NEBOSH

MANAGEMENT OF HEALTH AND SAFETY

UNIT IG1:
For: NEBOSH International General Certificate in Occupational Health and Safety

Open Book Examination

ANSWER TEMPLATE

Available for 24 hours

Learner name Tayyeb Mohammed Javed Sangram

NEBOSH learner 00762172
number
Learning Partner name 1152-Mars Safety Training Institute

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Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 1 of 10

Task 1: Understanding moral management of health and safety in the
workplace

Question 1
Following are the reasons why the moral management of health and safety in the
warehouse is unacceptable:

Lack of Adequate Training: The initial induction lacked crucial information, such as the
location of the first-aid box and the absence of a health and safety officer, which puts
employees at risk.

Inadequate Safety Measures: The absence of painted traffic lines separating pedestrian
paths from forklift routes indicates a disregard for basic safety measures.

Overloaded Racking: The workers' uncertainty about whether their time-saving methods
are overloading the racking near the loading bay suggests a lack of concern for the
safety of both employees and stored goods.

Rushed Job Training: The warehouse manager's impatience with the forklift driver and
reluctance to provide proper training time reflects a disregard for employee safety and
well-being.

Inadequate FLT Training: Allowing an untrained forklift driver to operate heavy machinery
jeopardizes both the driver's safety and that of others in the warehouse.

Lack of Concern for Employees' Welfare: The WM's reputation-focused attitude,

shouting, and lack of empathy toward employees, especially in stressful situations,
demonstrates a lack of moral responsibility for employee well-being.

Insensitivity Toward Injured Colleague: The WM's insensitivity towards the injured worker
during the meeting further highlights the lack of empathy and moral concern for employee
safety.

Blaming the Injured Worker: The WM's attempt to blame the FLT driver entirely for the
accident, without considering systemic issues, is morally unacceptable.

Disregard for Worker Input: The WM's dismissive attitude towards worker concerns and
their belief that worker-demanded meetings are an excuse to avoid work shows a lack of
respect for employee input.

10. Neglecting Safety Maintenance: The WM's consistent cancellation of repainting the
traffic route lines due to potential delays indicates prioritizing convenience over safety.

Failure to Support Supervisor's Education: Refusing the supervisor's requests for time off
to study for the NEBOSH qualification demonstrates a lack of investment in employees'
professional growth and safety knowledge.

Absence of a Health and Safety Officer: The failure to hire a health and safety officer "for
years" leaves employees without a dedicated resource for addressing safety concerns.

Inadequate Safety Equipment: Providing safety equipment only after the induction is
incomplete and after the injury incident showcases a reactive, rather than proactive,
approach to safety.

Neglecting Coma Victim: The WM's initial disregard for the injured FLT driver, assuming
they were simply avoiding the meeting, is deeply insensitive and morally wrong.

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 2 of 10

 Denial of Worker Concerns: The WM's overall attitude of dismissing worker concerns and
refusing to acknowledge the need for change demonstrates a lack of moral responsibility
towards employee safety.

In summary, the moral management of health and safety in the warehouse is

unacceptable. As they are showing unemphatic and care very less about workers' health
and safety.

Task 2: Determining what is effective about induction training

Question 2
Following things are effective about the induction training at the warehouse:

The emphasis on reporting accidents or near misses to the health and safety officer
encourages a culture of accountability and proactive incident reporting.

The mention of key personnel like the warehouse manager and supervisors helps new
employees understand the chain of command and who to approach for guidance and
assistance.

The use of structured video materials, including topics like fire safety, manual handling,
and emergency procedures, provides a clear and organized approach to training. This
ensures that essential information is covered systematically.

Providing proper PPEs before commencing the work like high visibility vests, hard hats,
and gloves after the induction ensures that employees have the necessary safety gear to
perform their tasks safely.

The videos convey important safety information, such as the location of the first-aid box
and the need to report accidents or near misses. This promotes clear communication of
safety protocols to new employees.

The promise of additional health and safety training after the induction shows a
commitment to ongoing employee development in safety practices and they also
provided with the safety tour of the warehouse.

The requirement for ID card access and an intercom system for visitors demonstrates a
commitment to security and controlled access, which is essential for maintaining a safe
working environment for the employees and as well as for visitors.

The use of videos as training materials can engage visual and auditory learners
effectively, making it an engaging and potentially memorable way to convey important
safety information.

Task 3: Demonstrating management commitment

Question 3
The Warehouse Manager (WM) in the scenario did not effectively demonstrate
commitment to a strong health and safety culture. Several factors from the scenario
contribute to this assessment:

Insensitive Comments: The WM's insensitive comment during the meeting, suggesting
that the injured FLT driver could not be "bothered" to attend, showed a lack of empathy
and understanding of the severity of the situation.

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 3 of 10

 Verbal Warning: When the WM shouted at an FLT driver and issued an immediate verbal
warning for causing delays, it displayed a disregard for worker safety by prioritizing speed
over safety precautions.

Failure to Prioritize Safety Maintenance: The repeated cancellation of repainting traffic

route lines due to concerns about potential delays illustrates a lack of commitment to
safety maintenance, which is crucial for preventing accidents.

Inadequate Response to the Accident: While the WM eventually revealed the intention to
hire a health and safety consultant, this response came only after a severe accident,
suggesting a reactive rather than proactive approach to safety.

Blaming the Employee: The WM's immediate reaction after the accident was to blame the
FLT driver entirely for the incident without considering potential systemic issues or safety
concerns within the warehouse.

Failure to Support Supervisor's Education: Refusing the supervisor's requests for time off
to study for the NEBOSH qualification further demonstrates a lack of investment in
employee education and safety knowledge.

No Mention of Safety Improvement Initiatives: The WM did not mention any prior or
ongoing safety improvement initiatives or measures taken to enhance workplace safety,
indicating a lack of proactivity in this regard.

Delay in Hiring a Health and Safety Officer: The warehouse had been trying to hire a
health and safety officer "for years," indicating a prolonged lack of commitment to having
a dedicated safety professional on staff.

Scepticism About Safety Consultant: The WM's scepticism about the health and safety
consultant's recommendations and claim that the meeting was an excuse to avoid work
shows a reluctance to embrace external expertise and address safety issues.

Lack of Acknowledgment of Systemic Issues: The WM's tendency to blame individuals,

like the FLT driver, rather than acknowledge systemic safety issues within the warehouse
demonstrates a lack of commitment to comprehensive safety improvement.

Failure to Provide Training Time: The WM's decision not to grant the FLT driver time off
to complete their FLT training demonstrates a lack of commitment to ensuring that
employees are adequately trained and competent in their roles, which is essential for
safety.

Negative Workplace Atmosphere: The WM's reputation for coming out of the office only
when angry contributes to a negative workplace atmosphere, which can inhibit open
communication about safety concerns.

Inadequate Communication: The WM's lack of clear communication about safety policies
and procedures during the induction and onboarding process suggests a lack of
commitment to ensuring that new employees are well-informed about safety practices.

Lack of Safety Prioritization: The WM's primary concern appears to be maintaining the
warehouse's reputation for keeping schedules ahead of time. This focus on productivity
over safety indicates a lack of prioritization for employee well-being.

Insensitive Comment About Injured Employee: The WM's initial insensitivity toward the
injured FLT driver during the meeting, assuming they were avoiding attendance, reflects
a lack of empathy and concern for the well-being of employees.

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 4 of 10

 Opposition to Worker-Demanded Meetings: The WM openly opposed worker-demanded
meetings, indicating a reluctance to engage in constructive discussions about safety
concerns raised by employees.

Verbal Warning: When the WM shouted at an FLT driver and issued an immediate verbal
warning for causing delays, it displayed a disregard for worker safety by prioritizing speed
over safety precautions.

Task 4: Actions to fulfil health and safety management roles and

responsibilities

Question 4
These are some actions the WM can take to fulfill their roles and responsibilities
effectively:

WM should establish a culture of open communication, where workers feel comfortable

reporting safety concerns, near misses, or improvement suggestions. The WM should
actively listen to workers' feedback, ensuring their voices are heard and valued.

Conducting regular safety inspections is crucial for identifying potential hazards. The WM
should create a structured inspection schedule, involving both supervisors and workers.

Supervisors should be empowered to actively participate in safety management. The WM

can delegate responsibilities such as safety training, incident reporting, and safety
equipment maintenance to supervisors.

The WM should allocate dedicated time for worker training, including opportunities for
supervisors to complete NEBOSH qualifications. Investing in ongoing education ensures
that workers and supervisors are well-prepared to address safety challenges.

Emergency response training should be a priority for all staff, including the WM. Training
sessions should cover various emergency scenarios, ensuring that everyone knows how
to react calmly and effectively in critical situations.

The WM should regularly assess workload expectations, taking into account worker well-
being and safety. If work pressure is identified as a concern, adjustments should be
made to prevent burnout and accidents.

Maintenance tasks, such as repainting traffic route lines, should be a top priority. The
WM should ensure that maintenance schedules are followed diligently, even if there are
concerns about temporary delays.

The WM should invest in well-maintained and up-to-date equipment, especially forklift

trucks. Regular equipment inspections and maintenance should be conducted to reduce
the risk of accidents caused by equipment failures.

Instead of solely blaming the FLT driver for the accident, the WM should lead a
comprehensive accident investigation. This investigation should aim to uncover all
contributing factors for accidents.

The WM should lead by example in promoting a safety-first culture. Emphasizing safety

over speed and reputation sends a clear message to all workers that their well-being is
paramount.

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 5 of 10

 Actively engaging workers in safety discussions is essential. The WM should involve
them in safety decision-making processes and seek their input on safety measures.
Workers on the frontlines often have valuable insights into potential risks.

Providing regular training sessions and encouraging workers to stay updated on safety
practices helps enhance their knowledge and competence will show their commitment.

The WM should ensure that workers receive adequate breaks to prevent fatigue, which
can compromise safety. Encouraging short, regular breaks can significantly improve
alertness and overall well-being.

An inclusive work environment ensures that all workers feel valued and included,
regardless of their circumstances. The WM should make an effort to include workers on
sick leave in important discussions.

The WM should act on recommendations from the health and safety consultant and
worker feedback promptly. This commitment sends a clear message that safety is an
ongoing priority.

The WM should make hiring a safety officer a top priority. This officer can establish and
enforce safety protocols, conduct training, and ensure compliance with safety
regulations.

Task 5: Determining the contribution of organisational and individual human

factors

Question 5 (a)
Following organizational factors could have contributed to the accident:

The absence of well-maintained traffic route lines caused confusion regarding safe
pedestrian and forklift truck (FLT) paths. This oversight in maintaining crucial safety
infrastructure directly played a role in the accident.

The warehouse manager's emphasis on meeting schedules at the expense of safety may
have forced workers to hurry their tasks. This pressure can compromise safety practices
and elevate the risk of accidents.

Lack of monitoring from the management is clearly seen as the FLT driver is seen driving
without proper training and they are overspeeding the truck inside the warehouse.

The protracted effort to recruit a health and safety officer underscores understaffing in
pivotal safety roles. A dedicated safety officer could have detected and mitigated
potential hazards while delivering essential safety training.

The absence of transparent channels of communication between workers and

management, coupled with a deficiency in fostering a culture that encourages reporting
safety concerns, posed a substantial obstacle to accident prevention.

Lack of readily visible and available first-aid kit, as mentioned in the 'What to Do in an
Emergency' video, underscores a deficiency in emergency readiness and immediate
response capabilities within the warehouse.

The culture of disregarding worker grievances regarding safety and time constraints
implies that employee input was not given due consideration. Such an environment can
deter workers from reporting potential hazards or incidents.

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 6 of 10

 The warehouse manager's primary focus on upholding the warehouse's reputation for
punctuality might indirectly have encouraged workers to prioritize speed over safety,
potentially leading to risky behaviors.

The absence of a dedicated health and safety officer and delayed safety training for new
employees left the workforce ill-equipped to manage emergency situations or navigate
the warehouse safely.

Question 5 (b)
Several individual human factors of workers could have contributed to the accident in the
warehouse scenario. Here are some:

Lack of awareness: The new warehouse worker, in this case, was not familiar with the
warehouse layout and safety procedures. This lack of awareness could have led to them
being in a hazardous area.

Inadequate training: The FLT driver who caused the accident had not completed their
FLT training. This lack of proper training could have resulted in poor handling of the
vehicle.

Attitude: Workers had been using time-saving methods that might have compromised
safety. This suggests the negative attitude workers have when it comes to prioritizing
safety.

Pressure to meet deadlines: The warehouse manager was known for demanding
efficiency and maintaining the warehouse schedule. Workers might have felt pressured to
cut corners to meet these expectations.

Lack of communication: The warehouse workers had raised concerns about safety and
time pressures but were ignored by the management. This lack of communication meant
that potential issues were not addressed.

Overconfidence: The FLT driver may have been overconfident in their abilities to
maneuver the vehicle at high speeds, leading to reckless behavior.

Lack of morale and motivation: As the management does not listen to the workers
concerns and neglects their opinion, this could have led to low motivation and morale to
perform safely.

Fatigue: Long hours and a demanding schedule may have contributed to worker fatigue,
reducing their ability to focus and react effectively.

Poor perception of risk: Workers with lack of adequate training regarding health and
safety and as there is no HSC to train them and conduct daily safety meeting so to
educate workers of hazard identification.

Neglect of safety protocols: The absence of painted traffic lines and the delayed
maintenance of the warehouse infrastructure shows a neglect of safety protocols and
standards.

Task 6: Understanding how previous accident investigation prevents future

accidents

Question 6
Investigating the previous accidents could have helped to prevent the warehouse
accident is these ways:

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 7 of 10

 The cancellation of annual line repainting mentioned in the scenario could have been
traced back to prior accidents. This realization might have led to a thorough
reassessment of the warehouse layout, including redesigning traffic routes and repainting
lines.

Reviewing prior incidents might have prompted an examination of safety features on

equipment like forklifts. Ensuring that all equipment meets industry standards and is
equipped with necessary safety features can prevent accidents.

Recognizing that past accidents were related to equipment or infrastructure issues might
have prompted proactive maintenance and repairs to prevent future incidents. Regular
inspections and maintenance schedules could have been established.

Investigating previous accidents might have encouraged workers to voice their concerns
about safety hazards. This would create a culture of reporting and prevention, ensuring
that potential risks are identified and addressed before they lead to accidents.

Instances of inadequate supervision or managerial neglect, as observed in the scenario,

could have been addressed through improved oversight, management training, and clear
expectations for management's role in safety.

Investigating past incidents could have identified instances of unsafe practices. If

speeding in the warehouse was a common factor, corrective actions, such as disciplinary
measures or stricter policy enforcement, could have been implemented.

Comparing accident data with industry benchmarks and best practices could have
identified gaps in safety measures. By adopting proven safety protocols and learning
from the success of other organizations, the warehouse could have improved its safety
standards.

If previous accidents were linked to inadequate training or incomplete certifications,

management could have realized the need for comprehensive training programs and
qualifications for all workers, including the FLT driver.

Learning from past accidents could have informed the development or refinement of
emergency response plans. For example, knowing the exact location of first-aid supplies
and establishing clear response procedures would be essential in case of future
accidents.

Past incidents could have revealed whether equipment and infrastructure, like racking
and forklifts, had recurring issues. Signs of wear, damage, or inadequate maintenance
could have been addressed before causing more significant accidents.

A history of previous accidents would have provided insight into the prevailing safety
culture within the warehouse. Were safety protocols consistently followed, or were they
routinely disregarded? Identifying the culture would be crucial for fostering a safer
environment.

Through accident investigations, potential violations of health and safety regulations

could have been brought to light. This would trigger necessary adjustments to ensure
compliance, reducing the risk of regulatory penalties and accidents.

By analyzing past incidents, management could have identified recurring patterns, such
as frequent near misses or consistent types of accidents. Recognizing these patterns
could have served as an early warning system for potential hazards that needed
addressing.

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 8 of 10

 Previous accidents investigations could have included thorough root cause analysis to
determine not only what went wrong but why it happened. This understanding is essential
for devising effective preventive measures.

If previous accidents were linked to time pressure or unrealistic expectations,

management could have initiated discussions about workload distribution, scheduling,
and the importance of balancing efficiency with safety.

Task 7: Reporting the accident

Question 7 (a)
Reporting the accident to the appropriate authority is crucial for a number of reasons:

A government agency typically in charge of occupational safety and health is the

competent authority to whom the employer is legally required to report significant
workplace incidents. If such incidents are not reported, the employer may face legal
repercussions.

The FLT driver was involved in a fatal accident that left him in a coma and with a
fractured skull. As it poses a serious risk to the health and safety of employees, this level
of severity surpasses the threshold for reporting.

The scenario draws attention to several safety violations that occurred within the
warehouse, such as the lack of properly indicated traffic routes, the lack of time set aside
for safety training, and the disregard for maintenance tasks that may have averted the
accident. These infractions might point to a larger problem that needs to be investigated.

To ensure that the required safety changes are completed, it is essential to report the
accident to the appropriate authority. It offers an unbiased evaluation of the workplace
and might result in suggestions for changes that stop accidents from happening again.
The act of disclosing the accident encourages openness and responsibility in the
workplace. It guarantees that all stakeholders, including management, are held
accountable for their contributions to upholding a safe workplace.

Question 7 (b)
The employer can report to the competent authority in following ways:

Reporting online through the website is one the effective options as in this case the
online reporting should be submitted to the RIDDOR for any serious injury, dangerous
occurrence so any other unsafe working conditions.

The employer can notify the competent authority using the telephone and provide the
specific information of the injury, or the dangerous occurrence as whether it is fatal and
should be prompted for further investigation.

There is an option of filling out the RIDDOR form for reporting any fatal accident or any
dangerous occurrence as many forms are available on the HSE website to give the
specifics of the incident.

Email can be sent to the competent authorities so as to formally inform them about the
current situation regarding the fatal accidents and an invitation can be sent to them for
the external audit.

Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 9 of 10

 Your total
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Documents and sources https://www.hse.gov.uk/stress/standards/securing.htm

of information you used https://www.hse.gov.uk/simple-health-
in your examination safety/training/index.htm
https://www.ilo.org/global/topics/safety-and-health-at-
work/resources-library/promotion/WCMS_153930/lang--
en/index.htm
https://www.hse.gov.uk/enforce/our-role-as-regulator.htm
https://www.ilo.org/global/topics/safety-and-health-at-
work/news/WCMS_826603/lang--en/index.htm
https://www.hse.gov.uk/humanfactors/introduction.htm
https://www.osha.gov/incident-investigation
https://www.hse.gov.uk/pubns/indg453.htm

End of examination

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Answer sheet IG1-0029-ENG-OBE-V1 Sept23 © NEBOSH 2023 page 10 of 10