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NEBOSH International General Certificate (IGC)in
Occupational Safety and Health
Revision Workshops
Mr. Bernard ColganB.A.(SocSci)A.D.(Hlth Policy)RN,RM, DipWHS,Cert1VTAE,HRIS
Integrated Safety Solution Pte Ltd
"Before we discuss the D epartment of Occupational SafetyHealth and Welfare (DOHSW) investigation, imprisonment of
our executive directors for breaches of the OHSW Act andnumerous 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
Examtechniques
Foundations of Occupational health and safety Scope and Nature
Multidisciplinarynature
Barriers
.
IGC1 Element 1 Founda ti ons in Health and Safet y
Role of Governments and International bodies Government
Employers, Employee
Enforcement Agencies, Non-compliance
International Standards, Sourcesof information
Maintaining standards in Health and Safety Sizeof 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 specificinformation and they expect you to provide it in therequested format.
The main mistake that candidates make is tonot read thequestion properly.
Often students provide excellent answers, but do notanswer the question asked.
EXAM TECHNIQUES
EXAM TECHNIQUES - ANSWERING THE QUESTION
Read the questionscarefully:
Knowwhatinformationis beingrequested.
Understand what information is beingrequested.
Understandthebreadthof knowledgerequired.
Providetheinformationin alogicalandcoherentmanner.
Develop a plan:
Consider the marksavailable:
Theexaminer will expecta piece of information
to allocatetheavailablemarkson.
Time management (allocate your time evenlyand take into account the value of marksallocatedto thequestion.
Focusonkey words;
Createa mindmap;
Have enough facts;
Re-read thequestionfor clarity.
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To List: Only list the words, names, items, figures,phrases etc.withoutany explanations ordescriptions.
EXAM TECHNIQUES - VERB ACTION INSTRUCTIONSSource: Oxford Advanced Learners Dictionary
To State: To formally, write and express an opinion,define or provide categorically what the factsare. Where there is no definition.
To Identify: Demonstrate that you know, understandand/or recognize the pertinent points to theissue by selecting and naming them and sayingwhat they are in a concise manner.
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ToDescribe: Provide a greater level of detail or amorein-depthexplanationor descriptionof thekeyissueor events.Includea wordpicturedescriptionof thekeypointsalso.
EXAM TECHNIQUES - VERB ACTION INSTRUCTIONSSource: Oxford Advanced Learners Dictionary
ToOutline: Give a clear description of the key (mostimportant) features, facts or points of theevents or issue that areinvolvedandgivea
briefexplanationof thereasons/points.
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ToExplain: Provide:
a more detailed level of explanation(a word picture or story) as to therationale,
and
a detaileddescription of theprocessor events with a breakdown of eachkey point or fact to ensure yourmessageisclearlyunderstood.
EXAM TECHNIQUES - VERB ACTION INSTRUCTIONSSource: Oxford Advanced Learners Dictionary
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EXAM TECHNIQUES - ANSWER THE QUESTIONSource: Oxford Advanced Learners Dictionary
COMPONENTS:
TheTopic: Should be usually clear from the
questionbeingasked.Ask howandw hyhas the examinerhasposedthisquestion.
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The Components:
Scope andFocus:Check to see whether the wording of thequestion includes a word or phrasethatlimits orexpandsthe topicinaveryspecificway.
EXAM TECHNIQUES - ANSWER THE QUESTION
Common mistakesto avoid:
Coveringtoo broadanarea
Writingwithtoonarrowafocus
Includingirrelevantinformation
Onlyansweringhalfthequestion.
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EXAM TECHNIQUES MONITOR YOUR TIME
Section1 : Onequestion maybedividedintosub-parts
(20Marks spendapprox.30minutes)
Section2: TenQuestions
( 8Marks spendapprox.90Minutes)
Nochoiceofquestions ALL arecompulsory!
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Typesof Questions :Knowledge: Theyaskyouto recall important facts and are
thesimplestquestion.
KeyAction words - Verbs:
Outline Give Label
Define State Identify
Describe. Summarize Name
List
EXAM TECHNIQUES - ANSWER THE QUESTIONDefinition Source: Oxford Advanced Learners Dictionary
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Types of Questions :
Comprehension: They ask you to demonstrate yourunderstandingof concepts. You must clearly
show that you understand the ideas andtheoriesthatunderliethe facts.
KeyActionwords- Verbs:
Explain Paraphase Trace
Summarize GiveExamples Re-state
Illustrate Express Distinguish
Match.
EXAM TECHNIQUES - ANSWER THE QUESTIONDefinition Source: Oxford Advanced Learners Dictionary
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Key Action words - Verbs:Application: Theyaskyouto demonstratehowto useyour
knowledgeto addressa specificproblemandrequiremorethan to simply recollect but toapplytheknowledgealso.
KeyVerbs:
Apply Show Solve
Choose Organise Relate
Generalise
EXAM TECHNIQUES - ANSWER THE QUESTIONDefinition Source: Oxford Advanced Learners Dictionary
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Types of Questions:
Analysis: They ask you to examine the relationshipbetween/ amongfactsandconcepts.
KeyVerbs:
Analyse Classify Compare
Contrast Distinguish Differentiate
Sub-divide Categorise Select
Infer Prioritise
EXAM TECHNIQUES - ANSWER THE QUESTIONDefinition Source: Oxford Advanced Learners Dictionary
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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..
KeyVerbs:
Design Plan Construct
Create Compose Produce
Develop Invent Combine
EXAM TECHNIQUES - ANSWER THE QUESTIONDefinition Source: Oxford Advanced Learners Dictionary
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EXAM TECHNIQUES - ANSWER THE QUESTIONDefinition Source: Oxford Advanced Learners Dictionary
Key Action words - Verbs:
Evaluation: They ask you to make a value judgementandpresentyour ownopinionsoftencitingworksand views of experts in the field, ifpossible.
KeyVerbs:
Discuss Evaluate Compare Consider
Examine Explore Comment Justify
Appraise WeighSupport Recommend
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Learning OutcomesOn completion of this element, you should be able to:
Demonstrateanunderstandingof thecontentthrough theapplicationof knowledge in familiar andunfamiliarsituations.
1. Outlinethescopeandnatureof OccupationalHealthandSafety;
2. Explain the moral, social and economic reasons for maintainingand promoting good standards of health and safety in the
workplace;
3. Explainthe roleof national governmentsandinternationalbodies
in formulating a framework for the regulation of health andsafety.
RRC Training
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The results of a healthand safety audit of anorganisation showed anumber of non-compliances withrespect 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 ofsomething
Dont just list the reasons each one needs to beexpanded on slightly to ensure the examinerunderstandsthepoint.
Eachreason allocate2marksuptoamaximumof 10
Focuson describingthereasonsonly.
Dont try to guess what procedures are not beingcompliedwith wedontknowthis!!
Dont get stuck on thewordAudit it is not abouttheauditbuttry tofocuswhy peopledo notcomply!
E.g. peer pressure, no enforcement, management arenot concerned, PPE makes the task more difficult,employeeshaveneverbeentold towearPPEetc.
HOW TO ANSWER THE QUESTION
Part (b) To Outline means to essentially asks for the mainfeatures or general principles. No explanation isrequired.
1 mark will be given for each valid point up to amaximumof 10
The question requires actions that could be taken toencourage or motivate employees to comply withprocedures.
Think about how people are motivated use anexample.Theactionsmight include: Training,
jointconsultationonprovisionanduseof PPE,
poster campaigns,
managementcommitment,
disciplineetc.
Part (a) Unrealistic/ unclearprocedures, poorsafetyculture,
Lackof consultation
poor managementcommitment,
inadequatesupervision/enforcement,
cuttingcornersencouraged,
Lackof training/safetyawarenessinformationetc.
HOW TO ANSWER THE QUESTION
Part (b) Safetymeetings, teambriefings,
jointemployee/ managementconsultations
Involveemployeesin riskassessment
Providetraining
Postercampaignsencourageaccident/ incident reporting
Provideadsgoodworkingenvironment
Jobrotation
disciplinaryprocedures
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Provide definitions for the following key terms:
Health:
Safety:
Welfare:
Accident:
NearMiss:
The state of being free (i.e. absence)
from disease, injury or illness.
The condition of being protected from or
unlikely to causedanger, risk, or personal injury.
The provision of efforts to ensure the basic
physical and material well-being(i.e. their health
and safety) of people and or facilities.
An unf ortunate, unpl anned or unwant ed
incident or event which typically leads to injury,
damage or loss.
Anarrowly avoided, unplanned, unwanted event
which has potential to lead to injury, damage or
loss.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 orharm, and/or property damages.
Risk - The likelihood that a situation involving exposureto 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 thesurroundings or conditions in which a person,
animal, or plant lives or operates i.e. air, land,
water and living organisms.Reference: Pp1-1 NEBOSHIGC1
Using an example in each case, explain the following terms:
Hazard (2) A hazard is something with the potential to causeharm
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/damagethat could occur as a result.
Example: if there is a road work pit in the pavement there is a risk ofsomeone falling into the hole; if however the hole has barriers and
signage to warn of thedanger then the risk is reduced.
So far as i s reasonable practicable (3) This refers to the balance between risk and cost (money, time,
trouble). i.e. I f the risk is significant then action must betaken.
Example: if the damages to the pavement are significant and the costto repair is manageable then thework should be carried out.
Sample Questions:
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Describe what barriers there might be to good health andsafety practice in the workplace?
Barriers to Good Standards
Complexityof the
workplace
Complexnatureand diverserangeof activities that
occurin theworkplace;
BehaviouralIssues
Safetyreliesonindividualgood
behaviour
People failing toact asdesired ormakingmistakes
Competing /conflictingdemands
Timescales supplyand
demandof productor service
Standards e.g.compliancewithhealthand safety
and environmentalprotectionl aws
Budgets need tobeprofitableand
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 toensure that there are minimumstandards toensure
a safe place of work Safe plant and equipment Safe systems of work and Training, supervision and competency
Moral there is a social expectation thatpeople will behave in a morally responsiblemanner
Economic i.e. The business case -Accidents and ill-health cost money and affectthe profit margin directly and indirectlyaswell as insured and non-insuredcosts.
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Question 1:
Why might the Management of an organisationnot consider health and safety to be a priority?
Key points should include:
Competes with other businessaims i.e. It requires:
Time
Money and
Resources
and thereforeis seenascostly 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 ofcare
The real hazards in the workplace.
What would this attitude suggest about theorganisations 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 teamof 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 andindependentexaminationagainststated objectives,
Safety surveys detailed in-depthexaminationof specificfield of activitye.g. manualhandling,
Safety Tours anunscheduled workplaceinspectiontoensurehousekeepingstandards are acceptable,
Others benchmarking / Sampling (outlinethree)
Direct / Indirect costsLost 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) Outline3 pro-active monitoring methods
c) Identify all the possible costs
Business costs to an organisation
Direct Costs - which are measurable costs arising directly fromaccidents and may include:
First aid treatment
Workers Sick pay during absences
Repairs to plant orequipment
Lost or damaged plantor product
Lost production time
Overtime cover for injured person
Fines in criminal / civilcourt
Compensation payment to victim
Clean-up activities
Cost of recruiting and retraining additional employees (cover in interim)
Reference: Pp1-5/13Element 1-RRCI GC1 Manual
Identify someof thepossiblecostsanorganisationsmayexperiencefollowinganaccidentin theworkplace? (8Marks)
Business costs to an organisation
Indirect Costs which arise as a consequence of the event but may not directly involvemoney. Often difficult to quantify and may include:
Incident I nvestigation 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 someof thepossiblecostsanorganisationsmayexperiencefollowinganaccidentin theworkplace? (8Marks)
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Question 4: Insurance costs to an Organisatio
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Loss of raw materialsdue to accidents
Sick pay
Overtime
Equipment repairs
Lost materials
UninsuredCosts
Fire
Worker injury/death
Medical costs
InsuredCosts
Identify some of the possible insurance costs an organisations may experiencefollowing 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 HSMSs
Health and Safety Policy
An importantdocument:
The foundation for good health and safety management inan organisation
Sets out the organisations aims
Identifies who is responsible for achieving these aims
States how the aims are to be achieved
Specific to each organisations requirements
(Not to be confused with "Pol icy" in the H&S managementsystem model)
Outline the purposeof an Organisations Health andSafety Policy.
RRC Training
A health and safety policy usually comprisesthree parts:
1. Statement of Intent
What's going to be done
2. Organisation
Who's going to do it
3. Arrangements
How they're going to do it
Key Elements of a H&S Policy
Identify the Key Elementsof an Organisations Health andSafety Policy.
RRC Training
Setting overall aims and objectives
Complying with law
Achieving standards
Reminds workers at all levels of theirresponsibilities
Signed and dated by the most senior person
Regular review
General Statement of Intent
Outline the issuesthat are typically included in the statementof intent section of a health and safety policy...
RRC Training
Outlines thechain of command
for health and safetymanagement
Identifies theroles andresponsibilities of staff
Usually includes an organisationalchart relatingto health and safety
Showslines of communicationand feedback
Organisation Section
Outline the issuesthat are typically included in the Organisationsection
of a health and safety policy.
Defines responsibilities for:
TheCEO or MD-ultimately
responsible and accountable
Management - responsible for day-to-day management
All employees - responsiblefor actingsafely
Competent persons - first aiders, firemarshals, etc.
Specialist health and safety
practitioners responsible forprovidingadvice to supportmanagement and employees
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Q)Identify reasons for maintaining good standardsof health and safety in an organisation. (8)
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RRC Training
Describeshow things aredone and going to be
achieved Detailed description of
policies and procedures
Usuallya long document Often separate fromthe
policy document
Unique to eachorganisation
Arrangements Section
Outline the issuesthat are typically included in theArr ang emen tssection of a health and safety policy. (8)
Examples of topics:
Carryingoutrisk assessments Information, instruction and
training
Compliance monitoring, includingauditing
Accidentand near missreporting,recordingand investigation
Consultationwith workers
Developingsafe 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 healthand 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 theproject. (8)
If aclient can beheld responsiblefor aninjurycausedby acontractorworking for theclient thenit mustbein theclients ownbest intereststo ensurethat contractorsdo not endangerworkers orothers.
Thewaythat aclient managescontractorscanbebrokendowninto keyareas:
Selectingthe contractor
Planningthe work
Coordinating the work
Monitoring the work
Contractors:
1. Selecting the right Contractor
Things you should check: Health and safetypolicy
Riskassessments
Qualificationsand trainingrecords
Membership of aprofessional
organisation
Maintenance andequipment testing
Previousor current clients Accident records
Enforcement action
Adequate resources
Contractors:
2. Planning the Contractors Work
Information to be sharedbetween client and contractor: Hazardsposed bythe siteand
work carried out
Hazardsposed bythe contractors
activities
Riskassessments Method statements
3. Co-ordination of Contractors WorkArrangementsbetween the client and
contractor include:
Ensuringactivities dont conflict
Permit-to-work systemto control
activities
Keycontacts e.g. worksforemanidentified to ensurecontinuity
4 Monitor and Control
Clients must: Monitor thework to ensure
safety
TheClient can:
Stop thework i f it involves
unsafepractices
Auditingagainst agreed method
statementsis agood 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 countrys own health and safetystandards
Health and safety law is usually based on:
Role of National Governments and International Bodies
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Role of National Governments and International Bodies
International Labour Organisation (ILO)
Agency of United Nations Most countries are members
Sets international standards for H&S bypublishing: C155 OHS Convention (C155)
R164 OHSRecommendations (1981)
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The International Framework
Conventions
Create binding obligations or policies to
implement their provisions ; No legal authority, unless ratified by themember-state into its own legal structure.
Recommendations
Provide guidance on policy, legislation andpractice.
Role of National Governments and International Bodies
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Regulatory International Frameworks
Regulations adopted by the International LabourOrganisation (ILO):
Occupational Safety and Health Convention (C155) -a goal setting policy for national and individualcompany level.
Occupational Safety and Health Recommendation1981 (R164) - supplementsConvention 155 and givesmore guidance on obligations and how to complywith its policies.
We'll talk about these a lot during the course!
Role of National Governments and International Bodies
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Regulatory Frameworks
ILO has also published Conventions associated withspecific hazards:
C115 - Radiation Protection (1960)
C162 -Asbestos (1986)
C167 -H&S in Construction (1988)
Role of National Governments and International Bodies
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Other International StandardsInternational Organisation for Standardisation
World's largest developer of managementstandards, for example:
ISO 9001 Quality Management
ISO 14001 Environmental Management
ISO 12100 Safety of Machinery
These standards are not "law", they're goodmanagement practice
They lead to a worldwide common approach togood management
Whos responsible for Health and Safety?
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Other International Standards
Internationally recognised standard for
Occupational Health and Safety is
OHSAS 18001
Compatible withISO 9001 and ISO 14001
Whos responsible for Health and Safety?
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Health and Safety Management Systems (HSMS) -Organising
Roles and Responsibilities
SCHEDULED ACTIVITIES IGC1
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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Whos responsible for Health and Safety?
Safe place of work;
Safe plant and equipment; Safe systems of work;
Training and supervision andcompetency;
OHS arrangements in place;
Appropriate PPE and equipment.
Everybody - but most of the responsibilitylies with the employer to provide:
www.safetyiss.com
Q) Outline therole of the
Employers inrespect of health
and safety atwork. (4)
Q) Outline theresponsibilitiesof
Employers inrespect of health
and safety atwork. (4)
Revision Questions:
www.safetyiss.com
ToDescribe: Provide a greater level of detail or a morein-depthexplanationor descriptionof thekeyissueor events.Includea wordpicturedescriptionof thekeypointsalso.
EXAM TECHNIQUES - VERB ACTION INSTRUCTIONSSource: Oxford Advanced Learners Dictionary
ToOutline: Give a clear description of the key (mostimportant) features, facts or points of theevents or issuethat areinvolvedandgivea
briefexplanationof thereasons/points.
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The Employers 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 thelevel of risk
Safe system of work should be safe in allcircumstances -appropriate review, planning and
control ensure continued safety of methods
Training and supervision to ens ure competency
Whos responsible for Health and Safety?
www.safetyiss.com
Employers Responsibilities
Article 16 ofC155 identifies obligations placed on employers:
To provide and maintain safe workplaces, machinery, equipmentand work processes
To ensure that chemical, physical and biological substances and
agents are without risk to health when protective measures havebeen taken
To provide adequate protective clothing and equipment (PPE) to
prevent risks of accidents or adversehealth effects
Whos responsible for Health and Safety?
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Employers Responsibilities
Provide and maintain safe workplaces, machinery and equipmentand use workingmethods that are safe;
Give necessary instruction, training and supervision in applicationand use of health and safetymeasures;
Introduceorganisational arrangements relevant to activities and sizeof undertaking;
Provide PPE and clothingwithout charge to workers;
Ensure that workorganisation, particularly working hours and restbreaks, does not adverselyaffect occupational safetyand health;
Take reasonably practical measures with a view to eliminatingexcessive physical and mental fatigue;
Keep up-to-date ofscientific and technical knowledge to complywith the above.
Article 10 ofR164:
Whos responsible for Health and Safety?
RRC Training
Employer:
The employer carries ultimate responsibility forensuring that the workplace is safe and free ofhealth and safety risks. Ensures the safety ofworkers and others e.g. visitors and contractors
Directors and senior managers: Give an organisation its direction Set its priorities
Allocate resources and appoint competentpersons
Allocate responsibilities Are responsible for ensuring that all of the
legal
Organisational Health and Safety Roles and Responsi bilities
" W h a t d o y o u me a n , ' w e n e v e r
g o t a r o u n d t o d e v e l o p i n g a
s t r a t e g i c p l a n ' ? "
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 theircontrol.
RRC Training
CONTRACTORS AND SELF-EMPLOYED:
To takereasonable care of their own health and safetyandthehealth and safetyof others who might be affected by their actsor
omissions.
DESIGNERS, MANUFACTURERS AND SUPPLIERS :
Designers, manufacturers, importers and suppliers of items andsubstances form the supply chain.
Theyhaveresponsibilities to ensure their products are safe.
JOINT OCCUPIERS OF PREMISES
Under ILO Convention C155 Article 17and ILORecommendation R164 Article 11Employers in shared facilitiesshould communicate to develop appropriate health andsafetystandardsand appropriate policiesandprocedures.
This mayinclude:
sharingof procedures e.g. fire and emergencyresponse
sharing of risk assessments
Organisational Health and Safety Roles and Responsibilities
www.safetyiss.com
Q) Outline therightsof workers
in respect ofhealth and safety
at work. (4)
Q) Outline theresponsibilitiesof
workers inrespect of health
and safety atwork. (4)
Revision Questions:
RRC Training
SAFETY SPECIALISTS:
SafetySpecialists (or Practitioners) areresponsiblefor giving correctadviceto theor ganisationso that the organisation canmeet its legal
obligations andachieveits policyaims.
Typical responsibilities include: Providingadviceand guidanceonhealth and safetystandards. Promotingapositivecult ure. Advisingmanagement onaccident prevention. Developingand implementingpolicy. Overseeingthedevelopment of adequateri skassessments.
Identifyingtrainingneeds. Monitoringhealth and safetyperformance. Overseeingaccident reportingandi nvestigations.
WORKERS:Workers havea responsibilityto takereasonablecareof their ownhealthandsafetyand that of other peoplewho might beaffectedby what theydo(or don't do).
Workers must also co-operatewiththeir employeron mattersof healthandsafety.
CONTROLLERSOF PREMISES
To theextent that theyhavecontrol, controllersof premisesareresponsiblefor ensuringthat thepremisesaresafe touse as aworkplace,andthat thereis safeaccess andegressto it and fromit.
Organisational Health and Safety Roles and Responsi bilities
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Workers Rights and responsibilities
Article 19 of C155(ILO)states thatevery workermust be:
Given adequateinformation on actions theemployer has taken to ensuresafetyandhealth;
Given the right tothe necessarytraining insafetyand health;
Consulted bythe employer on all mattersofsafetyand health relating to their work;
Given the right toleave aworkplacewhich hehasreason tothink presentsan imminentandseriousdanger tohis life or health, and not becompelled to returnuntilit is safe.
Take reasonablecareof their own safetyandthat of otherpeople.
Complywith safety instructions.
Useall safetyequipment properly.
Report anysituationwhichthey believecould beahazard andwhichthey cannotthemselvescorrect.
Report any work-related accident/ill-health.
Article 19 of C155 Places obligations on
workers, expanded in R164 as follows:
Source: C155 -Occupa tional 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 fromcountry 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 lawin some countries
Whos responsible for Health and Safety?
www.safetyiss.com
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.
Whos responsible for Health and Safety?
www.safetyiss.com
Consequences of Non-Compliance
Breach 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
Whos responsible for Health and Safety?
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Claims for Compensation
Fault-Based Compensatio n Systems
Worker brings claim against employer;
Civil legal system;
Must prove employer was negligent andtherefore to blame for injury/ill-health;
UK and USA.
Whos responsible for Health and Safety?
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Claims for Compensation
No-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
Whos responsible for Health and Safety?
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Sources of Information
Internal
Accident records
Medical records
Risk assessments
Maintenance reports
Safety inspections
Audit reports
Safety committeeminutes
External
National legislation
Safety data sheets
Codes of practice
Guidance notes
Operating instructions
Trade associations
Safety publications
Whos responsible for Health and Safety?
www.safetyiss.com
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
Whos responsible for Health and Safety?
Focus Questions Outline the key elements of a health and safety
management system
Explain the purpose and importance of setting policy forhealth and safety
Describe the key features and appropriate content of aneffective health and safety policy
ILO-OSH 2001 Safety & Health
Management SystemFollows the PDCA Cycle
Plan what youre going to do
Do it!
Check that what youre doing is working
Act if what youre doing isnt working as well asit 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 ensurecontinual improvement
RRC Training
Key Elements of ILO-OSH 2001
Policy
clear statement of commitment to health andsafety
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!
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Key Elements of ILO-OSH 2001
Evaluation
Methods to monitor and review theeffectiveness of the arrangements
Action for Improvement
Steps to correct issues found in the review
Audit
Independent, critical and systematic review ofthe 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 itssignificance 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 theshared attitudes, values, beliefs andbehaviours relatingto health and safety.Influenced by:
Management
Communication
Worker competence
Co-operation
Health and Safety Culture Indicators
Poor health and safety cultureleads to poor performance.The followingthings need to bespotted 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.
Lackof leadership frommanagement
Presenceof ablameculture
Lackof management commitment to safety Health and safetya lower prio ritythan other issues
Organisational changes Highstaff turnover rates
Lackof resourcese.g. too few workers, low investment Interpersonal issuese.g. peer group pressure, bullying
External influencese.g. economicclimate
Poor management systems andprocedures Lackof worker consultation
Factors promoting a negative safety Culture
What is it?
Workers believe that if they report an incident
or make a complaint, they aregoingto 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 andresponsibilities
Reorganisation
Increases at times of change Reduces morale Focus moves away fromH&S No clear frameworkfor 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 toeveryoneThere is strongpolicy and leadershipManagers and directors lead on
safety and workers believein itHealth and safetyperformance isgood:People work safelyThere arefewer accidents and illhealth events
In organisations with a negativesafety culture
Most feel safety isnt importantThere is a lack of competenceSafetyis low prioritySafetyconscious workers are in
minorityHealth and safetyperformance is poorThere is a lack of attention to detailand procedureLack of careand poor behaviourresults in accidents
Three significant factors influence workerbehaviour:
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 frommanagement
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 persons point of view or way of looking atsomething; how they think and feel about it
Motivation
A persons drive towards a goal; whatmakes them do what they do
Particular care needed with the use offinancial incentives!
Attitude, Competence and Motivation
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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 isnt just one whois trained
nor is it someone who has been therea 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 perceptioninclude:
Illness
Stress Fatigue
Drugs and Alcohol
Previous experiences
Training and education
Perception
Understand why hazards are notnoticed 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 isessential
Senior managers provide leadership andmotivation
Needs clear policy, priorities and targets
Commitment cascades down throughthe organisation
Requires visible leadership
Management Commitment
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RRC Training
In groups discuss the leaders that youhave worked with. What made themgood (or bad) leaders, particularly onhealth and safety?
From here think about what managerscan do to demonstrate theircommitment to health and safety.
Group Syndicate Exercise
RRC Training
Demonstrated by:
Behaving safely themselves
Involvement in the day to daymanagement 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 themselvesor others
Ignoring issues can result in injuries
Sometimes it is necessary to usediscipline to enforce the rules
Disciplinary Procedures
RRC Training
A supervisor who orders the team tocut corners to save time?
A reckless fork lift truck driver? A persistent prankster?
An office worker who repeatedly failsto wear PPE when in the factory area?
A maintenance worker who doesntisolate a machine as the job was only10 minutes?
Who Would You Discipline
RRC Training
Competence
Knowledge, ability, training, experience
Competent Managers
Understand the implications of theirdecisions 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 theworkplace as you can think of, splitting your listinto:
Verbal communication
Written communication
Graphic communication
What are the advantages and disadvantages ofeach method?
Communication
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Limitations
Verbal Communication
Language barrier
Jargon
Strongaccent/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 ableto read
No immediate feedback
Cannot question
Impaired vision
Merits Permanent record
Reference
Can be written carefully forclarity
Widedistributionrelativelycheaply
RRC Training
Limitations
Graphic Communication
Very Simple
Expensive
May not be looked at
Symbols or pictograms maybeunknown
Feedback
No questions
Impaired vision
Merits
Eye-catching
Visual
Quick to interpret
No language barrier
Jargon-free
Conveys a message to a wideaudience
RRC Training
Posters
Video/films
Memos/emails
Employee handbooks
Toolbox talks
Communication Media
RRC Training
Often a legal requirement to consultwith 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 resolveissues
Members may have rights in law
Methods of Consultation
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Introduction of new measuresaffecting 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 ofthe organisation
The hazard and risk profile
The accident history of the organisationThere may be statutory trainingrequirements
The level of training previously provided,together with the detail of whichemployees 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 providetraining opportunities for employees
Induction
training
For new employees
Job
change
New hazards following a changein job
Process change New hazards associated with newways of working
New technology New hazards associated with plant andmachinery
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 FOURtypes of emergency that would
require an organisation to have an emergencyprocedure. (4)
Q) Explain why visitors to a workplace should beinformed of its 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, outbreakof disease, chemical release, toxic chemicalexposure. Possible outbreak of disease.
Shopping Centre Fire, first aid, terrorist threats including bomb
and/or suspect packages, multiple casualtyincident, severe weather, crowd control/ panic.
Group Syndicate Activity
Theorganisationneeds 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 whosresponsibility it is!
Must be trained
Contacting Emergency Services
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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 injuredperson alive until professional medical assistancearrives, sometimes called 'The 3 Ps':
P reserve life
P revent deterioration
P romote recovery
Also providetreatment for minor injuries
'The 3 Ps'
Trained personnel:
First aider full training Appointed person basic trainingonly
Coverage will depend on:
The general risklevel of the workplace
The hazards present in the workplace
Accident history
Vulnerable persons
The number of workers
Workpatterns and shift systems
Workplace location (geographic)
The spread of the workplace
Personnel and Coverage
RRC Training
First Aid Room (possibly)
Centrally located;accessible byemergency services
Clean and adequatelyheated, ventilated andlit
Hand-wash facilities,chair, clinical waste bin,etc.
First Aid Facilities
Equipment
First aid boxes(minimum)
Plus
- Eye-wash stations
- Emergency showers- Blankets
- Splints
- Resuscitationequipment
- Stretchers
- Wheelchairs
- Other equipment asrequired
www.safetyiss.com
Health and Safety Management Systems (HSMS) - Planning
SCHEDULED ACTIVITIES IGC1
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 beable to demonstrateunderstandingof the content through the application of knowledge to familiarand unfamiliar situations. In particular you should beable 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 riskreduction measures
Identify key sources of health and safety information
Explain what factors should be considered when developing andimplementing 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
3rdStep in ILO-OHS 2001
Part of PDCA cycle
Essential in thesystematicmanagement ofhealth 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 riskassessments within a12 month period
SMART Objectives
RRC Training
Setting objectives requires considerationof:
Who is setting objectives?
Managers? Safety advisors?
How will objectives be set at eachfunctional 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&Swith 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
isso far as is reasonably practicablewithout risk to employees.
Legal Requirements
http://www.hse.gov.uk/http://osha.europa.eu/en/legislationhttp://osha.europa.eu/en/oshnetwork/focal-pointshttp://www.osha.gov/http://www.commerce.wa.gov.au/WorkSafe/http://www.commerce.wa.gov.au/WorkSafe/http://www.osha.gov/http://osha.europa.eu/en/oshnetwork/focal-pointshttp://osha.europa.eu/en/legislationhttp://www.hse.gov.uk/8/21/2019 Xrwjaroqewzlt7xqfryz Signature 1a94ab0e4e3f3e106897b4cc10f3eaf1bc7b9b95fb3e64b13d55ecf5aaedd7d5 Poli 140914233340 Phpapp02 (1)
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RRC Training
reasonable practicability
balance of cost vsrisk 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 lossincident
Breaches of statute lawwhich might lead toenforcement actionand/or prosecution
The direct and indirectcosts that follow on fromaccidents
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 bythe Healthand SafetyExecutive andlicensed under theOpen
Government Licencev1.0 (http://www.nationalarchives.gov.uk/doc/open-
government-licence/): HSG245
Relationship Between
Incident 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
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Q)Give themeaningof the term Risk. (4)
Risk is a measure of the likelihood of harmoccurring and the severity of that harm
Or to put it more simply:
Risk= Likelihood Severity
Revision Questions:
RRC Training
Risk Assessment
Q) Identify the stagesof a risk assessment. (4)
RRC Training
Slips,t ripsandfalls Fallingobjects
Collisions Trapping/crushing Machinery Electricity Transport Chemicals Drowning
Asphyxiation Fire/explosion Animals Violence
Hazard identification
Physical Chemical
Biological
Ergonomic
Psychological
Safety -Physical injury:
HealthOccupational diseaseor 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 describelikelihood and severity,e.g. high, medium, low,etc.
Semi-Quantitative
Uses words and numbersto describe likelihood andseverity.
The Risk Evaluation can be:
Evaluate the Risk
Likelihood Severity
1=extremelyunlikely 1=veryminor
2=unl ikely 2=f irst-ai di nj ury
3=possible 3=lost t imeinjury
4=li kel y 4=hospit al treatment
5=veryprobable 5=disablinginjury
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 Sufficient
Risk Assessment
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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 Timescales
15 and above Unacceptable
9 to 14 Tolerable
5to 8 Tolerable (must be reduced tobelow 5)
4 or below Acceptable
General Control Hierarchy
Eliminatethe hazard
Reduce or substitute the hazard
Isolate(people fromthe hazard/ the hazard frompeople)Isolation, total enclosure, separation, segregation, partial
enclosure, safetydevices
Controlexposure (safe conditions, engineering, procedures safesystems of work, reduced exposure, reduced timeof exposure,dose, information, instruction, trainingand supervision)
Personalprotective 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 doneeven if low priority
Medium priority still needs rapid action
Priorities and Timescales
Task Analysis analyses job components beforethe job starts
Legislation
standards, guidance documents
Manufacturers' Information
safe use, maintenance, cleaning
Incident Data
accidents, near-misses, ill-health
Hazard Identification
RRC Training
Task Analysis
S elect the task
R ecord the stages of the task
E valuate risks associated with each stage
D evelop the safe working methodI mplement the safe working method
M onitor to ensure effectiveness
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RRC Training
Under18(national law) Lackof experience
Physical and mentalmaturity Poor riskperception Influencedbypeer group Eager Control measures:
prohibit certainhighriskactivities, e.g. highriskmachinery
restrict workpatternsandhours, e.g. noovertime
trainandsupervise
Young Persons
Hazards: Certainchemicals, e.g. lead
Certainbiological agents, e.g. rubellavir Manual handling Temperatureextremes Wholebodyvibration Ionisingradiation Night shifts Stress Violence
Pregnant women
Identify:
Health and fitnesscriteria for somejobs
e.g. eyesight requirements to driveforklift trucks
Workerswith known disabilities
What arethe implicationsof theirdisability?
Disabled PersonsWorkers especially vulnerableand more at risk:
Of violence
e.g. prisonofficer, mentalhealthnurse
If theyareinjuredor ill
e.g. confinedspaceentry
Vulnerable Groups
Lone Workers
Q) Identify EIGHT possible health and safety hazards relevantto the role of a long distance delivery driver. (8)
Revision Questions:
RRC Training
Typical content:
Activity/area assessed andhazards
Groups at risk
Evaluation of risks and adequacy
of existingcontrol 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
LawIf it is no longer valid
Accident
Near miss
Ill-health
Periodically e.g. annually
Review and update
RRC Training
Risk Assessment
Q) Identify the stagesof 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
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Collective protectivemeasures Protect the wholeworkplace and everyone in it
Safe place
Design, selection and engineeringof premises, plant, machinery,equipment, processes andsubstances
Safe person
Competence of workers whohave received adequate information,instruction and training and followsafe
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 1992
Supply suitable PPE:
appropriate for risk
ergonomic
fits
doesnt increase overall risk
complies with standards
Ensure compatibility of items
Suitable storage
Information, instruction and training
Enforce use of PPE
Replace or repair damaged or lost items
Personal Protective Equipment (PPE)
Benefits of PPE Limitations of PPE
Interim control
Some situationsonly controloption
Emergency backup
Cheap (shortterm)
Immediateprotection
Doesntremove hazardOnly protects the wearerRequires good fit
Relies on wearerRequires trainingUncomfortableMay increase overall riskIncompatibilityUnpopular so often unwornFails to dangerNo good if wronglyselectedContaminationExpensive long term
Sources of Information
Internal Accident records
Medical records
Risk assessments
Maintenance reports
Safety inspections
Audit reports
Safety committeeminutes
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 technicalcontrols
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 helpsgain buy-in from workers
Allow concerns to be raised andaddressed during development
Implementing Controls
RRC Training
Information, Instruction, Training andSupervision (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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RRC Training
Confined spaces
Lone working
Travelling abroad
Describe a specific examples of a SSoW and the
controls you would put in place.
Using PEMEprinciples,
what shouldbe included ina 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 ofelectrical/mechanicalhazards
PPE
Access/egress Fire prevention
Lighting
Suitability of individuals
Emergency/rescueprocedures
RRC Training
Risk assessment by competent person
Controls implemented (alreadycovered)
Safe system of work
Emergency arrangements
Confined Spaces
Workers who are separated from theirwork colleagues
Lack assistance if things go wrong
Communication with colleagues moredifficult, 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. confinedspaces
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 fortravel see local websites e.gFCO athttp://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 towork abroad and should provide:
Pre- and post-visit briefings
Insurance
Health advice and vaccinations Financial arrangements
Security trainingand advice
Cultural requirements advice
Accommodation
In-countrytravel
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. Receipt3. Clearance/return to service
4. Cancellation
May also be an extension
Permit-to-Work
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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
Permit-to-Work System
RRC Training
Receipt handover of permit
Competent and authorised person issuespermit to workers
Workers sign to say they accept controls
Work can now start
Plant is now under the control of theworkers
Permit-to-Work System
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 andcan remove isolations etc.
Plant is now returned to the control ofthe site
Permit-to-Work System
RRC Training
Poorly implementedpermits are useless
Piper Alpha disaster was
the failure of a permit towork system People must be trained
in use Permits never issued
from a desk System must be
monitored
Importance of Permit Control
Government Licencev1.0
(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 ensureno 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
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RRC Training
Work is carefully planned andcontrolled
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
www.safetyiss.com
Health and Safety Management Systems (HSMS)
Measurement, Audit and Review
SCHEDULED ACTIVITIES IGC1
Active vs Reactive Monitoring
Auditing OSHMs
Incident Investigations
Recording and Reporting Incidents
OHSMs Performance reviews
RRC Training
FOCUS QUESTIONS
Outlinethe principles, purpose and role of active andreactive monitoring
Explain the purpose of, and procedures for, health andsafetyauditing
Explain the purpose of, and procedures for, investigatingincidents (accidents, cases of work-related ill-health andother occurrences)
Describe thelegal and organisational requirements forrecording and reporting incidents
Explain the purpose of and, procedures for, regularreviews of health and safety performance
RRC Training
Active and Reactive Monitoring
Active Looking at control measures tosee if they are correct and being used beforeaccidents, etc. are caused
Measures progress
Reactive Using accident, incident and
ill-health data to highlight areasof concern
Measures failure
What is the difference betweenActiveand Reactivemonitoring?
RRC Training
Dealing with things that wentwrong!
Accidents, incidents, ill-health,
other unwanted events andsituations
highlights areas of concern
things that have already gonewrong
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 Safesystems Method statements Permits-to-work
RRC Training
Safety Inspection Examination of workplace, statutory inspection, plant
and machinery, pre-use checks
Safety Sampling Representative sample to judge compliance Less time-consuming
Safety Survey Detailed examination of one issue, topic
Safety Tour High profile inspection by managers Can be used to observe behaviours too
Safety Inspections, Sampling,
Surveys and Tours
RRC Training
Performance Standards
Conformance/non-conformance withstandards:
Number and quality of risk assessments
Health and safetytraining to schedule
Consultative committeemeetings toschedule
Workplace inspections to schedule
RRC Training
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 problemsfound
Training for inspectors
Workplace Inspections
RRC Training
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?
RRC Training
Bank head office:
Purpose monitor H&S standards
Frequency monthly
Persons responsible managers at differentlevels
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 allpoints covered
Consistentapproach
Form of writtenrecord
Disadvantages
May ignore itemsnot on checklist
RRC Training
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 shouldbe included on an inspection checklist foruse in your workplace.
Design a rough format for the inspectionchecksheet.
Group Syndicate Exercise
RRC Training
Allocation of Responsibilities
Inspections must follow through intoaction.
Action required Responsibleperson
Date Due
Repairdamagedfire extinguisherbracket
Maintenancetechnician
By15thJuly 2011
RRC Training
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, economicarguments, action plan
Effective Report Writing
Recommended action Priority Timescale Responsible
Person
Tidy the office Medium 1 week OfficeSupervisor
RRC Training
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 outsimilar operations
Company A has 300 workers and has had 10accidents
Company B has 150 workers and has had 5accidents
Which has the better safetyperformance?
RRC Training
Accident Incidence Rate (AIR)
'accidents per 1000 workers'
Accident Rate
AIR =
Numberof accidents during aspecific period 1000
Average number of workersduring the same period
RRC Training
Use of Statistics
Potenti