WEEK 1 ELEMENT 3

Health and Safety Management System 2 - Organising

After studying this chapter you should be able to:

3.1 Outline the health and safety roles and
responsibilities of employers, managers, supervisors,
workers and other relevant parties
3.2 Explain the concept of health and safety culture
and its significance in the management of health and
safety in an organisation
3.3 Outline the human factors which influence
behaviour at work in a way that can affect health and
safety
3.4 Explain how health and safety behaviour at work
can be improved
3.5 Outline the need for emergency procedures and
the arrangements for contacting emergency services
3.6 Outline the requirements for, and effective
provision of, first aid in the workplace.

Roles and Responsibilities

Employer
Employees
Self-employed
Designers and manufacturers

Employers Responsibilities to Employees

Safe plant and equipment

Information, instruction, and training
Supervision
Safe place of work and access and egress
Safe environment and welfare facilities
Safety policy & Risk Assessments
Consult and inform employees
Effective health and safety management
Competent health and safety assistance
Health and surveillance
Information on serious and imminent danger

Informing and Consulting

Informing is a one way process and means of

providing information to employees
Consulting is a two way process which means
listening to employees views

Controllers of Premises

Safe Premises
Safe access and egress
Safe plant or substances

Non employees include:

1.
2.
3.
4.
5.

Contractors
Visitors
General public
Other employers employees
Trespassers

Precautions for visitors safety

Signing in
Providing identification badges
Providing PPE
Site induction e.g. Fire precautions
Escorting visitor to area of work
Remain with visitor or regular monitoring
Escorting visitor back to reception area
Signing out visitor and removing badge

Duties of Employees

Not to endanger themselves and

others
Co-operation with their employer
Not to interfere with anything provided
for safety
Follow instructions and training given
Inform Employer of dangers and
problems with health and safety
arrangements

Designers, Manufacturers, Suppliers and Importers

Articles must be designed and

constructed to be safe when being set,
used, cleaned, maintained
Substances must be safe when being
used, handled, processed, stored or
transported
Carry out and arrange tests
Provide revisions if necessary
Installers and Erectors must be
competent

Safety Practitioners should have:

Knowledge and understanding of the work

involved

Understand principles of risk assessment

Knowledge of current health and safety

applications

Capacity to apply to tasks required

Ability to identify problems

Ability to assessing the need for action

Ability to design and develop strategies

Cont.......

Evaluation of effectiveness of strategies

Promoting and communication health and

safety

Understanding of current best practice

Awareness of own limitations

Willingness to learn

Membership of a professional body

Competence based qualifications

Role of Safety Practitioner

Provide Information and Advice

Support Line Management with Co-ordination

of Health and Safety Effort

Monitor Effectiveness of Actions to meet

Responsibilities

Functions of Safety
Practitioner
Advise Management
Carry out inspections
Investigate accidents
Record/Analyse accident Data
Assist with Training
Contact with External Bodies
Liaison with Workforce
Up to date with new safety literature
i) Liaison with Contractors

Contacts of Safety Practitioner outside the Organisation

The Enforcing Authority

Fire rescue service
Insurance company
Contractors
Consultants/Engineers
Manufacturers/Suppliers
Clients/Customers
Police
Specialist health practitioners
Public
Media

Contractor Terms

Client: The party for whom the work or project is

being carried out
Contractor: The person engaged by the client to
undertake the work.
Principal Contractor: A Managing Contractor
who has been formally appointed by a client under
the CDM Regulations 2007
Sub Contractor: Usually defined as a contractor
who has been engaged by another contractor rather
than the client

Management of Contractors

Problems associated with contract

work can include:

Contractors often involved in high risk work

Unsuitable selection methods, poor planning and

little agreement

Lack of communication, monitoring and

supervision

Management Strategy for Contractors

Identification of suitable bidders

Identification of hazards of job
Checking (health and safety aspects) of
bids
Contractors agree to clients rules
Managing Contractors on site
Checking contractors work

Identification of Suitable Contractor

Experience with type of work

Reputation
Suitable references or recommendation
Previous work record
Adequacy of safety policy
Enforcement history
Accident and ill health data
Membership of trade organisations
Suitable training for employees
Arrangements for sub-contractors
Suitable risk assessments etc.

Managing of Contractors on site

Appointment of Coordinator
Pre-contract meeting
Progress meetings
Regular inspections
Safety Committee
Method statements
Accident/Incident reporting
Client set example
Safety propaganda
Plant documentation
Training/Competency

Safety Representatives Functions

Investigate potential hazards and dangerous

occurrences
Investigate complaints from employees
Make representations on general matters of
Health and Safety to employer
Carry out workplace inspections
Examine causes of accidents
Consult with Enforcement authorities
Attend Safety Committee

Matters on which employees are to be consulted

Introduction of measures that

affect their health and safety
1) New processes and technology
2) New organisation of work patterns
3) New personal protective equipment
4) The planning and organisation of any
training required

Employer not expected to disclose

1) Information against national security

2) Contravene a statutory duty on
employer
3) Information on an individual
4) Information not relating to health and
safety
5) Damage business interests
6) Information in connection with legal
proceedings

ILO - Rights for Safety Representatives Convention C155

Have access to all parts of the

workplace
Protection from dismissal
Contribute to decision making
Be free to contact inspectors
Contribute to negotiations
Be given appropriate training
Reasonable time off with pay to
exercise functions

Safety Committees Objectives and Functions

The agenda should consist of:

Study of Accident/ Incident/near miss statistics

Examination audit reports
Analysis of Inspectors reports
Consideration of Safety Representatives
reports
Development & monitoring of work safety rules
and safe systems of work
Constant appraisal of effectiveness of safety
training
Monitor adequacy of health and safety
communications
Establish a link with the appropriate Inspectors
Any workplace complains from staff or workers
Next meeting date and Time
Corrective and implementation updates from
last meeting

Effectiveness of Committee

Clear terms of reference

Balanced representation
Influence in decision making
Respect of management/workforce
Commitment from members
Good leadership and chairmanship
Good communication channels
Access to information/specialist advice
Formalised procedures with agend
Relevant (non trivial) agenda items
Agenda not led by industrial relations

Promoting a Positive
Health & Safety Culture

SAFETY CULTURE

Definition

HSE define safety

culture as :
The product of individual and group values,
attitudes, competencies and patterns of
behaviour that determine the commitment to,
and proficiency of an organisations Health and
Safety performance.

The way we do things around here

Deal and Kennedy 1982:

SAFETY CULTURE
Kings Cross 1987
A cultural change in
Management is required
throughout the organisation

Piper Alpha 1988

It is essential to create a
corporate atmosphere, or
culture in which safety is
understood to be, and is
accepted as, the number one
priority

Piper Alpha

Bad communication and organisation of the paperwork allowed a

pump to be turned on while it was in the process of being fixed
The safety policy and procedures were in place: The practice was
deficient
Lord Cullen Report

Internal Influences

1) Production demands
2) Management commitment
3) Communication
4) Competence
5) Employee representation

External Influences

1) Economic
2) Social Expectations
3) Legislation
4) Enforcement
5) Insurance Companies
6) Trade Unions

Elements of a Safety Culture

Control
Policies, Organisational development, Planning,
Auditing, Monitoring, Reviewing
Co-operation
Health and Safety meetings, Team briefings,
Problem solving meetings
Communication
Management involvement, Information systems,
Documentation, Liaison, Team briefings
Competence
Staff selection, Training, Supervision

Culture Indicators

Attitude
Morale
Accidents
Absenteeism/Sickness rates
Staff turnover
Compliance with rules
Complaints about working conditions

Factors that can cause Culture to decline

Lack of effective communication

Perception of growing blame culture
Lack of leadership and commitment
Lack of monitoring
Failure to implement remedial action
Lack of consultation and employee
involvement
Poor working environment
External influences
Health and safety seen as low priority
Lack of supervision
Reorganisation and uncertainty

Promoting a Positive Safety Culture

Management can achieve this by:

Senior management commitment
Ownership of health and safety at every
level
Effective communication and consultation
Training for all levels of employee

Shared perception of risks

Standards of acceptable behaviour
Learning from experience through monitoring
and review
Balance between health,safety and production

Benefits of a Positive Safety Culture

Increased levels of compliance with health

and safety rules and procedures
Improved Production
Improved staff morale
Improved company reputation
Reduced accidents
Reduced ill-health
Reduced damage to equipment
Reduced staff complaints
Reduced absenteeism and turnover
Reduced insurance premiums
Reduced fines and compensation claims

Health and Safety Performance

Number of Accidents

Safe Place
Strategy
Safe Person
Strategy
Technical Improvements (Hardware)

Process and Procedural Safety (Software)

Human Factors

1970s
2000s

1980s

1990s

Influences on Behaviour at Work

THE ORGANISATION

Planning

(H&S equal priority)

Organising

(leadership, competence,
consultation & communication)

Control

(good working environment)

Monitoring

(targets, proactive monitoring, no-

blame culture)

Review and Audit

mistakes)

(learning from

Practical measures Managers can do to ensure health and

safety include:

Setting good example & showing commitment

to health and safety
Involving employees in risk assessments,
drawing up safe systems, procedures, etc.
Encouraging hazard spotting and suggestion
schemes
Organising training courses
Active involvement in safety committee
meetings
Accompanied by employees on safety tours &
inspections
Giving staff responsibilities i.e. mentoring
young workers

THE INDIVIDUAL
Factors affecting individual
behaviour:
Age, health, gender
Training and education
Education, experience
Home life
Peer group pressure
Job satisfaction and security
Motivation
Attitude
Perception

THE INDIVIDUAL
Personal Factors that might
place an individual at a risk of
harm in work:
1) Poor attitude to work
2) Low motivation
3) Medical conditions affecting:

a) Physical capabilities
b) Mental capabilities
4) Poor perception or risk (alcohol, drugs)
5) Age related behaviour e.g. immaturity
6) Lack of Training and experience

Areas affecting the individual

a) MOTIVATION
b) ATTITUDE
c) PERCEPTION

Motivation

Motivation may be defined as the drive a

person has to achieve a particular goal
Incentives
Recognition
Job satisfaction
Personal achievement
Team spirit
Realistic goals
Committed management
Safe environment
Threat of discipline

Employers can motivate their workforce by:

Recognition of good health and safety

performance (e.g. praise or financial
incentives)
Disciplining employees who fail to follow rules
Involving employees in risk assessments,
drawing up safe systems of work, procedures
etc.
Improving the companies health and safety
culture
Demonstrating high level of management
commitment
Ensuring good working environment
Providing good training and communication

Attitude
Attitude may be defined as the tendency to
behave in a particular way in a certain
situation
What affects attitude?

Culture
Experience
Peer groups
Management commitment
Home influence

Perception
Perception may be defined as:
The way that people interpret and make
sense of presented information e.g. in
relation to their surroundings

Perception

Perception

Perception

PERCEPTION
Perception can be
affected by:

Sensory input

PPE
The nature of the hazard

Previous experience

Familiarity with the situation

Feeling of being in control

Level of training

Peer group influences

Improving Employees
Perception
Perception can be improved by:

Increasing awareness of hazards

Involving employees in risk

assessment process

Increasing knowledge e.g. training

Identifying reasons for misperceptions

Addressing environmental factors

Why employees fail to comply with

safety procedures even when
competent
Lack of motivation
Unrealistic working procedures
Lack of management commitment
Over familiarisation with the task
Repetitive work leading to boredom
Peer group pressure
Wilful disregard of laid down
procedures/supervision
Fatigue and stress

HUMAN FAILURE
Human error may be
defined
as:
Failure
on the part
of the
human operator to
perform an assigned
task within specified
limits of tolerance, with
such limits generally
being defined in terms
of accuracy, sequence
or time

Factors contributing to
Human Error
1) Slips
2) Lapses of
attention
3) Mistaken actions
4) Misperceptions
5) Mistaken
priorities
6) Wilfullness
7) Inadequate
design
8) Inadequate
information

Slips and Lapses of

Attention
Slips
a) Performing an action too
early/late
b) Omitting steps from a
procedure
c) Turning knob in wrong
direction
d) Doing right thing on wrong
object
e) Reading the wrong dial
Lapse of attention
f) Forget what we set out to do
g) Competing demands for

Mistaken actions: Doing the wrong thing under the

impression it is right (Example Digger)
Misperceptions: Competing information produces
tunnel vision
Mistaken priorities: Organisations objectives not
clearly conveyed or understood
Wilfulness: Wilfully disregarding safety rules
Inadequate design: failure to consider human
fallibility
Inadequate information: ignorance of process, poor
communication

VIOLATIONS
Simply put: Breaking the rules

1)Routine
2)Situational
3)Exceptional

Routine & Situational

Violations
Routine: Become normal way
of working

a) Desire to cut corners/save

time
b) Rules
perceived to be too restrictive
c) Lack of supervision
and enforcement
d)
New workers taught bad habits
Situational: Breaking rules due
to pressure
a) Time pressure
b) Insufficient staff
for workload

Violations
Exceptional:
Rare occurrences happen when
something has gone wrong and
decision is made to put things right
even if it means taking risks that are
known to be unsuitable or inappropriate

Reducing Likelihood of Human Error

Skilled, competent trained employees

Well motivated employees
Avoiding monotonous work
Breaks to counter fatigue
Clear roles and lines of responsibility
Good lines of communication
Clarity of instructions
Good environment
Competent supervision

Why hazards may be

Underestimated
1. Overfamiliarity/complacenc
y
2. Lack of instruction,
information & training
3. Lack of experience
4. Sensory impairment
5. Hazards
invisible/intangible
6. Routine, repetitive
tasks
7. Inadequate design

THE JOB
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)

Task Analysis
Decision making
Ergonomics (man-machine interface)
Procedures, information and
instructions
The working environment
Tools and Equipment
Work Patterns
Communication
Maintenance
Boredom and monotonous work
Peer pressure

COMMUNICATION
Communication is:
The passing on and receiving of
information, ideas, thoughts and feeling
so that understanding is achieved.
It is a two way process

Principles of Communication
Conceive
message
Supply
feedbac
k

Select
metho
d
Interpret
message

Deliver
message
Receive
messag
e

Feedback
Information by
senses
75% by sight
13% by hearing
6% by touch
3% by smell
5% by taste

We tend to
remember
10% read
20% hearing
30% seen
50% seen and
heard
70% what person
says
90% what person
does

COMMUNICATION
Objectives of Communication

To understand others
Clear understanding of message
Acceptance of our ideas
Get required action

Purpose

Promote understanding
Transmission of policies
Collecting opinions
Co-operation
Instruction
Problem solving etc.

Methods of Communication
Writte
n

Verbal

Visual

Written Communication
ADVANTAGES DISADVANTAGE
S
Permanent
Record

May be unread

Reference

One way

Consistent
Message

Often no feedback

Accurate Detail
Wide Audience
Authoritative

Time Consuming
Cost
Misinterpretation

Barriers to Written Communication

Illiteracy
Competence
Level of Written
Material
Presentation
Quality of
Information
Quantity
Attitude

Verbal Communication
ADVANTAGES
Direct

DISADVANTAGE
S

Two way

No Record

Quick

No Reference

Unstructured
Instant Feedback
Inconsistent
Easy to do
Message
Flexible
Too Much for
Memory
Limited Audience

Barriers to Verbal
Communication
Hearing/Speech
Defects
Noise
Distance
Language
(Jargon)
Lack of
Knowledge
Attitude
Duration/Speed

Visual Communication Video,

Computer, Visual aids etc.
Disadvantages

Boring, no feedback, too much for memory

Advantages

Consistent message, large groups

Barriers

Relevance, Volume, Environment, Knowledge of

personnel

Why different methods of communication are

necessary

People respond differently to different stimuli

Variety prevents over familiarisation with one
method and helps reinforce message
The need to overcome language barriers and
the inability of some employees to read
The need to motivate, stimulate interest and
gain involvement and feedback
The acceptance that different types of
information require different methods of
communication

Communications Within an Organisation

1) Meetings
2) Team briefings
3) Tool box talks
4) Policy, procedures,
etc.
5) Training
6) Safety and health
reports
7) Posters

Health and Safety Notice Boards

Information should include:

Information for Employees Regulation
poster
Health and safety policy
Evacuation procedures
First aid arrangements
Contacts details for safety
representatives
Targets for accident reduction

Health and Safety Notice Boards

To maximise effectiveness:
Locate common/prominent area
Dedicated to health and safety only
Information displayed relevant and
current
Keep information in a neat orderly state
Make boards eye catching by use of
colour and graphics

Posters

ADVANTAGES
Low Cost
Flexibility
Brevity
Reinforce
verbal
instructions
Constant
Message
Involve
Employees

DISADVANTAGE
S
Regularly
Changed
Soiled
Defaced
Out of date
Over Reliance
Trivialise
Easy Way

Safety Campaigns

To ensure campaigns are effectively

communicated to employees organisations
should:

Have clear aims, objectives and targets

Allocate sufficient funds, time and other
resources
Show total management commitment
Workforce made fully aware by tool box
talks etc.
Clear language
Key responsibilities allocated and
accepted

Safety Campaigns

Apart from lack of or poor communication,

other factors that can affect campaigns
include:
Lack of management commitment
Production or other pressures take priority
Insufficient time and funds made available
Poor working conditions creating lack of
interest
Poor industrial relations
Work patterns some sections not involved

TRAINING
On joining the organisation
(Induction)
Before starting work (job specific)
Refresher training (regular intervals)
Whenever work practice changes e.g.
new material , new technology, revision
of system of work
Before moving to new job

INDUCTION TRAINING Is important for

a number of reasons:

Establishes safety culture

Shows management commitment
Identified responsibilities
Identifies hazard and precautions
Employee is aware of hazards
Imparts knowledge
Employee recognises/reports
hazards
Sets scene for future
performance

Induction Training Programme

Management commitment to safety

Company safety policy
Consultative procedures
Role of safety representatives
Emergency procedures
First aid arrangements
Welfare and amenity provisions
Specific hazards
Health surveillance procedures
How to report accidents
PPE
Company drink and drugs policy

Job Specific Training

1) Safe System Of Work, Permit To Work
Procedure
2) Equipment Training
3) PPE Training
4) Fire Training
5) Safety Inspections

Additional Health & Safety

Training
Increase accidents/incidents

Result of accident investigation

Dangerous occurrences
New technology/processes
Job change
Changes in working procedures
Changes in work patterns
Promotion or reorganisation
New legislation
Enforcement action
Results of inspections/audits
Result of Risk assessments
Insurance company requirements

Retraining Older Workers

Resistant to change
Experience conflicts with new
process
Bad work habits
Set in ways
Poor retention and recall
Resentment to training
Lack of motivation

Young Persons Training

Young workers at risk because:

Keen to learn and over enthusiastic

No experience comparisons
More likely to take risks
Open to influence and peer group
pressure
Body not fully developed

Young Persons Training

Precautions for young workers
should include:

Provision of suitable work equipment

Organisation of work processes
Health and safety training
Mentoring
Supervision
Limiting hours of work

Levels of Supervision
Depend on the following factors:

The age of the employee

Their experience in type of work
Nature and complexity of the task
Persons skills and qualifications for
work
Their attitude and aptitude
Systems of work and any specific
requirements
Employees communication skills and
any special needs employee may have

Benefits of Training

EMPLOYEE
Less suffering
Quality of life
Job
satisfaction
Reach
standard
Flexibility of
staff
Improve
Safety
attitude

EMPLOYER
Less accidents
Less
absenteeism
Less claims &
premiums
Less legal
Improved
morale
Less product
damage
Greater
productivity

Consideration for Training Session

What employees need to know and what they

do know
Employees responsibilities
Activities carried out
Risks associated with activities
Actions required by employees
Employees existing knowledge/experience
Types of training already received
Different requirements for various staff
Numbers involved
Resources needed
Competence of trainers
Communicating to employees and getting their
commitment

Assessing training
effectiveness

Post Evaluation by:

The trainers
The delegates
Their supervisors
Accident rates
Sickness absences
Compliance and procedures
Concerns raised by employees
Results of attitude surveys
Quality of suggestions made

Employer Keeps Training Records

Because

Proof of employees competence

Identify when refresher training
needed
Review effectiveness of training
Assess progress against targets
Provide evidence in investigations
Provide evidence in legal actions

Competent Persons
MHSWR Competent Person
Definition:
A person shall be regarded as competent when
he has sufficient training and experience or
knowledge and other qualities to enable him to
carry out the measures required of him and
knowledge of his own limitations.

Factors to be considered:
Evidence of qualifications
Level of training
Membership of professional
organisation
Undertaking written or practical
assessments

Questions