Group Health & Safety. Management System

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Group Health & Safety. Management System"

Transcription

1 Group Health & Safety Management System 2010

2 H ealth and Safety is our first priority. It has been our priority for several years and it will continue to be until it becomes clearly embedded in the culture among everyone who works for, and with, Lafarge. Our focus on Health and Safety is here to stay. The ambition of the Group is to be amongst the safest companies worldwide and to have zero accidents and occupational health illnesses. To achieve this ambition, we must take a structured approach. The Health and Safety Management System (HSMS) explains that approach and provides the tools needed to become world class. The HSMS is an overarching system covering everything we have been doing in Health and Safety - including the Road Map - and it identifies what still needs to be done to reach our ambitions. The implementation of the Lafarge HSMS will help us to get to a new level of performance in Health and Safety through the key concept of continuous improvement. The HSMS is now a full part of our Lafarge Way. Our people, employees and contractors, must share in our commitment to Health and Safety. We will get to where we want to be by involving everyone, not because they are required to, but because we all understand and believe that it is the right thing to do, for ourselves and for the Group. I am grateful to you for your leadership and commitment to the Lafarge values. Bruno Lafont Chairman & CEO

3 Group Health & Safety Management System Purpose The Lafarge Health and Safety Management System (HSMS) promotes a safe and healthy working environment by providing a framework that describes how the organisation consistently identifies and controls its health and safety risks. It reduces the potential for injuries and occupational illnesses, improves overall performance and through the Plan-Do-Check-Act (PDCA) cycle ensures continuous improvement. The HSMS is an overarching framework from which all other H&S initiatives and documents flow. Scope The HSMS is mandatory and applies to all Lafarge businesses and joint ventures when Lafarge is either the majority shareholder or the managing partner. The HSMS applies to all individuals (i.e. employees, contractors, transporters, vendors and visitors), sites, plants, construction projects and offices. Lafarge businesses shall respect all local laws and regulations that are more stringent than the requirements specified in the HSMS. Continuous Improvement Cycle Planning (PLAN) Our planning is critical to the fulfilment of our policies. Effective planning helps us focus our resources on areas of most importance to us. Information gathered at the planning stage informs our processes for training, establishing operational control and the scope of measuring required. Implementation and Operation (DO) Our business units, sites and functional organisations provide resources, capabilities, structures and support mechanisms to deliver the policy objectives and areas identified through planning. Flexibility is required for the system to adapt to the changing demands of our operations. Checking and Assurance (CHECK) Our operations require assurance from the management system through the appropriate day-to-day measurement, monitoring and evaluation of its performance. Correctly implemented, it gives us the agility to identify noncompliance rapidly and take corrective action. Audit and Review (ACT) Our self-assessment and internal audit programs identify corrective actions and these are inputs to the subsequent continuous improvement cycle. Additionally all steps (Plan, Do, Check, Act) are reviewed and improvements to the process implemented I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 3

4 Group Road Map & BU H&S Improvement Plan Findings identified through the implementation of the HSMS which potentially can increase risk across our operations are highlighted and prioritised on the Group Health and Safety road map. Solutions are developed and mandated for implementation by our operations through the BU H&S Improvement Plan which also includes the BU specific issues and concerns. Elements The building blocks of the HSMS are its elements. They are the mandatory components which ensure its robustness and resilience to existing and emerging risks. While some elements are fundamental and strategic and others are more tactical, like the links in a chain, they are all interdependent and key to the effective operation of the HSMS. Each element is supported by other processes and tools, some of which are also mandatory while others provide examples of good practice. When implementing the HSMS business units will customise it by adding extra supporting tools or processes which are focussed on their particular business needs. Health and Safety Management System (HSMS) PLAN DO ELEMENTS OF THE HEALTH AND SAFETY MANAGEMENT SYSTEM ACT CHECK R o a d SOLUTIONS M a p f o r c o n t i n u o u s i m ISSUES p r o v e m t e n PA G E 4 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I

5 Element 1: Ambition, Policy and Rules Our Health and Safety Ambition is defined by the Group Executive Committee. This ambition will be achieved through the Group H&S Policy and Rules. Our Health & Safety Policy articulates senior management s Health & Safety philosophy, commitment and expectations, providing a visible guide for the entire organisation. It is signed and dated by the Group CEO and the highest ranking Lafarge employee managing each unit. The policy is made readily visible and accessible on site, and available to all stakeholders. Lafarge Group Health & Safety Rules set clear expectations from the Group Excom to reach the ambition and implement the policy. These rules apply to everyone and are non-negotiable. The policy and rules are communicated to all individuals within all levels of the workforce. The ambition, policy and rules are reviewed every three years to ensure their ongoing relevance, and reissued as necessary. Element 2: Leadership, Accountability and Organisation Leadership and Accountability Management are responsible for Health and Safety implementation, communication and compliance. Line managers visibly demonstrate their commitment and leadership through, at the very least, the following activities: Set goals, targets, leading KPIs and objectives, and review progress on a regular basis Implement, review and followup Road Map requirements through the BU H&S Improvement Plan Ensure managers, employees and contractors understand Health and Safety standards, advisories, procedures, good practices and expectations Ensure standards, advisories, procedures and activities are implemented Approve the necessary human and financial resources to implement the HSMS Provide direction and coaching to line and functional staffs Hold direct reports (N-1s) accountable for Health and Safety performance Sustain interest and communication in Health and Safety throughout the operation Ensure adequate technical skills are available to the operations Ensure employee participation in the development and implementation of programs and activities Conduct regular one-on-one interactions with their N-1s and field interactions with employees. Implement and maintain high housekeeping standards Managers and employees Health and Safety performance and behaviour are taken into consideration during the yearly appraisal process as well as for career progression. BU/Site H&S Improvement Plan All Lafarge BUs and sites have a Health & Safety Improvement Plan. This collates/assimilates the improvement actions identified from: 1) Gap Analysis associated with Group Standards, Advisories & Good Practices 2) The General Risk Assessment Process including Health Risk Assessment 3) Site Inspections and Audits 4) Fatality Alerts, Key Learnings and Significant Event Reviews 5) Site or BU related Incidents & Occurrences 6) Safety Bulletins (Internal or External) and Near Miss Reports 7) VFL visits and employee suggestions 8) Advice and Guidance from Government Inspection Agencies, either published guidance or as a result of an inspectors visit to the site I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 5

6 The documented Health & Safety Improvement Plan assigns a person to be responsible for completing the improvement action within a pre-determined timescale. BU and Site management keep the Improvement Plan under review, closing out actions as they are completed and adding new actions as they arise. The Health & Safety Improvement Plan is a critical part of the HSMS as it provides clear evidence of the site management's commitment and continual improvement effort. Organisation Each BU clearly defines Health & Safety roles, responsibilities and expectations for everyone in the organisation from BU Manager to employees. The purpose is to ensure the BU H&S efforts are well coordinated and optimized. Further, this contributes in clarifying accountability, training needs and personal performance objectives. Health and Safety functional organisation is defined and implemented throughout the Group down to the site level. This ensures that the line organisation is adequately supported, guided, coached and challenged. Element 3: Consultation and Empowerment To achieve excellence in Health and Safety, Lafarge strongly believes it needs the contribution from all employees. Further, Lafarge recognizes its workforce represents a rich source of knowledge and information with regards to risks in the workplace and the best means to mitigate these risks. Based on this premise, Lafarge is committed to engage all employees in its Health & Safety improvement efforts. Employee participation in Health & Safety activities is encouraged and promoted; such activities include but are not limited to: membership of H&S site committees participating in site inspections and audits conducting peer-to-peer interactions leading toolbox talk discussions within their team making improvement suggestions through local suggestion programs participation in H&S promotional activities (e.g. H&S Month) Participation in such activities is taken into consideration when setting yearly personal objectives and as part of the yearly performance appraisal process. All employees are empowered to stop a task which is deemed unsafe and take the necessary means to correct the situation. Moreover, when confronted with an unsafe work condition, employees are expected to take immediate and personal action to address the condition. At minimum, the person in charge of the area is informed so the situation is mitigated. On the basis of the above commitment, each BU and site defines and implements a process by which employees at all levels of the organisation are involved and active in the site Health & Safety activities and initiatives. PA G E 6 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I

7 Element 4: Risk Management The core of the HSMS is the effective control of risks associated with our processes that can impact on our people and communities who are close to our operations. All tasks are assessed, risks identified and managed. A Group Health and Safety strategy is defined to address significant risks associated with our operations, to underline our holistic approach to risk management and to address effects on health. Scope The risk management process addresses all potential hazards including, but not limited to, the following: Equipment and machinery, e.g. conveyor belts Energy sources, e.g. electrical, hydraulic, mechanical Fall from height Mobile equipment & road transport, e.g. quarry vehicles, lift trucks, transport trucks Physical agents, e.g. noise, vibration, radiation Chemical agents, e.g. silica, heavy metals, exhaust gases Biological agents, e.g. legionella, malaria Ergonomics, e.g. repetitive movements, ageing Process The 5 steps of risk management are: Hazard identification Defining the population at risk Risk analysis, risk rating and risk prioritisation Risk mitigation through the hierarchy of control Monitoring and review This process must be conducted periodically or as soon as there is a change of equipment or a change in operating procedure/process. Tools It is expected that BU s and sites will prioritize, manage and address their overall risks based on a sound risk assessment process. Group standards, advisories and good practices addressing specific risks are developed and mandated for implementation in all operations. These tools are continuously reviewed and new tools added to ensure that all risks are reduced to as low as practicable. At the BU and site levels, tools and initiatives are defined to address local risks (e.g. slips, trips and falls). Implementation Risk assessments are carried out by people competent to perform this task and sufficiently address any potential harm. People who may be impacted by the identified risk are involved in the risk management process and are trained in the consequent safe operating procedures. Risk assessment is a key element of the effective Management of Change I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 7

8 Element 5: Emergency Preparedness Systems, procedures and resources are in place to ensure that in the event of an incident our people, the public, the environment, our assets and our reputation are protected from harm. Plans are in place to effectively manage different emergency scenarios. The essential requirements are: 1. Plans are risk-based and take into account: Hazards inherent to our processes, stored energy and materials External hazards from surrounding industrial processes and material transported by road, rail and sea Geographic location which can potentially expose the site to natural disasters, civil unrest and insurgency Availability, effectiveness and accessibility of external support or partners, e.g. local authorities, medical facilities, other businesses, NGOs. 2. Plans address: The health and safety aspects of any emergency response The response strategies for handling all potential emergencies including medical emergencies The internal organisation, responsibilities and external stakeholders required to manage the different emergency scenarios The business continuity plan in case the emergency escalates into a crisis. 3. A designated authority is identified and is responsible: For ensuring that effective plans are in place and clearly communicated to all stakeholders specially when changes are made For ensuring that competent response teams, internal and external, are established For procuring appropriate equipment and facilities to support the emergency response, and are compatible with external necessary resources, For ensuring that the plans are tested and reviewed regularly to validate and strengthen their robustness and lessons learnt from incidents root cause analysis are incorporated. 4. Communication system is in place to ensure that: There are agreed protocols for information exchange with all stakeholders Relevant personnel receive appropriate media training All stakeholders are aware of how to respond in case of emergency. Element 6: Accident-Incident Reporting and Investigation All incidents and accidents are reported, investigated and learnings shared. Health and Safety incidents and accidents are defined as any unplanned event or condition which results in or has the potential (near miss) to result in injury or illness. The management level of incident or accident review and investigation is conducted according to the actual or potential consequence of the occurrence. Incident investigations are analysed to determine root cause(s) and appropriate corrective action(s), with records of investigations maintained. Processes are in place to ensure timely and effective implementation of corrective actions. Each site has a written procedure outlining the specific requirements for incident or accident reporting and investigation. The Group A/I Reporting & Investigation Standard further defines the reporting and investigation requirements. PA G E 8 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I

9 Element 7: Competent People Employees, managers and contractors are trained to work safely and manage Health and Safety in their area. H&S training is an integral element of each individuals understanding of their job. Initial training includes an orientation to the site, as well as general and job-specific training. Training is also conducted when employees transfer to new jobs or when an operating process changes. Refresher training is performed periodically as required by law, best management practice or as a result of ongoing assessment activities, audits and incidents. Each site has a training plan/procedure detailing Health and Safety training requirements, courses, activities and records at the site. The content of the training takes into account local aspects and legal requirements. Element 8: Communication The aim of communication is to maintain the engagement and motivation of the workforce, as well as ensuring that information is effectively disseminated for an effective decision making process. Lafarge has established a process and organisation for communicating on Health and Safety to all stakeholders. Effective communication is fundamental to engaging with the workforce and external bodies and the key subjects covered include: Policy & Rules, Standards & Advisories, performance, progress towards goals, achievements, incidents, procedures, good & effective practices and Serious Event Reviews. As a minimum the communication framework includes: Clear, established information flow networks and communication channels that allow top-down and bottom-up communication Strong collaboration between the H&S and Communication functions at all levels of the organisation to define and prioritize communication content and methods Line management driven approach with workforce participation in the implementation process H&S awards & rewards as part of Group, Division, Region, BU and site recognition programs Storing of all key H&S information on the Group Intranet (L.O H&S Portal) accessible to all employees as a reference. Creating a dialogue with local communities, industry-related associations, governments and NGOs about H&S via the BU s Stakeholder Relations program. A two-way process to address H&S complaints/concerns of internal as well as external stakeholders I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 9

10 Element 9: Documentation and Record-keeping Systems are designed and implemented for creating, distributing, controlling and managing documents and records prepared in support of Health and Safety requirements. Documents are defined as written standards, procedures, toolboxes, etc. that describe intended actions. Records are defined as written documentation of activities that have taken place such as training records, meeting minutes, etc. The documents and records management systems comply with regulatory requirements on data protection, medical confidentiality and document retention. The record system also enables segmentation and analysis of data, helping to identify patterns and trends. This ensures proactive management of emerging risks. Element 10: Audit and Maturity Path Regular audits are carried out. The audit program evaluates the effectiveness of each operation s implementation of Group requirements such as Standards and Advisories, as well as local programs and procedures. As a minimum, the audit program documents and implements the following: Identification of persons responsible for conducting the audits Checklist and protocols that identify regulatory compliance issues, workplace hazards, unsafe work conditions and behaviours Organisation levels at which audits are performed (Group, Division, BU, Site) and their frequency Training for personnel responsible for conducting audits Audit outcomes reported to appropriate levels of management Means to ensure issues are addressed in a timely manner through effective implementation and follow-up of corrective actions A site/area/bu selfassessment using the HSMS Maturity Path tool is carried out every three years PA G E 1 0 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I

11

12 LAFARGE 61, rue des Belles Feuilles - BP Paris Cedex 16 - France Ph: Fax:

Health and Safety Management Standards

Health and Safety Management Standards Management Standards Curtin University Sept 2011 PAGE LEFT INTENTIONALLY BLANK Management Standards Page 2 of 15 CONTENTS 1. Introduction... 4 1.1 Hierarchy of Documents... 4 2. Management System Model...

More information

The anglo american Safety way. Safety Management System Standards

The anglo american Safety way. Safety Management System Standards The anglo american Safety way Safety Management System Standards 2 The Anglo American Safety Way CONTENTS Introduction 04 Anglo American Safety Framework 05 Safety in anglo american 06 Monitoring and review

More information

CONTENTS MANAGEMENT STANDARDS ANGLO OCCUPATIONAL HEALTH WAY MANAGEMENT SYSTEM STANDARDS INTRODUCTION 1 3 LEGAL AND OTHER REQUIREMENTS 10

CONTENTS MANAGEMENT STANDARDS ANGLO OCCUPATIONAL HEALTH WAY MANAGEMENT SYSTEM STANDARDS INTRODUCTION 1 3 LEGAL AND OTHER REQUIREMENTS 10 Version 1 July 2007 CONTENTS INTRODUCTION 1 3 LEGAL AND OTHER REQUIREMENTS 10 OCCUPATIONAL HEALTH IN ANGLO AMERICAN OUR VISION OUR PRINCIPLES OUR POLICY 2 THE ANGLO OCCUPATIONAL HEALTH FRAMEWORK 3 CORPORATE

More information

Health & Safety. Report 2011/12

Health & Safety. Report 2011/12 Health & Safety Report 2011/12 1 Contents Page 1. Introduction 3 2. Health and safety policy 4 3. Health and safety model 4 4. Performance against 2011/12 objectives 5-8 5. Assurance activities 8 6. Health

More information

CHAPTER 3 - ELEMENTS OF A COMPREHENSIVE SAFETY, HEALTH AND ENVIRONMENTAL MANAGEMENT PROGRAM

CHAPTER 3 - ELEMENTS OF A COMPREHENSIVE SAFETY, HEALTH AND ENVIRONMENTAL MANAGEMENT PROGRAM CHAPTER 3 - ELEMENTS OF A COMPREHENSIVE SAFETY, HEALTH AND ENVIRONMENTAL MANAGEMENT PROGRAM A. INTRODUCTION... 1 B. RESPONSIBILITIES... 1 C. SAFETY PROGRAM ELEMENTS.... 2 D. MANAGEMENT COMMITMENT.... 2

More information

Bowmer. & Kirkland. Kirkland. & Accommodation. Health & Safety Policy.

Bowmer. & Kirkland. Kirkland. & Accommodation. Health & Safety Policy. Bowmer Kirkland & Kirkland & Accommodation Health & Safety Policy December 2013 www.bandk.co.uk Index Policy Statement Page 3 Interaction of Health and Safety Responsibilities Page 5 Organisation Page

More information

Health and Safety Manual

Health and Safety Manual Health and Safety Manual CS-OHS-M-01 Version 2 Effective date: 30 November 2012 Next review date: 01 November 2014 Health and Safety Manual CS-OHS-M-01 FOREWORD The foundation of CS Energy s success as

More information

HEALTH AND SAFETY STRATEGY

HEALTH AND SAFETY STRATEGY HEALTH AND SAFETY STRATEGY 2016-2019 Version: 1.0 Ratified by: Integrated Governance Committee Date ratified: 30 September 2015 Title of originator/author: Title of responsible committee/group: Head of

More information

Safety and Health Recognition Programme 2012

Safety and Health Recognition Programme 2012 Safety and Health Recognition Programme 2012 1 worldsteel safety and health principles Our commitment: The industry is committed to the goal of an injury-free, illness-free and healthy workplace. 1. All

More information

OSPRI HEALTH AND SAFETY STRATEGY TO 2020

OSPRI HEALTH AND SAFETY STRATEGY TO 2020 OSPRI HEALTH AND SAFETY STRATEGY TO 2020 1 OSPRI HEALTH & SAFETY STRATEGY TO 2020 2 OSPRI CONTENTS CONTENTS Background to the Strategy 5 Current Operating Environment: Challenges 6 Current Operating Environment:

More information

SAMPLE SECURITY PLAN

SAMPLE SECURITY PLAN SAMPLE SECURITY PLAN 1.0 Introduction 1.1 Purpose The purpose of this document is to describe the Company s Security Management System. The Company is committed to the safety and security of our employees,

More information

START. Your Safety and Work. A guide to help small- and medium-sized enterprises get started on workplace safety and health

START. Your Safety and Work. A guide to help small- and medium-sized enterprises get started on workplace safety and health START Your Safety and Health @ Work A guide to help small- and medium-sized enterprises get started on workplace safety and health 1 CONTENTS Introduction 3 Quick Check 4 Set up a team 5 Think and plan

More information

CHAS Assessment Standards

CHAS Assessment Standards CHAS Assessment Standards Section 1 - All Prosecutions or Enforcement Notices The Supplier has provided details of any enforcement notices or prosecutions served on them in the last three years by the

More information

ZERO HARM NEW ZEALAND TRANSPORT AGENCY STRATEGIC PLAN

ZERO HARM NEW ZEALAND TRANSPORT AGENCY STRATEGIC PLAN ZERO HARM NEW ZEALAND TRANSPORT AGENCY STRATEGIC PLAN 2014-2020 Introduction The tragic events of Pike River on the 19th November 2010 will forever change the way we as a nation approach and manage health

More information

Brad Whitaker, MSPH, CSP HSE Director BOS Solutions

Brad Whitaker, MSPH, CSP HSE Director BOS Solutions HSE Management Systems What they are, how they work, and how to implement or improve your HSE Management System to successfully manage HSE in your organization Brad Whitaker, MSPH, CSP HSE Director BOS

More information

PABIAC STRATEGIC OBJECTIVE 2: SAFETY MANAGEMENT SYSTEMS. A self assessment tool for SMEs.

PABIAC STRATEGIC OBJECTIVE 2: SAFETY MANAGEMENT SYSTEMS. A self assessment tool for SMEs. PABIAC STRATEGIC OBJECTIVE 2: SAFETY MANAGEMENT SYSTEMS. A self assessment tool for SMEs. Over the period April 2008 to March 2011 all employers should demonstrate a continuously improving health and safety

More information

Work Health and Safety

Work Health and Safety Policy Health and Safety Endorsed: 23 August 2016 Brief description The GPC Health and Safety Policy and its supporting standards and procedures provide a framework to protect the health and safety of

More information

Contractor Management and Purchasing

Contractor Management and Purchasing company workers at risk. Contractors play a significant role in safety and health management at facilities whether there are contract miners or contractors performing project work. They often face very

More information

Verify Category A Audit Content

Verify Category A Audit Content Verify Category A Audit Content V10.0 Achilles Group Limited, 2014. All rights reserved. Objective The objective of this document is to provide suppliers who have registered for a Verify Category A (V10.0)

More information

Occupational Curriculum:

Occupational Curriculum: Occupational Curriculum: 226302-001 Practitioner: Occupational Health and Safety Curriculum Scope Learning Programmes Knowledge Subjects Practical Skills Modules Work Experience Modules Learning Curriculum

More information

NHSLA Risk Management Standards for NHS Trusts Providing Community Services 2011/12

NHSLA Risk Management Standards for NHS Trusts Providing Community Services 2011/12 NHSLA Risk Management Standards for NHS Trusts Providing Community Services 2011/12 Milton Keynes Primary Care Trust Provider of Community and Mental Health Services Level 1 May 2011 Contents Page 1: Executive

More information

Abu Dhabi Occupational Safety and Health System Framework (OSHAD-SF) Manual

Abu Dhabi Occupational Safety and Health System Framework (OSHAD-SF) Manual Abu Dhabi Occupational Safety and Health System Framework () Manual Version 3.1 March 2017 Table of Contents Acknowledgments... 4 1. Leadership, Commitment and Strategic Objectives... 5 1.1 Commitment

More information

The position reports to the Human Resources Manager and works closely with other HR Team members.

The position reports to the Human Resources Manager and works closely with other HR Team members. Title: Human Resources Business Partner (HRBP) Position type: Full time Classification: non-eba Position purpose: Work in partnership with the business to provide specialist coaching, support and influence

More information

Health and safety objectives.

Health and safety objectives. 2016-17 Health and safety objectives. Martin Baggs message. My commitment to the health, safety and wellbeing of our people is unwavering. This commitment is reflected across all teams within the business,

More information

Everyone's Responsibilities

Everyone's Responsibilities Everyone's Responsibilities Health and Safety is everyone's responsibility and we all need to be aware of what our obligations are as laid out in the Health, Safety and Risk Management Policy. This document

More information

Occupational Health, Safety & Environmental Manager

Occupational Health, Safety & Environmental Manager AFAP NZ Position Description Occupational Health, Safety & Environmental Manager Position Title: Southern Occupational Health, Safety & Environmental (OHSE) Manager Job Family Group: Occupational Health

More information

Quality, Health, Safety & Environment Manual

Quality, Health, Safety & Environment Manual Page 1 of 14 DOCUMENT RELEASE AUTHORIZATION Prepared, Reviewed and Issued by: Management Representative: ( ) Approved by: Chairman and Managing Director ( ) Issued as: CONTROLLED COPY / UNCONTROLLED COPY

More information

Health, Safety and Environmental Management Systems Audit Report

Health, Safety and Environmental Management Systems Audit Report Health, Safety and Environmental Management Systems Audit Report SMART Group of Companies Jaunuary 2016 Page 1 of 18 1.0 Executive Summary A review of SMART Technical Services workplace health and safety

More information

Gap analysis for transition from OHSAS to ISO Clauses of ISO Clauses of OHSAS Evidence required

Gap analysis for transition from OHSAS to ISO Clauses of ISO Clauses of OHSAS Evidence required 4 Context of the organisation 4.1 Understanding your organization and its context New requirement! Have the OH&S-related internal and external factors and conditions been identified that could affect,

More information

SMS Elements Veriforce, LLC. All rights reserved.

SMS Elements Veriforce, LLC. All rights reserved. 1. Leadership and Management Commitment 2. Stakeholder Engagement 3. Risk Management 4. Operational Controls 5. Incident Investigation, Evaluation, and Lessons Learned 6. Safety Assurance 7. Management

More information

WELLBEING STRATEGY. Looking after our people. Recruiting our people. Leading our people. Diversity in our people

WELLBEING STRATEGY. Looking after our people. Recruiting our people. Leading our people. Diversity in our people WELLBEING STRATEGY Recruiting our people Leading our people Looking after our people Diversity in our people Our commitment to you Andy Marsh Chief Constable Avon & Somerset Constabulary We can provide

More information

Evaluation of Occupational Health & Safety Management System

Evaluation of Occupational Health & Safety Management System Section 1 Legal Obligation Employers have a duty of care to provide a safe workplace and systems of work, to consult with workers, to identify and manage workplace hazards and to keep them informed about

More information

Occupational Health and Safety Management Manual v2.2

Occupational Health and Safety Management Manual v2.2 Occupational Health and Safety Management Manual v2.2 Written: February 2013 Author: David Seymour, Director of Operations Co Author: Mathew Sprake, Operations Manager Approved: Board of Directors 1. Introduction

More information

Management Manual of the Muhr und Bender Group

Management Manual of the Muhr und Bender Group Management Manual of the Muhr und Bender Group Property of Mubea - Copyright Page 1 of 14 Foreword from the management Mubea Management Manual Our story starts in the year 1916 it all begins with a spring.

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting

CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability

More information

Gender Parity Strategy

Gender Parity Strategy Gender Parity Strategy 25 January 2018 Table of Contents Introduction... 2 1 UNOPS is Committed to Gender Parity... 3 1.1 The Case for Gender Parity and Inclusiveness... 3 2 UNOPS CONTEXT... 4 2.1 Gender

More information

Business Principles. Business Principles

Business Principles. Business Principles Business Principles Business Principles 1 1.1. Introduction As one of Europe s leading independent oil and gas companies, Cairn Energy PLC ( Cairn or the Company ) aims to discover, develop and deliver

More information

OH&S MANAGEMENT SYSTEM CHECKLIST - AS 4801:2001 (STATUS A = Acceptable; N = Not Acceptable; N/A = Not Applicable)

OH&S MANAGEMENT SYSTEM CHECKLIST - AS 4801:2001 (STATUS A = Acceptable; N = Not Acceptable; N/A = Not Applicable) OH&S MANAGEMENT SYSTEM CHECKLIST - AS 4801:2001 (STATUS A = Acceptable; N = Not Acceptable; N/A = Not Applicable) 4.1 General Requirements 4.2 OHS policy Has the organisation an established and maintained

More information

Asset Management Policy

Asset Management Policy Asset Management Policy January 2018 Introduction Our Asset Management Policy was last published in 2014. It is being updated to reflect our commitment to regularly review and improve all of our Asset

More information

Business Framework Change How You Manage Safety

Business Framework Change How You Manage Safety Business Framework Change How You Manage Safety December 1, 2017 Joseph Muratore Mark Drozdov Today s Speakers Joseph Muratore Commercial Director BSI USA & Canada Mark Drozdov BSI CES SVP & Technical

More information

Health and safety. Strategy and action plan 2016/17. Safety first. Health and safety strategy and action plan 2016/17 (04/16) (V1)

Health and safety. Strategy and action plan 2016/17. Safety first. Health and safety strategy and action plan 2016/17 (04/16) (V1) Health and safety Strategy and action plan 2016/17 Safety first Date: 27 June 2016 Version number: v1 Owner: David Jukes Approval route: NHSBSA Leadership Team Approval status: Approved 1. Introduction

More information

Five Star Occupational Health and Safety Audit Specification August 2017

Five Star Occupational Health and Safety Audit Specification August 2017 Five Star Occupational Health and Safety Audit Specification August 2017 Membership Training Qualifications Audit and Consultancy Policy and Opinion Awards Contents Page 1 Introduction to the Five Star

More information

Work Health and Safety Management Systems and Auditing Guidelines

Work Health and Safety Management Systems and Auditing Guidelines Work Health and Safety Management Systems and Auditing Guidelines 5th edition, September 2013 (Updated May 2014) Work Health and Safety Management Systems and Auditing Guidelines These Guidelines are a

More information

Five Star Occupational Health and Safety Audit Specification August 2016

Five Star Occupational Health and Safety Audit Specification August 2016 Five Star Occupational Health and Safety Audit Specification August 2016 Membership Training Qualifications Audit and Consultancy Policy and Opinion Awards Contents Page 1 Introduction to the Five Star

More information

1.2 Company Affiliate leadership formally commits to uphold workplace standards and to integrate them into company business practices.

1.2 Company Affiliate leadership formally commits to uphold workplace standards and to integrate them into company business practices. Brands and licensees that join the FLA commit to the following ten Principles of Fair Labor & Responsible Sourcing 1, and agree to uphold the FLA Workplace Code of Conduct. Below, each of the ten principles

More information

JOB DESCRIPTION. Ambulance Operations Manager. EMS Area Manager

JOB DESCRIPTION. Ambulance Operations Manager. EMS Area Manager JOB DESCRIPTION TITLE: REPORTS TO: KEY RELATIONSHIPS Ambulance Operations Manager EMS Area Manager EMS Area Manager Senior Management Team Locality Managers Clinical Team Leaders NEPTS managers and staff

More information

RESPONSIBLE CARE MANAGEMENT SYSTEM TECHNICAL SPECIFICATION

RESPONSIBLE CARE MANAGEMENT SYSTEM TECHNICAL SPECIFICATION American Chemistry Council RCMS : 2008 TITLE: RESPONSIBLE CARE MANAGEMENT SYSTEM TECHNICAL SPECIFICATION Document Number: Issue Date: February 29, 2008 RESPONSIBLE CARE MANAGEMENT SYSTEM TECHNICAL SPECIFICATION

More information

Managing Safely Online Course User Guide

Managing Safely Online Course User Guide Managing Safely Online Course User Guide 3.0 Contents Introduction 3 Module 1: Introducing Managing Safely 4 Module 2: Risk Assessment 5 Module Objectives 5 Module 3: Risk Control 6 Module Objectives 6

More information

Position Description

Position Description Position Description Position Title Commercial Specialist Division Commercial Division Group Services Group Location Wellington Reports To Divisional Manager, Commercial Date Created/ Updated August 2017

More information

EHS Management Systems

EHS Management Systems EHS Management Systems Note: This document is an excerpt from Pfizer s Global EHS Management System manual and is intended to provide an overview of the manual itself. Overview: Pfizer s Environment, Health

More information

Occupational Curriculum:

Occupational Curriculum: Occupational Curriculum: 226302-001 Practitioner: Occupational Health and Safety Contents SECTION 1: Curriculum Overview SECTION 2: Learning Specifications o Knowledge Subjects o Practical Skills Modules

More information

California Resources Corporation. Health, Safety & Environmental Management System

California Resources Corporation. Health, Safety & Environmental Management System California Resources Corporation Health, Safety & Environmental Management System Mission of CRC s HSE Management System The mission of California Resources Corporation s (CRC s) Health, Safety and Environmental

More information

Behavior-Based Safety Programs. Christina Kulakowski May 15, 2017

Behavior-Based Safety Programs. Christina Kulakowski May 15, 2017 Behavior-Based Safety Programs Christina Kulakowski May 15, 2017 Risk Risk is inherent in everything we do. Risk never goes away. How do we get employees to make decisions and behave in ways to reduce

More information

DMT QHSE. Short Description of the DMT QHSE Management System

DMT QHSE. Short Description of the DMT QHSE Management System DMT QHSE Short Description of the DMT QHSE Management System DMT QHSE POLICY DMT management is committed to doing the utmost to protect its personnel and the environment in which we live and work. The

More information

INTEGRITY MANAGEMENT CONTINUOUS IMPROVEMENT. Foundation for an Effective Safety Culture

INTEGRITY MANAGEMENT CONTINUOUS IMPROVEMENT. Foundation for an Effective Safety Culture INTEGRITY MANAGEMENT CONTINUOUS IMPROVEMENT Foundation for an Effective Safety Culture June 2011 Foundation for an Effective Safety Culture describes the key elements of organizational culture and business

More information

AUTORITATEA AERONAUTICĂ CIVILĂ ROMÂNĂ

AUTORITATEA AERONAUTICĂ CIVILĂ ROMÂNĂ PIAC CPN Anexa 60. ORA-I-SMS Organisation: Operator de date cu caracter personal înregistrat la ANSPDCP cu nr. 20425 AUDIT SMS Approval Signature: Position: Print Name: Date of signing: SMS Manual Revision:

More information

Working Draft 2, OHSAS Occupational health and safety management systems - Guidelines for the implementation of OHSAS 18001:2007

Working Draft 2, OHSAS Occupational health and safety management systems - Guidelines for the implementation of OHSAS 18001:2007 Working Draft 2, 2008 OHSAS 18002 Occupational health and safety management systems - Guidelines for the implementation of OHSAS 18001:2007 OHSAS 18002, Working Draft 2, 2008 Contents Acknowledgement...iv

More information

HEALTH AND WELLBEING STRATEGY

HEALTH AND WELLBEING STRATEGY HEALTH AND WELLBEING STRATEGY Health & Wellbeing Strategy Page: 1 of 17 Page 1 of 17 Recommended by Approved by Executive Management Team Trust Board Approval Date 23 September 2010 Version Number 1.0

More information

General Manager Māori Health

General Manager Māori Health Date: 20 June 2016 Job Title : General Manager Department : Location : Waitematā DHB (WDHB) and Auckland DHB (ADHB) Reporting To : CEO Waitematā DHB (lead) and CEO Auckland DHB Direct Reports : team Functional

More information

ASSET MANAGEMENT SERVICES

ASSET MANAGEMENT SERVICES ASSET MANAGEMENT SERVICES Petrofac Engineering & Production Services 02 ASSET MANAGEMENT SERVICES ASSET MANAGEMENT SERVICES 03 Introducing Petrofac Asset Management Services Petrofac is an international

More information

APAC Project Manager Ko Awatea

APAC Project Manager Ko Awatea POSITION DESCRIPTION APAC Project Manager Ko Awatea Date Reviewed: February 2016 Position Holder's Name: Position Holder's Signature:... Manager / Supervisor's Name: Manager / Supervisor's Signature: Date:

More information

Health and Safety at Work Strategy

Health and Safety at Work Strategy Health and Safety at Work Strategy 2018-2028 CONSULTATION April 2018 Minister s foreword Healthy and safe work is a key priority for the Government. We are determined to improve New Zealand s record in

More information

Risk Management: Panacea or Snake Oil. If Risk Mgt is so effective why do Major Accident Events still happen?

Risk Management: Panacea or Snake Oil. If Risk Mgt is so effective why do Major Accident Events still happen? Risk Management: Panacea or Snake Oil If Risk Mgt is so effective why do Major Accident Events still happen? AGENDA Risk Mgt Introduction Why Manage Risk What is Risk How is Risk Managed Major Accident

More information

Highways England People Strategy

Highways England People Strategy Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all

More information

General Manager Finance. Purpose of the Finance & Corporate Service Team. Position Purpose. Key Accountabilities

General Manager Finance. Purpose of the Finance & Corporate Service Team. Position Purpose. Key Accountabilities General Manager Finance Reports To: Number of Direct Reports: Ca 3-4 Delegation of Financial Authority: Chief Executive Purpose of the Finance & Corporate Service Team "[Insert Delegation Information here]"

More information

Level 3 NVQ Certificate in Occupational Health and Safety

Level 3 NVQ Certificate in Occupational Health and Safety Level 3 NVQ Certificate in Occupational Health and Safety Qualification Specification ProQual 2014 Contents Page Introduction 3 The Qualifications and Credit Framework (QCF) 3 Qualification profile 4 Rules

More information

BEHAVIOUR ON SAFE SITES

BEHAVIOUR ON SAFE SITES Page: 1 of 8 P932 (a) Introduction: Black & Veatch has set a target of achieving ZERO incidents and injuries across all of its business operations. At B&V, we believe that zero incidents and injuries are

More information

COSCCOMO01 - SQA Unit Code FM74 04 Maintain health, safety and welfare systems in construction contracting operations management

COSCCOMO01 - SQA Unit Code FM74 04 Maintain health, safety and welfare systems in construction contracting operations management Maintain health, safety and welfare systems in construction contracting Overview This unit is about health, safety and welfare policy and its implementation within an organisation. It is applies to construction

More information

Community & Client Services. Health & Regulatory Services

Community & Client Services. Health & Regulatory Services Position Title: Team Leader Environmental Health Level: Salaried 6 Department: Program: Position Numbers: Community & Client Services Health & Regulatory Services HRS011 Position Objective Contribute to

More information

Safety Committees: The heart of your organizations safety efforts

Safety Committees: The heart of your organizations safety efforts Safety Committees: The heart of your organizations safety efforts Building Your Facility Safety Committee In today s economy resources are stretched to the limit and many employees must wear multiple hats.

More information

SENIOR INTERNAL AUDITOR

SENIOR INTERNAL AUDITOR SENIOR INTERNAL AUDITOR BRANCH/UNIT TEAM LOCATION Governance, Legal and Risk Audit Optional CLASSIFICATION/GRADE/BAND TAFE Worker Level 7 POSITION NO. TBA ANZSCO CODE 221214 PCAT CODE TBA TAFE Website

More information

Opportunities for Improvements in Safety and Health Management Systems for Coal Mines - An Auditor's Perspective

Opportunities for Improvements in Safety and Health Management Systems for Coal Mines - An Auditor's Perspective University of Wollongong Research Online Coal Operators' Conference Faculty of Engineering and Information Sciences 2009 Opportunities for Improvements in Safety and Health Management Systems for Coal

More information

Information Governance Strategic Management Framework

Information Governance Strategic Management Framework Information Governance Strategic Management Framework 2016-2018 Susan Meakin Information Governance Manager June 2016 Information Governance DOCUMENT CONTROL: Version: 2 Ratified by: Health Informatics

More information

Everything You Need To Train You And Your Staff

Everything You Need To Train You And Your Staff Everything You Need To Train You And Your Staff 1 Risk comes from not knowing what you re doing. - Warren Buffett Contents Employment 4 Introduction 6 Our Courses 15 Our Trainers Health & Safety 16 18

More information

COSCCOMO01 (SQA Unit Code - HA32 04) Maintain health, safety and welfare systems in construction contracting operations management

COSCCOMO01 (SQA Unit Code - HA32 04) Maintain health, safety and welfare systems in construction contracting operations management Overview This unit is about health, safety and welfare policy and its implementation within an organisation. It is applies to construction sites, including public areas (e.g. buildings, roads, motorways,

More information

Health, Safety and Welfare Policy

Health, Safety and Welfare Policy Health, Safety and Welfare Policy Contents Introduction Our objectives Health and Safety Policy Statement Health and safety organogram Responsibilities for health, safety and welfare 2 3 4 5 6 13 Arrangements

More information

Contractor Selection & Management Guideline Rev01. Revision 00. April 2011

Contractor Selection & Management Guideline Rev01. Revision 00. April 2011 Contractor Selection and Management Guideline Revision 00 April 2011 Document Details and Issue Record Rev No. Details Date Author 00 Draft 10/04/2011 CJMD Checked Text Calcs Approved Document Reference:

More information

East Riding of Yorkshire Council Corporate Health and Safety Policy

East Riding of Yorkshire Council Corporate Health and Safety Policy East Riding of Yorkshire Council Corporate Health and Safety Policy Lead Directorate and Service: Corporate Resources - Human Resources, Safety Services Effective Date: June 2016 Date Due for Review: June

More information

NOT PROTECTIVELY MARKED BUSINESS CONTINUITY. Head of Protective Services Specialist Operations. Business Continuity Manager

NOT PROTECTIVELY MARKED BUSINESS CONTINUITY. Head of Protective Services Specialist Operations. Business Continuity Manager POLICY BUSINESS CONTINUITY Policy owners Policy holder Author Head of Services Specialist Operations Contingency Planning Business Continuity Manager Policy No. 132 Approved by Legal Services Policy owner

More information

Information Technology Practitioner/Professional NVQ Levels 4 and 5. Candidate logbook Core and option units Scheme 4324

Information Technology Practitioner/Professional NVQ Levels 4 and 5. Candidate logbook Core and option units Scheme 4324 Information Technology Practitioner/Professional NVQ Levels 4 and 5 Candidate logbook Core and option units Scheme 4324 Publications and enquiries Publications Sales City & Guilds 1 Giltspur Street London

More information

April 2017 Latest update. ISO/DIS Understanding the new international standard for occupational health & safety

April 2017 Latest update. ISO/DIS Understanding the new international standard for occupational health & safety April 2017 Latest update ISO/DIS 45001.2 Understanding the new international standard for occupational health & safety ISO/DIS 45001.2 - Understanding the new international standard for occupational health

More information

CODE HEALTH AND SAFETY COMMITTEE. Student Safety: A Guide for Supervisory Officers, Principals and Vice-Principals

CODE HEALTH AND SAFETY COMMITTEE. Student Safety: A Guide for Supervisory Officers, Principals and Vice-Principals CODE HEALTH AND SAFETY COMMITTEE Student Safety: A Guide for Supervisory Officers, Principals and Vice-Principals June 2013 About this guide Developed by a team of educators and health and safety professionals

More information

SOLUTION BRIEF EU GENERAL DATA PROTECTION REGULATION COMPLIANCE WITH RSA ARCHER

SOLUTION BRIEF EU GENERAL DATA PROTECTION REGULATION COMPLIANCE WITH RSA ARCHER EU GENERAL DATA PROTECTION REGULATION COMPLIANCE WITH RSA ARCHER ARRIVAL OF GDPR IN 2018 The European Union (EU) General Data Protection Regulation (GDPR), which takes effect in 2018, will bring changes

More information

COMMUNICATIONS STRATEGY

COMMUNICATIONS STRATEGY COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).

More information

Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624)

Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624) Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624) Version: 1.0 (March 2017) Version 1.0 (March 2017) Level 7 NVQ Diploma in Strategic Management

More information

Hazard Recognition and Assessment

Hazard Recognition and Assessment Hazard Recognition and Assessment WHAT ARE HAZARDS? A hazard is a practice, behavior, condition or situation, or a combination of these, that can cause injury or illness in people, or damage to property.

More information

219 Make sure your own actions reduce risks to health and safety

219 Make sure your own actions reduce risks to health and safety 219 Make sure your own actions reduce risks to health and safety QCF Reference Number R/501/0874 Level: 2 Credit Value: 5 Learning outcomes The learner will: 1. Identify the hazards and evaluate the risks

More information

Level 5 NVQ Diploma in Management and Leadership Complete

Level 5 NVQ Diploma in Management and Leadership Complete Learner Achievement Portfolio Level 5 NVQ Diploma in Management and Leadership Complete Qualification Accreditation Number: 601/3550/5 Version AIQ004461 Active IQ wishes to emphasise that whilst every

More information

Occupational Health and Safety. Improvement Standard

Occupational Health and Safety. Improvement Standard Premier s Department New South Wales Occupational Health and Safety Improvement Standard A tool for measuring OHS performance within NSW Government Agencies OHS IMPROVEMENT STANDARD NSW GOVERNMENT - REVIEW

More information

Level 3 Diploma in Management. Qualification Specification

Level 3 Diploma in Management. Qualification Specification Qualification Specification ProQual 2017 Contents Page Introduction 3 Qualification profile 3 Qualification structure 4 Centre requirements 6 Support for candidates 6 Assessment 7 Internal quality assurance

More information

Code of Corporate Governance

Code of Corporate Governance Code of Corporate Governance 1 FOREWORD From the Chairman of the General Purposes Committee I am pleased to endorse this Code of Corporate Governance, which sets out the commitment of Cambridgeshire County

More information

Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities

Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Accountable to: All employed staff working within the 3 CCGs Within the 3 CCGs the Chief Officer

More information

An Overview of the AWS Cloud Adoption Framework

An Overview of the AWS Cloud Adoption Framework An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes

More information

COMPETENCE & COMMITMENT STATEMENTS

COMPETENCE & COMMITMENT STATEMENTS COMPETENCE & COMMITMENT STATEMENTS The Institution for Rail Infrastructure Engineers A Permanent Way Engineer is one who supports and promotes the advancement of the design, construction and maintenance

More information

Facilities Controller Job Description

Facilities Controller Job Description Job Title: Employer: Location: Responsible to: Responsible for: Facilities Controller Torus 62 Ltd St Helens and Warrington Compliance & Assurance Manager (Facilities and Energy) Operation and coordination

More information

LEVEL 3 HEALTH & SAFETY IN THE WORKPLACE

LEVEL 3 HEALTH & SAFETY IN THE WORKPLACE LEVEL 3 HEALTH & SAFETY IN THE WORKPLACE COURSE CONTENT OVERVIEW 0333 006 7000 www.highspeedtraining.co.uk This Level 3 Health and Safety in the Workplace course is designed to help employers, managers

More information

Hazard Recognition and Assessment

Hazard Recognition and Assessment Hazard Recognition and Assessment WHAT ARE HAZARDS? A hazard is a practice, behavior, condition or situation, or a combination of these, that can cause injury or illness in people, or damage to property.

More information

case keeping study our employees safe

case keeping study our employees safe case keeping study our employees safe Capital Drilling (Capital) have an uncompromising commitment to the occupational health and safety of our employees and others where we work. Our HSEQ objective is

More information

Workplace Violence. Workplace Violence. Work Safe: Preventing Injuries and Workplace Violence. Gene R. La Suer Davis Brown Law Firm

Workplace Violence. Workplace Violence. Work Safe: Preventing Injuries and Workplace Violence. Gene R. La Suer Davis Brown Law Firm Work Safe: Preventing Injuries and Gene R. La Suer Davis Brown Law Firm What is workplace violence? Workplace violence is any act or threat of physical violence, harassment, intimidation, or other threatening

More information

H5PL 04 (SCDLMCS A1) Manage and Develop Yourself and Your Workforce Within Care Services

H5PL 04 (SCDLMCS A1) Manage and Develop Yourself and Your Workforce Within Care Services H5PL 04 (SCDLMCS A1) Manage and Develop Yourself and Your Workforce Within Care Services Overview This Unit is for leaders and managers of care services. It is about managing and developing yourself and

More information