Phil Brierley, CEO, Redhall Group; “We place great importance on both our SHEQ performance and our drive to continually improve as we move towards our stated objective of zero harm to the communities in which we do business. As part of its commitment a set of ten Golden Safety Rules have been developed to reflect the requirements for all of the individuals that work in the Group to remain safe, particularly in the high risk environments they operate in.
The sixth golden rule is CONFINED SPACES: You must never enter unless there is a safe system for you to follow.
- Confined space working may be undertaken only by trained personnel
- Only enter a confined space if you are permitted to by a permit to work
- Safe working methods will include permits to work, isolation of energy sources and hazardous substances to the work area, atmospheric testing and monitoring, stand by persons, and emergency procedures
A booklet which contains the full text of the rules has been issued to every member of staff, along with a summary card for the person to keep on them at all times whilst they are at work.”
Redhall Engineering is celebrating after winning four new contracts at various locations around the UK. .
The engineering support services business has been selected by ExxonMobil to undergo the delivery of shutdown works at its Fawley refinery, the largest in the UK and one of the most complex in Europe. Based near Southampton and working within the Exxon team, the scope of work involves the delivery of inspection, cleaning and maintenance services at sites 5 and 6.
For the fourth consecutive year, Redhall has been appointed by Dow Corning as the principal mechanical contractor tasked with assisting the in-house maintenance teams in the pre-planning and execution of shutdown works on site in Barry, Cardiff.
Redhall has been awarded a contract to undertake fabrication and site works by Chemoxy International, one of Europe’s largest contract manufacturers. Located at the Chemical Park at Billingham, in Teesside, the contact involves the upgrade of the Chemoxy facility, where Redhall will be responsible for the manufacture and installation of pipework, supports and associated equipment.
After securing a four year contract to provide multi-disciplined engineering services to Royal Vopak, the largest operator and global market leader of independent bulk liquid storage terminals, Redhall has concluded a successful renegotiation, which sees a contract extension to 2016. The site team at Teesside will deliver maintenance and minor modifications work, integrated into the terminal team.
Tony Jester, Operations Director at Redhall Engineering commented: “We are delighted to have been awarded this tranche of contracts across the business. These wins for new and existing clients are significant for us and demonstrate the strength of our capabilities, particularly in providing specialist products and services into technically demanding and high hazard environments.”
“I am particularly proud that several of these contracts have been won based on our ongoing good working relationships, which are a testament to the hard work of the Redhall team.”
During 2013, Jordan Manufacturing commenced a major business improvement campaign.
Senior managers introduced the methods, procedures and working practices that are commonly used in such initiatives and led an employee group through the processes, starting in a specific work area being set up to complete a new contract.
The initiative has been a great success with improvements in both the workplace environment and productivity efficiency. For all the employees taking part, it has also generated a renewed enthusiasm for their work and the products they manufacture, as well as increasing their sense of achievement and satisfaction.
During the process, and in order to further support the drive for Continuous
Improvement within the business, it was decided to enrol 10 employees for an NVQ Diploma Level 2 in Business Improvement. The aim was to further develop learning and to provide accreditation of the work done and achievements.
A training provider was selected and two teams were formed. Each identified and agreed its own project or area for improvement within Jordan Manufacturing. The teams then focused on maximising profits and revenues through the reduction of waste and the creation of flow through the business. At the end of the programme both teams presented their projects and findings to the management team and also to Michael Williams, Managing Director of a key client, Hayward Tyler.
He commented: “Having visited Jordan Manufacturing two years ago, I was impressed with the transformation in the business. The level of involvement from the employees taking part and the quality of their presentations was exemplary.”