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Saving lives, reducing injuriesby focusing on ‘key issues’
Presented by:
Roger Bibbings MBE, BA, CFIOSH, Occupational Safety Adviser
THE ROYAL SOCIETY FOR THE PREVENTION OF ACCIDENTS
Enhancing the quality of life by exercising a powerful influence for accident prevention
RoSPA: 90 years young!
Mission ‘To save lives and reduce injuries’
Vision ‘To lead the way on accident prevention’
Focusing effort on:
Policy influencing
Research and information
Safety products
Training and auditing
Networking and support
Events and awards
Enhancing the quality of life by exercising a powerful influence for accident prevention
Some hard facts
10,000 accidental deaths a year
3,500 home
3.200 road
300,000 serious injuries
5 million A&E visits
Social deprivation issue
Affecting old and the young
Not included in public health
Easily preventable
Enhancing the quality of life by exercising a powerful influence for accident prevention
Selecting key issues
Major issues not minor ones?
Possibility of change?
Reasonable timescale?
Not being addressed by others?
Adequate resourcing?
Partnership possibilities?
RoSPA synergies and fit?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Key issues
1. Managing occupational road risk
2. Director action on safety and health (and
GoPOP)
3. Accident investigation
4. 24/7 safety lifeskills
Enhancing the quality of life by exercising a powerful influence for accident prevention
Occupational road risk
UK’s biggest occupational safety issue
Excluded from mainstream H&S management/enforcement
800 – 1000 deaths per annum (‘at work’ drivers/passengers/
pedestrians, other road users) compared 500 RIDDOR
25,000 mpy riskier than coal mining!
Action needed on company cars and vans
Prevention focused on management not just drivers!
MORR can contribute to national RS targets (40% reduction
KSI by 2010)
Enhancing the quality of life by exercising a powerful influence for accident prevention
Who is at risk?
Commercial vehicle drivers
Sales staff Service engineers Dot com delivery
drivers Social workers Emergency services Local authority staff Bus and coach
drivers & passengers
Voluntary workers
Motorcycle couriers Pizza delivery riders Police Paramedics Government officials Teachers Vehicle recovery staff Health workers At-work pedestrians Anyone on the road as
part of their job!!!!
Enhancing the quality of life by exercising a powerful influence for accident prevention
The MORR timeline
1996/7: RoSPA seminars (Esso/EEF)
1998: RoSPA Guidance/ Stoke Court ‘Declaration’
1999: input to ‘Tomorrow’s Roads’
2000/2001: WRRSTG (Dykes report)
(www.hse.gov.uk/road/content/traffic1.pdf)
2002: ORSA
2003: New HSE/DfT guidance/RoSPA guidance 2nd edition
2004: W&P Select Committee report on HSC/E
2005 Motorist’s Forum report ( www.cfit.gov.uk/mf )
Enhancing the quality of life by exercising a powerful influence for accident prevention
Employer impact on crash risk
Exacerbate Too far Too fast (incentives
to speed etc) Unsafe
routes/conditions Unsafe vehicles Stressed, tired,
untrained drivers Poor work/life
balance Mobiles Poor H&S culture
Ameliorate Reducing exposure Clear policy on speed Journey planning Safer vehicles Driver assessment and
training Action to combat fatigue ‘No mobile while mobile’ Clear MORR policies Leadership by example
Enhancing the quality of life by exercising a powerful influence for accident prevention
HSE/DfT guidance
(Accessible at http://www.hse.gov.uk/pubns/indg382.pdf)
• Confirms that H&S law does apply on the road
• Suggests approaches to risk assessment
• Suggests control measures/performance review
• Signposts further information
• Highlights the ‘business case’ for action
Enhancing the quality of life by exercising a powerful influence for accident prevention
What are most businesses doing?
MOST NOTHING AT ALL !!!!
but some….
driver handbooks
licence checking
feed back schemes (e.g. well driven?’)
negative penalties
crash data analysis
driver assessment and
DRIVER TRAINING…
Enhancing the quality of life by exercising a powerful influence for accident prevention
Yes, OK BUT..
managing occupational
road risk is not driver
training….
Enhancing the quality of life by exercising a powerful influence for accident prevention
MORR means
developing a
risk management approach,
i.e. putting in place the
policies, people, procedures
to
‘work the problem’ !!
Enhancing the quality of life by exercising a powerful influence for accident prevention
Embed MORR in HSG65
A 1. define policy objectives
U 2. organise and train
D 3. plan and implement
I 4. measure performance
T 5. review and feedback
Enhancing the quality of life by exercising a powerful influence for accident prevention
Use risk assessment to
To help managers and/or drivers
understand:
1) ‘Who, how, when, how bad etc?
2) Risks intolerable/unjustified?
3) Existing controls adequate or more
needed?
4) Which risks to tackle first?
Enhancing the quality of life by exercising a powerful influence for accident prevention
MORR: Risk assessment
Three levels:
1. Generic 2. Specific 3. Dynamic
Review risk enhancing features of:
journey tasks (speed? fatigue? routeing? distance?
timing?distractions, weather? night/day?)
vehicles (fit for purpose? properly maintained? additional
safety features?)
drivers (age/experience? crashes/points?
attitudes/competence? fitness/eyesight/stress? sleep
quality?)
Enhancing the quality of life by exercising a powerful influence for accident prevention
Approach to risk control
1. eliminate
2. reduce
3. isolate
4. control
5. adapt
meeting without moving
change/mix mode
reduce journeys/mileage
reduce hours/distances
optimise schedules
plan ‘safer’ routes
avoid adverse conditions
specify ‘safer’ vehicles
ensure maintenance
assess driver fitness
reduce distractions
alcohol/drugs policies
assess driver competence
prioritised driver training
Enhancing the quality of life by exercising a powerful influence for accident prevention
Backed by policies on
Speed (all staff to comply with limits)
Fatigue (preparation for driving, mileage limits, rest periods,
caff/napping etc)
Night/adverse weather driving (avoidance)
Vehicle selection/maintenance (fit for person/purpose etc)
Own vehicle use (minimum conditions)
Driver fitness (stress, ill health, eye sight)
Drugs/alcohol (including non-prescription medicines)
Mobile phones etc etc (‘no mobile when mobile!’)
Driver competence (higher grades for higher risk drivers?)
Enhancing the quality of life by exercising a powerful influence for accident prevention
Govt must
Accept WRRS is a major issue Increase HSE resources for WRRS Take a lead as an exemplar employer Facilitate performance benchmarking Link WRRS and site transport safety agendas Enforce where necessary/take high profile
prosecutions Respond to worker/public complaints Ensure HSE/police liaison in crash investigations Lead the WRRS research agenda Include WORRIs in RIDDOR Engage insurers/brokers Commission an MORR standard
Enhancing the quality of life by exercising a powerful influence for accident prevention
Information
• www.rospa.com (go ‘occupational safety’)
• www.orsa.org.uk
• www.morr.org.uk
• www.hse.gov.uk/roadsafety
• www.airso.org.uk
• www.roadsafe.com
• www.pacts.org.uk
• www.brake.org.uk
• www.larsoa.org
• www.rospa.com/drivertraining
Enhancing the quality of life by exercising a powerful influence for accident prevention
Current challenges in OS&HDIRECTOR LEADERSHIP
Targets
Priority themes
SMEs
Supply chain
Workforce involvement/consultation
Health and well being (stress, MSDs, rehab)
MORR?
Behavioural safety?
Senior management leadership
Enhancing the quality of life by exercising a powerful influence for accident prevention
Why the focus on directors?ACCOUNTABILITY
Growing understanding of accidents as
organisational safety failures
Limited prosecution of directors for H&S
offences,
Failure of high profile prosecutions,
Calls for public accountability and CM
Tougher/remedial (?) sentencing
Enhancing the quality of life by exercising a powerful influence for accident prevention
Why the focus on directors? PERFORMANCE
Scale of risk, harm and loss
Turnbull etc, Management system approach (HSG65)
Top level commitment determines authority to act
and performance
Influencing the contracting/supply chain
Confirmed by HSE, awards/audits
HSC recognition of the importance of board
leadership and direction in achieving targets
Board and business education OS&H deficits
Enhancing the quality of life by exercising a powerful influence for accident prevention
Barriers to senior leadershipATTITUDES
Attitudes (‘don’t know, don’t care!’)
Pre ‘61 perceptions of O&SH
Seen as negative/not positive, burden not benefit
Poor grasp of hazard/risk/harm/loss profile
Seen as technical not strategic
Weak understanding of HSG65 approach
Weak understanding of moral/regulatory/enforcement
context
Nominal leadership/delegation to ‘experts’
Enhancing the quality of life by exercising a powerful influence for accident prevention
Fundamental questions aboutDIRECTORS/SNR MANAGERS
What do directors/senior managers need to:
Feel;
Understand;
Think;
Say;
Know; and
Do to lead better health and safety management?
Enhancing the quality of life by exercising a powerful influence for accident prevention
INDG 343 (2002)
Board to accept role in providing health and safety
leadership
Board members to accept individual roles
Ensure decisions reflect health and safety intentions (in
Policy)
Engage active participation of employees
Keep informed of health and safety risk management
issues
Appoint a board level health and safety champion
Enhancing the quality of life by exercising a powerful influence for accident prevention
IoD/HSE guidance (draft)(Comments by 22nd June)
Focus on leadership
Key action points
Looking at strategy, risk assessment
Workforce involvement
Learning from experience
Periodic review
Signposting further information
But what about:
DIRECTOR COMPETENCE, CPD, PERSONAL LEADERSHIP?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Walking the walk
Undergo training in health and safety management
Take direct responsibility for health and safety
Lead reviews of H&S management systems/performance
Communicate expectations to managers
Agree strategies and standards with Board Health and Safety
Team and formulate policy
Ensure monitoring is in place and set targets
Integrate health and safety into general business decision making
Lead investigation teams
Review serious accidents
Receive audit reports and performance measures
Enhancing the quality of life by exercising a powerful influence for accident prevention
Talking the talk
Personal notes to high performing managers
Act as board ‘champion’ on specific safety issues
Chair health and safety meetings
Carry out site visits and engage with workforce
Meet with safety representatives
Encourage employees and clients to discuss safety concerns
Nominate for safety awards
Design and present health and safety training
Personally email employees to disseminate safety lessons and
praise initiatives
Audit health and safety performance of the Board
Enhancing the quality of life by exercising a powerful influence for accident prevention
Why ACCIDENT INVESTIGATION?
OS&H management theory now focused on
proactivity and risk assessment
In reality much new action is still reactive
BUT many organisations fail to extract full
value from investigation
They fail to turn reactivity into proactivity
Accident investigation remains an
underdeveloped part of OS&H management.
Enhancing the quality of life by exercising a powerful influence for accident prevention
Accident investigation pitfalls
No investigation at all (+ RIDDOR under-reporting)
No reporting/investigation of ‘near -misses’
No procedures
Lack of clarity about purposes
No scaling/prioritisation of effort
Little/no managerial or worker involvement
Concluding the investigation too early
Automatically blaming the victim
No examination of underlying organisational factors
No/poor communication of lessons learned
Enhancing the quality of life by exercising a powerful influence for accident prevention
Underlying problems
Uni-causal view of events
Focus on fault and blame
Weak understanding of human error
‘Slips’ and ‘lapses’
‘Mistakes’ – skill and/or rule based
‘Violations’ – exceptional, routine and
situational
Enhancing the quality of life by exercising a powerful influence for accident prevention
Our theses
AI is an under-developed part of H&S management
‘Self regulation’ not possible without organisational safety learning
AI is a ‘window on reality’ and can improve understanding of OH&S
management
Accidents are unparalleled organisational learning opportunities
Poor AI policy and practice a reflection of failure to popularise
contemporary views of OH&S management
Accidents are emotionally charged and the adversarial basis of
litigation is a barrier to effective AI
Valuable texts and materials are available but do not meet current
needs
Enhancing the quality of life by exercising a powerful influence for accident prevention
Our aims
Initiate national debate
Generate consensus
Stimulate new initiatives
Promote more robust approaches
Strengthen role of investigation in SMS
PROMOTE MORE EFFECTIVE ORGANISATIONAL
SAFETY LEARNING FROM ACCIDENTS/INCIDENTS
Enhancing the quality of life by exercising a powerful influence for accident prevention
RoSPA initiatives
Advice from reference group
RoSPA discussion document (1998)
Congress presentations
‘One-to-one’ discussions (TUC, CBI etc)
Partner in HSC discussion exercise (1998)
‘High performers’ review (1999)
Response to HSC consultation
RoSPA ‘Challenge’ (2002)
Input to new Annexe G in BS 8800 (2002)
Input to HSE Guidance (2003)
DORI/PRIA (2005/6)
Enhancing the quality of life by exercising a powerful influence for accident prevention
1-2-1 discussions
IOSH, FSB, EEF, TUC, CBI, APIL, ABI, HSE (OU), LPC
General agreement about:
poor state of current practice
learning potential of good investigation
need for better guidance/training/support
A variety of views about:
litigation etc as a barrier
the need for legislation
Enhancing the quality of life by exercising a powerful influence for accident prevention
A more explicit duty?
Amendment to MHSW Regs
RIDDOR notifiable events to be investigated by ‘responsible
person’
Covered accidents, dangerous occurrences, notifiable
diseases
Investigation to be started no later than 3 days after date at
which event to be notified
Safety reps to participate
Employer to keep records
Inform others of implications for risk assessments
Inform safety reps
Enhancing the quality of life by exercising a powerful influence for accident prevention
Do not link Acc Inv to RIDDOR
RIDDOR’s purpose is to provide intelligence to HSE
Perpetuates myth that scale/scope of investigation is
outcome linked
SME RIDDOR problems, under-reporting
DO schedule very limited
Interval between RIDDOR events too long
Three days absence introduces delay
Prescription does not challenge employers to develop
own criteria
Enhancing the quality of life by exercising a powerful influence for accident prevention
New HSE guidance
'Investigating accidents and incidents - a
workbook for employers, unions, safety
representatives and safety professionals'
(HSG245) July 2004
(‘the gathering of information; the analysing
of information; identifying risk control
measures;and the action plan and its
implementation’)
Enhancing the quality of life by exercising a powerful influence for accident prevention
Looking at HPs
Powergen, CCG (UK), Haden Young, Kellogg’s,
Foster Wheeler, Shell Expro, Scottish Hydro
Aimed to:
provide illustration of ideas in the RoSPA
discussion document
demonstrate the ‘art of the possible’
probe perceptions of AI within companies
inform the wider debate
Enhancing the quality of life by exercising a powerful influence for accident prevention
Findings
Effective investigation rests on strong
reporting culture
Informal problem solving sets pattern for
more structured investigation
Tackling the aftermath of accidents requires
maturity and robust relationships
Team based investigation offers significant
advantages
Enhancing the quality of life by exercising a powerful influence for accident prevention
Team based investigation
Sharing knowledge and perspectives
Team building and trust
Supporting ‘just’ cultures
Developing understanding of risk management in
practice
Learning how to investigate
Linkage to closure
Creating champions for OS&H
Investigation as a complement to audit
Enhancing the quality of life by exercising a powerful influence for accident prevention
RoSPA ten point challenge
Commitment to
learning from safety
failure ?
Prompt reporting ?
Scaling and terms
of reference ?
Team based
approaches ?
Training, guidance
and support ?
Information gathering?
Use of structured
methods?
Immediate and
underlying causes?
Communication and
closure?
Reviewing
investigation
capability?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Project DORI
Defining Operational Readiness to Investigate
Partnership between RoSPA and NRI Foundation
Proposed Outputs:
functional analysis of investigation
criteria for readiness to investigate
list of phases for developing readiness
basis for subsequent RoSPA project, “PRIA”
(Programme for Readiness to Investigate Accidents)
Final report to be published as a ‘White Paper’ on the NRI
Foundation website (www.nri.eu.com)
Enhancing the quality of life by exercising a powerful influence for accident prevention
Operational readiness means
Creating an organisation that
places the right people
in the right places
at the right times
working with the right hardware
according to the right procedures and management
controls
At a secondary level, readiness implies that the needed
elements are functioning in a conducive physical and
psychological environment
Enhancing the quality of life by exercising a powerful influence for accident prevention
If not ready
Threat to the relationships between stakeholders
Response not geared to requirement to learn
Lack of clarity about what happened
Poor handling of evidence, including witnesses
Uneven analysis and interpretation
Tendency to allocate blame
Poor rates of near-miss/near hit reporting
Lack of continual improvement
Poor quality of remedial change and learning
Enhancing the quality of life by exercising a powerful influence for accident prevention
Accidents outside workPROMOTING SAFETY 24/7
More accidents out work than in
More days lost
Not recorded/investigated
Long term absence disability
Adverse impact on morale
Key part of well-being
Not new
MAJOR SAFETY OPPORTUNITY
Enhancing the quality of life by exercising a powerful influence for accident prevention
Some hard facts (per annum)..
10,000 + accidental deaths ( inc 3,200 road, 3,500 home)
212 RIDDOR worker accidental deaths – 2005 (excluding 1,000
fatal WoRRIs)
780,000 hospital admissions due to accidents
30,000 serious injuries under RIDDOR
3 million visits to A&E by persons of working age for home and
leisure accidents
1.1 million work related injuries all severities
Days lost: 7.1m days occupational injury. Non-occupational
injury ?????? million?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Need for a new debate
Is there a sound case for a 24/7
approach?
What are the most effective options?
What’s already going on/working?
What should key players do?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Links with the wider public health agenda
DH injury reduction target (10 per cent
by 2010)
Reducing absenteeism
Promoting rehab and reducing IB
Workplace health promotion
‘Caring for our Future’
Enhancing the quality of life by exercising a powerful influence for accident prevention
Current practice
MORR – safer driving
Seasonal safety messages to staff
Community links?
Exemplars, Dupont? Others?
Tracking/investigating non-work-
related injuries?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Three levels of 24/7 safety
1.OS&H knowledge/skills transfer
2.Workplace as platform for
community programmes
3.Corporate proactive safety
outreach
Enhancing the quality of life by exercising a powerful influence for accident prevention
Examples of knowledge/ skills transfer
Risk assessment
Manual handling
STF
DSE
Fire
Road safety
Hand tools
PPE
Ladder safety
Asbestos
Noise/vibration
Biohazards
Gas safety
Flammable liquids/gases
Personal safety
Food hygiene
Chemicals
Electricity
First aid
Enhancing the quality of life by exercising a powerful influence for accident prevention
Examples as workplace as platform for:
Child safety
Fire safety
Firework safety
Older people/carers safety
Overseas holidays
Safer motorcycling
Consumer safety
Enhancing the quality of life by exercising a powerful influence for accident prevention
Examples of proactive 24/7 safety
LASER schemes (Crucial Crew, Hazard Alley etc)
Family safety days
Liaison with schools
Safer communities projects
Sponsorship of safety groups?
Falls prevention teams?
Involvement in RS partnerships
Community first aid
Enhancing the quality of life by exercising a powerful influence for accident prevention
Building on strong OS&H management
“It’s no use feeding your
staff salad instead of chips
at lunchtime if you expose
them to carcinogens all
afternoon!”
Enhancing the quality of life by exercising a powerful influence for accident prevention
A strong business case
Reducing employee lost time
Reducing absence due to family injury
Reducing threats to business continuity
Reducing threats to staff morale
Tackling mixed causation problems
Demonstrating CSR
Improving attitudes/risk literacy
Continuity of safety culture
Enhancing the quality of life by exercising a powerful influence for accident prevention
Big brother?
Nanny employer aping nanny state?
Infringing employee privacy?
Off piste?
Consultation (getting buy-in)?
Employee control/delivery?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Where next?
A new 24/7 safety guide?
A consortium of 24/7 higher performers?
Inclusion in professional training/events?
GoPOPing 24/7 activity?
International comparisons
New packages?
Career paths?
Enhancing the quality of life by exercising a powerful influence for accident prevention
Remember..
Safety never
stops…
Thank you
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