Metal and cement roofing sheets are cut, formed, coated and stacked in long lengths for builders and dealers. This page covers coil handling, line operators, sharp-edge injuries and dispatch crews.
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Share your requirementsA roofing sheet plant takes in coils or raw material and turns them into long sheets. Coils are loaded on an uncoiler, fed through a roll former, cut to the ordered length and stacked. Some plants also handle colour coating or profile pressing. Sheets are long, sharp-edged and awkward, and a stack is heavy. Orders come from dealers and contractors by length and colour, often for a site waiting on delivery. A few operators decide whether profiles are true and lengths accurate. Loading lorries is physical and rushed. Related reading: HR for manufacturing.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
GullyHR runs talent acquisition for permanent roles in roofing sheet manufacturers. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
Heavy coils on cranes and uncoilers can slip or roll, and shortcuts in slinging grow over time.
Gloves are worn unevenly, and small cuts go unreported until one becomes serious.
A tired operator or a hurried order slip sends the wrong length, and the dealer returns the load.
Long sheets are lifted by teams, and poor coordination leads to dropped stacks and strained backs.
A new operator is left to watch an old hand, and a profile fault is found after the pile is made.
A dealer calling for an urgent order throws the plan, and supervisors give conflicting orders.
Roll forming is loud, sheds are hot and hearing and fatigue are rarely checked.
Loading crews vary by day, and new faces handle heavy stacks without a briefing.
Start with the topics that matter most here: Health, Safety and Wellbeing; Learning and Development; HR Operations and Governance. Then work through the rest. Each topic is written for manufacturing, not in general.
Induction, records, incident reporting and follow-through.
Training planned from need rather than from the calendar.
An HR function that runs the same way every month.
How many people, in which roles, by when — and what they will cost.
Structure, reporting lines and who is allowed to decide what.
Requisition to joining, the same way every time.
A first day that is the same for the fifth joiner as the first.
Records, attendance, leave and the day-to-day HR that must simply work.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes — one for complaints, one for conduct — kept separate.
Policies a manager can apply, and obligations with owners and dates.
Who leaves, when, why — and which of them mattered.
Resignation to relieving letter, in a defined order.
Records that survive people, and approvals that do not queue.
A short monthly pack management actually reads.
The pieces a roofing sheet manufacturers business puts in place, in an order that makes each easier. Open any card for the detail.
A named list of people trained and signed off to sling and move coils, with refresher dates.
A named list of people trained and signed off to sling and move coils, with refresher dates. See health, safety and wellbeing.
Cut-resistant gloves, sleeves, boots and ear protection, plus a log of every cut.
Cut-resistant gloves, sleeves, boots and ear protection, plus a log of every cut. See HR documentation.
A first-piece check by operator and inspector at each order change, signed, to catch errors early.
A first-piece check by operator and inspector at each order change, signed, to catch errors early.
A ladder from stacker to cutter to line operator with supervised trials.
A ladder from stacker to cutter to line operator with supervised trials. See the learning and development process.
A regular loading team trained in lifting and stack balance, with an induction for extra hands.
A regular loading team trained in lifting and stack balance, with an induction for extra hands. See onboarding.
One person decides urgent orders, with the plan visible to all supervisors.
One person decides urgent orders, with the plan visible to all supervisors.
Before changing anything, find out what is true today. These checks take an afternoon and tell you which of the topics above to start with.
Share your requirementsConfirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
Coil handling, sharp-edge and loading routines with authorisation records.
A step-by-step route to roll forming operator.
Safe induction for new and contract loaders.
A fair route for safety breaches and supervisor disputes.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in manufacturing, and one on each of the topics this page points to.
Why the best operator often struggles as shift supervisor, what it costs the line, and a practical way to choose, prepare and back new supervisors in any kind of plant.
7 min readRead article
A shift, weekly and monthly safety routine for rubber plants that names who checks platen guards, mill trip bars, autoclave doors, burst-test cages and slings, and who acts on near misses.
7 min readRead article
A founder's guide to hiring freshers and running a first-year programme: campus or open drives, a screening round, a training plan by quarter, mentors and checkpoints.
6 min readRead article
Every growing company reaches a point where the founder approving everything stops being speed and starts being the bottleneck. Twelve signs it has happened, and what to fix first.
9 min readRead articleMore on the GullyHR blog.
Authorise named handlers, inspect slings and cranes, and stop shortcuts. Ask a qualified professional which examinations and certificates apply.
Use a first-piece check, a signed order slip and a final length check before loading.
Use a ladder with supervised practice on profiles and sign-offs at each stage.
Often yes, with induction and a trained lead. Contract labour rules apply, so confirm with a qualified professional.
Agree one decision-maker, a visible plan and fair rules for urgent work.
We would ask how coil handlers are authorised, how injuries are logged and how operators learn. A good first job is an authorisation list and operator ladder. After a first talk, scope and fee are put in writing.
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