Camlin Investments Pty Ltd

Transcription

1 Camlin Investments Pty Ltd Introduction Company Policy & Procedures Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 1 of 9

2 Contents 1) INTRODUCTION QUALITY POLICY STATEMENT APPLICABILITY OPERATING MANUAL CONTENTS ) LOCATIONS ) ORGANISATIONAL STRUCTURE MANAGING DIRECTOR MANAGER FINANCE AND ADMINISTRATION MANAGER LOGISTICS MANAGER GENERAL BUSINESS FLEET ADMINISTRATOR BRANCH OFFICE MANAGER DRIVERS AND CONTRACTED DRIVERS ) OPERATION CHAIN OF RESPONSIBILITY GENERAL OPERATION OPERATING LIMITS... 8 Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 2 of 9

3 1) INTRODUCTION This Manual outlines the business practices and procedures used by Camlin Investments Pty Ltd to ensure all employees and related people conform to the legislative, statutory and regulatory requirements for Employee Management, Workplace Health and Safety, NHVR Mass and Maintenance Management, Fatigue Management & Emergency Response, Risk Management, Load Restraint and The Australian Dangerous Goods Code 7. Further, Camlin seeks to provide all employees and related people with the information they require to complete their roles at Camlin successfully and within the boundaries of any instruments which apply to the roles held by employees within the Company. This manual operates in conjunction with Modules 1-8, and related Appendices. All Policies are developed to ensure Camlin Investments provides the highest quality service to its customers ensuring their satisfaction and at the same time operating in a safe, professional manner, ensuring the viability of the business. 1.1 QUALITY POLICY STATEMENT The quality and reliability of Camlin Investments viability is the concern of every person who works for the organisation. The company objective is to provide a premium, in built quality approach in all areas of our operation and service. To achieve this objective it is company policy to establish, implement and maintain an effective quality system, where by problems arising in any area are identified and corrected with speed, efficiency and diplomacy. Action will be taken to prevent further recurrence of this problem. All employees are asked to support the implementation of the policy by incorporating it into their everyday activities. This is requirement of successful employment at Camlin Investments Pty Ltd. 1.2 APPLICABILITY This Policy Manual and its related Modules and Appendices apply to all persons engaged to work, under any arrangement, with Camlin Investments Pty Ltd. Failure to comply with these policies will result in disciplinary action being taken. Repeat failure to comply will result in termination of employment or contractual arrangement. 1.3 OPERATING MANUAL CONTENTS The following Operating Manual, its associated Modules and Appendices have been approved as an organisational standard by the Management at Camlin. Business Operating Manual - Introduction Module 1 Employee Manual Module 2 WHS and Risk management Manual Module 3 NHVAS Maintenance Management Manual Module 4 NHVAS Mass Management Manual Module 5 Fatigue Management and Emergency Response Manual Module 6 Load Restraint Manual Module 7 Livestock Handling and Transport Manual Module 8 Administration Appendix 1 Customer Overview and Procedures Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 3 of 9

4 2) LOCATIONS Camlin Investments Pty Ltd Head Office is located at 26 Gunnamatta Rd, Cronulla NSW Tamworth Depot is the Transport Operations Base, located at Lot 19 Phoenix Street, Tamworth NSW 2340 Company Registered Address: 26 Gunnamatta Rd, Cronulla, NSW 2230 Head Office for General Management, Finance, Administration, Human Resources Ph: F: Managing Director Gregory Plevey Manager - Finance and Administration - Jemima Craven jemimacraven@camlin.com.au Tamworth Depot for Transport Operations and Fleet Management Ph: F: Manager Logistics Michael Anning Manager General Business David Thirlwell Fleet Administrator Matthew Jenner Branch Office Manager Rebecca Craig michaelanning@camlin.com.au davidthirlwell@camlin.com.au matthewjenner@camlin.com.au rebeccacraig@camlin.com.au 3) ORGANISATIONAL STRUCTURE Camlin Investments Pty is owned and run by the Managing Director, Mr Gregory Plevey who oversees the management of the company. The company employs staff and sub-contractors in administration, operations, transport, maintenance and training. 3.1 MANAGING DIRECTOR The Managing Director is responsible for overseeing the following: (f) (g) (h) Ensuring continued service provision to the customers of Camlin, in a manner consistent to the Quality Statement in Section 1. Ensuring adequate fleet requirements are available to provide the services required Employment and training of suitable staff to undertake the provision of service Ensuring Administration of the business is undertaken according to relevant legislation, with all financial liabilities met Ensuring business records including fleet, employee, financial are kept in a suitable format Ensuring ongoing internal audit, compliance to relevant legislation, and areas of non-conformance are addressed Management of the relationship between Camlin and its client, Coregas; including ensuring all contractual obligations are met. Creating a harmonious work place, where employees and contractors feel valued and are aware of their position requirements. Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 4 of 9

5 3.2 MANAGER FINANCE AND ADMINISTRATION The Manager Finance and Administration is responsible for the development of business process to ensure accurate operation in all areas of the company, and in particular: Working with the Managing Director to develop company policy and process to ensure the Quality Statement in Section 1 is achieved and maintained. Managing integration of new or amended company policy into the business operation Maintaining all financial records as required by legislation pertaining to Fleet Management, Employee History, Financial transactions of the business Undertaking all financial transactions of the business, including - Debtors / Creditors / Employee / Liability management and for effective communication to the Managing Director on the financial position of the company Working with the Manager Logistics to ensure effective management of company resources (f) Working with Manager General Business to ensure driver training and ongoing performance monitoring is conducted in a timely manner (g) Working with Fleet Administrator to ensure Fleet records and NHVAS business standards are met (h) Working with the Branch Office Manager to ensure Employee files, training records are adequately kept and to ensure the efficient running of the Tamworth Branch (i) Development and refining reporting processes to Coregas on various areas. 3.3 MANAGER LOGISTICS The Manager Logistics is responsible for the co-ordination of the transport service provision, and in particular for: Driver and Fleet Scheduling to ensure all delivery requirements are met, as the customer necessitates Allocation of work to ensure all transportation is completed in a way that adheres to regulatory legislation, and the policies of Camlin Investments with regards to Safety. Ensuring that corrective action is taken, in accordance with Company Procedure for any areas of non-compliance 3.4 MANAGER GENERAL BUSINESS The Manager General Business is responsible for ensuring all other facets of the business operations are conducted in a manner that ensures the achievement of Camlin s Quality Statement, in particular ensuring adherence to compliance in its service provision. Working with the Manager - Finance and Administration to ensure current business process is in step with business operation requirements Ensuring drivers are adhering to legislation covering WHS, Fatigue Management, NHVR, Chain of Responsibility, Load Restraint (f) (g) Overseeing the roles of Fleet Administrator and Branch Office Manager Identifying areas of training required, so as to provide a skilled employee base to facilitate transport requirements; Ensuring training documentation is reflective of current legislative requirements, and remaining updated with any changes to legislation Ensuring training processes are developed to provide thorough induction to working with Camlin, and delivery of product on behalf of Coregas Ensuring Coregas SOPs are current, and any updates are incorporated into Camlin process and documentation Ensuring any employees undertaking training of new employees are following documented processes and submitting training documentation. Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 5 of 9

6 (h) (i) Reviewing and filing of Training documentation for new employees / skills upgrades as they are received. Undertaking audit and annual review of existing employees to ensure skill level and adherence to policy and process, including any updated Coregas SOP instructions. 3.5 FLEET ADMINISTRATOR The Fleet Administrator is responsible for the management of the maintenance component of the fleet, and managing adherence to NHVAS Mass and Maintenance protocols, in particular: (j) Ensuring fleet meet their maintenance schedules, and in doing so, protocols are followed to ensure compliance within the NHVR Maintenance Management System, and addressing areas on noncompliance (k) Uploading of fleet maintenance information into Gearbox (l) Ensuring Mass Management protocols are followed to ensure compliance within the NHVR Mass Management System, and addressing areas on non-compliance (m) Preparing reports required for the audit periods under NHVR (n) Other administrative duties as they become necessary for the management of the fleet Registration requirements, Fleet tracking equipment management, Toll tags (o) Day to Day Management of the Import and Export of ISOs from Sydney ports. 3.6 BRANCH OFFICE MANAGER The Branch Office Manager is responsible for the smooth running of the Tamworth Branch, to ensure all pathways of communications are open and viable. In particular, overseeing: All roles within the Branch, to ensure they have the resources to effectively execute of their roles, and reporting to the Manager Finance and Administration in areas that are lacking Supporting the Manager - Finance and Administration with regards to Employee administration, record keeping and training management; Creditor invoice entry; and implementation of software solutions. Managing the issuance of Uniforms and PPE gear to the drivers, and recording this information in personnel files Managing Load Restraint and other equipment requests, with the Manager General Business Other administrative duties as the arise and the business necessitates 3.7 DRIVERS AND CONTRACTED DRIVERS Employed and contracted drivers are responsible for: Ensuring they are rested, fit and well to undertake their assigned delivery route Ensuring they manage their work schedule to facilitate delivery on time, and within legislative requirements with regard to speed limiting and Operating Limits for Heavy Vehicles, as per the Heavy Vehicle (Fatigue Management) National Regulation 2012 Ensuring necessary equipment under their control has had a daily Visual Inspection carried out and is, to the limit of the inspection, safe to undertake the delivery. Report the Daily Vehicle Safety Inspection via Canvas, including a Fault Report /Service Request for any areas of the fleet and / or equipment they believe not to be safe to undertake the delivery Follow directions for rectify a Fault / Service Request, including purchase order numbers for any and all maintenance of faults and required repairs/service Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 6 of 9

7 (f) (g) (h) (i) (j) Utilising the CANVAS software to report on any and all matters relating to the delivery and any incidents that occur during the delivery. Utilising the CANVAS software to remain up to date on all Camlin and Coregas Policies and SOPS. Undertaking any Corrective Action that is assigned following a breach of policy, and as outlined within a Non Conformance Report. Working with the Management of the Company to assist in development of process to improve the delivery of product, where possible Ensuring they are undertaking their role in a manner that fits within the Company s Quality Statement in Section 1. 4) OPERATION 4.1 CHAIN OF RESPONSIBILITY Camlin Investments is committed to ensuring compliance to National Heavy Vehicle Law (NHLV) in a safe manner, in all facets of its operation in a manner concurrent to the Chain of Responsibility (COR) legislation. The Heavy Vehicle National Law (NHVL) adopts the common principles of shared responsibility and parallel duties. Camlin understands that multiple parties in the supply chain are responsible for the safety of transport activities of a heavy vehicle, and that those parties might have multiple, and potentially overlapping duties in the Chain of Responsibility for the vehicles operation. The philosophy of COR laws means that any party in the chain who has the ability to control or influence over the transport activity is responsible for safety on the road. The level and nature of the party s responsibility for a transport activity depends on their capacity to control, eliminate or minimise the risk. COR laws are designed to deter all parties in the supply chain from causing or encouraging the driver or another person, directly or indirectly, to contravene the HVNL. Camlin therefore adopts through its policies an effective two-way consultation cooperation and coordination of all parties along the supply chain, to ensure safe and productive transport activities. Examples of processes followed by Camlin employees are include: Communication of COR policies and procedures to parties external to Camlin to ensure consistency in understanding and application Involvement external parties in the supply chain about identified risks to ensure consistency in the awareness and control of the risk Identifying safety and compliance efforts across the supply chain to create solutions and strategies that can be adopted by all parties Sharing of information to positively impact upon the activities of other parties e.g. safety information and incident reporting Ways to alert and engage with other parties in the supply chain of COR incidents and noncompliances to review the effectiveness of any corrective actions implemented Safety Alerts to prevent practices that are identified as having negative impacts, being unsafe practices that may breach the HVNL. Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 7 of 9

8 4.2 GENERAL OPERATION All employees and related persons are to: (f) (g) (h) (i) (j) (k) (l) (m) Abide by Camlin Investments Policy and Procedures as required in this Business Operating Manual and outlined in detail in the Modules and Appendices Report areas of non-conformance to the Management for implementation of corrective action. Breaches of company policy will result in the issue of a Non-Conformance Report, or in the incident warrants, immediate dismissal Follow any corrective action as outlined in Non-Conformance Report, once received Understand their responsibility with regard to COR legislation Participate in pre-employment training, and ongoing employee training as required Attend a medical professional as a condition of employment, and as requested Abide by work health and safety directives Report any accident/incident to operations immediately via established channels of communication Operate in a safe and professional manner Abide by state based Roads and Transport Authorities and Australian Government regulations and requirements Following Fatigue Management requirements, regarding driving hours and National Diary completion, and as outlined in 4.1 Camlin is enrolled in NHVAS Mass and Maintenance Management Modules, and all employees are involved in the processes developed to ensure strict adherence and compliance to the standards outlined in specific manuals for both Modules. Ref: Module 3, Module 4 Manuals. 4.3 OPERATING LIMITS Of prime importance to the successful operation of Camlin Investments is the adherence to the following Operating Limits as per Heavy Vehicle (Fatigue Management) National Regulation Camlin will never push drivers to meet an unrealistic delivery time frame, and all Camlin Drivers are to be off the road by 10.00pm every night. Further, Camlin Investments has banned 15 min breaks in favour of always giving drivers a decent, 30 min break, to ensure these Operating Limits are easily met. Total Period Maximum Working Time Minimum Rest Time In any period of. A Driver must not work for more than a total of To remain out of Risk Breach, must have 5 ½ hours 5 ¼ hours 15 mins continuous rest 8 hours 7 ½ hours 30 mins rest, in blocks of 15 mins continuous rest 11 hours 10 hours 60 mins rest, in blocks of 15 mins continuous rest 24 hours 12 hours 7 continuous hours stationary rest * 7 days (168hrs) 72 hours 1x24 hours continuous stationary rest 14 days (336 hrs) 144 hrs 2x24 continuous hrs stationary rest *. 1 st 24hrs rest must be taken after a max of 84hrs work. 4 nights off, includes 2 consecutive nights rest * Stationary rest is rest time that the driver spends out of the heavy vehicle or in an approved sleeper berth of a stationary regulated heavy vehicle. Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 8 of 9

9 Detailed Policy and Procedures are available in Driver resources app on CANVAS. Introduction Camlin Effective: 01/02/2018 Review By: 01/07/2019 Page 9 of 9