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INSPECTION PROGRAMS Robert Mout DCMR – Environment Agency

This article explores the importance of having a good inspection program (IP) for the Dutch Environmental Agency, discussing the cooperation activities, selection criteria, scope, and frequency of inspections. It also presents a proposal for a new format of the IP in line with the SEVESO II directive and discusses its application in the Czech situation. The article concludes with suggestions for improving inspection programs and enhancing performance.

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INSPECTION PROGRAMS Robert Mout DCMR – Environment Agency

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  1. INSPECTION PROGRAMSRobert MoutDCMR – Environment Agency

  2. Key of the Dutch problems is having a good inspection program (IP) for example • description of all the cooperation activities • do we understand each other?  definitions • one front office • frequency of inspections and selection criteria • scope of the inspections

  3. Description IP in SEVESO II • Dutch proposal new format IP • Which subjects are discussed in IP • Case for the Czech situation • Discussion IP model for the Czech situation (problems solved?)

  4. Description in the SEVESO II directive (1) • The IP must be written according artical 18 of the SEVESO II directive • “..not be dependent upon receipt of the safety report” • “.. sufficient for a planned and systematic examination of the system..”

  5. Description in the SEVESO II directive (2) • “..the operator can demonstrate that he has taken appropriate measures, ….. , to prevent major accidents.. and … limiting the consequences of major accidents, on site and off site” • “ there shall be a programme of inspections for all establishments … at least one on-site inspection made by the competent authority every twelve months of each establishment covered by Article 9;

  6. Description in the SEVESO II directive (3) • - “following each inspection, a report shall be prepared by the competent authority” • “where necessary, every inspection carried out by the competent authority shall be followed up with the management of the establishment, within a reasonable period following the inspection”

  7. Description in the SEVESO II directive (4) • - “the competent authority may require the operator to provide any additional information necessary to allow the authority….”

  8. Dutch model of an IP The new IP is divided in three parts 1. Description of the policy 2. Program of one year 3. IP for one company

  9. Description of the policy • This part of the IP is for a number of years • Set by the management of the competent authority • Definition of the goals • Tasks and responsibilities of SEVESO II partners • Inspection frequency, incl. motivation B companies • Investigation of incidents • Enforcement • Capacity of the organisations

  10. Other items • One front office and a back office? • How to report to the management and the companies? • How to perform? Tools, report format, inspection method, SMS standards • Goal of this part of the IP is having the framework for the SEVESO II activities

  11. Program of one year • List of companies to be inspected that year • Available / needed capacity • Time table inspections • Operational planning • Goal of this part of the IP is doing all the planned inspections

  12. IP for one company Plan for a number of years for one company • Items: method of inspection, selection which plant will be inspected which year, who will be interviewed • Subjects for the inspections are also mentioned, like incident reports, items of the safety report, experiences of other plants and (parts of the) SMS Goal of this part of the IP is to know exactly what you do at the selected company and how you do it.

  13. Case for the Czech situation Make an IP for the Cech situation • Take 3 items • Max. 5 people per group • Focus on the problems mentioned earlier this day • YOU are the manager!

  14. Discussion of the case • What parts are useful? • How to use in the Czech situation? • Can the Dutch IP model also solve the Czech problems (3 parts)? • Compare you final goal with the case?

  15. 6 programs for a better performance • Better cooperation (1 front office) • Role of companies • Nationwide co-ordination • Better tools • Develop quality standards authorities • Collective training staff

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