Lufkin QHSE Management System 2013

LUFKIN MIDDLE EAST
Lufkin Middle East Integrated

Quality/ EHS Manual
Integrated management system according to ISO 9001:2008, OHSAS 18001,ISO 14001
Talaat A.Kader
1/10/2013
Lufkin Middle East integrated Quality/ EHS manual according to ISO 9001:2008, ISO 14001:2004 and
OHSAS 18001:2007
0
Doc ID QHSE 01
Lufkin Middle East integrated issue 3
Lufkin Middle East management system QHSE Date 1/10/2013
Manual Prepared by Talaat Abdel Kader

Approved by Anthony Beck
Talaat 1
7/6/2021
Doc ID QHSE 01

APPROVALS
Prepared By : TALAAT ABDEL KADER
APPROVED BY:
Anthony Beck, General Manager Date
Talaat 2
7/6/2021
Doc ID QHSE 01

REVISION AND APPROVAL RECORD

Revision
Description Approved By Date
1 Original Release MR 1/1/2012
2 Issue 2 MR 1/10/2012
This version replaces issue one of
the manual
3 Organization has been changed MR 1/8/2013
4 Approved changed from Dave MR 1/9/2013
Kennedy to Anthony Beck
5 Purchasing department has been MR 1/6/2013
divided into logistics and
purchasing
6 Dalia Samy is the process owner MR 1/6/2013
of purchasing
7 Ghada is the process owner of MR 1/6/2013
logistics
8 Full description of HR process MR 1/10/2013
9 Policy has been changed MR 1/10/2013
10 Objectives of 2013 has replaced MR 1/1/2013
objectives of 2012
Talaat 3
7/6/2021
Doc ID QHSE 01

LUFKIN MIDDLE EAST FREE ZONE

MISSION STATEMENT
Lufkin Middle East Free Zone Company is the

pioneer company in distribution and service of
the artificial lift units in Egypt and Middle East.
It is committed to providing Quality Products
and Services that Meet or exceed our
Customers’ Expectations in a Safe Manner for
our Staff, our Customers and the
Environment
Anthony Beck
General Manager
MENA region
Lufkin Industries
Talaat 4
7/6/2021
Doc ID QHSE 01


QHSE POLICY
It is Lufkin’s policy to provide the highest quality

products and services to meet or exceed our
customer expectations. We operate in Egypt and
Middle East area and North Africa in a safe,
responsible manner which respects the environment
and the health of our employees, our customers and
the communities in which we operate. Integrity, EHS
and quality are our way of work.
We will not compromise environmental, health or
safety values for profit or production.
We respect all local laws and regulations and we
constantly strive for incident prevention and
continuous improvement in our business to exceed
our customers’ expectations
Anthony (Tony) Beck
General Manager
Middle East, North Africa
Lufkin Industries
Talaat 5
7/6/2021
Doc ID QHSE 01


MANAGEMENT REPREENTATIVE
Top management of Lufkin Middle East appointed Mr. Talaat
Akader, the company’s Quality/EHS manager as the
company’s management representative who, irrespective of
other responsibilities shall have the responsibility and
authority includes:.
1. Ensuring that the processes needed for quality
management system are established, implemented
and maintained,
2. Reporting to top management on the performance of
the QHSE management system and any need for
improvement
3. Ensuring the promotion of awareness of customer
requirements throughout the organization
4. Liaison with external parties on matter relating to the
quality, safety and environmental Management
systems.
Anthony (Tony) Beck

General Manager
Lufkin Industries
Talaat 6
7/6/2021
Doc ID QHSE 01

LUFKIN MIDDLE EAST QHSE OJECTIVES
Lufkin Middle East QHSE objectives:
1. Meet or exceed annual TRIR targets as set by the corporate.

2. Reduce stock variance to a minimum by monitoring and
controlling stock.
3. Supply equipment in a timely manner as requested by customer.
4. Monitor quality items and identify root cause of all failures.
5. Monitor quality of supplied services
6. Monitor customer satisfaction with Lufkin products and services
7. Enhance Lufkin’s reputation as quality supplier of products and
services.
8. Strive to reduce the probability of the accidents which have the
potential to cause injury, disablement & loss of life & property.
9. To achieve zero fatal incident in all functions in the free zone, oil
fields and offices &To ensure compliance with all HSE related
statutory laws, rules & regulations and be a good responsible
company for the application of labor law and safety regulations.
Anthony (Tony) Beck

General Manager
Lufkin Industries
Talaat 7
7/6/2021
Doc ID QHSE 01

1.0 Knowledge about the company
Lufkin Industries Inc. is a pioneer company that designs, engineers,

manufactures, sells, installs and services high-quality and high-value-added
oil field equipment and power transmission products across the globe.
Besides designing, manufacturing and marketing the industry standard
conventional, Mark II and other Rod lift pumping units that are used to lift
oil from wells; the Oilfield Division provides pumping unit services and well
automation products and services, through Lufkin Automation.
Lufkin Middle East (Egypt) is a service branch of Lufkin industries that sells
and service pumping unit throughout (Egypt) and Middle East. The Head
quarter of the company is located in Maadi while its warehouses, workshop
and distribution center is located in the free zone area in Nasr city. To this
end, Lufkin Middle East has developed documented integrated management
system according to ISO 9001:2008, ISO 14001: 2004 and OHSAS
18001:2007.
Lufkin Middle East respects and applies all regulatory requirements

concerning the products, environment, health and safety and exceeds local
regulations to achieve highest quality and safety degree.
------------------------------------------------------------
Anthony Beck, General Manager
Talaat 8
7/6/2021
Doc ID QHSE 01

Talaat 9
7/6/2021
Doc ID QHSE 01

Talaat 10
7/6/2021
Doc ID QHSE 01

Talaat 11
7/6/2021
Doc ID QHSE 01

Talaat 12
7/6/2021
Doc ID QHSE 01

2.0 Integrated Quality/HSE Management systems
2.1 Scope and Purpose
This manual describes Lufkin Middle East’s integrated Quality,

Environmental and Occupational Health and Safety Management System
(QMS / EMS/ OHSAS). It includes Lufkin’s Quality/EHS System policy and
describes how it is implemented and sustained throughout the company.
The systems core elements are described with references to the key
procedures.
The scope of this IMS is to describe the IMS of Lufkin Middle East, which is
involved in the “distribution, sales, and installation & operation of Sucker
Rod pump” This Integrated management system (IMS) manual specifies
Lufkin Middle East integrated Quality management system (QMS),
Environmental management system (EMS) and Health and safety
management system (OHS) according to ISO 9001:2008, ISO 14001:2004
and OHSAS 18001:2007 respectively.
The integrated management system manual (IMS) is the reference document

of Lufkin Middle East. It defines how the company is complying with the
requirements of the latest versions of ISO 9001:2008, ISO 14001:2004 and
OHSAS 18001:2007. All requirements of the standard are comprehensively
defined in this IMS manual, where required reference will be given to the
respective IMS procedures.
This integrated management system (IMS) Process Manual defines also the
detailed processes needed to fully implement requirements specified in the
QMS/ EHS Requirements Manual.
The IMS Process Manual includes:
1. The QMS process model showing process relationships and interactions
2. Detailed process interfaces between QMS processes
3. The inputs needed to implement QMS processes and resultant outputs
4. Process task and responsibility matrixes that define the interfaces
between functional areas
Talaat 13
7/6/2021
Doc ID QHSE 01

5. Detailed procedures that provide the implementation instructions and

directions
6. QMS process records that provide evidence of conformity and support
process improvement
7. Traceability references to the QMS Requirements Manual
8. Support forms to assist with QMS implementation.
9. The HSE risk assessment and the environmental impact evaluation of
all Lufkin locations, Activities, including activities managed by
contractors and subcontractors;
10. Identification and planning of specific strategic HSE objectives and
targets both at BU and local level;
11. Definition and implementation of the HSE requirements for the
operational control of day-to-day activities;
12. Definition and implementation of training cycles (identification of
needs, planning and execution of training sessions, effectiveness
verification) to ensure competence and awareness of concerned
personnel;
13. Identification, planning and implementation of all the surveillance,
monitoring, maintenance and
14. Review activities required to verify that the HSE management is in
line with the defined IMS
15. Principles and rules and is in compliance with the legal applicable
requirements, and necessary to guarantee the efficiency and efficacy of
the system itself.
The system requirements of this manual aimed at achieving customer

satisfaction and exceeding customer expectations by providing Lufkin’s
products of high quality, just – in – time delivery without defects and
providing after shipping support and service for our customers to achieve
Lufkin declared objectives.
This manual explains Lufkin Middle East tools and methodology of how the
business is managed. We adopt closed – loop process model methodology in
managing Lufkin Business by accurately identifying customer requirements,
and achieving customer satisfaction through all management team. Lufkin
Middle East adopts also continuous improvement approach in its activities
Talaat 14
7/6/2021
Doc ID QHSE 01

by providing the best products which cause no harm for people or

environment.
2.2 General requirements
Lufkin QHSE is that part of overall management system which establishes,

documents and implements Lufkin quality policy, and related processes for
providing products and services which meet or exceed customer
Talaat 15
7/6/2021
Doc ID QHSE 01

requirements, Lufkin Middle East have adopted the process approach by

defining and managing process inputs, controls, and outputs to ensure
desired results are achieved, and interfaces between interrelated processes to
ensure system effectiveness is achieved.
Lufkin Management identified the company’s ‘core’ business processes”

which are ‘Customer Oriented Processes’, or COPs, which are in place to
meet the specific needs of our external customers. The basic sequence and
interaction of Lufkin Middle East COPs is depicted in the process mapping
graph. We have also developed “support Oriented processes or SOPs, to help
implement COPs in the most effective and efficient manner possible.
Lufkin Middle East developed ‘Management Oriented Processes’, or MOPs,

to help meet the specific needs of management to meet management
requirements and other external standards and regulatory requirements.
The overall sequence of IMS QMS/EHS processes (i.e. COPs, SOPs and
MOPs) are depicted in Lufkin process mapping. Techniques and tools for
process management are discussed throughout this manual. Specific
responsibilities for and the sequence and interaction of our key QMS
processes are detailed in Operating Procedures (OPs).
The customer driven processes and management driven processes are

supported by both EMS and EHS system to achieve overall continual
improvement inside the company and outside the company. So, these
standards cover all of Lufkin’s activities that have the potential for causing
an impact (positive or negative) on the environment, employee health and
safety, or communities. The standards cover all facets of Lufkin business,
including installation, downloading and Pump maintenance within the
customer’s fields.
Successful handling of HSE matters is the responsibility of everyone at
Lufkin and Lufkin is sponsoring the slogan of “Safety starts with ME”,
requiring the active participation of all levels of management and
supervision. To effectively establish best in class HSE performance, an
organization needs visible management commitment, a clear and concise
policy and a systematic approach to identify and manage HSE risks.
Talaat 16
7/6/2021
Doc ID QHSE 01

2.3 Permissible exclusion:
The following sub clauses of product realization (clause 7 of ISO 9001: 2008) have been
excluded from the scope of Lufkin Middle east.
Sub-clause 7.3 of design and development
The last sub-clause had been excluded from the scope of ISO 9001:2008 Quality management
system of Lufkin Middle East because Lufkin Middle east is a service company and it is not
involved in design and development.
2.4 References
As Lufkin is establishing integrated QMS/EMS management system, SO, the company is

adopting the following references:
1. ISO 9001: 2008 Quality management system- requirements

2. ISSO 9000:2005 Quality management system- fundamentals and vocabulary
3. ISO 9004:2009 Guidelines
4. ISO 14001:2004 Environmental management system
5. OHSAS 18001: 2007 Occupational health and safety management
6. OHSAS 18002: 2007 Guidelines
2.5 Terms and definitions
Lufkin integrated Quality/ HSE Management System (QSM) uses the same
internationally recognized terms, vocabulary and definitions given in ISO
9000:2005. In addition to that standard, we have also the following
definitions
Acceptable Risk. It is Risk that has been reduced to a level that can be
tailored by the organization having regard to its legal obligation and IMS
policy.
Talaat 17
7/6/2021
Doc ID QHSE 01

Audit. It I systematic, independent and documented process for obtaining

“audit evidence” and evaluating it objectively to determine the extent to
which “audit criteria” are fulfilled
Incident. It is incident which has given rise to injury, ill health or fatality.
ALARP It means to reduce a risk to a level which is “as low as reasonably
practicable” and involves balancing reduction in risk against the time,
trouble, difficulty and cost of achieving it.
Continual improvement. Recurring process of enhancing the OH&S
management system (3.13) in order to achieve improvements in overall
OH&S performance (3.15) consistent with the organization’s (3.17) OH&S
policy (3.16)
Controlled document, the document which is prepared, reviewed approved,
distributed and revised in a controlled manner to ensure that the right
document will be available at the right time.
Corrective action to eliminate the cause of a detected nonconformity (3.11)
or other undesirable situation
Customer satisfaction customer's perception of the degree to which the
customer's requirements (3.1.2) have been fulfilled
Document information and its supporting medium. NOTE the medium can
be paper, magnetic, electronic or optical computer disc, photograph or
master sample, or a combination thereof.
Documented procedure this means that the procedure is established,
documented, implemented and maintained. A single document may address
the requirements for ne or more procedures.
External document, any document used as a reference apart from the
quality procedures e.g., service specification, ISO standards etc.
Hazard. Source, situation, or act with a potential for harm in terms of
human injury or ill health (3.8), or a combination of these. Hazard is the
potential to cause harm including injury/illness, property damage,
disruption of productive arrangements and adverse effects on the
environment. Examples include hydrocarbon under pressure, object at
height, electricity, toxic substances, radiation, noise, and vehicle in motion.
Hazard identification process of recognizing that a hazard (3.6) exists and
defining its characteristics
Ill health identifiable, adverse physical or mental condition arising from
and/ or made worse by a work activity and/or work-related situation
Talaat 18
7/6/2021
Doc ID QHSE 01

IMS integrated Management system for managing health and safety, environmental and
quality management system based on requirements of OHSAS 18001, ISO 14001 and ISO
9001 standards, i.e., the organization structure, responsibilities, policies, procedures and
resources for implementing Health, safety, environment and Quality Management.
Interested party person or group, inside or outside the workplace (3.23),
concerned with or affected by the OH&S performance (3.15) of an
organization
Organizational structure is arrangement of responsibilities, authorities and
relationships between people.
Non-conformity non-fulfillment of a requirement
Occupational health and safety (OH&S) conditions and factors that affect,
or could affect the health and safety of employees or other workers (including
temporary workers and contractor personnel), visitors, or any other person
in the workplace (3.23).
OH&S management system part of an organization’s (3.17) management
system used to develop and implement its OH&S policy (3.16) and manage
its OH&S risks (3.21)
OH&S objective OH&S goal, in terms of OH&S performance (3.15), that an
organization (3.17) sets itself to achieve
OH&S policy overall intentions and direction of an organization (3.17)
related to its OH&S performance (3.15) as formally expressed by top
management
Organization, company, corporation, firm, enterprise, authority or
institution, or part or combination thereof, whether incorporated or not,
public or private, that has its own functions and administration. NOTE For
organizations with more than one operating unit, a single operating unit may
be defined as an organization.
Preventive action, action to eliminate the cause of a potential
nonconformity (3.11) or other undesirable potential situation NOTE 1 There
can be more than one cause for a potential nonconformity.
Procedure specified way to carry out an activity or a process
Process set of interrelated or interacting activities which transforms inputs
into outputs NOTE 1 Inputs to a process are generally outputs of other
processes. NOTE 2 Processes in an organization (3.3.1) are generally planned
and carried out under controlled conditions to add
Talaat 19
7/6/2021
Doc ID QHSE 01

Quality, degree to which a set of inherent characteristics (3.5.1) fulfills

requirements
Record, document (3.5) stating results achieved or providing evidence of
activities performed
1. Lost time injury. A work related injury, which renders the injured
person unable to perform his regular job or Restricted Work on any day
after the day on which the accident occurred. Note: if, in a single
incident 20 people receive lost time injuries, then it is accounted as 20
LTI's (not 1 LTI). Lost Time Injuries are the sum of Fatalities (FAT),
Permanent Total Disabilities (PTD), Permanent Partial Disabilities
(PPD), and Lost Workday cases (LWC).
LTI = (FAT+PTD+PPD+LWC)
2. Lost work days (LWDs) a lost workday case is any work injury other
than a Permanent Partial Disability, which renders the injured person
temporarily unable to perform any Regular Job or Restricted Work on
any day after the day on which the injury was received.
3. Medical treatment case A work related injury, which results in neither
lost time nor restricted work but which requires treatment by or under
the supervision of, or from the specific order of, a medical doctor.
Risk, combination of the likelihood of an occurrence of a hazardous event or

exposure(s) and the severity of injury or ill health (3.8) that can be caused by
the event or exposure(s)
Risk assessment, process of evaluating the risk(s) (3.21) arising from a
hazard(s), taking into account the adequacy of any existing controls, and
deciding whether or not the risk(s) is acceptable
Environmental policy overall intentions and direction of an organization
(3.16) related to its environmental performance (3.10) as formally expressed
by top management
Environmental target detailed performance requirement, applicable to the
organization (3.16) or parts thereof, that arises from the environmental
objectives (3.9) and that needs to be set and met in order to achieve those
objectives
Internal audit systematic, independent and documented process for
obtaining audit evidence and evaluating it objectively to determine the extent
Talaat 20
7/6/2021
Doc ID QHSE 01

to which the environmental management system audit criteria set by the

organization (3.16) are fulfilled
prevention of pollution use of processes, practices, techniques, materials,
products, services or energy to avoid, reduce or control (separately or in
combination) the creation, emission or discharge of any type of pollutant or
waste, in order to reduce adverse environmental impacts (3.7)
Environmental aspect element of an organization's (3.16) activities or
products or services that can interact with the environment
Environmental impact any change to the environment (3.5), whether
adverse or beneficial, wholly or partially resulting from an organization's
(3.16) environmental aspects (3.6)
Uncontrolled document, the document, preparation, review, approval,
distribution and revision of which are not necessary to be done in controlled
manner.
Talaat 21
7/6/2021
Doc ID QHSE 01

3. 0 Lufkin Integrated management system (IMS)
Lufkin has established, documented and implemented Integrated quality, Health, Safety
and Environment Management System (IMS), which the company is committed to
maintain and continuously improve.
Lufkin adopts an integrated Management system for managing health and safety,
environmental and quality management system based on requirements of OHSAS 18001,
ISO 14001 and ISO 9001 standards, i.e., the organization structure, responsibilities,
policies, procedures and resources for implementing Health, safety, environment and
Quality Management. Lufkin adopts also closed – loop process approach which is major
requirements of ISO 9001: 2008, OHSAS 18001, ISO 14001, and it is based on the rule of
Plan – DO – Check – Act or Deming PDCA circle which starts with planning of the
QMS /EMS systems and ends by continual improvement. It is as follows:
Lufkin Middle East closed loope Business plan
Talaat 22
7/6/2021
Doc ID QHSE 01

Taking the PDCA cycle as a reference led to the identification of the

fundamentals on which IMS has been defined. These fundamentals are:
1. The QHSE Policy where Lufkin top management reports its
commitments towards QHSE performance continual improvement;
2. Identification of major processes, and supporting processes and
drawing the process mapping of all Lufkin processes and show the
process interactions.
3. The HSE risk assessment and the environmental impact evaluation of
Lufkin activities, including activities managed by contractors and
subcontractors;
4. Identification and planning of specific strategic QHSE objectives and
targets.
5. Identification, dissemination and periodical updating of the legal and
non-legal requirements applicable to activities carried out;
6. Definition of Lufkin QHSE roles and responsibilities both at all levels of
the company.
7. Definition and implementation of the QHSE requirements for the
operational control of day-to-day activities;
8. Definition and implementation of training cycles (identification of needs,
planning and execution of training sessions, effectiveness verification)
to ensure competence and awareness of concerned personnel;
9. Identification, planning and implementation of all the surveillance,
monitoring, maintenance and review activities required to verify that
the QHSE management is in line with the defined IMS principles and
rules and is in compliance with the legal applicable requirements, and
necessary to guarantee the efficiency and efficacy of the system itself
10. Lufkin integrated management system (IMS) contains four levels of
documentations as follows:
 First level of documentation which contains Lufkin Integrated
Quality& environmental and safety policy
 Second level of documentation which System Guidelines
regulating the management activities required to guarantee the
IMS efficiency and effectiveness (e.g.: risk assessment,
improvement program, training, surveillance) and contains also
Talaat 23
7/6/2021
Doc ID QHSE 01

planning processes such as identification of major and supporting

processes,
 Third level of documentation Operational Guidelines setting the
minimum quality, health, safety and environmental requirements
to comply with while carrying out the day-to-day operational
activities;
 Fourth level of documentation, Project/Branch specific
procedures and working instructions tailoring at local level the
IMS according to country/branch/site/project specifies.
Talaat 24
7/6/2021
Doc ID QHSE 01

By the application of the rule of PDCA on Lufkin IMS QHSE management

system we can explain Lufkin system and activities according to the following
Plan
1. Lufkin top management set the Lufkin mission statement
2. from the mission, the IMS policy is derived
3. from both mission and policy, the organization objectives are derived
4. from all the previously mentioned, we design both major and
supporting process go as follows;
5. Sales department takes up bid for tender
6. Tender review meeting is held
7. Receive purchase order/ work order
8. From purchase order and work order, derive planning schedule based
on the available resources/ materials in the free zone.
9. The same planning schedule shall be distributed to all concerned
department (Purchasing department, free zone, operations department
if service is required)
10. Hazard identification and risk assessment for Lufkin products and
Lufkin services
11. Environmental aspects and environmental impact analysis
according to the local law and other requirements
12. Legal and other regulations
Resources management
 Availability of materials, work orders ( operations department, sales

department)
 QA plan & procedures ( operations department)
 Job safety plan& procedures
 Material requirements (operations & purchase dept.)
 Manpower requirements ( HR & operations department)
 Organization charts, resources, accountability and responsibilities
Do / check
Talaat 25
7/6/2021
Doc ID QHSE 01

All departments, including operations, sales, logistics, and finance

department shall check& monitor the work progress according to
planning schedule and record the shortfalls in the process.
 Operations supervisor shall record Non conformity for improvement and
shall keep the related records for the work.
 Finance & accounting department shall monitor the cost and claim the
monthly bills to clients for collecting payments.
 Safety department shall provide procedures, equipment’s, and audit
and report the works done in safe manner.
 Control actions of all hazards and risks
 The quality plan should be kept by the operations manager to see if the work is carried
out according to the original plan or correcting the deviations if happens.
ACT
Corrective & preventive actions
 The non- conformities in work process shall be identified and concerned

departments find out the root cause to take corrective actions for
improvement.
 Incident investigation and reporting
 Root cause analysis of accidents , incidents and near misses
 Recommendation of corrective and preventive actions.
 Follow up and tracking the effectiveness of these actions
 Achieving continuous improvements through audits and management
reviews
 Audit plans should be designed at regular intervals.
 Management review should be planned at regular intervals to discuss
the effectiveness and efficacy of both corrective and preventive actions.
Talaat 26
7/6/2021
Doc ID QHSE 01

Lufkin IMS system and clauses
Notes:
1. QHSE manager is appointed as management representative,
who is responsible for the implementation, control,
communication, internally and externally (with governmental
bodies in issues relevant to HSE.
Talaat 27
7/6/2021
Doc ID QHSE 01

2. He is directly reporting the performance of QHSE system to the

top management
Lufkin Quality management system
Lufkin Middle East quality system is tailored to our processes, including all
customer and regulatory requirements. Requirements of ISO 9001:2008 that
are not applicable to the nature of our business are excluded from the scope
of our quality system. Lufkin Middle East is a service company, so all
activities of manufacturing, design are excluded from the quality system.
Lufkin quality system is based on the following processes according the pr
Talaat 28
7/6/2021
Doc ID QHSE 01

Lufkin QMS Process Mapping
Management responsibility
Human resources
customer
Customer
Distribution
purchasing
Operations &
Storing
service
Finance management
Facility maintenance/service
Sales processes
1. Technical sales management
2. Purchasing ( local and international)
3. Storing
4. Distribution
5. Service
Talaat 29
7/6/2021
Doc ID QHSE 01

From the process mapping figure, Lufkin Middle East is going as the
following:
The major Processes are the following:

1. Sales processes which consists of the following sub- processes:
 Tender process
 Order processing
 Contract review process
 Customer training process
 Customer complaints process
2. Logistics process: this process relates to the ordering and controlling
the locally manufactured components of the pumping unit. this process
is related also to the control of the incoming products and customer
complaints and providing managing of bon- conforming materials and
root cause analysis and corrective actions and preventive actions.
 Logistics shipping control
 Transport coordination
 Facility management
3. Purchasing: this process has the following sub-processes:
 International procurement procedures.
 Local procurement
 Vendor evaluation
4. Storing, warehousing and distribution : these includes Lufkin
warehouses in the free zone area in Nasr city, where all local and
international purchases concerning the pumping unit is included and
there are 8 sub-processes to manage these major process
 Delivery shipments for manufacturing
 Delivery shipments after manufacturing
 Delivery shipments in Egypt
 Delivery shipments outside Egypt.
 Receiving foreign shipments
 Receiving shipments for repairing
 Receiving shipments from local markets
 Delivery shipments out of country.
Talaat 30
7/6/2021
Doc ID QHSE 01

 All incoming inspection

 Issuing certificate of compliance ( COC)
5. Service management: this process is composed of two sub- processes,
which are:
 Workshop sub-process
 Oil field services
5.1 workshop sub- process
 Equipment receiving, handling and data collection
 Pump inspection
 TAC inspection
 Pump repair and modification
 TAC repair
 New pump check and modification
 New TAC check and modification
5.2 oil field services:
 Unloading and downloading using crane operations
 Installation of pumping unit
 Down hole pump
 Pump unit maintenance
4.0 IMS Documentation requirements

Talaat 31
7/6/2021
Doc ID QHSE 01

General
Lufkin established, documented, implemented, maintained and continually
improves IMS in accordance with the requirements of the latest versions of
ISO 9001, ISO 14001, OHSAS 18001 standards, to implement the IMS,
Lufkin QEHS management system documentation includes
 documented statements of a quality policy and quality objectives,
 quality manual,
 documented procedures and records required by this International
Standard, and
 Documents, including records, determined by the organization to be
necessary to ensure the effective planning, operation and control of its
processes. Lufkin QEHS management system is based on the following
items:
a) Identified processes needed for the IMS.
b) Determined the sequence and interaction of these processes.
c) Identified HSE aspects/ hazards and assess the impact/risk of its
activities, products/ services and identified the proper control
measures.
d) Determined criteria and methods required to ensure the effective
operation and control of these processes, activities, products and
services.
e) Ensure the availability of resources and information necessary to
support the operation and monitoring of these processes.
f) Measures, monitors and analyses these processes and
g) Implement action plan necessary to achieve planned results and
continual improvements of these processes.
The term document in Lufkin should be taken to include data or any

information that is recorded and stored either on paper or magnetic media in
a database or on a disk. A controlled document is a document for which one
or more of the document functions are controlled. Therefore, if document
security is controlled but not changed, the subject document can still be
classed as being controlled.
4.1 IMS Quality/HSE Manual
Talaat 32
7/6/2021
Doc ID QHSE 01

The IMS is fully described in our quality/EHS manual, operating procedures

and related document, the requirements of which are followed by all
employees at all times. Based on the policy, objectives are established at
various levels. All staff members are directly responsible for Quality of their
own work.
The Quality Manual - is a policy statement of how the business defines its
implementation of the standard. Policies are defined in compliance with each
requirement of the standard. The Operating Procedures - define the general
operating method to implement the policy in the manual and the
requirement of the standard. Operating procedures answers the 5 W's of a
process - who, what, where, when and why.
Operating procedures are approved and signed by the process owners
responsible for the area. The Management Representative ensures the format
consistency of all Operating procedures. The Process sheets are detailed
procedures, which define specific work methods or detail of "How-to-do-it"
The process owners responsible for the area give approval and control of
these documents and subsequent changes. Standard forms are preprinted
documents that are to be completed as part of a process. Typically, forms are
used for checklists, inspection records and other purposes where
documented verification of a completed quality system task is required.
Reference literature - Information which supports the quality system but is
not a formal operating procedure is controlled by the department or function,
which generates the information.
Operation manager is responsible for Reviewing / approving the content of
the Engineering Drawings, Product Specification, Purchase Specification,
Assembly Support Document and Product Catalogues.
This manual is part of our integrated QMS/ EHS that defines the scope of
our IMS and documents the policy, procedures and processes needed to
implement our quality, safety and environmental policy and achieve our
quality objectives. This manual also documents justifications for exclusions
from ISO 9001:2008 requirements and defines the overall sequence of and
interaction between our key QMS processes.
For HSE there is no exclusion and all clauses are clearly applied. This
manual is declared for our employees as guiding and also provided for our
customer as an objective evidence of top management commitment in the
Talaat 33
7/6/2021
Doc ID QHSE 01

application of integrated quality, Occupational health and environmental

management system within the company. In this manual we refer to the
procedures and also to the major and supporting processes
4.2 Control of documents

Lufkin Middle East developed a system in the integrated management system
for the documentation and data control. All documents are properly reviewed
and approved before issue. The “control of documents and records
procedures” has been established to ensure that the latest issue documents
are in use and obsolete documents are promptly removed from the location
of use to avoid any unintended use of such documents. Also controls for
external origin documents have been established in order to ensure that
these documents are identified and are distributed as per the procedure.
This manual contains documented statements of our quality policy and

quality objectives and references documented procedures required to achieve
our integrated management system. And other documents needed to ensure
effective planning, operation and control of our key QMS/EMS processes.
The level and type of QMS documentation established for our business is
continually reviewed to ensure it remains appropriate for the complexity and
interaction of our processes and the competence of our employees. QMS/
EMS documents and data may be in hard copy or electronic media.
Lufkin depends on software system of documentation and records according

to BAAN system. The system is connected between Lufkin Egypt and Lufkin
corporate in the United States.
The Quality systems Manager/ management representative has overall

responsibility for ensuring that all QMS documents, including forms used to
create quality records, are controlled per procedures detailed in and
summarized below:
1. Approve documents for adequacy prior to issue.
2. Review, update as necessary and re-approve documents.
3. Identify the current revision status of documents.
Talaat 34
7/6/2021
Doc ID QHSE 01

4. Ensure that relevant versions of applicable documents are available at

points of use.
5. Ensure that documents remain legible, readily identifiable and
retrievable.
6. Ensure that documents of external origin (including customer
engineering standards/specifications) are identified and their
distribution controlled.
7. Prevent the unintended use of obsolete documents, and to apply
suitable identification to them if they are retained for any purpose.
8. Criteria for the distribution of the IMS HSE documents shall be
identified and implemented in the light of ensuring at a minimum:
9. Controlled distribution of sensitive documentation;
10. Traceability of the distribution is carried out and maintained
updated;
11. Availability at points of use of updated versions for all concerned
personnel, including contractors and subcontractors;
12. Withdrawal of all existing obsolete versions of the documents
when an updated version is distributed.
Controlled copies of the quality management system documents are stamped

(Red).Uncontrolled copies of any part of the documented quality management
system are available and distributed as required. Typically, uncontrolled
documents are issued for commercial or training purposes only.
Uncontrolled documents are clearly stamped "Uncontrolled". Uncontrolled
copies are not updated and are not used as reference documents.
DOCUMENT CHANGES / MODIFICATIONS
Changes to controlled documents are treated in the same manner as for the
original issue of the document. The amendment history of the document is
maintained in the document. Following approval of any change/modification
to any part of the documented quality management system, registered
holders receive the modification and are responsible for the removal and
destruction of the superseded documents.
DESIGN AND DEVELOPMENT

Talaat 35
7/6/2021
Doc ID QHSE 01

Design & Development not applicable now as product are made of existing
drawing and samples of customer in future in case we develop design than
this clause will be included.
Supporting documents: QP 300

: QP01 F02
: QP01 F03
4.3 Control of records
The management system believes that all records, which are part of the
integrated management system, are to be controlled through proper
documented system. Lufkin IMS records pertaining to process and system
are indexed and systematically referenced for ease for retrieval, traceability
and conformity to requirements. Since IMS are objective evidence for
demonstrating the conformance with requirements, special considerations
shall be given for the proper filing of these records to eliminate any damage
or deterioration. Quality/ EHS system Manager/ management representative
has overall responsibility for ensuring that all records required for the QMS
(including customer-specified records) are controlled and maintained to
provide evidence of conformance to requirements and effective operation of
the QMS.
Records are retained for a period defined by the customer, applicable
regulatory requirements and/or Lufkin management, as applicable, and then
disposed of in accordance with applicable requirements. Records may be in
the form of hard copy or electronic media. Details procedures necessary to
control QMS records that, as a minimum, are prepared to document:
a) Results of processes performed, including identification of the

individual performing the activity.
b) Product/process evaluation/acceptance criteria.
c) Procedures, drawings or instructions used to perform an activity,
including revision or date of document.
Talaat 36
7/6/2021
Doc ID QHSE 01

d). Identification of material, parts, or equipment used in the making of the

product.
e) Personnel, material or equipment qualifications.
f) Pertinent technical records from sub-contractors.
Quality records are kept at each respective functional area and retained for a
period as indicated on the master list. All Quality records are indexed,
suitably stored, and maintained in an orderly manner to assure legibility and
accessibility. The responsibilities of individuals for record keeping are
defined in the relevant quality system documents where instructions for the
creation and / or storage of the records are outlined.
Supporting documents: QP 01
: QP21F 01
5.0 Management responsibility
Talaat 37
7/6/2021
Doc ID QHSE 01

5.1 Quality planning

The QMS planning process involves the establishment and communication of
our quality policy and objectives through issuance of this manual and its
associated procedures, and through the provision of resources needed for its
effective implementation. Accordingly, this manual constitutes our overall
plan for establishing, maintaining and improving an effective IMS. Our
management review process and internal audit process (Section 8.2.2)
ensure the integrity of our IMS is maintained when significant changes are
planned and implemented that affect our key QMS processes.
Management has the responsibility and authority for ensuring that critical
processes have sufficient resources available to enable the Company to
achieve its business and quality objectives and enhance customer
satisfaction by including, as part of the OBP, capital resource plans as well
as plans for acquisition and training of human resources.
The results of the Business Planning process are documented as is the
Business Plan which is a confidential and controlled document. Plans are
reviewed and updated at least annually to reflect changes in the business
environment and the conditions imposed by that environment and to reflect
management’s requirement for continual improvement in the process
affected by the plans. Plans and objectives to improve performance are
established and reviewed as part of the Management Review process.
Objectives are measurable and consistent with the Quality Policy and
established procedures.
5.2 Management commitment

In Lufkin Middle East, Management is committed to implement QHSE
management system to achieve continual improvements. This was reflected
Talaat 38
7/6/2021
Doc ID QHSE 01

in providing all resources to achieve QMS/HSE system within the company.

The company General manager issued the mission statement, QHSE policy
and QHSE objectives which all include the commitment of the top
management to achieve quality / EHS management system within the
company. Lufkin quality policy statement documents and communicates the
importance of meeting or exceeding all applicable requirements (including
customer, regulatory and legal requirements) and the strategy of zero
incident goal is part of the policy of the company which reflects the utmost
commitment in achieving incident free workplace and also to overcome the
losses within our customer’s oilfield and the management is committed to
provide training to achieve continual improvement of our processes,
products, and services.
Top Management provides evidence of its commitment to the development,

implementation and improvement of our QMS in very tangible ways:
Lufkin IMS quality policy statement documents and communicates the

importance of meeting or exceeding all applicable requirements (including
customer, regulatory and legal requirements) through continual
improvement of our processes, products, and services.
Top management ensures that Lufkin IMS policy is understood,

implemented, and maintained at all levels of the company through
widespread printed distribution of our IMS policy statement, and through
periodic management review of the QEHS policy statement and corporate
level improvement objectives.
In addition, our QEHS policy and objectives are communicated and deployed
throughout the company through individual performance objectives
established and reviewed during employee performance reviews
All managers demonstrate their commitment to the development and

improvement of the QMS through the provision of necessary resources,
through their involvement in the internal audit process, and through their
proactive involvement in our continual improvement activities – where
emphasis is placed on improving both effectiveness and efficiency of our key
QMS/HSE processes.
Talaat 39
7/6/2021
Doc ID QHSE 01

Lufkin Management, who is fully committed to implement and continually

improve the integrated management system in the company, provides
evidences of its commitment through:
1. Communicating to all employees the importance of meeting customer
requirements as well statutory and regulatory QHSE requirements.
2. Establishing IMS policy and IMS objectives.
3. Conducting periodic management review meetings.
4. Ensuring the availability of adequate resources, for the effective
implementation of integrated management system.
5. All existing and new employees will be inducted into the IMS policy,
objectives and requirements.
6. Internal IMS audits will be routinely conducted to ensure the system
compliance.
7. IMS policy statement is communicated to all employees, contractors,
and interested parties and available to the public.
5.3 customer focus
Talaat 40
7/6/2021
Doc ID QHSE 01

Customer Focus Procedure:

 Establish and maintain contract requirements and traceability status
Product management maintains the status of contract requirements
throughout the product life cycle. Product management
establishes a customer requirements traceability matrix.
Product management updates the matrix as project phases,
deliveries, and milestones are complete.
 Review customer satisfaction survey status
Senior management and sales management review customer
satisfaction status data and measurements provided by the Quality
Talaat 41
7/6/2021
Doc ID QHSE 01

Data Analysis process. Senior management and product management

identify action items and tracks status through completion.
 Review customer focus status
Senior management reviews customer focus status in accordance with
Management Review process. IMS audits customer focus activities and
products in accordance with IMS Process Audits and IMS Audits
processes.
The objective of the Quality Management System (QMS) is to ensure and

enhance customer satisfaction. Key aspect of this policy is the determination
of customer requirements and the measurements of customer satisfaction. A
quality management principle is a comprehensive and fundamental rule or
belief for assessing an organization in defining, identifying, guiding and
validating organizational behaviors. Top management ensures a proper
customer focus is established and maintained through the following
activities:
Customer complaints and other customer input / feedback are continually

monitored and measured to identify opportunities for improvement. We
continually look for other ways to interact directly with individual customers
to ensure a proper focus to their unique needs/expectations is established
and maintained: e.g. customer audits, customer visits, trade shows, joint
planning sessions, etc. In addition, we have established an interactive web
site: www.Lufkin.com to provide customers with quick access to information
and points of contact within our organization. These customer focused
communications and interactions ultimately yield clear, explicit customer
requirements and expectations in the form of a contractual agreement or
customer order.
Customer and/or standards and other documents of external origin received

by the company, are distributed, reviewed and where necessary,
implemented in a timely manner (sales department SS01). The company
reviews customer requirements prior to accepting orders and prior to
accepting changes to existing orders. This process includes:
Talaat 42
7/6/2021
Doc ID QHSE 01

 Determination that the customer’s requirements are clearly defined

(SS01)
 An assessment of company ability to meet the customer’s needs
(contract review (SS02)
 Decisions regarding price and delivery, negotiation and agreement with
the customer on requirements, pricing, and delivery. Assessment and
provisions for confidentiality
5.4 IMS Planning for Hazard identification / risk assessment

Environmental aspects, impact/ & control (HSE 01)
Talaat 43
7/6/2021
Doc ID QHSE 01

Risk management, is pre-emptive, rather than reactive measures. Hazard

analysis and risk assessment is simply a careful examination of what in our
location could cause harm to people or properties and environment. The
main objective of performing this task is identifying and evaluating a hazard
to determine the level of action required to reducing a risk to an acceptable
level.
Risk is defined as the probability and severity of accident or loss from

exposure to various hazards, including injury to people and loss of
resources.
Lufkin establishes, implement and maintains a procedure to identify the
occupational Health & Safety Hazards, the environmental aspects of its
activities. Products and services taking into account planned or new
developments, or new modified activities, products and services in order to
determine those which can have significant impacts/risks on people and
environment and set the necessary control measures.
The documented procedures “hazard/aspect identification, risk/impact
assessment and determining control takes into account:
 All routine and non-routine activities
 Activities of contractors, visitors having access to the workplace.
 Human behaviors, capabilities and other human factors.
 Hazards created outside the workplace affecting Lufkin employees/
contractors.
 The design of work areas, processes, installations, machinery or
equipment’s, operating procedures and work organization, including
adaptation to human capabilities.
 Changes or proposed changes in Lufkin organization that an cause
risk/impacts
 Modification in Lufkin IMS and its impacts
 Applicable legal and other requirements.
 Design of work areas, processes, installation, machinery/equipment,
operating procedure
Talaat 44
7/6/2021
Doc ID QHSE 01

Risk Assessment team:
Risk assessment is never a one man show; it should be conducted by a

multidisciplinary team who has a thorough knowledge of the work to be
undertaken. Team members should include management staff, process or
facility engineers, technical personnel, supervisors, operation employees,
maintenance staff and safety personnel.
The risk assessment team should also include contractors/suppliers
personnel who are involved with the work, whenever necessary.
QEHS manager has been appointed by Lufkin management to lead the

process of risk assessment who had received training in risk assessment The
team leader should have undergone training in risk assessment and trained
also and has experience in job safety analysis and risk management. He
should do the following:
 Have adequate knowledge of the risk assessment method;
 Recommend appropriate risk control measures to reduce or eliminate
the risks identified;
 Prepare a record of the risk assessment for the employer after
completion of the assessment; and
 Assist management in monitoring the effectiveness of risk control
measures after their implementation.
Operational Risk Management (ORM) is simply a formalized way of

thinking about these things. ORM is a simple four - step process, which
identifies operational hazards and takes reasonable measures to reduce risk
to personnel, equipment and the four steps to do so and can be summarized
in the following items:
 Find any hazard to safety and health or affecting the properties of the
company.
 Decide how big a risk each one is.
 Make out what to do to get rid or lessen each hazard.
Risk assessment: is a process of identifying and evaluating to determine the
level of action required to reduce a risk to an acceptable level. It is nothing
more than a careful examination of what in the workplace could cause harm
Talaat 45
7/6/2021
Doc ID QHSE 01

to people so that we can weigh up whether the department has taken enough
precautions or required to take additional precautions to prevent harm
occurring.
Lufkin manage risk whenever we modify the way we do something to make
our chances of success as great as possible, while making our chances of
failure, injury or loss as small as possible. It’s a commonsense approach to
balancing the risks against the benefits to be gained in a situation and then
choosing the most effective course of action.
purpose of the Risk Registers is to provide an assurance process that
demonstrate appropriate and effective controls are in place.
Lufkin has developed this HSE Risk Assessment guideline to provide the
overall framework for the management of HSE risks within the business and
operations in order to identify, prevent, control and mitigate risks to
personnel, property, the environment and public arising from processes,
activities and materials used or encountered in them.
The risk assessment is a relation between likelihood and consequences and
the result from this relation is the following risk matrix:
Talaat 46
7/6/2021
Doc ID QHSE 01

Lufkin risk management approach:

Lufkin approach to the Risk Management can be summarized as follows:
 Risk Analysis: Systematic identification of the Hazards which may
affect or arise from Lufkin activities and from the materials which are
used or encountered in them;
Talaat 47
7/6/2021
Doc ID QHSE 01

 Risk Evaluation: Assessment of the associated risk arising from the

identified hazards;
 Risk Reduction/control: Identification and implementation of risk-
reduction measures in order to eliminate or at least reduce the risks
where this is deemed to be necessary;
 Documentation of the Hazards and Risks together with the risk-
reduction measures (Risk Assessment Report, Risk Register, and
Response Action Sheets).
The following Figure outlines Risk Management approach.
Lufkin requires that residual risks associated with Facilities or activities

have been reduced to ALARP. The definition of ‘ALARP’ is:
“As low as reasonably practicable”
Talaat 48
7/6/2021
Doc ID QHSE 01

The ALARP level represents the point, objectively assessed, at which the
time, trouble, difficulty and cost of further reduction measures become
unreasonably disproportionate to the additional risk reduction obtained.
Talaat 49
7/6/2021
Doc ID QHSE 01

Risk reduction
Risk reduction measures include preventative measures (reduction of the
likelihood) and mitigation measures (reduction of severity of consequences).
Risk reduction measures also include recovery preparedness measures
which address emergency procedures as well as restoration and
compensation procedures to recover.
Risk reduction measures introduce controls in order to reduce and/or, where
possible, to remove the risk.
The following concept is used to reduce risk:
Talaat 50
7/6/2021
Doc ID QHSE 01

1. Reduction: reduce the hazardous situations or the frequency or

duration of exposure;
2. Substitution: Substitute hazardous materials with less hazardous
ones;
3. Attenuation: using the hazardous materials or processes in a way that
limits their hazard potential;
4. Simplification: making the plant and process simpler to design, build
and operate.
5. Administrative
The hierarchy of control goes as follows:
Factors that will influence the selection of measures to reduce the risk
include:
 The technical feasibility of the risk reducing measures;
 The contribution of the risk reducing measures;
 The costs and risks associated with implementing the measure;
Talaat 51
7/6/2021
Doc ID QHSE 01

 The degree of uncertainty associated with the risk, or the risk-reduction

technique, including human factors.
Supporting documents LHSE 01
Lufkin Environmental Aspects and Impacts Register
An environmental aspect is any element of Lufkin’s activities, products or

services that can interact with the environment. A significant environmental
aspect is an environmental aspect that has or can have a significant
environmental impact. An environmental impact is defined as any change to
the environment, whether adverse or beneficial, wholly or partially resulting
from Lufkin’s activities, products or services. This section outlines Lufkin’s
procedure to identify environmental aspects and maintain a register of these
aspects. These procedures apply to all planned and ongoing Lufkin activities
in the Permits in which it operates.
Lufkin Environmental Assessment Impact

As part of the overall risk management approach to operations, Lufkin shall
establish a methodology for:
• Environmental Aspects and Impacts Register
• Environmental Objectives and Targets
• Environmental Objectives and Targets
• Pumping unit installation Environmental Objectives and Targets
• Environmental Plans
Environmental screening
An Environmental Screening is performed, basically, for activities whose

potential impacts are marginal. These impacts are site-specific, usually
reversible and in most cases mitigation measures can be designed in
advance. The Environmental Screening should be carried out in order to:
 describe the environmental sensitivity of the area affected by the
project;
Talaat 52
7/6/2021
Doc ID QHSE 01

 provide an analysis of the main case histories related to projects that

caused similar HSE issues and/or impacts;
 Provide an analysis of the potential significant HSE hazards related to
the projects.
Environment impact assessment
An Environmental Impact Assessment (EIA) report is a tool aimed at

identifying and assessing potential environmental impacts of a proposed
project on the relative area of influence, at evaluating alternatives and at
designing appropriate mitigation, monitoring and management measures.
An EIA report is carried out in order to
 define specific legislative constraints: systematic examination of all
relevant applicable legislation and associated codes of practice, all
current and applicable standards and all contractual agreements;
 identify key environmental sensitivities in terms of nature conservation
value or local interest, relevant to the area involved in the project
analyze the project’s environmental disturbance on the receiving
environment and the significance of the environmental effects, using
predefined acceptance criteria;
 Indicate actions to avoid and/or reduce environmental impacts,
identifying mitigation measures and designing proper methods to
monitor environmental effects.
Waste management
Responsible and effective waste management seeks, in a structured manner,
to minimize the risk of HSE incidents and liabilities which may be caused by
waste. A very important process of waste management is the periodical and
systematic review of the principles to prevent, reduce, reuse and recover
waste material. Equally important is the structured assessment of potential
HSE hazards and effects.
Usually the risk of liability can be eliminated or substantially reduced if
waste is transferred to duly authorized, certified and regularly audited waste
transporters and disposal facilities in accordance with applicable legislation.
Talaat 53
7/6/2021
Doc ID QHSE 01

If elimination of waste is not possible, then method to minimize the amount

of waste generated are investigated. The reduced amount of waste is
dedicated for specialized responsible company for disposal. Lufkin has
issued a contract with Specialist Company for waste disposal for disposing
the oil contaminated rags.
Talaat 54
7/6/2021
Doc ID QHSE 01

5.3 Legal and other requirements

In order to manage Health, Safety and Environment effectively, Lufkin will
implement procedures to keep itself fully updated on current and proposed
HSE legislation. Lufkin will ensure that it identifies and assesses legal and
other requirements that are applicable to its operations. These requirements
shall be kept up-dated as necessary. A register of the legal and other
requirements on HSE will be completed so as to promote awareness and
understanding of these responsibilities. Copies of requirements (actual text,
summary or analysis, hard copies, electrical files, where appropriate) relating
to Health, Safety and Environment, applicable to operations shall be kept.
1. Legal requirements / Government regulations.
2. Project Specification.
3. Customer contracts
4. Best Practices (e.g. codes, industry association guidelines).The
management of HSE legal and non-legal requirements shall address, at a
minimum, the topics here below summarized.
Identification
HSE legal and other requirements applicable to all Lufkin Middle East
activities in Egypt and abroad shall be identified prior to the start-up of the
operations. Legal requirements of concern shall include but could be not
limited to:
1. Egyptian environmental law 4,1994, rules and standards where
applicable;
2. Egyptian labor law 12,2009 , chapter 5 concerning HSE legislation;
3. HSE provisions reported in permits, licenses or authorizations required
to operate.
Access
Identified applicable HSE requirements shall be collected in a logbook that
shall include, at a minimum, the followings:
 Requirement reference (code, issuing date etc.);
 A summary of the content of the requirement;
 Deadlines to comply with when applicable;
 Responsibilities in terms of activity to carry out to comply with.
Talaat 55
7/6/2021
Doc ID QHSE 01

1. The preparation and management of the procedures shall comply with

the minimum requirements set in the guideline “Documentation
management”;
2. All concerned personnel shall be trained with respect to what addressed
by the procedures; training shall be planned and carried out in
compliance with the minimum requirements set in guideline “Training”;
Supporting
Supporting document HSE 022
5.6 objectives and targets
The management of Lufkin establishes annual key initiatives that include

IMS ( Integrated quality, environment ,Health and safety objectives ) The
objectives are established via the Management Review ProcedureP-004 and
communicated to all levels of the organization for use in establishing each
function’s and employee’s annual key objectives. Quality objectives are
measurable, include business performance indicators reflecting
requirements for products/services, safety and environment and are
consistent with the IMS policy including the commitment to continuous
improvement. The use of quality objectives for facilitating continual
improvement is explained in the Continual Improvement.
Lufkin established set of objectives and targets to enable and prove to be
continually improving IMS performance. The management representative in
consultation with functional managers shall establish HSEQ objectives and
targets; this shall be done on a yearly basis. Based on the customer
requirements, identification & evaluation of HSE aspects/ impacts and risk
assessment, all significant environmental aspects and high grade of
associated risk are considered. More readily by the organization (sometimes
such objectives are referred to as being “SMART”).
It is also advisable that the organization records the background and reasons
for setting the objectives, in order to facilitate their future review.
Talaat 56
7/6/2021
Doc ID QHSE 01

5.6.1 classification of quality objectives
Quality objectives are classified into the following four categories:

 Policy objectives: Are principal, strategic objectives that apply to the
entire organization. They are normally included in the quality policy itself;
if not, they are communicated via memorandum. Policy objectives are
developed by top management and approved by the general manager.
 Quality performance objectives: Are objectives that set specific targets
for measuring and improving performance to ensure product quality and
customer satisfaction. They apply to all functions that have direct
responsibility for product/service quality.
 Product quality objectives: Are objectives that pertain to the
improvement of product and service associated with the product. The
General Manager and top executive managers responsible for marketing
and product development establish these objectives. They can be
documented in product briefs, memoranda, or minutes of meetings and
apply to functions responsible for research, design, and development of
products and services.
 Quality system objectives: Are objectives that pertain to the
improvement of quality system processes and performance.
5.6.2 Lufkin Middle East objectives and programs
Objectives that are specific, measurable, achievable, relevant, and timely can
enable progress against the attainment of the objectives to be measured.
From Lufkin risk assessment and hazard identification and from the
inventory of control actions within the company whether in the office or
customer – related oilfield or from the shipping Yard in the free zone area, we
have set objectives to be achieved for our employees:
1. Strike to reduce the probability of the accidents which have the

potential to cause injury, disablement & loss of life & property.
2. To achieve zero fatal incident in all functions in the free zone and oil
fields
Talaat 57
7/6/2021
Doc ID QHSE 01

3. Take measure to minimize health impairment of people involved in

carrying out the customer - field activities and also to enhance Lufkin
image within the oilfield activities.
4. To ensure compliance with all HSE related statutory laws, rules &
regulations and be a good responsible corporate for the application of
labor law and safety law 12/2003.
5. To educate the employees so that they can be aware of their own safety,
health & well-being as well as their responsibility towards the
environment. Our objectives is increasing training by 20% in
2012/2013
6. continuously improve our environmental performance by setting
objectives and targets against environmental law 4/1994,
All functional departments set KPIs to follow the and measure the overall
objectives of the organization and also to measure the departmental
objectives.
Talaat 58
7/6/2021
Doc ID QHSE 01

6.1 Roles, responsibilities, accountabilities and Authority

Lufkin is committed to provide all types of resource for the effective
implementation and maintenance of effective IMS. Regular management
review meetings, internal IMS audits and corrective actions and preventive
actions system will identify such resources.
Adequacy of resources including trained personnel, equipment, and software
required to meet the customer requirements and to achieve effective IMS
performance are viewed periodically during the management review
meetings. Top management shall demonstrate its commitment by ensuring
the availability of resources essential to establish, implement, maintain and
improve the IMS OH&S management system.
Defining roles, allocating responsibilities and accountabilities, and delegating
authorities, to facilitate effective quality, OH&S management; roles,
responsibilities, accountabilities, and authorities shall be documented and
communicated.
OHSAS 18001 and ISO 9001:2008 and also ISO 14001 requires that the
QHSE management appointee has to be a member of top management. The
OH&S management appointee can be supported by other personnel who
have delegated responsibilities for monitoring the overall operation of the
OH&S function. However, the management appointee should be regularly
informed of the performance of the system, and should retain active
involvement in periodic reviews and the setting of Quality & OH&S
objectives. It should be ensured that any other duties or functions assigned
to the top management appointee do not conflict with the fulfillment of their
OH&S responsibilities.
Appropriate resources shall be made available to establish, implement and

maintain the HSE integrated management system. Identification of resources
shall take into account the following items:
1. Human resources and training;
2. Infrastructure and technologies;
3. Information systems;
4. Financial and other resources specific to operations.
Resources allocation shall consider both the current and future needs when
predictable. Appropriate assignment of quality/ HSE responsibilities and
Talaat 59
7/6/2021
Doc ID QHSE 01

authorities within Lufkin Middle East at all levels and in all locations is
essential to ensure successful establishment, implementation and
maintenance of the HSE management system.
In the light of what above mentioned, Lufkin Organization Chart has been
defined and approved by the top management of the company. Appropriate
assignment of HSE responsibilities and authorities within Lufkin levels is
essential to ensure successful establishment, implementation and
maintenance of the HSE Management system.
6.1.1 HSEQ Roles and responsibilities of Lufkin Senior management
1. Senior management must provide strong visible leadership,

commitment and involvement by ensuring that the commitment and
involvement is demonstrated through the necessary resources to
develop, operate, and maintain the IMS to attain the policy and
strategic objectives.
2. Senior management will ensure that full account is taken of IMS policy
requirement and should provide support for actions taken to enhance/
improve the management of health, safety, environment and quality.
3. Acts as the higher level authority in IMS related matters.
4. Authorize and endorses the IMS policy statement and IMS objectives,
IMS manual and organization policies.
5. Review and approve training requirements and budget.
6. Implement approved changes to the organizational structure.
7. Review and approve Lufkin strategic objectives and targets.
8. Grant the authority for managing IMS audit program
9. Review the current level of management performance& outcome from
IMS committee to provide input for the continual improvement of the
IMS system.
10. Review and approve the required budget/ resources identified to
meet the requirements of the IMS.
11. Review progress reports and ensure that the planned IMS
activities are completed.
Talaat 60
7/6/2021
Doc ID QHSE 01

Apart from specific responsibilities, all Lufkin staff is required to:

1. Maintain a current knowledge of all Health, safety, environment and
quality matters relevant to their positions.
2. Carry out daily tasks according to defined procedures.
3. Initiate actions to prevent any non-con-conformance.
4. Identify and report nonconformance ( where applicable)
5. Recommend, initiate, or provide solutions through the MR and/ or
functional manager
6. Assist The MR in verifying the implementation of actions
7. Maintain records as required by IMS
8. Contribute to the continual review and improvement of the IMS.
6.1.2 IMS management representative/HSEQ manager
1. Develop, update and communicate Lufkin IMS policies.

2. Develop IMS procedures and guidelines.
3. Develop, update, communicate & organize IMS and the annual
programs for implementation.
4. Plan, develop, coordinate, audit & promote Health and safety &
environmental protection in all aspects of Lufkin activities.
5. Set, communicate and update Lufkin HSEQ procedures, manuals and
guidelines to be in line with the applicable local & international
regulations, standards and ensuring proper implementation.
6. Assess and monitor the IMS.
7. Set, update & coordinate the implementation of IMS training program.
8. Set the IMS performance measures for the company based on the
annual IMS objectives and targets.
9. Administer the continual review of the system, including:
 Internal and external audits, continual improvement, customer
complaints, management review meetings and reports on the
performance of the IMS.
 Ensure all staff is aware of their responsibilities in the area of IMS.
Talaat 61
7/6/2021
Doc ID QHSE 01

6.1.3 HR department & HR manager
1. Ensure that all HSEQ training requirements have been satisfied.

2. Ensure that all roles, responsibilities, accountabilities are defined
within the job descriptions.
3. Ensure that the required competencies for the staff whose performance
affecting the product, customer satisfaction and service compliance are
well – defined.
4. Ensure that all HSEQ issues related to the office building are in place.
5. Ensure that the housekeeping in all Lufkin sites is met at the highest
standards.
6.1.4 Logistics & purchasing managers
1. Ensure that HSEQ requirements for contractors are included in all

stages of contract documents.
2. Consult with HSEQ department on HSEQ requirements on contractors/
consultants and outsourced providers.
3. Nominate qualified employee to be a department IMS coordinator.
4. Ensure that all contractors have been pre- qualified in HSEQ issues as
per Lufkin IMS procedures.
6.1.5 Operations manager/ supervisors
1. Develop and align the functional QHSE objectives in line with IMS
requirements, where applicable.
2. Identify the required competencies/ training for the staff from the
function.
3. Ensure that all corrective / preventive actions have been tracked and
closed out where applicable.
4. Define resources (personnel, services and materials) required and
develop and agree on action plan& budget.
5. Monitor and record IMS performance by the function where applicable.
6. Ensure that the right tools are used by all employees.
7. Full responsibility of organization function for each job
8. Full ensure that the right person is well defined for the right job
9. Ensure the compliance with EHS regulations, i.e., the working hours,
driving at night, no driving under fatigue.
Talaat 62
7/6/2021
Doc ID QHSE 01

Job description
Potential needs to draw up dedicated job descriptions in order to properly
describe skills and competences of QHSE key figures shall be evaluated, The
preparation and management of the job descriptions shall comply with the
minimum requirements set in the guideline “Documentation management”;
The successful implementation of quality/ OH&S management system calls
for a commitment from all persons working under the control of the
organization. This commitment should begin at the highest levels of
management.
Talaat 63
7/6/2021
Doc ID QHSE 01

6.0 Resource management

6.1 Resource planning process
The General manager with input from all responsible managers, ensures,
appropriate resources, including trained employees and appropriate
equipment, facilities, support services and work environment needed to
implement, manage and improve an effective effective/efficient QMS/ HSE
and enhance customer satisfaction, are identified and provided through
Lufkin budgeting and other business management processes. The overall
philosophy in determining the resource requirements shall be:
1. Effective implementation and maintenance of integrated QMS/ EHS
and the needs for its continual improvement.
2. Enhancement of satisfaction level.
3. To maintain and improve the facilities and infrastructure for long-term
requirements
4. It shall be ensured that adequate resources are provided and are
upgraded, based on emerging requirements
6.1.1 Resource planning procedures
The Resources Planning process ensures Quality Management

System (QMS) resource, training, work environment, and
infrastructure needs are planned consistent with QMS/ EHS
integrated management system requirements. The process of
resource management is going as follows:
6.1.1.1 Identify resources provisioning requirements and quality

objectives
Human resources reviews contract documentation and QMS

planning results to identify resource requirements. Human
resources determine and documents resource requirements and
specific quality objectives.
Talaat 64
7/6/2021
Doc ID QHSE 01

6.1.1.2 Determine resources provisioning processes and documents

Human resources defines the processes needed to manage, review,
and control resources provisioning activities including resources
planning, human resources management, infrastructure, work
environment, and training. Human resources identify the
documents needed to support and manage resources. Human
resources define the quality records needed to provide evidence
that requirements are being met.
6.1.1.3 Estimate effort and costs

Human resources estimates effort and costs needed to perform
resource management functions using historical data, where
available.
6.1.1.4 Define resources (tools, training)
Human resources define the resources needed to satisfy contract
and company resource provisioning requirements and needs.
Human resources identify management support tools for tracking
schedule and status to plans. Human resources identify training
needs.
6.1.1.5 Develop resources management schedule
Human resources determines human resources activities and
schedule points.
6.1.1.6 Document resources plan
Human resources document the results of planning activities
including objectives, responsibilities, estimates, schedules, and
processes to be used.
6.1.1.7 Review resources plan
Senior management, product management, product development,
product servicing, human resources, and QA review resources
plan to ensure planning output is suitable to the company’s
method of operations.
6.1.1.8 Review resources planning status
Senior management reviews resources planning status in
accordance with Management Review process.
6.1.1.9 Audit resources planning activities and products
Talaat 65
7/6/2021
Doc ID QHSE 01

IMS audits resources planning activities and products in

accordance with IMS Process Audits, I Product Audits, and QMS
Audits processes.
6.2 Human resources Management
Each function manager is responsible performing the following activities

related to employees working with him:
 Identifying HSEQ competencies
 Developing such competencies
 Recognizing individual contribution
 Encouraging and sharing best practices
 Identifying HSEQ training needs
This output is recorded with reference to 6.3 Training Records. The Company
assigns qualified personnel to ensure that those who have responsibilities
defined in the quality system are competent on the basis of applicable
education, training, skills and experience.
The company operates a formal system to ensure that all employees within
QEHS System are adequately trained to enable them to perform their
assigned duties. Training covers all aspects of running the business and
embraces management, performance and verification activities. The
management of Human resources process is going in Lufkin as the following:
6.2.1 Human resources management procedures
6.2.1.1 Establish job qualifications and requirements

Senior management, Human resources management, sales
manager, product servicing, human resources, and all function
managers establish job qualifications and requirements. Job
qualification and requirements defines the minimum skills,
knowledge, and abilities needed for each position.
6.2.1.2 Recruit qualified personnel
Human resources recruits qualified personnel. Recruitment
mechanisms include newspapers, job fairs, and college interviews.
Talaat 66
7/6/2021
Doc ID QHSE 01

6.2.1.3 Select qualified personnel

Senior management,, product servicing, human resources, and
function management interview candidates to be selected. Human
resources develops offer package for candidates to be hired.
6.2.1.4 Evaluate employee performance
Managers evaluate employee performance yearly using the
employee performance criteria established by human resources.
Managers evaluate the effectiveness of human resource
management activities. Managers inform employees of the
importance of their activities and their contribution to objectives.
6.2.1.5 Maintain human resource management records

Human resources maintain human resource management records.
6.2.1.6 Review human resources management status
Senior management reviews human resources management status
in accordance with Management Review process.
6.2.1.7 Audit human resources management activities and products
QA audits human resource management activities and products in
accordance with IMS Process Audits, IMS Product Audits, and
QMS Audits processes.
6.2.2 Human Resources Management Records:

 Employee job description record
 Recruitment ads
 Employee interview records
 Employee evaluation records.
6.3 work environment

Top management creates and maintains a shared vision, shared values and
an internal environment in which people can become fully involved in
achieving the company’s objectives. Lufkin work environment encourage
personal growth, learning, knowledge transfer and team work and moreover
providing training in English language for all employees.
Talaat 67
7/6/2021
Doc ID QHSE 01

Lufkin Middle East ensures that the work environment has positive influence
on motivation, satisfaction and performance of people in order to enhance
the performance of people in order to enhance the performance in the
company. Suitable work environment, as a combination of human and
physical factors, includes the following:
 Safety rules guidance, including protective equipment
 Ergonomics
 Facilities for people in the company
 Heat, humidity, light, airflow and cleanliness.
6.4 Infrastructure
Lufkin management has provided necessary infrastructure, in terms of safe
workplace, associated utilities, necessary hardware, required PPE, and other
supporting devices needed to achieve HSEQ performance and conformity to
the services delivered.
Lufkin top management has identified the infrastructure necessary for
achieving effective and efficient HSEQ performance and they evaluate the
infrastructure against the needs and expectations of all employees and all
interested parties. The management has taken into consideration the
environmental issues associated with infrastructure, such as conservation,
pollution, waste minimization and recycling.
It is company policy to ensure that all assets and associated equipment are
adequately maintained and fit for purpose. The policy included these
activities:
 Facilities management, maintenance and repair
 Housekeeping/5Ss management
 Process equipment management, maintenance and repair
 Transportation and material handling equipment management,
maintenance and repair
 Information systems maintenance and repair
Talaat 68
7/6/2021
Doc ID QHSE 01

6.4.1 Infrastructure procedures
6.4.1.1 Identify infrastructure

Lufkin management and QA identify the infrastructure components needed
to meet product requirements including:
 Buildings, workspace, and associated utilities
 Process equipment (hardware and software)
 Supporting services (e.g., transport communication).
6.4.1.2 Monitor infrastructure

Top management, human resources, and QHSE team monitor the
status of the infrastructure to assess its effectiveness.
6.4.1.3 Maintain infrastructure

Product management and QA maintain the infrastructure. Product
management and QA update the infrastructure, as needed, based
on monitoring results and changes in product requirements.
6.4.1.4 Review infrastructure status
Senior management reviews infrastructure status in accordance
with Management Review process.
6.4.1.5 Audit infrastructure activities and products
6.5 Competence, training and awareness
Training and competency form important keystone in the prevention of IMS

related problems within the workplace. The company should ensure that all
personnel are competent prior to permitting them to perform tasks that has
effect on customers. Lufkin set a system to ensure that any person under its
control whether employee or contractor performing tasks that can impact on
OH&S are competent on the basis of appropriate education, training or
experience and shall retain associated records. In addition to Lufkin internal
HSE Training, other external training will be attended as per clients HSE
Specifications and the Egyptian laws.
Talaat 69
7/6/2021
Doc ID QHSE 01

Training is a key factor in accident and pollution prevention. The aim of

Lufkin HSE training schemes is for all employees to:
1) Develop QHSE awareness.
2) Make staff knowledgeable and alert to the potential hazards within their
work environment.
3) Know how to implement and install and maintenance of the Sucker rod
unit of all its types properly and safely,
4) Be familiar with the use of protective clothing and equipment
associated with the work they do.
5) Be familiar with the safe work practices set out for specific tasks
associated with their work.
6) Achieve an appropriate level of competency to enable them to do their
job safely.
7) Be aware of their safety responsibilities when supervising staff or
Subcontractors.
8) Necessary competence for personnel performing work affecting service
quality is determined and provided. Wherever gaps are noticed, the
same shall be made up through training or other alternative actions
such as job rotation etc.
6.5.1 Training procedures:
6.5.1.1 Determine training needs and types

Human resources identify training needs and determines types of
training needed. Human resources uses surveys, questionnaires, and
interviews to assist in determining needs and types.
6.5.1.2 Plan training
Human resources develops and documents a training plan that
includes an implementation schedule, resource and training
requirements, and support forms to be used.
6.5.1.3 Develop and maintain training materials
Human resources develops/acquires needed training materials
including presentation slides, support files and aides. Human resources
maintain training materials.
6.5.1.4 Review training plans and materials
Talaat 70
7/6/2021
Doc ID QHSE 01

Senior and function management, and human resources, and quality

team review training plans and materials.
Implement training plans
Human resources implements training in accordance with schedule and
the training plan.
6.5.1.6 Maintain training records
Human resources maintain training records of personnel and training
evaluation.
6.5.1.7 Assess training effectiveness
Human resources assess training effectiveness by analyzing the trainee
evaluation records and reviewing feedback from managers. Human
resources updates training course materials based on feedback.
6.5.1.8 Review training status
Senior management reviews training status in accordance with
management Review process.
6.5.1.9 Audit training activities and products
IMS audits training activities and products in accordance with IMS
Process Audits
6.5.1.10 HR &Training records:
Training records are maintained to demonstrate competency and

experience. The staff member’s manager should review the training
records annually to ensure completeness and to identify possible future
training needs. Training records will include as a minimum, the
following information:
1. Curriculum Vitae (CV)
2. Current Job Description
3. Copies of certificates for any training undertaken that year
4. Details of any relevant training conducted prior to appointment,
which may not be listed in the current CV.
5. Record of education, training, skills and experience shall be
maintained.
6 Training courses
7 Training attendance records
8 Training evaluation records
Talaat 71
7/6/2021
Doc ID QHSE 01

9 Training course update records.

6.6. Lufkin HSE training plan
The training program is designed to cover the hazards identified at the
locations and safe work practices that will be followed. Training is based on
the Hazard identification and risk assessment and considered as one of the
operational control. Training requirements specified for each of the safe work
practices/activities detailed in this procedure should be extracted to form the
basis of the HSE training programs specific to the site. The following are the
training programs provided for the employees:
6.6.1 Induction training:
1. HSE responsibilities for themselves and other persons working with
them.
2. Safety related sucker rod pumps ( General)
3. Lockout tag out focusing ( for automation engineers)
4. General information about hoisting and rigging and cranes works.
5. The correct Use of PPE.
6. Restricted Areas, Barriers Signs.
7. Tool Box Talks and Stand up Meetings.
8. Manual Handling.
9. Avoidance of Heat Stroke. (where applicable)
10. Fire Prevention and Fire Fighting Appliances.
11. Emergency plans.
12. Designated Smoking Areas.
13. Reporting Accidents, Incidents and Unsafe practices.
At the end of induction training, new employees or subcontractors will be
required to sign a declaration that they are:
1. Fully qualified to carry out assignment and aware of necessary HSE
procedures.
2. Have the appropriate Personnel Protective Equipment.
3. Are familiar with the on-site emergency procedures
4. Are familiar with the hazardous areas at the site.
Talaat 72
7/6/2021
Doc ID QHSE 01

6.6.2 Tool box talks

1. Tool Box Training meetings during which, foremen and their work
group discuss matters relating to HSE are to be held at least once a
week to discuss HSE procedures, safety precautions and to promote
individual safety awareness. Where necessary, information to be
provided on circumstances of incidents and accidents.
2. To provide further impetus to Tool Box Training member of the Site
HSE Department.
3. Supervisors are required to implement HSE training programs to all
their personnel and provide comprehensive records of such training to
the operations manager and HSE Manager.
6.6.3 Advanced QHSE training
This course is held every year depending on HSE performance Special
HSE training for all employees, Depending on Lufkin HSE register, all
employees involved in field operations or in the free zone is provided
with the following special training:
1. Safety around sucker Rod pump
2. Lock out tag out
3. Hazard identification and risk assessment
4. Fire protection and fire prevention
5. H2S training
6. Heat stress
7. Fall control
8. Hoisting and rigging
9. Crane safety
10. Electric hazards
11. Confined space
12. Incident reporting classification
13. Defensive driving and safe driving techniques
14. First aid training
Where possible, training is conducted in-house, although for more specialist

skills external courses are utilized. The effectiveness of training is evaluated.
The training procedure also covers the induction of new employees which
includes an introduction to the company’s Quality Policy statement. Future
training needs are identified as part of the Management Review process.
Talaat 73
7/6/2021
Doc ID QHSE 01

6.7 Communication, consultation and participation
The company shall also set a procedure for the following communications:
a) internal communication among the various levels and functions of
the organization;
b) communication with contractors and other visitors to the workplace;
c) receiving, documenting and responding to relevant communications
from external interested parties
The company’s communication processes should provide for the flow of

information upwards, downwards and across the organization. It should
provide for both the gathering and the dissemination of information. It
should ensure that IMS information is provided, received and understood by
all relevant persons. The company should effectively communicate
information concerning its OH&S hazards and its OH&S management
system to those involved in or affected by the management system, in order
for them to actively participate in, or support, the prevention of injury and ill
health, as applicable.
6.7.1 Internal communication
Internal communication within LME exists through various forums such as

meetings, internal circulars, letters, interactions and consultations which
shall also be utilized for communication regarding the effectiveness of QMS/
OH&S and EMS. Means of communication such as mails, message,
electronic data transfer etc. have been established for speedy transfer of
information to management and Govt. authorities regarding HR, Safety and
environment, as appropriate.
It shall be ensured that all communications on matters relating to QMS and
quality of service are effective and on time, to bring out best possible
response. It is important to effectively communicate information about OH&S
risks and the OH&S management system at various levels and between
various functions of the organization. All managers and supervisors, are
responsible for establishing internal communications as needed to convey to
Talaat 74
7/6/2021
Doc ID QHSE 01

their employees the relevance and importance of their activities; typically this
information is conveyed through management team meetings and cross-
functional improvement. Communications regarding how employees
contribute to the Achievement of objectives is also conveyed and reinforced
during employee performance reviews. All personnel are aware of their
responsibilities and lines of communication according the declared
organization chart
The Company has developed a system for handling customer inquiries,

feedback and complaints. Customer complaints are handled through internal
audit process (refer to Section 8.2.2), continual improvement and
corrective/preventive action process (refer to Section 8.5) and regular formal
and informal communications and all to be reviewed periodically in
management review meeting. The internal information is transmitted to all
personnel as follows:
1. The Safety Manager posts information on safety bulletin boards
throughout the facility to convey information regarding the status of
the Safety and Environmental Management Program, and related
statutory/regulatory requirements.
2. The Human Resources Manager posts information on employee
bulletin boards throughout the facility to convey information regarding
employee benefits, programs, involvement opportunities, and
applicable statutory/regulatory requirements.

6.7.2 External communication
It is important to develop and maintain procedures for communicating

with contractors and other visitors to the workplace. The extent of this
communication should be related to the OH&S risks faced by these
parties. The organization should have arrangements in place to clearly
communicate its quality and OH&S requirements to contractors. The
procedure(s) should be appropriate to the OH&S hazards and risks
associated with the work to be performed.
In addition to communicating OH&S performance requirements, the
company has defined processes for communicating efficiently and
Talaat 75
7/6/2021
Doc ID QHSE 01

effectively with its customers and other interested parties. Lufkin

implements and maintained processes to ensure adequate understanding
of the needs and expectations of its interested parties, and translation into
requirements for the company. These processes include identification and
review of relevant information and actively involve customers and other
interested parties. Examples of relevant process information include but
not limited to:
a) Customer requirements
b) Contract requirements
c) Processes due to regulatory requirements
The communication should include information about any operational
controls related to the specific tasks to be performed or the area where the
work is to be done. This information should be communicated before the
contractor comes on-site and then supplemented with additional or other
information (e.g. a site tour), as appropriate, when the work starts. The
organization should also have procedures in place for consultation with
contractors when there are changes that affect their OH&S
6.8 Operational control
All activities that affect the IMS are planned and controlled through system
documents, which contain enough information so that staff can perform a
task correctly under normal or abnormal operating conditions including
emergency situations.
Equipment having direct effect on the QEHS are properly calibrated and
maintained in order to ensure integrity of its process capability. Procedures
(HSE written programs and operations control) have been established related
to the identified HSE hazards and EMS impacts of the company’s activities,
products and services and these procedures have been communicated
throughout the company.
Lufkin shall control its operations through the following:
 The availability of information, operating procedures/ work
instructions, where necessary
 The implementation of risk/impact control measures.
Talaat 76
7/6/2021
Doc ID QHSE 01

 The use and maintenance and calibration of suitable equipment for all
operations.
 The availability and use of measuring and monitoring devices.
 The monitoring of processes and devices.
 Where appropriate, equipment shall be identified by a unique number
to assure traceability, especially the chains, and tools.
 All equipment should be subject to receiving inspection and to
calibration / maintenance where applicable.
 Only equipment that has been authorized for use by the operation
manager or operation supervisor shall be used in relevant processes.
 Operation manager and operation supervisor shall ensure the
functional operating procedures and system safety rules to be used for
concerned operations are clearly defined, communicated and
implemented.
 Operations manager and functional managers shall ensure that only
competent personnel operate the concerned equipment and the
appropriate documented operating procedures are available for
reference.
 Nonconformance shall be reported to the function manager immediately
and corrective action implemented. Nonconformance and consequent
corrective action shall be recorded on a corrective / preventive action
report ( CAR)
This clause of OHSAS 18001 and ISO 14001 relates to the actual
performance of tasks to which OHS hazard and risk is attached, and for
which controls may be needed to eliminate or control risks. Essentially
operational controls are developed from the outcome of risk assessment.
Operational controls can take many forms and can include training,
preventive maintenance or documented procedures. The need for separate
procedures, work instructions, safe systems of work etc., as a means of risk
control needs to take into account the risk levels and the competence level of
the personnel involved. All activities that affect the IMS are planned and
controlled through system documents, which contains enough information
so that staff can perform a task correctly under normal or abnormal
Talaat 77
7/6/2021
Doc ID QHSE 01

operating conditions including emergency situations. For those operations

and activities, the organization shall implement and maintain:
 Operational controls, as applicable to the organization and its activities;
 the organization shall integrate those operational controls into its
overall OH&S management system
 controls related to purchased goods, equipment and services
 controls related to contractors and other visitors to the workplace
 Documented procedures, to cover situations where their absence could
lead to deviations from the OH&S policy and the objectives.
Lufkin set approved manual for operations and safety to be applied by skilled
operators. It includes all safe work procedures concerning installation,
maintenance and operating Sucker rod units in oilfields. These rules and
procedures had been developed on the basis of site job requirements and any
applicable regulatory requirements and also according to Lufkin Middle East
risk assessment techniques.
These approved manuals are as follows:
 Mark 2 pumping units
 Conventional & reverse Mark pumping units
All other manuals for installation, maintenance and operations
In addition to manuals, Lufkin implemented process picture mapping for all
processes in the field to make sure that all processes are carried out in the
outmost safety as follows:
1. OFS-BAK- 001 horse head removal
2. OFS-BAK- 002 walking beam removal
3. OFS-BAK- 003 equalizer removal
4. OFS-BAK- 004 pitman arm removal
5. OFS-BAK- 006 counter weight removal
6. OFS-BAK- 008 wire line removal
7. OFS-BAK- 009 stroke length change
8. OFS-BAK- 025B inspection of pumping units
9. OFS-BAK- 012 gear reducer
10. OFS-BAK- 012A gear reducer installation
11. OFS-BAK- 014 Motor swap
12. OFS-BAK- 015A remove unit ladder
Talaat 78
7/6/2021
Doc ID QHSE 01

13. OFS-BAK- 015 install unit ladder

14. OFS-BAK- 025 inspection pumping unit
15. OFS-BAK- 026 balance of unit
16. OFS-BAK- 031A well pump Respace off
17. OFS-BAK- 031B well pump Respace on
18. OFS-BAK- 037 wrist pin knockout tool
19. OFS-BAK- 043 wireline shop saw operation
20. OFS-BAK- 044 Torque gun operation
Operational controls should be reviewed on a periodic basis to evaluate their

ongoing suitability and effectiveness. Changes that are determined to be
necessary should be implemented. In addition, procedures should be in
place to determine circumstances where new controls and/or modifications
of existing operational controls are needed. Proposed changes to existing
operations should be evaluated for OH&S hazards and risks before they are
implemented. When there are changes to operational controls, the
organization should consider whether there are new or modified training
needs. All equipment shall be subject to receiving inspection and
calibration/ maintenance where applicable. Only equipment which has been
authorized for use by the appropriate supervisor and functional manager
shall be used in the relevant processes.
Functional manager shall ensure that functional operating procedures and

system safety rules to use for concerned operations are clearly defined,
communicated and implemented. Functional manager shall ensure that
only competent personnel operate the concerned equipment and appropriate
documented operating procedures are available for reference.
Nonconformance shall be reported to the functional manager (supervisor)

and corrective action implemented. Nonconformance and consequent
corrective action shall be recorded on a corrective/ preventive action report
(CPAR).
According to our scope of work, Lufkin Middle East have implemented the
following safe job procedures and written programs:
Talaat 79
7/6/2021
Doc ID QHSE 01

1. Hazard identification and risk assessment (LHS 01)

1. Defensive driving for all Lufkin employees (LHS 02)
2. Hydrogen Sulfide ( H2S) safety program (LHS 03 )
3. Lockout/ Tagout. (LHS 04)
4. Confined space. (LHS 05)
5. Electrical safety. (LHS 06)
6. High voltage safety. (LHS 07)
7. Hot work& (LHS 08)
8. Fire prevention and fire protection. (LHS 09)
9. Lifting. (LHS10)
10. Fall control and fall prevention. (LHS 11)
11. Heat stress. (LHS 12)
12. Incident reporting and investigations. (LHS 13)
13. Personal protective equipment PPE (LHS 14)
14. Emergency response plan (LHS 15
15. EHS site inspection (LHS 16)
16. EHS audit
6.9 Emergency preparedness and response
Lufkin has established a procedure for ensuring that the emergency

response plans in place to respond at any time to potential incidents,
emergency and hazardous situation involved in its operations for preventing
and mitigating the environmental impacts as Well as the consequences of
health & safety risks that may be associated with them.
 The objectives of emergency preparedness are to ensure effective
response to emergency situation by specific planning and training.
 The emergency response procedures detail the company’s activities for
both types of emergency situation: environmental and safety & health
such as major incidents, fire, etc.
 The staff concerned has the obligation to comply with Lufkin safety
rules when they perform works on company’s site.
 In order to ensure that Lufkin personnel are fully prepared to take
appropriate response actions for all the identified emergency situations,
Talaat 80
7/6/2021
Doc ID QHSE 01

the response actions will be prepared at periodic intervals, where

appropriate.
 Emergency response and exercises are conducted at regular intervals to
ensure applicability of the emergency response procedures and
readiness of all Lufkin personnel. The drill shall be conducted in Lufkin
office and free zone twice a year. Drill and exercise reports are
documented and recorded.
 Lufkin management shall review, where necessary its emergency
preparedness and response procedures, in particular after the
occurrence of emergency situations. The management will also
periodically test such procedures where applicable.
Talaat 81
7/6/2021
Doc ID QHSE 01

7.0 product / service realization

7.1 Planning for product realization
Quality planning is required before new products or processes are
implemented. The output of quality planning includes documented quality
plans, processes, procedures and design outputs.
In Lufkin demand creation is performed by sales department. Lufkin
provides products and service. This process starts by the contract review
process (SS0001), where the contract is reviewed by all Lufkin departments
to make sure the company has the ability to provide the product or service
according to customer requirements. Upon approval of the customer
requirements, work order is passed to operation department in the case of
service delivery.
The operation department is then performing the job plan which includes the
following:
1. The customer name
2. The task to be performed
3. Location
4. The crew formation
5. Supervisor
6. Tools required to perform the job
7. Timing of startup
8. Timing of finishing
9. Safety tools
10. Hazard associated with the job
11. Actions to avoid hazards.
In case of product requirements, the output of contract evaluation and
approval of the product requirements, sales people translate customer
requirements into product specifications, and then create Purchase order
and the Logistics departments create the job plan which contains the
following:
1. Sales order
2. Shipments
3. Local fabrication
4. Free zone storing capacity
Talaat 82
7/6/2021
Doc ID QHSE 01

In case the customer takes orders for existing products or services which the
customer selects from a catalogue, no special planning may be needed other
than the creation of work orders.
7.2 Customer related processes

The company has established formal procedures to review and record all
enquiries and orders to ensure that all contractual requirements are defined
and can be met (tender evaluation). Where necessary, enquiries are
discussed with the customer and the resolution recorded. Subsequent orders
are reviewed to ensure that:
a. Product requirements are defined
b. Any additional or charged requirements are identified and resolved with
the customer
c. The work-load is planned taking account of such issues as time
constrains, resources and specified requirements. Order amendments are
treated as part of the on-going process control and appropriate records are
maintained. To ensure that the contract requirements are adequately
defined, Lufkin established the following:
1. The conditions of use are clearly specified within the standard operating
and maintenance manual.
2. The requirements are specified in terms of the features and
characteristics that will make the product and the service fit for its
intended use.
3. The quantity, price and delivery are specified.
7.3 Review of customer requirements
Lufkin sales department established a process for customer requirements

review. The process is named as “SS01 contract review”. These processes
review the customer requirements before acceptance the order to make sure
that the company has the capability to meet customer requirements. Lufkin
sales team review customer requirements prior to the decision or
commitment to supply a product to the customer (e.g., submission of a
tender, acceptance of a contract or order)., because The acceptance of a
contract is a binding agreement on both sides to honor commitments.
Talaat 83
7/6/2021
Doc ID QHSE 01

Therefore, the period before the submission of a tender or acceptance of a

contract or order is a time when neither side is under any commitment and
presents an opportunity to take another look at the requirements before legal
commitments are made. Customers will convey their requirements in various
forms. Many organizations do business through purchase orders or simply
order over the telephone or by electronic or surface mail. Some customers
prefer written contracts. Others prefer a verbal telephone agreement.
However, a contract does not need to be written and signed by both parties
to be a binding agreement. Careful examination of customer needs and
expectations is needed in order to identify all the essential product
requirements. Regulatory requirements may apply to health, safety and
environmental compatibility and these often require accompanying
certification of compliance. Lufkin provides a certificate of compliance with
its products shipped to customers.
7.4 Contract amendment
An order or contract amendment is a change that corrects errors, rectifies

ambiguities or otherwise makes improvements. As orders and contracts are
primarily a source of reference, it is necessary to ensure that only agreed
amendments are made and that any provisional amendments or disagreed
amendments are not acted on or communicated as though they were
approved. Otherwise, the basis of the agreement becomes invalid and may
result in dissatisfied customer or an organization that cannot recover its
costs. In SS01, Lufkin introduced the procedures of amending any
ambiguities within the contract or within the order before acceptance
because Lufkin is seeking to achieve customer satisfaction.
Talaat 84
7/6/2021
Doc ID QHSE 01

7.5 Lufkin order processing (SS02)

Lufkin established effective order processing process to deal effectively with
all customer’s order, contracts, enquiries or any other requirements. As
previously mentioned, requirements determination has been established by
communications between the customer and Lufkin sales officers, contract
and order review has been established also by Lufkin sales team in addition
to the participation of all other management team, so, it is effective to
establish the order processing system which include the following
 Order or contract registration
 Order or contract acknowledgement -------- informing the customer that
the order has been received and that the company intends or does not
intend to offer a bid or supply a product or service.
 Requirements determination
 Requirements review
 Order or contract acceptance
 Order or contract communication
7.6 Control of service provision
For each type of service provided by Lufkin, relevant procedures, methods,

instructions are available, prescribing tests or controls, statistical control
requirements. Functional managers (operation manager and supervisor)
shall ensure that:
 Competent person are to be delegated for the job, which could directly /
indirectly affect the HSEQ performance. All possible measures are to be
taken to ensure that the proper operation of any specified activity is
performed. All possible measures are to be taken to ensure that the
proper operation of any specified activity is performed as per IMS
procedures.
 Adequate information about HSEQ requirements are provided to the
concerned employees/ suppliers to deliver Lufkin services as planned.
 The process is controlled through careful checks for monitoring at the
subsequent stages. Monitoring is performed at those critical stages of
the process that could affect the quality of Lufkin services.
Talaat 85
7/6/2021
Doc ID QHSE 01

7.7 Validation of processes for service provision
Special processes (pumping installation, services, maintenance, punching,…

etc.) are
Included. Whenever the resulting output cannot be verified by subsequent
monitoring prior to the service realization, such processes will be validated
by any of the below means:
 Establishing and adapting the qualification& competence criteria for
those performing special processes such as automation engineers.
 Standardization of work methods, procedures and adapting the same
while performing special processes.
 Wherever special processes are performed by the contractors of any
outsourced parties, they shall follow Lufkin guidelines of
standardization of work methods and procedures.
Talaat 86
7/6/2021
Doc ID QHSE 01

7.7 Purchasing
The company’s policy on purchasing is to ensure that suppliers are able to

perform effectively. Appropriate records are maintained. New suppliers are
assessed by placing a trial order, except where the supplier is specified by
the customer. A vendor Approval form is completed for each supplier. There
are four key processes in the procurement cycle which should be managed
effectively.
1. The specification process which starts once the need has been identified
and ends with a request to purchase.
2. The evaluation process which starts following the request to purchase
and ends with the placement of the order or contract.
3. The surveillance process which starts following placement of order or
contract and ends on delivery of supplies.
4. The acceptance process which starts following delivery of supplies and
ends with entry of supplies onto the inventory or acceptance by the
final receiver then payment of invoice.
In Lufkin the purchasing process is divided into the following sub processes:
Supplier evaluation for all local, international, transportation and shipping
suppliers and we have approved supplier list from the headquarters for
international vendors
PL-1 supplier management
PL-2 local purchasing
PL-3 international procurement
Logistics and infrastructure processes
PL-4 shipping management

PI-5 transportation services
PI-6 facility maintenance management
PI-7 Administration
Talaat 87
7/6/2021
Doc ID QHSE 01

7.7.1 Lufkin purchasing & logistics process
Procedure
1. Evaluating and selecting suppliers
All new suppliers are evaluated prior to being placed on our approved vendor
list by placing a trial order. The vendor must be approved by the top
management represented by the general manager, prior to a purchase order
being issued and this for the purchasing special materials affecting the
customer’s processes.
2. Supplier Evaluation Criteria
Criteria used for evaluating suppliers include:
- Years in business
- Type of business
- Review of sample products
- Review of pricing
- Review of delivery capability
- Review of payment terms
- Review references from other business
3. Periodic Re-evaluation of Vendors
Supplier tracking information is reviewed during Management Review
meetings to monitor vendor performance. The Managing Director may
remove a vendor from the ‘approved’ list if the supplier’s performance is
deemed unacceptable.
5. Issuing Purchase Orders (PO)
Only those employees who have been trained in this procedure may
purchase goods and services from outside suppliers. Purchase orders are
issued using the computer system. No verbal purchase orders used.
Purchase orders contain the following information, at a minimum:
- Purchase order number
- Supplier name, address, phone number
- Date issued
- Payment terms
- Shipping method
- Quantity of items ordered
Talaat 88
7/6/2021
Doc ID QHSE 01

- Part numbers of items ordered (if applicable)

- Description of items ordered
- Pricing of items ordered
- Delivery requirements
- Signature of buyer
PO’s may be sent to suppliers via fax, mail or email. Buyers may advise a
supplier of a PO by telephone in addition to the written PO being sent.
6. Verification of purchase products:

 Lufkin established the procedure (FZ-08) for inspection of all the
purchased products. The procedure of inspection and verification of the
incoming product uses the approach of decision based on facts, which
states that all purchased products especially those which affects the
provision of Lufkin products or services should be verified before storing
in Lufkin warehouses and before shipping to the customer.
 Sequence of receiving inspection:
1. Receiving inspection is performed on all incoming shipments, consisting
of a
visual inspection checking the following:
2. Verify product numbers, description and quantities match purchase
order.
3. Verify vendor paperwork accurately matches shipment
4. Product and packaging are free of damage
5. Quality checks
6. Evidence of receiving inspection is provided by the receiver writing
‘received’ then initialing and dating the vendor packing list. Product
received and accepted by the Company is identified with a number
unique to each product. Only inspected and accepted products are put
into the storage area. Nonconforming product is placed in the ‘HOLD’
area. Receiving personnel enter the received shipment information into
computer system (where PO generated). The received PO is attached to
the packing slip and given to the Accounting department, where is kept
on file.
Talaat 89
7/6/2021
Doc ID QHSE 01

7.7.2 supplier management
The process for selection of suppliers varies depending on the nature of the
products and services to be procured. The more complex the product or
service, the more complex the Process. In Lufkin, the process of supplier
evaluation has been put into effect to control the major suppliers and the
criteria to choose the suppliers depends on the following”
1. Quality of goods ( A)
2. Delivery time keeping ( B)
3. Meeting quality requirements (C)
4. Prices (D)
Final evaluation is carried out according to the following equation
E: the supplier performance = A+B+C+D
E
Final evaluation equation F = ______________________________
Total number of supplies per year
Talaat 90
7/6/2021
Doc ID QHSE 01

7.7.3 product identification and traceability

 Lufkin has established a framework for identification and traceability of
all key activities and services.
 All contracts are uniquely numbered for their inception to their
completion. all incoming and outgoing correspondence is identified with
unique number on BAAN system.
 All assets or material purchased for or on behalf of Lufkin are identified
with a unique number given by Baan system which is used within
Lufkin corporate and its affiliates.
7.7 .4 Preservation of products
 Lufkin has a process to ensure that material and documents critical
to the service are Handled, stored, packaged, preserved and delivered
to prevent damage or deterioration.
 Storage areas shall be designated and controlled for all materials and
equipment. These areas shall ensure protection against any damage
or deterioration to stored items.
 All materials, chemicals and hazardous materials / chemicals/
equipment being stored within Lufkin shall be recorded, adequately
stored, segregated and protected to achieve adequate preservation.
7.8 Control of monitoring and measuring equipment

 Any monitoring, measuring equipment used to demonstrate the
conformance of servicing; HSEQ performance measurement shall be
controlled.
 All external calibration facilities” if required shall be assessed for
suitability. Internal calibration shall be performed by qualified
personnel. Any external calibration facilities or internal calibration
facilities shall be traceable to national, international or
manufacturing standards.
 The procedures shall define accuracy, frequency, standard,
equipment type, environment and acceptance criteria.
 Results of calibration/ verification shall be recorded and
maintained. Each equipment shall show its status of latest
calibration. Any defective equipment shall be withdrawn for repair or
disposal.
Talaat 91
7/6/2021
Doc ID QHSE 01

8.0 Division
Measurement, analysis and improvement
8.1 General
It is policy of the company to monitor, analyze and improve the performance

of the products, processes and the Integrated Management System (IMS),
occupational Health and safety management system and also environmental
management system. This section describes how we define, plan, and
implement the monitoring, measurement, analysis and improvement
activities needed to assure product and IMS conformity and achieve
continual IMS improvement. These activities include assessment of customer
satisfaction, conduct of internal audits, process monitoring and
measurement, and product monitoring and measurement.
Lufkin has established several procedures to monitor and measure, in a
regular basis several procedures their HSEQ performance:
1. HSEQ performance
2. services delivered
3. process performance
4. customer satisfaction
5. Evaluation compliance with applicable HSEQ legal and other
requirements.
6. incidents ( including near misses)
7. key characteristics of identified operations that have significant HSE
impacts
8. occupational ill-Health
8.2 Monitoring and measurement of Customer satisfaction
Customers are the reason we exist and drive our quality policy “to meet or
exceed customer requirements.” The Sales Manager has overall
responsibility for identifying and reviewing customer requirements and for
monitoring and measuring customer satisfaction per procedures
contained Data collected by customer contact personnel during routine
Talaat 92
7/6/2021
Doc ID QHSE 01

communications provide our primary basis for assessing customer

satisfaction. Sales personnel and Customer Service staff utilize
satisfaction survey to ascertain the customer’s overall perception of how
well we are meeting their requirements and to document any
recommendations for improvement. Customer complaints (whether
received in writing, verbally or electronically) are immediately forwarded to
appropriate Sales or Customer Service personnel for action. If these
personnel cannot resolve the issue to the customer’s satisfaction, then the
complaint is transferred to the Sales Manager for assignment to another
appropriate manager or function for resolution. Customer complaints are
documented and monitored through resolution through our continual
improvement system; Section 8.5. Customer survey data along with other
customer feedback (including written or verbal complaints and
information collected from is reviewed daily by Sales personnel and
Customer Service staff to initiate any improvement or
corrective/preventive actions needed. The Sales Manager periodically
reviews customer satisfaction survey data and other customer feedback
(including complaints), as well as progress towards achievement of
corporate level customer satisfaction improvement objectives and provides
related recommendations for review by Top Management
8.3 monitoring and measurements of processes

Suitable techniques have been implemented at the relevant stages for
continuous measurements and monitoring of processes. The
management monitors and measures the IMS processes through the
collection of data related to customers, suppliers, internal audits and
evaluate continuous improvements and will discuss at defined
intervals in management review meetings.
8.4 evaluation of compliance with HSEQ legal and other requirements

with consistent with its commitment to compliance with HSEQ legal
and other requirements as stand in the company policy, Lufkin
evaluate the compliance with applicable legal and other requirements
periodically at one of the measurements of performance of the
management system. Records of the results of periodic evaluations
are kept to demonstrate their compliance.
Talaat 93
7/6/2021
Doc ID QHSE 01

8.5 control of non-conforming services and products

The company ensures services do not conform to requirements are
controlled to prevent unintended use or delivery. The controls and
related responsibilities and authorities for dealing with non –
conforming services are defined and documented.
The non-conforming services or products are dealt by taking actions
to eliminate the detected non-conformity.
Records of non-conformity and any subsequent actions are
maintained. Any non- conforming services that have been corrected
are subjected to re- verification to ensure conformity to the
requirements.
Supporting document: OQR procedures for non-conforming,
corrective and preventive actions.
8.6 Monitoring and measuring of HSE hazards and

environmental aspects
Before Lufkin can manage its environmental issues, it needs to
identify how it interacts with the environment. The standard uses
some specific terms in this process.
Environmental aspects are elements of an the company’s activities,
products and services that can interact with the environment, that
is, have a negative or positive environmental impact.
A significant environmental aspect is one that can have a significant
environmental impact. The identification of environmental aspects is
best done in a systematic way designed to capture all actual and
potential impacts. The process typically involves:
1. Systematic identification of all activities undertaken by the
company and all products and services provided. Activities include
those that are infrequent, supporting activities such as
administration and maintenance, and services provided by
contractors.
2. Identification of the ways those activities, products and services
can interact with the environment, that is, identification of
environmental aspects.
Talaat 94
7/6/2021
Doc ID QHSE 01

3. Identification of the environmental impacts associated with the

environmental aspects.
4. Analysis of the risks to determine risk levels.
5. Evaluation of the risks to determine which environmental
aspects and impacts are significant risks to the environment
and/or the company.
8.7 incident investigation, non-conformance, corrective& preventive

actins
To implement IMS management principles, a system of ongoing
improvement must be incorporated. If a potential or actual non-conformity
(including incidents) with a quality or health, Safety & environment
system found, suitable corrective/ preventive action shall be taken as a
result of root cause analysis. Procedures have been established and
maintained to define responsibility and authority for the handling and
investigating of incidents, nonconformities / potential non-conformities
and taking actions to mitigate any impact hazards caused pertaining to
the IMS.
All non- conformities and incidents must be reported to MR and

functional manager. The cause of all non-conformances, potential non-
conformities, incident, near misses, system non-conformities and damage
to the environment are investigated and acted suitably.
The effectiveness of corrective and preventive actions must be verified by
MR and functional manager.
Various source soft information are analyzed to detect potential causes of
non-conformities. Appropriate corrective/ preventive actions need ed to
eliminate the non-conformities or potential non-conformities are
determined and implemented.
It is ensured that corrective and preventive actions are taken and are
effective in dealing with the problem. Any changes arising from corrective
and preventive actions are implemented by revising our IMS documents.
The corrective and preventive actions taken are included as an agenda
item at management review meetings.
Talaat 95
7/6/2021
Doc ID QHSE 01

Lufkin should establish, implement and maintain procedures to monitor

and measure OH&S performance on a regular basis. This procedure and
guidance information has been developed to identify key performance
parameters for QHSE performance across the whole Lufkin's sites. A
program for the inspection of hazardous conditions is an essential part of
any active monitoring program. It is one of the best tools available to find
problems and assess their risks before accidents and other losses occur.
According to Lufkin policy we shave two types of monitoring
Proactive monitoring which is checking the achievement of objectives and

the extent of compliance with pre-set standards. Reactive monitoring
which is investigating, analyzing and recording HSE Management System
failure including accident, incidents, ill-health and property damage
cases. Monitoring of HSE aspects associated to activities carried out by
Lufkin Middle east shall address, at a minimum, the topics here below
summarized.
A plan to monitor HSE aspects associated to activities carried out by
Lufkin activities, including Contractors and subcontractors activities,
shall be defined and implemented. Monitoring activities to be reported in
the plan shall be identified taking into consideration at a minimum:
 The results of environmental review and risk assessment (see guidelines

“Environmental Impacts in Normal Operating Conditions” and “HSE
Risk Assessment”);
 Legal and non-legal requirements;
 HSE provisions reported in permits, licenses or authorizations required
to operate;
 Requirements reported in the HSE IMS operational guidelines.
 Management of NC, Incident investigation, corrective and preventive
actions.
 Management of NC, Accidents, CA and PA shall address, at a minimum,
the topics here below
Whoever detect a situation of potential NC, is witness to or involved in an
Accident shall notify the site supervisor, the foreman and operational
Manager. Operations manager shall do the following:
Talaat 96
7/6/2021
Doc ID QHSE 01

 Depending on the nature and magnitude of the NC/Accident/Near-

miss, evaluate if an immediate response to restore normal conditions is
necessary and, should this be the case, implement the required actions;
 Depending on the nature and magnitude of the NC/Accident/Near-
miss, evaluate the applicability of the Site emergency plan (see
guideline “Emergency response”) and, should this be the case, act in
compliance with the requirements therein reported;
 In case of an event causing injuries on personnel, ensure that medical
assistance is provided according to the requirements set in the
guidelines “First Aid”;
 Record the NC/accident via a standardized form and send it to HSE
manager depending on its nature and level of application of the
NC/Accident/Near-miss notification standardized form shall include, at
a minimum, the following specifications
Notification and reporting: the following data should be defined

1. Date of the incident/NC
2. Report date
3. Detail of the accident
4. Name of the location
5. Contributing factors of the incident/NC
6. Detail of injury and classification criteria
7. Corrective measure
8. Preventive measure
Classification
After having received the Notification form, HSE Manager shall proceed to
classify the NC/Accident/Near-miss according to the following criteria:
1. Accident shall be classified according to the consequences categories
listed in “HSE Risk Assessment”;
2. High potential Near-miss = Near-miss whose potential consequences, in
terms of magnitude and severity, would have been critical;
3. Minor Near-miss = Near-miss whose potential consequences, in terms
of magnitude and severity, would not have been critical.
Talaat 97
7/6/2021
Doc ID QHSE 01

4. Major NC, non-conformity with respect to applicable legislation or with

respect to the HSE requirements affecting negatively the HSE efficiency
and effectiveness.
5. Minor NC, non-conformity with respect to the HSE requirements not
affecting the HSE efficiency and effectiveness.
Investigation
Root causes of the NC/Accident/Near-miss shall be investigated in order to
identify the proper CA/PA. Investigation and CA/PA definition shall include
the following actions:
1. Creation of an investigation team that shall incorporate the technical
and management skills adequate to the nature of the
NC/Accident/Near-miss;
2. Review of the NC/Accident/Near-miss circumstances;
3. Control of equipment and procedures or other data;
4. Interviews with witnesses and concerned personnel .
Depending on the severity of the NC/Accident/Near-miss, potential needs to
take pictures to record to support CA/PA identification shall be evaluated.
Talaat 98
7/6/2021
Doc ID QHSE 01

8.3 Internal audit

The Internal Audit Process ensures that requirements of the ISO 9001: 2008,
OHSAS 18001:2007 and ISO 14001 Standard are being satisfied and that
the IMS system requirements are being consistently and effectively followed
and maintained. The management representative is responsible for the
effective deployment and management of this process. An audit schedule is
prepared on an annual basis. The schedule identifies a series of planned
audits that will ensure that all processes and ISO requirements are audited
at least once a year. The audit schedule is modified, as needed, to take into
account the status and importance of the processes, as well as the results of
previous audits.
The MR plans individual audits by assigning qualified and competent
auditors to each scheduled audit, ensuring that the selected auditors are
objective and impartial. Auditors will never audit their own work. Auditors
are deemed qualified by the Lead Auditor, who is based on completed
training and/or actual audit experience. Training records are maintained to
document the basis for qualification.
The audit plan specifies the assigned auditors, the audit criteria, the scope
and, if applicable, the methods to be used for the audit. All detected non-
conformities and observations are brought to the attention of the manager
responsible for the area being audited through a PCAR that is submitted to
the PCAR process for follow-up and timely corrective action.
All audit non-conformances must be investigated for root cause identification
and the subsequent implementation of corrective action. Observations shall
also be documented on a PCAR form and submitted for consideration by the
management for possible preventive action. Follow-up actions are reviewed
for all non-conformities, as required, to verify that corrective actions were
taken and that the actions were effective in addressing the non-conformance.
The management representative confirms all non-conformities are corrected
and closes the PCAR.
The Lead Auditor is responsible for reporting the results of internal auditing
including verified actions during quarterly Management Review meetings.
.
Talaat 99
7/6/2021
Doc ID QHSE 01

Internal audits are conducted in accordance with a published schedule that

identifies the audit scope and frequency. Each of our key QMS/HSE
processes, with a special emphasis on our ‘core’ customer oriented processes
and our unique product realization processes is reviewed to determine
Talaat 100
7/6/2021
Doc ID QHSE 01

effectiveness. The schedule is updated on the basis of status and importance

of the activity to be audited and previous audit results.
The Quality /HSE Manager maintains all internal audit records, including
internal auditor training records, results of internal audits and related
follow-ups; periodically reviews internal audit results as well as progress
towards achievement of corporate level objectives aimed at improving overall
QMS effectiveness and provides related recommendations for review by Top
Management;
Supporting documents: QP03
: QP03/F01
: QP03 /F02
: QP03 / F03
8.5 Monitoring and measuring processes
We apply suitable methods for monitoring and measuring all QMS/ HSE
processes. QMS processes depicted in 4.1 are documented, measured,
controlled and evaluated to ensure they are effective (i.e. achieve desired
results) and to identify opportunities for improvement. At a minimum,
managers with overall responsibility for carrying out a QMS process,
analyzes process performance and takes appropriate improvement, corrective
or preventive action (Section 8.5). We conduct process oriented internal
audits (Section 8.2.2) to verify QMS process conformance and identify
opportunities for improvement.
Processes are monitored by process operators per applicable instructions

and procedures. Significant process events, such as tool change or machine
repair are recorded. Operations personnel follow documented reaction plans
when processes become unstable or no longer capable. As required, the
corrective action plan is reviewed with and approved by the customer
8.6 Analysis of data
ISO 9001:2008, OHSAS 18001and ISO 14001 requires the company to

gather data that show characteristics and trends about processes, products
Talaat 101
7/6/2021
Doc ID QHSE 01

and opportunities for preventive action. In order to identify opportunities, the

company monitors trends in the following activities.
1. incident/accident records
2. Customer satisfaction
3. Customer complaints
4. Quality Concern reports
5. Supplier performance
Management Review uses this data to assess the effectiveness of IMS .Top
Management and other officers, managers and supervisors collect and
analyze data using appropriate statistical techniques to determine the
suitability and effectiveness of key IMS processes against the overall KPIs
applicable to their area(s) of responsibility and to identify opportunities for
improvement. At a minimum, data is analyzed to assess achievement of the
corporate level quality objectives.
8.7 Continual improvement

The company is committed to a policy of continuing improvements in its
methods and the services supplied to clients. An important element is to
analyze any problem that may occur with a view to long term prevention. The
continual improvement process begins with the establishment of our quality
policy and objectives for improvement, based on objectives contained in our
Business Plan and customer targets/goals. Customer satisfaction, internal
audit, process and product performance data, and the cost of poor quality
are then compared to progress against objectives to identify additional
opportunities for improvement;
The overall effectiveness of continual improvement program (including
corrective and preventive actions taken as well as the overall progress
towards achieving corporate level improvement objectives is assessed
through our management review process.
Essentially, such actions are effective if the problems corrected do not

reoccur, potential problems identified do not occur, and other improvement
actions accomplish the desired results or objectives. Inputs to the
management review process are used to establish new/changed
Talaat 102
7/6/2021
Doc ID QHSE 01

improvement objectives and to initiate/prioritize additional improvement

actions; Section 5.6.
The Quality/HSE Manager has overall responsibility for establishing and
implementing an effective continual improvement system which includes
improvement actions, and corrective and preventive actions.
8.7.1 Corrective actions

The company operates procedures for handling internal problems, accidents
and nonconformities, and customer complaints. Concern reports detail the
action taken, and discussion take place to consider any long term
implications. The Quality/ HSE m Manager has overall responsibility for
managing our corrective action process defined in the manual, Evidence of
nonconforming product, customer dissatisfaction, incidents and accidents
which cause injury or loss or ineffective processes is used to drive our
corrective action system because a problem exists requiring immediate
correction and
possible additional action aimed at eliminating or reducing the likelihood of
its recurrence. Management with responsibility and authority for corrective
action are notified promptly of product or process non-conformities.
Investigating and eliminating the root cause of these failures is a critical part
of our continual improvement process.
Follow-ups are conducted (through the internal audit process; to ensure that
effective corrective action is taken appropriate to the impact of the problem
encountered. In addition, the Quality/ HSE Manager summarize and analyze
corrective action data to identify trends needed to assess overall effectiveness
of the corrective action system and to develop related recommendations for
improvement. The corrective action system is considered effective if specific
problems are corrected and data indicates that the same or similar problems
have not recurred. Results of this analysis and related recommendations are
presented to Top Management for review and action during management
reviews;
Supporting documents : QP 02200

: QP04F01
Talaat 103
7/6/2021
Doc ID QHSE 01

8.7.2 Preventive actions

Preventive action is addressed in a number of ways:
1. The IMS procedures incorporate various checks to ensure that potential
problems are identified, recorded and resolved.
2. An important aspect of the internal audit process is the recording of
Observations to highlight potential problems and possible
improvements.
3. Where possible, applying Corrective Action solutions to other areas of the
business. The effectiveness of actions taken is monitored through the
analysis of subsequent performance. This is reviewed periodically and
considered at Management Meetings.
The Quality/HSE Manager has overall responsibility for managing preventive
action process and summarized below:
Data from internal audits, customer feedback, employee suggestions, and
other appropriate data is collected and analyzed to identify the actions
needed to eliminate the causes of potential problems and thereby prevent
their occurrence. Investigating and eliminating the root cause of potential
failures is a critical part of our continual improvement process. We review
and initiate preventive actions through our preventive action process. We
apply controls and follow-up to ensure that effective preventive action is
taken appropriate to the risk and impact of potential problems and losses. In
addition, the Quality/ HSE Manager summarizes and analyzes preventive
action data to identify trends needed to assess overall effectiveness of the
preventive action system and to develop related recommendations for
improvement.
Talaat 104
7/6/2021
Doc ID QHSE 01

5.7 management review

5.7.1 General
All management team attends the management review meetings. The
management review is conducted by the general manager and management
representative. In Lufkin Management Reviews is being conducted on
quarterly basis. This is to ensure continuing suitability and effectiveness of
IMS to meet Quality Policy & objectives. In IMS implementation phase the
Top Management conducts a management review meeting the first Sunday of
each month to ensure the continuing suitability, adequacy, and effectiveness
of our QMS/ EHS in accordance with procedures detailed in manual. The
primary outputs of management review meetings are management actions
taken to make changes or improvements to our QMS and the provision of
resources needed to implement these actions.
5.7.2 Management Review inputs

The management review meeting includes a review of IMS quality policy and
objectives, all applicable requirements of the QMS, related performance
trends and opportunities for improvement, follow-up actions from earlier
management reviews, and results of self-assessments, and strategic or
operational changes that could affect the QMS. At a minimum company level
improvement objectives documented in prior management reviews are
reviewed for status and continuing suitability. As a minimum, the following
items are discussed:
1. Results of internal and external audits and Follow up actions on

previous management review minutes
2. Incident reviews
3. Legal compliance
4. Customer feedback (compliments and complaint)
5. Quality control issues
6. Corrective and preventive actions
7. Follow-up actions from previous meetings
8. Changes that could affect the QMS
9. Recommendations for improvement.
Talaat 105
7/6/2021
Doc ID QHSE 01

5.9 Management review outputs

Results of management review meetings are recorded and maintained by the
Quality Manager/ HSE and management representative. The output from the
management shall include any decisions and actions related to:
1. Improvement of the effectiveness of the IMS

2. Improvement of the product related to customer requirements.
3. Improvement for the effectiveness of QMS/HSE and its processes.
4. Improvements related to customers’ requirements.
5. Resources needed to carry out identified improvements.
Minutes of Management Review meetings shall be recorded and
circulated for improvement of QMS and corrective /preventive actions
6. Resource needs.
In addition to the above, many other forums exist for review of performance,
such as Board meetings, Centre wise Periodical Performance Review on
various relevant aspects including financial Performance, physical
performance to provide directions for improvements. Timely actions on
decisions taken shall be ensured and followed up at suitable levels.
Talaat 106
7/6/2021

Lufkin QHSE Management System 2013

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lufkin QHSE Management System 2013

Uploaded by

Copyright:

Available Formats

LUFKIN MIDDLE EAST

Lufkin Middle East Integrated

Manual Prepared by Talaat Abdel Kader

Manual Prepared by Talaat Abdel Kader

Anthony Beck, General Manager Date

Manual Prepared by Talaat Abdel Kader

REVISION AND APPROVAL RECORD

Manual Prepared by Talaat Abdel Kader

LUFKIN MIDDLE EAST FREE ZONE

Lufkin Middle East Free Zone Company is the

Manual Prepared by Talaat Abdel Kader

LUFKIN MIDDLE EAST FREE ZONE

It is Lufkin’s policy to provide the highest quality

Manual Prepared by Talaat Abdel Kader

LUFKIN MIDDLE EAST FREE ZONE

Anthony (Tony) Beck

Manual Prepared by Talaat Abdel Kader

LUFKIN MIDDLE EAST QHSE OJECTIVES

Lufkin Middle East QHSE objectives:

1. Meet or exceed annual TRIR targets as set by the corporate.

Anthony (Tony) Beck

Manual Prepared by Talaat Abdel Kader

1.0 Knowledge about the company

Lufkin Industries Inc. is a pioneer company that designs, engineers,

Lufkin Middle East respects and applies all regulatory requirements

Manual Prepared by Talaat Abdel Kader

Manual Prepared by Talaat Abdel Kader

Manual Prepared by Talaat Abdel Kader

Manual Prepared by Talaat Abdel Kader

Manual Prepared by Talaat Abdel Kader

2.0 Integrated Quality/HSE Management systems

2.1 Scope and Purpose

This manual describes Lufkin Middle East’s integrated Quality,

The integrated management system manual (IMS) is the reference document

Manual Prepared by Talaat Abdel Kader

5. Detailed procedures that provide the implementation instructions and

The system requirements of this manual aimed at achieving customer

Manual Prepared by Talaat Abdel Kader

by providing the best products which cause no harm for people or

2.2 General requirements

Lufkin QHSE is that part of overall management system which establishes,

Manual Prepared by Talaat Abdel Kader

requirements, Lufkin Middle East have adopted the process approach by

Lufkin Management identified the company’s ‘core’ business processes”

Lufkin Middle East developed ‘Management Oriented Processes’, or MOPs,

The customer driven processes and management driven processes are

Manual Prepared by Talaat Abdel Kader

2.3 Permissible exclusion:

Sub-clause 7.3 of design and development

As Lufkin is establishing integrated QMS/EMS management system, SO, the company is

1. ISO 9001: 2008 Quality management system- requirements

2.5 Terms and definitions

Manual Prepared by Talaat Abdel Kader

Audit. It I systematic, independent and documented process for obtaining

Manual Prepared by Talaat Abdel Kader

Manual Prepared by Talaat Abdel Kader

Quality, degree to which a set of inherent characteristics (3.5.1) fulfills

Risk, combination of the likelihood of an occurrence of a hazardous event or

Manual Prepared by Talaat Abdel Kader

to which the environmental management system audit criteria set by the

Manual Prepared by Talaat Abdel Kader

3. 0 Lufkin Integrated management system (IMS)