Revision Cards com

8/8/2019 Revision Cards com

1/44

Health & Safety at

Work act etc 1974

Section 2

2.1 General duty to ensure so far asreasonable practicable thehealth & safety of employees

2.2a Provision & maintenance ofsafe plant & SSOW

2.2b Safe use, handling, storage andtransport of materials

2.2c Information, Instruction, Trainingand Supervision

2.2d Safe access and regress

2.2e Adequate safe facilities

2.3.3Policy2.2.4/5 Safety rep

2.2.6Consultation with safety reps

2.2.7Establish committee ifrequested by 2 reps in writing

Section 3

Public contractor

Visitors disclosure of information

Section 4

Sharing workplace

Section 5

Emission

Section 6

Manufacturers

Section 7

Employee duty

Section 8

Employees not to interfere

Section 9

Charge for PPE

Section 33Not to obstruct inspector

Section 37

Prosecution of Director /Managers

Health & Safety at Work act etc 1974


2/44

Whistle Blowing

Prescribed People

-Union Safety rep-Employer

-H&S advisor

-Professional body

-HSE

Law = The Public InterestDisclosure act 1998

Employee good faith

Employees must have

reasonable belief of oneor more of the following

Breach of legal obligation

A criminal offence

Miscarriage of justice

Danger to the H&S of anindividual

Danger to the environment

Protected disclosure

Whistle Blowing

Prescribed people

Employee good faith

Employees

protectedagainst

-loss of job

-victimisation

-if job lost,case for

unfairdismissal


3/44

Domino Theory

Event 5Effect - injury

Heinrich / Bird Loftus

Natural culmination of aseries of events leadsto a preventable injuryoccurring

Chain of events

Remove as to preventaccident

Event 1

Ancestry / social environment

Event 2

Fault of person

Domino Theory

Event 4

Accident

Event 3

Unsafe act or condition

Bird & Loftus developed Heinrich model to include management influenceBenefits

Structured accident investigation

Bird & Loftus version encourages the search for underlying causes

Limitations

Simplistic straight chain thinking

Heinrich model restricts the findings of underlying causes


4/44


5/44

Reducing the risk of component failure

Reduce the risk of component failure

Burning in

Regular inspection

Monitoring of conductions ,e.g.. temp

Planned replacement

Information, e.g.. Life span

Component design

Collection of failure information

Introduction of parrelet systems

Standby systems

Planned preventative maintenance

Life Span

Failure mode analysis


6/44

Factors that affect perception

Factors that affect perception

Age

Experience

Physical ability

Personality

Attitude

IntelligenceInformation received

Knowledge

Design & ergonomics

Knowledge & experience

Training

Senses

Environmental factors, e.g. noise

Drugs & alcohol

Fatigue e.g.. Shifts

Nature of hazard

Visual

Audio

Smell

Feel


7/44

Gaining Workforce Commitment

Gaining Workforce Commitment

Training

Leading from the front

Finding out reasons for resistance

Consultation with employees

Use of step by step instructions

Setting out clearly the reasons and benefits of the proposed change

Produce positive feedback

Get everyone involved

Demonstrate weakness in existing system

Get their input

E.g. pilot schemes


8/44

Accident Interview

Techniques

Accident Interview TechniquesPut person at easeby explainingpurpose ofinvestigation

Take notes

May need to adjustlanguage forwitness

Interview person at

the scene ifpossible (propseasily available,help memory)

Invite witness to

haveaccompanyingpersonInterview ASAP

after the event

Careful Question Phrasing

What happenedWhat did you see

What times

Where

When

How

Who

Not why

Listen withoutinterruption

Repeat witnessaccount back tothem to check that

it is fullyunderstood

Finish interview ona positive note perhaps whatwitness thinks can

be done to improve


9/44

Benefits of staying

with HSG65

Benefits of staying with HSG65Existing systemmay be workingwell

HSG65 is used bythe enforcingbodies

HSG65 wascreated to addressthe requirements of

Reg5 MHSR99

Organisation couldbe exposed duringchange over

Cost of changeoverIncreased

paperwork

OHSAS model may be too

sophisticated for smallercompanies

Audits aregenerally carriedout by health &safety specialist

No cost forcertificates /maintaincertification


10/44

Consideration whendeveloping an audit

program

Consideration when developing an audit program

Applicable legislation Resource requiredto audit

Training for auditor

Frequency ofaudits

Aspects to beaudited e.g..Elements ofHSG65

Time required

Scoring system

feedback

Monitoring systemsfor results


11/44

Benefits of

OHSAS18001

Benefits of OHSAS18001

External regulatione.g.. customer

Customer demand

Recentlyaccredited to ISOstandard (2007)

Internationalrecognition

External

assessment

More prescriptivesystem

Clearer standardfor benchmarking


12/44

Benefits ofIntegrated

Management

Systems

Benefits of Integrated Management Systems

Team approach

Improved and/or equalculture for allstandards/disciplines

Reduction in costs

Combined audits

Less duplicates

Same format used

Combinedinformationsystems

Equal influence

Holistic approachto riskmanagement

Equal businesspriority


13/44

Benefits ofSeparate

Management

Systems

Benefits of separate management systems

Existing systemsmay work well

One discipline mayrequire a morecomplex system to

meet business needs

Health & Safety /Environmentalhave a minimumlegal requirementPotential loss of

professionaldisciplines required

Customer demand

ISO/OHSASrequired

Complex auditing

Business exposure

during integrationperiod

Resistance tochange


14/44

Multiple causation

Multiple causation

May be more usethan one underlyingcause

Not only if happens insequence

Thorough accident

investigationrequires all causeto be identified

Look at all factorsincluding culture,management

Failings usuallyinteract with eachother causingincident, can bemajor

Benefits

Thorough accident investigation

Identification of allunderlying causes includingeffects of managers and

management systems

Encourages the use of a more

systematic accident analysis such

as fault tree analysis


15/44

HSWA 74 &Disabled person

considerations

HSWA 74 & Disabled person considerations

Section 2

1. General duty H&Sof employees

Safe access andregress

Nature of disability

Adaptation ofSSOW to suit

Appropriate meansof training &providinginformation

Workplace circumstances

Safe plant

Reasonablypracticable measuresto ensure safe

Welfare provisions


16/44

Disabilitydiscrimination act &

Disabled person

considerations

Disability discrimination act 1995

Unlawful for employer todiscriminate against adisabled person when heemploys

Not to discriminateduring recruitment

Reasonableadjustments

Premises, access/egress, welfare

Emergencyprocedures

Considereffectiveness ofmodifications.

E.g. fire alarmeffectiveness

Equal promotion prospects

Workplace layout


17/44

Vicarious Liability

Vicarious Liability

Breach of civil lawCases

Lister Vs Romford Ice& Cold Storage

Hudson Vs Ridgemanufacturing

(competent fellowemployees)

Tort of negligencecommitted byemployee

Defences

Volenti non fit

injuriesContributorynegligence

Not acting withinscope ofemployment

Not employed

No injury orunforeseeable

Employers liabilityinsurance

Employee employed byemployer

Employee acting incourse ofemployment

Negligent actcause injury or lossto third party

Means to payclaimant


18/44

Considerationswhen developing a

near miss system

Near miss systems

Clearly definition ofnear Miss

Who will report nearmisses

Consultation with

employee

Building of a fairblame culture

Ease of reporting,clear, straightforward format

Training required

Provision ofinformation,instruction andtraining

Define reporting linesto ensure actions areimplemented

Positive feedbackfor reporters


19/44

Purpose & Benefits

of near miss data

Purpose and Benefits of Near Miss Data

Near misses havethe potential tobecome an accident

Investigation of near

misses and carrying outimproves/implementingpreventative measures

Data analysis canshow trends andreoccurring issues indicates areas to

improve

Helps to identifyinadequate SSOW

Identifiesinadequate training

Shows management

commitment throughaction follow up and feedback

Proactive approachto incidentmanagement

Identifies inadequatehealth and safetymanagement and/orelements of themanagement system

Identifiesopportunities forimprovements

Helps get everyoneinvolved in safety


20/44

Control design

Design of controls

Keep number tominimum A change of system

state should onlyoccur after operationof a control

System restarts

should only occurafter operating acontrol

Operating a control shouldrequire a positive action by

the operator withimmediate effect

Labels & shape put

to effective use

Controls should bekept next to thedisplay that givesthe reading of itsoutput

Stop controls

should be easy toactivate

Arrange of controlsin sequence of use

Space betweeneach control

Easy to use e.g..

Toggles / switches


21/44

Display design

Design of Displays

Digital for quantativeinformation

Direct relationbetween readout andcontrol

Lights used for

status readings

VDUs to showprocess overview

Correct number ofcontrols, too manywill overloadoperators

Dials with pointers to

convey qualative readings

Use of colours to giveclear indication of achange in state

Emergencydisplays should beclearly identifiable


22/44

Characteristics Of APositive Safety

Culture

Characteristics Of A Positive Safety Culture

Open communicationbetween managersand shop floor

Managementcommitment

Availability of funds

and resources

Strong participationby employees

Mutual trust

Leadership by managers

Good quality ofhealth and safetytraining

Potentially lowaccident rates

Reporting ofhazards byemployees


23/44

Strategic role of

H&S profession

Strategic role of H&S profession

Policy development andsetting of objectives

Managing enforcingbodies

Formulating &developingelements of theH&S managementsystems

Auditing &

identifying furtheropportunities forimprovement

Advising senior managers

Developing /agreeing plans forimprovement, shortand long term

Involvement in

reactive monitoringe.g. accidentinvestigation

Ensuring

organisation islegally compliantand keeping up todate with legislationchanges

Developing stronggood safety culture


24/44

Employer responsible for

negligent act of contract

vicarious liability

Employer responsible for negligent act of contract vicarious liability

Case: Mersey docks &

harbour boardVs Coggins & Griffiths

Contractor undercontrol of employer

Contractor carryingact over whichemployer has

control

Employer authorisesnegligent act

Acting in course ofemployment

Act caused harm orloss to third party


25/44

Requirement of

Reg7 MHSR1999

Requirement of Reg7 MHSR1999Person competent to

advise

Appoint one or more

persons

Number of andtime availablesufficient for size,risk and riskdistribution of thecompany

Arrangements forcooperation if more thanone

Provision ofinformation onhealth & safetyissues to externallyappointed(consultant)

Preference is

internalappointment

Information on

temporary workers

Exemption forpartners if one ormore is competent


26/44

Typical client /contract for work

carried out

Typical client / contract for work carried out

Contractor to maintainlegal compliance Provision of

competent persons

The requirementthat the contractorhas RAs,SSOW,MSs

Employer liabilityinsurance

The contractor /client supplies

appropriate welfare

Requirement toattend site H&S

induction beforeworkers start workon site

Define safety

responsibilitiesbetween client &contractor

Clients right to stopwork if unsafe

Clients right tomonitor safetystandards ofcontractors

Responsibilities foremergencyplanning


27/44

Limitations ofmeasuring H&S

performance by

accidents / incidents

Limitations of measuring H&S performance

by accidents / incidentsDoes not reflect chronichealth issues May take long time for

data to provide trends

Data is a measureof failure notsuccess

Under reporting particularlywhen targets are set

Historicperformance can

not predict futureperformance

Data measureseffectiveness of

previous safetymeasures not newmeasures

Accident data maybe small hence notbeing easy to seetrends

Absence of incidentdoes not meangood procedures in

place

Data is subject torandom fluctuation

Reactive


28/44

Elements of legallyenforceable

contract

Contracts

An offer from one party& acceptance fromanother can be verbal orwritten The intention to create

legal relations

Parties involvedmust have legalcapacity to do soe.g.. adult

Legal considerations

Money

Undertaking work/tasks

Genuine consentgives the terms ofcontract e.g.. Nomisinterpretations

Not mentallyincapacitated at thetime of the contract

Contract must notbe to commit acrime


29/44

HAZOP

HAZOP

Design stage of processDefine scope

Appropriate specialist

Engineers

Health & safety advisor

OperatorsManagers

Defined Hazop leader

Team effort

Process broken

down into sectionsto analyse

Identify possibledeviations fromnormal running

Assess impact of

deviationsNo flow

Flow

Identify possiblepreventativemeasures

Create action planfor improvement

Owner

What

When


30/44

Why a PTW system

may not be used

Why a PTW system may not be used

Too bureaucratic

Difficult system to use

Lack of information,instruction, trainingand supervision

Poor safety culture e.g..Routine work

Too time consuming

Permit not specificto task

Absence ofcompetent personto authorise

Potential hazardsnot fully identified

Difficult to organisecontrol measures


31/44

Reasons toestablish effective

consultation with

employees

Reasons to establish effective consultation

with employeesStatutory requirement

Health and safety(consulting withemployees reg 1996)

Promotion of goodsafety culture throughemployee involvement

Information fromshop floor

Promote employeeownershipIdentification of

improvementopportunities

Improvingperception aboutvalue of H&S


32/44


33/44

ReasonablePracticable

Balance of cost vs risk

One factor must be grosslydisproportionate to the other

Duty not as strict as Absolute or

practicable

CasesEdwards vs National coal board

(shoring up of roadway) NCBfound liable as risk andconsequences was greater thancostMarshall Vs Gotham (gypsummine)

Reasonable Practicable

Decision is reached to implementprecaution or not after balancing


34/44

Reasons why accidentsshould be investigated

Establish causes both immediateand underlying causes

To ensure future preventativeactions can be defined andimplemented

Investigation could provide useful

information for evaluating thecosts of accidents

Demonstrate managementcommitment

Reasons why accidents should be

investigated

Assess compliance with legalrequirements

Obtain information/evidence forany future civil claim

Information gathered frominvestigation can be used toevaluate whether currentprecautions are adequate, alsoSSOW and existing riskassessments are they adequate

Assess whether further trainingand/or supervision is required


35/44

Accident investigation

Take photos, make sketches takemeasurements of scene

Obtain and CCTV footage thatmay be available

Identify environmental factors that

could have contributed to theaccident e.g. poor light, noise, wetconditions

Look at any RA/SSOW in place

Accident investigation

Look at any relevant proceduresthat are in place

Interview all parties involvesASAP, e.g. injured party,witnessess

Look at training records that mayexist for people involved inaccident

Identify immediatecauses/underlying causes


36/44

Analysing accidentinvestigation data

Examine information objectivelyi.e with a view to identify thecauses

Look at job factors involved e.g.distractions

Look at any organisational factors

which may have contributed

Competence of person involvede.g. training/supervision

Analysing accident investigation data

Where procedures adequate e.g.RA/SSOW

Existing health and safety culture

Assess human factors that may

have been involved e.g. fatigue,stress, alcohol

Quality of supervision

Plant/equipment factors e.g.serviceable/inspected

Take into account any

environmental factors that mayhave exited e.g. noise, light, aircondition


37/44

Gain Support Of WorkforceTo Improve Health And

Safety Culture

Consultation, co-operation,

participation, competence,

commitment

Talk to the workforce, get theirinput

Understand current employee

perception of health and safety

Have informal discussion, teammeetings etc

Gain Support Of Workforce To Improve

Health And Safety Culture

Increase employee participatione.g. risk assessments. H & Smeetings

Show management commitmentby leading from the front

Set health and safety targets andcreate plans for improvement,communicate these plans to all ofthe workforce

Introduce new consultation forums

Demonstrate good resource for H& S

Train them, - show the benefits of

improved safety conditions

Introduce new improved safetypolicy's and programmes e.g.behavioural safety programme

Ensure positive feedback is given


38/44

Consideration For Emergency Planning

Including COMAH Site Identification of roles and responsibilities of key individuals in the planning stage e.g. technical support, engineers,

safety advisors, key managers

Consider the quantities involved e.g. flammables stored

Provision of information to local authorities

Possible causes of major incident e.g. fire in flammable tank farm

Estimating the likely extent of damage e.g. dispersion analysis of a gas release/explosion

Staff and equipment required to control the incident/minimise impact, call out arrangements

Setting up of an incident control team

Resources needed to deal with incident e.g. specialists Raising the alarm both on site and off

Evacuation for both site and nearby residents/shelter arrangements

Training for staff in emergency plans arrangements

Action to minimize extent e.g. shutting of service

Search and rescue arrangements

Notification of emergency services and HSE

Control and management on site including roles and responsibilities for emergencies incident team

Provision of information for emergency service e.g. location of hazards and potential impact Control of spillages/pollution, toxicity/flammability and possible adverse effects

Clean up/decontamination procedures

Dealing with the press

Consultation with emergency services e.g. technical advice

Emergency plan testing arrangements

Establishing control centres

Site plans information

Business continuity


39/44

Human Failure

Errors

Not deliberate

Violations

deliberate

Routine

Normal way ofwork

Situational

Job pressureTime

Rule not safe at

time

Incorrect

equipment

Exceptional

Emergencysituations

Something goes

wrong

Not carry out

safely decisions

taken, normally

due to time wont

allow

Skill based errors Mistakes

Doing the wrong

thing believing it to

be right

Rule based

Remember rules

of familiar

procedure

Apply wrong rule

Apply rules to

wrong situation

Knowledge

based

Unfamiliar

circumstance

Apply knowledge

Eg mechanic

Slips of action

Actions not as

planned

Steps in wrong

order

Too soon

Too late

Too strong

Too weak

Up rather than

down

Lapses

Memory

Forget to carry

out action

Lose place in

task

Example forget to

turn something on

Human Failure


40/44

European Law

Regulations

Apply directly in member states

Go straight into member law

If conflict with National law European prevails

Rarely used

Directives

Can be applied to all members or individual members

Lay down objectives what achievement is required

Directives have to be implemented by member states.

Decisions

Can be made by Council or commission

Biding upon those they address Main use is to allow a member state to depart from a requirement of a EU treaty


41/44

Articles of Treaty of Rome

Article 95

Intended to remove barriers to trade/ensure unrestricted movement

and sale

Harmonised product standards

E.g. Machinery Directive

Article 137

Setting of minimum standards of health and safety

Harmonisation and improvement of workplace health and safety

standards

E.g. Frame work directive 6 pack


42/44

Procedure for making regulationsunder HSWA1974

Power to make regs given tosecretary of state by section 15HSWA

Subject matter of reg should fallwithin schedule 3 of the act

Passed it no vote against

HSC could make proposal tosecretary of state

Procedure for making regulations under

HSWA1974

Consultation between secretaryand HSC and other relevantgovernment bodies must occur

Proposals must lie before bothhouses of parliament for 40 days

If vote against they are annulled


43/44

Cost vs

Benefit Analysis asapplies to proposed regulation

Identify overall value to society ofproposed regulation

Comparison with cost ofimplementing the regulation

Cost of benefit in terms ofprevention of death, injury and illhealth

Cost vs Benefit Analysis as applies to

proposed regulation

Cot and benefits both convertedinto monetary values

Cost adjusted for different timescales of implementation andbenefits that may occur

Finally the calculated monetaryvalues are compared and a

decision is reached


44/44

Ensuring Safety of other workerswhile construction work is

undertaken

Agree schedule/time frame forwork

Provision of information on thingssuch as signing in/out procedures

Ensure all waste removed

controlled

Presence of asbestos and controlmeasures

Ensuring Safety of other workers while

construction work is undertaken

Site induction procedure

PTW system may be required forabnormal activities

Office employees fully informed oflocation and nature of work

Monitoring of contractor healthand safety performance

Establish emergency proceduresfor contractors and normal staff

during the work

Barrier area of, close sections

where work carried out

Safe storage of hazardousmaterials

Contractors informed of any site

hazards

Documents

Revision Cards com