Ims handbook

IMS Handbook
SSGC |Page i
CONCEIVED BY
CORE TEAM
MENTORSHIP
Muhammad Shamail Haider
CE (HSE&QA)
Shoaib Ahmed
Engineer (HSE&QA)
Abdul Manan
Trainee Engineer (HSE&QA)
Ali Ahmed
ADGM (HSE&QA)

IMS Handbook
SSGC |Page iii
It is our ultimate commitment to
provide healthy and safe working
environment to our employees &
stakeholders by implementing the
best practices of Health, Safety
& Environment throughout the
SSGC franchise area. The recent
development of the Integrated
Management System (IMS) is vital
to improve HSE performance and
will also provide framework to
demonstrate commitment towards
quality in almost all aspects of our
business activity. On behalf of the
entire management, I would like to
congratulate HSE&QA team in taking
this initiative and rolling out SSGC
Integrated Management System.
Amin Rajput
(Acting Managing Director)
MESSAGES

IMS Handbook
SSGC |Page iv
We at SSGC consider health, safety, environment and
quality as integral part of our business and perform
our operations in compliance with the requirements
of related international standards and national Laws
and regulations. In order to achieve our objectives and
create opportunities for improvement, all zones of SSGC
undergo regular internal and external surveillance audits,
following which corrective and preventive measures
are implemented wherever required. We have a pool of
qualified lead auditors for ISO 9001 QMS, ISO 14001
EMS and OHSAS 18001 to conduct and assist in
executing audits in accordance with defined frequency.
I strongly suggest SSGC family to browse through the
valuable information provided in this IMS handbook to
help us build a sustainable HSE culture.
Muhammad Imran Farookhi
(ADMD – CS)
The long-lasting business success of SSGC is reliant
upon our ability to persistently improve quality of our
operations and corporate services while safeguarding
people and environment. SSGC is committed to place
great emphasis on human health, operational safety,
environmental protection and quality of our services. This
commitment is in the best interests of our employees,
customers, suppliers, contractors, and the society in
which we serve and survive. At SSGC, we believe in
striving to implement international standards of health,
safety, environment and quality by ensuring that as we
conduct our businesses, the safety and well-being of our
employees and contractors takes priority over all other
matters.
Mohammad Wasim
(ADMD – OPS)
MESSAGES

IMS Handbook
SSGC |Page v
I am pleased to share with you our HSE&QA Integrated
Management System (IMS) prepared by our dedicated
HSE&QA team with full commitment and enthusiasm.
This system provides a framework to SSGC’s employees
and all interested parties performing their jobs/operations
within and outside company’s premises while prioritizing
health, safety, environment and quality to achieve
desirable results for the company and community as a
whole.
Our first HSE Management system was earlier established
in 2005 but with the passage of time, several changes
have taken place that mandated us to review and revise
all earlier documented information in accordance with
prevailing practices of SSGC. Furthermore, requirements
of Quality Management System (ISO 9001: 2015) have
also been integrated with Environmental Management
System (ISO 14001:2015) and Occupational Health
and Safety Management System (OHSAS 18001:2007).
I hope all SSGC employees and stake holders will
adhere to the requirements outlined in this Integrated
Management System. Please join us in ensuring that
these requirements are embedded in every task we
perform.
Amir Mumtaz Khan
ASGM (GS)
As a head of HSE&QA department, I have been privileged
to witness and be a part of SSGC’s ongoing journey towards
HSE&QA excellence. During this period, my team has
achieved some major milestones such as development of
new IMS, Introduction of HSE intranet web portal, active
engagement in RLNG II project and finalization of much
needed Supplier Pre – Qualification mechanism to ensure
only Quality Products are procured.
This IMS is developed with an objective to embrace
advancement in International standards and benchmarking
SSGC with best practice in the field of HSE&QA. I am
confident that this new system will serve as a launching
pad to strengthen HSE&QA deliverables throughout the
organization. Let us continue to toe the line and constantly
raise the bar in achieving best HSE practices and assuring
quality of our services.
Tariq Aslam
DGM-I/C (HSE&QA)
MESSAGES

IMS Handbook
SSGC |Page vii
TABLE OF CONTENTS
IMS Manual
1.INTRODUCTION........................................................................................................... 02
2.CORPORATE INFORMATION.......................................................................................... 02
3.TERMS & ACRONYMS................................................................................................... 06
4.DOCUMENTED INFORMATION...................................................................................... 08
5.RESPONSIBILITIES....................................................................................................... 09
6.PLANNING OF INTEGRATED MANAGEMENT SYSTEM..................................................... 10
7.COMMUNICATION & CONSULTATION............................................................................. 12
8.RESOURCE MANAGEMENT........................................................................................... 14
9.PERFORMANCE MONITORING & EVALUATION............................................................... 16
10.INCIDENT MANAGEMENT........................................................................................... 18
11.EMERGENCY PREPAREDNESS & RESPONSE ............................................................... 19
12.PROCUREMENT & INVENTORY MANAGEMENT............................................................ 19
13. CONTRACTORS, SUPPLIERS AND VISITORS................................................................ 19
14. AUDITS & INSPECTIONS............................................................................................ 20
IMS Procedures
DOCUMENTED INFORMATION MANAGEMENT.................................................................. 25
RISK ASSESSMENT & MANAGEMENT............................................................................... 39
INCIDENT AND ACCIDENT MANAGEMENT........................................................................ 63
EMERGENCY RESPONSE PLAN........................................................................................ 71
PERFORMANCE MONITORING & EVALUATION.................................................................. 83
PROCUREMENT & INVENTORY MANAGEMENT................................................................. 91
CALIBRATION OF EQUIPMENT......................................................................................... 95
GUIDELINES FOR SUPPLIERS AND CONTRACTORS........................................................... 99
LEGAL & OTHER REQUIREMENTS.................................................................................. 105
INTERNAL AUDIT.......................................................................................................... 113
CONSULTATION & COMMUNICATION.............................................................................. 123
TRAINING & DEVELOPMENT.......................................................................................... 127
MAINTENANCE MANAGEMENT...................................................................................... 133
Sample Forms........................................................................................................139

IMS Manual IMS Handbook
SSGC |Page 1
INTEGRATED MANAGEMENT SYSTEM MANUAL
Sui Southern Gas Company SSGC-IMSM-01
Integrated Management System Manual
Revision 00
Issue Date: Sep, 2016
HSE&QA
Department

IMS Handbook IMS Manual
SSGC |Page 02
1. INTRODUCTION
Sui Southern Gas Company’s Integrated
Management System (IMS) consolidates
the Occupational Health & Safety (OH&S),
Environmental and Quality management
processes within a single Management System.
This manual is compiled with an objective to
stimulate awareness and identify responsibilities
that are outlined in our process-oriented
Integrated Management System procedures. The
IMS presented in this Manual has been developed
in line with the international standards EN ISO
9001, EN ISO 14001, OHSAS 18001, SSGC’s
strategic mission, vision, other corporate guidelines and policies. All business units including Regional
Offices and Headquarters, their Zonal HSE team leaders and employees in all hierarchical levels are
liable to comply with the IMS presented here within.
The objective of SSGC’s IMS is to provide a responsive framework to reduce work related incidents,
exposures to hazards and risks by implementing effective controls, safeguarding Environment and
ensuring quality of work and delivered services.
The purpose of this manual is to;
i. Explain the context of the organization.
ii. Outline the company policies, procedures and resources for implementation.
iii. Describe the structure of organization needed to implement IMS.
iv. Provide all employees with a clear understanding of the Integrated Management System and the
importance of adhering to the policies and procedures of the company.
2. CORPORATE INFORMATION
2.1. Company profile
Sui Southern Gas Company (SSGC) is Pakistan’s leading integrated gas Company. The company is
engaged in the business of transmission and distribution of natural gas besides construction of high
pressure transmission and low pressure distribution systems. SSGC transmission system extends
from Sui in Balochistan to Karachi in Sindh comprising over 3,500 KM of high pressure pipeline
ranging from 12 – 42” in diameter. The distribution activities covering over 1200 towns in the
Sindh and Balochistan are organized through its regional offices. The Company is managed by an
autonomous Board of Directors for policy guidelines and overall control. Managing Director (MD)
directs and controls the Company’s operations and also provides strategic guidance and direction to
Management team to ensure that the Company achieves its mission and objectives.
2.2. Vision
Tobeamodelutilityprovidingqualityservicebymaintaining
a high level of ethical and professional standards and
through optimum use of resources.
2.3. Mission
To meet the energy requirements of customers through
reliable, environment-friendly and sustainable supply of
natural gas, while conducting business professionally,
efficiently, ethically and with responsibility to all our
stakeholders, community, and the nation.

SSGC |Page 03
2.4. Core values
• Integrity
Keeping Company’s interest above oneself. Practicing and promoting
ethical business environment. Taking effective actions if there is a deviation
in behavior or situation. Being honest and living within means.
• Excellence
Making positive contribution towards the achievement of SSGC’s vision.
Striving for continuous improvement. Responding effectively to customer
needs. Taking timely and corrective decisions.
• Team Work
Building strong relationships across functional areas. Working well with all types of people and
co-operating with others. Soliciting advice, sharing ideas and best practices with all stakeholders.
Supporting the achievements of Company’s goals. Effectively contributing and using people’s
various skills and styles. Arriving at constructive solutions while maintaining positive working
relationships. Demonstrating flexibility.
• Transparency
Displaying openness and consistency in applying policies and procedures. Following regulations
in all aspects of operations and processes.
• Creativity
Coming up with new ideas. Encouraging innovation. Promoting modified approaches. Converting
ideas into actions.
• Responsibility To Stakeholders
Staying abreast of changing environment that impacts our business i.e. markets, competitors,
technology, customers, suppliers, employees and regulators. Creating solutions to help colleagues
and team members to improve their skills and performance. Ensuring optimum utilization of
resources. Balancing short and long term priorities to maximize on results. Ensuring compliance
of law.
2.5. Scope
The scope of this IMS includes all SSGC operations including transmission and distribution of natural
gas, construction of high pressure transmission and low pressure
distribution systems. All physical locations including office buildings,
Distribution offices, Transmission installations, P&C camps and Meter
Manufacturing Plant are under the scope of IMS. However Meter
Manufacturing plant is separately certified for ISO 9001 standard
due to operational requirement of the organization.
Following sections of Integrated Management System standards are
not applicable on SSGC due to the nature of services provided by the
SSGC.
ISO 9001:2015 Clause – 8.3 Design and Development of Products and Services.
ISO 9001:2015 Clause – 8.5.3 Property belonging to customers or external providers.
ISO 9001:2015 Clause – 8.5.6 Control of Changes
These exclusions do not affect SSGC’s ability or responsibility to provide services that meet customer(s)
and applicable statutory and regulatory requirements.

SSGC |Page 04
2.6. HSE&QA Policy
SSGC is committed to provide a safe and healthy work environment for its employees, contractors
and visitors. Every effort is made to ensure the quality of goods and services involved in various
operations. In conjunction to this, it also ensures that the environment is protected and conserved
where reasonably practicable by ensuring sustainable environmental practices. HSE&QA policy is
developed which provides framework for the establishment of HSE&QA Objectives and KPI’s. HSE&QA
Policy has also been communicated to all company staff through training and displaying at prominent
locations of entire franchise area and at base camps of project sites. HSE&QA policy is reviewed in
management review meetings by the senior management for any changes or amendments.
Senior management ensures that responsibilities and authorities are defined and communicated
within SSGC to promote effective management of the IMS. Each position within SSGC has specific
responsibilities, accountabilities and authorities in relation to the management of IMS in general and
HSE Management system in particular. Roles and Responsibilities of various positions are adequately
detailed in IMS Procedures.
2.7. HSE&QA Structure
Senior managers play a vital role in the success of HSE&QA programs at SSGC. Without the
leadership, commitment and involvement of senior management, all
HSE initiatives are unlikely to be successful. Keeping in view SSGC
has adopted a unique approach to gain and maintain high levels of
commitment of employee at all hierarchical levels. For that entire
Franchise area is divided in 21 HSE Zones and geographical heads
are assigned with the responsibility of Zonal HSE team leader. Any

SSGC |Page 05
requirement of adding/restructuring of Zones is initiated by HSE&QA and subsequently approved by
competent authorities. Details of these HSE Zones are as follows.
Zone Area/Location Zonal HSE team leader
1 Head Office Complex Head of GS Division
2 Meter Manufacturing Plant Head of MMP
3 Karachi Terminal Head of Transmission Department
4 Distribution Central (ATC Building) Head of Distribution (Central Region)
5 Distribution East Head of Distribution (East Region)
6 Stores dept. (All locations) Head of Stores Department
7 ALL CFC & ALL Billing offices Head of Billing Department
8 Regional Office Hyderabad Regional Manager
9 Regional Office Nawabshah Regional Manager
10 Regional Office Sukkur Regional Manager
11 Regional Office Larkana Regional Manager
12 Regional Office Quetta Regional Manager
13 Head Quarter Shikarpur HQ In charge
14 Head Quarter Rohri HQ In charge
15 Head Quarter Nawabshah HQ In charge
16 Head Quarter Dadu HQ In charge
17 Head Quarter Hyderabad HQ In charge
18 Head Quarter Sibbi HQ In charge
19 Head Quarter Quetta HQ In charge
20 Projects & Construction (all permanent locations) Head of P&C Department
21 Distribution West -SITE & Dope yard Head of Distribution (West Region)
The successful implementation of the HSE programs depends on the involvement and participation
of employees and fulfilling all aspects of business performance demonstrating commitment towards
HSE. Therefore, all persons working within SSGC premises or under the authority of providing
services to SSGC shall ensure that applicable HSE standards/procedures/policies are followed and
implemented where practicable.
HSE&QA
Policy
Manual,
SOPs &
Guidelines
Overview of HSE&QA Functions
KPIs, Objectives
& Targets
HSE&QA
Plans for
Projects
Monitoring
& Control
Evaluation &
Reporting
Inspection
& Audits
Awareness &
Campaigns
Advisory
Role
Trainings,
Tool Box
Sessions
OperationSupportGovernance

SSGC |Page 06
3. TERMS & ACRONYMS
• Audit
A systematic examination against defined criteria
to determine whether activities conform to planned
arrangements and whether these arrangements are
effectively implemented to achieve the organization’s
objectives. Audits are conducted by IMS personnel and/or
external third parties.
• Continual Improvement
Process of enhancing the IMS to achieve improvements in overall organizational performances. This
Process may be conducted en-masse or systematically in stages.
• Contract
A legal agreement between a Contractor or Supplier and SSGC for the delivery of goods and/or
services.
• Contractor
An organization or individual that provides a service to SSGC. (also referred to as a subcontractor of
SSGC).
• Environmental Impact
Any change to the Environment, whether adverse or beneficial, wholly or partially resulting from
SSGC’s and/or its Contractor’s activities, products or services.
• Hazard
A source or a situation with a potential for harm in terms of human injury or ill-health, damage to
property, damage to the employee, environment, or a combination of these.
• Hazard Identification
The Process of recognizing that a Hazard exists and defining its characteristics.
• Near Miss
Any unplanned event that did not result in injury, illness or damage but had the potential to do so.
• Nonconformance
A failure to comply with a requirement of SSGC’s IMS or any specific requirement
• Process
A set of inter-related resources and activities that transform inputs into outputs.
• Risk
Combination of probability of occurrence of a hazardous event or exposure and the resulting
consequences.

SSGC |Page 07
• Risk Management Process
Systematic application of management policies, procedures and practices to the activities of
communicating, consulting, establishing the context, and identifying, analyzing, evaluating, treating,
monitoring and reviewing risk.
• Risk Assessment
The Process of Risk Identification, analysis and evaluation.
ACRONYMS
SSGC Sui Southern Gas Company
IMS Integrated Management System
ISO International Organization for Standardization
OHSAS Occupational Health and Safety Assessment Series
HSE Health Safety & Environment
QA Quality Assurance
KPI Key Performance Indicator
PPE Personal Protective Equipment
CFC Customer Facilitation Centre
ATC Azad Trade Centre
PTW Permit To Work
JSA Job Safety Analysis
MOC Management Of Change
PPRA Public Procurement Regulatory Authority
NC Non-Conformity
GOP Government of Pakistan
CCD Corporate Communication Department
CRD Customer Relation Department
NEQS National Environmental Quality Standards
SEQS Sindh Environmental Quality Standards

SSGC |Page 08
4. DOCUMENTED INFORMATION
The Integrated Management System is divided into four structural Fragments:
Integrated Management System Manual Sui Southern Gas Company
The Integrated Management System is divided into four structural
Fragments:
INTEGRATED MANAGEMENT SYSTEM STRUCTURE
LEVEL 1 LEVEL 2
LEVEL 4
IMS Manual
IMS Procedures
LEVEL 3
IMS Forms
Work Instructions
Process Standards
Standards
9001:2015
14001:2015
18001:2007
HSE&QA Policy
Level One: HSE&QA Policy
Level Two: IMS Manual which provides an overview and a road map of the Integrated Management
System.
Level Three: IMS Procedures that describe the process flows and the responsibilities associated
with the operation of the IMS.
Level Four: Other documentation giving detailed descriptions of tasks and responsibilities. These
include:

1. IMS forms
2. Work Instructions
3. Process Standards
Documented Information required by the integrated management system is controlled. A documented
procedure “Documented Information Management” (SSGC-IMS/DIM-01) is established to define the
controls needed i.e.:
a) to approve documents for adequacy prior to issue,
b) to review and update as necessary and re-approve documents,
c) to ensure that changes and the current revision status of documents are identified,
d) to ensure that relevant versions of applicable documents are available at points of use,
e) to ensure that documents remain legible and readily identifiable,
f) to ensure that documents of external origin determined by the organization to be necessary for the
planning and operation of the integrated management system are identified and their distribution
controlled, and
g) to prevent the unintended use of obsolete documents and to apply suitable identification to them
if they are retained for any purpose.
SSGC is a progressive organization and with the technological advancement we also continually

SSGC |Page 09
strive for improvement. In this regard, HSE&QA Department in collaboration with IT Department
has initiated intranet based HSE applications/forms where data will be more reliable, transparent
and readily accessible. Furthermore, HSE&QA applications/forms will be improved/changed taking
into account the necessities of online documentation. This might lead to some changes in forms as
compared to the forms previously developed during procedures development phase. The changes
will be duly approved and communicated as per procedure.
5. RESPONSIBILITIES
All Employees
• Are required to take all reasonable steps to ensure
their own safety, as well as the safety of colleagues,
customers and community.
• Are required to familiarize and adhere to any
legal requirements, HSE practices, standards and
procedures developed and implemented.
• Are to adhere to the use of PPE, protective devices
or clothing that may be required for their safety.
• Are to report to their line manager or supervisor
the absence of any defect in any equipment, safety
devices, and or working environment which may
endanger him/her and others.
• Shall ensure the quality of goods and services are
in accordance with SSGC’s technical specifications
and standards.
Zonal HSE Team leader
• Zonal HSE team leader is ultimately responsible for ensuring the full implementation of the
required IMS standards and procedures in their zones.
• Is responsible to identify risks and hazards associated with the activities in their zones.
• Is to timely report any deviations and or risks identified by the concerned departments/functions.
• Is responsible to adopt and implement environmental initiatives within his/her processes and
operations so as to work towards a sustainable Environment.
• Develops, leads and facilitates zonal HSE teams to carry out tasks in compliance to IMS
procedures.
• Liaises with HSE&QA department on related matters.
• Ensures that quality of works and activities in their respective zones are in accordance with SSGC
Standards and specifications.
• Organizes and participates in HSE training Programs and campaigns.
• Submits Quarterly HSE performance form timely.
• Must keep all HSE related documentation/records/reports and ensure their access whenever
required.
• Ensures that all incidents/near misses are reported as per Incident and Accident Management
Procedure.
• In Zones where HSE&QA representatives are not present, Zonal HSE team leader will officiate for
HSE&QA responsibilities.
HSE&QA Department
• Develops and Maintains IMS procedures, Policies and guidelines.
• Caries out Risk identification with the support of Zonal HSE teams.
• Caries out planned / unplanned Inspections and Audits.
• Communicates the IMS procedures, policies to all employees.

SSGC |Page 10
• Ensures overall IMS performance and continuous maintenance and improvement of the system.
• Plans and Provides HSE&QA trainings to all employees, Contractors and suppliers.
• Provides Periodic IMS Performance reports to Senior Management.
• Responsible for communicating with regulatory agencies, Government bodies and Certification
bodies.
General Managers
• Ensure that IMS Procedures and policies are communicated and understood in their respective
departments / operations.
• Analyze work procedures to identify hazards; ensure effective controls are implemented to
eliminate or control those hazards.
• Ensure individuals working in their operations have the proper safety equipment/tools and
personal protective equipment (PPE) to perform their work/task safely.
• Ensure the implementation and overall effectiveness of SSGC HSE Programme in respective
departments.
• Participate in HSE training Programs and campaigns.
Managing Director/Deputy Managing Directors
• Are responsible to provide leadership role in development of IMS strategies, objectives and
policies
• Monitor progress towards achieving the IMS targets and KPI’s
• Ensure provision of adequate budget and resources for HSE program and initiatives
Contractors & Visitors
• Contractor or any sub-contractor shall ensure that the projects/services/tasks/activities are carried
out in accordance with SSGC’s IMS procedures, contract terms and best industrial practices.
• The Contractor or any sub-contractor shall provide and maintain at all times during the progress
of the project/services, adequate measures to safeguard all persons, equipment, property and the
environment.
• All visitors to any of SSGC premises shall ensure that they adhere to the rules and regulations
specified within the area/premises. Refer to the procedure “ Guidelines for suppliers & Contractors”
(SSGC-IMS/GSC-08).
6. PLANNING OF INTEGRATED MANAGEMENT SYSTEM
6.1. HSE&QA Objectives
For the sake of improving and meeting the requirements of the
company policies with respect to Health, Safety, Environment and
Quality management systems, all departments and Zonal HSE team
leaders establish SMART objectives. At SSGC, the objectives are
set, shared, monitored and evaluated in the form of;
• Key Performance Indicators (KPIs)
• Dash boards
• Management Committee Meetings
• Any other departmental objectives
• Periodic Zonal HSE Meetings
For details refer to IMS procedure of “Performance Monitoring & Evaluation” (SSGC-IMS/PME-05).

SSGC |Page 11
6.2. RISK MANAGEMENT
6.2.1. HSE Risk
For sustainable and efficient operations, relevant HSE
standards must be adhered to as a top priority. We strongly
believe that safe operational activities help in retaining
skilled employees, boost confidence in operational plans
and minimize cost related to HSE failures. Our ultimate
objective is to minimize risks. Risk assessment methods
are used to decide on priorities and to set objectives for
eliminating hazards and reducing risks. Wherever possible,
risksareeliminatedthroughselectionanddesignoffacilities,
equipment and processes. If risks cannot be eliminated,
they are minimized by the use of physical controls or,
as a last resort, through systems of work and personal
protective equipment. Performance standards are established and used for measuring achievement.
Specific actions to promote a positive health and safety culture are identified. All information about
Safety hazards and Environmental aspects and their impacts are properly documented and shared.
Zonal HSE teams in collaboration with HSE&QA department carry out Risk assessments and share
with concerns for mitigation actions. For details please refer to procedure “Risk Assessment and
Management” (SSGC-IMS/RAM-02).
6.2.2. Operational Risks
In recent years, government bodies and lending agencies have expanded regulatory compliance
that warrants the development of risk management plans, policies and procedures. In addition
various operational risks that can threat the continuity or sustainability of core business activities are
also identified and possible controls are implemented. SSGC top management regularly reviews the
adequacy of risk management processes. As a result, risk analysis, internal audits and other means
of measuring the effectiveness of risk management processes have become major component of our
business strategy.
Plan & Apply
Avoidance or
Reduction
Identify Risk
Assess Probability
& Impact
Define Contingency
Plans
Monitors &
Manage

SSGC |Page 12
6.3. Operational Planning and Control
SSGC has developed operational procedures for Transmission &
Distribution of Gas to meet the customer demands. In planning of
efficient and timely distribution of natural gas we ensure that:
a) KPIs, Targets and Objectives are available for each department.
b) Process and work instructions are well documented.
c) The required verification, validation, monitoring, inspection and
test activities specific to the service and the criteria for service
acceptance are provided at each stage.
d) System of Customer feedback and Continual Improvement is present.
e) SSGC reviews the requirements related to the provision of Services. This review is conducted
prior to initiating services to the customer or interested party.
Records of the results of the review and actions arising from the review are maintained by concerned
departments. (Refer to Transmission, Distribution, CRD operational procedures).
6.4. Legal and Other Requirements
SSGC has established and maintained a procedure to identify legal
and other requirements of integrated management system. In this
regard procedure “Legal and Other Requirements” (SSGC-IMS/LOR-
09) is referred. SSGC Management assesses and adheres to all sorts
of legislative, legal and other requirements to which the organization
subscribes or may subscribe such as:
• GOP/Provincial Laws & Regulations
• Industrial codes and practices
• General environmental laws, licenses and permits
• Agreements with public authorities
• Non-regulatory standards & guidelines
7. COMMUNICATION & CONSULTATION
Open and proactive communications are established and
maintained with Employees, Contractors, Regulatory agencies
and Communities regarding the HSE&QA Policies, Procedures and
Standards. Systems are in place to identify stakeholders and to
receive, analyze and respond to community and regulatory bodies
concerns and complaints regarding the company’s activities
such as construction and maintenance of pipeline projects.
Mechanisms are in place to resolve conflicts where they arise,
through consultation and participation with stakeholders and
their intermediaries. For details please refer to IMS procedure
“Consultation and Communication” (SSGC-IMS/CnC-11)
7.1. Internal Communication
Effective Internal communication is the single most important driver
of SSGC team’s commitment towards Integrated Management
system. Management is committed for free, fair and timely flow of
information across the employees. By doing so SSGC team is more
engaged and aware of organizational activities and management
decisions that affect their jobs and assignments. Effective

SSGC |Page 13
communication takes into account:
• Compliance to IMS policies and procedures.
• Information shall be distributed ONLY to those specific internal audiences to whom the information
is relevant.
• Maintaining Confidentiality where required.
SSGC has following means of internal communication;
• Intranet and emails
• Internal Memorandums
• Use of Notice boards for posting relevant information
• Monthly Flame magazine
• Forums such as MCM, Board Meetings, Project review meetings etc.
7.2. External Communication
Correspondences received by external parties such as customers, suppliers
and government agencies/authorities are responded by relevant function/
department. Records of those are kept for references. For details IMS
procedure “Consultation & Communication” (SSGC-IMS/CnC-11) is
referred.
7.3. Corporate Communication
CCD is involved in managing and orchestrating all internal and external communications aimed at
creating favorable point of view among stakeholders on which the company depends. The Department
acts through several functional areas including media, advertising, publications, Corporate Social
Responsibility, social media, and accounts, with the common objective of combining SSGC’s
diverse values and objectives into a cohesive message to the stakeholders including customers,
media, government and non-governmental organizations.
Main Functions of CCD includes:
• Building and sustaining a professional working relationship with stakeholders including customers,
media and general public.
• Acting as an effective bridge between the management and stakeholders that primarily includes
media and customers.
• Presenting Company’s version of diverse issues as a spokesperson.
• Fulfilling Corporate Social Responsibilities (CSR) objectives of the company by focusing chiefly on
Education, Health and Environment.
• Constantly improve corporate image through advertisements and media releases by stressing on
the Company’s energy conservation, anti-gas theft and recovery objectives as well as presenting
a correct financial and operational picture.
• Removing negative perceptions in the minds of the stakeholders through constant verbal and
non-verbal communication.
• Manage crisis effectively with a proactive approach through effective internal (with management)
and external (with media) communications.
7.4. Corporate Social Responsibility (CSR)
The functional area of Corporate Social Responsibility (CSR) is managed by SSGC’s Corporate
Communication Department with the primary objective of engaging in actions that appear to further
some social good and in doing so, making a tangible impact in the lives of communities it serves.
The Company meets its CSR goals by investing in education (via scholarships, construction and
monetary support), health (monetary support and provision of facilities), environment and community
development projects (monetary support and direct involvement) to primarily benefit its stakeholders

SSGC |Page 14
from Sindh and Balochistan. The CSR unit works cheek by jowl with public and private sector
organizations subsequent to a proper need assessment of a particular project. Of late the Company
has been investing in projects that ensure sustainability of communities and eco-system.
8. RESOURCE MANAGEMENT
Resource planning is carried out in view the SSGC projected business
requirements in line with strategic objectives, guidelines and directives
provided by GOP/Board of directors. All departments make projections
about manpower requirements, infra-structural requirements and
process for acquisition of the same. Management ensures to provide
adequate resources essential for implementing and maintaining and
continually improve the integrated management system. The overall
philosophy in determining the resource requirements shall be:
i. Effective implementation and maintenance of IMS and the need for its continual improvement.
ii. Continuous enhancement of customer satisfaction level and internal efficiency of the organization.
iii. Development of state of the art facilities and infrastructure.
iv. Staying current with international trends and best practices and assimilation of state-of-the-art
technologies.
8.1. Human Resources
SSGC HR plays a strategic role in managing more than 11,000
employee, workplace, culture and environment. It contributes
greatly to the overall company direction and the accomplishment
of its goals and objectives. Timely provisioning of best required
manpower as per requirements is of paramount importance.
Departments/functions maintain their manpower as per the
sanctioned strengths. Any additional manpower requirements
are appropriately approved by competent authorities. HR
department has established procedure for recruitment and
a designated section of Human Resources is responsible for
overseeing the recruitment activities for various positions. It is
the policy of SSGC that neither race, religion, sex, disability, nor
is political affiliation to be considered during hiring, retention
and promotions.
8.2. Organizational Knowledge
Another important aspect of overall human resource planning
is the maintenance and upgradation of knowledge base and
competence level of the entire workforce. Regular upgradation
of knowledge and skills of the employees is ensured at all levels.
HR department has dedicated sections to meet all in-house and
external training requirements. A documented IMS procedure
“Training and Development” (SSGC-IMS/TND-12) is in place
to plan, execute, evaluate and improve the training process in
order to sustain required growth and maintain niche in the core
business activity.
Contractors and Visitors also attend HSE awareness sessions as required by the procedure “Guidelines
for Suppliers & Contractors” (SSGC-IMS/GSC-08). Our contractors and suppliers provide competent
and trained workers/staff required for any task or activity.

SSGC |Page 15
We are committed to develop and train our workforce in following areas;
a) IMS procedures and policies.
b) Core Business operations.
c) Job related skill development.
d) Improving knowledge base of our employees by introducing
modern concepts and tools (Technical /Managerial) both from
internal and external resources.
e) Emerging Leadership Programs for Trainees.
Our Organizational Development and training system ensures that;
a) Employees have the required skills and training to competently perform their tasks in a healthy,
safe and environmentally sound manner.
b) Qualifications and competency requirements for positions are documented and periodically
reviewed.
c) Training needs are identified in consultation with employees.
d) Training calendars and programs are developed and include ongoing periodic refresher training.
Training is provided by people with appropriate knowledge, skills and experience. Competency
assessments are undertaken and training and assessment records are maintained.
e) Each Safety and Quality Critical Role or task and the personnel who perform these tasks are
assessed for necessary competencies and skills before placing them on the job.
Training & Development Process
Motivated &
Committed
Employees
New Employees
Training &
Development
Skilled Employees
Competent
Managers
OutputProcessInput
Unskilled
Employees
Potential
Managers
8.3. Infrastructure
We ensure suitable facilities and work environment to facilitate our workforce in order to perform
required operations efficiently. This includes planning, provision and maintenance of HO Building,
CFC Buildings, Regional Offices and Headquarters, Vital Installations, Equipment, software and
associated services. Top management regularly reviews, determines and updates the requirements
for infrastructure on as and when required basis and make necessary arrangements through different
departments of organization for timely availability of subject resources.
8.4. Work Environment
Management ensures that a healthy, safe and conducive work
environment is maintained for all employees. Company has determined
and manages the work environment needed to achieve conformity to
the standard requirements by providing all the required resources.

SSGC |Page 16
The human and physical factors of the work environment are properly addressed that directly affects
the efficiency, safety and ergonomics of workforce. Considerable attention has been paid to ensuring
that the work environment is entirely suitable for all employees/customers in order to meet the
commitment towards Integrated Management System. Examples of initiatives to enhance the work
environment for SSGC family include:
a) Adequate lighting facility
b) Good Housekeeping
c) Air-conditioning in offices
d) Proper Ventilation
e) Parking space where required
f) Communication (Cellular Phones and Microwave)
g) Fire protection and fighting equipment
h) Provision of Food services where possible at subsidize rates
i) Accommodation at head quarters
j) Fitness club facility at Head office
k) Sports facility at Karachi terminal
l) Transportation facility for female employees
m) Free Medical Assistance
Management also ensures that accidents of any type are reported, immediate first aid is provided
and reported, accidents are thoroughly investigated and required corrective and preventive actions
are implemented in all departments.
9. PERFORMANCE MONITORING & EVALUATION
Health, Safety, Environmental and Quality performance data is
collected, analyzed and reported to monitor and evaluate ongoing
IMS performance and drive continual improvement. It comprises
of measuring the actual performance outcomes or results against
its intended goals. HSE&QA department maintains IMS reports
containing all necessary information that is required to evaluate
performance. SSGC plans and implements the monitoring,
measurement, analysis and evaluation processes:
a) to demonstrate conformity to Services requirements,
b) to ensure conformity of the integrated management system, and
c) to continually improve the effectiveness of the integrated management system.
This includes mechanism and responsibilities for monitoring and measurement of IMS performance
so as to determine compliance with policy, procedures, legislation and requirements of Integrated
Management System. For details please refer to IMS procedure “Performance Monitoring & Evaluation”
(SSGC-IMS/PME-05).
9.1. Quality Monitoring
All aspects of product/equipment/processes/operations which directly
affect the performance of our core business activities are proactively
identified, planned and dealt with utmost diligence. This mechanism
of strict quality assurance at each stage are governed by;
• Requirements are determined as per National/International
standards/protocols during the Planning and development stage
of any project.

SSGC |Page 17
• Documented procedures where the absence of such procedures could affect quality.
• The steps of the process will be defined and documented to establish a standard way of performing
the process to ensure quality.
• Any relevant standards will be listed in the procedures along with criteria on expected work
standards and acceptance criteria.
• SSGC top Management and departmental heads ensure the provision of correct equipment and
manpower for each task.
• HSE&QA department periodically aggregate and analyze Quality performance data and provide
feedback to concern departments for initiatives to drive improvement in Quality performance.
9.2. Projects & Premises Monitoring
HSE&QA team regularly monitors and verifies the compliance of HSE
requirements at office buildings, Project sites, vital installations and
canteens and shares the inspection reports with concerned Zonal
HSE team leader or department head. HSE&QA team also trains
and utilizes the members of the Zonal HSE team to assist in these
inspections as part of an ongoing process to ensure that the work
place is free from harm to employees and the environment and to
ensure the effectiveness of control measures implemented to manage related risks.
9.3. Environmental Aspects Monitoring
A procedure ‘Risk Assessment & Management’ (SSGC-IMS/RAM-
02) is implemented to identify the environmental aspects of different
processes/projects carried out at SSGC and their subsequent effects
on environment. We are also committed to abide by all legal and
regulatory requirements to minimize and control environmental
impacts from its processes. A well-structured mechanism in line
with NEQS/SEQS is in place to monitor air emission, effluents and
noise pollution generated during various operations. The reports are
published and shared with concerns in order to implement controls
in case of any Non-Compliance.
9.4. Hazards Monitoring
A procedure ‘Risk Assessment & Management’ (SSGC-IMS/RAM-02) is
implemented to identify Hazards based on Risk assessment matrix and
propose countermeasures across SSGC. In addition risk/hazards are
identifiedintheformofHIRA,PTW,JSAandMOCdependinguponthenature
of potential risk/hazards. HSE&QA department encourages employees to
report hazardous and/or unhealthful/unsafe working conditions and near-
miss to concerned Zonal HSE team leader/Departmental head.
9.5. Health Monitoring
SSGC has a mature system for monitoring health of employees where there
is a risk to the health of an individual as a result of exposure to hazardous
substances or any other occupational illness. HSE&QA department
also conducts periodic medical examination of Meter Manufacturing
Plant employees as mandated by Factory act 1934. In addition to that
Medical Services department also provides counseling to employees on
maintaining safe and healthy lifestyle. Also from time to time, health
awareness campaigns along with tests regarding cholesterol, diabetes etc.
are conducted to facilitate employees in maintaining good health.

SSGC |Page 18
9.6. Customer Satisfaction
SSGC continually strives to improve its responsiveness towards its
customers, anticipate customer requirements in order to meet the objective
of un-interrupted natural gas supply. Customer Relation Department (CRD)
carries out regular surveys. Customer feedbacks are also acquired as a
Continual Improvement process. Data obtained is analyzed to identify gaps
and devise improvement initiatives. Our 1199 is available 24/7 to assist
customers on their queries. Customer facilitation centres (CFC) are strategically located across entire
franchise area of Sindh and Balochistan province. Customer complaints are properly documented
and reported for further review by senior managers of respective sections of CRD department.
9.7. Data Analysis And Evaluation
SSGC determines, collects and analyzes appropriate data to demonstrate
the suitability and effectiveness of the integrated management system
and to evaluate where opportunities for improvement of the integrated
management system can be made. This includes data generated as a
result of monitoring and measurement of various process indicators and
from other relevant sources.
The analysis of data provides information related to:
a) Customer satisfaction
b) Conformity to Services requirements
c) Characteristics and trends of processes and Services
d) Suppliers
e) Injuries
9.8. Management Review
Routinely reviewing the SSGC Integrated Management system effectiveness
to spur continuous improvement is one of the core objectives of
Management Review Meetings. Management reviews in the form of Project
review meeting and periodic zonal HSE meetings are routine evaluation
of whether systems, functions and individual are performing as intended
in compliance with Integrated Management system and producing the
desired results as efficiently as possible.
The essence of these Management Review meetings are “Decisions”. These decisions are based on
qualitative and quantitative analysis of data gathered and presented to Senior Management.
• Conformance To Standards/
Policies/ Procedures
• Customer Feedback
• Result of Audits / Accidents
• Process Performance
• Changes/ OGRA /NEQS/SEPA
• Management Meetings
• Corrective/ Preventive Action
• Improvement of IMS
• Process Improvement
• Improvement In Customer
Service
• Resource Identification &
Provision
INPUTS
OUTPUTS
MANAGEMENT
REVIEW
10. INCIDENT MANAGEMENT
All HSE incidents, including near miss, are reported, investigated, and analyzed to ensure that
preventive actions are taken and learnings are shared throughout the organization. Incident
investigations, including identification of root causes and preventative actions are conducted. Zonal

SSGC |Page 19
HSE team leaders and HSE&QA department ensure timely reporting, investigation and appropriate
communication of all HSE incidents to meet SSGC incident management requirement as per IMS
procedure “Incident and Accident Management” (SSGC-IMS/IAM-03).
11. EMERGENCY PREPAREDNESS & RESPONSE
Systems are in place to identify potential emergency situations and their impacts. Plans, procedures
and resources are in place to effectively respond to crisis and
emergency situations to protect the workforce, Environment,
public, customers and SSGC strategic assets. Crisis, emergency
and business continuity plans are documented, assessed and
clearly communicated. Personnel are trained to understand and
implement crisis, emergency and business continuity plans,
with respect to their own roles and responsibilities in the event
of an emergency. Emergency equipment is made available and
maintained in good order. Emergency Drills are periodically conducted including liaison with, and
involvement of, relevant external stakeholders. For details please refer to IMS procedure “Emergency
Response Plan” (SSGC-IMS/ERP-04)
12. PROCUREMENT & INVENTORY MANAGEMENT
Procurement and inventory Management including those relating to the management of contractors
and suppliers are integral to ensure the quality of products and
services acquired by SSGC. SSGC ensures that purchased products
& services conform to specified purchase requirements. We strictly
follow Public Procurement Regulatory Authority (PPRA) rules to
procure products/services. External providers are selected, assessed
and re-evaluated as per PPRA guidelines. SSGC has established a
procedure for ‘Procurement & Inventory Management’ (SSGC-IMS/
PIM-06) which defines the process to control external providers.
12.1. Identification And Traceability
SSGC identifies the products and Services by suitable means throughout the service life. Primary
identification for contracts is “Contracts numbers”. This number serves the purpose to track the
contract/project at all stages. Incoming material is properly identified by means of tags, marks or
notes. Nonconforming material is identified and marked properly at all stages.
12.2. Preservation
SSGC preserves the services during internal processing and delivery to the intended destination in order
to maintain conformity of service requirements. As applicable, preservation includes identification,
handling, packaging, storage and protection. Preservation also applies to the constituent parts of
related service such as providing Gas connection to customers.
12.3. Post Delivery Activities
We also carry out post-delivery activities by responding to complaints and queries from User
Department.
13. CONTRACTORS, SUPPLIERS AND VISITORS
Being a public utility company, SSGC follows the regulatory requirements set
forth by PPRA. Contractors and Suppliers are assessed for their capabilities
and competencies to provide goods and services to SSGC. During selection,
it is ensured that their HSE performance is aligned with SSGC IMS and best
practices. Effective arrangements are in place to safeguard the health and
safety of Visitors in SSGC premises. Suppliers and Contractors are required to

SSGC |Page 20
provide information on the Risk Assessment performed and the identified hazards associated with
their equipment, products and services, prior to their delivery or commencement of work. The past
performance of a supplier /contractor is to be considered during tendering, selection and appointment
process. Once engaged the supplier’s performance is continuously monitored. For details please refer
to IMS procedure “Guidelines for Suppliers and Contractors” (SSGC-IMS/GSC-08)
14. AUDITS & INSPECTIONS
IMS performance and SSGC operations are monitored and assessed through
periodic inspections and audits to identify trends, measure progress, assess
conformance and drive continual improvement. Internal/External audits
and inspections are conducted to;
a) Ensure that Integrated Management System has continued to fulfill
requirements of ISO 9001, ISO 14001 and OHSAS 18001
b) Ensure system of Internal Audits and Management Reviews are in
place.
c) Review actions taken on nonconformities identified during previous
Audits
d) Evaluate handling of customer complaints.
e) Evaluate the continued effectiveness of the Integrated management
system, with regard to achieving KPIs and Objectives.
f) Evaluate legal and statutory compliance are well understood and met.
g) Evaluate progress of planned activities aimed at continual improvement.
h) Verify the adequacy of Operational Controls.
i) Identify any areas for potential Improvement in existing IMS.
An audit program is planned taking into consideration the status and importance of the processes
and areas to be audited as well as the results of previous audits. The audit criteria, scope, frequency
and methods are defined. The selection of auditors and conduct of audits ensure objectivity and
impartiality of the audit process. The responsibilities and requirements for planning and conducting
audits, and for reporting results and maintaining records are defined in an IMS documented procedure
“Internal audit” (SSGC-IMS/IA-10). Zonal HSE team leader ensures that any necessary corrective
and preventive actions are taken without undue delay to eliminate detected nonconformities and
their causes. Follow-up activities include the verification of the actions taken and the reporting of
verification results.
A typical audit cycle includes the following steps:
Audit
Cycle
Standards / SOPs
/ Work Instructions
Report the
identified gaps
Comparison
with standards
Data
Collection /
Measurement
Follow-up of
Corrective
Actions

SSGC |Page 21
14.1 Non-Conformance & Corrective Actions
Non-conformances and potential non-conformances
are managed systematically to promote the continuous
improvement of SSGC Integrated Management system.
Corrective Actions (including preventative actions) are
implemented as a means of addressing identified non-
conformances and causal factors. Corrective Actions
may also be implemented proactively to address
circumstances that have the potential to cause injury,
environmental harm or non-conformances. All Non
conformances during audits/inspections are identified
and reported using form “SSGC-IMS/IA-F-03”.

IMS Procedure IMS Handbook
SSGC |Page 25
DOCUMENTED INFORMATION MANAGEMENT
IMS PROCEDURE SSGC-IMS/DIM-F-01
Documented Information Management
Revision 00
Issue Date: June, 2016
HSE&QA
Department

IMS Handbook IMS Procedure
SSGC |Page 26
1. PURPOSE:
To ensure that:
a. All SSGC’s IMS documented information is properly reviewed
and approved prior to issue, available at appropriate locations
and changes to documented information are properly
authorized and indicated.
b. All documented information related to SSGC’s IMS are properly
filed, indexed, stored, retained and disposed after retention
period.
2. SCOPE:
This procedure applies to all documented information related to SSGC’s Integrated Management
System.
3. RESPONSIBILITIES:
a. In-charge HSE&QA is responsible for controlling and managing SSGC’s Integrated Management
System’s documented information.
b. In-charge HSE&QA maintains the Master list of documented information indicating the revision
status and distribution of all documented information under the document control system.
c. Concerned Departmental Heads are responsible for controlling of documented information related
to their departments/locations.
d. Concerned Departmental Heads are also responsible for maintaining the master list of documented
information used in their departments.
4. PROCEDURE:
4.1 Identification of Documented information
The documented information is identified by title or document number or both. The hierarchy of IMS
documented information is given below:
4.2 Documented Information Approval and Issue
After the preparation and numbering of documented information, it is reviewed and approved as per
approval hierarchy. All documented information related to SSGC’s Integrated Management System is
properly controlled, updated and authorized. Master list of documented information is maintained.
The list includes all documented information related to SSGC’s IMS with their current issue/revision
status. Prior to issue and release, documented information is reviewed for adequacy and correctness.
Importance of documentation
• A written account of activities as they
happened.
• Written proof that something was done
or said.
• Record for future reference.
Level I
Policy
Level II
IMS Manual
Level III
IMS Procedures
Level IV
IMS Forms/Formats/work Instructions

SSGC |Page 27
Documented Information Approval Flow Chart
HSE&QA is responsible to distribute hard copies of all documented information to departmental and
zonal heads or any other relevant authority. However, soft copies are also uploaded as ‘Read Only’
on local intranet server of SSGC. Document distribution sheet accompanies the distribution of SSGC
IMS Manual, SSGC IMS Procedures and other IMS related documented information and is also signed
by receiver. The documented information distribution sheet is maintained by HSE&QA department.
4.3 Documented Information Control
The following documented information is under the document control system:
a. HSE&QA Policy
b. SSGC IMS Manual
c. SSGC IMS Procedures and relevant forms/formats
d. Project based HSE&QA Plan
Identify the need for new
document
Document title and number
Draft document
Document under approval
Document ready for release
Approval
Change
required
Changerequired
Review as per
approval hierarchy
If it’s not
in writing, it didn’t
happen.

SSGC |Page 28
4.3.1 Control of documented information
A controlled documented information must meet the following conditions:
a. It must be numbered or coded according to the defined numbering scheme.
b. It must be reviewed and approved before issue.
c. Changes in documented information must be authorized and controlled.
All controlled copies are authorized/signed by In-charge HSE&QA before issuance to concerned
receivers.
4.3.2 Control of documented information of external origin
Following documented information used in the company are of external origin:
a. Legislation and Regulations;
b. IMS Standards (ISO 9001, ISO 14001, BS OHSAS 18001)
These external origin documented information needs not to be numbered nor approved by the
concerned authority. All external documented information is maintained in List of documented
information of external origin.
4.3.3 Obsolete Copies
In-charge HSE&QA through Zonal HSE Team Leaders ensures that obsolete documented information
is promptly removed from all points of use.
4.4 Changes in the documented information
Revisions/changes in the documented information are necessitated under the following circumstances:
a. Changes proposed by any SSGC executive to improve the processes.
b. Changes necessitated by the induction of new processes/equipment.
c. Revisions required due to change in national/international standard.
Any Executive of SSGC can initiate the change duly authorized by their departmental/sectional head.
The change/revision is routed through Documented Information Change Request Form, which is
submitted to In-charge HSE&QA. The proposed changes in the documented information are reviewed
and approved by In-charge HSE&QA and his team. In case of any major changes approval may be
sought from higher management/same authority who reviewed and approved the original document.
Changes are identified in the IMS Manual/Procedures by making entry on ‘Change and Approval
Record’ page. Changes in other documented information are indicated by revision number. The
revision / issue status of the changed documented information is updated and maintained in the
Master List of documented information.
Furthermore, grammatical mistakes & typographical errors are not considered even as minor changes
and are not likely to be recorded on the documented information change request form. Revision
number is not incremented in this type of change.
4.5 Documented Information Numbering System
The company has defined a numbering scheme for unique identification of documented information
pertaining to IMS. Following is the numbering scheme used to identify documented information:
a. SSGC IMS Manual SSGC-IMSM-YY
b. SSGC IMS Procedures SSGC-IMS/XXX-YY

SSGC |Page 29
Where:
SSGC represents the company i.e. SSGC (Sui Southern Gas Company)
IMS represents Integrated Management System
XXX represents the Procedure abbreviation
YY represents unique sequential number of documented information
Example: SSGC-IMS/DIM-01
Furthermore, for other documents like Policy, HSE&QA Plan etc. following numbering scheme can
be used:
SSGC - Document Name or Document Abbreviation – Unique 2 Digits.
4.6 Documented Information (Forms) identification
Documented information (Forms) mentioned in IMS Procedures are identified according to the
numbering scheme defined in this manner:
SSGC-IMS/XXX-F-ZZ
Where:
SSGC represents the company i.e. SSGC (Sui Southern Gas Company)
IMS represents Integrated Management System
XXX represents the Procedure abbreviation
F represents Form
ZZ represents sequential Form/Format Number
Example: Master List of documented information “SSGC-IMS/DIM-F-01”.
4.6.1 Documented Information Filing and Storage
Hard copies of documented information to be filed and stored in proper manner. All efforts to be
made to make these forms IT enabled and where possible, soft copies to be made available.
Documented information is normally stored by the same department that initially established the
documented information. Care is taken to store the documented information in a clean and dry place.
Special instructions (if any) are followed in case of any particular storage requirements.
4.6.2 Documented Information Maintenance
Documented information is maintained at all departments/sections/HSE Zones by their relevant
departmental heads/sectional In-charges. Zonal HSE Team Leaders are responsible for keeping
documented information in a manner that ensures their safety, accessibility and protection from
deterioration. Master List of documented information is maintained by In-charge HSE&QA and
concerned departmental heads.
4.7 Retention Period
The retention period of documented information is established for certain periods during which the
record may be required for study or verification. Retention period is defined based on the following
factors:
a. Frequency of record generation
b. Contractual, legal or GOP obligations
Retention periods are provided in the Master list of documented information.
After the end of retention period, the file(s)/document/documented information may be destroyed/
shredded.

SSGC |Page 30
5. REVIEW & APPROVAL OF DOCUMENTED INFORMATION
The review/approval of all documented information system is based on the following hierarchy.
However In-charge HSE&QA may request other functions to review or approve the documents if
needed.
Documents Reviewing Authority Approving Authority
HSE&QA Policy Div. Head & In-charge HSE&QA Managing Director
IMS Manual Div. Head & In-charge HSE&QA Managing Director/DMD (CS)
IMS Procedures
In-charge HSE&QA and Concerned
Departmental Head (if required)
Div. Head/DMD (CS)
Record No Record Name Maintained by Retention Period
SSGC-IMS/DIM-F-01
Master List of Documented
Information
HSE&QA Department 3 Years
SSGC-IMS/DIM-F-02
Documented Information
Distribution Sheet
SSGC-IMS/DIM-F-03
Documented Information
Change Request Form
SSGC-IMS/DIM-F-04
Master List of Documented
Information of external origin

IMS Handbook
SSGC |Page 31
IMS FORM SSGC-IMS/DIM-F-01
Master List of Documented Information
Revision 00
Document No. Document Title Approved By
Latest Revision Date
01 02 03 04
HSE&QA
Department

IMS Handbook
SSGC |Page 33
S. No. Doc. No.
Document
Name
Issue Date Department Recipient name & sign
Documented Information Distribution Sheet
Revision 00
HSE&QA
Department

IMS Handbook
SSGC |Page 35
Documented Information Change Request Form
Revision 00
Initiator: Department:
Document Name:
Document Number: Date:
Initiator’s Departmental Head Name & Signature:
REASON FOR CHANGE:
REQUESTED CHANGE:
Reviewed By: Date:
Approved by: Date:

*Updated document(s) to be attached.
HSE&QA
Department

IMS Handbook
SSGC |Page 37
DOCUMENT
TITLE
PROVIDED BY KEPT BY DATE RECEIVED REMARKS
Master List of Documented Information of External
Origin
Revision 00
HSE&QA
Department

SSGC |Page 39
RISK ASSESSMENT & MANAGEMENT
IMS PROCEDURE SSGC-IMS/RAM-02
Risk Assessment & Management
Revision 00
HSE&QA
Department

SSGC |Page 40
1. PURPOSE
The purpose of this procedure is to define mechanism and responsibilities for:
a. Identification, control, monitoring and management of occupational
health and safety hazards and its associated risks for:
i. SSGC existing facilities/installations
ii. Any routine/non-routine activity, performed within permanent locations
or outside permanent locations of SSGC, that requires prior permit/
safety analysis to identify and mitigate safety risks
iii. Any new project
b. Providing guidance to employees in relation to hazard identification, risk
assessment and risk control in respective areas.
c. Identification, control, monitoring and management of environmental aspects and assessment of
its impacts.
2. SCOPE
This procedure is applicable to the identification of occupational health and safety hazards and
associated risks, environmental aspects and impacts associated with activities, processes and
equipment related to SSGC existing facilities/installations, any new project or any routine/non-routine
activity, performed within permanent locations or outside permanent locations of SSGC, that requires
prior permit/safety analysis to identify and mitigate occupational health and safety risk.
3. DEFINITIONS & ACRONYMS
a. HAZARD: Source or situation with a potential for harm in terms of injury or ill health, damage to
property, damage to workplace environment, or a combination of these.
b. RISK: Combination of probability of occurrence of a hazardous event or exposure and the resulting
consequences.
c. RISK MANAGEMENT: The set of control measures used to reduce or eliminate specific risk.
d. RISK ASSESSMENT: Risk Assessment is a systematic approach to hazard identification. This is
the overall process of estimating the priority of risk and deciding significance of risk.
e. RISK ASSESSMENT METHODOLOGY: Risk priority shall be defined by the risk assessment
matrix. Hazards related to applicable legal requirements will fall in the high risk category.
f. HIRA: Hazard Identification and risk assessment.
g. EAIA: Environmental Aspect and Impact Assessment.
h. IEE: Initial Environment Examination.
i. EIA: Environment Impact Assessment
j. ILL HEALTH: Identifiable, adverse physical or mental condition arising from and/or made worse
by a work activity and /or work related situation.
k. OHS&E: Occupational Health, Safety & Environment.
l. PTW: Permit to Work.
m. MOC: Management of Change.
n. MOC Owner: The employee who initiates the MOC.
o. JSA: Job Safety Analysis.
p. EXECUTING DEPARTMENT: It refers to the department performing the work or is responsible to
get the work done through contractor.
4. RESPONSIBILITIES
4.1 Corporate HSE&QA In-charge
a. Managing OHS&E risks and their controls.
b. Reporting to Senior Management on OHS&E related issues.
Risk management is
the integral part of all
activities and is the
responsibility of all
employees at all levels.

SSGC |Page 41
c. Providing support to corporate HSE&QA team and zonal representatives.
d. Liaise with zonal HSE team leaders/HSE&QA representatives for implementation of this procedure.
4.2 Zonal HSE team leaders
a. Carrying out HIRA, providing and utilizing resources to identify and review OHS&E risks and
implementing their controls in consultation with corporate HSE&QA team.
b. Ensuring that employees, contractors and visitors have sufficient knowledge related to OHS&E.
c. Maintaining records of the OHS&E with the help of local HSE&QA team.
d. Implementing this procedure. Liaise with corporate HSE&QA team if required.
4.3 Zonal HSE&QA representative
a. Coordinating with Zonal HSE team leader for carrying out HIRA and EAIA in their zones.
b. Liaise with corporate HSE&QA team and zonal HSE team leader for OHS&E.
c. Reviewing/monitoring HIRA and EAIA in their zones and providing input on any changes.
4.4 Departmental Head of Executing Department
Acquiring PTW for any activity that requires prior permit to identify and mitigate safety risks. Ensure
implementation of JSA for job/activity performed outside SSGC permanent locations.
4.5 Employees
Participating in the identification and assessment of OHS&E risks when required by either Zonal HSE
team leader or HSE&QA representative.
4.6 Visitors & Contractors
Identifying and reporting any risk or hazard at any location of SSGC. This also includes the worksites
and SSGC temporary locations during project executions.
5. DECISION MATRIX
Type of Risk/
Hazard
Assessment
Methodology Responsibility
HIRA
Periodic risk assessment of SSGC’s existing facilities/
installations such as Head office, Headquarters,
Regional offices etc.
Zonal HSE team leader
PTW
On-site Risk assessment (for Permanent Locations)
for any routine/non-routine activity that requires prior
permit to identify and mitigate safety risks
Departmental head/Contractor executing the task/
activity requiring PTW
JSA
On-site Risk assessment (for Field Locations) for any
routine/non-routine activity
Departmental head/Contractor executing the field
activity
MOC
Risk assessments for new Projects, major changes or
modifications in existing designs and infrastructure
MOC owner
6. PROCEDURE
Risk Assessment and Management Procedure is divided into four sections, based on the type of risk
assessment needed.
a. Section 1 : Hazard Identification and Risk Assessment
b. Section 2 : Permit to Work
c. Section 3 : Job Safety Analysis
d. Section 4 : Management of Change
Always be proactive
about safety!
Report Hazard before it
results in an Accident

SSGC |Page 42
6.1 Hazard Identification and Risk Assessment
The Zonal HSE team leader in consultation with local HSE&QA representatives plan and initiate
the HIRA and EAIA process. The assigned team must be competent and have enough knowledge
of the entire process. Cross functional teams are recommended for such activity to cover all aspects
during assessment. The record of OH&S risk assessment is maintained in Hazard Identification &
Risk Assessment Form (SSGC-IMS/RAM-F-01). The identification/assessment process shall take into
account:
a. Routine & non routine activities, any emergency situations.
b. Activities of all persons having access to the SSGC permanent and temporary locations.
c. Human behaviors, capabilities and other human factors.
d. Designing of work processes.
e. Material in use.
f. Infrastructure, equipment and materials at the workplace or project site, whether provided by
organization or others.
g. Changes or proposed changes in the organization, its activities or materials.
h. Fabrication, installation & commissioning.
i. Handling & disposal of waste material.
j. Purchase of goods & services.
k. Any applicable legal obligations relating to risk assessment and implementation of necessary
controls.
l. Before commencement of any new operation / activity.
m. Periodic Review for updating the existing hazard identification and risk assessment information
Risk/Impact assessment process normally has following steps:
1.
Identify the
Risk/Impact
4.
Review /
Monitor the
efficacy of
Control
3.
Implement
Control
2.
Assess the
Risk/Impact
Section
1
Hazard Identification and Risk
Assessment

SSGC |Page 43
6.1.1 Risk Assessment Matrix
Risk assessment should be carried out as per assessment matrix below.
Probability
Very Likely Likely Unlikely Very Unlikely
Consequences
Catastrophic High High High Medium
Significant High High Medium Medium
Harmful High Medium Medium Low
Negligible Medium Medium Low Low
HAZARD CONSEQUENCE RATING TABLE
Catastrophic
Hazard may cause death or total loss of one or more bodily functions. In case of failure a huge financial
loss will occur.
Significant
Hazard may cause severe injury, illness or permanent or partial loss of one or more bodily functions
(e.g. prolong exposure to asbestos resulting in Asbestosis or prolong exposure to paint fumes resulting
in Chronic Lung Disorder), or serious property damage, loss that may result in disruption of SSGC core
activities.
Harmful
Hazard may cause a reportable incident i.e. an incident that results in the employee being unable to
undertake their normal duties and may need medical treatment, or property damage, loss that result in
partial disruption of SSGC core activities.
Negligible
Hazard may cause minor injury, illness or property damage, first aid treatment is required only, very low
financial loss.
PROBABILITY RATING TABLE
Very Likely
Exposure to hazard likely to occur frequently. Similar incidents reported more than once in SSGC during
last 2 years
Likely
Exposure to hazard likely to occur but not frequently. Similar incidents reported once in last 2 years in
SSGC
Unlikely Exposure to hazard unlikely to occur.
Highly Unlikely Exposure to hazard so unlikely that it can be assumed that it will not happen.
RISK PRIORITY TABLE
Risk Priority Definitions of Priority
High
Situation is considered critical, stop work immediately or consider cessation of this operation/task.
Must be fixed ASAP, Zonal HSE team leader should take immediate actions
Medium
Is very important, must be fixed within two weeks, Zonal HSE team leader considers short term and/or
long term actions.
Low
Is still important but can be dealt with through scheduled maintenance or similar type of action However,
if solution is quick and easy then fix it immediately.
Review and/or manage by routine procedures.
Risk Priority

SSGC |Page 44
6.1.2 Risk Control
The hazards and risks are controlled through ‘operational controls’ by considering the following
hierarchy
a. Elimination: The best way to control a hazard is to eliminate it. This can be achieved by making
changes to the work process so that the task is no longer carried out, or by physically removing
the hazard altogether. Elimination is the most effective way to control hazards and should be
used whenever possible.
b. Substitution: Substitution is the second most effective method for controlling hazards and risks.
It is similar to elimination but involves the substitution of one higher priority risk by another lower
priority risk.
c. Engineering: Engineering controls are implemented by making changes to the design of an
equipment or process to minimize its hazard. Engineering controls are based on the concept of
“Doing it right the first time”. Departments shall incorporate this concept during planning phase
of any project/process and must seek out for best possible solution in terms of OHS&E.
d. Administrative: Administrative controls involve making changes to the way in which people
work and promoting safe work practices via education and training. Administrative controls may
involve training employees in operating procedures, good housekeeping practices, emergency
response in the event of incidents such as fire or employee injury, and personal hygiene practices.
e. Personal Protective Equipment (PPE): Use of PPE will kick-off where no other controls stated
above are possible. PPE should be properly identified for specific process/job.
6.1.3 Environmental Aspect Identification & Impact Assessment
6.1.3.1 Environmental Aspects
An Environmental aspect is any element of SSGC business operation that negatively affect the
Environment. While conducting environmental assessment, following aspects are usually considered.
Emissions to air Water Discharges
Solid non-hazardous waste Solid Hazardous Waste
Consumption of natural resources/
Energy
Noise
Heat Odor
Dust Vibration
Effect on visual/ aesthetics Use of Ozone depleting substances
Use of radioactive/ nuclear material Spillage of chemicals
Elimination
Substitution
Engineering
Administrative
PPE

SSGC |Page 45
For identification of environmental aspects and impact, each process/
activity/equipment is assessed for its inputs and outputs. The inputs can
be raw materials, utilities, energy etc. The output can be atmospheric
emissions, liquid effluents, noise, hazardous/non-hazardous wastes,
vibration etc.
The inputs, outputs, environmental aspects, their associated impact and
controls are recorded on Environmental Aspect & Impact Assessment
Form (SSGC-IMS/RAM-F-02).
6.1.3.2 Control of Aspects having Significant Environmental Impact
The significant environmental risks require control measures to eliminate
or reduce the impact to a tolerable level either by establishing objective
or through application of controls by considering the 4R methodology i.e.;
Reduce, Reuse, Recover and Recycle. Some of the suggested operational
controls are listed below:
a. Design of environmental friendly processes/operations.
b. Isolation or enclosure of hazardous material storage, process or
noisy equipment.
c. Mechanical exhaust systems / booths for controlling toxic materials.
d. Replacement of potentially unsafe equipment or machinery with
new equipment/machines that meet environmental standards
e. Electrical or mechanical safety interlock, guards, indicators.
f. Safety devices (Relieve valves, NRVs, indicators etc.), measuring or monitoring devices /
gauges, computerized feedback monitoring and control systems.
g. Environmental friendly disposal or treatment systems etc.
h. Fire prevention / suppression systems.
i. Containment walls.
j. Scrubbers.
k. Dust Collectors.
l. Other controls: Training, SOP
How we can help:
 Turn off lights, fans
and computers when
they are not in use.
 Set printers to use
both sides of the page
by default.
 Carefully close the
water tap after use.
REDUCE CARBON
FOOTPRINT
What we can do:
• Recycle: what you can
• Reduce: avoid unnecessary
consumption of resources
• Reuse: Buy items that are
reusable and reuse them
• Unplug electrical devices that
are not in use
• Avoid unnecessary driving
• Use LED bulbs
• Plant a tree

SSGC |Page 46
The record of operational controls on significant environmental risks is maintained on ‘Environmental
Aspect & Impact Assessment Form (SSGC-IMS/RAM-F-02).
After identification of aspects and assessment of impacts, it is sent to HSE&QA Department for
reviewing adequacy and correctness. Where required, Incharge HSE&QA suggests necessary changes
or improvement in risk assessment to concerned Zonal HSE Team Leader.
6.1.3.3 Aspect & Impact Assessment Review & Monitoring
Zonal HSE Team Leader ensures that environmental aspects and impacts
related to the activities/processes/equipment are kept current by conducting
the same assessment:
a. Once every six months to update the information and identify new
environmental aspects. (Use SSGC-IMS/RAM-F-02 for recording
new impacts and aspects.)
b. Also carry out assessment for new or changes in activities /
processes / equipment.
c. When there is a change in laws & regulations.
6.1.3.4 IEE (Initial Environment Examination) / EIA (Environment Impact Assessment)
In addition to all of above assessments, SSGC will carry out IEE / EIA as required by regulatory
requirements for new projects. It is the responsibility of corporate HSE&QA head/ADMD (CS) to
ensure the compliance for all new projects.
Section
2 Permit to Work
6.2 Permit to Work (PTW)
A Permit to Work (SSGC-IMS/RAM-F-03) is needed for any routine/non routine activity (Conducted
within permanent locations of SSGC) where the work could expose persons to specific hazards. PTW
should be acquired and maintained in the zones where job/activity is carried out. Normally following
activities require PTW:
a. Task based Hot Work operation (Welding, Brazing, Cutting, Grinding)
b. Confined space working (tank cleaning etc.)
c. Maintenance Work on High Voltage electrical equipment
d. Any janitorial service involving Safety Risks
e. Any Maintenance activity by any department/contractor which compromises critical safety system
f. Work involving interaction with asbestos
g. Work in areas where there is a risk of exposure to hazardous chemicals or microorganisms
h. Any job/task/activity that requires additional precautions.
i. Any specific activity performed during development, modification and up gradation of SSGC’s
Vital Installations including (SMS/Valve Assembly/TBS/PRS etc.)
6.2.1 Exclusion
Following activities are not under the scope of PTW management:
a. Providing Gas connections to new customers
b. Emergency Response to Consumer calls (1199)
When combusted
• One liter of Diesel
produces 2.68 kg of CO2
• One liter of Petrol produces
2.31 kg of CO2
• One MMBTU of Natural
Gas produces 53.07 kg of
CO2

SSGC |Page 47
c. Planned enhancement of Distribution network
d. Work on live pipelines like hot tapping, installing Service Tee etc.
e. Any major/minor rehabilitation/reinforcement work.
6.2.2 Responsibilities
S.No Functions Details Responsibility
1
Executing
Authority
The department intends to carry out the task/
activity that requires PTW.
Situation may arise where Executing Authority is
same as Area Authority (e.g. HQs).
Fill out the PTW form. Ensures that task/activity is
carried out according to the SOP and controls are
implemented to ensure safe operations.
Immediately report any incident happened during
execution of job to Incharge HSE&QA.
2 Area Authority Area/Facility where the task/activity is carried out
Authorize PTW and verify the compliance during the
execution of task/activity.
Authorized to stop work in case of noncompliance
to PTW requirements.
3 Contractor
The Individual/organization carrying out the Task/
Activity on behalf of the executing department
Liaise with executing department to ensure the
controls are implemented as per requirement
identified in PTW
4 HSE&QA
HSE&QA will identify the risk/ hazards
associated with the activity/task and
propose controls. In Zones where HSE&QA
representatives are not present, Zonal HSE team
leader will officiate for HSE&QA responsibilities.
If required, Monitor the task/activity during
execution and identify any gaps related to proposed
controls. Responsible to close the PTW and
maintains records.
Authorized to stop work in case of noncompliance
to PTW requirements
6.2.3 PTW Process Flow
Executing
Department
Execute the Job
Physical
inspection of the
work site
Monitoring of the
task/activity
Closing and
recording of the
permit
Identify risk/
controls and fill out
PTW form section C
Fill out PTW Form
Section B
Submitted for
approval
Fill out PTW Form
section A
Any Task/activity
requires PTW
If
Required
HSE & QA
Department
Area Authority
PTW Process Flow
NotApproved
Approved

SSGC |Page 48
6.2.4 Permit Display
Copy of the permit to work should be clearly displayed at the work site or in a location close to
where the work activity is being undertaken. Executing department/Contractors are also required to
ensure that a copy of the permit to work is kept and made available upon request by Area Authority/
HSE&QA.
6.2.5 PTW Closure
Once the task/activity is completed the PTW form is returned back to HSE&QA /Zonal HSE team
leader for closing and updating the records. A new PTW is required if the task/activity is not completed
within stipulated time frame mentioned on PTW.
Section
3 Job Safety Analysis
6.3 Job Safety Analysis (JSA)
Job safety analysis is needed for any routine/non-routine activity (Conducted outside permanent
locations of SSGC i.e. Field Locations) where the work could expose persons to specific hazards.
Normally following activities require JSA (SSGC-IMS/RAM-F-04):
a) Work on live pipelines like hot tapping.
b) Any major/minor rehabilitation/reinforcement/maintenance work on existing distribution/
transmission network.
c) Installing service connection for new schemes, (Blanket JSA may be carried out for each scheme).
d) Any Emergency maintenance work.
e) Any particular job/activity requiring JSA as necessitated by HSE&QA.
6.3.1 Responsibilities
S.No Functions Details Responsibility
1
Activity In- charge/
Supervisor
Individual who is assigned
to carry out the task/activity
requiring JSA
• List down the activities step wise and identify
hazards and their controls
• Ensure that task/activity is carried with proposed
controls
• Ensure the team/equipment involved are competent
and safe
• Report any untoward situation
2
Head Of Executing
Department
Head of the department
who is authorizing the task/
activity requiring JSA
• Authorize JSA
• Ensure Adequate resources are provided to carry out
the task/activity in safe manner
• Select competent team and team leader for the
activity/task
• Submit a copy of JSA prior to job execution to
HSE&QA/Zonal HSE Team Leader
3 Contractor
The Individual / organization
carrying out the Task/
Activity on behalf of the
executing department
Liaise with executing department to ensure the controls
are implemented as per requirement identified in JSA

SSGC |Page 49
Section
4 Management of Change
6.4 Management of Change (MOC)
Risk Assessment for any new project, major modification in existing design /facility/installation will
be carried out using MOC methodology.
6.4.1 Responsibility
a. MOC Owner
MOC owner is responsible to fill out the designated section of the MOC form (SSGC-IMS/RAM-F-05)
which briefly describe the details /scope of the project.
b. Area Authority
Area authority is responsible to identify the possible impacts of the change that is taking place.
Generally Geographical head/Zonal HSE Team Leader is considered the area authority.
c. HSE&QA Department
HSE&QA Department is responsible to authorize the change after assessing the risk and their controls.
6.4.2 MOC Process Flow
Area AuthorityMOC owner HSE&QA Department
Identify the need
for MOC
Fill out designated
section of the Form
Returnincaseof
anyclarifivcations
Decides if
MOC can be
considered
Approved
Identify the possible
impacts of change
Scrutinize and
Authorize the
change
Proceed with
the Change
Monitoring of the
task / activity
Record the change
Physical
inspection of the
work site
If
Required
MOC Process Flow
7. Typical SSGC Operational Hazards and their Possible Controls
Some of the common Hazards related to SSGC operations are tabulated below and may be used
while doing Risk assessment. There might be other hazards related to a particular activity/ operation
or process. These hazards should be identified accordingly along with possible controls.

SSGC |Page 50
PHYSICAL
Hazards Control Measures
Adverse weather Shelter, personal protective equipment (PPE; cold, wind/rain-proof)
Poor/Bad housekeeping Improved safety attitude, good management, safety inspection, good work layout
Contact with hot/cold
surfaces
Insulation, guarding, PPE (gloves, face shields, insulated clothing)
Drowning Life guarding, lifesaving equipment, presence of First Aiders
Excavation work Physical barriers; fencing, shoring, safe system of work, signs, caution tape
Fall from height
Edge protection, safety lines/harnesses, safe means of access, (e.g. scaffolding), safe system of
work (e.g. permit to work)
Fall of material from height Alternative storage, physical means of securing
Lighting
Good work area design and lighting equipment, measuring of illumination (LUX level), appropriate
lighting
Awkward lifting while laying
pipes in trenches
Define weight limits, use mechanical means for lifting and laying of pipes
Noise Reduction at source, insulation, PPE
Slips/Trips/Falls on same
level
Good maintenance of work areas, good housekeeping, good cleaning , good footwear
Stacking Good work area layout, height limits, weight limits, strong packing, mechanical assistance
Vibration Elimination or reduction at source, damping, insulation, PPE
MECHANICAL
Hand tools Periodic inspection, electrical testing and maintenance
Machines
Periodic inspection, testing and maintenance, physical barriers (guarding), safety interlocks,
supervision and training
Mechanical lifting operations Periodic inspections, maintenance, supervision and training
Manual handling
Regular assessment of handling techniques, Improvisation to eliminate stress/fatigue, Training in
good lifting techniques
Moving vehicles
Good road layout within premises, proper signs, vehicle maintenance, speed limit ,Enforce SSGC
driving policy, defensive driving classes
Over Pressure
Proper identification of Pressure vessels, Preventive maintenance, Pressure indicators, Alarms,
PRV’s where required, Periodic inspection
ELECTRICAL
Live working Avoid (i.e. No Live Working), use competent/trained staff
Hand tools Regular inspection, testing of electrical integrity and replacement (where appropriate)
Heaters (elements) Isolate from combustible material, guarding
Machines/Electrical cables
Electrical testing and maintenance, good electrical safety design, periodic inspection for Design
load vs. actual load , use of circuit breakers, lockout/Tag out, Anti-static materials, Use double
insulation, proper grounding
Electrical cables/cords Use factory assembled Cords, Always use Plugs , No naked wires
Power Lines(Overhead/
Buried)
Look out for signs, Contact local utilities (KE, WAPDA) for locations, stay at least 10 feet away from
overhead lines, use proper PPE
FIRE
Combustible materials Avoid, reduce storage of combustible materials, isolate from sources of heat and ignition
Flammable gases
Storage of gas cylinders (e.g. hydrogen, acetylene) outside in an isolated, well-ventilated area,
signs, no smoking, color-coding

SSGC |Page 51
Flammable solvents
Controlled storage, use and disposal (e.g. limit quantities held), fire proof storage, signs, no
smoking, no naked flames, emergency plans
Heaters Segregation from sources of combustion, guarding special construction if used in hazardous areas
Oxidizing agents
Chemicals that are a source of oxygen, e.g. hydrogen peroxide, segregate from sources of
combustion (e.g. flammable solvents)
Oxygen (gas and liquid) Segregate from sources of combustion, controlled storage and use
Smoking materials Designated Smoking areas with proper ventilation, Promote No Smoking Policy
Static electricity Limit use of static generators in hazardous areas. Use of anti-static devices, earthling
Gas Leaks
Odorization for timely detection where possible, Proper joining methods , Field survey , training, leak
detection techniques
OTHER
Chemical: Chemical
substances, Corrosives
(acids, alkalis),Carcinogens,
Irritants (e.g. Ammonia)
Avoid use, substitute less harmful substances, use, maintain and test engineering controls, monitor
for hazardous substances, inform and train employees, use personal protective equipment (PPE),
emergency plans for uncontrolled releases.
Biological: Biological
agents (micro-organisms;
pathogens, mutagens,
carcinogens), Rodents,
Snake Bite
Avoid use, substitute less harmful substances, use, maintain and test engineering controls,
monitor for hazardous substances, inform and train employees, use personal protective equipment
(PPE), emergency plans for uncontrolled releases. Periodic Rodent control drive, identification and
elimination of snakes and other harmful reptiles specially in remote locations of SSGC
Food/ Water safety
Good food hygiene standards, good cleaning / disinfection, employee information and training,
good personal hygiene, protective clothing. Testing if required from accredited lab (AKUH, PCSIR),
Involve Canteen contractors, Credibility of product/Services
Ergonomics
Educate/Train employees, avoid repetitive tasks, Procure Ergonomically design Products (e.g. chair,
Computer desk, Tools).
8. Documented Information
Record No. Record Name Maintained by Retention Period
SSGC-IMS/RAM-F-01 Hazard Identification & Risk Assessment Form HSE&QA Department 3 Years
SSGC-IMS/RAM-F-02 Environmental Aspect & Impact Assessment Form HSE&QA Department 3 Years
SSGC-IMS/RAM-F-03 Permit to Work Form HSE&QA Department 3 Years
SSGC-IMS/RAM-F-04 Job Safety Analysis Form HSE&QA Department 3 Years
SSGC-IMS/RAM-F-05 Management of Change Form HSE&QA Department 3 Years

IMS Handbook
SSGC |Page 53
IMSFORMSSGC-IMS/RAM-F-01
HazardIdentification&RiskAssessmentForm
Revision01
IssueDate:Jan,2017
HSE&QA
Department
Note:IncasewhereHSE&QATeamisnotpresent,ZonalHSETeamLeaderorAreaAuthoritywillofficiatetheresponsibilitiesofHSE&QADepartment.(PleasereferClause5,IMSManual)
HSE&QA
Department
IMSFormSSGC-IMS/RAM-F-01
HazardIdentification&RiskAssessmentForm
Revision01
IssueDate:Jan,2017
Note:IncasewhereHSE&QATeamisnotpresent,ZonalHSETeamLeaderorAreaAuthoritywillofficiatetheresponsibilitiesofHSE&QADepartment.(Pleaserefer
Clause5,IMSManual)
ZoneDepartmentLocationDate
S.No
Hazard
(E.g.Wornout
electricalcord)
Whatcangowrong
(E.g.Electricalshockto
anyemployee)
ExistingOperational
Control
(E.g.Coveredwithplastic
tape)
RiskPriority
AdditionalOperationalControls
(E.g.Isolate/Replacethewire)PROBABILITY
(E.g.Likely)
CONSEQUENCE
(E.g.Significant)
PRIORITY
(E.g.
High)
AdditionalComments(Ifany):
ZonalHSETeamLeaderHIRATeam
Name&DesignationSignatureS.NoName&DesignationSignature
1
2
3

IMS Handbook
SSGC |Page 55
IMSFORMSSGC-IMS/RAM-F-02
EnvironmentalAspect&ImpactAssessmentForm
Revision00
IssueDate:June,2016
HSE&QA
Department
HSE&QA
Department
IMSFormSSGC-IMS/RAM-F-02
EnvironmentalAspect&ImpactAssessmentForm
Revision00
IssueDate:June,2016
Note:IncasewhereHSE&QATeamisnotpresent,ZonalHSETeamLeaderorAreaAuthoritywillofficiatetheresponsibilitiesofHSE&QADepartment.(PleasereferClause5,IMS
Manual)
ZoneDepartmentLocationDate
Process/OperationDescription:(E.g.PowerGeneration)
S.No
Activity
(E.g.Fuel
Combustion)
Input
(E.g.fuel,air)
Output
(E.g.Hydrocarbons,CO2,
H2O,CO,particulate
matters)
Environmentalaspect
(E.g.airemissions)
Environmental
impact
(E.g.Degradationof
air,consumptionof
naturalresources,
Depletionofozone
layeretc.)
RiskPriority
(High/Medium/Low)
Operationalcontrols
AdditionalComments(Ifany):
ZonalTeamLeaderEAIATeam
Name&DesignationSignatureS.NoName&DesignationSignature
1
2
3
Note:IncasewhereHSE&QATeamisnotpresent,ZonalHSETeamLeaderorAreaAuthoritywillofficiatetheresponsibilitiesofHSE&QADepartment.(PleasereferClause5,IMSManual)

IMS Handbook
SSGC |Page 57
IMS FORM SSGC-IMS/RAM-F-03
Permit To Work Form
Revision 01
Issue Date: Dec, 2016
HSE&QA
Department
Note: In case where HSE&QA Team is not present, Zonal HSE Team Leader or Area Authority will officiate the responsibilities of
HSE&QA Department. (Please refer Clause 5, IMS Manual)

IMS Handbook
SSGC |Page 59
Job Safety Analysis Form
Revision 01
Issue Date: Jan, 2017
HSE&QA
Department
HSE&QA
Department
Job Safety Analysis Form
Revision 01
Issue Date: Jan, 2017
 Executing Dpt. must submit the JSA prior to job execution to HSE&QA Dpt
 Note: In case where HSE&QA Team is not present, Zonal HSE Team Leader or Area Authority will officiate the
responsibilities of HSE&QA Department. (Please refer Clause 5, IMS Manual)
Executing Department Zone Date
Job/Activity: Activity Details:
Location:
PPE Required:
 Hard Hat  Safety Shoes  Cover all  Reflective Jackets  Ear Plug  Ear Muffs  Dust Mask  Face Shields  Welding
Shields  Safety Belt/ Harness  Safety Goggles  Hand Gloves  Breathing Apparatus  Others:
Any additional operational controls (If required)
 Fire Extinguihser  Ambulance  Barrication  Other:
S.No Steps of field Activity Potential Hazards Controls
Activity Incharge / Supervisor Head of Executing Department
I hereby certify that all operational controls, mentioned above,
will be implemented at each step of the job. The team is trained
to execute the job and the equipment involved in this activity are
safe to operate.
I authorize the team to conduct the job. The team is adequately
resourced to execute the job safely.
Name & Designation Sign & Stamp Date Name & Designation
Sign &
Stamp
Date
• Executing Dpt. must submit the JSA prior to job execution to HSE&QA Dpt
• Note: In case where HSE&QA Team is not present, Zonal HSE Team Leader or Area Authority will officiate the responsibilities of
HSE&QA Department. (Please refer Clause 5, IMS Manual)

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