NEBOSH International Diploma in Occupational Health & Safety Unit IA INTERNATIONAL MANAGEMENT OF HEALTH AND SAFETY

Size: px
Start display at page:

Download "NEBOSH International Diploma in Occupational Health & Safety Unit IA INTERNATIONAL MANAGEMENT OF HEALTH AND SAFETY"

Transcription

1 NEBOSH International Diploma in Occupational Health & Safety Unit IA INTERNATIONAL MANAGEMENT OF HEALTH AND SAFETY element IA5: ORGANISATIONAL FACTORS Sample material (Material correct at 1/11/2011) RRC Training St George s Road London SW19 4DS United Kingdom T +44 (0) F +44 (0) info@rrc.co.uk Skype ID rrctraining

2 Types of Organisations Key Information Most organisations have both a formal and an informal structure. The systems approach to management views the organisation as an integrated complex of interdependent parts which interact among themselves and within their environment. The structure of an organisation is determined by its general activities, size, location, business interests, customer base and the way in which its personnel are configured. Formal and Informal Organisation General Perspective Jargon Buster Organisation An organisation is a group of persons who interact with each other in an effort to attain certain predetermined goals or objectives. At a very basic level, the employee goes to work to earn money. The earning of money, then, is a specific goal common to everyone in that particular organisation. There will be many other shared goals and objectives. There will also be many goals which are not shared, which lead to conflict, and which, ultimately, may have a bearing on the success or failure of the organisation. A work organisation, then, is an organisation which has been established for a specific purpose and within which work is carried out on a regular basis by paid employees. Examples of such are: businesses, hospitals, educational institutions, government departments, etc. Formal and Informal Structures All organisations have a formal and informal structure. Within each organisation there is a formal allocation of work roles and the administrative procedures necessary to control and integrate work activities. However, you will also be aware, from your own work experience, of an informal arrangement or power structure within your company which is based on the behaviour of workers - how they behave towards each other and how they react to management instructions. The foreman or supervisor will have specific instructions from management aimed at achieving certain goals or production targets. In many cases, he often adjusts those instructions in accordance with his personal relationships with individual, or groups of, workers. This takes us some way towards being able to make a distinction between formal and informal organisations. There is a blurring at the edges between the two - a cross-over point where the distinction between the formal and informal at the actual point of action becomes obscured and is the subject of a great deal of sociological argument and discussion. For our purposes, it is sufficient to describe or explain them in the following way. Formal Organisational Structure Most organisations describe their structure in the form of an organogram. This shows the reporting relationships from the chief executive, president or managing director of the company down to the staff carrying out the most basic tasks. The following figure illustrates a typical formal structure for a small company. In an organisation, all employees should be aiming at the same goal Unit IA Element IA5 5-4 RRC Training

3 SALES MANAGER SALES STAFF PRODUCTION DIRECTOR PRODUCTION EMPLOYEES In theory, every person within the structure has a well-defined role with clear lines of reporting and clear instructions as to standards of performance. These roles will be clearly understood by others in the organisation so that everyone acts together to achieve the organisational objectives. Informal Organisational Structure An organisational chart cannot identify all the interactions which occur between staff. Invariably, it will be the quality of personal relationships which determines how communications flow within a company and how things get done. In most organisations, the formal structure represents the model for interaction, but in reality the informal relationship is of considerable importance in understanding how organisations work. The informal structure cannot replace the formal structure, but works within it. It can influence relationships and effectiveness in both positive and negative ways. An understanding of it is an invaluable aid to good management. Take another look at the Formal Structure (see the figure above) and then compare it with the Informal Structure (see the figure that follows). Look at the superimposed informal structure shown by the dotted lines. DIRECTOR Formal Structure QUALITY MANAGER FINANCE DIRECTOR ACCOUNTS STAFF RRC Training Unit IA Element IA5 5-5

4 SALES MANAGER SALES STAFF PLAY GOLF TOGETHER PRODUCTION DIRECTOR PRODUCTION EMPLOYEES DIRECTOR WENT TO SAME SCHOOL An awareness of these informal relationships would obviously influence how communications are made. The effective manager will use such knowledge to break down resistance to new measures (including health and safety). A simple way of making a distinction between formal and informal organisation structure is: Formal - represented by the company organisation chart, the distribution of legitimate authority, written management rules and procedures, job descriptions, etc. Informal - represented by individual and group behaviour. QUALITY MANAGER MEMBERS OF COMPANY SOCCER TEAM Informal Structure BROTHERS-IN-LAW AT UNIVERSITY TOGETHER FINANCE DIRECTOR ACCOUNTS STAFF Concept of the Organisation as a System Jargon Buster Definition of a System There are a number of definitions of a system. A simple but useful one is: A system is a regularly interacting or interdependent group of items forming a united whole. This is one of several definitions which can be applied to systems. At this point, it is sufficient for you to know what a system is. The systems approach to management is, basically, a way of thinking in which the organisation is viewed as an integrated complex of interdependent parts which are capable of sensitive and accurate interaction among themselves and within their environment. Unit IA Element IA5 5-6 RRC Training

5 Characteristics of Systems The following are common characteristics of systems: Every system is part of a still larger system and, itself, encompasses many subsystems ( circles within circles ). Every system has a specific purpose to which all its parts are designed to contribute. A system is complex - any change in one variable will effect change in others. Equilibrium: a system strives to maintain balance between the various pressures affecting it, internal and external. Of course, some systems experience more pressures to change than others, giving rise to stable and unstable systems. Initial reaction to pressure is often what is called dynamic conservatism - the organisation fights like mad to stay just as it is! However, sooner or later homeostasis takes place activities which serve to stabilise and vitalise the organisation as a whole in an evolving state of dynamic equilibrium. Open and Closed Systems One systems concept commonly used is the distinction between open and closed systems. Closed Systems A closed (or impervious ) system is one in which there is no interaction between any part of the system and the external environment. You will realise that, nowadays, in the organisational sense, such a situation does not arise - the concept is used purely for debating reasons. An example where a relatively closed system is possible is in general engineering, where the system monitors its own behaviour through a feedback loop, as shown in the following figure. INPUT ERROR Element IA5: Organisational Factors SYSTEM FEEDBACK OUTPUT This type of system is incorporated into classic control systems for industrial processes. Feedback Loop RRC Training Unit IA Element IA5 5-7

6 Open Systems The vast majority of organisations are open-loop, rather than closed-loop, systems. This is shown in the following figure. The inputs and outputs can be materials, knowledge and ideas, or even people (as in the education system). The employees who carry out the processing within the systems are, themselves, drawn from outside, and so they are influenced at work by environmental factors. The organisation must, therefore, deal with the demands and constraints imposed by the environment on raw materials, money and consumer preferences, and it must also deal with the expectations, values and norms of the people who must operate the work organisation. INPUTS ENVIRONMENT Three major characteristics of open systems are: They receive inputs of energy from their environment. They convert these inputs into outputs. They discharge their outputs into their environment. The Organisation as an Open System In relation to an organisation, the inputs include people, materials, information and finance. These inputs are organised and activated so as to convert human skills and raw materials into products, services and other outputs which are discharged into the environment, as shown in the following figure. People, information, finance, materials, etc. CONVERSION Open System ENVIRONMENT Production and marketing activities. Planning, organising and control. Research and development, etc. OUTPUTS ENVIRONMENT Products, services, ideas, waste, etc. INPUTS CONVERSION Open System Organisation OUTPUTS Unit IA Element IA5 5-8 RRC Training

7 The open system concept, in relation to the study of organisations, carries with it some optimism for the likelihood of change and the introduction of new ideas and behaviour into the organisation. As well as having this important facility of importing new energy and ideas from its environment, the open system provides for adaptation to take place which, some would argue, is one of the crucial factors in the survival of any organisation. Organisational Structures and Functions The structure of an organisation is determined by its general activities - its size, location, business interests, customer base, etc. It is also determined by the way in which its personnel are configured. Organisation Charts and the Role of Management Manage Jargon Buster The Oxford Dictionary defines to manage as to organise, regulate and be in charge of a business. Management It describes management as those engaged in these functions. The organisational pyramid mentioned earlier (Formal Structure) is probably the principal model for most organisations with management at its apex and the workforce at its base. The total management structure can be represented as a pyramid but within it each separate department has its own pyramid with its own power structure and departmental goals. With its own head, senior, middle and junior members of staff, each departmental pyramid has to be climbed by the aspiring, career-minded employee. If the organisation is very large then considerable problems involving communication, efficiency, effectiveness, etc. will be encountered. Management will lead through issued instructions, policies and procedures, and supervision to ensure that these are being adhered to. There is normally a line of responsibility with different functions at each level. Line Management A typical line management function in a factory is represented by the following figure: Works Director Works Manager Foreman Chargehand Shop-Floor Operative A Typical Line Management Function From this you can see a direct line of authority from the works director to the shop-floor operative. Staff Relationship The managing director s secretary reports to the managing director (MD) and carries out his/her instructions by passing on his/her wishes to other directors and senior heads of department, but there is no line relationship between the secretary and those departments. There is no instruction from the secretary as her/his authority stems from the MD. A health and safety consultant reporting directly to an MD is not in a position to instruct heads of departments to carry out health and safety policies or instructions. Again, his/ her authority stems from the MD and, in practice, he/ she would advise heads of department of any changes in policy agreed with and authorised by the MD. Functional Relationship In many larger organisations, certain members of staff have a company-wide remit to carry out activities across the board. Human resources departments often implement company appraisal plans which affect every department; internal auditors visit every department to carry out their work; and quality control inspectors and health and safety managers have a company-wide role in order to inspect and check procedures. In such circumstances, any defects discovered would normally be dealt with by reporting them to the departmental head rather than dealing directly with any individual members of the department. The various hierarchies and line, staff and functional relationships can create huge problems for any organisation. Office politics and protocols often obstruct communication, which is one of the keys to efficient management. RRC Training Unit IA Element IA5 5-9

8 Revision Question 3. What is the difference between a formal and informal organisational structure? 4. List some inputs and outputs of an organisation. (Suggested Answers are at the end of Unit IA.) Unit IA Element IA RRC Training

9 Organisations and Health and Safety Management Key Information Management of health and safety is no less important than the management of production, purchasing, sales or human resources. Organising for health and safety involves establishing responsibilities and relationships which promote a positive health and safety culture to include control, co-operation, communication and competence. The potential for conflict exists between organisational goals and those of the individual. In setting and achieving health and safety targets, the organisation should consider the needs of the individual. The Role of an Organisation in the Development of a Positive Health and Safety Culture The management of health and safety is a function of management no less important than the management of production, purchasing, sales, human resources, etc. In Element IA1 we identified the key typical components of a range of health and safety management systems. These are: management commitment, policy, organising, planning and implementing, performance review, audit and continual improvement. Anyone familiar with management training will recognise these concepts as tried and true standards for the effective management of any activity, department or organisation and they apply in full measure to the management of health and safety. According to the UK HSE: Organising for health and safety involves establishing responsibilities and relationships which promote a positive health and safety culture and secure the implementation and continued development of the health and safety policy. So, key to implementing your health and safety policy is creating and maintaining a culture that motivates members of staff (so that they are committed), involves members of staff and effectively controls all risks. This is usually referred to as a positive safety culture. In order to achieve these ends, the organisation must concentrate on the four Cs: Control. Co-operation. Communication. Competence. RRC Training Unit IA Element IA5 5-11

10 ORGANISATION CONTROL COMMUNICATION PREMISES (PLACE OF WORK) The 4Cs help embed doing things safely within the culture of the organisation. Control In order to achieve control it is necessary to secure the commitment of all employees - managers and shopfloor alike - to clear and well-defined health and safety objectives. These objectives will be set out in the policy, and managers will be empowered to take responsibility for controlling the working environment with the cooperation of all employees. This serves to encourage the development of a safety culture which is based on enlightenment and self-awareness with rules as a fall back measure in the event of slippage from accepted safety cultural norms. If we take a typical manufacturing organisation as an example, we can see that good health and safety management can be divided into three stages where control needs to be exercised: Input. Work processes. Output. PEOPLE PROCEDURES JOB The Four Cs PLANT & SUBSTANCES CO-OPERATION COMPETENCE At each stage it is necessary to have in place agreed and acceptable standards of performance for: hazard identification; risk assessment; risk control; and implementation and maintenance of control measures. Stage One - Control of Input Standards of performance to be applied to: Design and selection of premises. Design and selection of plant and substances. Plant and substances used by others. Acquisition and purchasing. Human resources. Information. Stage Two - Control of Work Activities Standards of performance to be applied to: Risk assessment. Safe working methods. Work instructions. Personal protective equipment. Accident prevention procedures. Unit IA Element IA RRC Training

11 Stage Three - Control of Output Standards of performance to be applied to: Products and services. By-products of work activities. Information for external use. Co-Operation Co-operation is achieved through: Health and safety committees and other consultative arrangements. The preparation and circulation of safety committee minutes and action points. The holding of problem-solving meetings. Communication Communication is achieved through: The collection of information from external sources. The involvement of senior management in consultative arrangements. The involvement of senior management in accident, ill-health and incident investigation. The involvement of senior management in planning, monitoring, auditing and reviewing performance. Discussion of health and safety matters at management meetings. Providing systems for the cascading of information. Instituting toolbox talks. Provision of documentation of policy statements, organisation statements, performance standards, rules and procedures. Use of posters, bulletins, in-house newspapers and other similar publications. Preparation and dissemination of information to outside organisations and individuals. Competence Competence of employees is achieved through: Recruitment and placement procedures. Provision of information, instruction and training. Availability of competent cover for staff absences. General health promotion and health monitoring/ surveillance. Topic Focus Organisations should aim to achieve success in managing health and safety by maintaining a culture which motivates and involves all members of staff and effectively controls all risks. The main factors in this strategy are: Control by managers who lead by example. Clear allocation of responsibilities for: Policy formulation and development. Planning and review of health and safety activities. Implementation of plans. Reporting on performance. Allocation of health and safety responsibilities to line managers with access to specialist advisers. Allocation of health and safety responsibilities to competent persons who are given time and resources to carry out those responsibilities. Ensuring accountability of persons allocated health and safety responsibilities. Setting those persons realistic targets and providing positive reinforcement. Providing adequate supervision, instruction and guidance. Providing a payment and reward system which avoids conflict between production targets and health and safety requirements. Encouraging co-operation among employees and safety representatives by involving them in: Policy formulation and development. Planning, implementing, measuring, auditing and reviewing performance. Arrangements at operational level in support of more formal participative measures. Ensuring effective communication by means of: Visible behaviour. Written material. Face-to-face discussion. Ensuring competence by means of: Recruitment. Selection. Placement. Transfer and training. Provision of adequate specialist advice. RRC Training Unit IA Element IA5 5-13

12 Organisational Goals and Those of the Individual: Potential Conflict Goal Jargon Buster In this context, a goal can be defined as an object of effort or ambition. In order to be successful and progress, both an organisation and individuals have to have goals. For the organisation, the goal may be an aspiration to be the best in their field or to be the largest or to be renowned for outstanding quality. Clearly for the organisation to achieve these goals then the employees need to have their own goals and objectives to work towards the organisational goal. However, the individual may have other goals which may or may not impact on the organisation. For example, an individual may aspire to be promoted which would probably mean that the individual will work very hard to achieve their goals/ objectives within the organisation as this should help them to achieve their own personal goal of promotion. Another individual, however, may aspire to work less hours or have more time with their family. This may impact on their willingness to put in extra hours which may be required for the organisation to achieve their goal. Integration of Goals of the Organisation with the Needs of the Individual In setting and achieving health and safety targets, the organisation should consider the needs of the individual. Where health and safety tasks are delegated, at all levels from senior managers to shop-floor workers, the individual(s) given the responsibility for those tasks should be clearly identified and stated. This gives ownership to the individual concerned, and is an important factor in getting the individual to buy in to the organisation s goals. Many organisations give responsibility without the relevant authority to carry out the tasks. This can be a mistake as, without authority, the individual can feel frustrated at being unable to carry out the tasks. This, in turn, leads to a feeling of futility and results in tasks being done poorly or not at all. Where authority is given to enable the individual to carry out tasks, this can result in an increase in self-esteem and increases the possibility of the tasks being performed well. It is important that the limits of responsibility and authority are clearly defined so that individuals know the extent of what they can and cannot do. With responsibility comes accountability, and this must be made clear to all individuals given health and safety responsibilities. One important issue when giving responsibility is to ensure that the individual is capable of accepting it. Revision Questions 5. List the seven key typical components of successful health and safety management systems. 6. What are the key elements of organising for safety? (Suggested Answers are at the end of Unit IA.) Unit IA Element IA RRC Training

NEBOSH National General Certificate

NEBOSH National General Certificate NEBOSH National General Certificate UNIT NGC1 Management of Health and Safety Sample Trainer Pack RRC Trainer Packs are designed to aid delivery of face-to-face, or classroom-taught, courses by tutors

More information

JOB PROFILE. Specialist Capabilities Programme - Capability Manager (Forensic Collision Investigation).

JOB PROFILE. Specialist Capabilities Programme - Capability Manager (Forensic Collision Investigation). JOB PROFILE POST TITLE: GRADE: DIRECTORATE: RESPONSIBLE TO: RESPONSIBLE FOR: LOCATION: JOB PURPOSE: Specialist Capabilities Programme - Capability Manager (Forensic Collision Investigation). I Chief Officers

More information

Leadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave

Leadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave Leadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave 2010 1 There is marked difference in the orientation between management and leadership.

More information

Element IA1: Principles of Health and Safety Management

Element IA1: Principles of Health and Safety Management Element IA1: Principles of Health and Safety Management 1. Give a definition for hazard and risk. A hazard has been defined as: BS8800 BS8800 defines a hazard as - A source or a situation with a potential

More information

Code of Governance for Community Housing Cymru s Members (a consultation)

Code of Governance for Community Housing Cymru s Members (a consultation) Code of Governance for Community Housing Cymru s Members (a consultation) March 2018 Code of Governance for Community Housing Cymru s Members (a consultation) March 2018 About the Code Good governance

More information

HEALTH & SAFETY POLICY STATEMENT OF INTENT (HSP001 V1.6)

HEALTH & SAFETY POLICY STATEMENT OF INTENT (HSP001 V1.6) HEALTH & SAFETY POLICY STATEMENT OF INTENT (HSP001 V1.6) COVERAGE This policy covers all of the Group organisations LINKS TO OTHER ACCORD GROUP POLICIES HSF 078 H&S Document Reference Register CUSTOMER

More information

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role: Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring

More information

NEBOSH National Diploma

NEBOSH National Diploma NEBOSH National Diploma UNIT A Managing Health and Safety Sample Trainer Pack RRC Trainer Packs are designed to aid delivery of face-to-face, or classroom-taught, courses by tutors approved by the relevant

More information

Head of Kent & Essex Estate Main purpose of the role: management of the joint Essex Status:

Head of Kent & Essex Estate Main purpose of the role: management of the joint Essex Status: Job title: Head of Kent & Essex Estate Main purpose of the role: Services Grade: SPS 9 Lead and direct the strategic Role code: E40835 management of the joint Essex Status: Police Staff Police & Kent Police

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

JOB SITE FOREMAN - SAFETY RESPONSIBILITIES

JOB SITE FOREMAN - SAFETY RESPONSIBILITIES - Have Makyle Electric Inc. 8/20/2012-8/26/2012 RISK CONTROL SERVICES FROM CNA talks toolbox JOB SITE FOREMAN - SAFETY RESPONSIBILITIES INTRODUCTION The key to success in any construction loss prevention

More information

Bolton Council Health and Safety Policy. Reviewed: Aut 2018 Agreed (FGB): Aut 2018 Next Review Due: Jan 2021

Bolton Council Health and Safety Policy. Reviewed: Aut 2018 Agreed (FGB): Aut 2018 Next Review Due: Jan 2021 Bolton Council Health and Safety Policy Reviewed: Aut 2018 Agreed (FGB): Aut 2018 Next Review Due: Jan 2021 CONTENTS Page No s 1. H&S Policy Statement 2. Responsibilities - Organisation structure 3. Meeting

More information

List of Professional and National Occupational Standards for Youth Work

List of Professional and National Occupational Standards for Youth Work List of Professional and National Occupational Standards for Youth Work 1.1.1 Enable young people to use their learning to enhance their future development 1.1.2 Enable young people to work effectively

More information

The Science Museum Group Health & Safety Policy

The Science Museum Group Health & Safety Policy The Science Museum Group Health & Safety Policy The SMG Health & Safety Policy is structured for the common good of the SMG organisation, which strives for excellence and ongoing improvement in Health

More information

Board Charter. Page. Contents

Board Charter. Page. Contents 1 Board Charter Contents Page 1. Introduction 2 2. Role and Objectives 2 3. Board Composition 2 4. Duties and Responsibilities 3 5. The Chairman 5 6. The Managing Director 6 7. Individual Directors 6 8.

More information

What are the common and unique Public Service competencies?

What are the common and unique Public Service competencies? ISBN 0-478-24459-2 June 2004 HR Framework: Building capability for public service What are the common and unique Public Service competencies? Competencies are defined as knowledge, skills, attributes and

More information

LEICESTERSHIRE COUNTY COUNCIL HEALTH, SAFETY & WELLBEING POLICY. July 2011 To be reviewed: July 2014

LEICESTERSHIRE COUNTY COUNCIL HEALTH, SAFETY & WELLBEING POLICY. July 2011 To be reviewed: July 2014 LEICESTERSHIRE COUNTY COUNCIL HEALTH, SAFETY & WELLBEING POLICY July 2011 To be reviewed: July 2014 Policy Prepared By: Colin Jones CMIOSH Corporate Health, Safety and Wellbeing Manager 1 CONTENTS 1. INTRODUCTION

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

Community Housing Cymru s Code of Governance

Community Housing Cymru s Code of Governance Community Housing Cymru s Code of Governance chcymru.org.uk About the Code Good governance is fundamental to the success of all organisations. An organisation is best placed to achieve its ambitions and

More information

Bolton Council Health and Safety Policy

Bolton Council Health and Safety Policy Bolton Council Health and Safety Policy April 2013 CONTENTS Page No s 1. H&S Policy Statement 2. Responsibilities - Organisation structure 3. Meeting policy objectives - Arrangements 4. Guidance Documents

More information

HEALTH AND SAFETY POLICY

HEALTH AND SAFETY POLICY HEALTH AND SAFETY POLICY April 2018 NERC H&S Policy Page 1 of 8 April 2018 Part 1: Statement of Intent Natural Environment Research Centre (NERC) UKRI through the NERC Executive Chair, management and staff

More information

Policing Professional Framework Personal qualities

Policing Professional Framework Personal qualities Policing Professional Framework Personal qualities Executive (ACPO / Force Command Team) Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests.

More information

The Corndel Leadership and Management Diploma: Unit 1. Leading and Managing a Team

The Corndel Leadership and Management Diploma: Unit 1. Leading and Managing a Team The Corndel Leadership and Management Diploma: Unit 1 Leading and Managing a Team 2017 Corndel Limited. All rights reserved. 2 The Corndel Leadership And Management Diploma: Unit 1 Table of contents Chapter

More information

Role Profile. Senior Project Support Officer. Second Step. 9 Brunswick Square BS2 8PE

Role Profile. Senior Project Support Officer. Second Step. 9 Brunswick Square BS2 8PE Role Profile Senior Project Support Officer Second Step 9 Brunswick Square BS2 8PE 1.0 JOB DESCRIPTION This job description does not describe a comprehensive list of duties, rather a broader range of accountabilities

More information

Putting our behaviours into practice

Putting our behaviours into practice Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation

More information

ILM Level 5 NVQ Diploma in Management and Leadership (QCF) 601/3254/1

ILM Level 5 NVQ Diploma in Management and Leadership (QCF) 601/3254/1 ILM Level 5 NVQ Diploma in Management and Leadership (QCF) 601/3254/1 Contents Page Qualification Overview: ILM Level 5 NVQ Diploma in Management 3 and Leadership Mandatory Units Group A Specifications

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

POLICY DOCUMENT. Contracts Management Policy (Version 3.0) BM>SMC>Board

POLICY DOCUMENT. Contracts Management Policy (Version 3.0) BM>SMC>Board POLICY DOCUMENT Contracts Management Policy 2018 (Version 3.0) BM>SMC>Board Policy Review Schedule Date first Approved: Last Approved by the Board: January 2017 Date of Next Review: January 2018 Policy

More information

LEADER. Develop remarkable leaders who deliver amazing results

LEADER. Develop remarkable leaders who deliver amazing results LEADER Develop remarkable leaders who deliver amazing results LEADER Develop remarkable leaders who deliver amazing results by Antoinette Oglethorpe the leader system 3 Here s the bottom line: companies

More information

Risk Assessment Policy

Risk Assessment Policy Risk Assessment Policy 1. Introduction Risk assessment is a pivotal concept in health and safety risk management. However, it is often seen as a bureaucratic or a complex process. Neither is true. Risk

More information

Role Profile. Senior Support Worker. Second Step

Role Profile. Senior Support Worker. Second Step Second Step 9 Brunswick Square Bristol BS2 8PE May 2015 1. JOB DESCRIPTION The job description does not describe a comprehensive list of duties, rather a broader range of accountabilities and performance

More information

DEAF DIRECT: Performance Management Policy: April Performance Management Policy

DEAF DIRECT: Performance Management Policy: April Performance Management Policy Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance

More information

Employee engagement. Chartered Institute of Internal Auditors

Employee engagement. Chartered Institute of Internal Auditors 26 October 2017 Employee engagement Chartered Institute of Internal Auditors This is an introduction to some of the principles and ideas surrounding employee engagement to help you plan a review. What

More information

QUALITY MANAGEMENT ORGANIZATION STRUCTURE

QUALITY MANAGEMENT ORGANIZATION STRUCTURE Quality Management Organization Structure Page 1 of 14 3.1 Purpose QUALITY MANAGEMENT ORGANIZATION STRUCTURE This chapter provides the organization structure and job responsibilities of key management

More information

CDM 2007 Are you ready? The Construction (Design and Management) Regulations 2007 An introduction to the new regulations

CDM 2007 Are you ready? The Construction (Design and Management) Regulations 2007 An introduction to the new regulations CDM 2007 Are you ready? The Construction (Design and Management) Regulations 2007 An introduction to the new regulations The Construction (Design and Management) Regulations 2007 Coming into force on the

More information

HEALTH & SAFETY POLICY

HEALTH & SAFETY POLICY 1. Policy Statement CONTENTS 1. Policy Statement 2. Responsibilities 3. In Practice 3.1 Risk Assessments 3.2 COSHH 3.3 PPE 3.4 Safety Training 3.5 Accident Procedure 3.6 Emergency Procedure 3.7 Site Audits

More information

In carrying out the responsibilities and powers set out in this Charter, the Board of Digital CC Limited (Company):

In carrying out the responsibilities and powers set out in this Charter, the Board of Digital CC Limited (Company): 1 PREAMBLE An effective Board is one that facilitates the effective discharge of the duties imposed by law on the Directors and adds value in a way that is appropriate to the Company. The Board is ultimately

More information

SCDLMCA1 Manage and develop yourself and your workforce within care services

SCDLMCA1 Manage and develop yourself and your workforce within care services Manage and develop yourself and your workforce within care services Overview This standard identifies the requirements when taking responsibility for your own and others continuing professional development.

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

Job title: Category Manager (Exit) Main purpose of the role:

Job title: Category Manager (Exit) Main purpose of the role: Job title: Category Manager (Exit) Main purpose of the role: Grade: Role code: Status: Home Office code: Main responsibilities: Grade F SFA122 Police Staff Organisational Support Direct the strategic management

More information

SCDLMCE5 Develop operational plans and manage resources to meet current and future demands on the provision of care services

SCDLMCE5 Develop operational plans and manage resources to meet current and future demands on the provision of care services Develop operational plans and manage resources to meet current and future demands on the provision of care services Overview This standard identifies the requirements when developing operational plans

More information

Combined Health and Safety Policy

Combined Health and Safety Policy Combined Health and Safety Policy Clerk of the House Clerk of the Parliaments HS1 (v1.3) May 2017 Page 1 of 13 Document History and Publication Issue Issue Date Description Approved by 1 01 July 2014 New

More information

Moving and Handling Policy

Moving and Handling Policy Moving and Handling Policy Ratified Governance and Risk Committee Status Approved Issued August 2014 Approved By Governance and Risk Committee Consultation Governance and Risk Committee Equality

More information

SCDLMCD3 Lead and manage inter-professional teams

SCDLMCD3 Lead and manage inter-professional teams Overview This standard identifies the requirements associated with leading and managing inter-professional teams. It includes establishing governance arrangements and protocols that provide clarity about

More information

Solihull Metropolitan Borough Council. Corporate Health and Safety Policy For Core Council Staff. September 2015

Solihull Metropolitan Borough Council. Corporate Health and Safety Policy For Core Council Staff. September 2015 Solihull Metropolitan Borough Council Corporate Health and Safety Policy For Core Council Staff Version Control: September 2015 Version Date Author Sent to Reason 1.1 June 2015 Steve Dean ( Health and

More information

Pay Equity: Training and Awareness Raising

Pay Equity: Training and Awareness Raising Pay Equity: Training and Awareness Raising This paper is the fifth of eight features for EI s campaign Pay Equity Now. Please feel free to contribute to EI s campaign Pay Equity Now by sending your opinions,

More information

Pure Innovations Limited

Pure Innovations Limited Pure Innovations Limited Inspection date 13 December 2007 Inspection number 317193 Inspection report: Pure Innovations Ltd, 13 December 2007 Contents Background information... 3 Inspection judgements...

More information

Health and Safety Policy Statement

Health and Safety Policy Statement Statement is committed to a programme of continual improvement in OH&S management and performance to all employees, contractors/subcontractors, visitors and anyone else who may be exposed to the Company

More information

How to fill the Survey Form

How to fill the Survey Form Survey for WSH Culture Assessment (Managers) How to fill the Survey Form 1) Use blue or black pen. 2) Shade the box completely. 3) Shade only one answer for each question. 4) Cross out to cancel your selection.

More information

POLYTECHNIC OF NAMIBIA

POLYTECHNIC OF NAMIBIA POLYTECHNIC OF NAMIBIA CENTRE FOR OPEN AND LIFELONG LEARNING OFFICE MANAGEMENT & TECHNOLOGY ADMINISTRATIVE MANAGEMENT B (ADM720S) FEEDBACK LETTER NO. 1 FOR SECOND SEMESTER 2015 COMPILED BY: DDJ FREDERICKS

More information

IoD Code of Practice for Directors

IoD Code of Practice for Directors The Four Pillars of Governance Best Practice Institute of Directors in New Zealand (Inc). IoD Code of Practice for Directors This Code provides guidance to directors to assist them in carrying out their

More information

LADY MANNERS SCHOOL CAREER, EMPLOYABILITY AND ENTERPRISE POLICY

LADY MANNERS SCHOOL CAREER, EMPLOYABILITY AND ENTERPRISE POLICY LADY MANNERS SCHOOL CAREER, EMPLOYABILITY AND ENTERPRISE POLICY Final - Governors 17 November 2016 AIMS STATEMENT At Lady Manners School we strive to attain the highest standards in our work, have respect

More information

Health, Safety and Wellbeing Policy

Health, Safety and Wellbeing Policy Health, Safety and Wellbeing Policy An overview of how Staffordshire County Council delivers its commitment to the health, safety and wellbeing of employees and stakeholders Staffordshire County Council

More information

WHSE POL 1 WORK HEALTH, SAFETY & ENVIRONMENT MANAGEMENT POLICY

WHSE POL 1 WORK HEALTH, SAFETY & ENVIRONMENT MANAGEMENT POLICY Issue Number: 5 Prepared by (author): Greg McDonald, Group Manager WHSE Authorised by: Chen Wei Ng, Managing Director Date of release: 01 January 2014 Date of review 01 December 2015 WHSE POL 1 WORK HEALTH,

More information

SCDLMCB7 Lead and manage group living provision within care services

SCDLMCB7 Lead and manage group living provision within care services Lead and manage group living provision within care services Overview This standard identifies the requirements associated with leading and managing group living provision, it includes developing the physical

More information

شركة التقنية الصناعية للخدمات النفطية INDUSTRIAL TECHNOLOGY OIL SERVICES

شركة التقنية الصناعية للخدمات النفطية INDUSTRIAL TECHNOLOGY OIL SERVICES Document Title QHSE Manual Originator: Muftah Elaherish Sig/Date: Reviewed by: Ibrahim Banun Sig/Date: Approved by: Salah El Fandi Sig/Date: Revision History Rev. Date Rev. no. Details of Change (note:

More information

SFJ EFSM15 Develop teams and individuals to enhance work based performance

SFJ EFSM15 Develop teams and individuals to enhance work based performance Develop teams and individuals to enhance work based performance Overview This standard is about developing your team's skills and knowledge to ensure the best possible results at work. It covers identifying

More information

The Ten Principles are set out in three groups, each group addressing a fundamental objective, as follows:

The Ten Principles are set out in three groups, each group addressing a fundamental objective, as follows: Corporate Governance THE QUOTED COMPANIES ALLIANCE CORPORATE GOVERNANCE CODE The Company s shares are listed on the Alternative Investment Market (AIM) of the London Stock Exchange. As an AIM-listed company,

More information

Safety Committee Best Practices

Safety Committee Best Practices Safety Committee Best Practices www.alterisus.com PURPOSE An effective Safety Committee has many functions in a business or other organization: To initiate and maintain awareness of safety issues among

More information

Health and Safety Management Profile (HASMAP)

Health and Safety Management Profile (HASMAP) Health and Safety Management Profile (HASMAP) Contents Introduction 02 HASMAP overview 03 Getting started 04 Indicator summaries A Leadership 07 B Planning for emergencies 15 C Health and safety arrangements

More information

TSB BANKING GROUP PLC (THE COMPANY ) BOARD REMUNERATION COMMITTEE TERMS OF REFERENCE

TSB BANKING GROUP PLC (THE COMPANY ) BOARD REMUNERATION COMMITTEE TERMS OF REFERENCE TSB BANKING GROUP PLC (THE COMPANY ) BOARD REMUNERATION COMMITTEE TERMS OF REFERENCE 1. Purpose: 1.1 The Board of Directors of the Company (the Board ) has established a Remuneration Committee (the Committee

More information

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

Addressing mental health in the workplace: A guide for employers

Addressing mental health in the workplace: A guide for employers Addressing mental health in the workplace: A guide for employers Cycle Against Suicide. Table of Contents Introduction... 2 Why is Mental Health Important for A Successful Business?... 3 Establishing a

More information

Charity Governance Code. Checklist for small charities UNW LLP

Charity Governance Code. Checklist for small charities UNW LLP Charity Governance Code UNW LLP Procedures in place Action required Organisational purpose: the board is clear about the charity s aims and ensures that these are being delivered effectively and sustainably

More information

APPENDIX 1 DRAFT REVIEW AGAINST THE CODE OF CORPORATE GOVERNANCE

APPENDIX 1 DRAFT REVIEW AGAINST THE CODE OF CORPORATE GOVERNANCE APPENDIX 1 DRAFT REVIEW AGAINST THE CODE OF CORPORATE GOVERNANCE 2016-17 Introduction The main principle underpinning the development of the new Delivering Good Governance in Local Government: Framework

More information

Overview COSCSMO14. Manage project processes in construction management. Manage project processes in construction management

Overview COSCSMO14. Manage project processes in construction management. Manage project processes in construction management Overview This standard is about preparing a strategy for the project using the most appropriate team. The needs of the stakeholders will need to be identified along with the requirements of the brief and

More information

HEALTH & SAFETY POLICY

HEALTH & SAFETY POLICY Inspiring Learning Health and Safety Policy Issued: 27/04/16 v.2.2 Ref: H&S-POL-001 HEALTH & SAFETY POLICY Contents: Page No: Statement of Intent 2 Policy Objectives 3 General Arrangements 4 Organisation

More information

BIIAB Unit Pack. BIIAB Level 5 Diploma in Management and Leadership (QCF) 601/6773/7

BIIAB Unit Pack. BIIAB Level 5 Diploma in Management and Leadership (QCF) 601/6773/7 BIIAB Unit Pack BIIAB Diploma in Management and Leadership (QCF) 601/6773/7 Version 1 BIIAB September 2015 www.biiab.org Contents ML84 R/506/2070 Principles of Management & Leadership ML85 K/506/3659 Strategic

More information

Hearts AND. Minds. Improving Supervision. Please note this is a preview copy. If you would like printed copies please complete the on-line order form.

Hearts AND. Minds. Improving Supervision. Please note this is a preview copy. If you would like printed copies please complete the on-line order form. 1.0 Introduction 1.1 Aim of this brochure This brochure gives supervisors in the field tools to solve typical supervisory problems and on-the-job training tips to improve their skills. It helps both the

More information

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL BEHAVIOR 1 1 topic. Organizational basis of behaviour Concept of organisational behaviour (OB). OB definition, purpose, scope, relation with other sciences. OB historical origins. OB theory

More information

CFAM&LDB4 - SQA Unit Code HA9V 04 Manage people s performance at work

CFAM&LDB4 - SQA Unit Code HA9V 04 Manage people s performance at work Overview This standard is about managing people s performance to ensure the objectives of your area of responsibility are achieved. This standard is relevant to managers and leaders who are responsible

More information

Organizational Behaviour

Organizational Behaviour Bachelor of Commerce Programme Organizational Behaviour Introduction The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as a private higher education

More information

JOB DESCRIPTION & PERSON SPECIFICATION Assistant Head Teacher March 2017 GRADE: L11-15

JOB DESCRIPTION & PERSON SPECIFICATION Assistant Head Teacher March 2017 GRADE: L11-15 GRADE: L11-15 ACCOUNTABLE TO: RESPONSIBLE FOR: Head Teacher Standards and student progress within a specified centre. To contribute towards the strategic direction and development of WSAPC. MAIN PURPOSE

More information

HEALTH AND SAFETY POLICY AND PROCEDURES

HEALTH AND SAFETY POLICY AND PROCEDURES HEALTH AND SAFETY POLICY AND PROCEDURES Relevant Legislation The Health and Safety At Work Act 1974 The Management of Health and Safety At Work Regulations 1999(as amended) All associated Health and Safety

More information

SCDLMCE1 Lead and manage effective communication systems and practice

SCDLMCE1 Lead and manage effective communication systems and practice Lead and manage effective communication systems and practice Overview This standard identifies the requirements when leading and managing effective systems and practice for communication in settings where

More information

Qualification Specification 601/3688/1 icq Level 3 Diploma in Management (RQF)

Qualification Specification 601/3688/1 icq Level 3 Diploma in Management (RQF) Qualification Specification 601/3688/1 icq Level 3 Diploma in Management (RQF) Qualification Details Title : icq Level 3 Diploma in Management (RQF) Awarding Organisation : ican Qualifications Limited

More information

Element IA3: Measuring and Reviewing Health and Safety Performance

Element IA3: Measuring and Reviewing Health and Safety Performance Element IA3: Measuring and Reviewing Health and Safety Performance 1. Outline two of the main objectives that should be included in a health and safety policy statement. Health and safety policy statements

More information

Compliance - Governance - Analytics. Training Manager

Compliance - Governance - Analytics. Training Manager Training Manager Every company requires competent employees, capable of carrying out the functions assigned to them, and competencies result from the teaching of vocational or practical skills and knowledge.

More information

NEBOSH International Technical Certificate in Oil & Gas Operational Safety

NEBOSH International Technical Certificate in Oil & Gas Operational Safety NEBOSH International Technical Certificate in Oil & Gas Operational Safety UNIT IOG Management of International Oil & Gas Safety Operational Safety Sample Trainer Pack RRC Trainer Packs are designed to

More information

IB Business Management Human Resource Management 2.4 Motivation Summary Notes

IB Business Management Human Resource Management 2.4 Motivation Summary Notes www.businessmanagementib.com PAYMENT OR FINANCIAL REWARD SYSTEMS HOURLY WAGE RATE An hourly wage rate or time rate is set for the job perhaps by comparing with other firms or similar jobs. The wage level

More information

Corporate Governance Statement

Corporate Governance Statement Sunland Group Limited Shareholders information 30 June 2018 Corporate Governance Statement This statement reports against the 3rd edition of the ASX Corporate Governance Council Principles and Recommendations

More information

Construction Safety Audit Scoring System (ConSASS) Audit Checklist

Construction Safety Audit Scoring System (ConSASS) Audit Checklist I 1.1 1 OSH Policy The occupier's management with executive or site responsibility shall define and document its policy for safety including objectives for its commitment to safety. (CP79 - Section 1.2)

More information

Job Description. Operations Manager. Scheduled Care. Band 8A. Centre Manager. Centre Manager

Job Description. Operations Manager. Scheduled Care. Band 8A. Centre Manager. Centre Manager Job Description Job Title: Clinical Group Base Band: Reports To: Accountable To: Key Working Relationships: Operations Manager Scheduled Care The Shrewsbury and Telford Hospital NHS Trust Band 8A Centre

More information

3.1 River Learning Trust Health and Safety Management System Manual

3.1 River Learning Trust Health and Safety Management System Manual HEALTH AND SAFETY MANAGEMENT HEALTH AND SAFETY MANUAL 1 AMENDMENT RECORD Date November 2015 Amendment First Issue 2 DEFINITIONS/ABBREVIATIONS Document Trust Manual Plan Procedure Instruction Guidance Note

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

JOB DESCRIPTION AND PERSON SPECIFICATION. Assistant Programme Officer (Education) Health and Education Unit. Y (Young Professionals Programme)

JOB DESCRIPTION AND PERSON SPECIFICATION. Assistant Programme Officer (Education) Health and Education Unit. Y (Young Professionals Programme) JOB DESCRIPTION AND PERSON SPECIFICATION Job Title: Division: Job Grade: Assistant Programme Officer (Education) Health and Education Unit Y (Young Professionals Programme) Reports to: Location: Head of

More information

Phoenix Energy Holdings Gas Ltd Health & Safety Policy

Phoenix Energy Holdings Gas Ltd Health & Safety Policy Phoenix Energy Holdings Gas Ltd Health & Safety Policy July 2017 Phoenix Energy Holdings Ltd Health & Safety Policy July 2017 Contents 1.0 Introduction 2.0 Purpose 3.0 Scope 4.0 References 5.0 Definitions

More information

Fig.1. Project Organization Chart.

Fig.1. Project Organization Chart. THE PROJECT ORGANIZATION STRUCTURE A project organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that fosters

More information

BOARD CHARTER TOURISM HOLDINGS LIMITED

BOARD CHARTER TOURISM HOLDINGS LIMITED BOARD CHARTER TOURISM HOLDINGS LIMITED INDEX Tourism Holdings Limited ( thl ) - Board Charter 2 1. Governance at thl 2 2. Role of the Board 3 3. Structure of the Board 4 4. Matters Relating to Directors

More information

at work Health and safety p o l i c y d o c u m e n t

at work Health and safety p o l i c y d o c u m e n t Employees & visitors Safety Champion Supporting teams Roles & responsibilities Health and safety at work p o l i c y d o c u m e n t The Health and Safety at Work Policy provides a framework to ensure

More information

Ch.10 Organization for Logistics.

Ch.10 Organization for Logistics. Part 1 : System Management. Ch.10 Organization for Logistics. Edited by Dr. Seung Hyun Lee (Ph.D., CPL) IEMS Research Center, E-mail : lkangsan@iems.co.kr Organization for Logistics. [Blanchard, pp405-430]

More information

WORKPLACE SKILLS (WPS)

WORKPLACE SKILLS (WPS) WORKPLACE SKILLS (WPS) A Singapore Workforce Skills Qualifications Programme While there are always job-specific skills that employers are looking for, most will also wish their employees to have essential

More information

The following is a description of the type of work that our Company undertakes:

The following is a description of the type of work that our Company undertakes: Health & Safety Introduction K9 Patrol is committed to providing a workplace that is healthy and safe for our employees and anyone who interacts with us e.g. customers and members of the public. Conformance

More information

1 July Guideline for Municipal Competency Levels: Head of Supply Chain and Supply Chain Senior Managers

1 July Guideline for Municipal Competency Levels: Head of Supply Chain and Supply Chain Senior Managers 1 July 2007 Guideline for Municipal Competency Levels: Head of Supply Chain and Supply Chain Senior Managers Municipal Regulations on Minimum Competency Levels issued in terms of the Local Government:

More information

CHC08 Community Services Training Package Version 4 CHCORG614C. Manage a community sector organisation SAMPLE. Learner guide.

CHC08 Community Services Training Package Version 4 CHCORG614C. Manage a community sector organisation SAMPLE. Learner guide. CHC08 Community Services Training Package Version 4 CHCORG614C Manage a community sector organisation Learner guide Version 2 Training and Education Support Industry Skills Unit Meadowbank Product Code:

More information

The Community Housing Group Ltd. Governance Framework

The Community Housing Group Ltd. Governance Framework The Community Housing Group Ltd Governance Framework Definitions Foreword Section 1 Section 2 Principle A Principle B Principle C Principle D Principle E Principle F Principle G Principle H Compliance

More information

CHRISTIAN AID GLOBAL COMPETENCY MODEL

CHRISTIAN AID GLOBAL COMPETENCY MODEL CHRISTIAN AID GLOBAL COMPETENCY MODEL Christian Aid s global competency model describes the main skills and abilities that everyone needs to demonstrate in order to perform effectively in their role at

More information

Board Charter POL-00007

Board Charter POL-00007 Charter POL-00007 Revision Approved for issue 8 Approved by 14 December 2017 Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Purpose... 3 Responsibilities... 3 Membership... 4 Committees...

More information

The first three years in practice

The first three years in practice The first three years in practice A framework for social workers induction into qualified practice and continuing professional education and learning January 2017 Contents Introduction and context 01 Section

More information

3. In addition, it describes the process the Court will use to evaluate the effectiveness of the institution s internal control procedures.

3. In addition, it describes the process the Court will use to evaluate the effectiveness of the institution s internal control procedures. Purpose EDINBURGH NAPIER UNIVERSITY RISK MANAGEMENT POLICY 1. is a fundamental aspect of good corporate governance and the successful delivery of business objectives. This risk management policy forms

More information