Company Policies

Revised: April 2008

The Company recognises its responsibilities under the Health and safety at Work Act 1974 and has produced a Company Health and Safety Policy together with Method Statements, Risk Assessments and COSHH Assessments.

It is the policy of J Cooney Limited that at all times its operations are carried out in such a way to ensure, so far as is reasonably practicable, the provision of a safe and healthy workplace and working environment for all its employees and all persons likely to be affected by its operations, including staff, employees, sub-contractors and the general public.

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Issued: August 2007

Environmental Management Policy Statement

The management of J Cooney Limited is committed to the reduction of the adverse impact of the Company’s activities on the environment. This applies to site activities and the office environment. The Company commits to continually improving its environmental performance and preventing pollution. As a minimum the Company will comply with all relevant legislative requirements.

As a Civil Engineering Contractor the Company’s activities are largely dictated by the client requirements and specifications, however, every opportunity will be taken to influence the decisions made by the client if it is felt that more environmentally friendly solutions exist.

In order to meet the requirements of this Environmental Policy an Environmental Management System (EMS) is established in conformance with ISO 14001:2004. To monitor the effectiveness of the system objectives and targets are set and regular internal audits are undertaken.

The performance of the EMS against the targets forms an Agenda Item at the regular Management Review Meetings when decisions are made on revised targets or amended methods to improve performance.

Training in environmental issues for both the Management Team and the workforce is to be included in the annual training plans were appropriate with specific regard being given to the induction of new staff. The suitability of the training and the training providers will be constantly monitored by the Training Manager.

All staff and the workforce are encouraged to suggest amendments and/or additions to the EMS which they believe will improve the systems.

Construction methods and materials are reviewed prior to commencing projects to ensure that site activities have minimum adverse impact on the environment. Projects are constantly monitored by both the Contracts Manager and Health and Safety Supervisor who will identify and record any environmental issues or potential issues and ensure that the workforce take the necessary measures to alleviate the situation.

In the office environment procedures are established to reduce the energy usage, ensure that purchases are reviewed regularly to establish environmental impacts and increase the recycling of waste, particularly paper products.

The EMS is designed to be used in conjunction with the Company’s established Quality Management System (QMS) which is registered to ISO 9001:2000 and covers a number of environmental management issues.

The QMS contains a complaints monitoring procedure which also deals with complaints regarding environmental issues. All complaints are investigated by appropriate staff and any preventative actions are identified. The outcomes of investigations are relayed to all staff and the workforce via toolbox talks as are all other issues relating to environmental management.

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Environmental Aspects and Impacts
  Environmental Aspect Environmental Impact Legislative Framework Proposed Solution
1 Creation of waste from office and site activities. Increases the need for landfill facilities and the use of first generation materials. Environmental Protection (Duty of Care) Regulations 1991 Controlled Waste (Registration of Carriers and Seizure of Vehicles) Regulations 1991 Recycling of as much waste as possible by setting up arrangements to recycle all concrete and bituminous products from sites and paper and cardboard, timber pallets, waste oil, tyres and printer and toner cartridges from the office and yard
2 The use of first generation materials during construction activities. Increase the impact on natural resources. Environmental Protection (Duty of Care) Regulations 1991 Increase the use of recycled materials by setting up a means of ensuring that our supply chain keep us aware of developments with regard to recycled products and whenever possible suggest amendments to Client specifications to allow the use of second generation materials.
3 Pollution of the environment during the construction process Air pollution from the exhausts of site machinery and plant. Generation of excess noise from plant or processes. Production of excess dust. All of which could have an adverse effect on residents, businesses and the workforce. Clean Air Act 1993 Control of Pollution Act 1974 Control of Noise at Work Regulations 2005 Environmental Protection Act 1990 Ensure that all plant and machinery are maintained to the correct standards. That the correct equipment is selected for undertaking site activities. The workforce are supplied with the correct PPE and are trained in the correct use of plant and equipment. That risk assessments are produced for all site activities and communicated to the workforce.
4 Use of diesel to refuel plant The use of non-renewable fossil fuels. Spillages on site during the re-fuelling operation. Control of Pollution (Oil Storage) Regulations 2001 Investigate alternative methods of transporting and storing of fuel on sites.
5 Pollution of watercourses adjacent to our construction sites. Uncontrolled polluting discharges to watercourses Water Resources Act 1991 Land Drainage Acts 1991 & 1994 Identify potential problems during pre-tender and pre-start inspections and open discussions with the Clients if it is felt that alternative construction methods, designs or materials could alleviate potential problems. Comply with the requirements of any discharge consents.
6 Pollution resulting from accident in the yard. Discharge of fuel or heating oil to public sewers or pollution of adjacent property. Control of Pollution (Oil Storage) Regulations 2001 All oil storage tanks have been replaced by double skinned tanks and bunded in accordance with the Regulations.
7 Use of energy in providing heating, lighting, etc. at the office. Use of natural resources. The Workplace (Health, Safety and Welfare) Regulations 1992 Steps have been taken to reduce energy usage by the fitting of energy efficient lighting and the issuing of advice to all staff on ways of conserving energy.
8 Storage of materials on site and in the yard. Inadequate storage and transport of materials could lead to pollution of land or watercourses. COSHH Regulations 2002 To undertake COSHH Assessments for all materials and ensure that the requirements are communicated to the workforce. Check material stores during health and safety inspections.
9 Traffic Diversions Delays caused by traffic diversions can lead to air pollution. Highways Act 1980 Traffic Signs Manual, Chapter 8: 2006 Ensure that signing is undertaken in compliance with the requirements of the Manual. Open discussions with the Client if it is felt that alternative construction methods or alternative routes would improve the situation.


Revised: April 2007

The Company is an equal opportunities employer.

It is the Company’s policy to treat all employees and job applicants fairly and equally regardless of their sex, sexual orientation, marital status, race, colour, nationality, ethnic or national origin, religion or disability.  Furthermore the Company will ensure that no requirement or condition will be imposed without justification which could disadvantage individuals on any of the above grounds.

The policy applies to recruitment and selection, terms and conditions of employment including pay, training and every other aspect of employment.

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Issued: April 2006

J Cooney Limited has long been established in the civil engineering construction industry undertaking projects with both local authorities and private sector companies. To improve further the efficiency of the Company and to maintain client satisfaction it was decided to implement a Quality Management System.

Implementation of the Quality Management System has established the guidelines within which staff can perform the tasks allocated to them in a consistent manner and by which they will be made clearly aware of the expectations of the Managing Director in respect of their methods and standards of performance. The Quality Management System is the embodiment of the corporate policy of providing a high quality service which meets the client's requirements in an efficient and cost effective manner.

The establishment and operation of the system will yield many benefits to clients and employees and the Company as a whole. These will include:-

  • Standardised format of documentation
  • Higher confidence levels in finished products
  • Clear definition of procedures used by staff to ensure consistency, accuracy of direction and completeness
  • Reduction in abortive and non-essential work, leading to a reduction in costs and raising staff moral

The Quality Management system has been developed under the control of the Quality Manager in conjunction with members of staff directly involved in the various processes.

Staff have been involved and will continue to be involved in the writing of the Procedures coincident with their normal day to day activities. This will ensure that the various Procedures are not simply seen as a series of enforced methods, but as a positive and workable statement of activities.

Ongoing monitoring of the Quality Management System is undertaken by the Quality Manager, although all Line Managers are individually responsible for compliance within their own Sections.

Implementation of the Quality Management System is not perceived as the final product.

The philosophy of the Company is one of serving its clients in the most professional, effective and cost effective manner, an aim which will continue to be pursued to the highest possible level.

The Quality Management System is seen as a positive step along this route, but recognises the need to adapt to change and new working practices. Consequently the system will be formally reviewed by the Managing Director in conjunction with the Quality Manager to ensure the System remains dynamic and meets current needs.

The belief of J Cooney Limited is that the Quality Management System has and will continue to be formed from a number of iterative steps and the ability to modify and fine tune the procedures is essential.

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