SIT REPORT

IDB 3037
STUDENT INDUSTRIAL TRAINING

14th January 2019 – 25th July 2019

Mercedes-Benz AMG PETRONAS Formula 1 Team

Name : Siti Ruhayu Binti Sinaming
I.D. Number : 22776
Programme : Bachelor of Chemical Engineering (Honours)
Host Company : Mercedes-Benz AMG PETRONAS Formula 1 Team
Host Supervisor : Richard Bruce
UTP Supervisor : Dr. Yeong Yin Fong
Training Period : 14th January 2019 – 25th July 2019

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VERIFICATION OF STATEMENT
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ACKNOWLEDGEMENT

I am grateful to be given the opportunity to do my training in Mercedes-AMG
PETRONAS Formula One Team, Operation Centre as an Aero Operations Intern
particularly in Rapid Prototyping and Model Shop. This industrial involvement has
developed my skills and knowledge in lots of new technologies especially in
manufacturing and automotive. Although these are not my major studies as I took
Chemical Engineering, I believe that as a learner we need to grab the exposure and
learn as much as possible to improve ourselves in all aspects.

First of all, my greatest gratitude to Petroliam Nasional Berhad (PETRONAS)
for sponsoring me throughout my studies in Universiti Teknologi PETRONAS
(UTP) and do my internship abroad. Their assistance in providing me good platform
throughout my studies has improved myself entirely. I wish I can give my full
commitment and contribution towards PETRONAS once I graduate from university.
Besides, I would like to thank Mercedes-AMG PETRONAS Formula One Team for
allowing me to gain lots of industrial exposure in their most renowned motorsport
company which impossible for me to get anywhere else. Also, my greatest
appreciation to Career Development Office (CDO) for providing good platform for
all students to be involved in industry with the real working environment.

Apart from that, I also want to thank my supervisor, Richard Bruce for guiding
me as a trainer in Aerodynamic department. Since the first day I was here, he gives
support relentlessly towards me until I can fully adapt with the environment here.
Without his help, I would not go this far and gained abundance of experiences, skills
and knowledges. Last but not least, my sincerest appreciation towards all the other
interns for giving their back through my ups and downs being here and as well as
my family for their continuous support allowing me to do my internship abroad.

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TABLE OF CONTENTS

VERIFICATION OF STATEMENT............................................................................................................................................................................................ i

ACKNOWLEDGEMENT ............................................................................................................................................................................................................ii

TABLE OF CONTENTS.............................................................................................................................................................................................................iii

1.0 INTRODUCTION ...................................................................................................................................................................................................... 1

1.1 GENERAL OVERVIEW OF THE COMPANY ...................................................................................................................................................... 3

1.1.1 The Dawn of Formula One Automobile Racing from 1900 to 2010 ....................................................................................................................... 3

1.1.2 Background History of Mercedes-AMG PETRONAS F1 Team............................................................................................................................. 8

1.2 TYPE OF PRODUCTS ............................................................................................................................................................................................ 16

2.0 WORK CULTURE .................................................................................................................................................................................................. 29

2.1 OCCUPATIONAL HEALTH AND SAFETY ........................................................................................................................................................ 29

2.1.1 Safety, Health and Wellbeing: Values .................................................................................................................................................................. 29

2.1.2 Statements and Policies ........................................................................................................................................................................................ 30

2.1.3 Roles and Responsibilities .................................................................................................................................................................................... 31

2.2 COMPANY STANDARD OPERATING PROCEDURE (SOP) ........................................................................................................................... 35

2.2.1 Personal Protective Equipment ............................................................................................................................................................................. 35

2.2.2 Bomb Threat ........................................................................................................................................................................................................ 36

2.2.3 Control of Substance Hazardous to Health (COSHH)........................................................................................................................................... 38

2.2.4 Fire Evacuation .................................................................................................................................................................................................... 39

2.2.5 Flood .................................................................................................................................................................................................................... 40

2.2.6 Gas Leak .............................................................................................................................................................................................................. 41

2.2.7 Hazardous Spillage............................................................................................................................................................................................... 42

2.2.8 Lightning Strike ................................................................................................................................................................................................... 43

2.2.9 Mains Power Loss ................................................................................................................................................................................................ 44

2.2.10 Noise Monitoring and Control.............................................................................................................................................................................. 44

2.3 WORK ENVIRONMENT ....................................................................................................................................................................................... 46

2.3.1 Team Work .......................................................................................................................................................................................................... 46

2.3.2 Work Ethics/Culture............................................................................................................................................................................................. 47

3.0 WORKS EXPERIENCE.......................................................................................................................................................................................... 50

3.1 SKILLS GAINED..................................................................................................................................................................................................... 50

3.1.1 Time-Management ............................................................................................................................................................................................... 50

3.1.2 Communication Skills .......................................................................................................................................................................................... 51

3.1.3 Inquisitiveness and Initiative ................................................................................................................................................................................ 52

3.2 WORK INVOLVEMENT AND KNOWLEDGE APPLICATION....................................................................................................................... 53

3.2.1 Rapid Prototyping ................................................................................................................................................................................................ 53

3.2.2 Model Shop .......................................................................................................................................................................................................... 59

3.2.3 Machine Shop ...................................................................................................................................................................................................... 62

3.2.4 Inspection............................................................................................................................................................................................................. 64

3.2.5 Composites........................................................................................................................................................................................................... 65

3.2.6 Aero Engineering Build and Wind Tunnel............................................................................................................................................................ 67

4.0 DISCUSSION ON SUSTAINABILITY ISSUES IN HOST COMPANY.............................................................................................................. 69

4.1 Environmental ............................................................................................................................................................................................................ 69

4.2 Economical................................................................................................................................................................................................................. 69

4.3 Political and Social ..................................................................................................................................................................................................... 70

5.0 CONCLUSION AND RECOMMENDATIONS..................................................................................................................................................... 71

6.0 REFERENCES ......................................................................................................................................................................................................... 72

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STUDENTS INDUSTRIAL TRAINING REPORT

1.0 INTRODUCTION

Universiti Teknologi PETRONAS (UTP) was established with the objective to produce
well-rounded students that have all the positive traits that not just good in academics but also
technically competent in many ways such as lifetime learning capacity, critical thinking,
communication and behavioural skills, business acumen, practical aptitude and solution
synthesis ability. Therefore, UTP has made Student Industrial Training (SIT) as a compulsory
subject to all students in line with its mission to produce graduates that are potentially creative
and innovative in leading the technology and nation.

The purpose of this SIT is to expose the students with the real working environment so
that we can apply the theoretical knowledge learned into physical experience. This also will
help us as the students to develop our skills in communication, problem solving, work ethics,
interpersonal and intrapersonal management, adaptation, etc. In line with the mission, UTP has
listed out their outcomes of SIT that require to be achieved by all the students.

i. Able to portrays good communication, management and teamwork skills in many
ways possible.

ii. Apply the ethics, professionalism and safe practices in real work culture.
iii. Demonstrate continuous building skills and knowledge throughout the training.
iv. Appreciate any sustainability issues happened in industry
Thus, to meet UTP’s vision and mission, I gladly accepted the offer from my host company
(HC) which is Mercedes-AMG Petronas F1 Team to undergo my industrial training that
includes Students Industrial Training (SIT) and Students Industrial Project (SIP) within 14
weeks each. I have become one of the Aerodynamics Operations Intern under Richard Bruce’s
supervision, the Aerodynamics Model Shop and RP Manager.

Aligning with the job scopes, I support the coordination production function with the daily
activities to ensure the delivery and project are parts to plan, help to improve the Purchasing
team on cost and lead-time reduction, assist with the departmental control systems and the part
life process and support the planner with day projects coordination with internal and other
operational departments.

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Figure 1.0(a) Main building of Mercedes-AMG PETRONAS F1 Team

Figure 1.0(b) Mercedes-AMG PETRONAS F1 Team site map
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1.1 GENERAL OVERVIEW OF THE COMPANY
1.1.1 The Dawn of Formula One Automobile Racing from 1900 to 2010

Early Years
Formula One rooted their journey when James Gordon Bennett arrived in Paris
in 1887. He started the Gordon Bennett Cup Race or known as French Grand
Prix at Le Mans between 1900 to 1905. It was a simple-regulated competition
between all the recognized national automobile clubs initially representing
France, Germany, Great Britain, Belgium, Austria, Switzerland, United States
and Italy. The race distance was 550 kilometres with two side-by-side seats
occupied with a driver and mechanic weighing no less than 60 kg and
minimum empty weight of 400kg for the vehicle. Back then, each nation also
allowed to select a team of three cars that made entirety in their respective
country whose colour they wore.

Figure 1.1(a) Gordon Bennet Cup Race, Le Mans
In 1904, the Fédération Internationale de l'Automobile (FIA) was formed as a
non-profit association to set the standard rules for all motor cars used in the
competition. Years after that, a lot of European Grand Prix were taking place
in the 1920s and 1930s on a built circuit to get profits from the entrance fees
and provide a great safety to control the crowd. The first circuit was made
during the Italian Grand Prix in 1922 at Autodromo Monza. In late 1930s, a
few meetings were held to establish the World Championship. However, these

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were shelved at the outbreak of World War II from 1939 to 1945. After the
war, Formula One was agreed as a recognized formula with world drivers’
championship officiated before the first championship race held.

Figure 1.1(b) First circuit made, Autodromo Monza
1950s
It took three years from 1947 for the details to be hammered out and in 13th
May 1950 the first world championship race was held at Silverstone, where
the first F1 race (non-championship) had taken place a month earlier in Pau.
The championship was decided based on the results of seven races that held in
British, Swiss, Monaco, Belgium, French, Italian Grand Prix and
Indianapolis500. The first season was participated by major pre-war
manufacturers such as Alfa Romeo, Ferrari, Maserati and Mercedes Benz. Alfa
Romeo and Ferrari ahead the race for the first season and left Mercedes and
Maserati behind. However, Ferrari has less possibility to win the
championship since the cars built from Maranello were lack of reliability.
Thus, the championship would be decided between the three Alfa Romeo
drivers only: Giuseppe Farina, Luigi Fagioli and Juan-Manual Fangio.
Although Giuseppe Farina won the inaugural title as the first driver’s
champion, the veteran Fangio still dominated the 1950s driver’s championship
in 1951, 1954, 1955, 1956 and 1957 with five different manufacturers.

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Figure 1.1(c) Juan Manuel Fangio wins his fourth drivers’ championship
The Formula One regulations changed a lot throughout the years such as
limiting the engines to 2.5 litres in 1954 and shortened the race distance from
around 300miles to 200miles in 1958 equipped with Avgas as the source of
fuel for the cars. Also, in 1958, the constructor’s championship was introduced
with Cooper driven by Stirling Moss won the first rear-engine F1 car in the
Argentina Grand Prix.

1960s
1960s was the 14th season of the FIA’s Formula One motor racing. The
winning of Team Lotus owned by Colin Chapman, driven by Innes Ireland in
1961 United States Grand Prix has returned British victory in Formula One.
The victory was then continued by Jim Clark who won the World
Championship in 1963 and 1965 with Lotus 25 and Lotus 33. Also, the
comeback of British drives such as Jim Clark, Jackie Stewart, John Surtees,
Jack Brabham, Graham Hill, and Denny Hulme gave Britain
nine Driver’s Championship and fourteen Constructors’ Championship titles
with the new revolutionary aluminium-sheet monocoque chassis by the iconic
British Racing Green Lotus strating from 1962.

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Figure 1.1(d) Lotus 33

1970s

Ever since the tragedy of World Champion Jim Clark died in 1968, FIA has
tightened the safety regulations to prevent it from happening again. In 1970s,
FIA has introduced lots of safety regulations such as circuit inspection before
the race, ‘code of conduct’, medical test for drivers, circuit safety walls,
fireproof clothing, FIA super license for drivers and larger cockpit openings.
Other than safety, 1970s also known as break record time as Emerson Fittipaldi
become the youngest ever world champion with only 25 years old in a very
special style. Besides, Jackie Stewart also break the record as the master king
of victories when he managed to win six times in 1971 season. Followed by
Niki Lauda, as the driver of decade records three time in 1975, 1977 and 1984.

1980s

Earlier in 1980s, Fe'de'ration Internationale du Sport Automobile (FISA) was
formed and their revenues and regulations are almost immediately clashed
with Formula One Constructors Association (FOCA). Thus, this issue created
a political battle throughout the early 1980s to extent where FOCA started to
boycott one of the races in 1982 San Marino Grand Prix due to the
disqualification of their team of Nelson Piquet’s Braham and Keke Rosberg’s
Williams from the 1982 Brazilian Grand Prix. Their disqualification caused
by the loopholes in the regulations created by FOCA team itself in Brazilian
GP. In regards with this issue, Concorde Agreement was established between
both parties FISA-FOCA to make equal distributions on the revenues and obey
the rules for every race. Also, FISA has removed its sanction towards FOCA

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from races. This agreement went into effect towards the race team and lasted
until 1987.

Figure 1.1(e) Renault Gordini V61.5 litre turbocharged
1990s and 2000s
Throughout the year of 1990s till 2000s, lots of championships goes to
McLaren, William, Renault and Ferrari. In all, McLaren won 16
championships (seven constructors’, nine drivers’), Williams won 16 titles
(nine constructors’, seven drivers’) while Ferrari has won five consecutive
constructors’ championships and six consecutive constructors’ championships
between 1999 and 2004 under Michael Schumacher as their driver. Every
season, FIA will always tighten and improve their safety rules for all the
competitors ever since the dead of Ayrton Senna and Roland Ratzenberger in
1994. These includes the installation of accident data recorders in all cars,
attachment of wheels to its chassis and many more to prevent any danger that
will harm the driver and lead into dead accidents.
21st Century
Earlier in 2010, Mercedes has made their comeback after they bought Brawn
GP and re-branded as Mercedes GP for the 2010 Formula One season. The
return of this silver arrows allows Mercedes to take their podium again
within the year of 2014 till 2018 with five consecutive World
Championships. Along with their victory, four drivers have shown good rival
throughout the year until now: Nico Rosberg, Michael Schumacher, Lewis
Hamilton and Valtteri Bottas.

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1.1.2 Background History of Mercedes-AMG PETRONAS F1 Team

Mercedes-AMG PETRONAS F1 Team was once known as Silver Arrow
between the year of 1934 and 1939. “To drive a Silver Arrow is an honour” is the
quote that mentioned by Manfred von Brauchitsch that won the motor racing in Eifel
race, 1934. 1934 marked the beginning of the new era of motor racing for Mercedes-
Benz continued its success until today. Silver Arrow comes from a simple idea of
purely aluminium body that sparkled in silver. They believe that silver is the colour
of racing success, where it means continuous success, superior power, incomparable
engineering and matchless shape that persist (arrow) through the day. The name was
later changed to Mercedes-Benz Formula One in 1954, and currently use the name of
Mercedes-AMG PETRONAS F1 from the year of 2010.

Silver Arrows were started by two business-minded engineer which are Karl
Benz and Gottlieb Daimler. They opened Daimler-AG that is very well-known as
multinational automobile corporation. It was previously known as Daimler-Benz and
Daimler Chrysler. Daimler-Benz was named due to partnership between Benz & Cie
and Daimler Motoren Gesellschaft (DMG) in 1926, then the company was renamed
to Daimler Chrysler as they collaborated with American mobile manufacturer
Chrysler Corporation in 1998. However, the company was again renamed to Daimler
only upon divesting of Chrysler Corp. in 2007.

Figure 1.1(f) Karl Benz Figure 1.1(g) Gottlieb Daimler

In 1926, Daimler-Benz broaden their business division by launching Mercedes-Benz
after the success of small number of race cars built on contract by Wilhelm Maybach
(DMG’s founder) for his customer, Emil Jellinek’s. Mercedes’s name comes from the

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name of Emill Jellinek’s daughter, which is Mercedes Jellinek. While Benz is named
upon the founder name. After realizing the capability of Mercedes-Benz, Daimler
Chrysler decided to diverting their business with Aufrecht, Melcher and Großaspach
(AMG) and later launched Mercedes-AMG after they bought the shares in 2005.

Throughout the year, Mercedes AMG PETRONAS Formula One team has made lots
of improvement in their racing car starting from their first reveal in 1903 until now.
Below shows the timeline of the company development until the return of Arrows

1903 Camille Jenatzy drives a Mercedes to victory in the Gordon Bennett race held in
Ireland.

1908 Christian Lautenschlager wins the French Grand Prix in Dieppe, his Mercedes
crossing the finish line ahead of the two Benz Grand Prix cars driven by the
Frenchmen Héméry and Hanriot.

1914 The top three places in the French Grand Prix are filled by 4.5-litre Mercedes
racing cars. The winner is Christian Lautenschlager. Ralph de Palma takes victory in
a Mercedes in the Vanderbilt race in the USA.

1915 Ralph de Palma wins the Indianapolis 500.

1926 Rudolf Caracciola takes Mercedes to a first win in the German Grand Prix on
the Avus circuit in Berlin.

1927 Caracciola drives a Mercedes S to victory in the Eifelrennen, the first to be held
on the Nürburgring.

1930 Caracciola is crowned European Champion at the wheel of a Mercedes SSK
sports car.

1931 Caracciola takes victory in the European Hill-Climb Championships in a
Mercedes SSKL.

1931 Caracciola takes victory in the European Hill-Climb Championships in a
Mercedes SSKL.

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1934 Manfred von Brauchitsch wins the Eifelrennen in a Mercedes-Benz W25 built
to comply with the regulations of the new 750kg Grand Prix formula. In order to meet
the maximum weight limit, the car’s white paintwork has to be sanded down during
the night, exposing its aluminium body. This heralds the birth of the Silver Arrows.
Caracciola and Fagioli win the Grand Prix races in Italy and Spain.

1935 Mercedes sweeps to victory in seven Grand Prix races. Caracciola is crowned
European Champion.

1936 Caracciola takes first place in the Grands Prix in Monaco and Tunis.

1937 Mercedes wins six Grands Prix: with Hermann Lang, Manfred von Brauchitsch
and Rudolf Caracciola

1938 Mercedes takes four Grands Prix titles. Caracciola once again takes the European
title.

1939 Mercedes wins five Grands Prix. Hermann Lang is the new European Champion.

1953 After the end of the Second World War, Mercedes-Benz resumes its motorsport
activities, announcing its return in sports car racing. Hermann Lang and Fritz Rieß
drive a 300 SL to victory in the Le Mans 24 Hour race, and Karl Kling wins the Carrera
Panamericana Mexico.

1954 Mercedes-Benz returns to Formula One with a triumphant 1-2 victory by Juan
Manuel Fangio and Karl Kling in the French Grand Prix. The race marks the debut of
the W196 car powered by a 2.5-litre eight-cylinder in-line engine. Fangio follows up
the win with three more first places to clinch the World Championship.

1955 Mercedes-Benz wins six Grand Prix races with the W196. Stirling Moss takes
his first British Grand Prix victory at Aintree; Fangio records five race victories and
wins his second World Championship with Mercedes. At the end of 1955 Mercedes-
Benz ceases its involvement in motorsport.

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1988 On its return to motor port with the Swiss Sauber team, Mercedes-Benz enters
the World Sports Prototype Championship, lining up on the grid with its partner AMG
in the German Touring Car Championship (DTM).

1989 Mercedes-Benz wins the World Sports Prototype Constructors’ Championship
and Jean-Louis Schlesser takes the Drivers’ title. The C9 finishes first and second in
the 24 Heures du Mans.

1990 For the second year in succession, Mercedes-Benz wins the Constructors’ and
Drivers’ titles in the World Sports Prototype Championship with the Jean-Louis
Schlesser/Mauro Baldi driver partnership. Mercedes juniors Michael Schumacher,
Heinz-Harald Frentzen and Karl Wendlinger experience a racing baptism of fire in
Group C sports cars.

1991 The Schumacher/Wendlinger junior driver team takes victory with the C291 at
Autopolis, Japan; Mercedes-Benz announces its withdrawal from the World Sports
Prototype Championship and its decision to concentrate instead on the DTM. The
Sauber team switches its attentions to Formula One.

1992 Klaus Ludwig and the AMG team win the German Touring Car Championship
(DTM) with the Mercedes 190 E.

1993 Sauber receives the support of Mercedes-Benz in Formula One: “concept by
Mercedes- Benz” and finishes in sixth position in the Constructors' rankings, after
taking fifth position (J. J. Lehto) in the very first race. Late that year, Mercedes-Benz
announces its motorsport concept for 1994. Following the acquisition of a holding in
Ilmor Engineering, the new package now covers the partnership with Sauber in
Formula One, with Mercedes-Benz as engine supplier, and with Penske in the IndyCar
race series. Mercedes celebrates its 50th win in the DTM and finishes the season as
runner-up in the Championship.

1994 Al Unser Jr. wins the Indianapolis 500 in a Penske car powered by a Mercedes-
Benz pushrod engine. Klaus Ludwig and the AMG team take the DTM title with the
Mercedes- Benz C-class. Mercedes drivers win eleven of the series’ 24 races. On 28th
October 1994 Mercedes-Benz and McLaren announce the signing of the contract

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covering their long-term partnership in Formula One. The agreement takes effect from
1995.

1995 McLaren Mercedes finishes fourth in the Constructors’ Championship in its first
year as a Formula One team. Mika Hakkinen takes second place in Italy and Japan.
Bernd Schneider drives his AMG C-class car to victory in both the DTM and the
International Touring Car Championship (ITC). Al Unser Jr. finishes as runner-up in
the IndyCar series.

1996 McLaren Mercedes takes fourth position in the Constructors’ rankings. Mika
Hakkinen is fifth in the Drivers’standings with David Coulthard in seventh place.
Together they achieve six podium finishes and score points on fifteen occasions.
Bernd Schneider is runner-up in the ITC with his AMG C-class, with Mercedes drivers
mtaking six race victories.

1997 Team McLaren Mercedes' David Coulthard wins the Australian and Italian
Grands Prix races to take third place in the Drivers’ table. Mika Hakkinen takes the
chequered flag first in the European Grand Prix and finishes the season in sixth
position. With six wins from eleven races AMG-Mercedes and Bernd Schneider
clinch the FIA GT Championship. In the CART series Mercedes-Benz takes the
manufacturers’ title after notching up nine wins in 17 races.

1998 Mika Hakkinen and Team McLaren Mercedes take both the Drivers’ and
Constructors’ titles. Hakkinen wins eight times, with David Coulthard taking one
Grand Prix victory, and third place in the rankings. Klaus Ludwig, Ricardo Zonta and
AMG Mercedes pick up the drivers’ and team prizes in the FIA GT Championship.
AMG Mercedes win a record ten out of ten races. Greg Moore is victorious in two
CART races with his Mercedes-Benz powered Reynard.

1999 Mika Hakkinen retains his Formula One World Championship crown with five
Grands Prix victories. Team McLaren Mercedes finishes as runner-up in the
Constructors’ Championship. David Coulthard wins two Grands Prix and finishes the
season fourth in the Drivers’ standings.

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2000 Team McLaren Mercedes are the runners-up in both the Drivers’ Championship,
with Mika Hakkinen, and the Constructors’ rankings. Mika Hakkinen wins four
Grands Prix and David Coulthard finishes in third position overall, after three
individual victories. Bernd Schneider takes the title in the new-format DTM with six
wins.

2001 Team McLaren Mercedes secures the runner-up positions in both the Drivers’
and Constructors’ Championships, with David Coulthard finishing second and Mika
Hakkinen fifth. Both drivers take two victories. Bernd Schneider takes the second
successive title in the new DTM with three wins. With eight wins from ten races
Mercedes-Benz is again the most successful manufacturer in the German touring car
series. Mika Hakkinen stops racing in Formula One at the end of season.

2002 Team McLaren Mercedes finishes the Constructors’ Championship in third
place overall. David Coulthard, who wins the Monaco Grand Prix, ends up fifth
overall in the Drivers’ Championship whilst his new team mate Kimi Raikkonen
comes home sixth. Both drivers, as well as third driver Alexander Wurz, form the
Team McLaren Mercedes line-up for 2003. In the DTM, Mercedes-Benz drivers win
five out of ten races, among those is series newcomer Jean Alesi. Bernd Schneider
takes the runner-up position and Mercedes-AMG/Vodafone win the teams’ title.

2003 David Coulthard wins the season’s first race at Melbourne with Kimi Raikkonen
clinching his first Grand Prix victory two weeks later at Kuala Lumpur. The Finn
finishes the season runner-up; after 16 races he was two points behind champion
Michael Schumacher. Team McLaren Mercedes finishes the Constructors’
Championship in third place overall. Bernd Schneider (Vodafone AMG-Mercedes)
clinches his fourth DTM title to add to his previous in 1995, 2000 and 2001. Mercedes-
Benz drivers win nine out of ten races. In the new Formula 3 Euro Series, seven drivers
in three teams race with the Mercedes-Benz engine M271 achieving six victories out
of 20 races. Christian Klien in the Mücke team’s Dallara Mercedes comes home
runner-up in the championship and wins the prestigious F3 Masters at Zandvoort. He
graduates to Formula One for 2004.

2004 Kimi Raikkonen wins the Belgian Grand Prix at Spa-Francorchamps, comes
home second at both Silverstone and Säo Paulo and ends up third in the inaugural

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Chinese Grand Prix. In the Drivers’ World Championships, he finishes seventh
overall; Team McLaren Mercedes is fifth in the Constructors’ Championship. David
Coulthard leaves the team after 150 Formula 1 races with Juan Pablo Montoya
becoming Kimi’s new team mate for 2005. Gary Paffett (C-Class AMG-Mercedes)
wins three DTM Championship rounds as well as the Shanghai invitational. The HWA
team rookie ends up runner-up. Dallara Mercedes driver Jamie Green wins the
Formula 3 Euro Series title. His team mate Alexandre Prémat scores victories in the
prestigious Masters at Zandvoort and the season highlight at Macau.

2005 Team McLaren Mercedes wins 10 out of 19 Formula One races they competed
in. Kimi Raikkonen wins seven Grands Prix and Juan Pablo Montoya takes three
victories. The Finn ends the season as runner-up; the team finishes the Constructors'
Championship also in second place. Gary Paffett clinches the DTM title. The
Englishman wins five out of 11 races; Jean Alesi, Mika Hakkinen and Bernd
Schneider take three more victories for Mercedes-Benz. Mercedes-Benz also clinch
the manufacturers' title and – with DaimlerChrysler Bank AMG-Mercedes – the
teams’ championship. 20-year old Lewis Hamilton who has been supported by
Formula One partners McLaren and Mercedes-Benz since 1998 wins the Formula 3
Euro Series. At the wheel of the French ASM team's Dallara Mercedes, Hamilton
achieves 15 wins in 20 races.

2006 Team McLaren Mercedes finishes third in the Constructors’ World
Championship. Kimi Raikkonen ends up fifth overall in the drivers’ ranking whilst
Juan Pablo Montoya comes home eighth. Following Juan Pablo’s departure to Nascar
Pedro de la Rosa replaced the Columbian and finishes 11th in the final ranking. As
Kimi leaves the team at the end of the year, the driver lines up of Vodafone McLaren
Mercedes for 2007 consists of double World Champion Fernando Alonso and GP2
Champion Lewis Hamilton, as well as the test drivers Pedro de la Rosa and Gary
Paffett. In the DTM Bernd Schneider clinches his fifth title win. Mercedes-Benz
drivers win six out of ten races with Bruno Spengler taking four and Bernd Schneider
two victories respectively. McLaren junior Paul di Resta wins the Formula 3
Euroseries.

2007 Vodafone McLaren Mercedes drivers Lewis Hamilton and Fernando Alonso
take eight race wins out of 17 Grands Prix. With nine consecutive podium finishes in

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the first nine Grands Prix of his career and a total of four wins, Lewis is the most
successful rookie in 58 years of Formula One history. He ends the season runner-up
with 109 points, one point behind the World Champion. Fernando Alonso is third
overall, also with 109 points. In the DTM, Mercedes-Benz drivers achieve seven out
of ten race wins, six of them with the new AMG-Mercedes C-Class. Bruno Spengler
ends the championship runner-up. The final race of the season at Hockenheim is the
brand’s 300th DTM race and Jamie Green’s win is the 141st victory for Mercedes-
Benz in the championship. Romain Grosjean wins the Formula 3 Euro Series with a
Dallara Mercedes.

2008 Vodafone McLaren Mercedes driver Lewis Hamilton takes the Formula One
World Championship title winning five out of 18 Grands Prix. He wins the title in a
dramatic final race in Brazil when he clinched fifth place in the final corner which was
enough to secure the Championship win ahead of Ferrari’s Felipe Massa. Lewis’s
team mate Heikki Kovalainen won his first GP in Hungary and finished the season
seventh overall. The Vodafone McLaren Mercedes is runner-up in the constructors’
ranking. In the DTM, Mercedes-Benz drivers win five of 11 races. Paul Di Resta ends
the season second overall whilst Mercedes-Benz Bank AMG Mercedes takes the team
title. Nico Hülkenberg wins the Formula 3 Euro Series with a Dallara Mercedes.

2009 Formula One cars with Mercedes-Benz engines win 10 out of 17 races of the
season and customer team Brawn GP takes the Formula One Drivers’ and
Constructors’ Championships. Vodafone McLaren Mercedes driver Lewis Hamilton
wins the Hungarian Grand Prix – the first Formula One win for a car with KERS
Hybrid – and the Singapore GP and ends the World Championship fifth overall.
Heikki Kovalainen ends up 12th. In the DTM, Mercedes-Benz drivers win six out of
10 races. The Salzgitter / Mercedes-Benz Bank team wins the Teams’ Championship.
Gary Paffett comes home runner-up in the drivers’ ranking. Jules Bianchi wins the
Formula 3 Euro Series with a Dallara Mercedes. At the end of the year, Daimler and
Aabar Investments PJSC together acquire a 75.1 percent share of Brawn GP and
announce that the team will participate in the 2010 season as the MERCEDES GP
PETRONAS Formula One Team with seven-times Formula One World Champion
Michael Schumacher and Nico Rosberg. Daimler AG and the McLaren Group agree
that McLaren will buy back Daimler’s 40-percent share of the McLaren Group.

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1.2 TYPE OF PRODUCTS

Mercedes-AMG PETRONAS Formula One Team is well known with their
involvement in motorsport ever since early 1920s and 1930s. A new age of their
business was started with the name of Silver Arrow in eras of 1934 to 1939 with W25,
W125, W154 and W165 and they returned after the World War II with Mercedes-
Benz W196R in 1954 and 1955. Although they have ceased their involvement in
motorsport at the end of 1955, they still make a comeback in World Sportscar
Championship in 1988 and rebranding their own business for Formula One racing
after 16 years with McLaren and Brawn GP in 2009. With the new branding name,
Mercedes GP PETRONAS team has broadened their product with lots of engine
innovation from W01 to W10 car within the year of 2010 till now, 2019.
Mercedes-Benz W25

Figure 1.2(a) Hans Nibel was driving the W25
Mercedes-Benz W25 was created by Hans Nibel as the project leader, with the Max
Wagner assigned for the chassis while, Albert Heess and Otto Schilling for the engine.
Also, the parts and chassis were assembled by the two DMG’s veterans, Otto Weber
and Jakob Kraus. W25 also hyped by its design where the car’s frame was composed
of two U-section sided with cross-bracing to reduce the weight of the car suitable with
SSKL’s regulations. The body also made by aluminium with large number of cooling
louvres and vertical-bar grille at the front with its strikingly tapered-tail. Besides, the
supercharger power unit was mounted at the front, providing with two pressure
carburettors with compressed air and 25 litres engine tank. These brilliant design of
W25 has contributes 16 victories in the Grand Prix throughout the year of 1934 till
1936

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Mercedes-Benz W125

Figure 1.2(b) Herman Lang demonstrating W125 at the Nurburgring in 1977 as to
remind his championship in 1937 Tripoli Grand Prix

For the 1937 season, Mercedes-Benz developed new racing car of W125 due to less
competitiveness of W25 that made them pulled out in 1936 Grand Prix season. The
design was specially made by Rudolf Uhlenhault for their returned in 1937 European
Championship. With the less stiff of the suspension as compared to W25, Mercedes-
Benz has won their victory in 1937 Tripoli Grand Prix with Hermann Lang as the
driver. Afterwards, W125 has made lots of glories towards Mercedes with the
veterans and young drivers: Chritian Kautz, Rudolf Caracciola, Manfred von
Brauchitsch and Richard Seaman.

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Mercedes-Benz W154

Figure 1.2(c) W154 in the Mercedes-Benz Museum Stuttgart
W154 was used in the year of 1938 and 1939. It was created due to change of
regulations made by AIACR that limits the supercharged engine to 3000cc, that do
not allow the previous car with 5700cc to enter the race. To compensate for smaller
engine compared to W125, W154 has an extra gear with a 5-speed manual
transmission with 2963cc engine and produced 427 to 474 horsepower. Later in 1939,
the design has been improved to W165 and gave six gold to Mercedes Benz with the
drivers, Hermann Lang, Rudolf Caracciola, Manfred von Brauchitsch and Richard
Seaman.

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Mercedes-Benz W196R

Figure 1.2(d) Juan Manuel Fangio with its W196R
After the World War II, Mercedes-Benz has made their comeback with W196R in
1954 and 1955 F1 seasons. With this new incredible design, its service has given
two world drivers’ championships title with the legendary Juan Manuel Fangio at
the wheel. Below shows the technical specifications of W196R.

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MGP W01

The MGP W01 was the first Silver Arrow in the new era after few decades battling
with McLaren. The new branding of Mercedes GP PETRONAS Formula One team
was announced at the Mercedes-Benz Museum in Stuttgart, German on 25th January
2010 before its first debut of W01 in Valencia, Spain. W01 has finished its three
podiums with Nico Rosberg as the driver at Sepang, Shanghai and Silverstone, while
Michael Schumacher best’s finishes was only at three and fourth places. Overall,
Mercedes-Benz made three podium appearances, 214 championship points and fourth
place in constructor’s championship.

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MGP W02

After 12 months of intense design and development work, MGP W02 was lunched
by Mercedes GP PETRONAS. The second Silver Arrow unveiled was fitted with
kinetic energy recovery system (KERS) made their first race in Circuit Ricardo
Tormo in Valencia Spain on 1 February 2011. The design was an evolution from its
antecedent with striking high-gloss airbrush effect highlighting the shape of the car.
This effect brought back the memories of Silver Arrow heritage in 1934 and added
with green shading representing the team’s title partner, PETRONAS. W02’s driver
line-up still remained unchanged with Michael Schumacher and Nico Rosberg who
finished 19 races overall in 2011 F1 season

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F1 W03

The F1 W03 car’s concept revealed in 2012 was based on a largely stable set of
technical regulations by FIA. These includes the stepped-nose design at the front of the
car which required minimum bodywork height and exhausts (blown diffuser) positions
at the rear end of the car (to prevent aerodynamic benefits gained). With this car, Nico
Rosberg has won the first ever race for Mercedes AMG PETRONAS with the first pole
position and both of him and Michael Schumacher have appeared with three podiums
for the 2012 season. Other than that, W03’s car also lighter than W02 even though it
was made with 200 parts more then the previous car.

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F1 W04

F1 W04 car was unveiled on Monday 4th February at the Jerez Circuit, Spain for its
2013 Formula One season. It was driven by the four times consecutive Mercedes’s
driver, Nico Rosberg and 2008 World Champion Lewis Hamilton. The 2013 season’s
design was focusing more on aerodynamics especially at the front wing and rear end.
With the new design performance, Mercedes finished the season as runners-up for the
constructors’ championship, won three races, nine podium appearances and eight pole
positions.

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F1 W05 Hybrid

The 2014 Formula One World Championship has returned the new era of Silver
Arrow when W05 has won the Constructors’ Championship for Mercedes AMG
PETRONAS. The comeback of Mercedes was enlightened by the new revolution of
Hybrid power for its recovery system (ERS). These include the MGU-H and MGU-
K that replaced the Kinetic Energy Recovery System (KERS) enable to increase the
power for W05 to accelerate faster even though with small capacity engine of
1.6litres.

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F1 W06 Hybrid

The W06 was revealed on 1 February 2015 at the opening day of pre-season testing
held at Spain. The engineer did not make a lot of changes for the design since last
season’s car has been equipped with great aerodynamics and Hybrid powertrain.
However, with just some tweak of increasing the power as much as 50hp for 2015
season has made Mercedes took its victory of second Constructors’ Championship
and Third Driver’s Champion for Lewis Hamilton. In total, Mercedes has won 16
races out of 19 for the season, 32 podiums, 18 poles and 13 fastest laps.

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F1 W07 Hybrid

W07 Hybrid looked a bit similar from outside as compared to its predecessor car back
in 2015. The biggest change due to FIA concerned was to separate the exhaust tail
pipe and west gate, the chassis and cockpit height for safety purposes. These detailed
improvements of W07 were paid off after Mercedes won both Drivers’ and
Constructors’ World Championship and got the #TheTriple title as they won three
times in a row of World Championship in 2014, 2015 and 2016.

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F1 W08 EQ Power+

W08 EQ Power+ has won the fourth World Championship in 2017. With major rule
change fixed by FIA, Mercedes was able to take the victory where it cannot be done
by other teams. The major change for 2017 season was related to its aerodynamic to
make the car not only looked great but also much faster too. These includes the
increase in width for front and rear wings, longer diffuser, shark fin and T-wing
featured. The new feature of the turbocharged engine also plug-in with hybrid but it
carried the designation of EQ Power+ that bring the new brand of Emotion and
Intelligence of Mercedes-Benz. EQ aims to make the car recovery system more
simple, comfortable and safe to be used for everyone.

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F1 W09 EQ Power+

W09 EQ Power+ once again has won the World Championship for the fifth time in a
row, which gave Mercedes the title of #HiFive. With the new regulations that
focussed more on driver’s safety, Mercedes-AMG PETRONAS has come out with
new Halo design at the cockpit to offer more protection to the head of the driver. Also,
another big visual change was the reduced fin and no more the big T-wing at the rear
end.

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2.0 WORK CULTURE
2.1 OCCUPATIONAL HEALTH AND SAFETY

Mercedes-AMG PETRONAS Formula One team is very particular with the health,
safety and wellbeing of its employees, business partners and visitors. The company’s
safety policies are not just about identifying how they meet the requirement of OSH,
but they take safety as a critical component to sustained success among members of
Silver Arrows. It provides clear understanding about commitment for each employee
and those working on and visiting the site. The safety’s scope applies to everybody
includes a full-time, part-time, temporary employee, contractor, sub-contractor or
even visitor. The scopes also include both policy values, statements, roles and
responsibilities within the team. The safety vision of the company is “Safety:
Creating Excellence” which means creating and sustaining a culture of safety
excellence by delivering competitive advantage, through the provision of a safe and
healthy working environment; and incorporating leading systems, equipment and
training to build our capability and resilience.

2.1.1 Safety, Health and Wellbeing: Values

Aligning with safety, health and wellbeing, the company embraced safety
values to be practised among the employees. The five values that highlighted
by the company are shown as below which are Passion, Respect, Innovation,
Determination and Excellence.

Passion: We are empowered, engaged and accountable people; we love what
we do and celebrate our success.

Respect: We enjoy working together with respect, trust and integrity; we draw
on our diversity as a source of strength; we put the team ahead of ourselves.

Innovation: We continuously improve our technology, people and processes;
we embrace change and calculated risk-taking.

Determination: Winning is in our DNA; we aim to win every day, in
everything we do, on and off the track; we compete at the highest level.

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Excellence: We relentlessly pursue excellence; we focus on outcomes by
setting clear objectives and challenging goals; we deliver without error

2.1.2 Statements and Policies

Health and Safety Policy Statement sets-out Mercedes-AMG PETRONAS
commitment towards keeping all employees healthy and safe every day at work
24/7. Every employee is committed to creating excellence in safety by in order
to achieve the goal of five key Safety Aims.
Leadership: Enhanced visibility of leadership commitment to Safety through
clearly communicated expectations and responsibilities. To ensure we enable
continuous improvement in Safety we will listen to feedback that supports the
team development in this area.
Personal Responsibility: We understand and accept what should be done and
know what is expected of us. We will provide information, tools and
programmes to enable clear understanding of what is required to work safely
and how to protect employee health.
Competence: We will ensure that everyone has the appropriate skills to carry
out safely the job they are expected to do. We will ensure that everyone is
provided with instructions, information and training to understand the Safety
risks within their working environment.
Safe Workplace: We are committed to sensible and proportionate risk
management, focusing first on our significant risks. We commit to providing
safe working environments through our Safety standards. We will asses and
mitigate risks across our sites and in our work activities.
Culture: Safety is part of everyone's daily routine. We will develop a Safety
culture, where everyone is encouraged to immediately challenge unsafe acts and
situations. We will reinforce our Safety culture through clear communication
of the team’s commitment to Safety, using a variety of media and campaigns.

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Besides, the company also emphasized on the Health and Safety Policy that
foster everyone to:
• assessing, understanding and managing risk
• enabling the creation of a positive culture holding each other accountable
• proactively supporting employee wellbeing and health;
• empowering and encouraging personnel to work in a safe and healthy

way
• intervening if we believe that the work environment or task is unsafe, or

we see an unsafe act
• preventing workplace accidents, placing special emphasis on

safeguarding personnel and minimising major accident risks;
• learning from our successes and failures;
• working with suppliers and business partners in the pursuit of leading

practice
• continually improving and setting measurable objectives and targets;
• complying with all legislative and regulatory requirements

2.1.3 Roles and Responsibilities

Figure 2.1 (a) Safety Organisational Chart

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The Executive Directors: Responsible for implementing this policy. They are
responsible for our Safety Strategy; ensuring that appropriate mechanisms and
systems are in place to enable the team to discharge its responsibilities and
duties with regard to Safety matters.

The Management Committee: Responsible for allocating sufficient resources
to meet the Safety needs of the team, carrying out an annual review of Safety
performance and implementing the Health and Safety Policy within the
Director’s area(s) of responsibility.

The Human Resources Director: Responsible for the day-to-day direction of
Safety matters under the mandate of the Management Committee. Specific
responsibility to ensure compliance with all Safety legislation and statutory
regulations. Will also ensure that there are suitable employee consultation
arrangements, principally through the quarterly Health and Safety at Work
Committee, the minutes of which are posted on notice boards and the intranet.

The Safety Steering Board: Chaired by the Human Resources (HR) Director;
responsible for reviewing the Safety policy to ensure it is aligned with current
board priorities at least once every year. Ensure there are effective management
systems for monitoring and reporting on Safety performance. Implement the
Safety Policy and Strategy through Safety projects and direction of HOD’s.

The Health and Safety Advisor : The nominated ‘competent person’ for
Safety and responsible for providing day-to-day services and advice to the HR
Director, Heads of Departments/Managers, Supervisors/Team Leaders,
Representatives of Employees Safety, Fire Wardens, First Aiders and
Employees concerning their legal obligations with regard to Safety issues.

Heads of Departments/Managers: Responsible for their area’s Safety
performance by ensuring the day-to-day implementation of our Safety
management systems; in particular, promoting a positive attitude towards Safety
to employees. Approve, review and update risk assessments as required,
including periodic review in line with our Safety Standards. Ensure risks are

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eliminated where possible, or, if not eliminated, that they are adequately
controlled in order of priority by suitable physical and/or engineering means, by
systems of work or as a last resort personal protective equipment. Require risk
assessments are carried out prior to the introduction of new plant, equipment,
processes and substances.

Supervisors/Team Leaders: Responsible for assisting Heads of
Departments/Managers with the day-to-day implementation of the Safety
management system within their area of supervision. In particular they are
responsible for: reporting to their Head of Department/Manager and acting upon
any weaknesses as identified by risk assessments and workplace observations;
informing and instructing all employees in safe working practices, such as safe
systems of work, fire evacuation procedures and the correct use of personal
protective equipment.

Representatives of Employee Safety: Support team leaders, managers and
HOD’s with the implementation of safety specific projects within their
departments. They undertake a proactive role in supporting with the
maintenance of safety documentation and communication of information

First Aiders: Are responsible for: administering first aid in the event of an
accident; providing first aid assistance if required following emergency
evacuations; inspecting first aid kits in their area of responsibility and ensuring
they are replenished where necessary; and operating the defibrillator machines
if necessary during an emergency.

Fire Wardens: Are responsible for: ensuring that employees and others in their
designated area are aware of primary and secondary escape routes, assembly
points and the procedure to follow should the fire alarm sound; ensuring their
areas are evacuated promptly when the alarm sounds; and inspecting their areas
to ensure fire exits are clear and fire equipment e.g. extinguishers is serviceable
and in its allocated location.

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Employees: Safety is your responsibility. You need to support and understand
our commitment to delivering effective safety, taking this into account when
making decisions in your workplace and undertaking your work safely.
Employees have a legal duty and responsibility to take reasonable care for the
Safety of themselves and others who may be affected by their work activities
and to cooperate with the team on matters of Safety.

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2.2 COMPANY STANDARD OPERATING PROCEDURE (SOP)

2.2.1 Personal Protective Equipment

Definition: Personal Protective Equipment (PPE) is all equipment (including
clothing affording protection against the weather) which is intended to be worn
or held by a person at work and which protects them against one or more risks
to health and safety and any addition or accessory designed to meet that
objective.
Maintenance: cleaning, disinfecting, examination, replacement, repair,
servicing, and testing of the item/equipment are one of maintenance that should
be done monthly towards all the PPE.

Roles of Heads of Departments/Managers in PPE:

• Introduce engineering controls and safe systems of work in preference
to PPE, which should be considered as a last resort and only be provided
where the risks to health and safety at work cannot be eliminated or
adequately controlled by other means.

• Identify through risk assessment where it is appropriate for the
selection and issue of PPE and should ensure that the PPE is provided
on the basis that it is appropriate for the risks involved and the
environment in which it is to be used.

• Regularly inspect PPE to ensure that it is kept in a good state of
repair.

• Keep records of risk assessment, specialist PPE and its correct

maintenance and inspection. Stores Department will keep records of

issue of sundry PPE such as earplugs and safety glasses. The

Team Clothing Coordinator will keep records of issue of outdoor

wear and safety footwear. The Human Resources Director will keep

records of issue of prescription lens safety glasses and training.

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Roles of Employees in PPE:
• Responsible for the day-to-day maintenance, using the equipment as
instructed and trained and reporting any defects. Adequate
accommodation will be provided for the safe storage of PPE when it is
not in use

Defects/Damage: Where PPE is found (or suspected) to be damaged,
arrangements will be made for immediate replacement. Defective or
damaged equipment must not be used. Defective items of PPE should be passed
to Line Management activity for investigation.

Usage: PPE must only be used for the purpose for which it was designed.
Employees are prohibited from using PPE provided by the Company outside of
the working environment. Additionally, no equipment other than that provided
by the Company is to be used at work.

Labelling and Marking: PPE should only be labelled or marked in such a way
that its integrity and/or protective properties are not jeopardised.

2.2.2 Bomb Threat

In the event of a bomb threat being received by the Company, the following
actions should be taken:
Threat Received by Telephone (prior warning):

• If the threat is received by telephone, on receipt of the call, the telephone
operator should immediately alert someone else if possible so that the
Human Resources Director or the Factory Manager can be informed.

• The Human Resources Director or the Factory Manager should
immediately telephone the emergency services to inform them that a
bomb threat scenario is ongoing.

• The telephone operator should then find out as much detail as possible
using the form provided

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• A tannoy announcement should be made informing personnel that a
bomb threat has been received “Attention all personnel. We have
received a bomb threat and you are requested to immediately leave the
buildings and assemble at the fire assembly point in the car park. Please
leave windows and doors open as you evacuate and avoid walking across
the front of the Reception area. Do not use your mobile telephone”, after
which the fire alarm will be activated and all site buildings will be
evacuated under the Fire Evacuation Procedure.

• Employees are to firstly muster at the Fire Evacuation Procedure
assembly point. Dependent upon where the bomb may be located, the
emergency services may ask employees to move to another area as far
as possible away from the area of the bomb threat.

• The Human Resources Director and the Factory Manager should liaise
closely with the senior emergency services officer with regard to
procedure and for the establishment of an effective cordon around the
area.

• No persons should be permitted to enter or approach the building or area
cordoned off, unless the all clear to re-enter has been given by the senior
emergency services officer.

Explosion Without Prior Warning:
• Should an on site explosion occur, the Human Resources Director and
the Factory Manager should be informed as soon as possible.
• The Human Resources Director/Factory Manager will immediately
telephone the emergency services to inform them that a possible bomb
explosion scenario is ongoing.
• The Factory Manager will activate the fire alarm and all site buildings
will be evacuated under the Fire Evacuation Procedure.
• Employees are to firstly muster at the Fire Evacuation Procedure
assembly point. Dependent upon where the bomb has exploded, the
emergency services may ask employees to move to another area.

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• The Human Resources Director and the Factory Manager will liaise
closely with the senior emergency services officer with regard to
procedure and for the establishment of an effective cordon around the
explosion area.

• No persons should be permitted to enter or approach the building or area
cordoned off, unless the all clear to re-enter has been given by the senior
emergency services officer.

2.2.3 Control of Substance Hazardous to Health (COSHH)

Definition of hazardous substances: any substance capable of causing adverse
health effects or disease. It could be a solid, liquid, gas, fume, vapour, dust,
micro-organism or any other substance that may be hazardous to health.

Roles of Heads of Departments/Managers in COSHH:

• Heads of Departments/Managers should ensure that no work is

undertaken with any substance that may cause a hazard to health

unless a full assessment of the health effects and controls necessary

for safe working have been identified and put in place. The following

procedure is designed to protect employees from exposure to

hazardous substances.

• All substances that are used/introduced to work activities and processes
on site should be procured through the Stores department. The
Project Planner/Buyer is responsible for ensuring that a Material
Safety Data Sheet (MSDS) for each substance procured/used is obtained
from the Manufacturer/Supplier, with the product. The original
MSDS should be kept in the Stores department and a copy of it should
be retained in the COSHH book in each department that is using the
substance.

• The material/substance data in order to decide on its suitability for use
within the Company, its fitness for purpose, the hazardous properties of
the material or substance the degree of risk to employees/environment

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and whether or not a less hazardous material or substance could be
used instead.
• Compile an inventory of all hazardous substances in use within their
areas of responsibility. The inventory should contain an initial appraisal
of the risks and indicate whether a full COSHH risk assessment is
required
• Ensure that a COSHH Assessment is undertaken for all work activities
in their area involving the use of hazardous substances where there is a
significant risk of harm. COSHH Assessments should be recorded in
writing on a Company COSHH Assessment Form
• Put in place suitable and sufficient preventative and protective control
measures to ensure the health and safety of employees who are utilising
hazardous substances during work activities
• Ensure that all employees under their control receive the necessary
information, instruction, and training with regard to the hazards, risks
and preventative and precautionary measures required to work safely
with hazardous substances.

2.2.4 Fire Evacuation

If discover a fire:
• IMMEDIATELY sound the alarm by breaking the glass of the nearest
alarm point
• Try to extinguish the fire if it is blocking your only exit but DO NOT
TAKE PERSONAL RISK
• Only attempt to fight the fire if practicable and safe to do so
• Leave immediately if the fire cannot be brought quickly under control

On hearing a continuous ringing of the fire alarm:
• Leave the building immediately by the nearest escape route. Where
possible close doors behind you
• Do not use the lifts

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• Take any visitors with you
• Do not stop to collect belongings
• Walk - do not run. Do not attempt to overtake other people
• Assemble at the designated Assembly Point. See map below
• In the event that the alarm sounds during lunchtime or at the end of a

shift, do not leave the site
• Do not re-enter the building, even when the alarm has stopped. Await

further instructions from the Fire Control Team Leader/Fire Warden

Figure 2.2(a) Fire Assembly Point

2.2.5 Flood

Burst Water Mains

• The Factory Manager should be alerted/summoned in the event of a
burst mains water pipe (including outside normal hours). His mobile
telephone number is 07801 673361.

• The Factory Manager keeps records of the locations of the correct
valves to be operated to effect isolation. The section of pipe concerned
should be isolated immediately to prevent flooding.

• The Local Fire Authority and Water Board should also be summoned
by the Factory Manager to deal with the emergency.

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Site Flooding
• The Site may be affected by flooding due to other unforeseen
circumstances, for example blocked drainage or the river bursting its

banks.
• The Factory Manager should monitor the build up of the possible flood

conditions. Contact with the Meteorological Office is the most likely
source of information, together with the Environment Agency and local

Water Authority.
Recovery after any flood should require the following actions to be taken as

soon as possible:
• Equipment should be cleaned and dried. Vital pieces first
• Standing water should be drained/removed from the facility.

• Damp areas should be dehumidified.
• Flood debris and wet materials should be removed from site.
• Fire protection systems should be checked and put into or kept in

service.
• Assessment of the damage and costs to return to normal operations, i.e.

Business Interruption, should be determined and the Insurers informed
as soon as possible.
• When cleared by the Factory Manager, power and gas services may be
reinstated.

2.2.6 Gas Leak

General Arrangements to deal with a Major Gas Leak

• The Factory Manager should be informed immediately.
• The Factory Manager should shut off the emergency gas control valves

effectively preventing any more gas escaping and action the fire alarm
to evacuate the buildings. Mobile telephones should not be used during
the evacuation.

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• The Factory Manager should inform British Gas Emergency, Telephone
No. 0800-111-999, providing details of leakage and Company name and
address

• Mains gas supply should not be restored until suitable and sufficient
actions have been taken by a competent person to prevent gas escaping
again.

General Arrangements to deal with a Minor Gas Leak

• The Factory Manager should be informed so that he can take immediate
action to shut off the supply of gas, isolate all sources of ignition and
call British Gas Emergency Service on 0800-11-999.

• Heads of Departments/Managers should clear the immediate area around
the gas leak of all personnel and maximum ventilation to the area must
be provided (open all doors and windows).

2.2.7 Hazardous Spillage

Any event of a spillage of substance/liquid, which may be hazardous or result
in pollution of the environment through emissions, ground or water channels.
The main Head of department/Manager should be informed about the incident
and he/she should implement immediate actions as to prevent inhalation of the

fumes by employees.
• Withdraw all personnel from the area of the spillage and establishing a

NO-GO area, which should be cordoned off
• Post sentries at all points of access to the NO-GO area of the spillage

with instructions not to permit any person access unless they are
wearing the officially designated protective equipment

• Evaluate the reason for the spillage and actions necessary to alleviate
the situation. Make the process safe. (It will be necessary to refer to
the relevant COSHH Material Safety Data Sheet (MSDS), to ascertain
the hazards associated with the spilt substance/liquid)

• Take whatever actions are necessary to reduce the hazard, i.e. opening
doors and windows, extract fans, shut-off valves, isolate pumps, etc

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• Inform the Factory Manager as soon as possible. The Factory
Manager should take whatever action is needed to notify the
emergency services or to effect any repairs.

• Record the names of any persons who have been exposed, (and those
who may have been exposed), to concentrations which may be harmful
to health

• Complete the Near Miss/Dangerous Occurrence Form which should be
passed to the Human Resources Director who will assess whether
notification under RIDDOR is required

• Instructions should be given to use spillage kits to dam the flow of
material to contain it into as small an area as possible and to prevent
seepage to ground and drains. Information on environmental hazards
may be ascertained from the MSDS

• Mop up the surplus with spillage blankets and place all contaminated
waste into suitable metal sealable drums. Label the drums accordingly
and remove to the Hazardous Waste Store for correct disposal by the
Factory Manager

• Persons trained to deal with hazardous spillages only may carry out all
of the above work. Wherever possible, a second or third person,

equipped with personal protective equipment, should be available to
assist those working in the area, should they get into difficulties and to

monitor the time these persons spend in the area.

2.2.8 Lightning Strike

Following are the action need to be done when serious incident happened
related to lightning strike.

• If a building is struck by lightning, the Factory Manager should be
informed immediately. In the event of damage to the building, the area
should be cordoned off to prevent people being hit by falling debris.

• If a fire develops, the Fire Evacuation Procedure should be activated.
The Fire Control Team Leader will decide if employees should be

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relocated from the assembly point to a location away from a
storm/building.
• If power supplies trip and stop processes, the Factory Manager should
reinstate supplies as soon as it is safely possible.
• Estimates of damage and all losses should be recorded with the
Company insurers being advised at the earliest opportunity.

2.2.9 Mains Power Loss

General Arrangements to deal with a Total Power Failure
There may be several situations where total power loss may occur. For example,
failure of the National Grid Supply to the site, or failure of an on-site Sub-station
or failure of cables or cable-joints to buildings.

• If power is lost to the site, the Factory Manager should ensure that:
• The Electricity Supply Company is contacted to ascertain the reasons for

power loss and expected duration.
• If reasons for power loss are local, then there should be an immediate

investigation, including fault diagnosis with remedial actions being
taken to restore power as soon as possible.
• Appropriate Company Directors should be advised so that they may
formulate an action plan to minimise loss and restart production.
• An estimation of the costs of business interruption and any losses should
be reported to business insurers.
• Mains power should be reinstated as soon as possible.

2.2.10 Noise Monitoring and Control

Daily Personal Noise Exposure is the level of noise exposure received in the
workplace during an 8-hour working day by a person not wearing personal
hearing protection. Below shows the level of action based on daily personal

exposure (in decibels).

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Action Level Personal Noise
Exposure (dBA)

FIRST ACTION 80dB(A).
LEVEL

SECOND ACTION 85dB(A).
LEVEL

PEAK ACTION 140dB (sound
LEVEL pressure of 200

Pa)

Table 2.2 Action level of Noise Exposure

A Hearing Protection Zone is a clearly defined area established around a
noise source, within which the level of exposure to noise is likely to exceed
the first action level.

• Noise surveys should be carried out by a competent person for areas of

the Company where noise is thought to be in the region of the first

action level.

• Where the results of a noise survey indicate a potential risk to
employees’ health from exposure to noise, a noise assessment

should also be carried out by the competent person

• Every effort should be made to reduce exposure to noise to the lowest

level practicable by means other than the use of personal protective

equipment. Where the level of noise exposure cannot be reduced

below the first action level, a hearing protection zone should be

established. All persons entering a hearing protection zone are

required to wear suitable hearing protection.

• Employees working in areas where noise assessments indicate a level

of risk are required to attend an annual hearing test which is

carried out by an independent occupational health specialist.

• The Human Resources Director should keep records of noise at work

surveys, risk assessments and hearing tests.

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2.3 WORK ENVIRONMENT

2.3.1 Team Work

Team work is often defined as a working collaboratively within a group of
people to work well together and put their best effort in any challenges in order
to achieve a goal. In Mercedes-AMG PETRONAS Formula One Team, the
team insist in giving their full cooperation, using their individual skills and
provide constant constructive feedback towards each other, despite any personal
conflict between individuals. The team of over 800 members are really
committed to achieve company’s mission and vision: “To win every
championship and aspire to become the greatest champions in F1 history”.
Thus, we acquire the team to have good team work environment to bring
excellence and set benchmark in Formula 1 sport.

In MAMGP F1, to have a team work environment is really crucial as we
made and build lots of parts within seconds as the design keep improve for every
30 minutes interval. As for Aerodynamic department, the team are divided into
sub-organization such as Model Shop & Rapid Prototyping, Machine Shop,
Aero Engineering build, Composites, Wind Tunnel and Aero Production &
Planning Office. This sub-organization helped to specialize the employees
based on their capabilities, knowledge and skills to give better performance and
information sharing among themselves. They also worked together to build and
assemble the prototype car and ensure them 100% similar with the design before
being tested inside Wind Tunnel. Other than sub-department, the designers also
being divided into groups such as Fuji, Hungary, Spa and Indy to give their fully
concentration on the same area of car body’s design. For example, Indy team
will focus on chassis design for this season, W10 car. The division of task
allocation based on personal’s skills is really beneficial in the team as it helps
to develop the design and performance as well as prevent any misleading in
communication and delay in car production.

Besides, effective communication also being applied to all employees as
it helps make the team work works. In MAMGP, the team will always make
sure that there are no barriers within the communication. For example, “No
Blame” culture has been used within all team members as it can improve

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