Line-managers

Substitution means the replacement of a hazardous material or process with an alternative which reduces or eliminates the hazard. Process designers, line managers, and plant technical staff should continually ask if less hazardous alternatives can be effectively substituted for all hazardous materials used in a manufacturing process. Examples of substitution in two categories are discussed—reaction chemistry and solvent usage. There are many other areas where opportunities for substitution of less hazardous materials can be found, for example, materials of construction, heat transfer media, insulation, and shipping containers. [Pg.36]

Relying on teamwork to integrate health and safety and line management functions for the planning and accomplishment of work activities is vital to providing a safe working environment. Health and safety... [Pg.28]

Security issues involving access controls are typically line management responsibilities. However, it is not unheard of to have the SSHO in charge of site access or other security-related matters. However, if the field team leader or site supervisors are in charge of access issues or other security matters, they should always strive for SSHO participation. The nature of a project may warrant assigning a member of the site security staff to the project team. Key duties of the security officer may include the following ... [Pg.37]

Medical monitoring and surveillance programs enable occupational health professionals to identify adverse health effects caused by exposure to hazardous substances and conditions and to discuss plans with site workers, industrial hygienists, safety professionals, and line management to prevent exposures and protect workers. These goals can be accomplished through two objectives ... [Pg.83]

Organizational and plant design policies, directed by senior management plant and corporate management, and implemented by line management affect conditions that influence error. [Pg.165]

While suitable policies adopted by senior lu.inageraent may be frustrated if not supported by the line management. [Pg.165]

Error conditions at various levels of the organization result from inappropriate policies, or ineffective implementation of good policies by line management. Poor practices may produce "latent failures" that are not actuated until in combination with other conditions or failure that produce an accident. [Pg.166]

Just as you presented a preliminary plan at the outset of the PSM initiative, you may want to think in terms of a formal presentation to your company s management when the detailed plan is complete. Remember that senior management s buy-in will be essential to successful implementation so will the endorsement of line managers at the operating level, who will be directly affected by your plan. [Pg.121]

Define and issue initial system modifications during roll-out as required. Turn over PSM systems to line management. [Pg.162]

The evaluation involved detailed interviews with all but one of the mentees, and all the mentors, plus the mentees line managers. Inevitably, there was a significant variation in what had been achieved. Some of the relationships had moved firmly into the... [Pg.89]

Keeping interference with the relationship by third parties to an absolute minimum - for example, although line managers should be involved in the association, they do not have to receive a report every week. [Pg.133]

To summarize, line managers should not be mentors because they are too results-focused and are responsible for helping others to do their job correctly. Therefore ... [Pg.134]

Involving the mentee s line manager but not allowing collusion between him or her and the mentor. [Pg.144]

Acceptance of input from outside the hierarchy. Mentees are likely to be open to entering a developmental mentoring relationship with a mentor who stems from any environment - perhaps from another department or external to the company. Adherence to hierarchy. Mentees are likely to seek input from people who are in a more or less direct line relationship with them - e.g. their line-manager or his or her boss. Developmental input from an external source is unlikely to be accepted. [Pg.165]

Needs and objectives might emerge in various ways first, the mentee might have worked them out as a result of reflecting upon current performance secondly, the mentee s line manager or team leader might have been substantially involved in... [Pg.172]

What if the mentor infringes on my (the line manager s) territory ... [Pg.208]

First, make clear to both line managers and mentors where the boundaries of a mentoring relationship lie - i.e. mentors are not to interfere with work tasks given by the line manager they are not to discuss the line manager with the mentee in negative terms and they are not to get involved in conflicts between... [Pg.208]

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