AOSH works with a diverse number of companies of varying size, here are some examples of recent consultancy projects.
IMPROVED HEALTH AND SAFETY MANAGEMENT
Health and Safety Management System (HSMS) development and implementation
After attending one of our training courses the Managing Director of a cleaning contract company recognised that health and safety within his company was not being systematically and effectively managed to minimise losses, ensuring that people were protected and his company were legally compliant.
The company had a history of high staff turnover and high accident incident rates so they engaged AOSH to develop a Health and Safety Management System (HSMS) for them.
AOSH initially conducted a gap analysis audit to identify existing strengths and weaknesses. AOSH then communicated the audit findings and associated recommendations for improvement to the senior management team.
Following this AOSH worked closely with key staff members at regular on-site meetings, where milestones were set to ensure that the new HSMS met the required scope, was tailored to the company operations, expectations and aspirations, and above all, was user friendly.
The process brought together the wealth of experience of the company’s staff, improved their overall knowledge and understanding of health and safety requirements, plus ensured ownership of the new Health and Safety Management System.
Since launch of the new Health and Safety Management System the company has reviewed and revised its risk assessments resulting in more effective time and business management, improved staff morale, and reduced accident and staff turnover rates.
It was particularly pleasing when the MD commented that health and safety had actually improved his company’s profile and marketability and had made a major contribution in winning new contracts.
DANGEROUS SUBSTANCES (DSEAR)
Reduced energy costs and improved efficiency
A blue chip logistics and distribution company engaged AOSH to advise on both, reducing extraction rates and increasing aerosol storage capacity at their Distribution Centres (DC), thus reducing their environmental impact and energy costs, whilst maintaining current high safety standards.
Each DC is specifically designed for the storage of ‘hazardous substances’ (mainly aerosol LPG propellant).
In conformance with lower-tier site requirements of the Control of Major Accident Hazards Regulations 1999, as amended (COMAH) each DC had produced a major accident prevention policy (MAPP). Local Authority planning consent and HSE COMAH consent authorised varied quantities of hazardous substances to be stored.
AOSH conducted a Dangerous Substances and Explosive Atmospheres (DSEAR) review involving:
AOSH then recommended various cost effective actions to meet the desired objectives and additionally to improve existing control measures.
Since implementing the recommendations the company has reduced its energy costs whilst maintaining safety integrity and improved aerosol stock control negating the need for increased storage capacity. The ‘payback’ period for project implementation was 6 months.
Fatigue risk assessment
A manufacturing company had increased production opportunities and wanted to implement a new rotating shift pattern. This met with health and safety concerns from employees and their Trade Union. The company requested AOSH to determine the health and safety impact from the proposed shift patterns.
AOSH worked closely with key staff members and employee representatives to identify relevant parameters, which AOSH then used in a Fatigue and Risk Index Calculator. This involved analysis of the:
Further to existing proposed control measures a range of risk control measures were recommended, including:
The findings of the analysis were communicated directly to the company and its workforce, were universally accepted and endorsed by the Trade Union. AOSH then assisted with the implementation of the recommended actions.
This resulted in acceptable shift rota implementation and effective work planning, with a secondary effect of improved workplace relations and output efficiencies through workforce engagement.