝ َٔ‫حُظل‬ٝ ‫س‬ٞ‫حُو‬ٝ ْ‫حُلـ‬
.ٍ‫كؼخ‬ٝ ٖٓ‫ٔش رشٌَ آ‬ٜٓ ٝ‫لش أ‬٤‫ظ‬ٝ ‫حُالصٓش ألدحء‬
‫ حُٔشطزطش‬ٟ‫ػخثن حألخش‬ُٞ‫ ح‬ٝ‫ أ‬/ٝ ‫ حإلؿشحءحص‬٢ٛ ‫وش طظق ٓخ‬٤‫ػ‬ٝ - ‫خطخ‬
٠‫ًَ ٓظ‬ٝ ‫ق‬٤ً / ٠‫ٓظ‬ٝ ٖٓ َ‫ـذ إٔ طظزغ ٖٓ هز‬٣ ٢‫حسد حُظ‬ُٞٔ‫ح‬ٝ ‫خ‬ٜ‫ر‬
.‫ ػوذ‬ٝ‫ أ‬/ٝ ‫ٔش‬ٜٓ ٝ‫ش أ‬٤ِٔ‫ ػ‬ٝ‫غ ٓلذدس أ‬٣‫ُٔشخس‬
ْ‫ظ‬٣ ١‫حُز‬ٝ َٔ‫شَٔ ٌٓخٕ حُؼ‬٣ ّ‫ش ػخ‬٤‫ طلظ‬- ‫انزفزُش انؼبو انًمشس‬
‫ طٌشحس‬٢‫ش حُٔوشسس ك‬٤‫خص حُظلظ‬٤ِٔ‫ حُؼخدس طظْ ػ‬٢‫ ك‬،ً‫ ٓغزوخ‬ُٚ ‫ؾ‬٤‫حُظخط‬
.ً‫زخً ٓالثٔخ‬٣‫ٖ طذس‬٤‫َ حُٔذسر‬٤‫ حُظشـ‬٢‫ظل‬ٞٓ َ‫رُي ٖٓ هز‬ٝ ٖ٤‫ ٓؼ‬٢٘ٓ‫ص‬
‫خ‬٤‫ػ‬ٞ‫ أعز‬/ ً‫خ‬٤ٓٞ٣ ‫د‬ٞ‫ حؿظٔخع ٓوظ‬ٞٛٝ - ‫االرصبالد انشخصُخ انًمشسح‬
‫حُغالٓش‬ٝ ‫خ حُظلش‬٣‫ طِش روؼخ‬ٝ‫ع ر‬ٞ‫ػ‬ٞٓ ‫ظق ُٔ٘خهشش‬ٞٓٝ ‫ش‬٣‫ُِٔذ‬
.‫ظق‬ُٞٔ‫ٖ ٓظظَ رؼَٔ ح‬٤‫ع اٗظخؽ ٓؼ‬ٞ‫ػ‬ٞٓ ٝ‫ أ‬/ٝ ‫جش حُلغخعش‬٤‫حُز‬ٝ
‫ذحف‬ٛ‫ذ أ‬٣‫ طلذ‬٠ِ‫ ػ‬١ٞ‫ ط٘ط‬٢‫حُظ‬ٝ َٔ‫وش ُؼزؾ حُؼ‬٣‫ ؽش‬- ‫رخطُػ انؼًم‬
.‫ذحف‬ٛ‫ن طِي حأل‬٤‫ طلو‬٠ُ‫ ا‬٢ٓ‫خؿش رشحٓؾ ػَٔ طش‬٤‫ط‬ٝ َ‫ِش حألؿ‬٣ٞ‫ؽ‬
‫خ‬ُٜ ‫خٗش حُٔخطؾ‬٤‫ حُظ‬- PM
‫خ حُٔئعغش‬ٜ‫ حػظٔذط‬٢‫ش حُظ‬٤‫حُظذحر‬ٝ ‫خص‬٤‫ـ‬٤‫) حالعظشحط‬1( - ‫سُبسخ األػًبل‬
.‫ذحف حُٔئعغش‬ٛ‫ن أ‬٤‫ِش ُظلو‬٤‫ع‬ًٞ َٔ‫إلدحسس حُؼ‬
ٖ٤‫ع ٓؼ‬ٞ‫ػ‬ٞٓ ٖ‫ش ٗلؾ ػٔخٕ ػ‬٤ٔ٘‫هق ششًش ط‬ُٞٔ ‫ؿض‬ٞٓ ٕ‫خ‬٤‫) ر‬2(
.َٔ‫خؿخص حُؼ‬٤‫حعظـخرش الكظ‬
‫حهق حإلدحسس‬ٞٓ ‫ؼٌظ‬٣ٝ ،‫ حإلدحسس‬ٚ‫ؿ‬ٞ٣ ‫خ‬٤ِ‫خٕ ٖٓ حإلدحسس حُؼ‬٤‫) ر‬3(
‫حُؼالهخص حُخخطش‬ٝ ‫لذد حُغِطش‬٣ٝ ،‫حُظلش‬ٝ ‫خ رخُغالٓش‬ٜٓ‫حُظضح‬ٝ
.‫ذحف حُٔئعغش‬ٛ‫ن أ‬٤‫حُالصٓش ُظلو‬
َ‫ ٖٓ هز‬ٚٗ‫خ‬٤‫دس ًٔخ طْ طز‬ٞ‫ حُؼخّ َُمإسسة رشؤٕ حُـ‬ٙ‫حالطـخ‬ٝ ‫خ‬٣‫ح‬ُٞ٘‫) ح‬4(
.‫خ‬٤ِ‫حإلدحسس حُؼ‬
‫خ‬ٜ‫ـذ اطزخػ‬٣ ٢‫ش حُظ‬٤ٜ٤‫ؿ‬ٞ‫ حُٔزخدة حُظ‬ٝ‫ حُطشم حُؼخٓش أ‬- ‫انًًبسسبد‬
‫ ًَ ٓشس‬٢‫وش ٓٔخػِش ك‬٣‫ ال ط٘لز ًَ ٓشس رطش‬٢‫حُظ‬ٝ ‫ٔش‬ٜٓ ‫ز‬٤‫خّ رظ٘ل‬٤‫ػ٘ذ حُو‬
.‫خ‬ٜ‫خّ ر‬٤‫ظْ حُو‬٣
‫ق‬٤‫ظ‬ٞ‫ هزَ حُظ‬٢‫ اؿشحء حُللض حُطز‬-ٍُُ‫فسص ثذٍَ يب لجم انزؼ‬
.َٔ‫ش ُِؼ‬٤‫ حُظالك‬ٟ‫ذ ٓذ‬٣‫ُظلذ‬
ٖٓ ‫ حُلذ‬ٝ‫ أ‬/ٝ ‫ٓ٘غ‬ٝ ٢‫ن ك‬٤‫ظخز ُِظلو‬٣ ‫ اؿشحء‬١‫ أ‬- ‫اإلخشاءاد انىلبئُخ‬
.‫خ ٖٓ أعزخد حُخغخسس‬ٛ‫ش‬٤‫ؿ‬ٝ ‫حإلخلخهخص‬ٝ َِ‫حُخ‬
46
Prevention measures - To reduce the likelihood /
probability of hazards or to prevent or avoid the release of
a hazard.
Primary processes - The chain of activities which add
value to the product, activity, and/or service (i.e.,
marketing, design and development, production,
distribution, after-sales service). Often referred to as core
processes.
Probability - See Likelihood.
Procedure (PR – PDO) - A document that specifies the
way a work process / activity / task is to be performed,
describing why (purpose), what (scope), who
(responsibility), when (frequency), how (tasks involved),
and how many / how much (specifications).
Process - A sequence of activities that adds value by
producing required outputs from a variety of inputs.
Process monitoring and control - Checking performance
of the process at regular intervals in relation to pre-
established norms, including taking corrective action where
necessary.
Product stewardship - The responsible and ethical
management of the health, safety, and environmental aspects
of a product from its invention through its processes of
production to its ultimate use and beyond.
Production - The conversion process for transforming inputs
such as materials, labor, and capital into goods and services.
Production scheduling - The detailed planning of production
to achieve production targets within specified timetables and
avoid production delays, while making effective use of labor
resources and ensuring high rates of machine utilization.
Production scheduling is generally undertaken by the
production planning department and will be based on orders
received for products or forecasts of product demand.
Program - A description of the means of achieving
objectives and targets.
Project - A project is a temporary and one-time endeavor
undertaken to create a unique product or service. This
property of being a temporary and one-time undertaking
contrasts with processes, or operations, which are permanent
or semi-permanent ongoing functional work to create the
same product or service over-and-over again.
PS - Performance Standard.
‫ طـ٘ذ‬ٝ‫ ٓ٘غ أ‬ٝ‫ حكظٔخالص حُٔخخؽش أ‬/ ‫ش‬٤‫ ُِلذ ٖٓ أسؿل‬- ‫رذاثُش ولبَخ‬
.‫ع خطش‬ٝ‫كذ‬
‫ٔش‬ٜٓ ٠ُ‫ٔش ا‬٤‫ق ه‬٤‫ طؼ‬٢‫خّ حُظ‬ُٜٔ‫ عِغِش ٖٓ ح‬- ‫انؼًهُبد األونُخ‬
‫حإلٗظخؽ‬ٝ ‫ش‬٣ٞ‫حُظط‬ٝ ْ٤ٔ‫حُظظ‬ٝ ،‫ن‬٣ٞ‫ حُظغ‬١‫ خذٓش (أ‬ٝ‫ أ‬/ ٝ ‫ٓ٘ظـخص‬ٝ
‫خص‬٤ِٔ‫خ رخعْ ػ‬ٜ٤ُ‫شخس ا‬٣ ‫ؿخُزخ ً ٓخ‬ٝ .)‫غ‬٤‫خذٓخص ٓخ رؼذ حُز‬ٝ ‫غ‬٣‫ص‬ٞ‫حُظ‬ٝ
.‫ش‬٣‫ش‬ٛٞ‫ؿ‬
.‫ش‬٤‫ حٗظش أسؿل‬- ‫اززًبل‬
ٖ٤‫ظؼ‬٣ ٢‫ٔش حُظ‬ُٜٔ‫ ح‬/ ‫ٔش‬ُٜٔ‫ ح‬/ َٔ‫وش حُؼ‬٣‫وش طلذد ؽش‬٤‫ػ‬ٝ ٢ٛ - ‫اخشاء‬
ٖٓٝ ،)‫ٓخرح (حُ٘طخم‬ٝ ،)‫ طظق ُٔخرح (حُـشع‬٢‫حُظ‬ٝ ‫خ‬ٜ‫خّ ر‬٤‫حُو‬
ًْ / ‫ػذد‬ٝ ،)‫ش‬٤٘‫خّ حُٔؼ‬ُٜٔ‫ق (ح‬٤ًٝ ،)‫ (حُظٌشحس‬٠‫ ٓظ‬ٝ ،)‫ش‬٤ُٝ‫(حُٔغئ‬
.)‫حطلخص‬ُٞٔ‫(ح‬
‫ٔش ٖٓ خالٍ اٗظخؽ حُٔخشؿخص‬٤‫ق ه‬٤‫ طؼ‬٢‫خّ حُظ‬ُٜٔ‫ عِغِش ٖٓ ح‬- ‫ػًهُخ‬
.‫ػش ٖٓ حُٔذخالص‬ٞ٘‫ػش ٓظ‬ٞٔ‫رش ٖٓ ٓـ‬ِٞ‫حُٔط‬
‫ كظشحص ٓ٘ظظٔش رخُ٘غزش‬٠ِ‫ش كلض حألدحء ػ‬٤ِٔ‫ ػ‬- ‫سصذ وظجػ انؼًهُخ‬
‫ش ػ٘ذ‬٤‫ل‬٤‫ رُي حطخخر حإلؿشحءحص حُظظل‬٢‫ رٔخ ك‬،ً‫ش حُٔلذدس عِلخ‬٤٣‫ُِٔؼخ‬
.‫سس‬ٝ‫حُؼش‬
‫حُظلش‬ٝ ‫ش ُِغالٓش‬٤‫حألخاله‬ٝ ‫ُش‬ٝ‫ حإلدحسس حُٔغئ‬- ‫لىايخ انًُزح‬
٠‫خص حإلٗظخؽ كظ‬٤ِٔ‫ ػ‬٠ُ‫ش ُِٔ٘ظؾ ٓ٘ز حالرظٌخس ا‬٤‫ج‬٤‫حٗذ حُز‬ٞ‫حُـ‬ٝ
.‫ٓخ رؼذ رُي‬ٝ ٢‫خث‬ُٜ٘‫ ح‬ٚٓ‫حعظخذح‬
‫سأط‬ٝ ‫حُؼٔخُش‬ٝ ‫حد‬ُٞٔ‫ش حُٔذخالص ٓؼَ ح‬٤٤‫َ ُظـ‬٣ٞ‫ش حُظل‬٤ِٔ‫ ػ‬- ‫اإلَزبج‬
.‫حُخذٓخص‬ٝ ‫ حُغِغ‬٠ُ‫حُٔخٍ ا‬
‫ذحف حإلٗظخؽ‬ٛ‫ن أ‬٤‫ ُإلٗظخؽ ُظلو‬٢ِ٤‫ؾ حُظلظ‬٤‫ حُظخط‬- ‫خذونخ اإلَزبج‬
ّ‫ٖ حعظخذح‬٤‫ ك‬٢‫ ك‬،ٚ٤‫ش ك‬٤‫ طؤخ‬١‫طـ٘ذ أ‬ٝ ،‫ش ٓلذدس‬٤٘ٓ‫ٍ ص‬ٝ‫ػٖٔ ؿذح‬
.‫٘خص‬٤ً‫ش ٖٓ حعظخذحّ حُٔخ‬٤ُ‫ػٔخٕ ٓؼذالص ػخ‬ٝ ‫حسد حُؼٔخُش‬ُٞٔ ٍ‫كؼخ‬
‫ٕ ر٘خ ًء‬ٌٞ٣ٝ ‫ؾ حإلٗظخؽ‬٤‫ُش حإلٗظخؽ ٖٓ هزَ هغْ طخط‬ٝ‫ ػخدس ؿذ‬١‫ـش‬٣ٝ
.‫ حُٔ٘ظؾ‬٠ِ‫هؼخص حُطِذ ػ‬ٞ‫ ط‬ٝ‫ أ‬،‫خ ُِٔ٘ظـخص‬ٛ‫ظِوخ‬٣ ٢‫ حُطِزخص حُظ‬٠ِ‫ػ‬
.‫خص‬٣‫حُـخ‬ٝ ‫ذحف‬ٛ‫ن حأل‬٤‫عخثَ طلو‬ٝ ‫طق‬ٝ - ‫ثشَبيح‬
ٝ‫ززٍ ُخِن ٓ٘ظؾ أ‬٣ ‫حكذس‬ٝ ‫ُٔشس‬ٝ ‫ ٓئهض‬٠‫ع ٓغؼ‬ٝ‫ ٓشش‬- ‫يششوع‬
‫حكذس‬ٝ ‫ُٔشس‬ٝ ‫ٔش ٓئهظش‬ٜٓ ٌٚٗٞ‫ش ر‬٤‫ حُخخط‬ٙ‫ز‬ٛ .‫خ‬ٜ‫ػ‬ٞٗ ٖٓ ‫ذس‬٣‫خذٓش كش‬
َٔ‫ دحثٔش حُؼ‬ٚ‫ شز‬ٝ‫ دحثٔش أ‬٢ٛ ٢‫حُظ‬ٝ ،ٍ‫ حألشـخ‬ٝ‫خص أ‬٤ِٔ‫ٖ ٓغ حُؼ‬٣‫طظزخ‬
.ً‫ طٌشحسح‬ٝ ً‫ حُخذٓش ٓشحسح‬ٝ‫ش إلٗشخء ٗلظ حُٔ٘ظؾ أ‬٣‫حُـخس‬ٝ ٢‫ل‬٤‫ظ‬ُٞ‫ح‬
‫لُبط األداء‬
47
PSM - Process Safety Management.
PSUA - Pre Start Up Audit.
PTW - Permit to Work.
Purchasing - The business function which is involved in
procuring raw materials, components, finished goods, and
capital equipment; and ordering and acquiring supplies and
services at competitive prices (synonyms: procuring,
buying).
QRA - Quantitative Risk Assessment.
Qualified / approved suppliers - A group of suppliers or
subcontractors who fulfill the approval criteria for
purchasing products or services.
Quality - (1) The degree to which the perceived situation
meets the expected situation.
(2) The totality of features and characteristics of a product
or service that determine its ability to satisfy stated or
implied needs.
Quality assurance - All planned and systematic actions
necessary to provide adequate confidence that a product
or service will satisfy given requirements for quality.
Quality control - The operational techniques and activities
used to fulfill requirements for quality.
Quality management - That aspect of the overall
management function that determines and implements the
quality policy.
Quality manual - A document outlining the general quality
policies, procedures, and practices of an organisation.
Quality system - The organisational structure,
responsibilities, procedures, processes, and resources for
implementing quality management.
Quality-related costs - The expenditure incurred in defect
prevention and appraisal activities plus the losses due to
internal and external failure (synonym: costs of non-
quality).
RAM - Risk Assessment Matrix.
Random sampling - A method for selecting units to be
examined or population to be interviewed in an audit which
gives every unit of the same type equal chance of being
selected for inclusion in a sample that is statistically valid.
Sample size(s) can be adjusted for desired accuracy and
confidence levels.
.‫خص‬٤ِٔ‫ ادحسس عالٓش حُؼ‬- PSM
.‫ن ٓخ هزَ حُزذء‬٤‫ طذه‬- PSUA
َٔ‫ق حُؼ‬٣‫ طظش‬- PTW
‫ٗخص‬ٌُٞٔ‫ح‬ٝ ّ‫حد حُخخ‬ُٞٔ‫ش رششحء ح‬٤٘‫ش حُٔؼ‬٣‫لش حُظـخس‬٤‫ظ‬ُٞ‫ ح‬- ‫انششاء‬
‫حُخذٓخص‬ٝ ّ‫حص‬ُِٞ‫ ح‬٠ِ‫ٍ ػ‬ٞ‫حُلظ‬ٝ ‫حُطِذ‬ٝ ‫ش‬٤‫حُٔؼذحص حألعخع‬ٝ ‫حُغِغ‬ٝ
.)‫حُششحء‬ٝ ‫ حُـِذ‬- ‫ش (حُٔشحدكخص‬٤‫رؤعؼخس ط٘خكغ‬
.‫ ُِٔخخؽش‬٢ٌُٔ‫ْ ح‬٤٤‫ حُظو‬- QRA
ٖ٤ُٝ‫ حُٔوخ‬ٝ‫ٖ أ‬٣‫سد‬ُٞٔ‫ػش ٖٓ ح‬ٞٔ‫ ٓـ‬- ٍَ‫ انًؼزًذ‬/ ٍُ‫انًىسدٍَ انًئهه‬
ٝ‫ ششحء حُٔ٘ظـخص أ‬٠ِ‫حكوش ػ‬ُٞٔ‫ش ح‬٤٣‫ٕ ٓؼخ‬ٞ‫ك‬ٞ‫غظ‬٣ ٖ٣‫ٖ حُز‬٤٤‫حُلشػ‬
.ْٜ٘ٓ ‫حُخذٓخص‬
‫ػغ‬ُٞ‫س ٓغ ح‬ٞ‫ػغ حُٔظظ‬ُٞ‫حكن ح‬ٞ‫ظ‬٣ ١‫ حُز‬ٟ‫) حُٔذ‬1( - ‫اندىدح‬
.‫هغ‬ٞ‫حُٔظ‬
‫خ‬ٜ‫ طلذد هذسط‬٢‫ حُظ‬ٝ ‫ خذٓش‬ٝ‫حُخظخثض ُٔ٘ظؾ أ‬ٝ ‫ع حُغٔخص‬ٞٔ‫ٓـ‬ٝ ) 2(
.‫ش‬٤٘ٔ‫ ػ‬ٝ‫خ أ‬ٜ‫خؿخص ٓظشف ر‬٤‫ش حكظ‬٤‫ طِز‬٠ِ‫ػ‬
‫ش حُالصٓش‬٤‫ـ‬ُٜ٘ٔ‫ح‬ٝ ‫خ‬ُٜ ‫غ حإلؿشحءحص حُٔخطؾ‬٤ٔ‫ ؿ‬- ‫ظًبٌ اندىدح‬
‫ ٓظطِزخص‬٢‫ف طِز‬ٞ‫٘ش ع‬٤‫ خذٓش ٓؼ‬ٝ‫ش رؤٕ ٓ٘ظؾ أ‬٤‫ش حُؼوش حٌُخك‬٤‫ك‬ٞ‫ُظ‬
.‫دس‬ٞ‫حُـ‬
‫ن ٓظطِزخص‬٤‫خّ حُٔغظخذٓش ُظلو‬ُٜٔ‫ح‬ٝ ‫ش‬٤ِ٤‫خص حُظشـ‬٤٘‫ حُظو‬- ‫ضبط اندىدح‬
.‫دس‬ٞ‫حُـ‬
‫طزن‬٣ٝ ‫لذد‬٣ ٢‫لش حُؼخٓش ُإلدحسس حُظ‬٤‫ظ‬ُٞ‫ حُـخٗذ ٖٓ ح‬- ‫اداسح اندىدح‬
.‫دس‬ٞ‫خعش حُـ‬٤‫ع‬
‫حإلؿشحءحص‬ٝ ‫دس حُؼخٓش‬ٞ‫خعخص حُـ‬٤‫وش طلذد ع‬٤‫ػ‬ٝ - ‫دنُم اندىدح‬
‫حُٔٔخسعخص ُِٔئعغش‬ٝ
‫خص‬٤ِٔ‫حُؼ‬ٝ ‫حإلؿشحءحص‬ٝ ‫خص‬٤ُٝ‫حُٔغئ‬ٝ ٢ٔ٤‫ٌَ حُظ٘ظ‬٤ُٜ‫ ح‬- ‫َظبو اندىدح‬
.‫دس‬ٞ‫ز ادحسس حُـ‬٤‫حسد حُالصٓش ُظ٘ل‬ُٞٔ‫ح‬ٝ
َِ‫خّ ٓ٘غ حُخ‬ٜٓ ٢‫ حُ٘لوخص حُٔظٌزذس ك‬- ‫انزكبنُف انًزؼهمخ ثبندىدح‬
- ‫ (ٓشحدف‬٢‫خخسؿ‬ٝ ٢ِ‫ حُخغخثش رغزذ كشَ دحخ‬٠ُ‫ْ رخإلػخكش ا‬٤٤‫حُظو‬ٝ
.)‫دس‬ٞ‫ق ػذّ حُـ‬٤ُ‫طٌخ‬
.‫ْ حُٔخخؽش‬٤٤‫كش طو‬ٞ‫ ٓظل‬- RAM
ٝ‫ن أ‬٤‫ حُظذه‬ٝ‫كذحص ُِللض أ‬ٝ ‫خس‬٤‫وش الخظ‬٣‫ ؽش‬-‫أخز انؼُُبد ػشىائُب‬
ٖٓ ‫كذس‬ٝ ًَ ٢‫ طؼط‬٢‫حُظ‬ٝ ‫خ‬ٜ‫ظْ اؿشحء حُٔوخرالص ٓؼ‬٣ ٢‫ػش حُظ‬ٞٔ‫حُٔـ‬
ٌٖٔ٣ٝ .ً ‫خ‬٤‫٘ش طخُلش اكظخث‬٤‫ ػ‬٢‫خ ك‬ٜ‫ش إلدسحؿ‬٣ٝ‫ع كشطش ٓظغخ‬ُٞ٘‫ٗلظ ح‬
.‫خص حُؼوش‬٣ٞ‫ٓغظ‬ٝ ‫رش‬ِٞ‫خ حُٔط‬ٜ‫٘ش ُِظؤًذ ٖٓ دهظ‬٤‫َ كـْ حُؼ‬٣‫طؼذ‬
48
RASCI Chart - A RASCI chart is a tool for describing “who
does what and when / how often.” R = Responsible, A =
Accountable, S = Supportive, C = Consulted, and I =
Informed. This is taken from the more generic concept of
“R-A-C-I.”
Record - A document containing information with respect
to results achieved and/or providing evidence of activities
performed. (A record is an “output” document and it
typically cannot be revised or altered.).
Recovery measures - Those measures aimed at
reinstating or returning the situation to normal operating
conditions.
Regulation - A rule or ordinance, law, and/or device by which
people, equipment, materials, and/or the environment are
controlled by an external agency or organisation.
Residual (“net”) risk - an assessment of the risk taking
the quality and effectiveness of the controls in place and
after responses have been applied. The potential
difference between inherent and residual risk gives an
indication of the quality and effectiveness of the controls in
place. (From CP-131).
Resource, general - Anything used to produce goods or
services.
Responsibility - The obligation to carry out specified duties
and tasks (e.g., someone who has responsibility for “X” in an
organisation is obliged to carry them out, or to ensure that
others do so). A common problem in organisations is that
responsibilities are weakly defined; it is not fully clear who is
responsible for what, with the result that certain functions are
not carried out effectively.
Review, system / management system - A formal
evaluation by upper management of the status and
adequacy of a system in relation to policy and new
objectives resulting from changing circumstances.
Risk - The frequency of occurrence (likelihood) of an
undesired event, and the severity of the consequences
(effects) of that event.
Risk acceptance - A set of criteria defining the limits
above which risks cannot be tolerated.
Risk analysis - The quantitative or qualitative process to
assess the likelihood and potential consequences of a
possible event.
C ،ْ‫ = حُذحػ‬S ،ٍ‫ = حُ ُٔغخء‬A ،ٍٝ‫ = حُٔغئ‬R " - RASCI ٍٝ‫ؿذ‬
ً‫ٓخ‬ٞٔ‫ّ حألًؼش ػ‬ٜٞ‫ّ ٖٓ حُٔل‬ٜٞ‫زح حُٔل‬ٛ ‫ أخز‬.‫ حُٔطِغ‬.= I ،‫س‬ٝ‫= حُ ُٔشخ‬
."RACI"
ّ‫ طوذ‬ٝ‫ أ‬/ٝ ‫ طلووض‬٢‫ٓخص رشؤٕ حُ٘ظخثؾ حُظ‬ِٞ‫وش طظؼٖٔ ٓؼ‬٤‫ػ‬ٝ - ‫سدم‬
‫ػخدس ال‬ٝ "‫وش ٓخشؿخص‬٤‫ػ‬ٝ" ٞٛ َ‫ (حُغـ‬.‫ ط٘لًز‬٢‫خّ حُظ‬ُٜٔ‫أدُش ػٖ ح‬
.)‫خ‬ِٜ٣‫ طؼذ‬ٝ‫خ أ‬ٜ‫ل‬٤‫ٌٖٔ ط٘و‬٣
٠ُ‫ػغ ا‬ُٞ‫ اسؿخع ح‬ٝ‫ اػخدس أ‬٠ُ‫ذف ا‬ٜ‫ ط‬٢‫ش حُظ‬٤‫ حُظذحر‬- ‫رذاثُش اإلَزؼب‬
.‫ش‬٣‫َ حُؼخد‬٤‫ف حُظشـ‬ٝ‫ظش‬
‫حُٔؼذحص‬ٝ ‫خص ُؼزؾ حُ٘خط‬ٜ‫ ؿ‬ٝ‫ أ‬/ٝ ٕٞٗ‫ هخ‬ٝ‫ أٓش أ‬ٝ‫ هخػذس أ‬- ‫َظبو‬
.‫ش‬٤‫ ٓ٘ظٔش خخسؿ‬ٝ‫ًخُش أ‬ٝ َ‫جش ٖٓ هز‬٤‫ حُز‬ٝ‫ أ‬/ٝ ‫حد‬ُٞٔ‫ح‬ٝ
‫ْ ُِٔخخؽش ٓغ حألخز رخالػظزخس‬٤٤‫ طو‬- )"‫انًخبغش انًزجمُخ ("انصبفُخ‬
.َ‫د حُلؼ‬ٝ‫ن سد‬٤‫رؼذ إٔ طْ ططز‬ٝ ‫دس‬ٞ‫ؿ‬ُٞٔ‫ش ػ٘خطش حُظلٌْ ح‬٤ُ‫كؼخ‬ٝ ‫ش‬٤‫ػ‬ٞٗ
ٖ‫ ٓئششحً ػ‬٢‫ؼط‬٣ ‫ش‬٤‫حُٔظزو‬ٝ ‫ٖ حُٔخخؽش حُٔظؤطِش‬٤‫حُلشم حٌُخٖٓ ر‬
.ٌْ‫ش ػ٘خطش حُظل‬٤ُ‫كؼخ‬ٝ ‫ش‬٤‫ػ‬ٞٗ
.‫ حُخذٓخص‬ٝ‫غظخذّ إلٗظخؽ حُغِغ أ‬٣ ‫ء‬٢‫ ش‬١‫ أ‬- ‫انًىاسد انؼبيخ‬
‫خّ حُٔلذدس (ٓؼالً شخض‬ُٜٔ‫ح‬ٝ ‫حؿزخص‬ُٞ‫ز ح‬٤‫ حالُظضحّ رظ٘ل‬- ‫انًسئونُخ‬
ٖ٣‫خش‬٥‫ رؼٔخٕ إٔ ح‬ٝ‫ أ‬ٙ‫ز‬٤‫ ِٓضّ رظ٘ل‬ٞٛ ‫ء‬٢‫ش ػٖ ش‬٤ُٝ‫ حُٔغئ‬ٚ٣‫ُذ‬
‫ق‬٣‫ حُٔ٘ظٔخص ػؼق طؼش‬٢‫ ٖٓ حُٔشخًَ حُشخثؼش ك‬.)‫ٕ رزُي‬ٞٓٞ‫و‬٣
،‫ٍ ػٖ ٓخرح‬ٝ‫ حُٔغئ‬ٞٛ ٖٓ ً ‫حػلخً طٔخٓخ‬ٝ ٌٕٞ٣ ‫غ ال‬٤‫ ك‬،‫خص‬٤ُٝ‫حُٔغئ‬
.ٍ‫ كؼخ‬ٞ‫ ٗل‬٠ِ‫٘ش ػ‬٤‫خّ حُٔؼ‬ُٜٔ‫ز ح‬٤‫ظْ ط٘ل‬٣ ‫ـش ُزُي ال‬٤‫ٗظ‬ٝ
‫خ‬٤ِ‫ ٖٓ هزَ حإلدحسس حُؼ‬٢ٔ‫ْ سع‬٤٤‫ طو‬- ‫ َظبو اإلداسح‬/ ‫َظبو انًشاخؼخ‬
‫ذس‬٣‫ذحف حُـذ‬ٛ‫حأل‬ٝ ‫خعخص‬٤‫ حُغ‬٠ُ‫ ٓالثٔش ٗظخّ ٓخ رخُ٘غزش ا‬ٟ‫ٓذ‬ٝ ‫ػغ‬ُٞ
.‫شس‬٤‫ف حُٔظـ‬ٝ‫حُ٘خطـش ػٖ حُظش‬
‫دسؿش‬ٝ ،ٚ٤‫د ك‬ٞ‫ش ٓشؿ‬٤‫ع كذع ؿ‬ٝ‫ش طٌشحس كذ‬٤ُ‫ حكظٔخ‬- ‫يخبغشح‬
.‫زح حُلذع‬ُٜ )‫ػخس‬٥‫سس حُ٘ظخثؾ (ح‬ٞ‫خط‬
ٌٖٔ٣ ‫ ال‬٢‫د حُظ‬ٝ‫ طلذد حُلذ‬٢‫ش حُظ‬٤٣‫ػش ٖٓ حُٔؼخ‬ٞٔ‫ ٓـ‬- ‫لجىل انًخبغش‬
.‫خ حكظٔخٍ حُٔخخؽش‬ٛ‫رؼذ‬
‫حهذ حُٔلظِٔش ُلذع‬ٞ‫ش حُؼ‬٤‫ػ‬ٞٗ ٝ‫ش أ‬٤ًٔ ْ٤٤‫ش طو‬٤ِٔ‫ ػ‬- ‫رسهُم انًخبغش‬
.ٌٖٔٓ
49
Risk appetite - The positive benefits of exploiting a ‫ش ٓشطزطش‬٣‫ش العظـالٍ كشطش طـخس‬٤‫ـخر‬٣‫حثذ حإل‬ٞ‫ حُل‬- ‫سغجخ انًخبغشح‬
business opportunity associated with the risks. .‫رخُٔخخؽش‬

Risk assessment – 1) Any process used to identify, ‫ق‬٤٘‫ طظ‬ٝ‫ أ‬،‫ش‬٣‫طوذ‬ٝ ‫ذ‬٣‫ش طغظخذّ ُظلذ‬٤ِٔ‫ ػ‬١‫) أ‬1 -‫رمُُى انًخبغش‬
quantify, or rank risks. 2) The total process of risk ‫ش حُ٘ظخثؾ‬٤‫طلغ‬ٝ ،‫َ حُٔخخؽش‬٤ِ‫ش ُظل‬٤ٌُِ‫ش ح‬٤ِٔ‫) حُؼ‬2 .‫حُٔخخؽش‬
analysis, interpretation of results, and recommendations of َ٤ِ‫ (حٗظش طل‬.‫ش‬٤‫ل‬٤‫خص حُظخدسس ػٖ حإلؿشحءحص حُظظل‬٤‫ط‬ٞ‫حُظ‬ٝ
corrective action (from SP1258). (See Risk analysis). .)‫حُٔخخؽش‬

Risk competence - An individual‟s risk perception, risk ‫حُٔؼشكش‬ٝ ،‫ٍ حُخطش‬ٞ‫هز‬ٝ ،‫ ادسحى حُلشد ُِخطش‬- ‫كفبءح انًخبغشح‬
acceptance, and knowledge and commitment to norms in ‫ػزؾ حُٔخخؽش‬ٝ ْ٤٤‫طو‬ٝ ‫ذ‬٣‫ طلذ‬٠ِ‫ٕ هخدسحً ػ‬ٌٞ٣ ٢ً ‫ش‬٤٣‫حالُظضحّ رخُٔؼخ‬ٝ
order to be able to correctly identify, evaluate, and control .‫ق‬٤‫خ رشٌَ طل‬ُٜ ‫ظؼشع‬٣ ٢‫حُظ‬
the risks they are exposed to.

Risk evaluation - The process by which risk information َ‫ٓخص ػٖ حُٔخخؽش ٓوخر‬ِٞ‫خ حُٔؼ‬ٜ‫ طوذس ر‬٢‫ش حُظ‬٤ِٔ‫ حُؼ‬- ‫رمذَش انًخبغش‬
is considered against judgment and standards, to ensure َ٤ِ‫ ٌٓخٕ ٓخ ٓالثٔش ُظو‬٢‫حرؾ ك‬ٞ‫ ُؼٔخٕ إٔ حُؼ‬،‫ش‬٤٣‫حُٔؼخ‬ٝ ‫ش‬٤ٗ‫حُؼوال‬
that the controls in place are adequate to reduce risks to .ٍٞ‫ ٓوز‬ٟٞ‫ ٓغظ‬٠ُ‫حُٔخخؽش ا‬
an acceptable level.

Risk exposure - The amount of risk taken. .‫ش حُٔخخؽشس حُٔظخزس‬٤ًٔ - ‫انزؼشض نهًخبغش‬

Risk management - A process that is used to ensure that ‫غ‬٤ٔ‫ذ ؿ‬٣‫خ ُؼٔخٕ طلذ‬ٜٓ‫ظْ حعظخذح‬٣ ٢‫ش حُظ‬٤ِٔ‫ حُؼ‬-‫اداسح انًخبغش‬
all significant risks are identified, evaluated, prioritized, ٠ِ‫خ) ػ‬ٜ‫ػزط‬ٝ( ‫خ‬ٜ‫ادحسط‬ٝ ،‫خ‬ٜ‫خط‬٣ُٞٝ‫ذ أ‬٣‫طلذ‬ٝ ،‫خ‬ٜٔ٤٤‫طو‬ٝ ،‫خٓش‬ُٜ‫حُٔخخؽش ح‬
managed (controlled), and monitored effectively. .ٍ‫ كؼخ‬ٞ‫ٗل‬

Risk management system - A structured approach used by ‫ن‬٤‫غظخذّ ٖٓ هزَ حُٔئعغخص ُظ٘غ‬٣ ْ‫ؾ ٓ٘ظ‬ٜٗ - ‫َظبو اداسح انًخبغش‬
organisations to coordinate risk management related .‫ٖ حُٔغظٔش‬٤‫دكغ حُظلغ‬ٝ ‫خّ حُٔظؼِوش ربدحسس حُٔخخؽش‬ُٜٔ‫ح‬
activities and drive continual improvement.

Risk matrix - A tool for conducting qualitative risk ‫ض‬٤ٔ٣ ١‫حُز‬ٝ ،‫ ُِٔخخؽش‬٢‫ػ‬ٞٗ ْ٤٤‫ أدحس إلؿشحء طو‬- ‫يصفىفخ انًخبغش‬
assessment, which characterizes risks based on their .‫خ‬ٜ‫ٗظخثـ‬ٝ ‫خ‬ٜ‫ظ‬٤ُ‫ أعخط اكظٔخ‬٠ِ‫حُٔخخؽش ػ‬
likelihood and consequences.

Risk measures - Measures that effect affect the likelihood ‫ حُ٘ظخثؾ‬ٝ‫ أ‬/ٝ ‫ش‬٤‫ش طؤػ‬٤ُ‫ حكظٔخ‬٠ِ‫ طئػش ػ‬٢‫ش حُظ‬٤‫ حُظذحر‬- ‫رذاثُش انًخبغش‬
and/or the consequences of events. .‫ حألكذحع‬٠ِ‫حُٔظشطزش ػ‬

Risk register - A catalogue / inventory of risk information. .‫ٓخص حُٔخخؽش‬ِٞ‫ ؿشد ُٔؼ‬/ َ٤ُ‫ د‬- ‫سدم انًخبغش‬

Routine - Regular course of action, unvarying performance .‫٘ش‬٤‫شس ألكؼخٍ ٓؼ‬٤‫ش حُٔظـ‬٤‫حألدحء ؿ‬ٝ ،َٔ‫ ُِؼ‬١‫خد‬٤‫ ٓغخس اػظ‬- ‫سربثخ‬
of certain acts.

Rule - (1) A prescribed guide for conduct or action. .‫ ػَٔ ٓخ‬ٝ‫ى أ‬ِٞ‫َ ٓلذد ُغ‬٤ُ‫) د‬1( - ‫لبػذح‬
(2) A bylaw governing activity or controlling conduct, .‫ػغ ٖٓ هزَ حُٔئعغش‬ٝ ٢ٗٞٗ‫ اؿشحء ػزؾ هخ‬ٝ‫ٔش طلٌْ أ‬ٜٓ )2(
instituted by the organisation involved.

Safety - Control of accidental loss. .‫ش‬٤‫ ػزؾ حُخغخثش حُؼشػ‬- ‫انساليخ‬

Satisfaction measurement - To measure the satisfaction ٖ‫ حُخذٓش ػ‬ٝ‫ سػخء حُؼٔالء ػٖ حُٔ٘ظؾ أ‬ٟ‫خط ُٔذ‬٤‫ ه‬- ‫لُبط انشظبء‬
of customers with a product or service via interviews or .‫خص‬٤٘‫خ ٖٓ حُظو‬ٛ‫ش‬٤‫ ؿ‬ٝ‫ن حُٔوخرالص أ‬٣‫ؽش‬
other techniques.

SCE - Safety Critical Element. .‫ ػ٘ظش كغخط ُِغالٓش‬- SCE

50
Senior management - Group of managers who have a
substantial role in formulating the objectives and policies of
the organisation. Usually managers at the top of the
hierarchy are described in this way, but where there is
substantial decentralization of decision-making; managers
at lower levels of the organisation may have this status.
Typical titles include: President, Vice-President, General
Manager, Plant Manager, etc. (synonyms: top
management, upper management).
Senior manager - The most senior decision-making
person at a location.
Service department - Part of an organisation concerned
with providing after sales service to customers; frequently
involved with the handling of complaints which require
tactful replacement or rectification to avoid temporary or
permanent loss of goodwill.
Service Level Agreement - Service Level Agreements
specify the nature, scope, and flexibility of essential
services to be provided by Service Asset Managers to
Product Flow Asset Managers. They also specify quality of
a service, how it is measured, on what terms payment is
made, deliverables, and responsibilities (including
management of HSE risks).
Severity - A measure of the level of harm or damage that
the accident could cause. Also known as consequence,
impact, or hazard effect. Severity is often expressed as the
level of injury or the financial costs of damage.
Shall - indicates a course of action with a required,
mandatory status within PDO. (See Must).
Should - indicates a preferred course of action.
Significant incident - Incident with actual consequences
rating of 4 or 5 on the Risk Assessment Matrix.
SIL - Safety Instrumented Level.
SIMOPS - Simultaneous Operations.
Simple risk assessment - The process of asking one‟s
self a brief, simple series of questions relating to a specific
task that enables more effective risk recognition,
evaluation, and control.
‫خؿش‬٤‫ ط‬٢‫ش ك‬٤‫س ًز‬ٝ‫ْ د‬ُٜ ٖ٣‫ٖ حُز‬٣‫ش‬٣‫ػش ٖٓ حُٔذ‬ٞٔ‫ ٓـ‬- ‫اإلداسح انؼهُب‬
‫ هٔش‬١‫ش‬٣‫ٕ ػخدس ُٔذ‬ٌٞ٣ ‫طق‬ُٞ‫زح ح‬ٛ .‫خعخص حُٔئعغش‬٤‫ع‬ٝ ‫ذحف‬ٛ‫أ‬
‫ؤخز‬٣ ‫ هذ‬،‫شس ُظ٘غ حُوشحس‬٤‫ش ًز‬٣‫٘خى الٓشًض‬ٛ ٌٕٞ٣ ‫ ٌُٖ ػ٘ذٓخ‬.ّ‫ش‬ُٜ‫ح‬
:٢ِ٣ ‫ ٓخ‬٢ٛ ‫ش‬٣‫خد‬٤‫ٖ حإلػظ‬٣ٝ‫ حُؼ٘خ‬.‫ حُٔشطزش‬ٙ‫ز‬ٛ َ‫خص أه‬٣ٞ‫ ٓغظ‬٢‫حُٔذسحء ك‬
‫ رُي‬٠ُ‫ٓخ ا‬ٝ ،‫ش حُٔظ٘غ‬٣‫ ٓذ‬،ّ‫ش حُؼخ‬٣‫ حُٔذ‬،‫ظ‬٤‫ ٗخثذ حُشث‬،‫ظ‬٤‫حُشث‬
.)٠‫ه‬ٞ‫ حإلدحسس حُل‬:‫(حُٔشحدكخص‬
.ٕ‫ ٌٓخ‬٢‫ ٓشطزش ك‬٠ِ‫حألػ‬ٝ ‫ حُشخض طخكذ حُوشحس‬- ‫يذَش أول‬
‫غ‬٤‫ش خذٓش ٓخ رؼذ حُز‬٤‫ك‬ٞ‫ رظ‬٢٘‫ ؿضء ٖٓ حُٔئعغش ٓؼ‬- ‫لسى انخذيخ‬
‫ طظطِذ‬٢‫ حُظ‬ٟٝ‫ حُظؼخَٓ ٓغ حُشٌخ‬٠ِ‫ ػ‬١ٞ‫شحً ٓخ ط٘ط‬٤‫ًؼ‬ٝ ،‫ُِؼٔالء‬
‫د ُزن ُظـ٘ذ خغخسس حُغٔؼش حُلغ٘ش حُٔئهظش‬ِٞ‫ذ رؤع‬٣ٞ‫ طظ‬ٝ‫حعظزذحٍ أ‬
.‫ حُذحثٔش‬ٝ‫أ‬
‫ؼش‬٤‫ حُخذٓخص طلذد ؽز‬ٟٞ‫خص ٓغظ‬٤‫ اطلخه‬- ‫ارفبلُخ يسزىي انخذيخ‬
‫خ ٓذسحء خذٓش حُٔ٘شآص‬ٜٓ‫وذ‬٤‫ ع‬٢‫ش حُظ‬٤‫ٗش حُخذٓخص حألعخع‬ٝ‫ٓش‬ٝ ‫ٗطخم‬ٝ
‫ق‬٤ًٝ ‫دس حُخذٓش‬ٞ‫ٕ ؿ‬ٝ‫لذد‬٣ ً‫ؼخ‬٣‫ْ أ‬ٛ .‫ُٔذسحء طذكن ٓ٘ظـخص حُٔ٘شآص‬
٢‫خص (رٔخ ك‬٤ُٝ‫حُٔغئ‬ٝ ْ٤ِ‫حُظغ‬ٝ ‫ظْ حُذكغ‬٣ ‫ؽ‬ٝ‫ شش‬١‫ أ‬٠ِ‫ػ‬ٝ ‫خ‬ٜ‫خع‬٤‫ظْ ه‬٣
.) ‫رُي ادحسس الصحة والسالمة والبٌئة‬
ٚ‫ٌٖٔ إٔ طغزز‬٣ ١‫ حُؼشس حُز‬ٝ‫ أ‬ٟ‫ حألر‬ٟٞ‫خط ُٔغظ‬٤‫ ٓو‬ٞٛٝ - ‫خطىسح‬
‫شح ٓخ‬٤‫ ًؼ‬.‫ش حُخطش‬٤‫ طؤػ‬ٝ‫ش أ‬٤‫ حُظؤػ‬ٝ‫ـش أ‬٤‫ؼخً رخُ٘ظ‬٣‫ؼشف أ‬٣ٝ .‫حُلخدػش‬
.‫ش ُألػشحس‬٤ُ‫ق حُٔخ‬٤ُ‫ حُظٌخ‬ٝ‫ حإلطخرش أ‬ٟٞ‫ رٔغظ‬ٚ٘‫ؼشد ػ‬٣
ٖٔ‫ ػ‬،ّ‫ حإلُضح‬ٝ‫د أ‬ٞ‫ؿ‬ُٞ‫ ٓغخس حُؼَٔ ٓغ كخُش ح‬٠ُ‫ش ا‬٤‫ش‬٣ - ٍُ‫َزؼ‬
.ٕ‫ش ٗلؾ ػٔخ‬٤ٔ٘‫ششًش ط‬
.َ‫ ٓغخس حُؼَٔ حُٔلؼ‬٠ُ‫ش ا‬٤‫ش‬٣ - ٍ‫َُجغ‬
٢‫ ك‬5 ٝ‫ أ‬4 ‫ سطزش‬٢‫ش ك‬٤ِ‫ ٗظخثؾ كؼ‬ٝ‫ق ُلخدع ر‬٤٘‫ طظ‬-‫زبدس رو أهًُخ‬
.‫ْ حُٔخخؽش‬٤٤‫كش طو‬ٞ‫ٓظل‬
‫ض ُِغالٓش‬ٜ‫ ٓـ‬ٟٞ‫ ٓغظ‬- SIL
‫خص ٓظضحٓ٘ش‬٤ِٔ‫ ػ‬- SIMOPS
‫شس‬٤‫هظ‬ٝ ‫طش‬٤‫ عِغِش رغ‬ٚ‫ش عئحٍ حُٔشء ٗلغ‬٤ِٔ‫ ػ‬- ‫رمُُى ثسُػ نهًخبغش‬
ْ٤٤‫طو‬ٝ ،‫ش أًؼش‬٤ُ‫ طٌٖٔ حُظؼشف رلؼخ‬،‫ٔش ٓلذدس‬ٜٔ‫ٖٓ حألعجِش حُٔظؼِوش ر‬
.‫ػزؾ حُٔخخؽش‬ٝ
51
Skill development coaching - (1) The actions taken to
help employees perform as well as possible through
techniques such as performance reviews, discussions, etc.
(2) Actions taken on a day-to-day basis, designed to
motivate an employee to improve his or her skills.
Specification (SP – PDO) - The specific requirements that
are mandatory – with respect to performance,
implementation, monitoring, and/or reporting. A
specification can apply to materials, products, activities,
and/or services.
Stakeholders - See “Interested parties.” Those groups
who affect and/or are affected by the organisation and its
activities. These may include, but are not limited to:
owners, trustees, employees, associations, trade unions,
customers, members, partners, suppliers, competitors,
government, regulators, the electorate, non-governmental
organisations (NGOs) / not-for-profit organisations,
pressure groups and influencers, and/or communities.
Standard - A standard represents agreement on best
practice for the technology or process concerned. For
example, ISO 14001 is an international standard that
represents worldwide agreement on best practices for
environmental management. This is NOT a (technical)
performance standard.
Standards, performance - The defined criterion for
effective performance of work or activities. Performance
standards should define who is responsible for performing
what work when or how often. (See Management system
performance standard).
Standards, ISO-9000 and ISO 14000 series - A set of
individual but related international guidelines on quality and
environmental management developed to help companies
effectively document the quality and environmental
activities to be implemented to maintain an efficient quality
and environmental management system. The standards
are developed by the International Organisation for
Standardization (ISO), an international agency composed
of the national standards bodies of 160+ countries. (See
ISO).
Statistical Process Control (SPC) - The application of
statistical techniques to control a process. Often the term
statistical quality control is used interchangeably with
statistical process control; however, the SPC includes
acceptance sampling as well as statistics process control.
ٖ٤‫ظل‬ُٞٔ‫) حإلؿشحءحص حُٔظخزس ُٔغخػذس ح‬1( - ‫رذسَت نهزًُُخ انًهبساد‬
،‫خص ٓؼَ ٓشحؿؼش حألدحء‬٤٘‫ٕ ػزش طو‬ٌٞ٣ ‫ حألدحء ًؤكؼَ ٓخ‬٠ِ‫ػ‬
.‫ حُخ‬،‫حُٔ٘خهشخص‬ٝ
‫ظق‬ُٞٔ‫ض ح‬٤‫ طلل‬٠ُ‫ذف ا‬ٜ‫ ط‬٢‫حُظ‬ٝ ،ّٞ٤‫ٓخ ً ر‬ٞ٣ ‫) حإلؿشحءحص حُٔظخزس‬2(
.ٚ‫خسحط‬ٜٓ ٖ٤‫ طلغ‬٠ِ‫ػ‬
‫ز‬٤‫حُظ٘ل‬ٝ ‫ظؼِن رخألدحء‬٣ ‫ٔخ‬٤‫ش حُٔلذدس ك‬٤ٓ‫ حُٔظطِزخص حإلُضح‬- ‫يىاصفبد‬
٠ِ‫حطلخص ػ‬ُٞٔ‫ٌٖٔ إٔ ط٘طزن ح‬٣ٝ .‫ش‬٣‫ْ حُظوخس‬٣‫ طوذ‬ٝ‫ أ‬/ٝ ،‫حُشطذ‬ٝ
.‫ حُخذٓخص‬ٝ‫ أ‬/ٝ ّ‫خ‬ُٜٔ‫ح‬ٝ ‫حُٔ٘ظـخص‬ٝ ‫حد‬ُٞٔ‫ح‬
/ٝ ‫ طئػش‬٢‫ػخص حُظ‬ٞٔ‫ حُٔـ‬." ‫ش‬٤٘‫ حٗظش "حألؽشحف حُٔؼ‬- ٌ‫أصسبة انشؤ‬
:٠ِ‫خ ال طوظظش ػ‬ٌُٜ٘ٝ ،ٙ‫ز‬ٛ َٔ‫هذ طش‬ٝ .‫خ‬ٜ‫أٗشطظ‬ٝ ‫ طظؤػش رخُٔئعغش‬ٝ‫أ‬
‫حُؼٔالء‬ٝ ‫حُ٘وخرخص‬ٝ ‫خص‬٤‫حُـٔؼ‬ٝ ٖ٤‫ظل‬ُٞٔ‫ح‬ٝ ‫حألٓ٘خء‬ٝ ٖ٤ٌُ‫حُٔخ‬
ٖ٤ٔ‫حُٔ٘ظ‬ٝ ‫ٓش‬ٌٞ‫حُل‬ٝ ٖ٤‫حُٔ٘خكغ‬ٝ ٖ٣‫سد‬ُٞٔ‫ح‬ٝ ‫حُششًخء‬ٝ ‫حألػؼخء‬ٝ
‫ش‬٤‫ش حُشرل‬٤‫ حُٔ٘ظٔخص ؿ‬/ ‫ش‬٤ٌٓٞ‫ش حُل‬٤‫حُٔ٘ظٔخص ؿ‬ٝ ٖ٤‫حُ٘خخز‬ٝ
.‫ش‬٤ِ‫ حُٔـظٔؼخص حُٔل‬ٝ‫ أ‬/ٝ ‫ر‬ٞ‫أطلخد حُ٘ل‬ٝ ‫ؿٔخػخص حُؼـؾ‬ٝ
‫ش‬٤ِٔ‫ حُؼ‬ٝ‫خ أ‬٤‫ؿ‬ٌُٞٞ٘‫ٔؼَ حطلخم رشؤٕ أكؼَ حُٔٔخسعخص ُِظ‬٣ - ‫يؼُبس‬
‫ٔؼَ حطلخم‬٣ ٢ُٝ‫خس د‬٤‫ ٓؼ‬ٞٛ 14001 ٝ‫ض‬٣‫ا‬،ٍ‫َ حُٔؼخ‬٤‫ عز‬٠ِ‫ ػ‬.‫ش‬٤٘‫حُٔؼ‬
)ً‫خ‬٤٘‫خسحً (طو‬٤‫ظ ٓؼ‬٤ُ ‫زح‬ٛ .‫ش‬٤‫ج‬٤‫ رشؤٕ أكؼَ حُٔٔخسعخص ُإلدحسس حُز‬٢ُٔ‫ػخ‬
.‫ُألدحء‬
ٝ‫ حُششؽ حُٔلذد ٖٓ أؿَ حألدحء حُلؼخٍ ُألػٔخٍ أ‬- ‫يؼبَُش األداء‬
١‫ز أ‬٤‫ٍ ػٖ ط٘ل‬ٝ‫ حُٔغئ‬ٞٛ ٖٓ ‫ش حألدحء‬٤٣‫ إٔ طلذد ٓؼخ‬٢‫٘زـ‬٣ٝ . ّ‫خ‬ُٜٔ‫ح‬
.)‫خس أدحء ٗظخّ حإلدحسس‬٤‫ (حٗظش ٓؼ‬.٠‫ ًَ ٓظ‬ٝ ‫ق‬٤ً ٝ‫ أ‬٠‫ ٓظ‬ٝ َٔ‫ػ‬
ٖٓ ‫ػش‬ٞٔ‫ ٓـ‬- 14000 ٝ‫ض‬٣‫ا‬ٝ 9000 - ‫سهسهخ يؼبَُش اإلَضو‬
‫حإلدحسس‬ٝ ‫دس‬ٞ‫ ُِـ‬،‫ٌُٖ رحص حُظِش‬ٝ ‫ش‬٣‫ش حُلشد‬٤ُٝ‫ش حُذ‬٤ٜ٤‫ؿ‬ٞ‫حُٔزخدة حُظ‬
‫ش‬٤‫ج‬٤‫حألٗشطش حُز‬ٝ ‫دس‬ٞ‫ن حُـ‬٤‫ػ‬ٞ‫ ط‬٠ِ‫ػؼض ُٔغخػذس حُششًخص ػ‬ٝ ،‫ش‬٤‫ج‬٤‫حُز‬
ّ‫ ٗظخ‬٠ِ‫ػ‬ٝ ‫دس كؼخُش‬ٞ‫ ؿ‬٠ِ‫خ رشٌَ كؼخٍ ُِللخظ ػ‬ٛ‫ز‬٤‫ٖ ط٘ل‬٤‫ظؼ‬٣ ٢‫حُظ‬
‫ذ‬٤‫ك‬ٞ‫ش ُِظ‬٤ُٝ‫ش ٖٓ هزَ حُٔ٘ظٔش حُذ‬٤٣‫ش حُٔؼخ‬٣ٞ‫ظْ طط‬٣ .‫ش‬٤‫ج‬٤‫حإلدحسس حُز‬
‫ش‬٤٘‫ؽ‬ُٞ‫ش ح‬٤٣‫جخص حُٔؼخ‬٤ٛ ٖٓ ‫ش ٓئُلش‬٤ُٝ‫ًخُش د‬ٝ ٢ٛٝ ،)ٝ‫ض‬٣‫ (ا‬٢‫خع‬٤‫حُو‬
.)ٝ‫ض‬٣‫ (حٗظش ا‬.‫ رِذ‬90 ٖٓ ‫حُظخرؼش ألًؼش‬
‫ش‬٤ِٔ‫ش ُؼزؾ ػ‬٤‫ذ حإلكظخث‬٤ُ‫ن حألعخ‬٤‫ ططز‬- ‫انعجػ اإلزصبئٍ نهؼًهُبد‬
ٍ‫دس رخُظزخد‬ٞ‫ ُِـ‬٢‫زح حُٔظطِق َُضبط حإلكظخث‬ٛ ّ‫غظخذ‬٣ ‫ ؿخُزخ ً ٓخ‬.‫ٓخ‬
‫خص‬٤ِٔ‫ ُِؼ‬٢‫ اال إٔ حُؼزؾ حإلكظخث‬،‫ش‬٤ِٔ‫ ُِؼ‬٢‫ٓغ حٍضبط حإلكظخث‬
.‫ش‬٤ِٔ‫ ُِؼ‬٢‫ًزُي حٍضبط حإلكظخث‬ٝ ٍٞ‫٘خص ُِوز‬٤‫شَٔ أخز حُؼ‬٣
52
Strategic direction - Deciding what business activities the
firm should conduct and where. (Examples: continue its
existing activities, divest some of them and/or diversify into
new product markets, remain a national supplier, etc.).
Strategy - The formulation of a unified body of strategic
plans by a firm in order to achieve its business objectives.
Business strategy integrates all aspects of a firm's
production activities through all levels, including:
(1) Objective or goal setting,
(2) Strategic direction,
(3) Choice of growth mode,
(4) Competitive strategy,
(5) Functional responsibilities.
(Related terms: business policy, corporate strategy,
strategic management).
Structure - The pattern of roles and relationships in a
group or organisation.
Subcontracting - Arrangement by which a person or a
firm, based on a legal contract, supplies goods and/or
services to another person or firm.
Subcontractor - Person or company that does work under
a contract with the contractor.
Substandard acts and substandard conditions - Acts or
conditions that do not meet established standards;
frequently referred to as unsafe acts or conditions.
Survey - A systematic study to identify and assess a
defined issue or condition.
Sustainable development - Defined in the 1987 Report of
the World Commission on Environment and Development
Our Common Future as “development that meets the
needs of the present, without compromising the ability of
future generations to meet their own needs.”
System - An established way of carrying out an activity or
series of activities, including the identification, training, and
involvement of individuals responsible for the activity; a clear
definition of the activity and how to do it; and a mechanism to
ensure that the activity is performed as expected.
TA - Technical Authority.
TI - Technical Integrity. (See Technical Integrity.)
ٕ‫ـذ أ‬٣ ٢‫ش حُظ‬٣‫خّ حُظـخس‬ُٜٔ‫ ح‬٢ٛ ‫ذ ٓخ‬٣‫ طلذ‬- ٍ‫انزىخه االسزشارُد‬
ٖ‫ ػ‬٢ِ‫ حُظخ‬ٝ‫ش أ‬٤ُ‫خّ حُلخ‬ُٜٔ‫حطِش ح‬ٞٓ :‫ (أٓؼِش‬.ٖ٣‫أ‬ٝ ‫خ حُششًش‬ٜ‫طٔخسع‬
‫ حإلعظٔشحس‬ٝ‫ذس أ‬٣‫حم عِغ ؿذ‬ٞ‫ أع‬٢‫ٍ ك‬ٞ‫غ ُِذخ‬٣ٞ٘‫ حُظ‬ٝ‫ أ‬/ٝ ‫خ‬ٜ٘ٓ ‫رؼغ‬
.)‫ حُخ‬،٢٘‫ؽ‬ٝ ‫سد‬ًٞٔ
ٖٓ ‫ش‬٤‫ـ‬٤‫كذس ٖٓ حُخطؾ حإلعظشحط‬ٞٓ ‫ػش‬ٞٔ‫خؿش ٓـ‬٤‫ ط‬- ‫اسزشارُدُخ‬
‫غ‬٤ٔ‫ طذٓؾ ؿ‬.‫ش‬٤‫ـ‬٤‫ش حإلعظشحط‬٣‫خ حُظـخس‬ٜ‫ذحك‬ٛ‫ن أ‬٤‫هزَ حُششًش ٖٓ أؿَ طلو‬
:‫ رُي‬٢‫ رٔخ ك‬،‫خص‬٣ٞ‫غ حُٔغظ‬٤ٔ‫خّ اٗظخؽ حُششًش ػزش ؿ‬ٜٓ ‫حٗذ‬ٞ‫ؿ‬
،‫ش‬٣‫ حُـخ‬ٝ‫ذف أ‬ُٜ‫ذ ح‬٣‫) طلذ‬1(
،٢‫ـ‬٤‫ حالعظشحط‬ٚ‫ؿ‬ٞ‫) حُظ‬2(
،ُٞٔ٘‫خس ٗٔؾ ح‬٤‫) حخظ‬3(
،‫ش‬٤‫ش حُظ٘خكغ‬٤‫ـ‬٤‫) حإلعظشحط‬4(
.‫ش‬٤‫ل‬٤‫ظ‬ُٞ‫خص ح‬٤ُٝ‫) حُٔغئ‬5(
‫ش حُؼخٓش‬٤‫ـ‬٤‫حإلعظشحط‬ٝ ‫ش‬٣‫خعش حُظـخس‬٤‫ حُغ‬:‫(ٓظطِلخص رحص طِش‬
.)‫ش‬٤‫ـ‬٤‫حإلدحسس حإلعظشحط‬ٝ ‫ُِششًش‬
.‫ مإسسة‬ٝ‫ػش أ‬ٞٔ‫ ٓـ‬٢‫حُؼالهخص ك‬ٝ ‫حس‬ٝ‫ ٗٔؾ حألد‬-ًٍُ‫انهُكم انزُظ‬
،‫ ششًش‬ٝ‫ شخض أ‬ُٚ‫د ٖٓ خال‬ٝ‫ض‬٣ ١‫ذ حُز‬٤‫ حُظشط‬- ٍ‫انزؼبلذ انفشػ‬
.‫ ششًش‬ٝ‫ حُخذٓخص ُشخض آخش أ‬ٝ‫ أ‬/ٝ ‫ حُغِغ‬،٢ٗٞٗ‫ ػوذ هخ‬٠ُ‫حعظ٘خدحً ا‬
‫ؿذ ػوذ ٓغ‬ٞٔ‫ؼَٔ ر‬٣ ٢‫ حُششًش حُظ‬ٝ‫ حُشخض أ‬- ٍ‫انًمبول انفشػ‬
.ٍٝ‫حُٔوخ‬
‫ ال‬٢‫ف حُظ‬ٝ‫ حُظش‬ٝ‫ حألكؼخٍ أ‬- ‫األػًبل وانظشوف انغُش يشغىة فُهب‬
ٍ‫خ أكؼخ‬ٜٗ‫ أ‬٠ِ‫خٕ ػ‬٤‫ش ٖٓ حألك‬٤‫ ًؼ‬٢‫خ ك‬ٜ٤ُ‫شخس ا‬٣ٝ ،‫ش حُوخثٔش‬٤٣‫ رخُٔؼخ‬٢‫طل‬
.‫ش آٓ٘ش‬٤‫ف ؿ‬ٝ‫ ظش‬ٝ‫أ‬
.‫ ظشف ٓلذدس‬ٝ‫ْ ٓغؤُش أ‬٤٤‫طو‬ٝ ‫ذ‬٣‫ش ُظلذ‬٤‫ـ‬ٜ٘ٓ ‫ دسحعش‬- ‫يسر‬
‫جش‬٤‫ش ُِز‬٤ُٔ‫ ُِـ٘ش حُؼخ‬1987 ‫ش‬٣‫ طوش‬٢‫خ ك‬ٜ‫ل‬٣‫ طْ طؼش‬- ‫انزًُُخ انًسزذايخ‬
‫خؿخص‬٤‫ حكظ‬٢‫ طِز‬٢‫ش حُظ‬٤ٔ٘‫خ "حُظ‬ٜٗ‫ رؤ‬- ‫ ٓغظوزِ٘خ حُٔشظشى‬- ‫ش‬٤ٔ٘‫حُظ‬ٝ
‫خ‬ٜ‫خؿخط‬٤‫ش حكظ‬٤‫ طِز‬٠ِ‫خٍ حُٔوزِش ػ‬٤‫ٕ حُٔغخط روذسس حألؿ‬ٝ‫حُلخػش د‬
."‫حُخخطش‬
٢‫ رٔخ ك‬،ّ‫خ‬ُٜٔ‫ عِغِش ٖٓ ح‬ٝ‫ٔش أ‬ٜٓ ‫ز‬٤‫ ط٘ل‬٢‫وش حُٔظزؼش ك‬٣‫ حُطش‬ٞٛ - ‫َظبو‬
ٙ‫ز‬ٛ ٖ‫ٖ ػ‬٤ُٝ‫اششحى حألكشحد حُٔغئ‬ٝ ‫ذ‬٣‫حُظذس‬ٝ ‫ش‬٣ُٜٞ‫ذ ح‬٣‫رُي طلذ‬
ٕ‫ش ُِظؤًذ ٖٓ أ‬٤ُ‫آ‬ٝ ،‫خ‬ٜ‫خّ ر‬٤‫ش حُو‬٤‫ل‬٤ًٝ ‫ٔش‬ُِٜٔ ‫حػق‬ٝ ‫ق‬٣‫ٔش؛ طؼش‬ُٜٔ‫ح‬
.‫هغ‬ٞ‫ ٓظ‬ٞٛ ‫ ًٔخ‬ٙ‫ز‬٤‫ظْ ط٘ل‬٣ ‫ٔش‬ُٜٔ‫ح‬
.‫ش‬٤٘‫ عِطش طو‬- TA
٢٘‫ حُظٌخَٓ حُظو‬- TI
53
Target - A specific endpoint, usually either stating the date
of completion of particular actions needed to achieve the
objectives and/or achieving specified quantitative
performance measures.
Task - A specific work assignment within an occupation,
consisting of a definite sequence of steps.
Task analysis - A systematic analysis of the steps involved
in doing a task, the loss exposures involved and the controls
necessary to prevent loss. It is a prerequisite to the
development of job / task procedures and practices. An
important step in the analysis would be consideration of the
elimination or reduction of loss exposures.
Task instruction - The process of transferring the
knowledge and skills necessary to properly perform a job /
task.
Task observation - Task observation is a technique to
ensure that tasks / procedures are performed efficiently
and in compliance with standards.
Technical Integrity - An asset should be procured,
designed, constructed, commissioned, operated, and
maintained so that it is suitable for its required purpose,
considering structural integrity, process containment,
ignition control and systems for protection, detection,
shutdown, emergency response, and life saving.
Tender - Offer to supply goods or services at a price; usually
a detailed document outlining all the conditions which would
relate to any ensuing contract. Commonly associated with
government contracts for building, construction service, or
periodic supplies.
Threat - A possible cause that will potentially release a
hazard and produce an event.
Top Event - The „release‟ of a hazard; something that
occurs in a certain place during a particular interval of time.
TRC - Total Reportable Cases are the sum of Fatalities,
Permanent Total Disabilities, Permanent Partial
Disabilities, Lost Workday Cases, Restricted Work Cases,
and Medical Treatment Cases. This is sometimes referred
to as Total Recordable Cases.
TRCF - The Total Reportable Case Frequency is the
number of Total Reportable Cases per million Exposure
Hours worked during the period.
‫خء‬ٜ‫خ حالٗظ‬٣‫ طخس‬٠ُ‫ػخدس ٓخ ط٘ض آخ ا‬ٝ ،‫ش ٓلذدس‬٣‫خ‬ٜٗ ‫ ٗوطش‬- ‫هذف يسذد‬
‫ظ ٓلذدس‬٤٣‫ن ٓوخ‬٤‫ طلو‬٠ُ‫ ا‬ٝ‫ أ‬/ٝ ‫خص‬٣‫ن حُـخ‬٤‫٘ش الصٓش ُظلو‬٤‫ٖٓ أػٔخٍ ٓؼ‬
.‫ش ُألدحء‬٤ًٔ
‫حص‬ٞ‫ٕ ٖٓ عِغِش خط‬ٌٞ‫ طظ‬،‫٘ش‬ُٜٔ‫ اؽخس ح‬٢‫ٔش ػَٔ ٓلذدس ك‬ٜٓ - ‫يهًخ‬
.‫ٓلذدس‬
ّ‫خ‬٤‫خ حُو‬ٜ٤ِ‫ ػ‬١ٞ‫٘ط‬٣ ٢‫حص حُظ‬ٞ‫ ُِخط‬٢‫ـ‬ٜ٘ٓ َ٤ِ‫ طل‬- ‫رسهُم انًهًخ‬
‫ع‬ٞ‫ه‬ٝ ‫حرؾ حُالصٓش ُٔ٘غ‬ٞ‫حُؼ‬ٝ ،‫خ‬ٜ٤‫ حُظؼشع ُِخغخسس ك‬ٟ‫ٓذ‬ٝ ،‫ٔش‬ٜٔ‫ر‬
.‫حُٔٔخسعخص‬ٝ ّ‫خ‬ُٜٔ‫ ح‬/َٔ‫ػغ اؿشحءحص حُؼ‬ُٞ ‫ ششؽ ٓغزن‬ٞٛ .‫خغخثش‬
ٖٓ ‫ حُلذ‬ٝ‫ ٓشحػخس اصحُش أ‬ٞٛ َ٤ِ‫ حُظل‬٢‫خٓش ك‬ُٜ‫حص ح‬ٞ‫ٖٓ حُخط‬ٝ
.‫حُظؼشع ُِخغخسس‬
‫لش‬٤‫ظ‬ٝ ‫خسحص حُالصٓش ألدحء‬ُٜٔ‫ح‬ٝ ‫ش ٗوَ حُٔؼشكش‬٤ِٔ‫ ػ‬- ‫رؼهًُبد انًهًخ‬
.‫ق‬٤‫ٔش رشٌَ طل‬ٜٓ /
/ ّ‫خ‬ُٜٔ‫ش ُؼٔخٕ إٔ ح‬٤٘‫ طو‬٢ٛ ‫ٔش‬ُٜٔ‫ ٓشحهزش ح‬- ‫يشالجخ انًهًخ‬
.‫ػش‬ٞ‫ػ‬ُٞٔ‫ش ح‬٤٣‫كغذ حُٔؼخ‬ٝ ‫ش‬٤ُ‫خ رلؼخ‬ٛ‫ز‬٤‫ظْ ط٘ل‬٣ ‫حإلؿشحءحص‬
‫خٗش حُٔ٘شؤس‬٤‫ط‬ٝ ‫اخظزخس‬ٝ ‫ذ‬٤٤‫طش‬ٝ ْ٤ٔ‫طظ‬ٝ ‫ ششحء‬٢‫٘زـ‬٣ - ٍُ‫انزكبيم انزم‬
َٓ‫ٖ حالػظزخس طٌخ‬٤‫ ٓغ حألخز رؼ‬،‫د‬ِٞ‫ٕ ٓ٘خعزش ُِـشع حُٔط‬ٌٞ‫ ط‬٠‫كظ‬
‫حٌُشق‬ٝ ‫ش‬٣‫ٗظْ حُلٔخ‬ٝ ٍ‫ػزؾ حإلشؼخ‬ٝ ،‫ش‬٤ِٔ‫حء حُؼ‬ٞ‫حكظ‬ٝ ،‫ش‬٤٘‫حُز‬
.‫خس‬٤‫اٗوخر حُل‬ٝ ،‫حسة‬ٞ‫حالعظـخرش ُلخالص حُط‬ٝ ،‫حإلؿالم‬ٝ
‫ حُخذٓخص رغؼش ٓلذد؛ ػخدس ٓخ‬ٝ‫ش حُغِغ أ‬٤‫ك‬ٞ‫ ػشع ُظ‬- ‫انًُبلصخ‬
‫ظشحكن‬٣ .‫ ػوذ‬١‫ طظؼِن رؤ‬٢‫ؽ حُظ‬ٝ‫ٖ ًخكش حُشش‬٤‫وش ٓلظِش طز‬٤‫ػ‬ٝ ٌٕٞ‫ط‬
ّ‫حص‬ُِٞ‫ ح‬ٝ‫ أ‬،‫ش‬٤‫حُخذٓخص حإلٗشخث‬ٝ ‫ش ُِز٘خء‬٤ٌٓٞ‫د حُل‬ٞ‫ػخدس ٓغ حُؼو‬
.‫ش‬٣‫س‬ٝ‫حُذ‬
.‫٘ظؾ كذع‬٣ٝ ‫شٌَ خطش‬٣ /‫ظذس‬٣ ٕ‫ٌٖٔ أ‬٣ َٔ‫ عزذ ٓلظ‬- ‫رهذَذ‬
ٍ‫ٖ خال‬٤‫ ٌٓخٕ ٓؼ‬٢‫لذع ك‬٣ ١‫ اطذحس خطش ٓخ؛ حألٓش حُز‬- ً‫زذس أػه‬
.ٖٓ‫٘ش ٖٓ حُض‬٤‫كظشس ٓؼ‬
،‫خص‬٤‫ك‬ُٞ‫ع ح‬ٞٔ‫ ٓـ‬٢ٛ ‫خ‬ٜ٘‫زِؾ ػ‬٣ ٢‫ حُلخالص حُظ‬٢ُ‫ اؿٔخ‬- TRC
ٕ‫كخالص كوذح‬ٝ ،‫ش حُذحثٔش‬٤‫كخالص حإلػخهش حُـضث‬ٝ ‫ش حُذحثٔش‬٤ٌُِ‫حإلػخهخص ح‬
٠ُ‫شخس ا‬٣ٝ .٢‫كخالص حُؼالؽ حُطز‬ٝ ،‫ذس‬٤‫كخالص حُؼَٔ حُٔو‬ٝ ،َٔ‫ّ ػ‬ٞ٣
.َ‫ طغـ‬٢‫ حُلخالص حُظ‬٢ُ‫خٗخً ربؿٔخ‬٤‫رُي أك‬
‫ ػذد حُلخالص‬ٞٛ ‫خ‬ٜ٘‫زِؾ ػ‬٣ ٢‫ حُلخالص حُظ‬٢ُ‫ طٌشحس اؿٔخ‬- TRCF
.‫٘ش‬٤‫ٕ عخػش طؼشع خالٍ كظشس ٓؼ‬ٞ٤ِٓ ٌَُ ‫خ‬ٜ٘‫زِؾ ػ‬٣ ٢‫حُظ‬
54
TROIF - The Total Reportable Occupational Illness
Frequency is the sum of all occupational illnesses whether
or not they have resulted in deaths, permanent total
disabilities, permanent partial disabilities, lost workday
cases, and/or restricted workday cases per million working
hours during the reporting period.
Unbiased - Independent or impartial. Also, not having a
vested interest in the subject or object being evaluated,
audited, and/or assessed.
Unbiased person - A person who, by lack of vested
interest or external pressure, can render an objective
observation or decision. Usually someone outside of the
direct line of authority.
Values - The understandings and expectations that
describe how the organisation‟s people behave and upon
which all business relationships are based (e.g. trust,
support, and truth).
VIAR - The Vehicle Injury Accident Rate is the number of
company and (sub)contractor employees who sustained
an injury as a consequence of road traffic accidents per
100 million kilometers driven.
Vision - A statement that describes how the organisation
wishes to be or become in the future.
Work Instruction - A document that specifies in a step-by-
step manner how a task or a set of tasks is to be
performed. (Work Instructions are often simplified from an
associated procedure.)
Work practice - See Practice(s).
Work-related - Work related activities are defined as those
activities for which management controls are in place, or
should have been in place.
Zero energy state - The state of equipment in which every
power source that can produce movement of a part of the
equipment or release of energy has been rendered
inactive.
‫ع‬ٞٔ‫ ٓـ‬ٞٛ ‫خ‬ٜ٘‫ش حُٔزِؾ ػ‬٤ُٜ٘ٔ‫ حألٓشحع ح‬٢ُ‫ طٌشحس اؿٔخ‬- TROIF
‫ اػخهش‬ٝ‫كخس أ‬ٝ ٖ‫ ُْ طغلش ػ‬ٝ‫ش ٓخ ارح ًخٗض هذ أ‬٤ُٜ٘ٔ‫غ حألٓشحع ح‬٤ٔ‫ؿ‬
‫ كخالص‬ٝ‫أ‬/ٝ ،َٔ‫ّ ػ‬ٞ٣ ‫كخالص كوذ‬ٝ ،‫ش دحثٔش‬٤‫ اػخهش ؿضث‬ٝ‫ أ‬،‫ش دحثٔش‬٤ًِ
.‫ش‬٣‫ٕ عخػش ػَٔ خالٍ كظشس حُظوش‬ٞ٤ِٓ ٌَُ َٔ‫ّ ػ‬ٞ٣ ‫ذ‬٤٤‫طو‬
٢‫ ٓظِلش خخطش ك‬ُٚ ‫ظ‬٤ُ ،ً‫ؼخ‬٣‫ أ‬.‫ذ‬٣‫ ٓلخ‬ٝ‫ ٓغظوَ أ‬- ‫غُش يزسُض‬
.ٚٔ٤٤‫ طو‬ٝ‫ أ‬/ٝ ،ٚ‫ ٓشحؿؼظ‬،ٙ‫ش‬٣‫ظْ طوذ‬٣ ١‫ء حُز‬٢‫ حُش‬ٝ‫ع أ‬ٞ‫ػ‬ُٞٔ‫ح‬
ٝ‫ ٓظِلش خخطش أ‬٠ُ‫ رغزذ حالكظوخس ا‬،‫ شخض‬- ‫شخص غُش يُسبص‬
‫ػخدس‬ٝ .‫ هشحس‬ٝ‫ش أ‬٤‫ػ‬ٞ‫ػ‬ٞٓ ‫ظوذّ رٔالكظش‬٣ ٕ‫ٌٖٔ أ‬٣ ،‫ش‬٤‫ؽ خخسؿ‬ٞ‫ػـ‬
.‫ٕ حُشخض ٖٓ خخسؽ خؾ حُغِطش حُٔزخشش‬ٌٞ٣ ‫ٓخ‬
‫ حُٔئعغش‬٢‫ش طظشف ٖٓ ك‬٤‫ل‬٤ً ‫ طظق‬٢‫هؼخص حُظ‬ٞ‫حُظ‬ٝ ْ٤ٛ‫ حُٔلخ‬- ‫انمُى‬
،ْ‫حُذػ‬ٝ ‫ش (ٓؼَ حُؼوش‬٣‫غ حُؼالهخص حُظـخس‬٤ٔ‫خ ؿ‬ٜ٤ُ‫ طغظ٘ذ ا‬٢‫حُظ‬ٝ
.)‫حُظذم‬ٝ
٢‫ ػذد حإلطخرخص ك‬ٞٛٝ ‫خسحص‬٤‫حدع حُغ‬ٞ‫ ٓؼذٍ اطخرخص ك‬- VIAR
‫ح‬ٞ‫ز‬٤‫ٖ أط‬٣‫ٖ) حُز‬٤٤‫ٖ حُلشػ‬٤ُٝ‫ حُٔوخ‬ٝ‫ٖ (أ‬٤ُٝ‫ حُٔوخ‬ٝ‫ حُششًش أ‬٢‫ظل‬ٞٓ
.‫خدس‬٤‫ٓظش ه‬ِٞ٤ً ٕٞ٤ِٓ 100 ٌَُ ‫ حُطشم‬٠ِ‫س ػ‬ٝ‫حدع حُٔش‬ٞ‫ـش ك‬٤‫ٗظ‬
٢‫ إٔ طظزق ك‬ٝ‫ٕ أ‬ٌٞ‫د حُٔئعغش إٔ ط‬ٞ‫ق ط‬٤ً ‫ظق‬٣ ٕ‫خ‬٤‫ ر‬- ‫انشإَخ‬
.َ‫حُٔغظوز‬
ٝ‫ٔش أ‬ٜٓ ‫ز‬٤‫ش ط٘ل‬٤‫ل‬٤ً ‫س‬ٞ‫س رخط‬ٞ‫وش طلذد خط‬٤‫ػ‬ٝ - ‫رؼهًُبد انؼًم‬
َٔ‫ٔخص حُؼ‬٤ِ‫ شٌَ ششف ٓزغؾ ُظؼ‬٠ِ‫ ػخدس ػ‬٢ٛٝ( ّ‫خ‬ُٜٔ‫ػش ٖٓ ح‬ٞٔ‫ٓـ‬
).‫خ‬ٜ‫حُٔشطزطش ر‬
.‫ حٗظش حُٔٔخسعخص‬- ‫يًبسسبد انؼًم‬
٢‫خّ حُظ‬ُٜٔ‫خ ح‬ٜٗ‫خّ حُٔظؼِوش رخُؼَٔ رؤ‬ُٜٔ‫ق ح‬٣‫ظْ طؼش‬٣ - ‫يزؼهك ثبنؼًم‬
.‫ش‬٣‫حرؾ ادحس‬ٞ‫خ ػ‬ُٜ ٌٕٞ٣ ٕ‫ أ‬٢‫٘زـ‬٣ ٢‫ حُظ‬ٝ‫ أ‬،‫ش‬٣‫حرؾ ادحس‬ٞ‫خ ػ‬ُٜ ‫ؿذ‬ٞ٣
،‫غ ٓظخدس حُطخهش‬٤ٔ‫ كخُش حُٔؼذحص ػ٘ذ ؿؼَ ؿ‬- ‫زبنخ انطبلخ انصفش‬
‫ش‬٤‫ ؿ‬،‫ اٗزؼخع حُطخهش‬ٝ‫ ؿضء ٖٓ حُٔؼذحص أ‬٢‫خ اٗظخؽ حُلشًش ك‬ٌٜ٘ٔ٣ ٢‫حُظ‬
.‫كؼخُش‬
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