Employee and contractor injuries beyond first aid are rare for AMPCO. The safety program is based on the U.S. Occupational Safety and Health Administration (OSHA) regulations. OSHA Recordable Incidents are reported, investigated and a recordable incident rate (ORIR) tracked.
AMPCO’s safety program is governed by a set of internal guidelines, denoted as ASMS (AMPCO Safety Management System), which establishes eleven management elements (for more see the HES link). Close adherence to these elements has permitted AMPCO’s safety program to perform at “world-class” levels (i.e., zero ORIR).
Prevention of process safety incidents is an utmost priority for AMPCO. The process safety program, which constitutes the second pillar of AMPCO’s safety program, ensures that all measures and precautions are taken to prevent loss of containment incidents, which are the precursors to more significant events.
The process safety program is based on the U.S. OSHA Process Safety Management (PSM) regulations, which were developed in 1992. There are fourteen management elements within the PSM regulation governing aspects of good engineering design, operation and maintenance of process facilities. Several PSM management elements are included in the ASMS described above. AMPCO is committed to improving the process safety program and has allocated resources to do so.
From inception of the company, both as a responsible corporate citizen and from a business & operational perspective, AMPCO has been committed to integration of Equato-Guineans throughout the company. The role of the Learning & Development department is to ensure that appropriate and continuous learning and development processes are in place and accessible to all staff in the organization.
Our goal is to achieve a minimum of 90% workforce localization and the company is well on track to achieve this in the next few years.
Reliability initiatives focus on making improvements in procedures and work processes that cover monitoring and maintaining fixed and rotating equipment. The goal is to spend more effort in measuring the condition of equipment and maintaining it at functional levels, and then make facilitating repairs as necessary that are done right the first time. Scheduling the equipment for routine service is always more process efficient than reacting to unpredicted events. Near term objectives include improving the relationships and communication between technical and craft personnel to form a team approach that enhances the effectiveness of all work.