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| 05.PR037 Meals for staff working late |
1.1 Order food
Staff members working late can order online from any of the three options listed below. Log on details are provided and card details are pre-saved on each of these accounts. If any issues with card details are experienced, contact your line manager (even if out of hours). In the event that you cannot contact your line manager and no other manager is available, food can be expensed. Food can also be bought and expensed for example, from a supermarket, if a takeaway is not desired.
Spending should be kept to a reasonable amount, the definition of which is at managements' discretion.
The password and username for all accounts can be found on the Quality Assurance Share site Dashboard on the left-hand side. |
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| 07.PR007 Expenses |
1.3 Review + approve
Expenses are reviewed by the Line Manager, if recoverable, the form should be signed and dated and placed in the Expenses tray. If not recoverable the form is to be returned to the Originator with the reason for refusal. |
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| 07.PR012 Payroll Process |
1.4 Request Managers Approval
Submit payment to each employees Line manager for approval. |
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| 08.PR001 New Employee Induction |
1.1 Employment Details
I/P From 08.PR009
Upon confirmation of a new employee, Originator should complete section 1 of New Employee/Internal Move Checklist.
This should be completed prior to employees start date. |
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1.2 Inform relevent personnel and pass on checklist
Originator to inform IT Support Engineer of new employee and forward Induction Checklist to them. |
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1.4 Complete actions in sections 3
Business Services and IT to complete actions in sections 3 of New Employee/Internal Move Checklist. |
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1.6 Ensure completion of New Employee Induction Checklist
Business Services Administrator to ensure section 1 has been completed, Buddy to ensure section 2 has been completed, Line Manager to ensure section 3 has been completed. |
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| 08.PR002 Completion of Recruitment Process |
1.1 Print Induction Plan
I/P 08.PR001 New Employee Induction
An induction plan needs to be printed off in preparation for a new employee commencing employment so that they get a thorough introduction to the company.
If the employee is already an existing Metron employee an internal job position move checklist must be completed. Confirm with Line manager who Buddy will be. |
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2.3 Facilitate induction activities in accordance with the plan
Schedule first week, time with Business Systems, HR & QHSE, Introduction to team including scheduling 5 mins with directors. |
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2.4 Schedule review meeting with line manager
Schedule induction review with line manager approx. 4 weeks after induction sign off |
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| 08.PR003 Sickness Absence |
1.1 Notify Line Manager of Sickness
The employee should notify their line manager by telephone, before 9am on the first day of sickness. The employee should state the reason for their absence and expected duration. Alternative methods of communication (e.g. e-mail or text message) can be used if the employee is unable to use the telephone. |
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1.3 Notify Line Manager
HR Manger Notifies Line Manager of Absense |
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2.2 Self-Certification Sickness Form
Upon their return to work the Staff Member must complete a Self-Certification Sickness Absence Form which is to be signed by their Line Manager. Upon completion, the signed copy is to be scanned and submitted by email to the HR Manager. If absent period > 7 days this form must be accompanied by a signed doctor's certificate. |
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| 08.PR004 Requesting Leave |
1.2 Complete Form
A leave request, of any nature, must be submitted through the Open ERP and subsequently followed up via email to the appropriate Line Manager.
A user guide on how to submit a leave request is available in mGate. The link to Metron ERP is erp.metrongroup.co.uk
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1.3 Consider Leave
Line manager to review the leave request in Open ERP. When considering the request the Company's service requirements and the legal leave the employee has remaining should be taken into account.
The HR Administrator should be infomed to approve the leave.
If approved go to 1.4
If denied go to 1.5
A response to a leave request will be given at the earliest opportunity. (Generally this should be no later than 7 days after receipt of the request.) |
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1.4 Leave Approved
The employee has been granted leave for the date and time as per their request. Confirmation will be visable in the Open ERP.
The employee's holiday entitlement will be re calculated accordingly.
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1.5 Leave Denied
The employee is to continue their role as required, should they wish to submit a new request for leave please follow point 1.1
Confimation will be visable in ERP Should leave be refused an explanation is to be provided to the employee by their Line Manager by return email |
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| 08.PR005 Personal Development planning |
1.2 Review section one with line manager
Organise a review meeting with your line manager to review section one of your development plan. At least 24 hours' notice for the meeting must be given and a formal diary request sent. Attach the development plan completed so far to the meeting invite.
Review and discuss section one. Agree any changes as necessary. |
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1.4 Review section two with line manager
Organise a review meeting with your line manager to review section two of your development plan. At least 24 hours' notice for the meeting must be given and a formal diary request sent. Attach the development plan completed so far to the meeting invite.
Review section two of your development plan with your line manager.
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1.5 Gain approval
Make any amendments, as agreed with line manager and take for approval. The front sheet should be completed and signed. |
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1.6 Implement
Implement the development plan. Organise a review meeting, as based on the agreed date of the development plan.
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1.7 Save
Line Manager to send the completed and approved Individual Development Plan to the HR administrator to save on Share in the employee file. If no 'Development' folder already exists, create one to save here. |
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2.2 Review with line manager
Organise a review meeting with your line manager to review section one of your development plan. At least 24 hours' notice for the meeting must be given and a formal diary request sent. Attach the development plan completed so far to the meeting.
Review the old revision and the new revision of the development plan with your line manager. Review and discuss amendments made to section one. Make any changes as necessary invite. |
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2.4 Review with line manager
Organise a review meeting with your line manager to review section two of your development plan. At least 24 hours' notice for the meeting must be given and a formal diary request sent. Attach the development plan completed so far to the meeting invite. |
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2.5 Gain approval
Make any amendments, as agreed with line manager and take for approval. The front sheet should be completed and signed. |
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2.6 Implement
Implement completion of the development plan. This will include review periods, which will have been agreed with your line manager, ensure formal meeting requests are sent for these.
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2.7 Save
Line Manager to send the completed and approved Individual Development Plan to the HR administrator to save on Share in the employee file. Ensure is saved as a new revision. If no 'Development' folder already exists, create one to save here. |
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| 08.PR007 Engaging a Contractor |
1.1 Identify Contractor Requirements
Identify the need for an additional resource/contractor |
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1.2 Obtain Contractor Terms & Conditions
Obtain the identified contractor's terms & conditions. This should include preferred costs, payment terms, notice period etc |
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1.3 Approve Contractor
The contractor terms and conditions should be reviewed and approved. Contractor terms and conditions should be stored in the HR folder. |
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1.4 Issue Contract
Subcontractor Agreement should be issued to the Contractor.
Signed Subcontractor Agreement should be stored in the HR folder. This should include additional confidentiality and restrictive clauses as felt appropriate by the line manager or management team. |
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| 08.PR008 Employee Appraisal |
1.1 Set Appraisal Meeting
An email invite is sent out to the appraisee, line manager and appraiser setting the date that the appraisal meeting will take place. An appraisal should take place annually. |
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1.2 Line manager completes evaluation & planning of objectives/development
In line with the identified requirements of the Learning Management System and prior to appraisal, the line manager completes the first stage of the appraisal on the LMS individually. |
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2.1 Agree evaluation & planning of objectives/development
At the appraisal meeting the staff member, line manager and appraiser combine and agree on evaluation of staff member's job and objectives and development for the upcoming year. Content driven by LMS system |
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3.1 Complete review comments
The appraisee, line manager and appraiser record any final closing comments regarding the staff member's appraisal. This must be complete within 1 week of the appraisal meeting |
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3.2 Distribute completed appraisal
The appraiser sends a copy of the completed appraisal to the appraisee, line manager and HR Admin. |
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| 08.PR009 Recruitment of Personnel |
1.1 Identify New Position
Identify the role and position to be filled.
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1.2 Compete Recruitment Approval Template and Job Description
Create Job description using template, decide on assessment and advertising options as per the template, add any job specific requirements. Make justification for role. Submit to management team for review and approval.
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1.3 Approve recruitment request and job description
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4.4 Complete primary screening of applications
Primary assessment of incoming applications. Screen on the basis of approved form and job description. Remove candidates who are unsuitable for role and let line manager know when completed, so remaining candidates can be reviewed.
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4.5 Complete screening of suitable applicants
Complete screening of suitable applicants put forward by the HR manager after primary screening.
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4.6 Complete list of candidates for aptitude testing
Complete list and send to HR manager via email.
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5.4 Present aptitude test results to line manager in report
Create an ERP report, export results to Excel and send to line manager via email.
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6.1 Management to select canditates
Select candidates for in house testing and issue list to HR manager.
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6.2 Schedule in house testing date
Ensure date and time do not clash with ongoing operations / training room bookings.
https://share.metrongroup.co.uk/page/site/training-development/document-details?nodeRef=workspace://SpacesStore/50250ce5-f1a1-4908-b47b-09a0e3098d8b |
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6.8 Present aptitude test results to line manager in report
Create an ERP report, export results to Excel and send to line manager via email.
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7.1 Line manager to select canditates
Review aptitude test results, CV's, covering letters etc and compare candidates. Choose candidates to interview. Decide on face to face/skype interview's and notify HR manager.
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7.2 Schedule interviews
Invite candidates for interview. Use email template: (Check spelling and details before sending)
Dear {Candidate name}
Further to your application for our position as {Advertised Job role} we are pleased to inform you that you have been selected for interview.
Would you be available {date} {time}.
Kind Regards,
{HR Manager}
{HR managers signature}
https://share.metrongroup.co.uk/page/site/training-development/document-details?nodeRef=workspace://SpacesStore/50250ce5-f1a1-4908-b47b-09a0e3098d8b |
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7.3 Conduct interviews
Form available for use if desired during interviews - this is available for use at the discretion of the interviewer.
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8.1 Select succesful candidate(s)
Select succesful candidate(s) and notify HR manager of decision.
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8.2 Identify any potentials for future consideration
Give details of candidates to HR manager. HR manager to save files against relevant jobs on Share. Email to be sent to these candidates notifying that they were unsuccesful, but that we would like to keep their details on file. Use email template: (Check spelling, grammar and details before sending).
Dear {Candidate name}
Further to your application for our position as {Advertised Job role} we regret to inform you that you have not been selected for the position.
However, we would like to keep your details on file for future openings. Please inform us if that is not in your interest.
We wish you all the best for your future search.
Kind regards,
{HR Manager}
{HR managers signature}
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8.3 Notify succesful candidate(s)
Job offer made over the phone. Formal offer letter to then be sent via email to succesful candidate(s).
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8.4 Await acceptance of job offer from succesful candidate(s)
Offer letter requires signing by the candidate and sending back to Metron.
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8.5 Notify unsuccesful candidate(s)
Only notify unsuccesful candidate(s) upon acceptance of job offer from succesful candidate(s). Notify via email. Use email template: (Check spelling, grammar and details before sending).
Dear {Candidate name}
Further to your application for our position as {Advertised Job role} we regret to inform you that you have not been selected for the position.
Thank you for applying for a position with Metron, we wish you all the best for your future search.
Kind regards,
{HR Manager}
{HR managers signature}
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8.6 Prepare and submit contract to succesful candidate(s)
Appropriate contract to be sent to succesful candidate(s) once offer letter has been signed and returned by candidate.
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| 08.PR010 Termination of Employment |
1.1 Employment Terminated
Employee is leaving business, either as a result of notice being served by the Employee or the Employer.
Inform Business Systems Manager as changes may be required for access. |
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1.2 Determine Notice Period and Holiday Entitlement
Determine notice period and remaining holiday entitlement based on employee contract. |
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1.3 Agree Notice Period to be Worked
Agree notice period to be worked with the Employee.
Inform Business System Manager of exit date. The employee may be put on gardening leave, or employment terminated with immediate effect depending on circumstances.
Any specific legal obligations should be advised to the employee. In particular they should be advised of any contractual restrictive covenants and/or confidentiality clauses they must abide by. |
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1.4 Undertake Exit Interview
An exit interview should be performed with the employee if this is appropriate.
Record exit interview findings in personnel folder. The interview should ideally be performed in a neutral location in a non-confrontational manner.
All reasons for departure should be collected to ensure that improvements can be made to the business if appropriate. |
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1.5 Complete End of Employment Checklist
Complete end of employment checklist |
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1.6 Archive End of Employment Checklist
Archive the signed End of Employment Checklist in the ex employee's HR folder. HR folder is on the HR Share site. |
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| 08.PR011 Requesting Toil |
1.2 Contact Manager
Send email to line manager requesting a toil allocation be made - confirm the amount of days (standard day 8 hours)
Deadline: 3rd week each month |
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1.3 Consider allocation request
Check with Operations Coordinator
Option 1: accept - move to next stages of the process
Option 2: reject - explain reason for the decision to the employee
If accepted go to 2.0 |
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2.1 Creation of Toil
Create a toil allocation in ERP. Tick the toil once it has been submitted to payroll. Ensure it is validated. Advise employee of approval via email.
Note: Employee free to make a leave request as per process PRO11.
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2.2 Contact Payroll
Advise payroll of toil allocation via email. |
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| 08.PR021 Time Writing Process |
1.4 Review and Approve Timesheet
Timesheets are reviewed and approved by manager. If rejected, manager is to notify staff member. Updates to be made by staff member before submitting again for approval. |
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| 11.PR002 Competence Management |
2.1 Request Assessment
Once a need for competence assessment is identified, the line manager discusses the need for assessment with the Operations Manager |
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2.4 Complete and Submit Assessment Form
If the assessor agrees that the candidate is competent the relevant form should be extracted from the Competence Management Standard, completed by the assessor and passed to the LMS Coordinator.
An email should be to sent the following individuals informing them of the candidate's successful assessment:
Candidate
Line Manager
Operations Manager
Engineering Director |
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2.6 Provide Feedback
If the candidate is not assessed as competent, the assessor should send an email to the candidate detailing the specific areas where they have fallen short of the required standard along with recommended actions that can be taken to address the short comings. |
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3.2 Complete and Submit Assessment Form
If the Engineering Director agrees that the candidate is competent the relevant form should be extracted from the Competence Management Standard, completed by the assessor and passed to the LMS Coordinator.
An email should be sent the following individuals informing them of the candidate's successful assessment:
Candidate
Line Manager
Operations Manager
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3.4 Provide Feedback
If the candidate is not assessed as competent, the Engineering Director should send an email to the candidate detailing the specific areas where they have fallen short of the required standard along with recommended actions that can be taken to address the short comings. |
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| 14.PR011 Personal Protective Equipment Management |
2.1 Review the Risks
Review the risks as part of the risk assessment process.
If possible, try to eliminate the need for PPE but if this cannot achieved, implement the use of PPE as a control method in line with the control hierarchy as outlined at the beginning of the process.
Please note: A COSHH assessment may need to be completed as part of the Risk Assessment p, where the need for PPE may be identified.
Section 3.0 provides a description of the anticipated PPE that will be identified with this risk assessment. |
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3.1 Head Protection
Safety helmets protect against falling objects, flying objects and impact with fixed objects.
If during the RA process a hazard is identified that could cause head injury, head protection must be worn. Offshore installations require Safety Helmets to be worn at all on times on the rig floor.
Metron provide all offshore personnel with Safety Helmets that comply with BS EN 397:2012 and carry CE marking.
All helmets will be fitted with chin straps.
Chin straps must be worn under any circumstances where there is a risk of the helmet falling, or being blown off.
The helmet should be adjusted and fitted properly.
For offshore use: Safety Helmets must be fitted with ear defenders which comply with EN 352-3:2002 and carry CE marking. |
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3.2 Eye Protection
Eye protection protects against chemical or metal splash, dust, projectiles, gas and vapour and radiation.
If during the RA process a hazard is identified that could cause eye injury, protection must be worn. Offshore installations require eye protection to be worn at all on times on the rig floor.
Metron provide all offshore personnel with safety spectacles and safety goggles that comply with BS EN 166:2002 and carry CE marking. |
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3.3 Hearing Protection
Personnel exposed to noise level of 85dB or above - daily or weekly average - require hearing protection.
If during the RA process a hazard is identified that could cause damage to hearing, hearing protection must be worn. Offshore installations will require hearing protection in certain areas which will be clearly marked with signs.
Metron provide all offshore personnel with helmet mounted earmuffs that comply with BS EN 352-3:2002 and carry CE marking.
Offshore installations will provide disposable single use ear plugs which are usually made from foam.
All offshore personnel's hearing is tested as part of the offshore medical process. If required, health surveillance will be performed. |
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3.4 Body Protection
Whole body protection protects against temperature extremes, adverse weather conditions, chemical or metal splash, spray from pressure leaks or spray guns, contaminated dust, impact or penetration, excessive wear or entanglement of clothing.
If during RA process, one or more of these hazards is identified then body protection must be worn.
Metron currently provide all offshore personnel with flame retardant overalls. These overalls comply to:
-EN 340:2003
-EN 1149-5:2008
-EN ISO 11611:2007:(Class 1-A1):50 washes
-EN ISO 11612:2008 (A1 B1 C1 D0 E3 F1):50 washes
-IEC 61482-2:2009 (Class 1)
Personnel working on or around machinery must wear close fitting overalls to prevent entanglement.
Contaminated or dirty overalls must be removed immediately and laundered.
Metron provide all offshore personnel with high visibility waterproof jacket that complies to EN471:2003 Class 3, EN343 Class 3:3 and GO/RT 3279. |
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3.5 Hand and Arm Protection
Hand and arm protection protects against abrasion, temperature extremes, cuts and punctures, impact, chemicals, electric shock, radiation, vibration, biological agents and prolonged immersion in water.
Hand injuries are a high concern within the oil and gas industry.
If during RA process, one of these hazards is identified then hand and / or arm protection must be worn. Not one glove will provide protection against all hazards and therefore there are various types of gloves to give a specific type of protection.
Metron provide all offshore personnel with gloves to protect against mechanical risks that comply with BS EN 388:2003.
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3.6 Foot Protection
Foot protection protects against temperature extremes, adverse weather conditions, electrostatic build-up, slips, cuts and punctures, falling objects, heavy load, metal and chemical splashes.
If during RA process, one of these hazards is identified then foot protection must be worn.
Metron provide all offshore personnel with anti-static, lace up safety boots that comply with BS ISO 20346:2004. |
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3.7 Respiratory Protection
Respiratory Protection is required in oxygen-deficient atmospheres, dusts, gases and vapours.
If during RA process or COSHH assessment, one of these hazards is identified and control measures cannot adequately reduce the exposure, then respiratory protection must be worn.
It is unlikely that Metron offshore personnel will ever be involved in operations that require respiratory protection and therefore no respiratory protection is issued as standard. However, this will be addressed as part of the task risk assessment process.
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3.8 North Sea PPE Minimum Requirements
All personnel working offshore in the North Sea are required to wear, as a minimum, the following:
-Long sleeve fire retardant overalls
-Safety Helmet (fitted with ear defenders + chin strap)
-Safety glasses
-Gloves
-Safety Boots
Additional PPE shall be worn where indicated by notices, instruction, COSHH assessment, Risk Assessment and good practice.
All PPE shall conform to the appropriate BS EN standards. |
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4.1 Order PPE
Office & Support Services PA shall be responsible for purchasing required PPE as set out in 2.1 - 2.8. |
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5.1 Safe use of PPE
Personnel who shall use PPE will be made aware of why it is needed, when it is needed, how to inspect PPE, how to report any defects or faults and the limitations of the PPE.
Personnel shall be trained on how to use the PPE properly.
Line Management shall be involved in training process to ensure personnel are using equipment correctly.
Line management shall check at regular intervals that PPE is being used correctly. |
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| 14.PR015 Contractor health and safety management |
1.5 Re-assess
Any reasonable objections regarding the future disruption should be taken into consideration (i.e. works will affect training courses, projects etc.) and amendments to the scope/schedule should be implemented as appropriate.
If no objections are raised and there are no changes to the planned dates, then continue to 1.6
If the scope of work has not changed, go-to 1.5 but if the planned dates have changed then revert to 1.3.
If the scope of work has changed, revert to 1.1 |
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| 14.PR017 Hand-arm vibration at work |
2.4 Performing Health Surveillance
Refer to Occupational Health Surveillance Process to determine risk and if health surveillance is required.
The current Exposure Limit Values (ELV) and Exposure Action Values (EAV) are currently:
For hand-arm vibration -
(a) the daily exposure limit value is 5 m/s2 A(8)
(b) the daily exposure action value is 2.5 m/s2 A(8)
Always refer to the latest issue of the regulation.
The HSE provide a useful calculator to assist in calculating exposure levels. See Guide to using the on-line hand-arm vibration exposure calculator |
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2.5 Reporting any symptoms
Irrespective of whether the use of the hand tools is under Health Surveillance, you should report any of the following symptoms to with your Line Manager of the HSE Manager.
Symptoms and effects of HAVS include:
-tingling and numbness in the fingers which can result in an inability to do fine work (for example, assembling small components) or everyday tasks (for example, fastening buttons);
-loss of strength in the hands which might affect the ability to do work safely;
-the fingers going white (blanching) and becoming red and painful on recovery, reducing ability to work in cold or damp conditions, eg outdoors.
Symptoms and effects of CTS can also occur and include:
-tingling, numbness, pain and weakness in the hand which can interfere with work and everyday tasks and might affect the ability to do work safely. Symptoms of both may come and go, but with continued exposure to vibration they may become prolonged or permanent and cause pain, distress and sleep disturbance. This can happen after only a few months of exposure, but in most cases it will happen over a few years. |
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| 14.PR021 Manual Handling |
1.1 To be taken as part of a risk assessment
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1.2 Perform a risk assessment
Perform a risk assessment for manual handling
Manual handling should be avoided if at all possible.
Particular consideration should be given to at risk groups. Refer to HSE guidance for more information |
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1.3 If you are assessing a single lift use the HSE MAC assessment tool
Complete assessment. This should form part of the risk assessment |
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1.4 If you are assessing multiple variable lifts throughout a day use the HSE V-MAC tool
Complete assessment. This should form part of the risk assessment http://www.hse.gov.uk/msd/mac/vmac/assets/vmac.xls |
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1.5 Apply best lifting techniques - these should be listed on the risk assessment
Refer to Metron manual handling training & HSE guidance documents |
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1.6 Review and approve assessment
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1.8 Re-assess if things change
Stop the task at any time if things change or if there are concerns |
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| 14.PR022 Noise at Work |
1.1 Review the risks
Review the risks as part of the risk assessment process
Try to eliminate the risk |
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1.2 Review and approve the risks
This should be undertaken as part of the standard risk assessment process |
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| 14.PR024 Working at Height |
1.1 Review the risks
Review the risks as part of the risk assessment process
Reference HSE working at height guidance
Try to eliminate the need for working at height
If this can't be done perform the assessment on the HSE WAIT site and record this as part of the risk assessment Ref
http://www.hse.gov.uk/pubns/indg401.pdf
http://www.hse.gov.uk/work-at-height/wait/wait-tool.htm |
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1.2 Review and approve the risks
This should be undertaken as part of the standard risk assessment process |
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| 14.PR029 Prevention of Alcohol and Drugs Misuse |
2.1 Explain reasons for investigation to staff member and the process to be followed
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2.2 Seek staff member's input on their deteriorating performance and/or behaviour
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2.3 Approach Staff Member's GP for advice (if applicable)
Only to be carried out with Staff Member's consent. |
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2.4 Identify any requirement for medical and/or specialist referral
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3.1 Request urgent appointment for specialist help
Refusal to accept offer of referral may result in disciplinary action being taken. |
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3.2 Prepare letter of referral
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3.3 Provide copy of letter of referral to staff member
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4.1 Review Staff Member's duties and adjust as required
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| 14.PR030 New and Expectant Mothers at Work |
1.1 Inform Line Manager as soon as possible that you are pregnant providing details of: Expected week of childbirth and intended start date for maternity leave
To be completed before the end of the fifteenth week before the week that you expect to give birth (Qualifying Week), or as soon as reasonably practical afterwards.
The earliest date you can start maternity leave is 11 weeks before expected week of childbirth (unless child is born prematurely).
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1.2 Provide proof of Expected Week of Childbirth
Certificate to be provided from doctor or midwife (usually on MAT B1 form).
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1.3 Provide letter informing staff member of their Expected Return to Work Date
To be issued within 28 days of pregnancy notification. |
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2.1 Identify any requirements to change working conditions or hours of work
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2.2 Identify suitable alternative work (if required and available)
Alternative work to be on terms that are similar or not substantially less favourable. If no suitable alternative work is identified, then staff member may be suspended on full pay. |
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3.2 Record any pregnancy-related absences
Periods of pregnancy related absence to be recorded separately from other sickness records and disregarded in any future employment-related decisions. |
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4.1 Discuss arrangements for covering work
To be carried out shortly before staff member begins maternity leave. |
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4.2 Agree opportunities for remaining in contact during maternity leave
Only if staff member wishes to do so. |
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4.3 Staff member begins maternity leave
Staff member may change their intended start date for maternity leave by informing company in writing no less than 28 days before the original intended start date. |
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5.1 Discuss with staff member arrangements for return to work
This may take place in person or by telephone and may include:
a) Updates on changes to the business in their absence
b) Any training needs
c) Any changes to working arrangements
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| 14.PR031 Early and Safe Return to Work |
1.1 Schedule Return to Work interview with Staff Member
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1.2 Complete Return to Work interview with Staff Member
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1.3 Develop strategy for supporting Staff Member's safe return to work
This may consider:
a) Reduction in working hours that may be gradually increased over time
b) Reduction in workload and/or responsibilities
c) Taking medical or other specialist advice as required
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1.4 Agree strategy with Staff Member
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1.5 Staff Member returns to work
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1.6 Monitor Staff Member's progress
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1.7 Review return to work strategy
Review Staff Member's progress and adjust return to work strategy as required |
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| 14.PR036 HSSE Inspection Procedure |
1.1 Preparation
Download a copy of the HSSE Inspection Form from Share |
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1.2 Inspection
Conduct the inspection mid-morning, during live working activities.
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1.3 Review
Take immediate action, if necessary, if there are any concerns relating to HSSE or Environmental Issues
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1.4 Action
Any non-conformances to be raised on ERP and any suggestions for improvements to be raised as a Suggestion
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1.5 Inform
Once the form is completed, and any actions raised, inform the OSSA.
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| 14.PR040 Occupational Health Surveillance |
1.1 Complete risk assessment
Complete risk assessment to identify hazards in the workplace, the severity, who is at risk and the measures to be taken to control the risk. This risk assessment will help determine the requirements for health surveillance and any further steps required.
Find out whether employee is at risk from:
-noise
-vibration
-respiratory disease
-skin disease or irritation
-eye irritation
-kidney or liver damage.
In order to answer these questions, the person conducting the risk assessment must understand the full work process and all of the risks employees are exposed to.
The main area's of concern are:
-solvents
-fumes
-dusts
-biological agents
-asbestos
-lead
-compressed air
-ionising radiations
-diving
Consider:
-removing the hazard altogether
-reducing risks by changing the way work is done or use other controls
-provide protective equipment.
Some forms of Health Surveillance are required by law. Other forms of Health Surveillance are undertaken as good practice.
Control measures may not always be reliable so health surveillance can help make sure that any ill health effects are detected as early as possible. |
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1.2 Review risk assessment against health surveillance criteria
If there is still a risk to health after the implementation of the control measures from the risk assessment or there is a mandatory requirement, then a health surveillance programme should be implemented.
Medical surveillance is a legal requirement for the following workplace exposures:
-Particular types of asbestos
-Work with lead
-Work with ionizing radiation
-Work with those substances hazardous to heath that are subject to Schedule 6 of the Control of Substances Hazardous to Health Regulations 2002.
If health surveillance it is not required, review the risk assessment and ensure that any changes to the workplace are still implemented.
Risk assessments and the controls applied to the risks must remain relevant to the actual activities taking place. |
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2.1 Appoint a responsible person
To help setup an effective health surveillance system, a responsible person should be assigned. This person should be trained to make basic routine checks, such as skin inspections for first signs of redness. The responsible person could be a supervisor, employee representative or a first aider.
For more complicated assessments, such as medical fitness for specific jobs, lung function tests, hearing tests, etc. an Occupational Health Nurse or a Physician can perform the assessment and do various examinations. This will need to be arranged by the HR department.
The HR Department is responsible for Managing, monitoring and reviewing the Occupational health service, which includes this surveillance process.
Both the HSE Manager and a trained first aider can be called upon to help carry out basic routine checks.
Metron staff are not expected to diagnose the cause of the symptoms of an employees' ill-health. |
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2.2 Involving Employees
When setting up heath surveillance arrangements, it is important to involve your employees at an early stage as they should understand their own duties and the purpose of health surveillance.
Identify all employees who are at risk as determined out in 1.1 and advise them of these risks. |
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2.3 Carry out self checks
As well as employers carrying out checks on employees, employees can also highlight whether they think they are also at risk when carrying out self-checks. If required, awareness training will be provided. If there are any concerns, speak to the person responsible person for health surveillance.
For more complicated assessments, an occupational nurse or doctor can ask about symptoms or carry out periodic examinations. |
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2.4 Medical surveillance
Common examples of Health Surveillance:
-Display Screen Equipment Use: Vision Screening; Muscular Assessment; Work Station Assessment
-Drivers: Occupational Health Assessment
-Manual Handling work: Occupational Health Assessment or questionnaire
-Noise: Hearing test if exposure at levels of 80Db or above
-Vibration: Self reporting examination or questionnaire + Occupational Health examination if required
-Asbestos, lead, compressed air: Occupational Health Assessment
-Substances Hazardous to Health: Varies depending on substance. Self reporting; Occupational Health Assessment; Respiratory function tests; Skin surveillance; Blood test; Urine tests
-Ionising Radiations: Dosimetry; Personal monitoring
-Laser users: Eye examination
-Confined spaces - use of respirators: Occupational Health medical
-Pregnant workers: Occupational Health Assessment or questionnaire
-Night work: Occupational Health Assessment or questionnaire
-Young workers: Occupational health Assessment or questionnaire |
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3.1 Involving an occupational health professional
The HR department will contact an occupational health professional if an employee(s) requires an examination.
All offshore personnel will undergo medicals, administered by Survivex. We will endeavour to use this supplier for any additional occupational health appointments, but another supplier may be used.
Make sure when meeting the Occupational Health professional that the requirements of them are discussed in terms of what services they will provide.
Employees are entitled to attend health surveillance appointments within paid working time and Metron will bear the cost. |
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3.2 Obtain results
Obtain results from the occupational health professional. From the outset of a health surveillance programme, it is helpful to agree with your provider how they will present the results to you, eg:
-will this be in a written or emailed report?
-how often will this be sent?
-will this convey only results or include an interpretation of their significance?
-will it include any action expected by you (the employer) |
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3.3 Work place adjustment
After the health surveillance appointment - carry out any work place adjustments as recommended by the occupational health professional. You may need to adapt the workplace or even move affected staff to alternative duties. |
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3.4 Action on health risks
Consider the following when implementing action on health risks as identified by the occupational health professional:
-What work has the employee been doing/for how long?
-Have all risks in the work activity been assessed?
-Have you chosen the most effective and reliable controls?
-Have you considered all routes of exposure?
-Is the employee trained, both for the job and in the use of any equipment used to control risk?
-Have you maintained/checked the control measures to make sure they stay effective?
-Is any necessary personal protective equipment (PPE), including protective clothing, provided and used correctly?
-Is any necessary respiratory protective equipment (RPE) provided and used correctly?
-Is RPE and PPE maintained?
-Could activities outside work have caused ill health?
You should consider all the above, in tandem with the results from the subsequent health surveillance, when implementing additional or improved control measures. |
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4.1 Health Surveillance Records
Update health record after consultation with occupational health professional. A health record must be kept for all employees under health surveillance. These should include details about the employee and the health surveillance procedures relating to them.
These details should include:
-Surname
-Forname(s)
-Gender
-Date of birth
-Permanent address
-National Insurance number
-Date present employment started
-The date health surveillance checked were carried out and by whom
-The outcome of the test/check
-The decision made by the occupational health professional in terms of fitness for task and any restrictions required. This should be factual; and only relate to the employee's functional ability and fitness for specific work, with any advised restrictions.
Medical records compiled by an externally appointed doctor or nurse and may contain information obtained from the individual during the course of health surveillance. This information may include clinical notes, biological results and other information related to health issues not associated with work. This information is confidential and should not be disclosed without the consent of the individual.
Where any health information is written down, such as lung function test reports, records have to be kept for a minimum of 40 years. These are normally kept by the Occupational Health provider.
If no further action required.
If any follow up appointments are required go to 3.0. |
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