UWP – HECC – Draft 7
Health & safety Uniform working procedure Haulage Contractor Engagement, Control and Communication
POLICY
Corus shall manage and control the risks associated with transportation of Corus steel products by road.
1 Purpose
This UWP sets out requirements and examples of good practice for the management of haulage contractors, subcontractors and drivers, including Corus’ own drivers.
2 Scope
This procedure applies to Corus Business Units and all contractors that undertake the (external) transport of Corus steel products. It applies to all flows of inbound, outbound and inter-site materials, including joint ventures where the business is operated by Corus. This document covers:
• Engagement & selection processes o Corus selection and engagement of contractors o Contractor selection and engagement of sub-contracted hauliers o Assessment and appraisals for selection of hauliers
• Control & Communications processes o Corus’ organisation and arrangements for managing its contractors & sub-
contract hauliers o Haulier driver controls o Corus control & supervision of drivers o Health and safety assessment and appraisals for performance monitoring o Operations specific information and instruction
Driver information and instruction from arrival at site to meet & greet at loading point and prior to leaving site
o General safety awareness and information o Incident Reporting & Remedial Actions
Requirements, denoted by R, (presented as “must”) are a mandatory requirement. Good practices, denoted by GP, should be applied where appropriate.
ORGANISATION
3 Roles and Responsibilities
R Each site or location must undertake a flow map analysis of inbound and outbound materials and products for which Corus has accountability and ownership.
Flows which are contracted centrally must be mapped at Group level.
The purpose of flow mapping is for each site or BU to identify and categorise each external flow of goods and material for which it is responsible and to highlight ownership for such flows:
• Key characteristics of each flow would include product, volume, source, destination , Corus and contractor ownership, safety requirements either product ,equipment or people related, contacts and event reporting structure.
• External transport safety improvement initiatives should record which flows would be targeted. Potential conflicts between flows should be resolved
• A register of flows should be regularly reviewed and updated.
R Corus business units / sites must establish roles and responsibilities for all aspects of
the transportation of Corus steel products by road to ensure compliance with the requirements of this and associated UWPs.
This will include Corus’ management of contractors including its role in supervising drivers whilst on Corus sites and the contractor’s management of subcontract hauliers and their drivers.
An example of the, sometimes complex organisation for managing road transport is
shown in Appendix 1. R Contractors should agree jointly with Corus, the responsibilities for ongoing supervision
and monitoring of activities conducted by their own personnel on Corus sites.
4 Training & Competence Requirements Guidance on competence requirements for all personnel involved in road transport operations is given in Appendix 2. PLANNING AND IMPLEMENTATION REQUIREMENTS
R Transport related risks will be assessed (in accordance with HSS-02 – Risk
Assessment) jointly with contractors who are responsible for all or part of the material flows, and an agreed set of controls established.
5 Selection, control & communication 5.1 Engagement & selection processes
R External road transport of Corus Steel Products shall be undertaken only by those contractors who have been assessed and approved in accordance with the requirements of HSS 10 – Managing Contractors.
R Selection of competent contractors and own fleet operations is an essential first step in
managing the External Transport Activity. Contractor or own fleet approval must review: • Statutory licensing (e.g. ‘O’ licensing in UK) • Insurance (Public Liability and Goods in Transit), • Health and safety policy and application • Training, testing and competency of employees • Quality Assurance accreditation • Agreement to Corus terms and conditions (e.g. Corus UK Limited CC12).
R Tendering processes for road transport must include provision to ensure safe road transport operations including health and safety:
• Management controls • Performance monitoring and review processes
GP Corus should assess the contractor’s ongoing performance with regard to Quality and SHE Management by a process of formal audits / appraisals that include the following areas:
• QSHE Management Review • Driver Management • Selection and Basic Training
The assessments may identify actions required to bring the contractors to a minimum operational standard.
GP Regular meetings between Corus and contractors to review performance and trends
will promote positive co-operation and understanding.
5.2 Contractor selection and management of sub contractors and drivers
R Contractors must ensure that all road transport undertaken by subcontract hauliers and drivers is conducted in accordance with any relevant Corus terms and conditions (e.g. Corus UK Limited - CC12).
GP Formal assessment / appraisal processes, using pre-defined criteria, should be used as
part of the selection process to determine the ability and competence of sub contractors and hauliers. Selection criteria should give due consideration to:
• the types of equipment provided by the haulier – with respect to its suitability for the loads to be transported and associated loading and unloading methods
• the availability of haulier resources
Example audit checklists are given in Appendix 3.
5.3 Driver controls & communication R Instructions given to the driver must take account of language requirements. GP This can be achieved by multilingual documents or through the use of pictorial/visual
instructions. R There must be a robust process for delivering information in a clearly understood
manner to those personnel who will be accessing Corus sites directly. 5.3.1 Prior to arrival on site
GP Before a subcontract haulier commences working in the Corus environment general
hazards awareness information should be provided to the employer and driver prior to arrival. Such training should cover:
• Personal risk assessments • Working at height • Three points of contact • Slips, Trips and Falls • Exclusion zones • Defensive driving • EDI qualification – UK Only
5.3.2 Site Safety R The driver must carry evidence of competence and induction for presentation on arrival
at Corus sites. E.g. Driver Safety Passport, Induction cards, site access cards, etc.
R Procedures must be established to ensure that every driver has been made aware of the site rules as well as any hazards that exist on the site before permitting them to proceed to load.
The minimum information a driver must receive is listed below: • Corus Generic Site Rules • Individual site and loading bay inductions – recorded by the site and traceable • PPE requirements • Product hazard awareness • Load restraint methods in accordance with Corus Load Configuration &
Restraint Guidelines (UWP XX) • Collection and Delivery plans (UWP XX)
GP Guidance on competence requirements for all personnel involved in road transport
operations is given in Appendix 2.
GP Drivers arriving on site should be in possession of a “Collection Plan” in accordance with the requirements of (UWP XX).
5.3.3 Monitoring driver performance GP Contractors and subcontract hauliers should establish processes for ongoing
monitoring and review of driver adherence to site rules / instructions and safe working practices, such processes may include:
• Behavioural observations • Spot checks • Safety tours
GP Driver monitoring and review processes should include provision for appropriate
remedial action in instances of non-compliance and in the event of serious or repeated non-compliance may lead to the withdrawal of the driver’s safety passport or site access approval. This should be properly recorded and communicated so that it will prohibit the individual from transporting Corus steel products.
5.3.4 Health and safety assessment and appraisals for performance monitoring
GP Contractors should assess the subcontract haulier’s ongoing performance with regard to Quality and SHE Management by a process of formal audits / appraisals that include the following areas:
• QSHE Management Review • Maintenance and Servicing of Vehicles and Trailers • Driver Management • Selection and Basic Training
The assessments may identify actions required to bring the subcontracted haulier(s) to a minimum operational standard.
5.4 Corus control & supervision of drivers R Each site must have a process in place to ensure that:
• every driver arriving at the site has a valid reason to access the site • the driver is in possession of, and understands, the pre-arrival information
including site rules and hazards • the driver has relevant PPE prior to gaining access to site
R Clear directions to the respective pick up / delivery point on site must always be given to the driver. The route selected must be considered as part of a site flow map referenced in HSS13 On Site Traffic.
R The driver should receive a “Delivery Plan” before leaving a Corus site in accordance with the requirements of (UWP XX).
5.5 General safety awareness and information
5.5.1 General safety information
GP Hauliers days / conferences may be hosted jointly by contractors and Corus to promote the evolution of improved safety culture and co-operation.
GP Information pertaining to recent safety issues / incidents shall be circulated to raise awareness of potential hazards.
Examples are given in Appendix 4 and may include: • Corus Red Stripe Bulletins • Safety Bulletins • TDG Safety Newsletter
5.5.2 Incident Reporting & Remedial Action
GP Non-conformances should be reported using a standard format for consistent reporting, ease of identification, understanding and analysis of trends. The identification of trends will highlight areas requiring attention or deficiencies in training or instruction either by individuals or locations.
MONITOR, AUDIT & REVIEW 6 Monitoring & Auditing
R It is the responsibility of Corus operations managers to ensure that local compliance with this UWP is verified through the implementation of effective and robust monitoring and auditing processes.
Auditing of compliance with the Corus standard will be carried out at business or site level.
7 Review
R The owner of the UWP must review the detail of the document on a regular basis but also in the light of: a) Lessons learnt from road transport related incident/accident investigations b) New knowledge/technology/legislation c) Results of audits.
Appendix 1 – Example Corus UK Limited Road Transport Safety – Organisation & Relationships (version 3)
MANAGING CONTRACTORS
CORUS OTHER INFLUENCERS
STRATEGY
STRATEGY & POLICY Executives / Directors
Senior Operations Managers
SUBCONTRACT HAULAGE
Managing Directors
Site Directors
Plant Operations Managers
Functional Directors
Senior Transport
Management
Development
Plant Section Manager
HAULAGE INDUSTRY
Customers HSE
Contract owners – BU / National
Contract owners – BU / Corus Site
Contract owners – Local
Site Operations Managers
DEVELOPMENT / IMPROVEMENTS
OPERATIONS / COMMUNICATION
IMPLEMENT:STRATEGY & POLICY
OPERATIONS / COMMUNICATION
Director / Owners
Development
Platform Operations Management
Transport Management
Commercial
Live Load Drivers
Plant Managers
Operations Controllers
Trailer Change-over DriversOperators
Appendix 2 – Training & Competence Guidelines Extract from Long Products Business Logistics & Supply Chain People Development Database The first charts show the Core Management Competencies and the Health, Safety & Environment Competencies for Distribution and Inbound & Site Logistics. These are the management and HS&E competencies that are deemed appropriate at the relevant level to implement the Road Transport UWPs. Supporting each line on the Management Core Competencies chart is supporting explanatory notes – these are given after the charts. The HS&E core competence support framework is more comprehensive based on the risks associated with the activities – examples of these documents are given – it is not possible to include all documents in this appendix.
CC&I CORE MANAGEMENT COMPETENCE STANDARD ANALYTICAL AND PROBLEM SOLVING SKILLS
The ability to assimilate, organise and analyse pertinent information for logic based problem solving Competence Level Evidence Required Validity Awareness Understands the need for problem solving Understands range of information systems used Solve problems accurately within established framework
Understanding and use of procedures to control processes Achievement of relevant personal objectives
Annual appraisal
Practitioner Uses accepted problem solving techniques Identifies key issues, specifies the parameters of data analysis Collate and process data into meaningful information Involves others in decision making process Makes accurate informed decisions throughout problem solving methods
Examples of innovative problem solving Achievement of relevant personal objectives
Annual appraisal
Practitioner Uses accepted problem solving techniques Identifies key issues, specifies the parameters of data analysis Collate and process data into meaningful information Involves others in decision making process Makes accurate informed decisions throughout problem solving methods
Examples of innovative problem solving Achievement of relevant personal objectives
Annual appraisal
BUSINESS ACUMEN The extent to which the jobholder seeks to identify and exploit opportunities for business advantage
Competence Level Evidence Required Validity Awareness Understands the nature of the business and aware of the wider potential commercial opportunities associated with own area of expertise
Understanding business direction and importance of exploiting commercial advantage
Annual appraisal
Practitioner Seeks and develops opportunities to market products and services in line with stated Business direction Directs own actions to positively impact on commercial effectiveness
Specific examples
Annual appraisal
Expert Analyses economic and trading situations, relating to business requirements, and develop and implement policies and plans to exploit to the benefit of the Business
Specific examples
Annual appraisal
COMMUNICATION SKILLS The applied ability to communicate ideas and directions clearly both in writing and orally
Competence Level Evidence Required Validity Awareness Gives and receives basic information / instructions, orally and in writing clearly and positively using appropriate Information Technology systems
Oral and written evidence Examples of effective use of accepted Information Technology communication systems
Annual appraisal
Practitioner Evaluates, establishes or implements framework for communications Effectively conveys Business objectives in areas of policy and management information Prepares and delivers presentations as required by the department
Examples of delivering an effective team briefing process Examples of implementations and evaluations Examples of presentations given
Annual appraisal
Expert Communicates clearly, persuasively and diplomatically on particular complex and sensitive topics Articulates conceptual ideas Prepares and presents complex papers both within and external to the Company / Business
Examples of oral and written presentations at all levels - internal and external Achievement of Investors In People
Annual appraisal
CREATIVITY AND INNOVATION The capacity to generate or support new ideas and the degree of openness to change
Competence Level Evidence Required Validity Awareness Understands the value of creativity and innovation Suggests imaginative solutions to problems within defined parameters
Examples of creativity within own workplace
Annual appraisal
Practitioner Modifies and adapts own ideas / practices, or others ideas to improve performance, being able to assess the advantage to the company
Examples of innovative ideas which have been implemented
Annual appraisal
Expert Displays and encourages imaginative and original thinking to resolve business problems Minimises the resistance to change by developing a change culture
Examples of creative thinking with others Examples of creation / harnessing of innovative business solutions
Annual appraisal
FINANCIAL MANAGEMENT Understanding and exercising sensible control in relation to the financial implications of the job’s responsibilities and activities
Competence Level Evidence Required Validity Awareness Understands appropriate costing procedure and cost implications within limits of authority
Evidence of understanding of theory and procedures Examples of involvement in financial related issues
Annual appraisal
Practitioner Understands financial and management accounting Develops works / unit plans making use of operational cost information Prepare departmental capital expenditure plans and / or budgets as appropriate
Examples on involvement in Management Accounting at department level
Annual appraisal
Expert Understands the current financial position of the Business in the context of wider financial markets Develops Business plans which integrate operational financial information with targets on cash, return on capital employed and of accounting ratios
Examples of development of Financial Business Plans
Annual appraisal
CHANGE MANAGEMENT Competence Level Evidence Required Validity Awareness Understands the need for continual change within the working environment Complies with change processes
Briefs received involvement with changes within working environment
Annual appraisal
Practitioner Identifies changes to achieve business benefits Implements and supports management change processes making best use of available resources Activities promotes acceptance of change within the working environment
Changes identified Examples of changes implemented Specific change training Examples of promotion activity
Annual appraisal
Expert Designs and evaluates change processes Formulates strategies for implementation change Seeks out and promotes best change management processes
Examples of projects and evaluations Examples of strategies involvement Examples of implementation of Best Practice
Annual appraisal
CUSTOMER AND QUALITY AWARENESS Sensitivity to external and internal customer needs, and awareness of the benefits of good customer service
Competence Level Evidence Required Validity Awareness Contributes to the maintenance and improvement of processes which meet internal and external quality standards to agreed customer indices.
Examples of participation in quality reviews Examples of participation in improvement projects Understand customer requirements
Annual appraisal
Practitioner Sets up systems to ensure quality and provision of all resources Ensures the achievement of internal and external customer and quality standards Contributes to maintaining a management system which satisfies external quality approval where required Understands plant / process capability
Examples of participation of customer surveys and results Examples of participation of internal / external QA reviews Examples of participation of vetting of suppliers
Annual appraisal
Expert Determines and influences customer and quality policy Analyses competitor and customer requirements to determine the resources required to maximise productivity whilst meeting quality standards Promote customer awareness throughout the Business and amongst subordinates
Examples of customers liaison meetings (minutes) Examples of customer surveys and results Examples of identification of new products and services Examples of quality initiatives
Annual appraisal
DECISION MAKING The ability to make good decisions within required time scale
Competence Level Evidence Required Validity Awareness Decides timely course of action from limited number of parameters Understands implications of making no / wrong decisions
Decision making examples from reports
Annual appraisal
Practitioner Considers works / unit problems using specialists from own and other functions to come to a balanced decision Implements timely decisions Researches and tests options using technical and historical data paying due regard to cost / resource issues
Examples of good decisions made within required time scales
Annual appraisal
Expert Makes decisions and judgements which determine subsequent Business Policy and Plans Manages trials and pilot studies to improve the decision making process
Examples of implemented policy / plans and contingencies
Annual appraisal
INFORMATION TECHNOLOGY Ability to understand and operate corporate approved PC information technology software package
Competence Level Evidence Required Validity Awareness Understands the range of IT software systems used within the business Understands the requirements for information security guidelines
Briefing Induction
Annual appraisal
Practitioner Effectively uses approved IT software systems in order to fulfil positional requirements Complies with information security guidelines
Courses attended Naturally occurring work produced using IT systems Spreadsheets Databases Word Processing Graphics presentations
Annual appraisal
Expert Develops IT Solutions using corporate approved software packages in order to increase efficiency of data management Manages implementation of IT solutions Recommends information security guidelines Evaluates software packages for corporate use
Examples
Annual appraisal
MANAGING PEOPLE Managing subordinates effectively to optimise commitment and productivity, devising and implementing planned training and
development for self and subordinates Competence Level Evidence Required Validity Awareness Controls performance against key parameters and short term objectives Understands the benefit of making best use of available human resources Understands appropriate agreements and procedures Agrees and implements personal objectives
Briefings on key performance parameters Briefings on agreements and procedures Review of personal objectives
Annual appraisal
Practitioner Maximises subordinate performance Develops procedures within which policy can be implemented and objectives achieved Agrees team objectives Ensures compliance with all relevant agreements and procedures
Evidence of contribution to departmental performance and results Examples of team objectives Examples of issues managed enforcing agreements and procedures
Annual appraisal
Expert Provides overall direction and develops management style Sets and communicates Business / Departmental objectives Ensures best use of human resources at strategic level Develops agreements and procedures
Examples of people strategies Examples of Department objectives Examples of agreements and procedures
Annual appraisal
STRATEGIC VISION The capacity to understand the job in context of the business, to foresee likely developments and to plan for them in an
effective way Competence Level Evidence Required Validity Awareness Understands relationships with other Departments and functions Acts within constraint of set procedures to achieve the business aims as they affect the department Understands the need to maximise opportunities
Knowledge / applications of procedures and limits of authority Understanding of own contribution to Department and Business
Annual appraisal
Practitioner Develops relationships with other departments and functions Develops and adapts technological and working practices within a context of the Departmental and Business Objectives Maximises opportunities within Departmental and Business policy and Objectives
Examples of work on medium term strategies Examples of strategy development across departmental / functional boundaries
Annual appraisal
Expert Seeks new relationships to maximise opportunity Develops longer term strategies for technologies and working practices within the context of the Business Objectives Exploits changing environments in order to set strategic vision
Practical examples of the application of strategic vision in complex areas Examples of acceptable Annual Business Plans Examples of significant changes to Business direction / operation
Annual appraisal
TEAM WORKING AND INFLUENCING SKILLS The capacity to work alongside colleagues at all levels, fulfilling objectives whilst avoiding conflict, and the ability to influence
decisions and actions within the group Competence Level Evidence Required Validity Awareness Understands the principles of team working practices Responds positively and participates in team operations
Evidence of team work training Examples of participation in a team working environment Understands team working requirements Examples of supporting team working activities
Annual appraisal
Practitioner Develops and maintains a team working culture Links Business needs and policies to working practices
Examples of successful implementation of new practices Examples of application of the accepted team working model
Annual appraisal
Expert Promotes a culture which supports team working principles across different departments and functions which results in business improvement Implements best team working practices
Examples of employee survey results Examples of co-operation with customers and suppliers Examples of Business improvements attributable to team working Examples of team working development programmes
Annual appraisal
TRAINING AND DEVELOPMENT The ability to identify and deliver training and development needs for self and subordinates in order to bring about Business
Improvement Competence Level Evidence Required Validity Awareness Understands the relevance of Personal Reviews and Appraisals Contributes towards the identification of personal Training and Development needs Participates in the evaluation of outcomes from individual and team training
Examples of Personal reviews and appraisals Examples of personal training plan Examples of evaluations
Annual appraisal
Practitioner Conducts Management Appraisals and Personal Reviews to Business time scales Implements Training and Development plans Prioritises plans in terms of cost vs. benefit to the individual / business Reviews the progress of the implementation of plans and evaluates effectiveness against the identified need
Examples of appraisals and personal reviews Examples of individual and department training plans Examples of training programmes Examples of evaluation
Annual appraisal
Expert Develops strategies to support the provision and development of people to improve the organisations performance Ensures all Training and Development policies and procedures meet current Employment law and Company standards Ensures managers are developed to implement agreed Training and Development systems and procedures Understands the overall costs and benefits of the development of people and its impact upon business performance
Examples of policies and strategies Examples of training plans Examples of evaluation of training programmes Examples of training budgets
Annual appraisal
Example from HS&E Competence Standards
CORUS CONSTRUCTION & INDUSTRIAL COMPETENCE STANDARD
Section 1. Leadership Sub section1.3 Health Safety & Environmental Standards Title Health Safety & Environmental Standards
Competence Level Evidence Required Validity Awareness • Understands own responsibilities defined
in the Business H,S&E Standards and Instructions
• Aware of consequences of non compliance • Aware of the ISO 4001 standard, and its
purpose • Able to identify environmental aspects to
determine significant environmental impacts
• Inductions • Briefings of new or changed
instructions • ISO14001 awareness briefing
• 5 years or up until
changes initiated in Standards or instructions
Practitioner • Understands, and is able to comply with
the requirements contained in the Business H,S&E Standards and Instructions
• Communicates control measures to others. • Monitors and enforces identified control
measures • Develops the Inspection system ensuring
compliance checks and professional examinations in the workplace are effective and operational and that any follow up action takes place
• Conducts audits to gauge the level of compliance with Business H,S&E Standards and Instructions
• Establishes procedures for ongoing review of the environmental aspects & impacts
• Practical examples of
compliance of Business Safety Instruction.
• Participation in work groups with reference to Business Safety Instruction.
• Courses/seminars associated with subject matter
• H,S&E Departmental Auditor • Environmental Management
training
• Annual appraisal
• 5 years unless regular involvement in use of appropriate standards and their auditing
Expert • Possesses detailed knowledge and
competence of subject matter and legislation relating to specific Business H,S&E Standards and Instructions
• Develops/reviews Business H,S&E Standards and Instructions
• Provides advice and guidance on Business H,S&E Standards and Instructions
• Develops Audits for relevant Business H,S&E Standards and Instructions
• Designs, implements and maintains the H,S&E Management
• NEBOSH Cert/Dip MSM and
ASA courses and • Involvement in development
and review of Business H,S&E Standards and Instructions
• Leading/participating in related work groups.
• Courses/seminars associated with subject matter
• CIEH Environmental Management qualification
• Involved in the development / review of H,S&E Management systems
• Review at annual
appraisal to ensure current knowledge is abreast of latest developments in legislation and loss control techniques
CORUS CONSTRUCTION & INDUSTRIAL
COMPETENCE STANDARD Section 1. Leadership Sub section 1.8 Supervision and Effective H&S Control Title Supervision and Effective H&S Control
Competence Level Evidence Required Validity Awareness • Understands the safety procedures for work
area • Knows how to monitor employee and
contractor performance against safe systems of work
• Understands the benefit of making best use of available human resources to create a safe place of work
• Understands own and employee responsibilities defined in the business Organisation and Arrangement document
• Is aware of the business Contractor control processes
• Understands local H,S&E plans and business measures of H,S&E performance
• Understands the local audit process • Understands the local accident reporting
processes
• Conducts briefings on key safety
topics to teams • Briefed on BOP’s and local
procedures • Has received and been briefed in
the content of the business Organisation and Arrangements document
• Received a contractor control briefing
• Knows progress against local H,S&E plans and targets
• Is aware of the local safety rules and procedure
• • Annual appraisal
Practitioner • Develops with employees and contractors
the H,S&E procedures for work area and regularly communicates the H,S&E procedures to employees and contractors
• Monitors employees and contractors against safe systems of work and commends and correct performance
• Makes use of all employees and contractors in work area to create a safe place of work
• Assesses competence of individuals before assigning tasks
• Complies with own and employee responsibilities defined in the business Organisation and Arrangement document
• Regularly operates within the business Contractor control processes
• Contributes to local H,S&E plans and business measures of H,S&E performance.
• Is the local owner for an audit subject • Conducts initial accident investigations
• Has two years experience
leading a team that has developed and implemented H,S&E procedures for their work area
• Evidence of a positive contribution to departmental H,S&E performance and results
• Examples of team objectives • Examples of issues managed
and enforcing procedures • Organises and arranges audits
to be carried out in work area • Owns and closes the loop on the
actions identified from initial accident investigations and inspections
• Managing Safely/IOSH
• • Annual appraisal
Expert • Provides overall team direction and
develops management style to get the best out of the team
• Sets and communicates Team objectives in line with Dept plans and targets
• Possesses detailed knowledge and understanding of Company, Business and Dept standards
• Contributes to Dept reviews Business Safety standards and instructions and is a leading participant in related work groups
• 4 years experience supervising
employees, labour only and supervised Contractors
• Examples of team and linked individual objectives that relate to the Dept H,S&E targets, and plans
• Trains others in the process, of observations, inspections and audits
• Courses/seminars associated with Business Safety standards
• Participation in work groups with regard to implementing Business Safety standards.
• NEBOSH Cert /MSM course
• • Annual appraisal
CORUS CONSTRUCTION & INDUSTRIAL
COMPETENCE STANDARD Section 2 Hazards, Risks & Control Measures Sub section 3 Title Risk Assessment
Competence Level Evidence Required Validity Awareness • Knows what risk assessments are and how
they are conducted, and understands the need to use the safe systems of work or specified procedures resulting from the risk assessment
• Inductions • Briefings of new / or changed
circumstances leading to requirement of risk assessment
• Lifetime
Practitioner • Understands the techniques and procedures
used to identify hazards and assess the risks to individuals, environment, plant and processes as detailed in BHSI 19.
• Additional for COMAH related risk assessment:
• Understands systems for the control of major accident hazards, utilising, fault tree analysis, FMEA HAZOP etc.
• Trained in the requirements of
BHSI 19 - Risk Assessment • Courses/seminars associated with
hazard identification, risk assessment and the hierarchy of control measures:
• COMAH 3 day course • Participates in HAZOP studies and
process risk assessments • Managing safely /NEBOSH / IOSH • Graduate engineering safety
• Annual • or on issue review
of new / revised standard
Expert • Understands and can advise the Business
with regard to the adoption / inclusion of current legislation within appropriate Business Standards
• Develops and reviews appropriate Business Standards for Risk Assessment.
• Leading and participating in the
review/revision of appropriate business standards
• Holds a minimum position of Health & Safety Advisor or Process Safety Engineer
• Has attained a nationally recognized Risk Assessment qualification
• Leads HAZOP studies and other process safety risk assessment techniques
• Lifetime • or on issue /
review of new or revised legislation
Appendix 3 – Example Audit Checklists POFM Checklists
TDG Audit Checklist
•
Appendix 4 – Example Safety Communications Corus Red Stripe Bulletin
CORUS MONTHLY SAFETY TOPIC
