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Learning Outcomes

Management of International • Outline the health and safety roles and responsibilities of
employers, managers, supervisors, workers and other
Health and Safety relevant parties.
• Explain the concept of health and safety culture and its
significance in the management of health and safety in an
Element 3: Health and Safety organisation.
• Outline the human factors that influence behaviour at work in
Management Systems - DO a way that can affect health and safety.
• Explain how health and safety behaviour at work can be
improved.
• Explain the principles and practice of risk assessment.
• Explain the preventive and protective measures.

Learning Outcomes

• Identify key sources of health and safety information.

• Explain what factors should be considered when
developing and implementing a safe system of work Unit IGC1: Element 3.1
for general activities.
• Explain the role and function of a permit-to-work
system. ORGANISATIONAL HEALTH AND
• Outline the need for emergency procedures and the SAFETY ROLES AND
arrangements for contacting emergency services.
• Outline the requirements for, and effective provision
RESPONSIBILITIES
of, first aid in the workplace.

Standards for Organising Organisational Health and Safety

Roles and Responsibilities
Responsibility for ensuring that the workplace • Employer.
is safe and free of health risk rests with the • Directors and senior managers.
employer. • Middle managers and supervisors.
• Safety specialists.
As we noted earlier, this responsibility is • Workers.
made clear in: • Visitors
• ILO Convention C155. • Controllers of premises.
• ILO Recommendation R164. • Self-employed.
• Suppliers, manufacturers, designers.
• Contractors.
• Joint occupiers of premises.

1

Reminder – What are the Employer’s Employer
Four Duties?
Safe Place of Work
Safe Plant and Equipment
Safe System of Work
Training and Supervision
Directors and Senior Managers
Directors and senior managers: and its priorities.
– Prepare safety policy
– Give an organisation its direction & Set its priorities.
– Allocate resources and appoint competent persons.
– Conducting annual review meetings
– Ensure trainings are delivered
– Ensure proper communication and consultation
– Allocate roles & responsibilities.
– Ensure competency of staff
– Ensuring that all of the legal requirements are met.
– Liasoning with external parties in matters related to safety
Middle Managers and Supervisors
Middle managers and supervisors are involved in the A supervisor must:
day-to-day operational running of the organisation so
are responsible for the health and safety standards •
within the operations under their control.
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The employer carries
ultimate responsibility for
ensuring that the workplace
is safe and free of health and
safety risks.
Ensures the safety of workers
and “others”, e.g. visitors and
contractors.
Directors and Senior Managers
Directors and senior managers can have
enormous influence over their organisation
The way they are perceived by those lower in
the management hierarchy is very important;
they must demonstrate clear commitment
and leadership with regard to health and
safety.
Roles of supervisor
A supervisor means a person who has charge of a workplace or
authority over a worker.
• Ensure that a worker complies with Health & Safety regulations
Accept & Follow permit to work system
• To take part in tool box meetings & deliver pre-job trainings
• Ensure that any equipment, protective device or clothing required by
the employer is used or worn by the worker ;
• Take part in risk assessment process
• Provide safe tools and equipment
• Make daily inspections of assigned work areas and take immediate
steps to correct unsafe or unsatisfactory conditions
• Provides safe work methods for carrying out the job safely in
accordance with hse dept
• Take part in safety committee meetings
• To provide the basic welfare facilities of employees
• To take part in accident/near miss investigations
• Report health & safety deficiencies to safety dept. & generate action
plans for rectification
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Safety Specialists Group Discussion

Safety specialists (or What are the typical responsibilities of a

practitioners) are responsible health and safety specialist?
for giving correct advice to the
organisation so that the
organisation can meet its legal
obligations and achieve its
policy aims.

Group Discussion Workers

Typical responsibilities include: Workers have a responsibility

– Providing advice and guidance on health and safety to take reasonable care of
standards.
their own health and safety
– Promoting a positive culture.
– Advising management on accident prevention.
and that of other people who
– Developing and implementing policy. might be affected by what
– Overseeing the development of adequate risk they do (or don’t do).
assessments.
– Identify training needs Workers must also
– Conduct safety inspections & audits co-operate with their
– Conduct safety meetings
– Conduct safety inductions & tool box talks
employer on matters of
– Monitoring health and safety performance. health and safety.
– Overseeing accident-reporting and investigations.

Controllers of Premises
Roles of Visitor
Those in control of premises eg: land lords through
• Attend safety induction prior to enter the workplace ownership or tenancy agreement, generally ensure that
• Visitor logging to be made the premises

• Accompany only with an escort/guide into the area • Are Safe to work

• Keep the visitor badge at all times • Have Safe access and egress

• Do not access the restricted areas of the work place • The plant or Substance they provide for use are safe

• Report any unsafe acts or conditions and do not endanger health

• Report any incidents/nearmiss to the concerned

authority

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The Self-Employed
The self-employed have
Roles of Self employed
responsibilities that are similar • Responsible for their own safety and the safety of
to employees’: others affected by their acts
• To take reasonable care of • Do not access the unauthorized areas of the
their own health and safety organization
and the health and safety of
• Comply with the rules of the organization
others who might be affected
by their acts or omissions. • Report any unsafe conditions or incidents seen in the
workplace

Suppliers, Manufacturers, Designers

Roles of Supply chain
Designer
• To make a safe design so as to minimize risks
Designers, manufacturers, • To design as per international & national quality/safety standards.
importers and suppliers of Manufacturer
items and substances form • To use quality materials for manufacturing
• To manufacture as per international & national quality/safety standards.
the “supply chain”. • To carry out safety testing & providing SOP’s
• To carry out quality standard checks before supply
They have responsibilities • To provide safety data sheets/catalogues for safe use. e.g: MSDS, user
to ensure their products are manuals
• To deliver specialized training to the consumer
safe. • To be a part of risks assessment involved
• Safe packing, labeling and logistics
Supplier
• Safe storage & distributing of necessary documents to customer
• Review & updating of new risks(unknown) has
to be followed up to manufacturer.

Clients and Contractors Clients and Contractors

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

• Co-ordinating the work.

• Monitoring the work.

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Selecting the Contractor Planning & co-ordinating the Work

Planning:
An opening meeting (kick-off) is conducted for information to
Things you should check: be shared between client and contractor:
• Health and safety policy. Client gives:
•Hazards posed by the site and work carried out
• Risk assessments. •Scope of work
• Qualifications and training records. Contractor gives:
•Hazards posed by the contractor’s activities
• Membership of a professional organisation.
•Project Health and safety plan
• Maintenance and equipment testing. •Method statements and Risk assessments
• Previous or current clients. Co-ordination:
Arrangements between the client and contractor include:
• Accident records. • Ensuring safe system of work
• Enforcement action. • Permit-to-work system to control activities
• Key contacts e.g. works foreman identified to ensure
• Adequate resources. continuity

Monitor and Control Joint Occupiers of Premises

Client can: • System to identify assets
Stop the work if it involves unsafe • Deploying a security person for access and periphery control
practices • Permit to work system can be implemented
• Changing shift patterns as per priority
Clients must:
• Proper documentation to be made if assets are exchanged
•Auditing against agreed method statements is a
good technique. • Maintaining amiable relationship & pleasant environment
•Sign-in sign out visitor logging • Communication between key personal
•Site security • Prepare and agree joint site rules for the workplace (assembly points, smoking
areas)
•Provide site safety inductions
• Joint procedures for the management of visitors and contractors
•Ensuring proper PPE ,safe tools and equipment • Procedures for the management of traffic and the movement of vehicles
•Monitoring by periodical site inspections and
• Common procedures & mock drills e.g. fire and emergency response
supervision
• Sharing of risk assessments, policies & procedures
•Ensure and provide training
• Common tool box talks once in a while
•Ensure risk assessment followed
• Obtain advice on health and safety matters from a shared consultant.
•Ensure legal compliance
• Joint management committee meetings
•Conducting mock drills
• Policy for the management ofwaste
•Conducting safety committee and meetings

End-of-Section Quiz

1. To whom does an employer owe a duty

with regard to health and safety?
2. How can directors influence health and Unit IGC1: Element 3.2
safety?
3. What are the key worker responsibilities? THE CONCEPT AND SIGNIFICANCE
4. What would you look for/check when OF HEALTH AND SAFETY CULTURE
selecting a contractor?

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vvvimp QHSE Culture Ladder

Definition GENERATIVE
HSE is how we do business
round here

The safety culture of an organization is the Increasingly

PROACTIVE
we work on the problems that we

product of individual and group values, attitudes, informed still find

perceptions, competencies and patterns of CALCULATIVE

behavior that determine the commitment to and
we have systems in place to
manage all hazards

the style and proficiency of, an organization's REACTIVE

health and safety management”. Safety is important, we do a lot every
time we have an accident
Increasing Trust

PATHOLOGICAL
who cares as long as we’re not caught

Elements of Safety culture

Factors Influencing Safety Culture
Internal Influences External influence (SEEL IT)
• Production Demand • Social Expectations
Co-
Competence
• Peer pressure • Enforcement Operation

• Commitment (Control ) • Economic

• Communication • Legislation Communication Control

• Competence • Insurance Companies

• Employee Representation • Trade Unions

(Cooperation) 34

Indicators of Safety Culture

Benefits of Safety Culture
1. Increase or reduction of Accidents & Absenteeism
• Increased levels of compliance
2. Staff turnover
• Improved production
3. Attitude • Improved staff morale
• Improved company reputation
4. Compliance
• Reduced accidents
5. Morale • Reduced ill health
• Reduced damage to equipment
6. Perception
• Reduced staff complaints
• Reduced staff turnover
• Reduced insurance premiums
ISAC MP • Reduced fines and compensation claims
35 36

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Factors influencing safety behavior Safety behavior - Job factors

(CREEP WEB)

Critical Jobs
Rest Pause
Ergonomic
Equipment condition
Peer Pressure
Work Load
Environment
Boredom and monotonous work
37 38

Individual factors Organizational factors

• Safety culture
• Age • Policies and procedures
• Physique (Size and strength) • Commitment and leadership from management
• Health condition • Consultation and worker involvement
• Gender • Levels of supervision
• Motivation
• Peer group pressure
• Attitude
• Communication
• Perception
• Training and experience • Adequate resource
• Training
39 40

Motivation Employers can motivate their employees by

Motivation is a driving force or a stimulant
that makes a person to behave or do a task.
41
• Recognition by awards
• Disciplinary actions
• Conducting safety campaigns
• Employee participation
• Improving H&S culture
• Provide adequate resource & Welfare
• Demonstrating management commitment
• Ensuring good working environment
• Training and Communication
• Setting a good example
• Setting realistic goals
42

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Attitude Factors for Attitude

• Culture
• Experience.
Attitude is the tendency to behave in a particular
• Peer groups
way in a given situation and how they think about it
• Management commitment
• Family background
• Training
Changing attitude
• Education and training.
• High-impact intervention ("aversion therapy").
• Enforcement.
43 • Consultation & counselling 44

Perception Factors affecting Perception

Perception is the way we understand or interpret • Illness

situations around us by different senses
• Fatigue & Stress
• Drugs & alcohol
• Sensory input
• Previous experience & familiarity with the situation
• Feeling of being In 'control’
• The level and nature of training
• Peer group influences
• Personal characteristics such as age, attitude and
sensory impairment

45 46

Group Discussion Definition of Culture

What do we mean by the term “health and The safety culture of an organisation is the
safety culture”? shared attitudes, values, beliefs and
behaviours relating to health and safety.
Influenced by:
• Management.
• Communication.
• Worker competence.
• Co-operation.

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Relationship Between Culture and Relationship Between Culture and

Performance
In organisations with a positive safety culture:
• Health and safety is important to everyone.
• There is strong policy and leadership.
• Managers and directors lead on safety and
workers believe in it.
• Health and safety performance is good:
– People work safely.
– There are fewer accidents and ill-health events.
Performance
In organisations with a negative safety culture:
• Most feel safety isn’t important.
• There is a lack of competence.
• Safety is low priority.
• Safety conscious workers are in minority.
• Health and safety performance is poor:
– There is a lack of attention to detail and
procedure.
– Lack of care and poor behaviour
results in accidents.

Relationship Between Culture and H&S Culture Indicators

Performance
Poor health and safety culture leads to poor performance.
Group Discussion Point The following things need to be spotted early:
What indicators would you look at in order to Accident records.
determine the safety culture of an Sickness rates.
organisation?
Absenteeism.

Staff turnover.

Compliance with safety rules.

Worker complaints.

Staff morale.

The Influence of Peers Group Syndicate Activity

In groups, a hierarchy naturally forms: What factors could result in the deterioration
– Pressure is exerted from the top down. of an organisation’s health and safety culture
– Can happen in informal groups, or formal and hence safety performance?
team.
Peer-group pressure can result in:
– “Good people” breaking rules to fit in.
– “Bad people” coming into line and working
safely!
Key is to get the influential people on board:
– E.g. through training.

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Factors Promoting a Summary

Negative Culture
• Lack of leadership from management.
There is a link between safety culture and
performance.
• Presence of a blame culture.
• Lack of management commitment to safety.
Safety culture can be assessed by looking at
• Health and safety a lower priority than other issues.
indicators.
• Organisational changes. Certain factors promote a negative safety culture.
• High staff turnover rates. Peer-group pressure can result in the individuals
• Lack of resources, e.g. too few workers, low investment. changing their behaviour to fit in with the group.
• Lack of worker consultation.
• Interpersonal issues, e.g. peer-group pressure, bullying.
• Poor management systems and procedures.
• External influences, e.g. economic climate.

End-of-Section Quiz

1. Give a definition of health and safety

culture.
2. What factors could result in the Unit IGC1: Element 3.3
deterioration of the health and safety
culture of an organisation?
FACTORS INFLUENCING
3. What indicators can be used to assess the
health and safety culture? SAFETY-RELATED BEHAVIOUR
4. What is “peer pressure”?

Safety-Related Behaviour Organisational Factors

Three significant factors influence worker behaviour: • Safety culture of the organisation.
• Policies and procedures.
The individual:
• Commitment and leadership from
– Personal characteristics.
management.
The job: • Levels of supervision.
– Nature of the job. • Peer-group pressure.
The organisation: • Consultation and worker
– Characteristics of the business. involvement.
G raphic taken from HSG 48 from
• Communication.
www.hs e.gov.uk/ pubns /books/hs g48.htm
• Training.
• Work patterns.

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Job Factors
Individual Factors
• Task. Attitude.
• Workload. Competence.
• Environment.
Motivation.
• Displays and controls.
• Procedures. Risk perception.

Attitude, Competence and Motivation Changing Attitude

Attitude: • Education and

– A person’s point of view, or way of looking at training.
something; how they think and feel about it.

Motivation: • High-impact
– A person’s drive towards a goal; what makes
intervention
them do what they do. ("aversion therapy").
– Particular care needed with the use of
financial incentives! • Enforcement.

• Consultation.

What is “Competence”? Perception of Risk

A combination of: Perception – the way a person interprets

• Knowledge. information detected by their senses:
• Ability.
• Sight.
• Training.
• Experience. • Hearing.
A competent person isn’t just one who is • Smell.
trained:
– Nor is it someone who has been there a long • Taste.
time!
• Touch.

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Perception - Activity Activity

On the following slide there is a graphic.

You are asked to count the number of

squares.

Remember that you can combine squares to

make squares!

Perception of Risk Group Discussion Point

Factors that can affect perception of hazards
and risk include: How can workers’ hazard perception be
• Illness. improved?
• Stress & Fatigue.
• Peer pressure
• Sensory input
• Drugs and alcohol.
• Previous experiences.
• Training and education.
• Age, attitude & sensory impairment

Improving Hazard Perception End-of-Section Quiz

• Understand why hazards are not noticed by 1. What three key factors influence a
talking to workers. worker’s behaviour? Give examples of
• Awareness campaigns/training. each.
• Highlight hazards, e.g. signs. 2. What is “competence”?
• Ensure adequate lighting is available. 3. How can an organisation inadvertently
• Reduce distractions, e.g. noise. motivate people to behave unsafely?
• Avoid excessive fatigue. 4. Suggest reasons why two people may
perceive hazards differently.

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Management Commitment and Leadership

Securing management commitment is

Unit IGC1: Element 3.4 essential:
– Senior managers provide leadership and
motivation.
IMPROVING HEALTH AND SAFETY – Needs clear policy, priorities and targets.
BEHAVIOUR Commitment cascades down through the
organisation.
Requires visible leadership.

Group Syndicate Exercise Visible Leadership

In groups, discuss the leaders that you have Demonstrated by:

worked with. What made them good (or bad) – Behaving safely themselves.
leaders, particularly on health and safety? – Involvement in the day-to-day management of
safety - e.g. attending safety meetings.
From here, think about what managers can do – Taking part in safety tours and audits.
to demonstrate their commitment to health – Promoting activities to improve safety.
and safety. – Enforcing the rules.
– Wearing PPE

Disciplinary Procedures Who Would You Discipline?

Sometimes rules are broken. A supervisor who orders the team to cut
Employees may endanger themselves or corners to save time?
others. A reckless forklift-truck driver?
Ignoring issues can result in injuries. A persistent prankster?
Sometimes it is necessary to use discipline to An office worker who repeatedly fails to wear
enforce the rules. PPE when in the factory area?
A maintenance worker who doesn’t isolate a
machine because the job was only 10
minutes?

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Competent Staff Keeping Up To Date

Competence: Essential to be up to date:

– Knowledge, ability, training, experience. – Especially with law.
Competent managers: Various methods, including:
– Understand the implications of their decisions – HSE newsletters – www.hse.gov.uk
on health and safety. – EU law – http://osha.europa.eu/en/legislation
– Often a weakness! http://osha.europa.eu/en/oshnetwork/focal-points

Competent staff: – Websites – www.osha.gov/

www.commerce.wa.gov.au/WorkSafe/
– Enables job to be done safely.
– Practitioner publications and subscriptions.
– Conferences.

Effective Communication Verbal Communication

Group Activity Merits Limitations
Personal. Language barrier.
List some specific examples of communicating in Quick. Jargon.
the workplace as you can think of, splitting your list Direct. Strong accent/dialect.
into: Check understanding. Background noise.
Feedback.
● Verbal communication. Poor hearing.
Share views. Ambiguity.
● Written communication. Additional information Misinformation.
(body language).
● Graphic communication. Forget information.
No record.
What are the advantages and disadvantages of No reference
each method? Poor quality (telephone
or PA).

Written Communication Graphic Communication

Merits Limitations Merits Limitations
Permanent record. Indirect. Eye-catching. Very simple.
Reference. Time. Visual. Expensive.
Can be written carefully for clarity. Jargon/abbreviations. Quick to interpret. May not be looked at.
Wide distribution relatively Impersonal. No language barrier. Symbols or pictograms may be unknown.
cheaply. Ambiguous. Jargon-free. Feedback.
May not be read. Conveys a message to a wide No questions.
Language barriers. audience. Impaired vision.
Recipient may not be able to Posters can trivialize serious matters
read.
No immediate feedback.
Cannot question.
Impaired vision.

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Communication Media Co-operation and Consultation

VERBAL WRITTEN
• Safety briefings • Memoranda.
• Often a legal requirement to consult with
• Seminars • RA & SOP
workers.
• Training courses • Work permit • Consultation is a two-way process:
• Safety inductions • Safety alert emails – Managers inform workers of plans, etc.
• H&S Meetings • Employee handbooks and listen to employee concerns.
• Toolbox talks • Policies
• Safety plan
• Checklists
VISUAL/GRAPHIC • Procedural manuals.
• Posters
• Video/films
• Signage/Pictograms

Methods of Consultation
Direct consultation:
– Employer talks to each worker and resolves •
issues.
Indirect consultation:
Through worker representatives:
– Committee is formed to represent workers.
– Regular meetings to discuss and resolve issues.
– Members may have rights in law.
Typical Issues to Consult on:
• Introduction of new measures affecting health and
safety
Appointment of new advisors
• Developing safe system of work
• Introduction of PPE
• While preparing risk assessments
• While investigating accidents
• Conducting safety campaigns and competitions
• Health and safety training plans
• Introduction of new technology
• Introduction of new process/equipment

Co-operation and Consultation Training

What is Training?
Negative Culture: Training (in the context of health and safety)
Informing. is:
Dictatorial approach. “…. The planned, formal process of acquiring
and practising knowledge and skills in a
Positive Culture: relatively safe environment.”
Consultation. Training is a key component of competence.
Worker involvement.

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Training Training

Dramatic effect on safety-related behaviour.

Without training, workers try to do their jobs by: Helps workers understand:
– Copying others (including their bad habits). • Hazards and risks.
– Doing the job the way they think is best. • Rules and precautions.
• Emergency procedures.
• Limitations and restrictions.

Training Opportunities: Training Needs Analysis

When Do You Need to Train? Factors to be considered include the:
– Type and function of the organisation.
Induction − For new employees. – Hazard and risk profile.
training
– Competency of trainer
Job change − New hazards following a change in
– Accident history of the organisation.
job.
– There may be statutory training requirements.
Process change − New hazards associated with new
– Level &nature of training previously provided
ways of working.
– The detail of which employees to be trained
New technology − New hazards associated with plant and
– When last training given
machinery.
– Feedback session to analyse effectiveness
New legislation − Implications of the new legislation.

Post-Training Activities Group Activity

Maintain training records: Design a health and safety induction training
– Who attended which sessions and when. programme for new starters. Consider the
Carry out evaluation of effectiveness: following:
– Reduced incidents. • What topics should be included? In what
– Employee feedback order?
– Attitude of employee • How often?
– Good morale & culture
• Competency of trainer
– Increased awareness.
• How long should the induction take?
– Improved compliance with rules.
• When are you going to do it?
– Behavioural surveys
– Quality of suggestions • What problems might be involved in doing
– Concerns raised by employee
it?

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New Employee Induction Topics End-of-Section Quiz

• Health and safety policy.
• Emergency procedures. 1. How can directors/managers demonstrate
• First aid.
their commitment to health and safety?
• Welfare facilities.
• Safe movement. 2. What are the 3 different communication
• Substance misuse methods that are used?
• Accident and incident-reporting. 3. What is the difference between
• Consultation arrangements.
“consulting” and “informing”?
• Safety rules.
• Rewards & reprimands
• Personal protective equipment.
• Safe working and permits.
• Risk assessment system.

Why competent person fails Factors determining the Level of supervision

• Nature and complexity of the task
• Lack of Management Commitment • Person's skill
• Lack of employee motivation • Age of the employee
• Unrealistic working procedures • Experience of work
• Over-familiarization with the tasks to be performed • Attitude and aptitude
• Repetitive work leading to boredom and lack of • Work Procedure
concentration • Special needs
• Peer group pressure • Previous situation reports (past accident situations)
• Willful disregard • The peer group attitude
• Ineffective supervision • Type of PPE that may be required and the need for correct use
(i.e. harness – can fall into incorrect use – over a time period)
• Fatigue and stress
• Level of supervision available
• Lack of information, training and consultation
• Substances used and likely effects
• Job Insecurity
• Legal requirements

Indicators of management commitment Issues in Re-training old worker

• There is a written safety policy, safety goals and objectives.
• Managers provide safety budgets, staffing, and facilities for meetings. • Set in ways
• Managers participate in executing safety plans.
• Managers monitor and periodically evaluates the safety program. • Poor retention and recall
Managers and supervisors set an example of good safety practices, e.g.,
•
wearing personal protective equipment. • Resentment to training
• Managers and supervisors are held accountable for safety performance, e.g.,
pay/promotions are partially dependent on safety.
• Lack of motivation
• Top managers receive and respond to safety committee recommendations. • Resistant to change
• Supervisors and managers personally conduct safety audits and inspections.
• There are specific procedures for ensuring that accident investigations result • Experience conflicts with new process
in identification and timely implementation of countermeasures and the
procedures are reviewed by management. • Bad work habits
• Managers attend safety meetings.
• Management representatives are members of the safety committee.
• Managers attending TBT & taking part in risk assessments

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Ways to improve the effectiveness Reasons for Ineffective

of HSE Campaign safety committee
• A lack of management commitment;
• Management commitment
• No clear terms of reference
• Sufficient resource • No agenda or remit and or no minutes of the meeting
being produced.
• Employees made aware
• An uneven balance between management and employee
• Involving employees representatives.
• Lack of respect from the management and or employees
• Involving all sections • Poor leadership or chairing
• Give leadership • No influence on the decision-making processes
• Infrequent meetings
• Feedback on the effectiveness • Inappropriate or trivial topics; and
• No access to relevant health and safety information and
advice.

Steps to Reduce Human Failure

Posters
1. Fool proof systems for a task
Advantages Disadvantages 2. Employing skilled , competent & trained
employees
Low cost Looses Attention 3. Providing safe environment
Flexible Soiled, defaced 4. Job rotation
Brevity Trivialize serious matter 5. Rest breaks
Constant reminder 6. Clear roles & responsibilities
Involve employee 7. Communication.
8. Disciplinary actions
9. Supervision
10.Drugs and alcohol policy.

Safety meeting agenda

Why variety of communication
• The study of accident and disease statistics
• Some methods are statutory • Examination of safety audit reports
• There may be language barriers • Consideration of reports and information from the
• People respond to different stimuli enforcing agencies or government authorities
• Consideration of reports submitted by safety
• It is necessary to take account of disabilities and representatives
impairments • Assistance in development of procedures and policy
• The message may need to be reinforced • Consultation on training program
• Feedback is required • Monitoring the effectiveness of training program
• One method may become ineffective • Monitoring and improvement of safety communications
• Environmental factors need to be taken into • Practicalities of workplace issues such as - the impact of
account shift
• Working, maintenance and breakdown procedures on
• Employee involvement to be gained
health and safety

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Why training recorded Why Hazards underestimated

• May be legal requirements
• May assist in developing training plans / identifying gaps
• Over familiarity/complacency
• May be required for evidence following an incident • Lack of instruction, information and training
• Evidence during audit • Lack of experience
• Evidence of employee competency • Sensory impairment
• May reduce penalties in a court of law • Fatigue and stress
• Insurance premium reviews • Hazards invisible/intangible
• Completing risk assessments
• Routine, repetitive tasks
• CPD for the worker
• Inadequate design
• To save duplication of training
• Management system compliance. • Negative safety culture
• Wrong perception

The findings of a safety audit Human errors

may be used for
• Improving health and safety performance by identifying areas of compliance Slip:Slips are failures in carrying out the actions of a
and non- compliance and the reasons for and nature of the non-compliance;
• Identifying the strengths and weaknesses of the existing system,
task. They are described as 'actions-not-as planned‘
• Enabling comparison and benchmarking with other similar organizations and eg. picking up the wrong component from a mixed
communicating the findings to management and staff box
• Informing and enabling remedial actions to be taken emphasizing the need for
proactive rather than reactive measures; Lapses : Lapses cause us to forget to carry out an
• Aiding prioritization and the allocation of resources; action, to lose our place in a task or even to forget
• Helps in understanding evidence of commitment by the organization in putting
health and safety on the agenda
what we had intended to do. Eg. Fork lift truck driver
• Helps in identifying the safety culture of employees from the interview leaving the keys in the ignition lock of his truck
sessions
• Encouraging continual improvement.
Mistakes: a more complex type of human error
• Helps in developing gap analysis
where we do the wrong thing believing it to be right.
• Helps in analyzing the status of achievement of targets and objectives Eg. Using the design calculation of a steel beam on a
• Findings can be utilized as a provision to review risk assessments & procedures steel angle.
• Finding reveals the root causes of organizational system failures

Legal Requirements

ILO Convention C155 Article 15.

Imposes a duty to ensure a workplace is,
Unit IGC1: Element 3.5 so far as is reasonably practicable, without
risk to employees.
PRINCIPLES AND PRACTICE OF
RISK ASSESSMENT

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Hazard – It is a source, situation, or act with a Whole Group Activity

potential for harm in terms of human injury or ill
health or a combination of these In 5 minutes, identify as many hazards as
Risk – It is the likelihood that a hazard will cause possible present in the training environment.
harm, together with its severity.
Incident: Any unplanned, undesired event that
occurs as result of unsafe act/condition
• Near-miss: A type of incident which doesn't result in
injury/damage but saved or controlled
• Accident: A type of incident which results in personal
injury/fatality
• Damage-only incident: A type of incident which results only in
property damage but no injury
• Dangerous occurrence: A type of near-miss incident which is
of high potential/harm and is a reportable case
Eg: Gas leak

Hazard Categories Objectives of Risk Assessment

Physical: Prevent:
– E.g. electricity, noise, vibration, radiation,
• Death and personal injury.
machinery.
Chemical: • Other types of loss incident.
– E.g. mercury, solvents, carbon monoxide. • Breaches of statute law,
Biological: which might lead to
– E.g. legionella bacteria, hepatitis. enforcement action and/or
Ergonomic: prosecution.
– E.g. manual handling, repetitive tasks. • The direct and indirect costs
Psychological: that follow on from
– E.g. stress, violence. accidents.

Risk-Assessors The 5 Steps to Risk Assessment

• Competent people:
– Training, knowledge, experience.

• Team approach is beneficial:

– Workers familiar with tasks.
– H&S specialists.
– Technical specialists.
– Line managers.
– Worker safety representatives.

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Identify the Hazards Step 1: Identify the hazard

Safety
Physical injury:
• Slips, trips and falls.
• Falling objects.
• Collisions.
• Trapping/crushing.
• Machinery.
• Electricity.
• Transport.
• Chemicals.
• Drowning.
• Asphyxiation.
• Fire/explosion.
• Animals.
• Violence.
Health Methods of Hazard Identification
Occupational disease or Site inspection: Analyses job components by assessing the
ill health: person, equipment, material & environment. Identify the
• Physical. categories of hazard affecting the person such as physical,
• Chemical. chemical, biological, ergonomical & psychological that
• Biological. affects the person
• Ergonomic.
• Interviewing people: Interview different levels of people to
Psychological.
get information on hazard & risks of activity
Document checking: Legislation, international standards,
guidance documents. Manufacturers' Information(MSDS)or
technical data sheets. Incident Data & inspection reports.
Risk assessment is prepared on the basis of method
statement that gives the description of task

Task Analysis Step 2: Identify the People at Risk

• Workers/operators.
S elect the task. • Maintenance staff.
R ecord the stages of the task. • Cleaners.

E valuate risks associated with each stage. • Contractors.

• Visitors.
D evelop the safe working method.
• Members of the public
I mplement the safe working method. (also trespassers).

M onitor to ensure effectiveness. Vulnerable group

• Young people.
• New or expectant mothers.
• Disabled workers.
• Lone workers.

Vulnerable Groups Step 3: Evaluate the Risk & controls

It is a measure of the likelihood of harm occurring and the
severity of that harm.

Risk = Likelihood × Severity

The risk has to be brought down to an acceptable level by

applying the hierarchy of controls (ESEAP)
Ø Elimination
Ø Substitution
Ø Engineering control
• Isolation
• Separation/segregation
• Partial enclosure
• Safety devices
Ø Administrative control
Ø PPE

21

Evaluate the Risk
The risk evaluation can be:
Qualitative (based on opinion)
Uses words to describe likelihood 1 = extremely unlikely
and severity, e.g. high, medium,
low, etc.
Semi-Quantitative
Uses words and numbers to
describe likelihood and severity.
Quantitative
Uses numbers to describe
likelihood and severity
Risk Assessment Matrix
Priorities and Timescales
High-risk = high-priority actions.
Low-risk = low priority.
BUT risk and timescale are not the same:
Low-cost, easy actions should be taken, even Eg: Keeping chemical in temporary storage ,while designated area is
if low priority.
Medium priority still needs rapid action.
16/07/2018
Evaluate the Risk
Likelihood Severity
1 = very minor
2 = unlikely 2 = first-aid injury
3 = possible 3 = lost-time injury
4 = likely 4 = hospital treatment
5 = very probable 5 = disabling injury
Residual, Acceptable and
Tolerable Risk
If risk is unacceptable, more action is needed.
If risk is lower, it may be tolerable for a short
period of time.
If risk is acceptable, the risk is adequately
controlled.
Residual risk: The risk that remains once the existing controls
have been taken into account .
Eg: Working at height with all precautions taken, still person can fall on
same platform by foot dislocation or even unconscious
Acceptable risk: If the residual risk is low then it might be
considered acceptable. The existing controls are adequate.
Eg: Inhalation of dust even after wearing dust mask, exposing toxic gas
below permissible limit, exposure to CO in a busy traffic
Tolerable risk: Not acceptable but it can be tolerated for a short
time while interim controls are put into place.
constructed, tolerating contaminant for a while by continuing work inside
tank for a short time, while the exhaust is rectified within .Tying a ladder
with rope for a while while the couplers are in place
Unacceptable risk: Unacceptable implies that the risk level is too
high for work to be allowed
Eg: working at height without any protection, working under suspended
load
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Hierarchy of Control (ESEAP) Reasonable Practicability

Elimination: The most effective option of complete removal of hazard. E.g.Forklift
to avoid manual handling, Screwing rather than gluing
Substitution: Replacing a hazardous material/tool with less hazardous one. E.g.
Replacing 220v grinding machine with 110v, substituting harmful with toxic. “Reasonable practicability”:
Engineering controls: Methods that are built into the design of a plant, equipment
or process to minimize the hazard using technological options – Balance of cost vs risk of harm.
• Isolation/ total enclosure: Complete covering of the hazard source E.g.
Generator room to contain noise hazard – Cost is time, effort and money.
• Separation/segregation: Method of allocating designated storage or effective
barriers to cut off the spread of hazard effect. E.g. Noise absorption walls, Fire
compartmenting
• Partial enclosure: Method of removing the contaminant from source rather than
Basis of a risk assessment.
allowing it to spread in workspace. Eg: Fume hood, chimneys.
• Safety devices: Protective devices inbuilt in equipment/tools that controls the
hazard effect. E.g. Flash back arresters, ELCB, guards, Dead man control.
Administrative controls: This method controls the acts of people, but doesn't’t
affect the hazard.E.g. Reduced time of exposure by job rotation & breaks.
Information, instruction, training and supervision. Enforcement & disciplinary
actions ,barricading, signage. Then procedural controls like safe systems of work
,MS , RA, JSA, PTW etc
Personal Protective Equipment: The last control that protects the
wearer but doesn’t remove the hazard. Eg: Helmets, goggles etc

General Principles of Prevention Safe Place/Safe Person

Avoid risks Collective protective measures

Protect the whole workplace and everyone
Evaluate risks which cannot be avoided
in it
Control hazards at source
Safe place
Adapt work to suit the individual
Design, selection and engineering
Adapt to technical progress of premises, plant, machinery, equipment,
processes and substances – Technical
Replace dangerous with less/non dangerous
Safe person – Procedural
Coherent/overall prevention policy – Behavioural
Competence of workers who
Give priority to collective protective measures have received adequate information,
Give appropriate instructions to employees instruction and training and follow safe
systems of work

Technical, Procedural and

Guidance and Legal Standards
Behavioural Controls
What does national law require?
Controls can be further classified as:
• Sometimes, there are very clear
Technical regulations and codes of practice
– Equipment and engineered solutions to be met.
Procedural • Often, there is no set standard in
– Safe systems of work, procedures, permits law – but guidance may be
available.
Behavioural
• Can you think of who might
– Training, awareness, competence
provide guidance?

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Guidance and Legal Standards Safety Signs

• International
standards.
• National legislation.
Prohibition Warning Mandatory
• Industry standards.
• Guidance from
regulators.
Safe Condition Fire-Fighting Equipment

Personal Protective Equipment (PPE) Whole Group Exercise

Personal Protective Equipment Regulations 1992
Supply suitable PPE:
Discuss the benefits and limitations of
• Appropriate for task
PPE as a risk-control method.
• Ergonomically safe
• Fits to wearer
• Compactable with other ppe
• Doesn’t increase overall risk
• Complies with standards eg: EN,ANSI,CE
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) Step 4 –Record Significant Findings

Benefits of PPE
• Interim control.
• Some situations – only •
control option.
• Emergency back-up.
• Cheap (short-term).
• Immediate protection.
Limitations of PPE
• Doesn’t remove hazard.
Only protects the wearer.
• Requires good fit.
• Relies on wearer.
• Requires training.
• Uncomfortable.
• May increase overall risk.
• Incompatibility.
• Unpopular, so often unworn.
• Fails to danger.
• No good if wrongly selected.
• Contamination.
• Expensive long-term.
Typical content:
• Activity/area assessed and hazards
• Groups at risk
• Evaluation of risks and adequacy of existing
control measures
• Further precautions needed
• Date and name of
competent person
• Review date
Recorded findings to be approved by the concerned authority
Risk assessment to be communicated to the employee,
Implemented and monitored for effectiveness

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Step 5: Review Group Syndicate Exercise

Significant change in: Lawn-mowing

• Process.
• Substances. Using task analysis, prepare a brief risk
• Equipment. assessment suggesting control measures to
• Workplace environment. reduce the risks involved with this activity.
• Personnel.
• Law. Use the 5x5 risk matrix we covered earlier.
It is no longer valid:
• Accident.
• Near-miss.
• Ill health.
Periodically, e.g. annually.

Alternative Group Syndicate Exercise Suitable and Sufficient

Risk Assessment
State the name/competence of assessor.
Identify significant hazards and risks.
In groups, carry out a risk assessment on
Identify persons at risk.
these premises: – Workers and others, e.g. visitors and vulnerable.
• Use Steps 1 to 4. Evaluate effectiveness of current controls & prioritize.
Identify additional controls.
• Use a quantitative scoring system. Adhere to legal requirement
Present your findings to the other groups in Non-routine activities must be identified. Eg: Maintenance
20 minutes. Record significant findings.
Appropriate to nature of work.& proportionate to risks.
State validity period & review date
Signature of authorized person

Competence for risk assessment team member:

Risk assessments on
Ø Sufficient training on risk assessment process
Ø Knowledge about the different hazards in activity • Young workers
Ø Experience in the RA process
Ø Ability to identify hazard and prioritize the control measures
• Expectant and nursing women
Ø Ability to identify foreseeable incidents
Ø Communication & Report writing skills
• Lone worker
Ø Knowledge about legislation & international standards

• Disabled

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Young Persons Expectant Women and Nursing

Under 18 (national law). Mothers
Hazard outcomes: Hazards:
• Lack of experience. • Certain chemicals, e.g. lead.
• Physically and mentally not matured
• Certain biological agents, e.g. rubella virus.
• Poor risk perception.
• Manual handling.
• Influenced by peer group.
• Eager & over-enthusiastic
• Temperature extremes.
Control measures: • Whole-body vibration.
• Provide a mentor • Ionising radiation. Eg: X-ray
• Prohibit certain high-risk activities, e.g. high-risk • Night shifts.
machinery. • Stress.
• Restrict work patterns and hours, e.g. no overtime.
• Violence.
• Train and supervise.

Controls for lone workers

Controls for disabled Workers
• No lone working for high-risk activities, e.g. confined • Facilitate them in ground floors of office or near exits
spaces. • Special equipment like evacuation chair, patient hoist etc.
• Remote supervision.
• Designate specific members of staff to guide them
• Logging workers’ locations.
• Providing emergency measures in accessible formats
• Mobile phones or radios.
• Visual, vibrating or alarm devices to notify an emergency
• Frequent patrolling
• Adjusting premises or workstation. E.g. Automatic opening
• Panic alert systems doors, ramps, voice recognition software
• Lone-worker alarm systems. • Anti- discrimination policies & equality trainings
• Procedures for lone workers. • Shift patterns adjusted to avoid rush hours
• Emergency procedures. • Refuge in the assembly point
• Training for workers. • Periodical review of all arrangements

Lone Workers End-of-Section Quiz

Workers especially 1. Define “hazard” and “risk”.

vulnerable and more at risk: 2. Define “accident”, “injury accident” and
• Of violence: “near-miss”.
– E.g. prison officer, mental- 3. What are the 5 steps to risk assessment?
health nurse.
4. What should a suitable and sufficient risk
• If they are injured or ill: assessment contain?
– E.g. confined-space entry.
5. Who should be considered in a risk
assessment?
6. How is risk evaluated?

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General Control Hierarchy

• Remove the source of the risk -
Eliminate the hazard. the most effective option.
Unit IGC1: Element 3.6
• Engineering solutions provide
Create a safe place. physical protection.
• Safe working methods - relies
PREVENTIVE AND PROTECTIVE Create a safe person. heavily on safe behaviour.
MEASURES

Worked Example – Cleaning the Group Syndicate Activity

Oven
Current chemical is corrosive (burns): You are the manager of a large, commercial
– Eliminate – don’t clean the oven? Buy a new bakery. You have recently discovered that
oven? Don’t use chemicals? flour dust can be harmful to the health of
– Substitute the corrosive chemical for a less your workers.
hazardous one? Flour is currently added by hand from sacks.
– Isolate – keep others out of the kitchen. Assume no other controls are present.
– Procedures – follow instructions on tin. Using the hierarchy of control, identify
– PPE – wear gloves as per instructions. possible controls to reduce the risk of dust
inhalation.

Alternative
Group Syndicate Activity

• You are the manager of a domestic

window-cleaning company. Unit IGC1: Element 3.7
• You are concerned by the potential for
injuries due to falls from height.
SOURCES OF HEALTH AND SAFETY
• Using the hierarchy of control, identify
possible controls to reduce the risk of falls. INFORMATION

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Sources of Information Sources of Information

Sources can be Internal External

• internal, and • Accident records. • National legislation.
• external • Safety data sheets.
• Medical records.
to the organisation. • Codes of practice.
• Risk assessments.
• Guidance notes.
• Maintenance reports.
• Operating instructions.
List all the internal and external sources you • Safety inspections. • Trade associations.
can think of and discuss them.
• Audit reports. • Safety publications.
• Safety-committee minutes.

Source Organisations End-of-Section Quiz

International Labour Organisation (UN)
www.ilo.org 1. What internal sources of health and safety
Occupational Safety and Health Administration (USA)
information are there within an
www.osha.gov
organisation?
2. What external sources of information are
European Agency for Safety and Health at Work (EU) there?
http://agency.osha.eu.int

Health and Safety Executive (UK)

www.hse.gov.uk

Worksafe (Western Australia)

www.commerce.wa.gov.au/WorkSafe

Safe System of Work

Unit IGC1: Element 3.8

Formal Systematic
Recorded Examination of work
DEVELOPING AND IMPLEMENTING
SAFE SYSTEMS OF WORK

Hazards Safe Methods

Identified Defined

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Developing Safe Systems of Work

SSOW-Definition:

A formal procedure which results from

systematic examination of a task in order
to identify all the hazards. It defines safe
methods to ensure that hazards are
eliminated or risks minimised

Roles and Responsibilities Group Discussion Point

Responsibility of the employer: Why do you think it may be beneficial to have

– Ensure SSoW are available for activities that written procedures?
create significant risk, e.g. maintenance.
Role of competent persons:
– Developed by people who can identify and
control hazards.
Workers involvement:
– Active part in development of SSoW.
– Gains commitment, helps culture.

Technical, Procedural and Behavioural

Why SSOW in written Procedures Controls
Ensure consistency.
–
Provide a basis for training.
– SSWs require the integration of controls:
– Establish a standard (can be checked). Technical:
– Can be circulated – Equipment and engineered solutions.
– Provide a written record for incident
Procedural:
investigations/regulatory inspections.
– Safe systems of work, procedures, permits.
Can be in many forms:
– Checklists.
Behavioural:
– Short notes. – Training, awareness, competence.
– SOPs
– Detailed manuals.

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Developing SSoW - PEMET

Specific Examples of SSoW
People – age, competence, ability. Lone working
Equipment – safe design, suitability, condition, PPE.
Materials – size, weight, substances, articles, waste. Travelling abroad Using PEMET
principles,
what should
Environment – space, lighting, temperature be included in
Confined spaces a SSoW for
Task- Duration, Authorization, rest pause, permit each?

Hot works

Lone Workers Lone Working Examples

“Workers who are separated from their work Maintenance workers.

colleagues.” Service engineers, e.g. gas, appliance.
Lack assistance if things go wrong. Garage forecourt attendants.
Communication with colleagues more difficult, i.e: Trainers/tutors.
– Out of eyesight. Security guards.
– Out of earshot. Receptionists (sometimes).
Social workers/carers.
Health visitors/district nurses.
Painters/decorators.
Sales representatives (on the road).

Safe System of Work for Lone Working Working and Travelling Abroad
• No lone working for high-risk activities, e.g. confined
spaces. Not the same as a holiday!
• Remote supervision.
– Brings additional hazards.
• Logging workers’ locations.
Risks when travelling related to:
• Mobile phones or radios.
– Security.
• Frequent patrolling
– Health.
• Panic alert systems
Workers may also be “lone workers”.
• Lone-worker alarm systems.
• Procedures for lone workers.
Some areas are not recommended for travel –
see local websites, e.g. FCO at:
• Emergency procedures.
www.fco.gov.uk/en/travel-and-living-abro ad/trav el-advic e-
• Training for workers. by-country

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Working Abroad Confined Space

Employers have a duty to workers whom they send to work
abroad and should provide: • Enclosed in nature
• Pre- and post-visit briefings. (ventilation will be
• Insurance. restricted and access/
• Health advice and vaccinations.
egress may be difficult).
• Financial arrangements.
• Acclimatization • One or more foreseeable
• Medical checks specified risks exist:
• Security training and advice. – Fire or explosion.
• Cultural requirements advice & language barriers – Loss of consciousness from gas, fumes, vapour, lack of
• Accommodation. oxygen.
• Legal requirements – Drowning.
• In-country travel. – Asphyxiation from free-flowing solid.
• Emergency arrangements. – Loss of consciousness from temperature.
• 24-hour contacts.

Confined-Space Control Measures SSOW for Confined Spaces

• No lone working • De-watering for water
Do not work inside a confined space if possible. • CS attendant/log sheet accumulation
Carry out a risk assessment. • Emergency contact • Fire prevention.

Develop safe system of work. numbers displayed • Lighting. (24v)

• Atmospheric • Power tools (110v)
Emergency arrangements. testing/monitoring. • Competant individuals.
Permit-to-work. • Ventilation/blowers • Emergency/rescue
Trained personnel. • Removal of residues. procedures.
• Isolation, lock off of • Signage & barricading
electrical/mechanical • Supervision.
hazards. • Competency.
• Provide access/egress. • Communication.
• PPE.

Hot-Work Controls Worked Example – The Steps In Changing a

• Remove flammable materials.
Wheel
• Fire-watcher present
• Gas testing to be done Step 1 – park the car in a safe location.
• Fire-retardant blankets/screens to isolate the activity
Step 2 – remove equipment from boot.
• Floor swept of debris.
• Floors damped down, if necessary.
Step 3 – loosen wheel nuts.
• Fire extinguishers at location Step 4 – jack up car.
• Proper management of electrical cables Step 5 – remove wheel nuts.
• ELCB for electrical power tools Step 6 – replace wheel and wheel nuts.
• Grounding of work piece & electrical systems
• PPE- welding hood, shields, aprons, gloves, respirators etc
Step 7 – lower car, remove jack.
• Post-work checks to ensure no smouldering embers. Step 8 – tighten wheel nuts.
• Fitness & competency & permit Step 9 – replace equipment in boot.
• Inspection of tools & equipment

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Identifying Controls Group Discussion Activity

For each step: Suggest hazards and controls for each step of
– First identify the hazards. the worked example “changing a wheel”.
– Then identify the controls.

So, Step 1 (changing wheel) might have:

– Hazards – traffic, risk of violence.
– Controls – select location off-road if possible,
use hazard lights, if you feel area is unsafe/at
night or if vulnerable group, call recovery
service and stay in car.

Removal of existing elbow joint& installation Introducing Controls and Formulating

of new 6” spool inside TK01 Gasoline tank
Procedures
• Isolation of lines
• Draining of tank Often most difficult stage!
• Pigging of line
• Sludge removal
• Flushing & cleaning with water Consultation and engagement helps gain
• Purging with an inert gas buy-in from workers.
• Venting
• Cutting & removal using cold cutter Allow concerns to be raised and addressed
• Installation of new spool during development.
• Welding of joint
• Radiography Testing
• Painting & inspection

Instruction, Training and Monitoring Optional Group Syndicate Activity

Using SREDIM, develop a simple safe system

Information, Instruction, Training and of work for the task allocated to your group:
Supervision (IITS) – Making a cup of tea.
– Making a batch of cement with a cement-
May need detailed training in the SSoW.
mixer.
– Painting a ceiling (emulsion).
Must monitor to ensure:
– SSoW is being applied correctly.
– SSoW is as safe as was intended!

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Standards for Safe Systems of Work End-of-Section Quiz

Safe Work in Confined Spaces 1. What is a safe system of work?

UK HSE ACoP L101
Safety in the Global Village
IOSH information sheet (1999)
2. Who is responsible for developing safe
systems of work?
3. What are the advantages of a written
procedure over a verbal one?
4. What are the key steps in carrying out a
task analysis before developing a safe
system of work (SREDIM)?
5. What controls might be implemented to
ensure the safety of lone-working social
workers?

Unit IGC1: Element 3.9
PERMIT-TO-WORK SYSTEMS
Permit-to-Work Systems
A formal, documented safety procedure, forming
part of a safe system of work, that is issued by a
client to the contractor, so as to minimize the risk
and control a high risk activity
Typical applications:
• Hot work (involving naked flames,
or creation of ignition sources).
• High-voltage electrical systems.
• Confined-space entry.
• Operational pipelines.
• Excavation near buried services.
• Complex machinery.
• Heavy lifting activity
• Working at height.

Permit-to-Work Contents of Permit-to-Work System

Issue – Pre-Job Checks
– Permit name & number
– Date & time of activity
People & tools used
Consists of 4 elements:
–
– Emergency contacts
– Description of work to be carried out.
– Description of plant and location.
1. Issue. – Identify hazards and assess risks.
– Identification of controls.
– Additional permits, e.g. hot work.
2. Receipt. – Isolation of services, PPE.
– Emergency procedures.
Receipt – handover of permit:
3. Clearance/return to • Date, time & signature of permit issuer and permit receiver in this section
• Competent and authorised person issues permit to workers.
service. • Workers sign to say they accept controls.
Clearance – return to service:
– Workers sign to say they have left the workplace in safe condition, work is
4. Cancellation. complete for the shift and operations can resume, If not they can do extension of
permit
Cancellation:
May also be an extension. – The work is satisfactorily over & the authorised person accepts plant back and can
remove isolations, etc. Cancels permit.
– Plant is now returned to the control of the “site”.

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A GOOD PERMIT SYSTEM SHOULD BE Importance of Permit Control

• Only authorized person should issue the permit.
• Permit issuers must be familiar with the hazards of the Poorly-implemented
workplace and the job to carry out. permits are useless.
• Precautions must be checked before permits are Piper Alpha disaster was
authorized (no issuing the permits from the desk) the failure of a permit-to-
• Permits must never be amended. work system.
• All permits conditions adhered to. People must be trained in G overnment Licence v1.0
(www.nationalarchives .gov.uk/ doc/ o
Staff must be trained and competent . use.
pen-government-licence/ )
•
• The system must be monitored to ensure that it is
effective. Permits never issued from
• The PTW system must be appropriate for the nature of a desk.
the business System must be
• Sufficient time must be allowed to ensure permits are monitored.
19
issued correctly,
9

Work on Live Electrical Systems Confined Spaces

Work must be justified: Risk assessment by competent person.

– Not possible to work dead. Controls implemented (already covered).
Precautions are in place. Safe system of work.
Workers are competent. Emergency arrangements.

Machinery Maintenance Work at Height

Work is carefully planned and controlled: Avoidance, if possible.

– May be several people working. Prevention of falls by using:
Hazards are communicated. – Safe platform with adequate edge-protection.
Services are isolated and locked off. Minimise distance and consequence of fall:
Stored energy is released. – PPE and fall-arrest devices.
Workers are competent. Weather conditions considered:
– Wind, ice/snow.

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End-of-Section Quiz

1. What types of work require a permit-to-

work?
2. What are the key features of a permit-to- Unit IGC1: Element 3.10
work document?
3. What are the main limitations of a permit- EMERGENCY PROCEDURES
to-work system?

Emergency Procedures Group Syndicate Activity

Why do we need them? What emergency situations would the

following organisations have to consider
Because despite all of the precautions, things when developing emergency procedures?
can still go wrong!
– A primary school.
– A chemical-manufacturing plant.
– A shopping centre.

Be prepared to feed back to the group.

Group Syndicate Activity Arrangements on emergency

• Approved emergency response plan
Primary school: • Emergency team with team leader
– Fire, first aid, bomb threat (possibly), severe • Assembly point
weather, outbreak of disease. • Emergency route with signs
Chemical-manufacturing plant: • Emergency alarm system & PA
– Fire, first aid (including multiple-casualty incident), • Emergency contacts displayed
bomb threat, severe weather, outbreak of disease, • Emergency vehicle
chemical release, toxic chemical exposure. • Communication equipment like radios, mobiles
Shopping centre: • Training to staff
– Fire, first aid, terrorist threats including bomb • Mock drills
and/or suspect packages, multiple-casualty incident, • Emergency equipment like Wind Socks, Multi gas detector,
severe weather, crowd control/panic. Stretchers, Patient hoist, Wheel chairs, Spill kit, RPE, Eye
wash, First aid kit, Resuscitation equipment, AED,
Emergency shower, Antidote.

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 16/07/2018

Contacting Emergency Services End-of-Section Quiz

Communication equipment: 1. What types of emergency situation might

– Phones, radios, etc. an organisation need to consider?
Contact details: 2. You are developing fire response
– National and local emergency numbers. arrangements – what key things would you
Responsible individuals: include?
– ESSENTIAL to understand whose responsibility
it is!
– Must be trained.

First Aid
An employer has a duty to make appropriate first-
aid provision for his employees, which include:
• Facilities:
Unit IGC1: Element 3.11
– An appropriate location where first-aid

treatment can be given.

• Equipment:
FIRST AID
– Suitably stocked first-aid kits and other

equipment.
• Personnel:
– Trained staff.

Must inform people of these arrangements.

'The 3 Ps' Personnel and Coverage

Basic principle of first aid is to keep the injured Trained personnel:

person alive until professional medical assistance • First aider – full training.
Appointed person – basic training only.
arrives, sometimes called 'The 3 Ps': •

Preserve life. Coverage will depend on:

• The general risk level of the workplace.
Prevent deterioration. • The hazards present in the workplace.
• Accident history.
Promote recovery. • Vulnerable persons.
• The number of workers.
• Work patterns and shift systems.
• Workplace location (geographic).
Also provide treatment for minor injuries. • The spread of the workplace.
• Statutory requirement

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 16/07/2018

First-Aid Facilities End-of-Section Quiz

First-Aid Room (Possibly) Equipment 1. What is the basic function of a first aider?
• Centrally located; First-aid boxes (minimum).
accessible by emergency 2. What should be considered when
Plus:
services. determining the number of first aiders on
• Eye-wash stations.
• Clean and adequately
• Emergency showers.
site?
heated, ventilated and lit. 3. What other factors should be considered
• Woollen blankets.
• Hand-wash facilities, when evaluating the overall level and type
chair, clinical-waste bin, • Splints.
etc. • AED of first-aid provision for a site.
• Artificial respirator
• Resuscitation equipment.
• Stretchers.
• Wheelchairs.

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