9. – Prevention – Health and Safety (external and internal), Quality and Environment Management (QUA-ENV-SAF)

  • Zero accidents. Non-negotiable.

  • Decrease in non-quality costs, in accordance with annual objectives.

  • Likewise with the emissions and environmental costs.

  • Create an integrated management system for Safety, Quality and Environment (Qua-Env-Saf), centralized or not, depending on the organization.

  • Prevention has a consultative and integrating nature between the different functions, but the responsibility for compliance with Security resides in the latter.

  • In quality and environment, two different scenarios can be arbitrated (both have their pros and cons, the first being more traditional and the second a more current variant):

    • Bring together the operational and systems part in a single command and department.

    • Divide the systems and operations part into different departments.

  • Investments in Security are prevalent.

  • Creation of a work permit linked to the Maintenance Work Orders (WOs) (see Strategy Nr. 2) with attached procedures and various levels of signature authorization depending on the risk of the work.

  • Measurement of Preventive Safety Observations:

    • Of situations.

    • Of behaviors.

  • Monthly Qua-Env-Saf meetings by department, and management at least quarterly.

  • All procedures and processes must be stored in a centralized system (Intranet or similar) that can be accessed by all employees in accordance with their permissions in the organization.

  • Qua-Env-Saf certifications -> it is not necessary to have them all, although it is convenient. But they require resources and dedication, so this must be analyzed depending on the resources of the organization and the demands of the sector and market.

  • All the actions carried out in this area should be aimed at depositing the decision-making capacity at the lowest possible level -> robust procedures and processes, without rifts or misunderstandings.

Health and Safety Committee
  • It meets 5 times a year, that is, every two months, although the Spanish law 31/1995 says 4 (other countries, check).

  • The President is always a member of the steering committee, preferably the Operations Director.

  • It has the participation of experts when appropriate.

  • Reporting: varied according to functions:

    • The H&S manager reports directly to the Managing Director.

    • The Quality and / or Environment department, if everything is brought together in a department, can also report to the Managing Director, or, where appropriate, to the Technology Director.

    • If Quality and Environment are divided into systems and operations, the former reports to the Technology Director, the latter being the responsibility of the Operations Director.

  • Depending on the organization, its activity and its impact on the outside of the company, it is important and sometimes even legally necessary to have fluent communication with firefighters, municipalities and neighborhood associations. This involves a communication plan and a clear procedure for how it is carried out, as well as regular coordination meetings.

  • Drop from 18 accidents with and without sick leave to only one with sick leave in 3 years.

Next strategy (Nr.10) -> it is accessed by clicking on the title.
Introduction -> it is accessed by clicking on the word.

Corporate or Business Social Responsibility (CSR or BSR)