search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
FOCUS


Hazard management


safety ethos, as well as its procedures and expectations for contractors whilst on site. After reviewing the risk assessments, Competent Employee E provides permitry for the works that are to be completed. Competent Employee D regularly inspects the work being carried out by Electrical Contractors B and is notified of any significant issues requiring immediate attention.


4. On the day the inspection is completed, Competent Employee D invites Electrical Contractor B to a ‘wash up’ meeting to discuss the key findings and trends on site. Electrical Contractors C may also be invited.


5. Once the report is received, an action plan is put into place with close out procedures for Electrical Contractor C for each of the issues identified. A monitoring programme is put into place to ensure works are completed. Once completed, the works are closed out.


6. Regular review of the works is carried out, along with continued maintenance and inspection.


In this good practice example, Company A identifies and manages all of the associated risks. Having a clearly defined process in place for each activity and named individuals who own each activity ensures clear lines of sight for everyone involved in the works. Without ownership, there is noone to ensure that systems are operating correctly or to ensure that the work is completed. Continually monitoring contractors not only ensures that they are following your


22 APRIL 2018 www.frmjournal.com


company’s procedures, but also that any issues can be rectified as the programme moves on and that there are no nasty surprises at the end. The wash up meeting is also important, as it gives the contractors a chance to discuss their findings and offer advice, such as trends and any concerns that they have. In order for this good practice example


to operate correctly, a culture of awareness of risk management must exist, and this needs to be driven from the top down. Sometimes, organisations that are struggling to manage risks receive inadequate support from their senior management team, due normally to lack of awareness of the need for risk management to be driven from the top. However, this can also result from a lack of understanding of the importance of risk management and how it can positively affect an organisation’s output, bottom line and reputation.


Change management


Good risk management includes change management as part of the process. The key is to involve all relevant stakeholders from fire safety, health and safety, maintenance, facilities, management team and representatives from the work force. One of the aims of change management in risk management terms is to ensure that the changes being made will actually drive improvements and not introduce other hazards. Engaging representatives from all key areas helps to ensure no hazards are missed.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60