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  • 8/21/2019 Xrwjaroqewzlt7xqfryz Signature 1a94ab0e4e3f3e106897b4cc10f3eaf1bc7b9b95fb3e64b13d55ecf5aaedd7d5 Poli 140914233340 Phpapp02 (1)

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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

    www.safetyiss.com

    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

    .

    www.safetyiss.com

    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

    www.safetyiss.com

    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

    www.safetyiss.com

    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

    www.safetyiss.com

    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

    8 -36

    1

    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)

    www.safetyiss.com

    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

    www.safetyiss.com

    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

    www.safetyiss.com

    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

    www.safetyiss.com

    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?

    www.safetyiss.com

    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?

    http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/
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    www.safetyiss.com

    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

    www.safetyiss.com

    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.

    www.safetyiss.com

    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?

    http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/
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    www.safetyiss.com

    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

    www.safetyiss.com

    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 )

    http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/
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    www.safetyiss.com

    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

    www.safetyiss.com

    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?

    www.safetyiss.com

    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?

    www.safetyiss.com

    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?

    http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/http://www.safetyiss.com/
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    www.safetyiss.com

    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!

    http://www.safetyiss.com/http://www.safetyiss.com/http://www.ilo.org/http://www.osha.gov/http://agency.osha.eu.int/http://www.hse.gov.uk/http://www.safetyline.wa.gov.au/http://www.safetyline.wa.gov.au/http://www.hse.gov.uk/http://agency.osha.eu.int/http://www.osha.gov/http://www.ilo.org/http://www.safetyiss.com/http://www.safetyiss.com/
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    RRC Training

    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

    http://www.hse.gov.uk/pubns/books/hsg48.htmhttp://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 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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    RRC Training

    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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    RRC Training

    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

    http://www.safetyiss.com/http://www.safetyiss.com/
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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/
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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

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

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

    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

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

    http://www.safetyiss.com/http://www.safetyiss.com/
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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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    Use of Checklists

    Advantages

    Ensures allpoints covered

    Consistentapproach

    Form of writtenrecord

    Disadvantages

    May ignore itemsnot 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 shouldbe included on an inspection checklist foruse in your workplace.

    Design a rough format for the inspectionchecksheet.

    Group Syndicate Exercise

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    Allocation of Responsibilities

    Inspections must follow through intoaction.

    Action required Responsibleperson

    Date Due

    Repairdamagedfire extinguisherbracket

    Maintenancetechnician

    By15thJuly 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, economicarguments, 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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    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?

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    Accident Incidence Rate (AIR)

    'accidents per 1000 workers'

    Accident Rate

    AIR =

    Numberof accidents during aspecific period 1000

    Average number of workersduring the same period

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    Use of Statistics

    Potenti