Nebosh igc1 refresher course notes and answers

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NEBOSH International General Certificate (IGC) in

Occupational Safety and Health

Revision Workshops

Mr. Bernard ColganB.A. (Soc Sci) A.D. (Hlth Policy) RN, RM, Dip WHS, Cert 1V TAE, HRIS

Integrated Safety Solution Pte Ltd

"Before we discuss the Department of Occupational Safety Health and Welfare (DOHSW) investigation, imprisonment of

our executive directors for breaches of the OHSW Act and numerous lawsuits filed against us by our employees,

I'd like to open the meeting with a joke."

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• Attendance Sheets

• Key Objectives

• Roles

• Assessment

• Evaluations

• Right of review

WELCOME

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• Training facilities

• Alarm System and Muster point

• Safety Share

• Ablutions

• Refreshments / Breaks

Housekeeping and Safety

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• Mobile phones

• Laptops – Emails etc.

• Computer Access

• Privacy

• Questions

Code of conduct

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• Session Expectations

• Nominate a Timekeeper

• Writing Car park questions for follow up

• Introductions

Expectations and roles

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Your instructor..

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SCHEDULED ACTIVITIES – Day 1

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SCHEDULED ACTIVITIES – Day 2

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• International General Certificate (IGC1) Exam• Exam techniques

• Foundations of Occupational health and safety • Scope and Nature

• Multidisciplinary nature• Barriers

.

IGC1 Element 1 – Foundations in Health and Safety

• Role of Governments and International bodies• Government• Employers , Employee• Enforcement Agencies, Non-compliance• International Standards, Sources of information

• Maintaining standards in Health and Safety• Size of problem• Societal expectations• Social (Moral) expectations• Business / Financial • International framework

.

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NEBOSH are renown for setting challenging questions in exam papers and marking strictly.

They word their questions in such a way as to ask specific information and they expect you to provide it in the requested format.

The main mistake that candidates make is to not read the question properly.

Often students provide excellent answers, but do not answer the question asked.

EXAM TECHNIQUES

EXAM TECHNIQUES - ANSWERING THE QUESTION• Read the questions

carefully:• Know what information is being requested.• Understand what information is being

requested.• Understand the breadth of knowledge required.• Provide the information in a logical and coherent

manner.

• Develop a plan:

• Consider the marks available:

• The examiner will expect a piece of informationto allocate the available marks on.

• Time management (allocate your time evenlyand take into account the value of marksallocated to the question.

• Focus on key words;• Create a mind map;• Have enough facts;• Re-read the question for clarity.





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To List: Only list the words, names, items, figures, phrases etc. without any explanations or descriptions.

EXAM TECHNIQUES - VERB “ACTION” INSTRUCTIONSSource: Oxford Advanced Learner’s Dictionary

To State: To formally, write and express an opinion, define or provide categorically what the facts are. Where there is no definition.

To Identify: Demonstrate that you know, understand and/or recognize the pertinent points to the issue by selecting and naming them and saying what they are in a concise manner.

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To Describe: Provide a greater level of detail or a more“in-depth” explanation or description of thekey issue or events. Include a “word picture”description of the key points also.


To Outline: Give a clear description of the key (mostimportant) features, facts or points of theevents or issue that are involved and give abrief explanation of the reasons/points.

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To Explain: Provide:

a more detailed level of explanation(a word picture or story) as to therationale,

and

a detailed description of the processor events with a breakdown of eachkey point or fact to ensure yourmessage is clearly understood.


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EXAM TECHNIQUES - ANSWER THE QUESTIONSource: Oxford Advanced Learner’s Dictionary

COMPONENTS:The “Topic”: Should be usually clear from the

question being asked.

Ask how and why has the examinerhas posed this question.

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The “Components”:Scope and Focus: Check to see whether the wording of the

question includes a word or phrase thatlimits or expands the topic in a very specificway.

EXAM TECHNIQUES - ANSWER THE QUESTION

Common mistakes to avoid:• Covering too broad an area

• Writing with too narrow a focus

• Including irrelevant information

• Only answering half the question.

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EXAM TECHNIQUES – MONITOR YOUR TIMESection 1: One question – may be divided into sub-parts

(20 Marks – spend approx. 30 minutes)

Section2 : Ten Questions

( 8 Marks – spend approx. 90 Minutes)

No choice of questions – ALL are compulsory!







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Types of Questions :Knowledge: They ask you to recall important facts and are

the simplest question.

Key “Action words” - Verbs:

Outline Give Label

Define State Identify

Describe. Summarize Name

List

EXAM TECHNIQUES - ANSWER THE QUESTIONDefinition Source: Oxford Advanced Learner’s Dictionary

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Types of Questions :Comprehension: They ask you to demonstrate your

understanding of concepts. You must clearlyshow that you understand the ideas andtheories that underlie the facts.

Key “Action words” - Verbs:

Explain Para phase Trace

Summarize Give Examples Re-state

Illustrate Express Distinguish

Match.


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Key “Action words” - Verbs:Application: They ask you to demonstrate how to use your

knowledge to address a specific problem andrequire more than to simply recollect but toapply the knowledge also.

Key Verbs:

Apply Show Solve

Choose Organise Relate

Generalise


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Types of Questions:Analysis: They ask you to examine the relationship

between / among facts and concepts.

Key Verbs:

Analyse Classify Compare

Contrast Distinguish Differentiate

Sub-divide Categorise Select

Infer Prioritise


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Key “Action words” - Verbs:Synthesis: They ask you to create a new structure in

written form – e.g. construct an OHSMSpolicy. .

Key Verbs:

Design Plan Construct

Create Compose Produce

Develop Invent Combine


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Key “Action words” - Verbs:Evaluation: They ask you to make a value judgement

and present your own opinions often citingworks and views of experts in the field, ifpossible.

Key Verbs:

Discuss Evaluate Compare Consider

Examine Explore Comment Justify

Appraise Weigh Support Recommend







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Learning OutcomesOn completion of this element, you should be able to:

Demonstrate an understanding of the content through the applicationof knowledge in familiar and unfamiliar situations.

1. Outline the scope and nature of Occupational Health and Safety ;

2. Explain the moral, social and economic reasons for maintainingand promoting good standards of health and safety in theworkplace;

3. Explain the role of national governments and international bodiesin formulating a framework for the regulation of health andsafety.

© RRC Training

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The results of a health and safety audit of an organisation showed a number of non-compliances with respect to procedures.

• Describe the possible reasons for

procedures not being adhered to.

(10)

• Outline what actions could be

taken to encourage employees to

comply with health and safety

procedures.(10)

Sample questions:

HOW TO ANSWER THE QUESTION• Part (a) • To Describe means to provide a word picture of

something• Don’t just list the reasons – each one needs to be

expanded on slightly to ensure the examinerunderstands the point.

• Each reason – allocate 2 marks up to a maximum of 10• Focus on describing the reasons only.• Don’t try to guess what procedures are not being

complied with – we don’t know this!!• Don’t get stuck on the word “Audit “ – it is not about

the audit but try to focus why people do not comply!• E.g. peer pressure, no enforcement, management are

not concerned, PPE makes the task more difficult,employees have never been told to wear PPE etc.

HOW TO ANSWER THE QUESTION• Part (b) • To Outline means to essentially asks for the main

features or general principles. No explanation isrequired.

• 1 mark will be given for each valid point up to amaximum of 10

• The question requires actions that could be taken toencourage or motivate employees to comply withprocedures.

• Think about how people are motivated – use anexample. The actions might include:

• Training,• joint consultation on provision and use of PPE,• poster campaigns,• management commitment,• discipline etc.

• Part (a) • Unrealistic / unclear procedures,• poor safety culture,• Lack of consultation• poor management commitment,• inadequate supervision/enforcement,• cutting corners encouraged,• Lack of training/safety awareness information etc.

HOW TO ANSWER THE QUESTION

• Part (b) • Safety meetings,• team briefings,• joint employee / management consultations• Involve employees in risk assessment• Provide training• Poster campaigns encourage accident / incident reporting• Provide a ds good working environment• Job rotation• disciplinary procedures

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Provide definitions for the following key terms:

Health:

Safety:

Welfare:

Accident:

Near Miss:

The state of being free (i.e. absence)from disease, injury or illness.

The condition of being protected from orunlikely to cause danger, risk, or personal injury.

The provision of efforts to ensure the basicphysical and material well-being (i.e. their healthand safety) of people and or facilities.

An unfortunate, unplanned or unwantedincident or event which typically leads to injury,damage or loss.

A narrowly avoided, unplanned, unwanted eventwhich has potential to lead to injury, damage orloss.Reference: Pp1-2 Element 1- RRC IGC1 Manual



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Provide definitions for the following key terms::

Hazard - Anything with the potential to cause injury or harm, and/or property damages.

Risk - The likelihood that a situation involving exposure to danger will cause harm i.e. a hazard, It is usually considered in combination with the severity (Consequences) of the injury, damages or loss that might occur.

Dangerous Occurrence: -A specified incident or event that has to be reported to relevant authorities by law.

Environmental Protection:The action of preventing damage to the surroundings or conditions in which a person, animal, or plant lives or operates i.e. air, land, water and living organisms.

Reference: Pp1-1 NEBOSH IGC1

Using an example in each case, explain the following terms:

•Hazard (2)• A hazard is something with the potential to cause harm• Example: A damaged pavement with the potential to cause harm

resulting from a slip, trip or fall.

•Risk (3)• Risk is the probability or likelihood that an unwanted event will occur

and the possible severity or Consequences in terms of injury/damage that could occur as a result.

• Example: if there is a road work pit in the pavement there is a risk of someone falling into the hole; if however the hole has barriers and signage to warn of the danger then the risk is reduced.

•So far as is reasonable practicable (3)• This refers to the balance between risk and cost (money, time,

trouble). i.e. If the risk is significant then action must be taken.• Example: if the damages to the pavement are significant and the cost

to repair is manageable then the work should be carried out.

Sample Questions:

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Describe what barriers there might be to good health and safety practice in the workplace?

Barriers to Good Standards

Complexity of the

workplace

Complex nature and diverse range of activities that

occur in the workplace;

BehaviouralIssues

Safety relies on individual good

behaviour

People failing to act as desired or making mistakes

Competing / conflictingdemands

Timescales –supply and

demand of product or service

Standards – e.g. compliance with health and safety and environmental

protection laws

Budgets – need to be profitable and

safe!

Reference: Pp1-1 Element 1- RRC IGC1 Manual

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Why should an organisation manage health and safety?

Legal (or social) – Laws exist to ensure that there are minimum standards to ensure

• a safe place of work • Safe plant and equipment • Safe systems of work and • Training, supervision and competency

Moral – there is a social expectation that people will behave in a morally responsible manner

Economic – i.e. The business case -Accidents and ill-health cost money and affect the profit margin – directly and indirectly as well as insured and non-insured costs.

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Question 1:

Why might the Management of an organisation not consider health and safety to be a priority?

Key points should include:

Competes with other business aims i.e. It requires:

Time

Money and

Resources

and therefore is seen as “costly” to business

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Question 2

Key points should include:

This demonstrates an ignorance of :• The true costs of injury/illness –

the business Case• The legal requirements/duties of

care• The real hazards in the workplace.

What would this attitude suggest about the organisation’s Management?






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Following a workplace accident, an employer has decided to implement regular workplace inspections.

a) Outline the

factors that the

employer should

consider when

planning the

inspections. (6)

b) Outline

three proactive

methods for

monitoring

health and safety

performance. (6)

c) Identify all

the possible

costs to the

company as a

result of the

accident. (8)

Workplace Inspections:

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• Nature of hazards, • team consultations,• competence,• location/route, • Inspection checklists to consistency and

systematic, • consultations, • standards/legislation to apply - compliance, • remedial actions/work prioritized, • Direct/indirect costs, • Competency of inspectors,• Representative team of inspectors,• Safety and welfare of inspectors doing survey,• Regular frequency /scheduling e.g. 3 monthly.

HOW TO ANSWER THE QUESTION – “Outline the factors”

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•Audits – comprehensive and independent examination against stated objectives, •Safety surveys – detailed in-depth examination of specific field of activity e.g. manual handling, •Safety Tours – an unscheduled workplace inspection to ensure housekeeping standards are acceptable , •Others – benchmarking / Sampling (outline three)

• Direct / Indirect costs• Lost production, • clean up/repair costs, • lost time, • investigation costs, • first aid, • intangible costs (morale), • insurance premiums increases, • fines, • compensation,• replacement/retraining of staff etc.

HOW TO ANSWER THE QUESTION –b) Outline 3 pro-active monitoring methods …

c) Identify all the possible costs

Business costs to an organisation

Direct Costs - which are measurable costs arising directly from accidents and may include:

First aid treatment

Workers Sick pay during absences

Repairs to plant or equipment

Lost or damaged plant or product

Lost production time

Overtime cover for injured person

Fines in criminal / civil court

Compensation payment to victim

Clean-up activities

Cost of recruiting and retraining additional employees (cover in interim)

Reference: Pp1-5/13 Element 1- RRC IGC1 Manual

Identify some of the possible costs an organisations may experience following anaccident in the workplace? (8 Marks)

Business costs to an organisation

Indirect Costs which arise as a consequence of the event but may not directly involve money. Often difficult to quantify and may include:

Incident Investigation time

Lost employee morale / industrial unrest / high staff turnover

Cost of additional control measures

Compliance with enforcement notices

Cost of redeployment and / or rehabilitation

Damaged customer relationships and goodwill

Damaged public image and business reputation

Decrease in profitability

Identify some of the possible costs an organisations may experience following anaccident in the workplace? (8 Marks)

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Question 4: Insurance costs to an Organisation

£8 - £36

£1

• Loss of raw materials due to accidents

• Sick pay• Overtime • Equipment repairs• Lost materials

“Uninsured” Costs

•Fire•Worker injury/death•Medical costs

“Insured” Costs

Identify some of the possible insurance costs an organisations may experience following an employee being injured after an accident in the workplace?




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Health and Safety Management Systems (HSMS) - Policy

SCHEDULED ACTIVITIES – IGC1

• Purpose and Importance of OSH Policy • Role of OSH Policy in decision making

• Key features of a HSMS• Statement of intent• Organisation• Arrangements• Policy Review• Continuous Improvement and Audit

.

• Key Elements of ILO –OSH-2001 HSMS’s

Health and Safety Policy

An important document:

• The foundation for good health and safety management in an organisation

• Sets out the organisation’s aims

• Identifies who is responsible for achieving these aims

• States how the aims are to be achieved

• Specific to each organisation’s requirements

(Not to be confused with "Policy" in the H&S management system model)

Outline the purpose of an Organisation’s Health and Safety Policy.

© RRC Training

A health and safety policy usually comprises three parts:1. Statement of Intent

What's going to be done

2. OrganisationWho's going to do it

3. ArrangementsHow they're going to do it

Key Elements of a H&S Policy Identify the Key Elements of an Organisation’s Health and Safety Policy.

© RRC Training

• Setting overall aims and objectives• Complying with law• Achieving standards• Reminds workers at all levels of their

responsibilities• Signed and dated by the most senior person• Regular review

General Statement of IntentOutline the issues that are typically included in the statement of intent section of a health and safety policy...

© RRC Training

• Outlines the chain of command for health and safety management

• Identifies the roles and responsibilities of staff

• Usually includes an organisational chart relating to health and safety

• Shows lines of communication and feedback

Organisation SectionOutline the issues that are typically included in the Organisationsection of a health and safety policy.

Defines responsibilities for:• The CEO or MD - ultimately

responsible and accountable• Management - responsible for day-to-

day management• All employees - responsible for acting

safely• Competent persons - first aiders, fire

marshals, etc.• Specialist health and safety

practitioners – responsible for providing advice to support management and employees

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Q)Identify reasons for maintaining good standards of health and safety in an organisation. (8)



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• Describes how things are done and going to be achieved

• Detailed description of policies and procedures

• Usually a long document• Often separate from the

policy document• Unique to each

organisation

Arrangements SectionOutline the issues that are typically included in the Arrangements section of a health and safety policy. (8)

Examples of topics:• Carrying out risk assessments• Information, instruction and

training• Compliance monitoring, including

auditing• Accident and near miss reporting,

recording and investigation• Consultation with workers • Developing safe systems of work

© RRC Training

Some reasons for review• Changes in:

key personnel management structure ownership processes technology legislation

• Incident• Enforcement action• After audit• After worker consultation• Passage of time e.g. annually

Policy Reviewing

Outline the circumstances that would require a health and safety policy to be reviewed.

Contractors are carrying out a major building project for an organisation.Q) Outline how this organisation could reduce the risks to contractors carrying

out the project. (8)

If a client can be held responsible for an injury caused by a contractor working for the client then it must be in the client’s own best interests to ensure that contractors do not endanger workers or others.The way that a client manages contractors can be broken down into key areas:

• Selecting the contractor• Planning the work• Coordinating the work• Monitoring the work

Contractors:

1. Selecting the right ContractorThings you should check:

• Health and safety policy• Risk assessments• Qualifications and training records • Membership of a professional

organisation• Maintenance and equipment testing• Previous or current clients • Accident records• Enforcement action• Adequate resources

Contractors:

2. Planning the Contractors’ WorkInformation to be shared between client and contractor:• Hazards posed by the site and

work carried out• Hazards posed by the contractor’s

activities• Risk assessments• Method statements

3. Co-ordination of Contractors’ WorkArrangements between the client and contractor include:

• Ensuring activities don’t conflict• Permit-to-work system to control

activities• Key contacts e.g. works foreman

identified to ensure continuity

4 Monitor and ControlClients must:• Monitor the work to ensure

safetyThe Client can:• Stop the work if it involves

unsafe practices• Auditing against agreed method

statements is a good technique.

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Unit IGC1 Element 1.3

Role of National Governments and International Bodies

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The Legal and Social Expectation

• International standards from the International Labour Organisation

• A country’s own health and safety standards

Health and safety law is usually based on:




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International Labour Organisation (ILO)• Agency of United Nations• Most countries are members• Sets international standards for H&S by

publishing:– C155 OHS Convention (C155) – R164 OHS Recommendations (1981)

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The International FrameworkConventions

• Create binding obligations or policies to implement their provisions ;

• No legal authority, unless ratified by the member-state into its own legal structure.

Recommendations• Provide guidance on policy, legislation and

practice.


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Regulatory International Frameworks

Regulations adopted by the International Labour Organisation (ILO):

• Occupational Safety and Health Convention (C155) -a goal setting policy for national and individual company level.

• Occupational Safety and Health Recommendation 1981 (R164) - supplements Convention 155 and gives more guidance on obligations and how to comply with its policies.

We'll talk about these a lot during the course!


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Regulatory FrameworksILO has also published Conventions associated with specific hazards:

• C115 - Radiation Protection (1960)

• C162 - Asbestos (1986)

• C167 - H&S in Construction (1988)


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Other International StandardsInternational Organisation for Standardisation

• World's largest developer of management standards, for example:– ISO 9001 – Quality Management– ISO 14001 – Environmental Management– ISO 12100 – Safety of Machinery

• These standards are not "law", they're good management practice

• They lead to a worldwide common approach to good management

Who’s responsible for Health and Safety?

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Other International Standards

• Internationally recognised standard for

Occupational Health and Safety is

OHSAS 18001

• Compatible with ISO 9001 and ISO 14001








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Health and Safety Management Systems (HSMS) - Organising• Roles and Responsibilities


• Health and Safety Culture

• Improving Safety related behaviour

• Factors influencing Safety related behaviour

• Emergency Procedures & First Aid

• Factors influencing Safety related behaviour

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• Safe place of work;• Safe plant and equipment;• Safe systems of work;• Training and supervision and

competency;• OHS arrangements in place;• Appropriate PPE and equipment.

Everybody - but most of the responsibility lies with the employer to provide:

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Q) Outline the role of the

Employers in respect of health

and safety at work. (4)

Q) Outline the responsibilities of

Employers in respect of health


Revision Questions:

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To Describe: Provide a greater level of detail or a more“in-depth” explanation or description of thekey issue or events. Include a “word picture”description of the key points also.


To Outline: Give a clear description of the key (mostimportant) features, facts or points of theevents or issue that are involved and give abrief explanation of the reasons/points.

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The Employer’s role- to provide

• Safe place of work – and safe access and egress

• Safe plant and equipment – the need to inspect, service and replace machinery will depend on the level of risk

• Safe system of work – should be safe in all circumstances - appropriate review, planning and control ensure continued safety of methods

• Training and supervision to ensure competency


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Employers’ ResponsibilitiesArticle 16 of C155 identifies obligations placed on employers:

• To provide and maintain safe workplaces, machinery, equipment and work processes

• To ensure that chemical, physical and biological substances and agents are without risk to health when protective measures have been taken

• To provide adequate protective clothing and equipment (PPE) to prevent risks of accidents or adverse health effects








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Employers’ Responsibilities

• Provide and maintain safe workplaces, machinery and equipment and use working methods that are safe;

• Give necessary instruction, training and supervision in application and use of health and safety measures;

• Introduce organisational arrangements relevant to activities and size of undertaking;

• Provide PPE and clothing without charge to workers;

• Ensure that work organisation, particularly working hours and rest breaks, does not adversely affect occupational safety and health;

• Take reasonably practical measures with a view to eliminatingexcessive physical and mental fatigue;

• Keep up-to-date of scientific and technical knowledge to comply with the above.

Article 10 of R164:


© RRC Training

Employer:•The employer carries ultimate responsibility for ensuring that the workplace is safe and free of health and safety risks. Ensures the safety of workers and “others” e.g. visitors and contractors

Directors and senior managers: Give an organisation its direction Set its priorities Allocate resources and appoint competent

persons Allocate responsibilities Are responsible for ensuring that all of the

legal

Organisational Health and Safety Roles and Responsibilities

"What do you mean, 'we never got around to developing a strategic plan'?"

Middle Managers and supervisors: are involved in the day-to-day operational running of the organisation so are responsible for the health and safety standards within the operations under their control.

© RRC Training

CONTRACTORS AND SELF-EMPLOYED:• To take reasonable care of their own health and safety and the

health and safety of others who might be affected by their acts or omissions.

DESIGNERS, MANUFACTURERS AND SUPPLIERS :• Designers, manufacturers, importers and suppliers of items and

substances form the “supply chain”. • They have responsibilities to ensure their products are safe.

JOINT OCCUPIERS OF PREMISES• Under ILO Convention C155 – Article 17 and ILO

Recommendation R164 – Article 11 Employers in shared facilities should communicate to develop appropriate health and safety standards and appropriate policies and procedures.

• This may include: sharing of procedures e.g. fire and emergency response sharing of risk assessments


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Q) Outline the rights of workers

in respect of health and safety

at work. (4)

Q) Outline the responsibilities of

workers in respect of health


Revision Questions:

© RRC Training

•SAFETY SPECIALISTS:•Safety Specialists (or Practitioners) are responsible for giving correct advice to the organisation so that the organisation can meet its legal obligations and achieve its policy aims.

• Typical responsibilities include: Providing advice and guidance on health and safety standards. Promoting a positive culture. Advising management on accident prevention. Developing and implementing policy. Overseeing the development of adequate risk assessments. Identifying training needs. Monitoring health and safety performance. Overseeing accident reporting and investigations.

•WORKERS:Workers have a responsibility to take reasonable care of their own health and safety and that of other people who might be affected by what they do (or don't do). •Workers must also co-operate with their employer on matters of health and safety.

•CONTROLLERS OF PREMISES•To the extent that they have control, controllers of premises are responsible for ensuring that the premises are safe to use as a workplace, and that there is safe access and egress to it and from it.


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Workers’ Rights and responsibilities

Article 19 of C155 (ILO) states that every worker must be:

Given adequate information on actions the employer has taken to ensure safety and health;

Given the right to the necessary training in safety and health;

Consulted by the employer on all matters of safety and health relating to their work;

Given the right to leave a workplace which he has reason to think presents an imminent and serious danger to his life or health, and not be compelled to return until it is safe.

Take reasonable care of their own safety and that of other people.

Comply with safety instructions.

Use all safety equipment properly.

Report any situation which they believe could be a hazard and which they cannot themselves correct.

Report any work-related accident/ill-health.

Article 19 of C155 Places obligations on workers, expanded in R164 as follows:

Source: C155 - Occupational Safety and Health Convention, 1981 (No. 155)




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Group Exercise

Anyone affected by their business activities:• Visitors

• Invited guests / uninvited trespassers• Lawful / unlawful (law differs from

country to country)

• Contractors• Members of the public

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Enforcement Agencies• No harmonised global standard

• Country-specific agencies may include:

– H&S Enforcement Agency– Fire Authority– Insurance Companies

• Police may be involved in enforcing H&S law in some countries


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Consequences of non-compliance

• Formal enforcement actions – Make necessary

improvements, stop activities, comply with

legislation;

• Prosecution of organisation in criminal courts –

Punishment in terms of fines or imprisonment;

• Prosecution of individuals (directors, Managers

and/or workers);

• Compensation for injured workers.


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Consequences of Non-ComplianceBreach of H&S legislation is usually a criminaloffence leading to:

• Enforcement action• Improvement• Prohibition

• Prosecution• Organisation may be fined• Individuals may be fined or imprisoned


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Claims for CompensationFault-Based Compensation Systems

• Worker brings claim against employer;

• Civil legal system;

• Must prove employer was negligent and therefore to blame for injury/ill-health;

• UK and USA.


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Claims for CompensationNo-fault systems• National or regional schemes

• No need to prove negligence

• Decided by a panel of experts

• No lawyers or courts

• New Zealand and Sweden








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Sources of InformationInternal

• Accident records

• Medical records

• Risk assessments

• Maintenance reports

• Safety inspections

• Audit reports

• Safety committee minutes

External

• National legislation

• Safety data sheets

• Codes of practice

• Guidance notes

• Operating instructions

• Trade associations

• Safety publications


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Source OrganisationsInternational Labour Organisation (UN)

http://www.ilo.org

Occupational Safety and Health Administration (USA)http://www.osha.gov

European Agency for Safety and Health at Work (EU)http://agency.osha.eu.int

Health and Safety Executive (UK) http://www.hse.gov.uk

Worksafe (Western Australia) http://www.safetyline.wa.gov.au


Focus Questions• Outline the key elements of a health and safety

management system

• Explain the purpose and importance of setting policy for health and safety

• Describe the key features and appropriate content of an effective health and safety policy

ILO-OSH 2001 Safety & Health Management System

Follows the PDCA Cycle• Plan – what you’re going to do• Do – it!• Check – that what you’re doing is working• Act – if what you’re doing isn’t working as well as

it should

© RRC Training

Key Elements of ILO-OSH 2001

• We will cover this in more detail in a minute…– Policy– Organising– Planning and Implementing– Evaluation– Action for Improvement– Audit

• The system should develop over time to ensure continual improvement

© RRC Training


• Policy– clear statement of commitment to health and

safety

• Organising– Roles and responsibilities for health and safety– At all levels in the organisation

• Planning and Implementing– Detailed arrangements to manage H&S– Risk assessments!



http://www.ilo.org

http://www.osha.gov

http://agency.osha.eu.int

http://www.hse.gov.uk

http://www.safetyline.wa.gov.au

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© RRC Training


• Evaluation– Methods to monitor and review the

effectiveness of the arrangements

• Action for Improvement– Steps to correct issues found in the review

• Audit– Independent, critical and systematic review of

the management system

© RRC Training

Focus questions• Outline the health and safety roles and responsibilities of

employers, managers, supervisors, workers and other relevant parties

• Explain the concept of health and safety culture and its significance in the management of health and safety in an organisation

• Outline the human factors which influence behaviour at work in a way that can affect health and safety

© RRC Training

Reminder - What are the Employer's Four Duties?

Safe Place of Work

Safe Plant and Equipment

Safe System of Work

Training and Supervision

© RRC Training

The safety culture of an organisation is the shared attitudes, values, beliefs and behaviours relating to health and safety.Influenced by:• Management• Communication• Worker competence• Co-operation

Health and Safety Culture IndicatorsPoor health and safety culture leads to poor performance. The following things need to be spotted early: Accident records Sickness rates Absenteeism Staff turnover Compliance with safety rules Worker complaints Staff morale

Provide a definition of “safety culture”.

Provide indicators of a “poor” safety culture.

Lack of leadership from management Presence of a blame culture Lack of management commitment to safety Health and safety a lower priority than other issues Organisational changes High staff turnover rates Lack of resources e.g. too few workers, low investment Interpersonal issues e.g. peer group pressure, bullying External influences e.g. economic climate Poor management systems and procedures Lack of worker consultation

Factors promoting a “negative” safety Culture

What is it? Workers believe that if they report an incident or make a complaint, they are going to get:• Blamed• Punished• Sacked

Blame Culture

Company takeover Merger Management buy-out Change of management Departmental restructure Redundancy

Leading to: Concentration on the 'new order' Uncertainty over roles and

responsibilities

Reorganisation

Increases at times of change Reduces morale Focus moves away from H&S No clear framework for decision-making Individuals make their own decisions

Uncertainty

No clear rules or policies Decisions

Not in line with policy Inconsistent Frequently reversed Influenced by personal

reasons Conflicting priorities Poor communication No consultation with workers

Poor Leadership

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What would an organisation with a positive culture “look” and “feel” like? What characteristics would it demonstrate?

Factors promoting a positive Safety Culture

In organisations with a positivesafety culture…Health and safety is important to everyoneThere is strong policy and leadershipManagers and directors lead on safety and workers believe in itHealth and safety performance is good:People work safelyThere are fewer accidents and ill health events

In organisations with a negativesafety culture…Most feel safety isn’t importantThere is a lack of competenceSafety is low prioritySafety conscious workers are in minorityHealth and safety performance is poorThere is a lack of attention to detail and procedureLack of care and poor behaviour results in accidents

Three significant factors influence worker behaviour:The Individual– Personal characteristics

The Job– Nature of the job

The Organisation– Characteristics of the business

Safety Related Behaviour

Graphic taken from HSG48 from http://www.hse.gov.uk/pubns/books/hsg48.htm

• Safety culture

• Policies and procedures

• Commitment and leadership from management

• Consultation and worker involvement

• Levels of supervision

• Peer group pressure

• Communication

• Training

• Work patterns

Organisational Factors

• Task• Workload• Environment• Displays and controls• Procedures

Job Factors

• Competence• Skills• Attitude• Motivation• Risk Perception

Individual Factors

• Attitude– A person’s point of view or way of looking at

something; how they think and feel about it

• Motivation– A person’s drive towards a goal; what

makes them do what they do– Particular care needed with the use of

financial incentives!

Attitude, Competence and Motivation

http://www.hse.gov.uk/pubns/books/hsg48.htm

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• Education & training

• High impact intervention ("aversion therapy")

• Enforcement

• Consultation

Changing Attitude

• A combination of:• Knowledge• Ability• Training• Experience

• A competent person isn’t just one who is trained

– nor is it someone who has been there a long time!

What is “Competence”?

Perception: the way a person interprets information detected by their senses:

• Sight

• Hearing

• Smell

• Taste

• Touch

Perception

Factors which can affect perception include:• Illness

• Stress

• Fatigue

• Drugs and Alcohol

• Previous experiences

• Training and education

Perception

• Understand why hazards are not noticed by talking to workers

• Awareness campaigns/training• Highlight hazards e.g. signs• Ensure adequate lighting is available• Reduce distractions e.g. noise • Avoid excessive fatigue

Improving Hazard Perception

• Securing management commitment is essential– Senior managers provide leadership and

motivation– Needs clear policy, priorities and targets

• Commitment cascades down through the organisation

• Requires visible leadership

Management Commitment

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© RRC Training

• In groups discuss the leaders that you have worked with. What made them good (or bad) leaders, particularly on health and safety?

• From here think about what managers can do to demonstrate their commitment to health and safety.

Group Syndicate Exercise

© RRC Training

• Demonstrated by:– Behaving safely themselves– Involvement in the day to day

management of safety– E.g. attending safety meetings

– Taking part in safety tours and audits– Promoting activities to improve safety– Enforcing the rules

Visible Commitment

© RRC Training

• Sometimes rules are broken• Employees may endanger themselves

or others• Ignoring issues can result in injuries• Sometimes it is necessary to use

discipline to enforce the rules

Disciplinary Procedures

© RRC Training

• A supervisor who orders the team to cut corners to save time?

• A reckless fork lift truck driver?• A persistent prankster?• An office worker who repeatedly fails

to wear PPE when in the factory area?• A maintenance worker who doesn’t

isolate a machine as the job was only 10 minutes?

Who Would You Discipline

© RRC Training

• Competence– Knowledge, ability, training, experience

• Competent Managers– Understand the implications of their

decisions on health and safety– Often a weakness!

• Competent Staff– Enables job to be done safely

Competent Staff

© RRC Training

Individual Activity

List as many methods of communicating in the workplace as you can think of, splitting your list into:

● Verbal communication

● Written communication

● Graphic communication

What are the advantages and disadvantages of each method?

Communication

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© RRC Training

Limitations

Verbal Communication

• Language barrier• Jargon• Strong accent/dialect• Background noise • Poor hearing• Ambiguity • Miss information• Forget information• No record• Poor quality (telephone or PA)

Merits

• Personal• Quick• Direct• Check understanding • Feedback • Share views• Additional information

(Body language)

© RRC Training

Limitations

Written Communication

• Indirect• Time• Jargon/abbreviations• Impersonal• Ambiguous• May not be read• Language barriers • Recipient may not be able

to read• No immediate feedback• Cannot question• Impaired vision

Merits• Permanent record• Reference• Can be written carefully for

clarity• Wide distribution relatively

cheaply

© RRC Training

Limitations

Graphic Communication

• Very Simple• Expensive • May not be looked at• Symbols or pictograms may be

unknown • Feedback• No questions• Impaired vision

Merits• Eye-catching• Visual• Quick to interpret• No language barrier• Jargon-free• Conveys a message to a wide

audience

© RRC Training

• Posters• Video/films• Memos/emails• Employee handbooks• Toolbox talks

Communication Media

© RRC Training

• Often a legal requirement to consult with workers

• Consultation is a two-way process– Managers inform workers of plans, etc.

and listen to employee concerns

Consultation With Workers

© RRC Training

• Direct consultation– Employer talks to each worker and

resolves issues

• Through worker representatives– Committee is formed to represent workers– Regular meetings to discuss and resolve

issues– Members may have rights in law

Methods of Consultation

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© RRC Training

• Introduction of new measures affecting health and safety

• Appointment of new advisors• Health and safety training plans• Introduction of new technology

Typical Issues to Consult on:

© RRC Training

Negative Culture• Informing• Dictatorial approach

Positive Culture• Consultation• Worker involvement

Co-operation & Consultation

© RRC Training

Describe what factors need to be considered for training in the workplace?

Training Needs Analysis

Depends upon the nature and function of the organisation

– The hazard and risk profile– The accident history of the organisation

There may be statutory training requirements

– The level of training previously provided, together with the detail of which employees have been trained and when.

© RRC Training

Helps workers to understand:

• Hazards and risks• Rules and precautions• Emergency procedures• Limitations and restrictions

Training

© RRC Training

Describe when it is important to provide training opportunities for employees

Induction training

− For new employees

Job change

− New hazards following a change in job

Process change − New hazards associated with new ways of working

New technology − New hazards associated with plant and machinery

New legislation − Implications of the new legislation

© RRC Training

• Maintain training records– Who attended which sessions and when

• Carry out evaluation of effectiveness– Look for indicators such as:

– Reduced incidents– Increased awareness– Improved compliance to rules

Post Training Activities

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© RRC Training

• Health and safety policy• Emergency procedures• First aid• Welfare facilities• Safe movement • Accident and incident reporting• Consultation arrangements• Safety rules• Personal protective equipment • Safe working and permits • Risk assessment system

New Employee Induction Topics

Q) Identify FOUR types of emergency that would require an organisation to have an emergency procedure. (4)

Q) Explain why visitors to a workplace should be informed of it’s emergency procedure. (4)

Emergency Procedures:

© RRC Training

• Why do we need them?

• Because despite all of the precautions, things can still go wrong!

Emergency Procedures

© RRC Training

• Primary School– Fire, first aid, bomb threat (possibly), severe

weather, outbreak of disease.• Chemical manufacturing plant

– Fire, first aid (including multiple casualty incident), bomb threat, severe weather, outbreak of disease, chemical release, toxic chemical exposure. Possible outbreak of disease.

• Shopping Centre– Fire, first aid, terrorist threats including bomb

and/or suspect packages, multiple casualty incident, severe weather, crowd control/panic.

Group Syndicate Activity

The organisation needs to arrange:

• Procedures to be followed

• Suitable emergency equipment

• Responsible staff

• Training and information needs

• Drills and exercises

Emergency Procedures

© RRC Training

• Communication equipment– Phones, radios etc.

• Contact Details– National and local emergency numbers

• Responsible individuals– ESSENTIAL to understand who’s

responsibility it is!– Must be trained

Contacting Emergency Services

22

© RRC Training

An employer has a duty to makeappropriate first-aid provision for hisemployees which include:

• Facilities – An appropriate location where first-aid

treatment can be given

• Equipment – Suitably stocked first-aid kits and other equipment

• Personnel– Trained staff

Must inform people of these arrangements

First Aid

Basic principle of first-aid is to keep the injured person alive until professional medical assistance arrives, sometimes called 'The 3 Ps':

P reserve life

P revent deterioration

P romote recovery

Also provide treatment for minor injuries

'The 3 Ps'

Trained personnel:• First aider – full training• Appointed person – basic training only

Coverage will depend on:• The general risk level of the workplace• The hazards present in the workplace• Accident history• Vulnerable persons• The number of workers • Work patterns and shift systems• Workplace location (geographic)• The spread of the workplace

Personnel and Coverage

© RRC Training

First Aid Room (possibly)• Centrally located;

accessible by emergency services

• Clean and adequately heated, ventilated and lit

• Hand-wash facilities, chair, clinical waste bin, etc.

First Aid FacilitiesEquipment• First aid boxes (minimum)• Plus

- Eye-wash stations- Emergency showers- Blankets- Splints- Resuscitation

equipment- Stretchers- Wheelchairs- Other equipment as

required

www.safetyiss.com

Health and Safety Management Systems (HSMS) - Planning


• Purpose and Importance of Planning

• Risk Assessment Principles and Practice

• Principles of control

• Hierarchy of Risk Reduction Measures

• Sources of Information

• Developing Safe Systems of Work (SSW)

• Permit to work Systems

© RRC Training

4 Learning OutcomesOn completion of this element, you should be able to demonstrate understanding of the content through the application of knowledge to familiar and unfamiliar situations. In particular you should be able to:

• Explain the importance of planning in the context of health and safety management systems

• Explain the principles and practice of risk assessment

• Explain the general principles of control and basic hierarchy of risk reduction measures

• Identify key sources of health and safety information

• Explain what factors should be considered when developing and implementing a safe system of work for general activities

• Explain the role and function of a permit-to-work system


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© RRC Training

• 3rd Step in ILO-OHS 2001

• Part of PDCA cycle• Essential in the

systematic management of health and safety

Planning

© RRC Training

• Specific - clearly defined, precise• Measurable - towards a target, quantified• Achievable - it can be done

• Reasonable - within timescale and resources• Time-bound - deadline, timescale

e.g. review all 48 risk assessments within a 12 month period

SMART Objectives

© RRC Training

• Setting objectives requires consideration of:– Who is setting objectives?

– Managers? Safety advisors?

• How will objectives be set at each functional level?

– Cascaded throughout organisation– Linked to personal targets and appraisals?

• Legal and other requirements– May link objectives to standards

Setting Objectives

© RRC Training

• Requires consideration of:– Hazards and risks

– Objectives aim to control risks in organisation

• Technological options available– Adopt new technology

• Financial/operational/business requirements– Integrate H&S with business objectives

• Views of interested parties– Employees through consultation– Other stakeholders

Setting Objectives

© RRC Training

• Essential to be up to date– Especially with law

• Various methods including:– HSE newsletters - http://www.hse.gov.uk

– EU law-http://osha.europa.eu/en/legislationhttp://osha.europa.eu/en/oshnetwork/focal-points

– Websites - http://www.osha.gov/http://www.commerce.wa.gov.au/WorkSafe/

– Practitioner publications and subscriptions– Conferences

Keeping Up To Date

© RRC Training

• ILO Convention C155 Article 15 • Imposes a duty to ensure a workplace

is so far as is reasonably practicablewithout risk to employees.

Legal Requirements

http://www.hse.gov.uk

http://osha.europa.eu/en/legislation

http://osha.europa.eu/en/oshnetwork/focal-points

http://www.osha.gov/

http://www.commerce.wa.gov.au/WorkSafe/

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© RRC Training

• “reasonable practicability” – balance of cost vs risk of harm– Cost is time, effort and money

• Basis of a risk assessment

Reasonable Practicability

© RRC Training

• Physical– E.g. electricity, noise, vibration, radiation,

machinery• Chemical

– E.g. mercury, solvents, carbon monoxide• Biological

– E.g. legionella bacteria, hepatitis• Ergonomic

– E.g. manual handling, repetitive tasks• Psychological

– E.g. stress, violence

Hazard Categories

© RRC Training

Prevent:• Death and personal injury• Other types of loss

incident• Breaches of statute law

which might lead to enforcement action and/or prosecution

• The direct and indirect costs that follow on from accidents

Objectives of Risk Assessment

© RRC Training

• Accident• Injury accident • Damage only accident• Near-miss• Dangerous occurrence• Work related Ill-health

Types of Incident

© RRC Training

published by the Health and Safety Executive and licensed under the OpenGovernment Licence v1.0 (http://www.nationalarchives.gov.uk/doc/open-government-licence/): HSG245

Relationship BetweenIncident Types

Hazard Near Miss Injury

• Competent people– training, knowledge, experience

• Team approach is beneficial– workers familiar with tasks– H&S specialists– technical specialists– line managers– worker safety representatives

Risk Assessors

http://www.nationalarchives.gov.uk/doc/open-

25

Q)Give the meaning of the term “Risk”. (4)

• Risk is a measure of the likelihood of harm occurring and the severity of that harm

Or to put it more simply:

Risk = Likelihood × Severity

Revision Questions:

© RRC Training

Risk AssessmentQ) Identify the stages of a risk assessment. (4)

© RRC Training

• Slips, trips and falls• Falling objects• Collisions• Trapping/crushing• Machinery• Electricity• Transport• Chemicals• Drowning• Asphyxiation• Fire/explosion• Animals• Violence

Hazard identification

• Physical • Chemical• Biological• Ergonomic• Psychological

Safety - Physical injury:

HealthOccupational disease or ill-health:

© RRC Training

• Employees• Maintenance staff• Cleaners• Contractors• Visitors• Members of the public

(also trespassers)

Identify the People at Risk

© RRC Training

● Qualitative (based on opinion)Uses words to describe likelihood and severity, e.g. high, medium, low, etc.

● Semi-QuantitativeUses words and numbers to describe likelihood and severity.

The Risk Evaluation can be:

Evaluate the Risk

Likelihood Severity

1 = extremely unlikely 1 = very minor

2 = unlikely 2 = first-aid injury

3 = possible 3 = lost time injury

4 = likely 4 = hospital treatment

5 = very probable 5 = disabling injury

© RRC Training

• State the name/competence of assessor• Identify significant hazards and risks• Identify persons at risk

– Workers and others e.g. visitors and vulnerable• Evaluate current controls• Identify additional controls• Enable employer to prioritise controls• Appropriate to nature of work• Proportionate to risks• State time period valid

Suitable and SufficientRisk Assessment

26

© RRC Training

Risk Assessment Matrix

© RRC Training

Advantages of semi-quantitative risk evaluation:• Clarity of thinking• Consistency of approach• Prioritisation• Timescale

Semi-Quantitative Risk Evaluation

Risk Rating Action and Timescales15 and above Unacceptable9 to 14 Tolerable5 to 8 Tolerable (must be reduced to

below 5)4 or below Acceptable

General Control Hierarchy

• Eliminate the hazard

• Reduce or substitute the hazard

• Isolate (people from the hazard/ the hazard from people)Isolation, total enclosure, separation, segregation, partial enclosure, safety devices

• Control exposure (safe conditions, engineering, procedures safe systems of work, reduced exposure, reduced time of exposure, dose, information, instruction, training and supervision)

• Personal protective equipment

• Discipline (SSOW, training, supervision, enforcement)

E R I C Prevents Death (ERIC PD)

© RRC Training

• High risk = high priority actions

• Low risk = low priority

BUT risk and timescale are not the same:• Low cost, easy actions should be done

even if low priority• Medium priority still needs rapid action

Priorities and Timescales

• Task Analysis – analyses job components before

the job starts

• Legislation– standards, guidance documents

• Manufacturers' Information– safe use, maintenance, cleaning

• Incident Data– accidents, near-misses, ill-health

Hazard Identification

© RRC Training

Task AnalysisS elect the task

R ecord the stages of the task

E valuate risks associated with each stage

D evelop the safe working method

I mplement the safe working method

M onitor to ensure effectiveness

27

© RRC Training

• Under 18 (national law)• Lack of experience• Physical and mental maturity• Poor risk perception• Influenced by peer group• Eager• Control measures:

• prohibit certain high risk activities, e.g. high risk machinery

• restrict work patterns and hours, e.g. no overtime

• train and supervise

Young PersonsHazards:• Certain chemicals, e.g. lead• Certain biological agents, e.g. rubella virus• Manual handling• Temperature extremes• Whole body vibration• Ionising radiation• Night shifts• Stress• Violence

Pregnant women

Identify:• Health and fitness criteria for some jobs

– e.g. eyesight requirements to drive forklift trucks

• Workers with known disabilities– What are the implications of their

disability?

Disabled PersonsWorkers especially vulnerable and more at risk:• Of violence

– e.g. prison officer, mental health nurse

• If they are injured or ill– e.g. confined space entry

Vulnerable Groups

Lone Workers

Q) Identify EIGHT possible health and safety hazards relevant to the role of a long distance delivery driver. (8)

Revision Questions:

© RRC Training

Typical content:• Activity/area assessed and

hazards• Groups at risk• Evaluation of risks and adequacy

of existing control measures• Further precautions needed• Date and name of

competent person• Review date

Record Significant Findings

© RRC Training

Significant change in:• Process• Substances• Equipment• Workplace environment• Personnel• Law

If it is no longer valid • Accident• Near miss• Ill-health

Periodically e.g. annually

Review and update

© RRC Training

Risk Assessment

Q) Identify the stages of a risk assessment. (4)

© RRC Training

Avoid risks

Evaluate risks which cannot be avoided

Control hazards at source

Adapt work to suit the individual

Adapt to technical progress

Replace dangerous with less/non dangerous

Coherent/overall prevention policy

Give priority to collective protective measures

Give appropriate instructions to employees

General Principles of Prevention

28

• Collective protective measures Protect the whole workplace and everyone in it

• Safe placeDesign, selection and engineeringof premises, plant, machinery, equipment, processes and substances

• Safe person Competence of workers whohave received adequate information,instruction and training and follow safesystems of work

Safe Place/Safe Person

– Technical– Procedural– Behavioural

© RRC Training

• Controls can be further classified as:• Technical

– Equipment and engineered solutions

• Procedural– Safe systems of work, procedures, permits

• Behavioural – Training, awareness, competence

Technical, Procedural and Behavioural Controls

Personal Protective Equipment (PPE)Personal Protective Equipment Regulations 1992Supply suitable PPE:

• appropriate for risk• ergonomic• fits• doesn’t increase overall risk• complies with standards

Ensure compatibility of itemsSuitable storageInformation, instruction and trainingEnforce use of PPEReplace or repair damaged or lost items

Personal Protective Equipment (PPE)Benefits of PPE Limitations of PPE• Interim control• Some situations

only control option

• Emergency back up

• Cheap (short term)

• Immediate protection

•Doesn’t remove hazard•Only protects the wearer•Requires good fit•Relies on wearer•Requires training•Uncomfortable•May increase overall risk•Incompatibility•Unpopular so often unworn•Fails to danger•No good if wrongly selected•Contamination•Expensive long term

Sources of Information

Internal

• Accident records

• Medical records

• Risk assessments

• Maintenance reports

• Safety inspections

• Audit reports

• Safety committee minutes

External

• National legislation

• Safety data sheets

• Codes of practice

• Guidance notes

• Operating instructions

• Trade associations

• Safety publications

© RRC Training

• Written procedures:– Ensure consistency– Provides a basis for training– Establishes a standard (can be checked)– Provide a written record for incident

investigations/regulatory inspections

• Can be in many forms– Checklists– Short notes– Detailed manuals

Written Procedures

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© RRC Training

• Safe system of work will contain:– Technical controls

– “things and stuff”– Equipment provided/engineering controls

• Procedural controls– Often explain the correct use of technical

controls

• Behavioural controls– How the workers behave– Training and supervision

Technical, Procedural and Behavioural Controls

© RRC Training

• People – competence, ability

• Equipment – plant, equipment, PPE

• Materials – substances, articles, waste

• Environment – space, lighting, heating

Developing SSoW - PEME

© RRC Training

Developing Safe Systems of Work

© RRC Training

• Step 1 – park the car in a safe location• Step 2 – remove equipment from boot• Step 3 – loosen wheel nuts• Step 4 – jack up car• Step 5 – remove wheel nuts• Step 6 – replace wheel and wheel nuts• Step 7 - lower car, remove jack• Step 8 – tighten wheel nuts• Step 9 - replace equipment in boot

Worked example – The Steps In Changing a Wheel

© RRC Training

• Often most difficult stage!

• Consultation and engagement helps gain buy-in from workers

• Allow concerns to be raised and addressed during development

Implementing Controls

© RRC Training

• Information, Instruction, Training and Supervision (IITS)!

• May need detailed training in the SSoW

• Must monitor to ensure:– SSoW is being applied correctly– SSoW is as safe as was intended!

Instruction, Training and Monitoring

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• Confined spaces

• Lone working

• Travelling abroad

Describe a specific examples of a SSoW and the controls you would put in place.

Using PEME principles, what should be included in a SSW for each?

• Enclosed in nature (ventilation will berestricted and access/ egress may be difficult)

• One or more foreseeable specified risks exist– Fire or explosion– Loss of consciousness from gas, fumes, vapour,

lack of oxygen– Drowning– Asphyxiation from free flowing solid– Loss of consciousness from temperature

Confined Space

© RRC Training

• Do not work inside a confined space if possible• Carry out a risk assessment• Develop safe system of work• Emergency arrangements• Permit-to-work• Trained personnel

Confined Space Control Measures

Safe System of Work for Confined Spaces

• Supervision• Competency• Communication• Atmospheric

testing/monitoring• Ventilation• Removal of residues• Isolation, lock off of in-

feeds and out-feeds

• Isolation, lock off of electrical/mechanical hazards

• PPE• Access/egress• Fire prevention• Lighting• Suitability of individuals• Emergency/rescue

procedures

© RRC Training

• Risk assessment by competent person• Controls implemented (already

covered)• Safe system of work• Emergency arrangements

Confined Spaces

“Workers who are separated from their work colleagues”• Lack assistance if things go wrong• Communication with colleagues more

difficult, i.e. – out of eyesight – out of earshot

Lone Workers

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© RRC Training

• Maintenance workers• Service engineers e.g. gas, appliance• Garage forecourt attendants• Trainers / tutors• Security guards• Receptionists (sometimes)• Social workers/carers• Health visitors/district nurses• Painters/decorators• Sales representatives (on the road)

Lone Working Examples

© RRC Training

• No lone working for high risk activities, e.g. confined spaces

• Remote supervision

• Logging workers’ locations

• Mobile phones or radios

• Lone worker alarm systems

• Procedures for lone workers

• Emergency procedures

• Training for workers

Safe System of Work for Lone Working

© RRC Training

• Not the same as a holiday!– Brings additional hazards

• Risks when travelling related to– Security– Health

• Workers may also be “lone workers”• Some areas are not recommended for

travel – see local websites e.g FCO at http://www.fco.gov.uk/en/travel-and-living-abroad/travel-advice-by-country/

Working and Travelling Abroad

© RRC Training

Employers have a duty to workers whom they send to work abroad and should provide:• Pre- and post-visit briefings

• Insurance

• Health advice and vaccinations

• Financial arrangements

• Security training and advice

• Cultural requirements advice

• Accommodation

• In-country travel

• Emergency arrangements

• 24-hour contacts

Working Abroad

© RRC Training

A formal, documented safety procedure, forming part of a safe system of work

Typical applications:● Hot work (involving naked flames

or creation of ignition sources)● High voltage electrical systems● Confined space● Operational pipelines● Excavation near buried services● Complex machinery● Working at height

Permit-to-Work System

Consists of 4 elements:

1. Issue

2. Receipt

3. Clearance/return to service

4. Cancellation

May also be an extension

Permit-to-Work

http://www.fco.gov.uk/en/travel-and-living-

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© RRC Training

• Issue – Pre Job Checks– Description of work to be carried out– Description of plant and location– Assessment of hazards– Identification of controls

– Additional permits e.g. hot work– Isolation of services– PPE– Emergency procedures


© RRC Training

• Receipt – handover of permit– Competent and authorised person issues

permit to workers– Workers sign to say they accept controls

• Work can now start• Plant is now under the control of the

workers


© RRC Training

• Clearance – hand back of permit– Workers sign to say they have left the job

site and equipment can restart.

• Cancellation– Authorised person accepts plant back and

can remove isolations etc.

• Plant is now returned to the control of the “site”


© RRC Training

• Poorly implemented permits are useless

• Piper Alpha disaster was the failure of a permit to work system

• People must be trained in use

• Permits never issued from a desk

• System must be monitored

Importance of Permit Control

Government Licence v1.0 (http://www.nationalarchives.gov.uk/doc/open-government-licence/):

© RRC Training

• Remove flammable materials• Fire retardant blankets/screens• Floor swept of debris• Floors damped down if necessary• Fire extinguishers at hand• “Fire watcher” present• Post work checks to ensure

no smouldering embers

Hot Work Controls

© RRC Training

• Work must be justified– Not possible to work dead

• Precautions in place• Workers are competent

Work on Live Electrical Systems

http://www.nationalarchives.gov.uk/

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© RRC Training

• Work is carefully planned and controlled– May be several people working

• Hazards are communicated• Services are isolated and locked off• Stored energy is released• Workers are competent

Machinery Maintenance

© RRC Training

• Avoidance if possible• Prevention of falls by using

– safe platform with adequate edge protection

• Minimise distance and consequence of fall– PPE and fall arrest devices

• Weather conditions considered– Wind, ice/snow

Work at Height

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Health and Safety Management Systems (HSMS) –Measurement, Audit and Review


• Active vs Reactive Monitoring• Auditing OSHM’s• Incident Investigations• Recording and Reporting Incidents• OHSM’s Performance reviews

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FOCUS QUESTIONS

• Outline the principles, purpose and role of active and reactive monitoring

• Explain the purpose of, and procedures for, health and safety auditing

• Explain the purpose of, and procedures for, investigatingincidents (accidents, cases of work-related ill-health and other occurrences)

• Describe the legal and organisational requirements for recording and reporting incidents

• Explain the purpose of and, procedures for, regular reviews of health and safety performance

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Active and Reactive Monitoring

Active• Looking at control measures to

see if they are correct and being used before accidents, etc. are caused

• Measures progress

Reactive• Using accident, incident and

ill-health data to highlight areasof concern

• Measures failure

What is the difference between Active and Reactive monitoring?

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• Dealing with things that went wrong!

• Accidents, incidents, ill-health, other unwanted events and situations– highlights areas of concern– things that have already gone

wrong– measures failure

• 2 methods– lessons from one specific event, e.g.

an accident– data collected over a period

Reactive Monitoring


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© RRC Training

Systematic InspectionsObservation Plant

Premises

• Machinery • Vehicles• Workplace• Environment

Interviewing People • Working methods• Behaviour

Examination Procedures • Safe systems• Method statements• Permits-to-work

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Safety Inspection• Examination of workplace, statutory inspection, plant

and machinery, pre-use checksSafety Sampling• Representative sample to judge compliance• Less time-consumingSafety Survey• Detailed examination of one issue, topicSafety Tour• High profile inspection by managers• Can be used to observe behaviours too

Safety Inspections, Sampling, Surveys and Tours

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Performance Standards

Conformance/non-conformance with standards:• Number and quality of risk assessments • Health and safety training to schedule• Consultative committee meetings to

schedule• Workplace inspections to schedule

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Factors to consider:• Type of inspection• Frequency of inspection• Allocation of responsibilities• Competence of the inspector• Objectivity of inspector• Use of checklists• Action planning for problems

found• Training for inspectors

Workplace Inspections

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Typical topics:• Fire safety• Housekeeping• Environment issues• Traffic routes• Chemical safety• Machinery safety• Electrical safety• Welfare facilities

Workplace InspectionsWhat topics could be considered in a general workplace inspection?

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Bank head office:• Purpose – monitor H&S standards• Frequency – monthly• Persons responsible – managers at different

levels• Competence – one day course• Inspection checklist – general checklist,

tailored if required• Follow up arrangements – an action plan

Example Inspection System

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© RRC Training

Use of Checklists

Advantages• Ensures all

points covered• Consistent

approach• Form of written

record

Disadvantages• May ignore items

not on checklist

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Other Standards

• Health Surveillance– Monitoring worker health - a proactive measure– Shows effectiveness of controls

• Benchmarking– Comparison to other organisations– Can compare between sectors

In groups, list the topic headings that should be included on an inspection checklist for use in your workplace.

Design a rough format for the inspection checksheet.


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Allocation of Responsibilities

• Inspections must follow through into action.

Action required Responsible person

Date Due

Repair damaged fire extinguisher bracket

Maintenance technician

By 15th July 2011

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Style – formal, free of jargon or slang, factual, persuasive, clear, concise

Structure – executive summary, introduction, main body, recommendations, conclusions

Content – significant findings, evidence of findings

Justified recommendations – moral, legal, economic arguments, action plan

Effective Report Writing

Recommended action Priority Timescale Responsible Person

Tidy the office Medium 1 week OfficeSupervisor

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Data collected and reported about:• Accidents• Dangerous occurrences• Near-misses• Ill-health cases• Worker complaints• Enforcement action

Assist in analysing • Trends – events over a period of time• Patterns – hot spots of certain types, e.g. injury

Statistics

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© RRC Training

Group Discussion Point

• An organisation has 2 sites carrying out similar operations

• Company A has 300 workers and has had 10 accidents

• Company B has 150 workers and has had 5 accidents

• Which has the “better” safety performance?

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Accident Incidence Rate (AIR)'accidents per 1000 workers'

Accident Rate

AIR = Number of accidents during a

specific period 1000Average number of workers

during the same period

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Use of Statistics

• Potential issues• Data may be manipulated• Incidents may go unreported• Sudden increase in reporting of incidents can

suggest a decrease in performance– Could be due to improved reporting.

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Other Reactive Measures

• Enforcement actions• Often required during pre-tender

qualifications

• Civil claims• Total cost of claims can be calculated• May be affected by:

– Advertising campaigns– Dissatisfaction with organisation

Q)Identify FOUR types of health and safety information that could be displayed on a notice board within a workplace. (4)

Q) Identify FOUR “active “monitoring methods (4)

Q) Explain Four “reactive” monitoring methods. (4)

Revision Questions:

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End of Section Quiz

1. What is meant by active monitoring?2. What is meant by reactive

monitoring?3. Give examples of active monitoring

techniques 4. What topics could be considered in

a general workplace inspection?5. What are accident rates used for?

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Unit IGC 1Element 5.2

Health and Safety Auditing

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Auditing is the:• systematic• objective • critical evaluation of an organisation’s health and safety management system

Health and Safety AuditsDefine Auditing.

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What is the difference between an audit and an inspection?

Group Discussion Point

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Distinction Between Audit and Inspection

Audit• Examines documents• Examines procedures• Interviews workers• Verifies standards• Checks the workplace• Can be a long process• Usually expensive• Requires a high level of

competence

Inspection• Checks the workplace• Checks records• Usually quick• Lower cost• May only require

basic competence• Part of an audit

What is the difference between an audit and a workplace inspection?

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The following should be defined:

• Timescales• Scope of the audit • Area and extent of the audit • Who will be required • What documentation will be required• Auditor competence• Time and resources for auditors

Pre Audit Preparations

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Auditors use three methods to gather information:• Paperwork - documents and records• Interviews - managers and workers• Observation - workplace, equipment, activities and

behaviour

During the Audit


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© RRC Training

Typical information examined during an audit:• Health and safety policy• Risk assessments• Training records• Minutes of safety committee meetings• Maintenance records• Record of monitoring activities• Accident investigation reports and data• Emergency arrangements• Inspection reports from insurance companies• Regulator visitors• Worker complaints

DocumentsIdentify the written information that is likely to be examined during a health and safety audit. (8)

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The End of the Audit

Verbal feedback session• To managers• Highlights of the audit

Written Report to Management• Findings• Recommendations• Priorities and timescales

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• The organisation• External authorities:

– enforcement agencies– insurance companies– accreditation centre's (OHSAS 18001, etc.)

It is the responsibility of management at all levels to ensure recommendations for improvement are communicated and implemented

Responsibility for the Audit

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Discuss the advantages and disadvantages of an external and an internal audit

Whole Group Exercise

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External AuditsAdvantages Disadvantages

External Audits

• Independent of any internal influence

• Fresh pair of eyes• May have wider

experienced at auditing

• Experience of different types of workplace

• Recommendations often carry more weight

• Up to date with law• More able to be

critical

• Expensive• Time consuming• May not understand the

business so make impractical suggestions

• May intimidate workers so get incomplete evidence

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Advantages Disadvantages

Internal Audits

• Less expensive• Auditors are already

familiar with the workplace and what is practicable

• Can see changes since last audit

• Improves ownership of issues found

• Builds competence internally

• Workplace more at ease• Familiarity with

workplace and individuals

• Auditors may not notice certain issues

• Auditors may not have good knowledge of industry or legal standards

• Auditors may not possess auditing skills so may need training

• Auditors are not independent so may be subject to internal influence

Internal Audits

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© RRC Training

Correcting Non-Conformities

Major non-conformance• Significant issue, needs urgent action

Minor non-conformance• Less serious issue, unlikely to result in injury or

failure of management system

• Observations• Opinion given by auditor

© RRC Training

End of Section Quiz

1. Define “auditing”.2. What is the difference between an

audit and a workplace inspection?3. What types of information might be

examined during an audit?

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Investigating Incidents

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• Identify the causes• Prevent recurrence• Collect evidence• Legal reasons • Insurance purposes• Staff morale• Disciplinary purposes• To update risk assessments• Discover trends

Incident Investigations Why should an organisation carry out reviews of health and safety performance?

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Near-missAn unplanned, unwanted event that had the potential to lead to injury, damage or loss but did not

AccidentAn unplanned, unwanted event which leads to injury, damage or loss

• Injury accident - where the unplanned, unwanted event leads to some sort of personal injury, e.g. a cut hand

• Damage only accident - where the unplanned, unwanted event leads to equipment or property damage but not personal injury, e.g. a wall is demolished

Types of Incidents

Dangerous occurrence • A specified event that has to be

reported to the relevant authority by statute law, e.g. a major gas leak

• Ill-health • A disease or medical condition that is

directly attributable to work, e.g. dermatitis as a result of exposure to skin irritants

Types of Incidents


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© RRC Training

Level of InvestigationMinor incidents• Investigated by line manager

Major incidents, more complex events or incidents with high potential• Investigated by a team

– Safety specialist– Senior Manager– Technical specialist– Worker representative

Whole Group Activity

Discuss the first thing you should do when arriving at an accident scene and then the later steps

Consider what type of equipment you may need to assist you

Safety of the scene

Is the area safe to approach? Is immediate action needed to eliminate danger

before casualties are approached?Casualty care

First-aid treatment Hospitalisation

– Also consider that bystandersmay be in shock

Basic Investigation Procedure

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Basic Investigation Procedure

Step 1• Gather factual information

Step 2• Analyse the information and draw

conclusions

Step 3• Identify suitable control measures

Step 4• Plan the remedial action

Secure the sceneIdentify witnessesCollect factual

information− Photo/sketch− Measurements− Notes− Mark up plans− Samples

Interview witnessesExamine documents

Step 1 - Gathering Information

Quiet room, no distractionsEstablish a rapportExplain the purpose, not about blameUse open questions, e.g. Who? What? Where?

When? Why? How?Keep an open mindTake notesAsk for a written statementThank the witness

Witness Interview Technique

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• Site plans

• Company health and safety policy• Risk assessments• Training records• Safe systems of work• Permits-to-work• Maintenance records• Previous accident reports• Sickness records

Document Examination

Immediate Causes:• Unsafe acts• Unsafe conditions

Underlying or Root Causes:• Reasons behind the immediate causes• Often failures in the management system

– No supervision– No PPE provided– No training– No maintenance– No checking or inspections– Inadequate or no risk assessments

Step 2 – Analysing Information

© RRC Training

Forklift Truck Accident

Immediate Causes:– Failure to secure the pallet– Poor positioning of the truck close to the pedestrian exit– Aggressive braking by the driver– Inattentive pedestrian steps into the path of the forklift truck

Underlying or Root Causes:• No training for the driver• Lack of segregation of vehicles and pedestrians• Poor driver induction• Poor truck maintenance• No refresher training

A worker is struck by a load being carried on a pallet by a forklift truck.Outline possible immediate and underlying causes of the accident.

© RRC Training

For Immediate Causes• Clean up the spill• Replace the missing guard• Relocate the trailing cable

For Underlying or Root Causes• More difficult• Need to make changes

in management system

Step 3 – Identifying Suitable Control Measures

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• Dangerous conditions must be dealt with immediately

• Interim actions may be possible• Underlying causes will require more complex

actions– will take time, effort, disruption, money– need for prioritisation

Step 4 – Plan the Remedial Actions

Recommended action Priority Timescale Responsible

Introduce induction training for all new FLT drivers

Medium 1 month WarehouseManager

© RRC Training

End of Section Quiz

1. What are the main reasons for reporting an incident?

2. What are the main reasons for investigating an incident?

3. Who might investigate a minor injury to a worker which had no real potential to be worse?

4. Who might a major incident be investigated?

5. What are the 4 key steps in incident investigation?

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Reporting and Recording Incidents

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Reasons for reporting incidents:• To trigger the provision of first aid• Preserve accident scene• Enable investigations to be carried out to

prevent recurrence• Legal requirement to report some incidents• Record for civil claims

Internal Incident ReportingWhat are the main reasons for reporting an incident?

© RRC Training

What sort of things are likely to hinder good accident and near-miss reporting?

What can an organisation do to make it more likely that incidents will be reported?


What sort of things are likely to hinder good accident and near-miss reporting?

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• Unclear organisational policy• No reporting system in place• Culture of not reporting (peer pressure)• Overly-complicated reporting procedures• Excessive paperwork• Takes too much time• Blame culture• Apathy – poor management response• Concern over impact on organisation/individuals• Reluctance to receive first aid

Barriers to ReportingWhat sort of things are likely to hinder good accident and near-missreporting?

© RRC Training

Accident Record Contents• Name and address of casualty• Date and time of accident• Location of accident• Details of injury• Details of treatment given• Description of event causing injury• Details of any equipment or substances involved• Witnesses’ names and contact details• Details of person completing the record• Signatures

A worker is struck by a load being carried on a pallet by a forklift truck.Outline possible immediate and underlying causes of the accident.

Will depend upon the severity:

Internal and External Incident Reporting

Internal External• Directors• Senior managers• Human resources

managers• Health, Safety

Environmental Advisors• Worker representatives

• Family of the casualty• External authorities• Insurance companies• Public relations advisors


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© RRC Training

Externally Reportable Events

• Some incidents need to be reported to regulator by law, e.g.− Fatality − Major injury− Dangerous occurrence− Disease− Lost time injuries

Data Collection & AnalysisAnalysis of data:• What is the trend in accident/incidence rate over the

past 5 years?• What are the most common types of accident?• What are the most common types of injury? • Between what times of the day do most accidents

occur?• Which part of the body is most frequently injured?• Which department has the highest accident rate?• What is the accident rate trend for a particular part of

the organisation?• Where do most accidents occur in the workplace?

© RRC Training

Lessons Learnt

• Action taken as a result of incident• Published internally as “lessons

learned”− Shows company commitment to improving− Allows improvements to be made

• Maintain confidentiality!

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End of Section Quiz

1. Why might an employee not report an incident?

2. What are the typical contents of an internal incident report form?

3. Why is incident data collected?

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Review of Health and Safety Performance

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Levels of Review

• Full management system review− By the board, annually

• Management team review− Every quarter, feeds to full review

• Departmental review− Monthly, by line manager to ensure on

track


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Reasons for Having Regular Reviews

• Are we on target?• If not, why not?• What do we have to change

to continually improve?• Essential part of management system• Requirement of ISO certification

Whole Group Exercise

What measurements of health and safety performance should be included in the annual review?

© RRC Training

Performance Indicators• Compliance with legal and organisational

requirements, new developments• Accident and incident data + corrective actions• Inspections, surveys, tours, sampling• Absence and sickness data• Quality assurance reports• Audit reports• Monitoring data/records• External communications and complaints• Consultation results• Achievement of objectives• Enforcement action • Actions from previous management reviews

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Outputs from Review

• Management reports− Minutes circulated− Records maintained− Actions closed out

• Annual report to shareholders− For some organisations

• Continual Improvement

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Continuous ImprovementReview evaluates performance againststandards

– Action taken as a result to improve• Board/Senior managers

– Set targets as a result of review/amend policy• Middle Managers

– Review performance– Set targets for their area

• Junior Managers– Review local performance– Set targets for their area

© RRC Training

End of Section Quiz

1. Why should an organisation carry out reviews of health and safety performance?

2. What should be considered in the management review of health and safety performance?

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Q) Give (Define) the meaning of the term “ergonomics” (3)

Q) Identify the possible health effects that may be caused by the poor ergonomic design of display

screen equipment workstations. (3)

Q) Identify the factors to be considered in an ergonomic assessment of a display screen

equipment workstation. (14)

Revision Questions:

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Absorbent mats and granules have been used to soak up a chemical spillage.

Q) Outline the issues that will need to be considered in relation to the handling, temporary storage and final disposal of the waste material. (8)

Revision Questions:

Q) Identify the main hazards associated with demolition work (8)

Revision Questions:

Q) Identify the main types of hazards that may cause slips or trips at work (4)

Q) Identify control measures to reduce risk from slip and trip hazards in the workplace. (4)

Revision Questions:

Q) Outline the factors that may lead to unacceptablelevels of occupational stress amongst workers. (8)

Revision Questions:

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A worker is manually loading boxes of components onto metal shelves..

Q) Identify FOUR types of injury that the worker could suffer while carrying out this activity. (4)

Q) Identify factors in relation to the taskthat could increase the risk of injury (4)

Revision Questions:




46

Q) Identify TWO forms of hazardous substances (2)

Q) Outline the personal hygiene controls to be followed to reduce risk of ingestion of a hazardous substance. (6)

Revision Questions:

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Summary and wrap-up• What else do I need to know.

• Assessment – Session expectations / competency.

• Feedback & reminders.

• Evaluation - Check for understanding.

• Remember – Follow-up communication & car-park questions.
