FEATURE
Management of electrical safety by duty holder
Mahendra Mistry, technical manager (Electrical) at Bureau Veritas, highlights some key considerations when reviewing electrical safety, and the importance of implementing a robust maintenance programme
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usinesses rely heavily on electricity and are often quick to buy or install
the latest electrical equipment or technology to enhance their offering. However, very often, little thought is paid to what happens to electrical equipment and installations after the initial purchase and commissioning stage – and to whom its aftercare responsibility should fall. An average of six hours of business
interruption is caused by every electrical failure in the organisation’s electrical system. When talking to business owners I always ask them three questions – what is your dependence on critical electrical supplies; what would be the consequences of unplanned downtime of your electrical systems and how can you improve the reliability and safety of your electrical systems? Answering these questions will make it easier to understand that any error or disruption to an electrical system will generally have a significant impact on business. Electrical systems begin to deteriorate
once they are built or installed, while performance and life expectancy decline as a result of a number of factors, including environmental conditions, overload conditions and duty cycles. The principal reason for electrical system failure is the failure to maintain – and herein lies the solution.
To help put in place an effective maintenance programme, it can be useful to bring in an external third-party to audit the electrical management system, from an authorised testing and certification perspective. An audit involves an in-depth look at an organisations’ electrical system, in particular at safe working policies, competency, training and adequacy of
| INDUSTRIAL COMPLIANCE
Often, little thought is paid to what happens to electrical equipment and installations after the initial purchase and commissioning stage
maintenance, then putting recommendations in place for areas that need to be assessed and, if requested by the client, a scheme of regular maintenance activity can be put forward. External audits for electrical systems
should be carried out at least every five years, if not more regularly, depending on the business type and dependence on complex electrical systems. As with any maintenance scheme, the
programme needs to be led by qualified personnel from within the business. While it is the role of the managing director to guarantee a safe working environment, the delivery often falls to that of the office manager or receptionist. Although the duty of the maintenance role involves communicating with management, customers and technicians; supervising contractors on site; following up on action items and keeping track of budget; these are not the only skills that the internal lead needs to have. The elected employee in charge of electrical systems must be technically competent, especially given that they will be the first point of call within the business to deem what is or is not safe according to regulatory standards. Ideally, some form of training should be considered for nominated employees, to ensure they have a sound
level of knowledge in this area. On the same merit, when outsourcing
this role it is imperative that the technician or contractor is adequately vetted. All too often I hear that contractors have been assigned as a result of a mutual connection or recommendation from a friend. This role requires someone with a high level of knowledge of electrical systems, the ability to analyse the critical nature of equipment and undertake appropriate tests. Routine inspections by third-party contractors should be scheduled regularly. However, it still remains the responsibility of the organisation itself to carry out a daily checklist and walk through, looking out for physical signs of damage and burning smells. The first stage of maintenance should be followed up by a detailed inspection, if issues of concern are raised. Whether an assessment has been
carried out externally or internally, a recommended actions list should be produced and issued to the business. It is then the role of the managing director and the elected team to ensure there is a thorough implementation of corrective measures and record keeping.
Bureau Veritas UK
www.bureauveritas.co.uk T: 0845 6001828
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