Professional Documents
Culture Documents
CONTENTS
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CHIEF EXECUTIVES
INTRODUCTION
WEIR EHS
management system
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WE
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Man ement
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PL
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IR EHS Roadmap
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WEIR EHS OVERVIEW Fig. 1
Part A
Duty of Care (EHS
Responsibility and
Accountability)
Part C
Best Practice
Compliance
Standards
Part B
1 Management Systems
2 Behaviorial Safety
3 Operational Control of Risk
4 Supply Chain
5 Environment/Environmental
Themes
6 Fire Catastrophe
7 Health and Safety Themes
8 Product Stewardship
9 Field Operations
Part E
EHS Audit
(Weir EHS
Assessment and
Improvement)
Part D
EHS Protocols
PARTS A-E
OUTLINE
Part A
Duty of care
Part B
Weir EHS Standards
The Weir EHS Standards form the backbone of the Weir EHS
Management System and set minimum requirements across
the spectrum of EHS risk. There are nine primary areas that
detail step-by-step the Weir minimum requirements. These
must be applied across the Weir footprint. They generate
consistency and uniformity of EHS risk control, irrespective
of geography.
Part C
Weir Best Practice
Compliance
Part D
Weir Group Protocols
Part E
Weir EHS Assessment
and Improvement
PART B
WEIR EHS STANDARDS DETAIL
1.5
Costs of poor EHS performance are collated for each business
to highlight that good EHS is also good business.
1.6
1.1
1.7
1.2
1.3
A regulatory monitoring and annual assessment compliance
regime is in place at state, regional and national level for all
companies.
1.4
EHS objectives and targets are linked to key EHS risks with
dedicated accountability and responsibility cascaded through
management teams.
1.8
Chemical inventory management from procurement, storage,
use and disposal minimises employee and environment exposure.
1.9
Emergency preparedness scenarios are routinely identified,
tested and lessons learned integrated into site systems for
future implementation.
2.1
Leadership and management commitment is promoted through
a clear accountability chain combined with visibly demonstrated
EHS leadership.
2.2
Leadership skills are developed to ensure ongoing operational
management of EHS risk.
2.3
Change management processes integrate EHS into changes
within Weir operations and ensure routine EHS risk analysis
for any significant change.
2.4
Communicating the EHS message is conducted through a variety
of channels top down, bottom up and transversal.
2.5
Management behaviours underpin the drive for EHS improvement
with expectations clearly articulated for managers to lead and
drive EHS in their respective businesses.
2.6
Supervisory and team leader expectations in terms of behavioural
commitments are articulated to allow for demonstrable
commitment at first line management of operational risk.
2.7
Safety culture is measured and assessed via a standard
benchmarking tool to allow for identification and management
of key EHS cultural aspects.
3.1
Industrial hygiene programmes ensure that health risks are
managed and programmes are in place to protect employees
against workplace health agents.
3.2
Structured medical surveillance programmes back up the
comprehensive industrial hygiene systems and ensure an active
monitoring of employee health.
3.3
EHS risks from portable equipment are managed via inventory
control and inspection systems.
3.4
Exposure to carcinogenic, mutagenic and toxic substances is
actively managed on a risk reduction and minimisation basis.
3.5
Driving risk is mitigated via training and identification of traffic
routes and risk planning.
3.6
Risks from plant and machinery are controlled through best
practice guarding, lock out regimes, training and preventive
maintenance programmes.
3.7
Fall prevention of persons and objects is controlled through a work
at height hierarchy of risk control backed up by routine inspection
and monitoring.
3.8
Confined space working is carefully defined and risk mitigated
through confined space identification, training and permit systems.
3.9
A Weir wide lock out/tag out prescription ensures a robust
approach to isolation and control of energy sources.
3.10
Lifting operations are categorised into basic, standard and
complex with corresponding levels of risk control adopted
for each.
3.11
Ergonomic risks are reduced via load limits for lifting and handling
with training for relevant staff in risk assessment and proper
lifting technique.
Element 5: Environment/
Environmental Themes
3.12
5.1
3.13
Personal Protective Equipment is provided in accordance with
the risks with appropriate maintenance regimes in place.
4.1
Criteria are used to pre-qualify contractors/third parties working
on behalf of Weir. Reciprocal risks are identified and managed
with monitoring and checking regimes in place.
4.2
Goods and services are procured that minimise EHS risks. The
procurement process includes criteria that ensure a high level of
EHS performance from our supply chain.
5.2
Waste water discharges from sites/operations are mapped and
characterised with routine sampling and analysis in place.
5.3
Air emissions of all point and fugitive sources (including all VOCs)
are mapped and quantified to allow for an adequate management
process.
5.4
Waste streams for operations are identified, segregated and
managed to ensure that impacts to land are adequately managed.
5.5
Environmental risk to soil and groundwater is reduced through
a set of storage, containment and management criteria.
5.6
Environmental noise is risk assessed for all operations with routine
boundary surveys and criteria for dealing with any neighbourhood
concerns.
5.7
Water consumption from Weir activities is tracked and quantified
with targets normalised against production and output.
5.8
Greenhouse effect gases are identified and tracked with specific
targets for reduction in place for each operation.
5.9
Environmental aspects and impacts are linked to SMART (specific,
measurable, achievable, relevant and time-constrained) objectives
creating a strong focus on our key environmental risks.
5.10
Energy consumption targets are set against a routine and
structured tracking system with energy reduction programmes
in place.
6.1
Flammable liquids are defined for all Weir operations with storage,
monitoring and training regimes in place.
6.2
Hazardous processes are identified and mapped for each
operation, providing clear focus on key EHS risks.
6.3
A uniform approach is taken to hot works control with regular
liaison with our loss control/insurers to provide the best possible
controls.
6.4
Smoking is controlled through national and state laws,
with additional company controls.
6.5
A security framework is in place at Weir facilities to reduce risks
to employees, public, visitors and contractors.
5.11
6.6
6.7
Appropriate emergency organisation procedures are present
at all Weir operations.
6.8
Fire risk is assessed routinely with reference to the public fire
department provision and locations/spread of hydrants.
6.9
Storage of materials is managed via a set of separation and fire
risk management criteria.
6.10
Automatic fire detection systems are installed with routine testing
and evaluation of response on an on-going basis.
6.11
Additional exposures are assessed dependent upon geographic
location, for example, extreme weather events or conditions.
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7.1
Professional travel is managed via a Group wide system that
ensures employees are not exposed to any significant risk from
travel and working overseas.
8.1
7.2
8.2
7.3
8.3
7.4
General wellbeing is promoted via company wellbeing and good
health policies.
7.5
Ionising radiations are identified for all operations with
programmes in place to minimise exposure. Medical surveillance
ensures accurate tracking of exposed staff.
7.6
Asbestos management programmes within our facilities and field
operations ensure that potential risk exposure to asbestos fibre is
adequately controlled.
8.4
A regulatory requirements framework evaluation and compliance
system ensures statutory needs are met.
8.5
Communication processes ensure that all residual product risk
information is passed to relevant parties via traceable methods.
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9.7
9.8
9.1
EHS Project plans identify the principle EHS risks and mitigation
processes that are required for significant field projects.
9.2
Planning systems for field operations ensure that work equipment
and provision of EHS equipment is in the right place at the right
time for key activities.
9.3
Dynamic and Point of Work Risk Assessment (POWRA) processes
ensure a robust approach to the management of safety on field
operations sites.
9.4
Training regimes and resource planning ensure a competent
workforce is provided for field operations with adequate
communication processes for multi-lingual sites/workforces.
9.5
Leadership expectations are detailed for field operation
supervisory management.
9.6
Emergent works are subject to EHS assessment and verification
prior to final approval and execution.
Lifting operations in the field carry greater risk due to the dynamic
environment and are subject to stringent planning and approval
processes.
9.9
Medical surveillance and checks ensure that a workforce is fit
and healthy for field activity and that all specific health screening
is captured and managed.
9.10
Working in potentially politically unstable regions is subject to tight
risk control and risk mitigation plans, using the latest up to date
advice and information.
9.11
Fall prevention in the field is controlled via a combination
of POWRA, robust emergency rescue plans and personal
accountability for fall arrest equipment where required.
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EVALUATION AND
ASSESSMENT
Assessment frequency
External assessments are conducted every three to five years.
The frequency of assessment within that range for each
operation is determined by a risk-based approach.
Internal assessments are conducted annually.
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Responsibilities
for management
Who to contact
David Baird
EHS Director
Email: david.baird@weirgroup.com
Website: weir.co.uk