Weir Ehs Management System

The Weir Group PLC
The Weir EHS

Management System
v1.0 July 2013
The Weir Group PLC The Weir EHS Management System
CONTENTS
2
Chief Executives Introduction
Weir EHS Management System
Parts A-E outline
Part B Weir EHS Standards Detail
Element 1: EHS Management Systems
Element 2: Behavioural Safety
Element 3: Operational Control of Risk
Element 4: Supply Chain
Element 5: Environment/Environmental Themes
Element 6: Fire Catastrophe
10
Element 7: Health and Safety Themes
10
Element 8: Product Stewardship
11
Element 9: Field Operations
12
Evaluation and Assessment
13
Responsibilities for Management
CHIEF EXECUTIVES
INTRODUCTION
The Weir Group is committed to

excellent environmental, health and
safety (EHS) performance. Keeping each
other safe is the most important thing
we do as managers, colleagues and
customer and supplier partners.
Our operations present potential risks to our people and to the

environment. To address these, we ensure that we have an
organisation equipped to recognise and deal effectively with risk
through the capability of our people, clear policies and practices
and an effective management system to deliver results and
continuous improvement.
The Weir EHS Management System sets out how we manage
EHS risk and deliver excellent performance. Since it was
launched, the EHS Management System has contributed to
improved performance in lost-time incidents, but our commitment
to zero accident workplaces means none of us can afford to
be complacent.
Every operation in the Group is required to maintain the systems
and practices outlined in the Weir EHS Management System. Our
commitment to continuous EHS improvement means that the EHS
Management System is periodically updated to reflect evolving
best practice.
This document is intended to:
underpin the chain of responsibility and accountability
for EHS risks in which we are personally implicated
support delivery of best in class performance using Weir
EHS Standards which reflect the highest globally available
benchmarks
promote a work environment where everyone is empowered
to intervene to ensure the safety of others
The measures set out in this document provide the means
for all of us to make our operations safer and move us closer
to our ultimate aim of zero accident workplaces.
Keith Cochrane
Chief Executive
WEIR EHS
management system
E
WE
IR
ag
Man ement
S
HS
CK
B
D
C
D
AC
PL
AN
These standards are delivered in practice through the Weir

EHS Management System. This establishes a common set
of standards and expectations for addressing risks that our
operations face. The Weir EHS Management System is made
up of 5 main parts, A to E, which reflect a standard Plan, Do,
Check, Act management cycle.
IR EHS Roadmap
WE
tem
ys
The Weir Group is committed to

managing its activities to safeguard our
employees, customers, the communities
and the environment in which we
operate. These commitments are set out
in our EHS Standards and are available
to all Weir employees on our intranet.
CH
E
WEIR EHS OVERVIEW Fig. 1
The whole system is driven by the Weir EHS Roadmap which

contains key development milestones for EHS progression across
the Weir Group. The five constituent parts (A-E) which make up
the Weir EHS Management System are detailed in Fig. 2.
WEIR EHS Roadmap
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
WEIR EHS management system DETAIL Fig. 2
PARTS A-E
OUTLINE
Part A
Duty of care
The Weir Group EHS Policy requires an unbroken chain of

accountability and responsibility from the Chief Executive
through the management structure to the employee on the
shop floor. The key structures for the planning, resourcing
and management of EHS are set out at Board, Group
Executive, divisional and company level with responsibility
allocated at relevant levels. This details the expectations of
who does what, how, where and when in managing EHS risk.
It is the Duty of Care Discharge process which connects EHS
aims to individual objectives and joins up the delivery chain
for Weir Group EHS policy.
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
Weir Best Practice Compliance Standards support the Weir

EHS Standards by prescribing EHS risk control for the
highest risk activities. These focus on the areas of rubber
manufacture, machine shop process, pressure testing, field
operations and foundry operations. Through these Best
Practice Compliance Standards the highest level of risk
control has been identified and the requirements cascaded
across Weir operations.
Part D
Weir Group Protocols
Weir Group Protocols support the Weir EHS Standards by

providing detailed guidance on how to comply with the
relevant standards and contain relevant system pro-forma
and guidance. These derive from best practice across Weir.
Weir Group Protocols are mandatory.
Part E
Weir EHS Assessment
and Improvement
A system of assessment is in place that measures

compliance with Weir EHS Standards against a prescribed
rating system. This delivers a proactive measure of EHS
performance for a company/site. A standard action plan
template drives improvement for the coming year. Formal
assessment is annual, with self-assessment every six months
used as a key indicator in the intervening period.
PART B
WEIR EHS STANDARDS DETAIL
Element 1: EHS Management

Systems
Consistent management of EHS systems reduces safety, health
and environmental risk. Essential risk control elements constitute
the management systems section of the Weir EHS Standards.
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
Incident reporting and investigation systems create uniformity

of process for determining trends and focussing EHS resource
for best results.
Systematic identification of hazards and assessment of risk allows

for a consistent approach to mitigation and management of EHS risk.
1.7
1.2
A General Planned Inspection process demonstrates

management action and visibility confirming compliance with
standards, programmes and defined rules.
Environmental risks to air, land and water are managed via

a process that identifies aspects and impacts under normal,
abnormal and emergency conditions.
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.
PART B WEIR EHS STANDARDS DETAIL
Element 2: Behavioural Safety

Leadership, people investment and demonstrable management
and supervisory behaviours underpin a strong EHS culture.
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.
Element 3: Operational Control

of Risk
Key risks in our operations are controlled via a set of minimum
requirements across a range of hazards. Effective procedures
and systems focus on implementation of requirements, inspection
and maintenance.
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
Managing environmental risk is key to Weir operations. Weir

standards detail minimum requirements for controlling risk to air,
land and water.
Safety risks from electrical installations are managed via control

and arrangement processes to minimise fire and explosion risk.
5.1
3.13
Personal Protective Equipment is provided in accordance with
the risks with appropriate maintenance regimes in place.
Element 4: Supply Chain

Supply chain and third party interface is key to achieving a safe
product and service.
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.
Compliance registers are compiled for all operations and subject

to annual review to ensure all permit and authorisation
requirements are met.
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.
Element 6: Fire Catastrophe

Fire and catastrophe can devastate life and business. Tight controls
are exercised over flammable liquids, fire protection and hazardous
processes which have the potential for fire/explosion.
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
PCBs (polychlorinated biphenyls) are identified with elimination

programmes in place.
Combustible loads are carefully managed against a set of

pre-determined criteria.
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.
10
Element 7: Health and Safety Themes
Element 8: Product Stewardship
Health and safety risk is a dynamic area with a shifting focus

required to address emerging organisational risk.
The evaluation of product design with regards to EHS risk is the

starting point of a cradle to grave life cycle approach to product
integrity.
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
Driving and vehicle risk is subject to an assessment process for

individuals with specialist training for users of 4x4s, etc.
Design processes are subject to rigorous quality assurance

programmes.
7.3
8.3
Temporary employees are subject to the same level of EHS risk

control as permanent Weir staff.
Design engineering risk assessment processes ensure that

product risk is minimised through the product life cycle including
installation, commissioning, maintenance and decommissioning.
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.
A Product Stewardship strategy is tracked and monitored via the

engineering function within Weir.
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.
11
Element 9: Field Operations
9.7
Field operations are a key activity for Weir in delivering customer

expectations. We recognise that field operations are challenging
and changing environments which require a different, but equally
robust approach, to our manufacturing and service facilities.
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.
Employees in charge of vehicles in the field environment must

be monitored, trained and coached to understand and mitigate
the higher levels of driving risk on busy, dynamic sites.
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.
12
EVALUATION AND
ASSESSMENT
Performance against the Weir EHS

Management System is continually
evaluated and assessed. This is
conducted through external and
internal processes. These provide
the information needed to further
develop and improve performance
and management systems.
The assessment process focuses on:

the effective implementation of the Weir EHS Standards
to meet the objectives in the Weir EHS policy
the effectiveness of operational delivery, including
communication, documentation, training, measurement,
verification and feedback
Weir EHS Management System ratings

Assessments lead to a rating for a company. The Weir EHS
Standards are rated 0-4 with 4 rating deemed best in class.
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.
13
Responsibilities
for management
The Weir EHS Management System establishes the context and

standards of EHS practice that are expected. These should guide
EHS management system implementation at an operating unit
level. Aspects of EHS management require oversight and support
at the operating company level. The following guidelines highlight
the oversight and support process for operating companies.
Management accountability:
commit to and actively engage in EHS activities in areas of
responsibility, including the assessment and evaluation
process; ensure resources enable EHS requirements to be met
functional management systems must address EHS Standards
and expected outcomes and functional guidelines should
support these
determine operational unit EHS performance and establish
and engage employees around clear improvement goals;
provide recognition for successful EHS performance
improvement activity
establish and maintain effective processes to collect and report
EHS data
ensure EHS expectations and progress of the Weir EHS
Management System implementation are effectively
communicated and monitored at new operations
Risk assessment and risk management
undertake a regular assessment of risk profile and evaluate
risk mitigation activities accordingly
Operations and maintenance
monitor effectiveness of mechanical integrity assurance
processes
ensure regulatory processes can be properly evaluated,
interpreted and translated for the functions and operations
affected
ensure regulatory compliance processes are assured and
the assurance process is robust
ensure compliance with regulations and applicable standards
is monitored
determine, establish and oversee the implementation and
ongoing delivery of sound environmental business practices
Employee development and training

ensure the competencies required to maintain and develop
effective EHS performance are reflected in employee training
and development processes
Facility design and construction
ensure robust minimum standards are in place for the design
and build of facilities and facility alterations; actively consider
whether these standards should exceed regulatory
requirements should you deem these to be inadequate
Organisational change
ensure Weir EHS Management System implications are
assessed and addressed in change programmes
Organisational learning from incident investigation
and analysis
provide a process to enable the Group to improve performance
through shared analysis of incidents occurring at company
or industry level
Emergency and business continuity
ensure adequate processes are in place for emergency
preparedness, response and business continuity for incidents
requiring resources beyond an operating unit level
EHS assessment and improvement
ensure individual and collective EHS assessment results
can be analysed through effective and robust processes
ensure processes are in place to monitor the status of
assessment, delivery of improvement actions and closure
ensure processes are in place to maintain assessment
effectiveness through review of operation unit changes such
as size and business focus
assess management alignment, performance and conformity
with Weir EHS Management System responsibilities for above
operational unit guidelines
The Weir Group PLC
Who to contact
David Baird
EHS Director
Email: david.baird@weirgroup.com
Website: weir.co.uk

Weir Ehs Management System

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Weir Ehs Management System

Uploaded by

Copyright:

Available Formats

The Weir Group PLC

The Weir EHS

v1.0 July 2013

The Weir Group PLC The Weir EHS Management System

Chief Executives Introduction