‘2422, 9:53 > Safely Management: Ir pth | Groner Home ((2eroduct=154) > Practice-inform (ilopics?product=154) > Health Risks and Health and Safety (httns:ilapp.croneri.co.uk/topics/health-rsks-and-health-and-safely-0?product=154) > Safety Management: Indepth You are viewing premium content from Croner-i. Safety Management: In-depth Printable version (/export/prin’84337?product=154) Summary A formal safety management system (SMS) is a comprehensive safety framework usually linked to a recognised set of accredited standards. There is no legal requirement for employers to have a formal SMS in place. However, many employers adopt an SMS as the best way of demonstrating their commitment to safety and their compliance with the Health and Safety at Work, etc Act 1974 and associated statutory requirements. ‘The Management of Health and Safety at Work Regulations 1999 require employers to monitor and review the preventive and protective measures they have in place to control risks to health and safety. Monitoring is often supported through auditing health and safety performance, sometimes as part of an SMS. This topic looks at how to select and implement an appropriate SMS. It also covers effective audit. Employers’ Duties Employers must: * ensure, so far as is reasonably practicable, the health, safety and welfare at work of all employees + have a written statement of their health and safety policy which outlines their organisation and arrangements for health and safety should they employ five or more persons + make and implement safety arrangements as appropriate, taking into account the nature of the activities and the size of the undertaking + plan, organise, control, monitor and review measures put into place to control health and safety risks. hitpsilapp.croneri-co.uktopics/saety-managementindepth?product=154 ‘20‘2422, 9:53 > Safely Management: Ir Employees’ Duties pth | Groner Employees are required to: + take reasonable care of their own health and safety and that of other people who may be affected by + co-operate with their employer to enable the employer to comply with health and safety duties * co-operate within the arrangements of a safety management system. In Practice Safety Management Systems A formal safety management system (SMS) is a comprehensive safety framework usually linked to a recognised set of accredited standards. All employers have a duty under the Health and Safety at Work, etc Act 1974 to assess, manage and control risks associated with their work, and to consult with their staff on aspects of safety. All workers have a right to work in places where risks to their health and safety are properly controlled. To comply with their responsibilities, the law requires employers to have a health and safety policy in place (which must be in writing if there are five or more employees). This policy should detail their arrangements for the effective planning, organisation, control, monitoring and review of the measures taken to prevent and control exposure to risk. ‘The establishment of a suitable policy, developed in consultation with staff and staff representatives, will be sufficient for many employers, especially for small business in low-risk occupations. However, some organisations, particularly larger organisations or those in higher-risk sectors, find it useful to extend this legal requirement into a formal safety management system (SMS), a systematic safety framework usually linked to a recognised set of accredited standards. In this context, an SMS can be used not only to better manage safety, but also the best way of demonstrating both an ongoing commitment to safety and compliance with health and safety law. Examples of systems include national and international safety standards such as: + BS OHSAS 18001:2007 Occupational Health and Safety Management Systems + BS EN ISO 9001:2008 Quality Management System. ‘Sector-specific frameworks may apply, as may in-house standards, procedures or codes There is no legal requirement for employers to have a formal SMS in place. Selecting a Safety Management System Various SMSs are avaliable hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 2120‘2422, 9:53 > Safely Management: Ir pth | Groner ‘The key stages in establishing a successful SMS are: + selecting an appropriate SMS specification — choose a model which fits the requirements of the organisation + applying the specification — follow the specification and put the model in to practice. This may involve the production and implementation of completely new procedures, or the amendment of, existing ones. Current SMS specifications have a common ancestry in total quality management and there are fundamental similarities between the structures of each. The choice of specification needs to be based on a number of factors. The main factor is whether the organisation requires third-party certification against an SMS standard. Third-party certification involves an independent organisation carrying out an assessment against a standard to determine the degree of compliance. Successful organisations are usually allowed to advertise their certification, often by use of a logo. Certification Organisations may wish to gain certification for their SMS because’ + itcan help them to demonstrate to clients that they practice safety management to an acceptable level and it can therefore help them to obtain an advantage in selection + itcan help them to demonstrate to insurers that they practice safety management to an acceptable level and it can therefore assist in securing lower insurance premiums + it provides reassurance to stakeholders that the organisation is being managed properly and responsibly + ithelps to ensure that standards are maintained year after year, as annual re-certification is a usual requirement + achieving a recognised standard may become part of an organisation’s safety culture and will therefore help to maintain that culture. At present, only the BSI Occupational Health and Safety Assessment Series (BS OHSAS 18001:2007) is designed for third-party certification. Because of the similar structure of the various standards, specifications and guidance for SMSs, following a system which does not lead to third-party certification is not necessarily a great barrier to obtaining certification at a later date. Its likely that only a minimal amount of work would be required to meet the criteria of BS OHSAS 18001:2007 if an effective system, based on one of the non- certifiable specifications or guides, is in place The Main Safety Management Systems The following documents are the most commonly used by UK industry. + HSG65 Managing for Health and Safety (/topics/safety-managementindepth?product=154#DCAM- 1197108) + BS 18004:2008 Guide to Achieving Effective Occupational Health and Safety Performance ((topics/safety-management/indepth?product=154#DCAM-1197109) hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 3120‘2422, 9:53 > Safely Management: Ir + BS OHSAS 18001:2007 Occupational Health and Safety Management Systems: Requirements pth | Groner March 2018, ‘The main independent certification companies also have their own standards for certification and several of them have contributed to the development of the above documents. There is similarity of structure between the various documents: Safety Documents HSG85 - Successful | BS8800; 1996 - Guide to ‘OHSAS18001; 1999 Health & Safely Occupational Health & Safety | Occupational Health Menegement Menagement Systems and Sofety Management Systems « Specification Initial & periodic Polley status review ‘Organising Policy Pianning Implementation and operation Planning & implementation Organising Elements of system Checking and corrective action Measuring Planning & performance implementation Auditing HSG65: Managing for Health and Safety HSG65 was first published in 1991 as Successful Health and Safety Management by the Health and Safety Executive (HSE) as a practical guide to safety management. Although it is not a legal requirement to follow HSG65, the HSE recommends it as best practice in safety management, The latest version of HSG6S is the third edition published in 2013. It presents health and safety management as an integral part of good management generally, rather than as a stand-alone system. The guidance is extensive. + Part 1 presents the core elements of managing for health and safety and how they can fit with how a business is run, + Part 2 provides leaders, owners, trustees and line managers with examples of evidence to look for when deciding if they are doing what they need to do to manage for health and safety effectively. hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 4120‘2422, 9:53 > Safely Management: Ir pth | Groner + Part 3 gives advice on delivering effective arrangements and is particularly useful to those who need to put in place or oversee their organisation's arrangements for health and safety, eg health and safety managers. + Part 4 signposts resources from HSE and other organisations. The guidance presents the HSE Plan, Do, Check, Act model which has replaced the older Policy, Organising, Planning, Measuring performance, Auditing and Review (POPMAR) model of managing health and safety. + Planning involves an organisation analysing where it is now and where it needs to be and making a plan of how it will get there. + Doing includes identifying a risk profile for the organisation, organising activities for delivering the plan and implementing the plan. + Checking relates to measuring performance and investigating the causes of any accidents, incidents or near misses + Acting includes reviewing performance and taking action on lessons leamed, including from audit and inspection reports. It includes information on: + risk profiling — a process of examining threats and prioritising health and safety issues for the organisation + leading and managing for health and safety — the actions that leaders, at all levels, need to take and what good health and safety leadership looks like ‘+ worker consultation and involvement — creating a culture where relationships between employers and employees are based on collaboration, trust and joint problem-solving. The guidance contained within HSG6S is extensive. It approaches the management of health and safety within organisations as one of the core business requirements, While there is no certification available to companies which follow HSG6S, its importance should not be underestimated as this document forms the framework within which HSE inspectors will judge the safety management arrangements of organisations. HSG65 was based around a process diagram that defines the elements of the system and the interrelation between the various elements: HSG65 Chart hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 120‘2422, 953M Safely Management: Ir pth | Groner Policy ———_ re | Planni Reviewing Performance However, the HSE has announced that their guidance on managing for health and safety has moved from using the POPMAR (Policy, Organising, Planning, Measuring performance, Auditing and Review) model to a Plan, Do, Check, Act approach. BS 18004:2008 Guide to Achieving Effective Occupational Health and Safety Performance BS 18004:2008 replaced BS 8800:2004 Guide to Occupational Health and Safety Management Systems, Rather than being a standard for certification, this document provides guidance on the content of an Occupational Safety and Health (OSH) management system, particularly BS EN ISO 18001, and also on the implementation of such a system. Its predecessor, BS 8800, was used as the basis of many specifications and standards. It bases its guidance on two existing approaches and allows the user organisation to choose which ‘one is most appropriate for its citcumstances. These two approaches are derived from HSG65: Managing for Health and Safety, which it has modified, and the framework of the management systems BS OHSAS 18001 and BS EN ISO 14001:2004, As well as describing the elements of a safely management system, this standard includes large informative annexes which include a generalised risk assessment methodology and ‘examples of performance measurement techniques. This guidance is supported in some cases by case studies. The BS 18004:2004 version of the HSG65 process diagram is shown below. BS 18004:2004 Elements of a Health and Safety Management System hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 6120‘2422, 953M Safely Management: Ir pth | Groner External Intemal Factors Factors | Initial and periodic status review Organizing ] _j Planning and implementing | Measuring performance ———> Information Link ————>- Control Link OHSAS 18001:2007 Occupational Health and Safety Management Systems Probably the most commonly adopted framework is BS OHSAS 18001 — Occupational Health and Safety ‘Management (OHS). BS OHSAS 18001 is a framework for an occupational health and safety (OHS) management system. It can be used to put in place the policies, procedures and controls needed to achieve the best possible working conditions and workplace health and safety. Itis a part of the OHSAS 18000 (sometimes incorrectly identified as ISO 18000) series of standards. Probably the most commonly adopted framework is BS OHSAS 18001 — Occupational Health and Safety ‘Management (OHS). The Draft International Standard (DIS) of ISO 45001, the world’s first international occupational health and safety standard, has been published. The new standard is envisaged to replace BS OHSAS 18001. hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 7120‘2422, 9:53 > Safely Management: Ir pth | Groner Customer demand for a recognisable SMS specification that enabled assessment and certification of an organisation's management system lead the BSI to produce OHSAS 18001:1999 (now 2007), which standard includes the principles originally laid down in BS 8800:1996 (now replaced with BS 18004). Generic advice on the application of OHSAS 18001 is provided by OHSAS 18002: Occupational Health and Safety Management Systems — Guidelines for the Implementation of OHSAS 18001, which seeks to explain the underlying principles, typical inputs, processes and typical outputs against each requirement of OHSAS. 18001. BS 18004 also provides guidance and recommendations on implementing BS OHSAS 18001 ISO 45001 Occupational Health and Safety OHSAS 18001 is due to be withdrawn and replaced by ISO 45001 Occupational Health and Safely ‘Management Systems. The final draft version of ISO 45001 was published in November 2017 and the completed standard is planned for March 2018. Organisations currently certified to OHSAS 18001 will have a three-year period to upgrade to ISO 45001. BSI states that it will keep clients updated with the development of the standard and provide support materials and training courses to support migration. BSI states that ISO 45001 will be the world's first occupational health and safety intemational standard. The standard is designed to enable organisations to align their strategic plans with their safety management systems. There is also an increased focus on improving occupational health and safety performance. Implementing a Safety Management System British Standard BS 18004:2008 Guide to Achieving Effective Occupational Health and Safety Performance includes a requirement for an initial status review prior to setting the policy. This is a good starting point for any SMS and is based on the philosophy of “before we can decide where we are going, we need to know where we are", A review should aim to identify accurately all the drivers that affect health and safety in the organisation and all relevant legislation and standards. The review will also analyse the current arrangements for health and safety in order to establish a baseline for measuring future progress and for identifying the scale of the task ahead, A possible approach to this would be to audit current arrangements against the chosen standard and guide, Other systems, which do not have an initial status review phase, normally incorporate similar activities within the planning phase of system implementation. BS 18004 requires a health and safety policy which should include a commitment to the prevention of injury and ill health, and comply with legal requirements, and requirements for the documentation, maintenance, review and availability of the policy. Health and safety culture The importance of ensuring that an appropriate safety culture exists within the organisation before attempting to implement an SMS cannot be overemphasised hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 8120‘2422, 9:53 > Safely Management: Ir pth | Groner Without the existence of a positive safety culture, there are limits to the level of performance that can be achieved by the implementation of an SMS. Often, the state of the safety culture within an organisation may be determined empirically, by simple observation and monitoring, However, more precise assessment may be obtained by carrying out a safety culture survey for which tools exist, eg the HSE’s “safety climate tool", which uses a questionnaire to gauge employees’ feelings towards health and safety within the organisation. The four Cs Four prerequisite elements, each of them interrelated, are necessary to ensure the success of an SMS. These are often referred to as the four Cs. 1. Control — effective control systems should be in place whereby all managers take responsibility for health and safety and know how to exercise their responsibilities. 2. Co-operation — the operational culture must emphasise that health and safety is everybody's business, ‘worker participation and involvement must therefore be part of the process. 3. Communication — effective communication means ensuring that the message received is the same as the one that the sender intended to communicate. 4, Competence — having a competent workforce in terms of health and safety is a prerequisite for having a successful SMS. Planning and implementing the system The ultimate purpose of the SMS is to prevent the occurrence of injury and ill health as a result of the ‘organisation's undertaking by identifying, eliminating and controlling risks. The system should therefore: + support a method of identifying hazards within the organisation + support a process of assessing the risks associated with the hazards and determining appropriate methods of control, resulting in the organisation's written procedures and arrangements + support the continued application of the selected controls + monitor the application of the controls to determine their continued appropriateness and effectiveness include a feedback system to allow an effective response to the monitoring activities — this is known as "review". ‘The basis for determining the first three of these items is the risk assessment (/topies/tisk- assessment/quickfacts?product=154) process. System monitoring and review Monitoring of the SMS is essential at various levels in order to answer important questions. + Does the system allow us to meet our objectives as stated in the policy? + Does the SMS continue to be appropriate to our organisation? hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 9120‘2422, 9:53 > Safely Management: Ir pth | Groner + Is our safety culture improving or dectining? + Are we meeting our legal responsibilities? + Are we getting value for money? Monitoring activities provide data which should be fed in to the review process, in order that the elements of the system (policy, organisation, arrangements) may be actively and regularly reappraised. This feedback loop is essential to ensure that the system is responsive and does not stagnate. The monitoring activities will also identify problems that will need an immediate response. It is important for the success of the SMS that situations which have been identified as requiring corrective action are visibly addressed and rectified. To achieve these aims, arrangements are necessary for the: + collection of useful and meaningful performance data + rectification of problems identified (and the recording of any action) + collation and analysis of all performance data + high-level review of the analysis which results in a statement of performance and the creation of an action plan for improvement. Integrated systems There is a level of overlap between SMSs, and quality and environmental management systems, due to their ‘common ancestry. Management systems integrated into a single system may have the following benefits. + Reduction of duplication of effort — combined auditing involves a single audit for all three disciplines, thus reducing the time and resources required for both the auditors and the auditees. + Raising of the profile — an integrated system tends to have the effect of drawing health and safety into the core of management. SMSs often have a lower status than other aspects of management in the eyes of some managers. By integrating the three systems, the status of health and safety becomes equalised. + Simplification of systems for users — integration, if applied well, should result in simplified procedures. This reduces the quantity of material used and makes compliance easier for system users. Auditing and Monitoring The Management of Health and Safety at Work Regulations 1999 require employers to monitor and review the preventive and protective measures they have in place to control risks to health and safety. Safety auditing is a means of monitoring an organisation's health and safety performance; a means of demonstrating an organisation's compliance with its declared objectives, the law and, where applicable, best practice standards. The role of the auditor is to find out to what extent the standards are being met and to help the desired outcomes be achieved. Monitoring and auditing are common elements in all recognised SMSs. hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 10120‘2422, 9:53 > Safely Management: Ir Active and reactive monitoring pth | Groner Monitoring of health and safety management is necessary to identity ‘+ what is being done to implement the health and safety policy + how effectively risks are being controlled + how positive the health and safety culture is. There are two main forms of monitoring: active and reactive. Active monitoring looks at positive aspects of the organisation's health and safety management and includes measuring: + achievement towards health and safety objectives the extent to which the health and safety plan has been implemented the level of compliance with health and safety procedures the operation of workplace precautions + employee's attitudes to health and safety. Reactive monitoring looks at the negative aspects (or failures) of the organisation's health and safety. Reactive monitoring includes measuring: + the number of workplace accidents andior injuries the incidence of work-related ill health suffered by employees + property damage and other non-injury losses + near misses + failure to comply with performance standards and legislation. Reactive monitoring allows organisations the opportunity to learn from past mistakes. While this is important, it may come at a significant human cost. It should look at both the immediate and underlying causes of an incident luding the root causes. Auditing Monitoring and auditing are different. Monitoring is concemed with checking that the organisation's systems of control are being applied properly. Auditing is concerned with ensuring that the organisation's systems of control are effective. Auditing is the structured process of collecting independent information on the efficiency, effectiveness and reliability of the total safety management system and drawing up plans for corrective action ‘Auditing goes beyond monitoring by providing an independent assessment of the effectiveness, validity and reliability of the management planning and control systems. ‘An audit will not only look at whether the organisation's policies, procedures, plans, etc are being implemented, but also whether they are actually achieving the right results. An audit should identity * whether the management arrangements that are in place are appropriate + the existence of adequate risk control systems hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 we0‘2422, 9:53 > Safely Management: I-depth | Groner + the level of implementation of risk control systems, + whether the risk control measures in place are appropriate to the level of hazard + the sufficiency of workplace precautions. Audit frequency depends on the level of risk. Frequencies may vary from annually to monthly. An audit is a means of providing an objective measure of an organisation's occupational health and safety performance. ‘Auditing as one of the key elements in successful health and safety management. Although there is no specific legal requirement to adopt such a system, courts do continue to look ever more closely at just how effectively safety was managed in an organisation. The audit team To be effective, those who carry out health and safety audits must be independent and competent. The audit team, in particular, needs to possess an appropriate level of relevant health and safety knowledge and interpersonal skills that are appropriate to the task. The true role of an auditor is to “listen” and to “record”. The information gained should be treated as neutral, neither good nor bad, Only in this way will maximum co- operation be secured and the true picture identified. Interpersonal skills aside, the competencies required of an audit team member mean that they should be able to: + understand the organisation's risk management policies and procedures fully + develop a work plan or approach for either a simple audit or parts of a complex audit + analyse information found during the fact-finding phase to develop frameworks and draw conclusions from audit work prioritise the issues and associated risks identified during audit work. * conduct interviews/meetings with staff at all levels + discuss initial conclusions of own audit work with team members and document them in accordance with any relevant standards draft reports and presentations. ‘+ act on own initiative white complying with and contributing to team objectives, + share information, knowledge, experience and support and provide feedback to team members + monitor progress and outcomes against the audit plan + communicate progress of work and difficulties encountered in a timely manner, including emerging issues. The audit team manager should be able to: + brief and manage all team members * coach and act as a role model to less experienced team members. Audit tools hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 12120‘2422, 9:53 > Safely Management: Ir pth | Groner The following various audit tools may be used, depending on a number of factors. + Vertical slice — where a single topic, such as risk assessment or accident investigation and reporting, is selected and the audit tool is designed to target all aspects of the management of that topic. + Horizontal slice — where a single management function, such as recruitment and selection, is selected and its adequacy examined across the organisation + Sampling — particularly useful where an organisation has a number of operating locations that essentially perform the same function. In an organisation that has a national chain of 20 or so stores, a sample of three or four could be audited and the results extrapolated to cover the whole organisation. Most audit procedures have a scoring system. With many questionnaires, the questions are designed to be closed questions, meaning that they are designed to elicit straightforward yes or no responses, with the intention to ensure objectivity. A problem with this approach is that anything less than full compliance looks like failure, Other scoring systems may be numerical depending on the level of compliance, such as: + full compliance scores 3 + partial compliance scores 2 + non-compliance scores 1 ‘Awell-planned and executed audit will minimise disruption and set the tone for how well the audit and the auditors are received. The golden rule to follow is to “tell it ike itis". The auditors’ instinct should be to observe ‘what is and report it against ‘what the system says should be”, always remembering that the objective is to maximise the success of the arrangements that they are examining, Reporting the audit findings Safety audits are a means of demonstrating an organisation's compliance with its declared objectives, the law and, where applicable, best practice standards. The role of the auditor is to find out to what extent the standards are being met and to help the desired outcomes be achieved. If the outcome is to have any impact, all actions should be formally submitted in the first instance to senior management and either accepted or rejected. This will ensure that the audit findings have credibility and standing with those who are subject to its requirements, To be of value, audits should generate an action plan. ‘Any recommendations must be meaningful, with realistic time-scales for corrective action and named persons to implement them. CQC Fundamental Standards Compliance In England, primary health care providers must comply with the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 in order to maintain registration with the Care Quality Commission (CQC). The regulations include Fundamental Standards below which care must not fal. With regard to safety management, Regulation 15, Premises and Equipment, includes a requirement for all premises to be suitable and properly maintained. hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 13120‘2422, 9:53 > Safely Management: Ir pth | Groner Under the regulations, where premises are unsafe and put service users at risk of harm, or where harm has. occurred, CQC can move directly to prosecution, without first serving a warning notice. Guidance for Providers on Meeting the Regulations contains advice for providers on compliance. Prompts included in Section 15(1)(d) of the guidance require that: + providers must ensure that they meet the requirements of relevant legislation, including fire, electrical and building maintenance legislation * arrangements should be in place for the purchase, service, maintenance and renewal/replacement of premises and equipment — thus ensuring safety. CQC key-question test Since October 2014 a five key-question test has been used during CQC inspections in England in order to determine published ratings for each provider. Key-question judgments are made with reference to guidance published by the CQC for its inspectors. Service providers should make sure that they access the latest copies to inform their policies and procedures. From November 2017 the revised guidance in Key Lines of Enquiry, Prompts and Ratings Characteristics for Healthcare Services applies. This contains + Key Lines of Enquiry (KLOE) which prompt inspectors to ask certain questions + Ratings Characteristics which indicate what outstanding, good, requiring improvement and inadequate services look like. With reference to health and safety, inspectors are prompted to ask a range of KLOE questions, including the following. + $5: What is the track record on safety? + 85.1: What is the safety performance over time? + $5.2: How does safety performance compare with other similar services? + $5.3: How well is safety monitored using information from a range of sources (including performance against safety goals where appropriate)? + S6: Are lessons learned and improvements made when things go wrong? + $6.1: Do staff understand their responsibilities to raise concerns, to record safety incidents, concerns and near misses, and to report them internally and externally, where appropriate? + $6.2: What are the arrangements for reviewing and investigating safety and safeguarding incidents and events when things go wrong? Are all relevant staff, services, partner organisations and people who use services involved in reviews and investigations? + W3.7: Is there a strong emphasis on the safety and wellbeing of staff? + WS: Are there clear and effective processes for managing risks, issues and performance? + WS5.1: Are there comprehensive assurance systems, and are performance issues escalated appropriately through clear structures and processes? Are these regularly reviewed and improved? hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 ‘4120‘2422, 9:8 PM Safely Management: I-depth | Groner To answer these questions, inspectors are encouraged to ask service users and their relatives their views and ‘experiences about the care they receive. They are also prompted to gather feedback from other sources and stakeholders. In addition to the KLOE prompts, the CQC guidance describes what inspectors should look for in services with different ratings. For example, with reference to safety, in a service rated as “good” inspectors are encouraged to look for evidence that: + monitoring and reviewing activity enables staff to understand risks and gives a clear, accurate and current picture of safety * performance shows a good track record and steady improvements in safety + openness and transparency about safely is encouraged + staff understand and fulfil their responsibilities to raise concems and report incidents and near misses — they are fully supported when they do so + when something goes wrong, there is an appropriate thorough review + there is an effective and comprehensive process to identify, understand, monitor and address current and future risks. Ina service rated as uutstanding” inspectors are prompted to look for evidence that: the provider has a sustained track record of safety supported by accurate performance information + there is ongoing, consistent progress towards safety goals reflected in a zero-harm culture » there is a genuinely open culture in which all safety concerms raised by staff and people who use service are highly valued as being integral to learning and improvement * all staff are open and transparent, and fully committed to reporting incidents and near misses + there is a demonstrated commitment to best practice performance and risk management systems and processes. Key Lines of Enquiry, Prompts and Ratings Characteristics for Healthcare Services replaces the guidance found in the appendices to the service handbooks published by CQC in 2015. Training Training for directors should concentrate on the following topics. + The legal responsibilities of directors. + The potential outcomes for the individual if prosecution occurs. The need to integrate health and safety in all business decisions. The benefits of health and safety to the overall business function. + The actions expected of directors in respect of health and safety. + How directors can show commitment to health and safety. hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 18120‘2422, 9:53 > Safely Management: Ir pth | Groner Where a safely representative is appointed by a trade union, the particular union will usually arrange whatever health and safety training is necessary for the individual. The responsibility for identifying and meeting training needs for the representative of employee safety rests with the employer. ‘The training needs for representatives of employee safety will vary widely from one organisation to another, and probably from one individual to another. Training needs should reflect the particular individual's previous knowledge and experience, and the extent of their role. It is obviously important that any representative undertakes the same health and safety training that is offered to those that they represent. Additionally, a representative is likely to require more detailed training on: + the legal requirements relating to health and safety at work and, in particular, any specific aspects that relate to the group of workers they represent + the type and extent of hazards within the workplace, and the controls that are put in place to minimise the risks + the employer's health and safety policy, and the arrangements in place to fulfl the policy commitments + other specific training relevant to the tasks that they are required to carry out, such as accident investigation, preparation of safe working procedures, etc. ‘The employer is obliged to meet both the costs of training and any reasonable travel/subsistence costs. The ‘employer is also obliged to provide reasonable time off with pay, during working hours, for relevant training List of Relevant Legislation + Health and Safety Offences Act 2008 + Health and Social Care Act 2008 + Corporate Manslaughter and Corporate Homicide Act 2007 + Company Directors Disqualification Act 1986 + Companies Act 1985 + Health and Safety at Work, etc Act 1974 + Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 + Health and Safety (Fees) Regulations 2012 + Management of Health and Safety at Work Regulations 1999 + Control of Major Accident Hazards Regulations 1999 + Health and Safety (Enforcing Authority) Regulations 1998 + Health and Safety (Consultation with Employees) Regulations 1996 + Safety Representatives and Safety Committees Regulations 1977 + Regulatory Reform (Fire Safety) Order 2005 Further Information hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 16120‘2422, 9:53 > Safely Management: Ir Publications pth | Groner + BS 18004:2008 Guide to Achieving Effective tional Health and Safety Performance (https://shop. bsigroup.com/ProductDetail/?pid=000000000030166684) + BS ISO 45001:2018 Occupational Health and Safety Management Systems. Requirements with Guidance for Use + ISO 45001 Occupational Health and Safety — Briefing Notes, Intemational Organization for Standardization (ISO) + Guidance About Compliance: Essential Standards of Quality and Safety (March 2010), Care Quality services/guidance-meeting-standards) + Guidance for Providers on Meeting the Regulations (2015) + How CQC Regulates: NHS GP Practices and GP Out-of-hours Services — Appendices to the Provider Handbook (2015), Care Quality Commission, available on the CQC website (http:/www.cqc.org.uk/) + How CQC Regulates: NHS GP Practices and GP Out-of-hours Services — Provider Handbook (2016), Care Quality Commission, available on the CQC website (http:/www.cqc.org.uk/) + HSG65 Managing for Health and Safety (hutps://app.croneri.co.uk/system/files/hsop-hsg_0065_12882.pdf?product=154) + INDG232 Consulting Employees on Health and Safety: A Brief Guide to the Law (https:/app.croneri.co.uk/system/files/hsop-indg_0232_23879.pdfproduet~154) + INDG275 Plan, Do, Check, Act, An Introduction to Managing for Health and Safety. (https://app croneri.co.uk/system/files/hsop-indg_0275_18735.pdf?product=154) + Key Lines of Enquiry, Prompts and Ratings Characteristics for Healthcare Services (https:/www.cqc.org.uk/guidance-providers/healthcare/key-lines-enquiry-healthcare-services) (2017) Organisations + British Standards Institution (BSI) |http:/Awww.bsigroup..com (http://www bsigroup.com) The BSI develops, publishes and offers independent certification services for the UK, the EU and international standards. It aims to share knowledge and best practice in fire safety through the numerous national and intemational standards it publishes. + Care Quality Commission (CAC) hhttps:/Amww.cac.org.uk (https:/Avww.cqc.org.uk), The Care Quality Commission is the regulatory body for health and social care in England. It monitors, inspects and regulates health and social care services. + Health and Safety Executive (HSE) hitpsflapp.croneri.co.k/topics/safety-managementindeply?product=154 7120‘year, 9:89 m Safety Management: In itpiwwwhse.gov.uk (hitpi/www.hse.gov.uk) The HSE is responsible for the regulation of the risks to health and safety arising from work activity in England, Scotland and Wales, except in certain businesses (regarded as lower risk), which are the responsibility of local authorities. Its roles are to prevent work-related death, injury or ill health. The HSE will become the regulator for the Building Safety Bill. pth | Groner + Institution of Occupational Safety and Health (IOSH) http:/w.iosh,co.uk (http://www.iosh,co,uk) IOSH is Europe's leading body for health and safety professionals and provides guidance on health and safely issues, with over 44,000 members worldwide. + International Organization for Standardization (ISO) The ISO is a network of national standards institutes which publishes internationally recognised standards, such as the ISO 9000 series for quality management and the ISO 14000 series for environmental management. ISO is also responsible for its generic High Level Structure, incorporated into all ISO management standards Last reviewed 21 January 2021 Safety Management ‘Summary (/topics/safety-management/summary?product=154) Quick Facts (/topies/safety-management/quickfacts?product=154) > In-depth Get expert Practice-inform updates for free Ready to keep your business safe, compliant and ahead of industry change? 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